Project Management with Dynamic Scheduling

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1 Mario Vanhoucke Project Management with Dynamic Scheduling Baseline Scheduling, Risk Analysis and Project Control 4u Springer

2 1 Introduction Introduction The Project Life Cycle (PLC) Project Phases The PLC in PMBOK The PLC Used in This Book Dynamic Scheduling Methodology Project Mapping Complexity Uncertainty Control Conclusions 8 Parti Scheduling Without Resources 2 The PERT/CPM Technique...: Introduction Project Definition Phase WBS and OBS Network Analysis Generalized Precedence Relations Other Constraint Types Project Scheduling Phase Introduction to Scheduling Critical Path Calculations Program Evaluation and Review Technique (PERT) Three Activity Duration Estimates Probability of Project Completion Beyond PERT Conclusion 34

3 The Critical Path Method Introduction to Literature Time/Cost Scheduling Trade-Offs Linear Time/Cost Relations Discrete Time/Cost Relations The Project Scheduling Game Why Do Managers Need This Game? The Project Data of PSG Simulation Process of PSG Access to PSG Using ProTrack Educational Approach Simulation Seminar and Target Group Teaching Process Performance Evaluation Game Discussion PSG as a Research Tool Conclusions 56 The VMW Project Introduction Description of the Project Subproject 1: Extension of the Storage Capacity of Treated Water Subproject 2: Increase of the Production Capacity Work Breakdown Structure Analysis of the Project Features of the Project Earliest Start Schedule Maximizing the Net Present Value Robust Schedule Conclusions Appendix 76 Schedule Risk Analysis Introduction Schedule Risk Analysis Step 1. Baseline Scheduling Step 2. Risk and Uncertainty Step 3. Monte-Carlo Simulation Step 4. Results Sensitivity Measures Criticality Index CI Significance Index SI Cruciality Index CRI Schedule Sensitivity Index SSI 89

4 xv 5.4 Sensitivity Examples A Fictitious Project Example Counterintuitive Examples Schedule Risk Analysis in Action Project Tracking Network Topology Conclusion 97 6 The Mutum-Parana II Bridge Project (A) Introduction The Team Meeting The Project The Team Proposals 103 Part II Scheduling with Resources 7 Resource-Constrained Project Scheduling Introduction Resources Scheduling Objective Regular and Nonregular Objectives Time Minimization Ill Net Present Value Maximization Resource Leveling Scheduling Methods Constructive Heuristics Lower Bounds Assessing Schedule Quality Other Scheduling Methods Scheduling Extensions Variable Resource Availability Multi-mode: A Time/Resource Trade-Off Others Resource Cost Types of Costs Cost Sensitivity Conclusions Resource-Constrained Scheduling Extensions Introduction Other Scheduling Objectives Work Continuity Optimization Quality Dependent Time Slots Resource Availability Cost Problem 153

5 xvi Contents 8.3 Quantitative Project Descriptions Network Topology Resource Scarceness Relevance Extra Scheduling Features Activity Assumptions Setup Times Learning Conclusions The Westerschelde Tunnel Project Introduction The Project The Project Network The Project Characteristics Project Scheduling An Earliest Start Schedule Minimizing Resource Idle Time Various Other Scenarios Conclusions Critical Chain/Buffer Management Introduction Sources of Uncertainty Parkinson's Law The Student Syndrome Multiple Parallel Paths Multitasking Critical Chain/Buffer Management Theory of Constraints in Project Management Working Backwards in Time The Project Buffer Feeding Buffers The Critical Chain Resource Buffers An Illustrative Example Project Execution and Buffer Management A Critical Note Scheduling Objective Scheduling Quality Critical Chain Buffer Sizing Buffer Management Conclusions 205

6 xvii 11 The Mutum-Parana II Bridge Project (B) Introduction The Project in Detail The Resources The Relations 210 Part III Project Control 12 Earned Value Management Introduction EVM Key Parameters Planned Value Actual Cost Earned Value Earned Schedule Performance Measurement Variances Indicators Forecasting Time Forecasting Cost Forecasting A Fictitious Project Example Conclusions * Advanced Topics Introduction Schedule Adherence The p-factor Concept Effective Earned Value If Time Is Money, Accuracy Pays! Research Scope Research Methodology Drivers of Forecast Accuracy Project Tracking Efficiency Top-Down Project Tracking Using EVM Bottom-Up Project Tracking Using SRA Project Tracking Efficiency Conclusions The Mutum-Parana II Bridge Project (C) Introduction The Project Portfolio The Management Committee Meeting The Agenda Appendix 265

7 xviii Contents Part IV Scheduling with Software < 15 Dynamic Scheduling with ProTrack Introduction Baseline Scheduling Schedule Risk Analysis Project Control ProTrack's Advanced Features Automatic Project Generation Standard and Advanced EVM Features Forecasting Accuracy Calculations ProTrack as a Teaching Tool Simulating Time/Cost Trade-Offs Submitting Project Data Conclusions 282 Part V Conclusions 16 Conclusions Baseline Scheduling Schedule Risk Analysis Project Control Summary ' Future Developments 292 References 305

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