Organization of project schedule management. Input for schedule development Schedule management includes

Topic 4. Project time management (Time Management) 4.1. Stages of project time management 4.2. Project Schedule Management Plan 4.3. Development of the schedule (calendar plan) of the project using the critical path method © Kokodey T. A.,

Project Management Subsystems / Knowledge Areas Project Scope Management Project Timing Management Project Cost Management Project Personnel Management Project Supply Management Project Risk Management Project Communication Management Project Quality Management Governance stakeholders Project Integration Management Project Management Stages (Phases) of Project Management 1. Project Initiation Process 2. Project Planning Processes 3. Project Execution Organization Process 4. Project Execution Control Process 5. Project Completion Process project activities included in the Work Breakdown Structure (WBS) to complete the project on time

Full table from PMBoK Fifth Edition 2013 mooc/lesson01/story_content/external_files/PMB OK5_Tab_3-1.jpg

Translation: Processes (stages): Initiation Planning Execution Monitoring and control Closing - - Drawing up a schedule management plan - Determining the scope of work of the lowest level of the WBS hierarchy (WBS) - Determining the sequence of work (dependencies between them) - Evaluating types and quantities work resources -Estimation of the duration of work -Development of the project schedule - - Control of the schedule (analysis of deviations in terms and adjustment): determining the current status of the schedule, identifying the facts of schedule changes, managing changes when they occur - Managing the timing of the project Planning timing

The process of developing a schedule according to RF GOST R Purpose of the process: determining the start and end dates of the project, key events, stages and the project as a whole. Outcomes of the process: - relationships between project activities are defined; - an assessment of the duration of the project was carried out; - a schedule for attracting the resources necessary to complete the project on time was determined and approved; - the project schedule is defined and documented; - approved basic calendar plan project.

1. Detailed hierarchical structure of WBS works (with marked works that will be used in scheduling. See example on slide 7) 2. Table of duration and dependencies of works 3. Calculated network schedule (precedence diagram) with found critical path 4. Project schedule ( schedule baseline): Gantt chart 5. Resource acquisition schedule (resources must be assigned to all activities in the schedule) 6. Schedule control plan (how the project schedule will be controlled and how changes will be made)

Project as a whole Create Deliverable 1 Work Package 1.1 Work 1.1.1 Work Work Package 1.2 Create Deliverable 2 Work Package 2.1 Work Package 2.2 Work 2.2.1 Work WBS Works Detailed Work Breakdown Structure (WBS)

The schedule (calendar plan) of the project is the planned dates for the execution of work and project milestones. Stage 1. Determining the sequence of work of the lowest level of the hierarchy from the Work Breakdown Structure (WBS) and estimating their duration. Example: The organizers of a pop concert offered you to organize the construction of a stage for performances in the central square of the city. Let's determine the composition, duration and sequence of work on this project:

Stage 2. Let's build a network diagram of the project (Network Diagram), which reflects the sequence of work, carry out its calculation and determine the critical path. Let's apply the type of network diagram - "precedence diagram" (Precedence Diagramming Method, PDM), in which the rectangles represent the project activities, and the arrows represent the links between the activities. Let's introduce the notation: The critical path of the network schedule - the longest from the beginning to the end of the schedule - determines the minimum amount of time required to implement the project. Critical path tasks have no slack (R=0) - they cannot be delayed or “draged out”, otherwise the duration of the entire project will increase.

Show the sequence of project activities (taking into account their predecessors) on the network diagram and indicate their numbers and durations. Tasks 1 and 2 do not have predecessors, they can start at the same time, followed by task 3, which is the predecessor of tasks 4, 5 and 6, which are executed in parallel. They, in turn, are the predecessors of the last task 7. Let's build a network diagram:

For each job, calculate the parameters ES (Early Start) and EF (Early Finish), moving along the schedule from the beginning to the end of the project. The ES for parallel activities 1 and 2 is 1 because the project starts on day 1. ES + « Duration »-1 = EF For work 1 we calculate EF: =20 That is, starting in the morning of the 1st day, work 1 lasts 20 days and ends at the end of the 20th day. The earliest job 3 can start (ES) is at the beginning of day 21, as it has two predecessors (1 and 2), the last of which ends at the earliest at the end of the 20th day. For job 3 we calculate EF: =40. Similarly, we continue the calculation of ES and EF for each job until the end of the network. Let's calculate the network diagram:

For each job, we calculate the parameters LS (late start) and LF (late finish), moving along the schedule from the end to the start of the project. For the last job 7: EF=LF=52 (the end date of the project is only one - at the end of the 52nd day). LF- “Duration”+1 = LS For activity 7, calculate LS: =51 Define LF for activities 4, 5 and 6: they must finish at the latest at the end of the 50th day, so that their successor (activity 7) can start (at most later) at the beginning of the 51st day. Let's calculate LS for work 4: =46. Similarly for problems 5 and 6. To get the LF for job 3, we choose the smallest of the LS values ​​of its successors (jobs 4, 5 and 6) and subtract "1". That is, 41-1=40 We continue similar calculations before the start of the project.

For each activity, we calculate the total slack (R) using the formula: R=LS-ES=LF-EF Then, we determine the critical path from the activities with zero slack (R=0): The length of the critical path or the project implementation period is =52 days. During the implementation of the project, it is necessary to monitor the implementation of these works just in time, since their delay or "delay" in the implementation will lead to an increase in the duration of the entire project. At the same time, for example, activity 2, which is not on the critical path, can be delayed by 10 days or completed by 10 days longer. If it is necessary to reduce the project implementation time, it is necessary to reduce the duration of the critical path activities, for example, by attracting additional labor resources for their implementation. Let's define the critical path:

AT this method the probabilistic estimate of the duration of the work is taken into account. For each job, experts give duration estimates: 1. Allocate optimistic, pessimistic and expected duration. 2. The duration is entered into the network graph, which takes into account all estimates and is calculated by the formula (coefficients may vary): Duration = (Optimistic + Expected * 4 + Pessimistic) / 6 Alternatively, you can apply the PERT method (Program Evaluation and Review Technique): Methods network work planning Critical path method (work duration can be accurately determined or PERT estimates are used) PERT (work duration uncertainty, expert estimates are used)

Stage 3. Building a Gantt chart is an “add-on” over a network diagram, which makes it possible to visually represent the calendar plan (schedule) of the project. 1st day 21st 41st 51st reserve 10 days In the Gantt chart, activities are indicated by bars oriented along the time axis (red - activities of the critical path), and the links between them are arrows. The length of the bar indicates the duration of the respective work. The list of works serves as the vertical axis of the diagram. In addition, packages and blocks of work (summary tasks), labels of key schedule events (milestones), resources assigned to work, etc. can be marked on the chart with brackets. In addition to the Gantt chart, you can present the schedule in the form of a the deadlines for completing the work are fixed in calendar dates

Stage 4. Determination of the need for resources It is necessary to assign the necessary resources (human and material) to each work, i.e. develop a resource plan for the project. Those. determine who will perform certain work or stages of work, as well as what is required expendable materials, raw materials, machinery, equipment, transport, etc. Stage 5. Calculation of costs and labor costs for the project Determine the cost of the resources involved Stage 6. The resulting work schedule is analyzed and the calculation of the schedule is repeated with a change in the characteristics of the work, assignment of new resources, etc. Calendar network schedule

Schedule Management Plan a document that establishes the criteria and operations for developing and managing the project schedule. The schedule management plan can be formal or informal, very detailed or generalized, depending on the needs of the project.

What is Project Schedule Management? Essentially, the project schedule is reflected in the project schedule. One of the first steps in planning a project is to draw up hierarchical structure works (WBS or Work Breakdown Structure), from which in the future, by putting down the duration of the work, their relationship, their beginning and end, as well as the resources involved, a work schedule is obtained.

The project schedule provides a "roadmap", a map against which the project manager must navigate his project. Those. the project schedule shows at what point in time, which resources will be involved, in what works, and what results will be provided. Project schedule management includes all planning, control and even corrective schedule activities. It is the project schedule that allows you to use resources in the most efficient way, attract them on the dates when they are needed and release them when there is no need for resources. From a financial point of view, the company will be able to plan its payments through the project schedule, which avoids negative things such as cash gaps. In addition, the project schedule is included in the peer review sources and is an excellent source for project analysis. Large projects use different standards when creating a project schedule. For example, the PMBoK standard. The PMI Project Management Institute has even released a "Practical Standard for Schedule Management". Creating and managing a project schedule according to a standard is a long and painstaking process that may include actions such as choosing a schedule management methodology, choosing tools, etc. On small projects, of course, the process of creating and managing the schedule differs in the direction of simplification, but still, it’s usually not possible to call it simple. In addition to the project manager, the project team, the customer and the project sponsor must be involved in the process of creating and managing the schedule . If the company has a project office (project management office) it can help you. It is necessary to carefully evaluate the duration of certain operations. Coordinate with the owners of resources their availability, with various financial divisions of the company, making payments on certain dates.

The project schedule must be realistic. An unrealistic project schedule is a common mistake new project managers make. Some try to establish minimum terms, others, on the contrary, lay too much stock in terms of time and resources. Both are bad. If you initially set deadlines that you cannot meet, this will either lead to the fact that already at the beginning of the project you will be forced to adjust the schedule (with additional risks), or you will immediately fall behind the plan, and therefore, extracurricular work , stress, etc. If you put too much margin in the schedule, you most likely will not be able to explain it to the management with arguments, and, think about the team, what will they do in their free time? Well, the effectiveness of your project compared to similar ones, alas, will be low. So, to summarize: 1. When creating and further managing a project schedule, you need to understand the goals for which the project schedule is created. 2. Before you start creating a schedule, try to determine exactly how you will create it (whether you will use any particular methodology, what tool will you use, etc.). 3. Involve the project team, customer, project sponsor and others stakeholders to create a project schedule. 4. The project schedule must be realistic!

Schedule Resource Leveling

A network schedule with deadlines will become a real schedule only when it is guaranteed by the availability of resources. The project manager must align the schedule and resources so that all project work is provided with sufficient resources on time. But when leveling schedule resources, there are usually one of two constraints: either the project is limited in time (the duration of activities cannot be extended), or the project is limited in resources.

The art of the project manager is to prioritize the project, minimize the risk of delaying the project as a whole, and stay within the resource limit. In this case, it is possible to study a variety of options using computer programs.

In programs scheduling for each operation, one of two principles of resource leveling can be followed:

Fixed duration, when the duration of work remains constant, but the provision of this amount of work with assigned resources will change;

A fixed amount of resources, when resources are assigned based on their availability, i.e. the duration of the work will change depending on the availability of assigned resources.

Thus, by reducing the provision of work with resources, their duration increases, and by increasing the number of resources, the duration is reduced.

The scheduling software allows you to assign resources to activities (jobs) - in hours, days, or percent busy per day. Usually the calculation is based on an 8-hour working day and a 40-hour working week. Computer programs make it possible to identify resource problems when scheduling. A prerequisite is the presence of a description of the need and availability of resources at the input of the process under consideration. In our project, if one person is occupied in it with 100% daily employment, then the histogram of resource utilization will look like as shown in the previous figure. As you can see, in the first half of the schedule, resources are overloaded. It can be leveled either by a) adding resources, or b) increasing the period of operations, or c) reducing the labor costs of operations. In our case, it is reasonable to apply the last resource leveling option. For example, resource overload can be eliminated by reducing the labor costs of operations, i.e. the next load of one person for operations: operation No. 1 - 100%, No. 2 - 50%, No. 3 - 50%, No. 4 - 50%, No. 6 - 100%, No. 7 - 100%. 7.9

Timing is one of the three constraints of a project. Keeping a project on schedule—a baseline timeline—requires effort and certain control actions.

The scheduling process is:

In the regulation of factors affecting the schedule;

In the analysis of deviations, the identification of changes and the actual change in the schedule, both documented and corrective actions on project participants.

At the input of the schedule control process, we have:

Project schedule;

Performance reports;

Requests for changes;

Schedule management plan.

At the exit:

Clarification of the schedule, adjustment of the Project Plan;

Corrective action.

Note that the schedule is sensitive to risks, more precisely to additional work that pose risks. Therefore, the final schedule is drawn up after detailed risk planning.

When scheduling, situations may arise when the project end date according to the schedule will be later than the project end date approved by the customer, or, conversely, earlier; even more often, such a situation occurs at the stage of project execution or when detailed planning of the next phase takes place (incoming wave method). One of the most effective ways to achieve optimal reduction in the project's planned duration is to use the schedule compression method. Schedule Compression shortens the project schedule without changing the scope of the project, while maintaining the constraint on deadlines, required dates, or other goals specified in the base project schedule. Schedule compression methods: compression and fast pass.

The compression method performs a cost-time trade-off analysis to determine whether it is possible to compress time as much as possible while minimizing additional costs. Compression does not always provide an acceptable solution and can lead to an increase in the cost of the project. Fast pass - special case schedule compression. In a fast pass, operations that are normally performed sequentially are performed with some overlap or in parallel. A fast pass can lead to rework and increased risk.

Many in their own practice know that cutting some operations is more costly than cutting others.

To determine which activities are cheaper to reduce, the cost/time slope is calculated, which characterizes the cost of reducing the duration of an activity by one day. To calculate the steepness of each operation, use the following formula:

Formula 4 Slope calculation cost/time

Slope cost/time = (compressed cost - normal cost)/(normal duration - compressed duration).

The slope calculation allows you to determine the operation whose compression will have the least cost. It should also be noted that only operations that lie on the critical path are subject to compression. Compressing non-critical operations increases total cost project without scheduling. Thus, the process of reducing the project time should begin with the activities of the critical path, the compression of which has the least cost.

There are five golden rules for schedule compression.

1. Compress only activities on the critical path.
2. Compress one schedule time unit per step (for example, one day per step).
3. When there are multiple critical paths, compress them all at the same time.
4. Compress first those critical path operations that have the lowest compression cost (lowest cost/time slope).
5. Do not compress non-critical operations.

Schedule management.

Schedule Management Plan a document that establishes the criteria and operations for developing and managing the project schedule. The schedule management plan should be formal or informal, very detailed or generalized based on the needs of the project.

What is Project Schedule Management? Essentially, the project schedule is reflected in the project schedule. One of the first steps in project planning is the compilation of a hierarchical work structure (WBS or Work Breakdown Structure), from which, by putting down the duration of the work, their relationship, their beginning and end, as well as the resources involved, a work schedule is obtained.

The project schedule provides a "roadmap", a map against which the project manager must navigate his project. Those. the project schedule shows at what point in time, which resources will be involved, in what works, and what results will be provided. Project schedule management͵ includes all planning, control and even corrective schedule activities. It is the project schedule that allows you to use the resources of the most effective way, attract them on the dates when they are needed and release them when resources are no longer critical. From a financial point of view, the company will be able to plan its payments through the project schedule, thus avoiding such negative things as, for example, cash gaps. At the same time, the project schedule is included in the sources for peer valuation and is an excellent source for project analysis. Large projects use different standards when creating a project schedule. For example, the PMBoK standard. The PMI Project Management Institute has even released a "Practical Standard for Schedule Management". Creating and managing a project schedule according to the standard is a long and painstaking process, which may include actions such as choosing a schedule management methodology, choosing tools, etc. On small projects, of course, the process of creating and managing the schedule differs in the direction of simplification, but still, it’s usually not possible to call it simple. In addition to the project manager, the project team, the customer and project sponsor. If there is a project office (project management office) in the company, he can help you. It is necessary to carefully evaluate the duration of certain operations. Coordinate with the owners of resources their availability, with various financial divisions of the company, making payments on certain dates.

The project schedule must be realistic. An unrealistic project schedule is a common mistake new project managers make. Some try to set minimum deadlines, while others, on the contrary, lay down too large reserves in terms of time and resources. Both are bad. If you initially set deadlines that you cannot meet, this will either lead to the fact that already at the beginning of the project you will be forced to adjust the schedule (in this case, additional risks arise), or you will immediately fall behind the plan, and therefore, extracurricular work, stress, etc. If you put too much margin in the schedule, you most likely won’t be able to explain it to the management with arguments, and, think about the team, what will they do in their free time? Well, the effectiveness of your project compared to similar ones, alas, will be low. So, in summary: 1. When creating and managing a project schedule, it is extremely important to understand the purposes for which a project schedule is created. 2. Before you start creating a schedule, try to determine exactly how you will create it (whether you will use any particular methodology, what tool will you use, etc.). 3. Involve the project team, client, project sponsor, and other stakeholders to create the project schedule. 4. The project schedule must be realistic!