Projecs Of A New Nsiuion And Its Working Principle

Transcription

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2 Solicior General Canada Sollicieur général Canada CANADAN COP.PECTONP.L SERVCE OPENNC OF NEW NSTTUTONS ADKNSTRATON PROJECT FEBPL'APY M :MENT CONSULTNG SERVCE SERVCE DES CONSELLERS EN GESTON

3 f Projec 90 i ^ ^c ' CANADAN COP.PECTONA.L SERVCE', OPENNC OF NEW NSTTUTONS ADMNSTRATON PROJECT / FEBPUAPY 976 LBRARY MNSTRY OF THE SL:L'7i0'-; GF:r;_RAL OF C:AfdADA MAp 29 9e9 ^i^lic^z ^,r:^!.;f MiN4TL^l^ii G'i.i ;ivl_.l^:,'y[;u' ^ CikeiVÉÜ3Ai. (;)_f Çivid",D.> OTTAWA, OhTPQRi(:) CANADA K.4 OP3 C Managemen Consuling Service Minisry of he Solicior Genezal, d^

4 CONTENTS Par Page NTRODUCTON. Objec of he Repor.2 Building of a New nsiuion.3 Adminisraion Projec; 3 Definiion L Par 2 ADMNSTRATON PROJECT 2. Projec Managemen Phases 2.2 Projec Manager 2.3 Preliminary nformaion 2.4 Aciviy Progress Reporing Sysem Par 3 CRTCAL PATH BAR CHARTNG 3. nroducion Aciviies Symbols Examples in he Use of Bar 2 Char Symbols 3.5 Rules for Criical Pah Bar 23 Charing 3.6 Examples of Criical Pah Bar 25 Chars 3.7 Monioring Symbols 27

5 -- PART : NTRODUCTON. Objec of he Repor The objec of his repor is o provide a sysemaic planning and conrol mechanism o favour he imely inroducion of saff and adminisraive sysems for he opening of a new insiuion in synchronizaion wih he consrucion of he faciliies and procuremen of he equipmen. This mechanism we have called he "Adminisraion Projec". Before considering a more formal definiion for an Adminisraion Projec and in order o beer undersand wha is mean here, i will help o ake a broad look a wha is involved in he building of a new insiuion..2 Building of a New nsiuion The building of a new insiuion can be considered as being composed of five major phases or projecs. These are:. Programming Phase: During his phase, he new insiuion is defined according o regional needs. s purpose is deermined, he choice of appropriae inmae and securiy programs is made, is organizaional and reporing srucure is deermined, he number of saff and inmaes are esablished, geographical areas are idenified, faciliies and equipmen specificaions are esablished, ec. Once a good par of his

6 -2- programming is done, i is possible o bring in he design archiecs o begin he design phase. 2. Design Phase: ' This phase is involved wih generaing he preliminary drawings, verifying hese agains he faciliies and equipmen specificaions esablished previously and arriving a an esimae of he cos of he new faciliies. once his is done, i is possible o go for Treasury Board approval and o sar work on he working drawings.. Once TB approval is given, he hree nex phases or projecs cari begin. 3. Consrucion Projec: This projec obviously involves he building of he faciliies and can also be considered as including he sie selecion and purchase. 4. Procuremen Projec: This projec is concerned wih he imely purchasing, delivery, insallaion and paymen of he non-fixed equipmen and furnishings for he new insiuion (ex: desks, chairs, vehicles, indusries equipmen).

7 S Adminisraion Projec: r / s A Finally, having covered he consrucion of he faciliies and procuremen of he equipmen we are lef o cover he recruiemen and raining of he new saff and he implemenaion of he required adminisraive sysem o run he insiuion. These elemens are.no covered by any oher specific projecs and should be he domain of he "Adminisraion -Projec"..3 Adminisraion Projec: Definiion The"Adminisraion Projec" can herefore be defined as an acion plan covering he imely implemenaion of he adminisraion of a new insiuion (i.e. is saff and adminisraive sysems). idenifies and co-ordinaes wih he consrucion of new faciliies, he aciviies, heir iming and he responsible saff o: - recrui personnel - rain and orien new saff - develop and implemen adminisraive mehods, sysems and procedures - esablish operaing budges - deer he need for emporary accommodaions - occupaion of faciliies - ec. The diagram on he nex page may furher help he reader in undersanding wha is involved in he building of a new insiuion and siuae he "Adminisraion Projec" in is proper perspecive.

8 -4- BULDNG A NEW NSTTUTON f { PROGRAMMNG DESGN ^ CONSTRUCTON ' ^ PROCUREMENT, ADMNSTRATON PROJECT ^ / TME \ \,^sl "\ SM and TB BULDNG APPROVAL N SYNCHRONZE OPEN PHYSCAL PLANT FRST NMATES, 4 FULL POPULATON (90-95%)

9 -5- Par 2: ADMNSTRATON PROJECT The "Adminisraion Projec" has been defined in he previous secion. Poins of imporance peraining o he general managemen of his projec will now be deal wih. 2. Projec Managemen Phases The major phases of he adminisraion projec should be he following:. The Regional Direcor General (RDG) appoins he adminisraion projec manager (see secion 2.2, Page 8). (N.B. See foonoe) r r 2. The projec manager acquires all necessary preliminary informaion (see secion 2.3 Page 4). 3. The projec manager develops he criical pah bar chars in consulaion wih regional saff, exising insiuions and he consrucion projec (see Par 3 Page 9). 4. The RDG and he Regional Direcors (RD) approve he deailed adminisraion projec. The projec manager is responsible for geing his approval and communicaing i o all perinen regional divisions, as well as any exising insiuion(s) ha may be paricularly affeced by he opening of he new insiuion. (N.B. deally, where more han one new insiuion is being planned wihin a region, he adminisraion projec manager of he firs insiuion should also assume responsibiliy for all oher such projecs. n his case, he adn-dnisraion projec manager will require some assisance, paricularly where more han wo new insiuions are planned. Therefore, where possible, here should only be one adminisraion projec

10 -6-5. The Commissioner and/or he SMC approves he projec presened by he RDG wih he assisance of he projec manager. ir 6. Once he projec is approved, he projec manager develops he aciviy progress reporing sysem (see secions 2.4 Page 6,.3.7 Pg.27). The implemenaion of his sysem will be progressive over ime as he new insiuional saff members are briefed on how o repor he progress of heir aciviies. 7. Once he new direcor and his AD's have been appoined, hey should review he projec and be given he opporuniy o modify i for valid reasons upon.consulaion wih heir regional counerpars. f hey agree wih he projec (or if only minor changes are made), hey would hen approve i and use i as heir acion plan for he opening of he insiuion. f major changes resul from his consulaion (ex: major delay in implemening he securiy programs, hereby delaying he arrival of he firs inmae) hen such changes should be brough o he RDG's aenion for approval (or o find soluions o he problems a hand). manager wihin a region. The reasons for his recam-ezdaion are he following: ) The regional resources involved are largely he same fran one projec o he oher. Having only one projec manager should avoid confusion and duplicaion on he par of hese regional resources in providing he saire informaion wice or more depending on he nwiber of projecs and hence projec managers. 2) An adminisraion projec mus be synchronized wih he consrucion projec of is insiuion. Bu i mus also be coordinaed wih oher such projecs wihin a region (paricul.arly wih regards o he hiring and raining of he large nurbers of securiy and living unis officers). This coordinaion wnuld be favoured by having only one adminisraion projec manager.

11 -7-8. Once all (or mos) aciviies in he projec are compleed, he projec manager should complee a pos managemen audi o poin ou he major shorcomings ha occured during he projec and recommend any necessary changes for fuure projecs. This informaion should be sored by HQ Technical Services who could make i auomaically available o all new adminisraion projec managers.* r (* Regular meeings should be held beween he adminisraion projec managers o exchange noes on various aspecs of heir projecs and possibly exchange common and/or beer soluions o heir problems. This would also favour a more sandardized projec managemen forma.) Mos of he projec aciviies will sar from phase 6 onward o phase 8 (i.e. 6 o 9 monhs prior o he arrival of he firs inmae). During his ime, he projec manager mus also monior he progress of he aciviies, as well as co-ordinae hem agains he progress of he consrucion projec. mus be noed ha he adminisraion projec is enirely dependen on he iming of he consrucion projec. For example, delays in he consrucion projec will affec he iming of he adminisraion projec, bu i is impossible o delay he consrucion if here are any delays, say he hiring and raining of saff. 3) There will probably be considerable similariy beu&-en projecs. A single projec manager will be in a beer posiion o apply knowledge acquired in one projec o anoher as opposed o many independan projec managers.

12 -8- Also, we mus poin ou ha i is he adminisraion projec ha would specify he dae of arrival of he firs inmaes, since here are sill many aciviies specified in his projec o be carried ou afer he akeover of he faciliies. Of course, as we have menioned previously, his is done inerdependenly wih he consrucion projec. 2.2 Projec Manager y s is recommended ha as soon as senior managemen and Treasury Board approval has been given o build a new insiuion, ha a projec manager be appoined o esablish he adminisraion projec, monior is progress and co-ordinae i wih he consrucion of faciliies. This brings up hree quesions:. Wha kind of work is involved? 2. How much work is involved, and is iming? 3. Who should be he projec manager. n order o shed some ligh on he firs quesion, he reader is referred o pars 2. Page-5 and 2'.3 Page 4 of his secion of he repor. is difficul o answer he second quesion as here is lile wrien documenaion on he pos opening of insiuions. The informaion ha is available has helped, bu we have only limied experience o draw upon (i.e..planning par of he Drummondville projec), Also, elaboraing an adminisraion projec

13 -9- should ge progressively easier as CCS's experience in opening new insiuions grows over ime. We refer he reader o exhibi 2-, Page 5, which summarizes our hinking-on his poin. The hird quesion as o whom he projec manager should be is deal wih below. There are several possibiliies (or combinaions hereof). These are:. Have he Condr.u.c,i,oro;: PAa.j.ec, Manageh. a.ao aaeume n.e,aponaib.i,ei.y 4on he Admi.n.i.Aca,#,i.on Pnojec {yon a given.i,nb.i.w,ion. Though h,i,a pxojec, mayagelc, n,e,poa,a o HQ Technica<e Se)cv,i.c2a 4o,%.he._ cond)c.ucio n. o^he 4ac.i.?.l.,i,e,a he wô u,e.d nep^^ï, 'o he RDG Jon he admini,afiaion pc.oj2c,. Commens : a) An assisan o he above projec manager would probably be required. b) The consrucion projec manager would be an exper in projec managemen and should, herefore, be capable o apply his experise o boh projecs. c) This projec manager will have all he necessary informaion concerning he progress of he consrucion and is herefore, in an excellen posiion o properly synchronize boh projecs. d) The consrucion projec manager will be accommodaed a (or near) he consrucion sie. He will herefore, have relaively easy access o Regional saff, which is essenial o he adminisraion projec.

14 _0- e) This manager is no direcly concerned wih he aciviy conens and would probably no be overloaded wih oher pre-occupaions as he projec progresses; paricularly over he las six o nine monhs. f) Because of he clear separaion beween he consrucion and he adminisraion projecs, here should be no problems creaed by he recommended dual reporing relaionship. g) Mos of he aciviies conained in he adminisraion projec carry an insiuional and/or regional responsibiliy. Therefore, he RDG is in an ideal posiion o resolve any serious problems ha may arise. The projec manager should,'herefore, repôr o him for maers concerning he adminisraion projec. h) This soluion would favour an imparial monioring of he projec, boh a region and he new insiuion. i) This soluion would give rise-o many adminisraion projec managérs wihin a region. (same number as he number of new insiuions being buil.) Anoher possibiliy is. o have he RDG: 2. Appoin a negianc2 an exizi.ng.i,r6i.u,i.ona.2 ba6j memben a.a he admi..wi,anaan pna f ec, makagen, pne^enab.2y a aen.coic,6a.j4 membea an an ex-d.icec,on, upon Sewi,on Managemen and Tneazwr.y Bacvc.d appnovaz.

15 -- Commens : a) This soluion would depend on he availabiliy of such saff members for he duraion'of he projec. b) This saff member would probably require some raining in projec managemen. c) n his case, he consrucion and adminisraion projec managers would have o ensure ha hey are aware of he progress of heir projecs o properly synchronize he adminisraion projec o he progress of he consrucion of he faciliies. d) This person would mos probably have a good knowledae of he adminisraive srucure of CCS And would know whom o consul o properly plan he projec. e) There should be no ambiguiy as o his reporing relaionship. He should repor direcly o he RDG; having been compleely removed from his previous division a region or he exising insiuion. f) This soluion should favour an imparial monio^cing of he projec, boh for region and he insiuion. ^) This soluion would enable he region o have only one adminisraion projec manaaer which is preferable o having many. A hird possibiliy is o have he Commissioner and he PDG: 3. Appoin he new -i.nai.ci.f.ona.e dine.e.on upon Seni.on Managemen and Tneabuny Boahd appnovav- and have 'ri,im manage he admi.wi.aaa,.i.on pnojec,i.

16 -2- Commens : a) may prove comparaively easier o use he direcor's posiion for he dual role proposed here (i.e. projec manager and direcor), han o have he exra man year (or funds for a consulan) required in he wo previous soluions. b) The new direcor is an immediae sakeholder concerned wih he successful opening of he new insiuion. c) This new saff member would probably require some raining in projec managemen. d) As he projec ges ino is final 9 o 2 monhs, he direcor will become'increasingly pre-occ,upied by wha each aciviy produces (ex: sanding orders, budges, regulaions, ec.), as opposed o monioring and co-ordinaing he aciviies in hemselves. He may reauire help from someone else o manage he adminisraion projec (preferably his A/D O-A)..e) Again, as in soluion number wo, he synchronizaion of he adminisraion projec o he consrucion projec will have o be carefully planned beween he wo projec managers. ) ^ f) This soluion would eliminae he possibiliy of conflic beween he adminisraion projec manager and he direcor (and/cr he insiuional saff), bu no he region. This soluion would give rise o ms.ny adminisraion 'ion (same numer as he projec managers wihin a re9 number of new insiuions being buil).

17 J -3- The las soluion ha will be discussed here is he following: 4. Appoin he new.in6iwi.onaz d.ilce.c,on upon Serr.Z.on Managemen and Ticeazuny BoaAd appnova and have hi.m manage he admi,ri,i.aca,,i.on pno j ea. Then, upon he appo.énmen oj he A/7 O-A, u.6 e hin a6 an a6.6.i.6an pnojec managerc o he d-i.lc.ec,ion. Commens: a) All commens o he previous soluion apply o his One. b) This soluion would add o he A/D 0-A's responsibiliies over and above seing up his own division. However, since he insiuion is no operaional during mos of hé duraion of he adminisraion projec, his may give he A/D 0-A some exra ime o spend on he projec. The firs soluion is probably he bes. Failing ha, he hird and/or fourh soluions are preferable.

18 i i preliminary nformaion Before idenifying he projec aciviies, i is necessary o obain cerain daa and o deermine cerain facors which will influence he enire adminisraion projec. The following is a lis of such poins: - The buildingprogram mus be compleed. Of paricular ineres o he adminisraion projec, i will have esablished he organizaional srucure of he insiuion which will deermine he basic work componens of he projec (see secion 3.2,,Pg. 9)o This, combined wih he reporing relaionship beween region and Headquarers, will deermine he saff members responsible for each aciviy, ec. - Planning for he consrucion projec should be largely compleed. This will deermine he poin in ime when each par of he faciliies should be ready for occupaion. This, in urn will deermine when cerain areas of he adminisraion projec can, or mus be implemened (ex: heaing plan, mainenance, adminisraive offices, food services, ec). Wih he iming of he aciviies, his daa will also deermine he need for emporary accommodaions. i will also yield idenifiable consrucion milesones o relae he wo projecs ogeher ime-wise.

19 -5- - The rae of increase of he inmae populaion mus be deermined. This will influence aciviies, as well as he appoinmen of saff in cerain inmae programs areas as well as in oher areas such as food services, mainenance and indusries. - nformaion from and o he procuremen projec should also be made available as boh projecs are planned. This will be required o co-ordinae he wo projecs, paricularly wih regards o office furniure, furnishings and oher operaional equipmen required as he new saff is appoined and conversely, as saff is required o receive and insall such equipmen. r The above lis is no mean o be exhausive, bu raher o poin ou he major areas providing he required preliminary informaion ha should be available prior o, or during he developmen of he projec aciviies.

20 Aciviy Progress Reporing Sysem a The projec manager should se up an aciviy progress reporing sysem o monior and co-ordinae he progress of he projec's aciviies. Such a sysem should conain a leas he following elemens: A saff member responsible for a paricular aciviy should regularly fill ou a brief, one page aciviy progress repor oulining specific acions aken during he agreed upon reporing period (ex: 2 weeks), how much ime is sill required o complee he aciviy (see secion 3.7. 'Page 27) and any forseeable problems affecing he duraion of he aciviy. He should hen aend regular aciviy progress meeings chaired by he projec manager. These should concur wih he same reporing period as above (N.B. AD's could represen heir enire divisions). The progress of each aciviy should be ploed on he aciviy chars immediaely (see secion 3.7"Page 27) and any deviaion from plan recorded in he minues of he meeing. During hese meeings, aciviy conen should only be discussed where problems arise and hen only o idenify oher resources ha may help resolve he problem. The acual problem resoluion should be discussed during anoher meeing.

21 -7-. Whenever possible, he consrucion projec manager should aend hese meeings, paricularly if considerable changes occur in he consrucion projec. Once appoined, he new direcor should also make i a poin o aend. a The RDG and his RD's should be informed on an excepion basis of he progress of he projec (i.e. hose aciviies ha are lae should be brough o heir aenion). Changes in he consrucion projec affecing he adminisraion projec should be discussed a hese meeings. More horough consulaion in paricular areas may be required before he adminisraion projec can be modified saisfacorily. Each aciviy should have a docke o file is progress repors, as well as any oher perinen informaion.

22 ^ ^ ^ ^ " so me an EXHBT 2- TMNG AND AMOUNT OF WORK NVOLVED N AN ADMNSTRATON PROJECT FOR THE OPENNG OF A NEW NSTTUTON (ESTMATED) TAkC OVER F.-FR5T FAGflTl $ lnjmates FULL TME RRoJEcr MANAGER lj '-6»mo »+0-2-H.na. Noes:. During his period, he projec manager will be busy full ire developing he projec (aciviy idenificaion and descripion; ire esimaes; aciviy iner-relaionships^ esablish milesones wih consrucion projec, ec.) in consulaion wih Region and saff members in similar areas a exising insiuions.(see secion 2., #,2,3,4,5, and 6) 2. The amoun of work should, be reduced as he projec manager has he projec approved by he PDG and RD's and as he prepares he aciviy progress repor sysem. All he while, he keeps abreas of he progress of he consrucion projec and relaes is milesones o he adminisraion projec. The hiring and raining of saff (CX and LU a firs, hen he direcor and/or his P_D's) will cause a progressive increase in he amoun of work involved up o a maximum 6 o 9 monhs prior o he akeover of he faciliieslsee secion 2., #6 and 7) 3. This period will be he mos hecic since i involves a review of he projec by he direcor and his AD's and hen mos of he aciviies planned in () sar occuring.(see secion 2. #7) 4. Approximaely wo o four monhs afer akeover of he faciliies mos aciviies should have been compleed and he adminisraion projec will come o a close.(see secion 2. #8)

23 PA..RT 3: -9- CRTCAL PATH BAR CHAR.TNG* (CPBC) 3. nroducion: The CPBC mehod of projec illusraion and monioring is recommended over he use of arrow diagrams (CPM; PERT diagrams). This mehod is relaively simple and easy o learn. is easier o illusrae and bring up-o-dae han arrow diagrams and i shows he aciviy iner-relaionships, heir slack imes and criical pah on an easy-o-read calendar imeframe. i a To apply he CPBC mehod, he following is required: 3.2 Aciviies. The projec mus be broken down ino is componen work packages or aciviies. i is convenien o use he new insiuion's organizaional srucure as a firs breakdown and o consider each secion and/or division as a major componen of he overall projec. This will require a cerain amoun of co-ordinaion beween secions laer on. The aciviies required o open each secion mus hen be idenified. Each aciviy mus be carefully defined. The bes way o do his is o idenify is produc (i.e. wha is he end resul of he aciviy). This should be done in consulaion wih hose saff members a region or in exising insiuions mos exper in each area. 2. A he same ime as he aciviies are idenified, he ime required o carry ou each aciviy should be esablished. * Source: Baes nfosysems Associaes, 975.

24 The iner-relaionships ha an aciviy has wih oher aciviies (or pars hereof) should also be esablished. This should be expressed as weeks elapsed of he relaed aciviy. Once he above is compleed i is now possible o draw he CPBC wih he use of he following symbols: 3.3 Symbols ACTVTY EPRLEST POSSBLE START SLACK NTERFACE PONT 0 SECONDARY START CRTCAL PATH NDCATOR CONTNUOUS FELATONSHP

25 Examples in he Use of Bar Char Symbols Time A Aciviy A ' i Aciviy A wih earlies possible sar A A C _B C Aciviy A wih inerface poins Aciviy A nerfacing wih Task B a he 75% poin and Task C a he 00% poin 2 3 4

26 Examples in he Use of Bar Char Symbols A Slack of A 8 c 0 2 B req 75% of secondary ^ earlies #A sar ^-Y slack of A C req 00% of 50% o A Same example wih criical pah A..^rr^ r ^ r^ 6 L_ J: ^. PA Af s mr^m ra rf ^.. -%rrr"r- - ^ *

27 Rules for Criical Pah Bar Charing - Always plan aciviies o sar as soon as pracical (once he oal duraion of he projec is esablished he ending dae can be adjused wih he laes possible ending dae for he projec). - nerface poins on supporing aciviies are always on a verical line on he char wih he "Earlies Possible Sar" or "Secondary Sar" symbols of he suppored aciviy or aciviies. - When ploing slack and criical pah always work from he end of he projec schedule back owards he beginning. - Plo a "slack" symbol for all aciviies, even hose wih no slack, for hose wih no slack, place he symbol a he end of he aciviy bar. - To plo he criical pah, sar wih ha aciviy or hose aciviies which dicae he end dae of he projec. Draw he "Criical Pah" symbol down he aciviy bar from he end or he inerface poin he c-ffi^ieal pahea-eire 44: he civiy's "Earlies Possible Sar" symbôl (excep as noed below). Locae he "nerface Poins" symbol of he supporing aciviy direcly above he "Earlies Possible Sar" symbol and draw he "Criical Pah" symbol up o ha poin. Repea he process of drawing he "Criical Pah" Symbol down he nex bar o he "Earlies Possible Sar" symbol and up as many imes as is necessary o complee he "Criical Pah" symbol.

28 Excepions o he criical pah rule of always going o he "Early Sar Symbol" o rack he criical pah.. When a coninuous relaionship dominaes slack along any aciviy or par of an aciviy ha is on he criical pah. 2. When an aciviy or series of aciviies ha are no originally on he criical pah are moved forward in he schedule and come on he criical pah a some laer poin, do no draw he criical pah earlier han heir planned sar poin unless here is no oher criical pah.

29 EXAMPLES OF CRTCAL PATH BAR CHARTS EXAMPLE ACTVTY TME NTERFACE (WEEKS) REQUREMENTS Ba ca D A 8 - B 6 Afer 6 weeks of A C 2 Complee A & Afer weeks of B D 5 Complee B A =c "QsB<F, la - WEEKS D i_ Î ( ^ Ji ns )7 zo

30 -26- '3'.'6' E;YAMPLES, OF CRTCAL PATH' BAR CHARTS EXAP?PLE TAST{ NO. WEEKS NTERFACES 4 Afer 2 weeks of A 4 Complee A/afer 2 weeks of B 3 Afer 3 weeks of C- Complee C/afer 6 weeks of D J. 8 A ^- ^y A Qf 8 D^ F ;- ^ G ^c -W i5 5

31 3.7 MONTORNG SYVMOLS, The following symbols wih accompanying explanaions are used o monior he progress of each aciviy. (N. B.: Repors concerning he progress of an aciviy should always be concerned wih he "ime required o complee he aciviy, no how long he aciviy has been going on. N.B. 2: A verical line should be used o indicae he 2-week period agains which he progress of an aciviy is being compared. The wo-week period saring Monday, November 5h, and ending Friday, he 6h, 979, is used here.) : ; 0 0 il ^^ ` Ex: The aciviy repor would read ha his 8-week aciviy will be compleed in 0 weeks. Since 8 weeks have elapsed since he sar of his aciviy, i is herefore on schedule. (i.e.: Toal aciviy ime (8) - Time required o complee (0) = Par of aciviy which is compleed (8) - Time elapsed (8) = Time ahead (0) ). ^ -! ^- Ex: 2 - The aciviy repor would read ha his 22 week aciviy will be compleed in 0 weeks. Since only 8 weeks have elapsed since he beginning of his aciviy i is herefore 4 weeks ahead of ime (i.e. Toal aciviy ime (22) - Time required o complee (0) Par of aciviy which is compleed (2) - Time elapsed (8) - Tine gained (4). ^

32 ; üfafy! ' H., SOA.(,;TClR _ 0 T El ; ) r _7 F NlnP 29 glfi9 Ex: 3. The aciviy yrepàr woül'd`^éad Wha his 8 week aci^iy ^ wi.^:!3^ be compleed in 2 weeks S. 5 ince l'0`"` c,ëës ^zave elapsed since he beginning of his aciviy i is 4 weeks lae (i.e.: 8-2 = ). This will herefore require ha is ending dae be delayed 4 weeks. i - - Ex 4: - The aciviy repor would read ha his 28 week aciviy will be compleed in 4 weeks and is herefore on ime (i.e.: 28-4 = ).>-iowever, he noaion indicaes ha he aciviy has been previously exended firs by 2 weeks a he mid-sepember revision and hen 2. weeks a he end of Sepember, here hàving been a oal 4 week delay in he progress of he aciviy (indicaed by he broken progress line). Ex: b- The aciviy repor would redd ha ' his 28 week aciviy will be compleed in 0 weeks. is herefore 4 weeks ahead of is re-scheduled compleion ime (i.e = 8-4 = 4). The re-scheduled ending.dae of he aciviy (see `xample 4) could herefore be brough back o is original posiion or preferably lef where i is unil he aciviy is compleed in case here are any furher delays. Ex: 6 - Same as example 5 bu wih he ending dae of he aciviy having been brough back 4 weeks (he haching marks over he previously re-scheduled ending dae should be done in pencil in case of any furher delays). Ex: 7 - The aciviy repor would read ha his 24-week aciviy will be compleed in 6 weeks. Therefore i is 6 weeks lae (i.e.: = -6). However, due o various consrains i is impossible o exend he ending dae by 6 weeks. This would indicae he need for urgen meeings o esablish he amoun of ire by which he aciviy may be exended (in his example, 4 weeks) and he exra effor required o compensage for he unavailable 2 weeks.

33 GECAT^Î LP^ÎP ^

34 Dae Due HV Canada. Minisry of he Solicior General. Manage- M32 iten Consuling Service. 978 Canad:i&n Correcional Service : opening of new insiuions : adminisraion projec.

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