Should I Resource Load My Schedule?
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1 Should I Resource Load My Schedule? th Annual International Integrated Program Management Conference November -, Copyright All Rights Reserved
2 The Goals Of Project Management: to make the most effective use of available resources such as: People Equipment Facilities Materials Money Technology so that project objectives and goals can be achieved: Within budget On schedule To the desired quality Copyright All Rights Reserved
3 WBS Work Packages / Activities CONTROL ACCOUNT WORK PACKAGES ACTIVITIES Copyright All Rights Reserved
4 CALCULATING THE NETWORK Task Durations Forward Pass Backward Pass Copyright All Rights Reserved
5 Task Durations (Estimates) Developed for each activity Developed by best available authority Generally assumes normal conditions (manpower, equipment, calendar, etc.) CAUTION: - Over- Estimating Tendencies Copyright All Rights Reserved
6 Activity Types DURATION DRIVEN Estimate based on amount of calendar time necessary for task completion EFFORT DRIVEN Estimate based on the amount of work required to complete the activity Copyright All Rights Reserved
7 Network A H L A D M/S I J K M/S Project Start B E Project Completed C F G M PROJECT LENGTH? Copyright All Rights Reserved
8 Forward Pass From project start to finish, calculate the earliest that each activity can start and finish according to the logical sequence of work and the duration of each activity EARLY DATES Yields project duration Copyright All Rights Reserved
9 Network A A D H L 9 M/S Project Start B E I J K M/S Project Completed C F G M FORWARD PASS Copyright All Rights Reserved
10 Backward Pass Working backward from project finish to start, calculate the latest that each task must start and finish in order to meet the end date. LATE DATES Yields when the project must start to meet the latest acceptable completion date. Copyright All Rights Reserved 9
11 Network A A D H L 9 9 M/S Project Start B E I J K M/S 9 Project Completed C 9 9 F G M BACKWARD PASS Copyright All Rights Reserved
12 Network A A D M/S Project B E Start H 9 9 I J L 9 K 9 M/S 9 Project Completed C F G M 9 9 Critical Path Copyright All Rights Reserved
13 Why Calculate The Network? Establish ES & EF dates and project duration Calculate LF & LS dates based on project completion Defines Float Copyright All Rights Reserved
14 Float (Leeway Or Slack) Amount of time an activity can be delayed before it impacts Project Completion Calculated by comparing LF to EF A = days "Float" Also called Total/Path/Shared Float Copyright All Rights Reserved
15 Total Float ES EF 9 A A Total Float for Activity A LS LF Copyright All Rights Reserved
16 Activity (Free) Float Amount of time an activity can be delayed before it impacts any succeeding activity days "Free Float" D H Copyright All Rights Reserved
17 Network A A D M/S Project B E Start H 9 9 I J L 9 K 9 M/S 9 Project Completed C F G M 9 9 Critical Path Copyright All Rights Reserved
18 Critical Path Longest path of logically related activities through the network which has the least Total Float. Defines project duration. Path: B E G M = 9 days Copyright All Rights Reserved
19 Project Control Components Project definition Planning / scheduling Resource loading / analysis Statusing and reporting Copyright All Rights Reserved
20 Resource Loading / Analysis Process Assignment of resources (people, equipment, facilities, materials, etc.) to each activity within the project Comparison of Needs vs. Availability Resulting Profiles (Histograms) Cumulative Plots (S-Curves) Other descriptive terms: Resource Allocation Resource Leveling Resource Scheduling Resource Smoothing Copyright All Rights Reserved 9
21 We Develop A Staffing Plan Because... During Critical Path Method (CPM) schedule development, the assumption has been that unlimited manpower, material and equipment are available This OFTEN is not true The availability of resources has a direct bearing on the duration of each activity. Copyright All Rights Reserved
22 CONTROL ACCOUNT $ $ $ $ $ $ $ $ $ $ $ $ $ Total $ $ $ $ $ $ $ $ $ Automated? Manual? Hrs Hrs Hrs Hrs Hrs Hrs Hrs Hrs Copyright All Rights Reserved
23 Resources-loaded Schedules Schedules that have required resources identified to a specific schedule activity ACTIVITY X TITLE: Review Geology Report EARLY START LATE START / / EARLY FINISH LATE FINISH / / DURATION: days TF = Resources: Hydrogeologist Hydrogeologist Assistant Hours Copyright All Rights Reserved
24 Network A May May May May May May A May 9 May D H May Jun L Jun Jun May May May 9 May May May 9 May May May May May M/S Project Start May May B May May May May E May May I May May J Jun Jun K Jun Jun Jun M/S Project Completed May May May May May May 9 May Jun C F G M May May May May May May 9 May Jun Copyright All Rights Reserved
25 Network A Activity Duration Total Float Free Float Resources A B C D E F G H* I J K L M *Duration Driven Copyright All Rights Reserved
26 Copyright All Rights Reserved Activity A B C D E F G H I J K L M 9 9 ( = Late Finish) May June
27 Total Resources by Day - Net A Net A Resource Profile Resource Requirements Project Days Copyright All Rights Reserved
28 Why Resource Analysis? Determine resource requirements (manpower projections, hire/fire strategies) Balance resource usage Consider time/resource tradeoff Copyright All Rights Reserved
29 Total Float ES EF 9 A A Total Float for Activity A LS LF Copyright All Rights Reserved
30 9 Copyright All Rights Reserved Activity A B C D E F G H I J K L M 9 9 ( = Late Finish) May June
31 Network A A D M/S Project B E Start H 9 9 I J L 9 K 9 M/S 9 Project Completed C F G M 9 9 Critical Path Copyright All Rights Reserved
32 May June Activity 9 9 Total Float A B C D E F G H I J K L LOGIC A "DRIVES" D D "DRIVES" H - L - I - J - K M ( = Late Finish) Copyright All Rights Reserved
33 "Net A" Resource Profile Resource Requirements Project Days Copyright All Rights Reserved
34 S Curves R E S O U R C E S TIME-PHASED RESOURCE PLAN (CUMULATIVE PLOT) TIME Copyright All Rights Reserved
35 Copyright All Rights Reserved ( = Late Finish) May June Activity A B C D E F G H I J K L M 9 9
36 'S' Curves (Early Start NetA) Cumulative Resources Project Days Copyright All Rights Reserved
37 Copyright All Rights Reserved ( = Late Finish) May June Activity A B C D E F G H I J K L M All Activities (Late Start)
38 "N et A " R esource C urves C um ulative R esources Early S tart Late S tart P roject D ays Copyright All Rights Reserved
39 "N et A " R esource C urves C um ulative R esourc Early S tart Late S tart S cheduled (B aseline) P roject D ays Copyright All Rights Reserved
40 FORECASTING RESOURCES A E G B C D F H A B C D E F RESOURCES G H TOTAL CUM 9999 USAGE TABLE R E S O U R C E S Copyright All Rights Reserved TIME PROFILE CUMULATIVE (S) CURVE 9
41 Should I Resource Load My Schedule? Pros:! Tight integration of schedules and budgets! Visibility of resource requirements by skill category! Facilitates enterprise-wide resource planning! Ease of what if modeling during the planning phase! Facilitates recovery planning Cons:! Requires expert scheduling capabilities (software & personnel)! Over reliance on software tools instead of resource managers! Some resources are more critical than others! Benefits diminished if not done on an enterprise-wide basis Copyright All Rights Reserved
42 Planning & Budgeting Establish the Baseline - An Iterative -Step Process. Define The Work Project Budget Base Mgmt Res. Schedule The Work $ Baseline. Allocate Resources Time Copyright All Rights Reserved
43 Copyright All Rights Reserved
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2 Fmwk&Int. 1 C PMBOK 2012, 1.2 - What is a project 2 Fmwk&Int. 2 D PMBOK 2012, 3.7 Closing Process Group 2 Fmwk&Int. 3 D PMBOK 2012, 1.4 - Relationships Among Project/Program/Portfolio Mgmt 2 Fmwk&Int.