April 13 2006

Project Scheduling : Project Scheduling The Hurrier I Go: The Behinder I Get! Harlan Kennedy P.Eng PMP Illustration: Sir John Tenniel – 1865, 1890 Nursery Version of Alice in Wonderland by Lewis Carol


Elements of Project Management : Elements of Project Management Scope Cost Time / Schedule Human Resources Procurement Quality Communications Risk Integration


Why do Projects Finish Late? : Why do Projects Finish Late? Applies to: IT projects Construction Projects Process change projects Personal or family projects Event projects (project on time, but some tasks not completed)


Why do Projects Finish Late? : Why do Projects Finish Late? Tasks finish late Tasks required but not identified in planning Actions taken to correct issues with Human Resources, Contracts, Quality, or Risk events take longer than anticipated Inadequate contingency planning


Why do Tasks finish late? : Why do Tasks finish late? Some of the reasons: Inadequate experience of team, leading to inaccurate estimates Unforeseen delays with inadequate contingency planning Slide 5 Failure to break down project elements far enough to estimate accurately Unidentified precedents Poor team communication about status of precedent tasks Slide 6


Why do Tasks finish late? : Why do Tasks finish late? Some of the reasons: Quality of work of precedents Rejected Precedents Resource unavailability (human and non-human) Previous project changes not properly accounted for in revised project schedule No accounting for change Sponsor-initiated delays not documented appropriately: Contracting procedures, Approval delays, Scope Change requests, etc.


Rejected Precedents Example : Rejected Precedents Example Construction Project: Permanent heat not available due to change by mechanical contractor Temporary heat increased humidity – drywall cured poorly Painter urged to start ASAP Paint finish rejected by Architect Why do Tasks finish late?


No accounting for change - Example : No accounting for change - Example Construction Project: Mechanical Contractor changed – redesign of system No contingency plan for approval delays No contingency plan for re-work costs, or for delay costs Why do Tasks finish late?


Late Completion of Project Tasks : Late Completion of Project Tasks An example, from the files of Harlan Kennedy


The Disneyland “Vacation” : The Disneyland “Vacation” Family of four: Mom, Dad, two children aged <3 & <6 Drive to Southern California in ’84 Honda Accord with no A/C Three weeks in June 85 Hotels booked in advance in Anaheim, San Diego and three points on route to California


The Disneyland “Vacation” : The Disneyland “Vacation” On advice of CAA, don’t take much US currency – wait and exchange in US to get “a better deal” Hotels on Return trip – book based on travel progress going down Plan well to ensure children are entertained and fed on time – to avoid hearing loss due to screaming


The Currency Exchange – lessons learned : The Currency Exchange – lessons learned In mid-1980’s most fast-food outlets don’t take credit cards. US outlets don’t take Canadian $ Most US Banks won’t do foreign exchange Las Vegas Casinos would gladly exchange $CDN at $0.69 US It takes several days to get to Las Vegas Little kids don’t like to wait to eat in full-service restaurants Children can scream very loudly for their size


The Currency Exchange – lessons learned : The Currency Exchange – lessons learned No (or poor) contingency plan Potential savings did not justify taking the risk Failed to maintain plan to feed kids on time – delays searching for appropriate restaurant caused longer travel days than planned


Why do Tasks finish late? : Why do Tasks finish late? Some of the reasons: Inadequate experience of team, leading to inaccurate estimates x Unforeseen delays with inadequate contingency planning x Failure to break down project elements far enough to estimate Unidentified precedents Poor team communication about status of precedent tasks


Packing up the Car – Lessons Learned : Packing up the Car – Lessons Learned Instead of “pack up the car – 20 minutes”, tasks should have been: “search room for all personal items, toys, clothes, snacks, etc. – 15 minutes”; “pack suitcases, tote bags, & cooler and load car – 10 minutes”; and “search room again, including way down at the bottom of the bed – 5 minutes”


Heading home… : Heading home…


Travelling – Lessons Learned : Travelling – Lessons Learned In spite of what you might have heard, all Roads do not lead to Las Vegas!


Detailed Map of Southern California - Roads and Freeways : Detailed Map of Southern California - Roads and Freeways


Travelling – planned versus actual : Travelling – planned versus actual Plan Leave early Drive NE on Interstate 15 to Las Vegas Lunch in Las Vegas Actual Leave early Drive NE on IS 15 to where it crosses IS 10 Turn around and return to San Diego to retrieve favourite teddy bear Drive N on IS 5 to Anaheim At 11:00 AM, increase average speed to 75 mph Drive west for 1 hour to meet up with IS 15 Drive into desert at 1:00PM Supper in Las Vegas


Interesting Facts : Interesting Facts 119 degrees Fahrenheit (Baker, California temp) = 48.33 degrees Celsius 99 degrees Fahrenheit (Las Vegas temp) = 37.22 degrees Celcius In June, it gets hot in the desert between Baker and Las Vegas It feels pretty warm when the outside temperature is 37 C and it starts raining


Why do Tasks finish late? : Why do Tasks finish late? Some of the reasons: Inadequate experience of team, leading to inaccurate estimates x Unforeseen delays with inadequate contingency planning x Failure to break down project elements far enough to estimate x Unidentified precedents x Poor team communication about status of precedent tasks x


Travelling – lessons learned : Travelling – lessons learned Double-check map Measure progress against time to completion, not against how much time has been spent on tasks to date Working harder on the wrong things (in this case driving faster in the wrong direction) does not improve progress Visualizing being finished does not help


Rare causes for late completion : Rare causes for late completion Team tries to delay project to prolong the “fun” Team not working hard enough Project sponsor offers team a bonus for late completion Project team needs more time to spend the entire project budget Not “visualizing” a completed project Visualize…


Avoiding Task Scheduling Problems : Avoiding Task Scheduling Problems When team is inexperienced, further break down tasks – treat them like projects Brainstorm risks for all precedents of critical path tasks, as well as those tasks Include the identification of precedents in Risk identification brainstorming


Avoiding Task Scheduling Problems : Avoiding Task Scheduling Problems Get real status from team – in terms of time to completion. Provide a repository for reports on tasks (complete or otherwise) to avoid guesswork Reject unsatisfactory work ASAP – don’t wait for an invoice or report of completion from the assigned resource


Avoiding Task Scheduling Problems : Avoiding Task Scheduling Problems Plan back-up for critical resources – if no back-up available, add to contingency Use Risk Management techniques to help identify implications of changes – share or delegate risk where possible Document deviations from approved schedule – even Sponsor generated deviations


Scheduling Problems – possible corrective actions : Scheduling Problems – possible corrective actions Break down larger tasks to allow revision of precedence logic Slide 31 Engage sponsor in resolving delays Communicate frequently among team and Sponsor – provide status of delayed tasks and what action has been taken to resolve


Project Network with Critical Path : Project Network with Critical Path A B C D G F H 5 3 2 3 1 12 6 1 5 6 8 6 6 7 18 19 24 19 21 25 26 5 26 25 24 22 24 19 18 7 6 6 1 21 19 E 2 19 20 24 23 Slide 33


Revised Logic Network : Revised Logic Network A B C D1 G F H 5 3 2 3 1 4 6 1 5 6 8 6 6 7 10 14 19 14 16 20 21 5 21 20 19 17 19 14 10 7 6 6 1 21 19 E 2 12 13 19 18 D2 5 7 11 13 9 D3 3 11 13 13 11


I love deadlines… : I love deadlines… I like the whooshing sound they make as they fly by. -Douglas Adams


Share your experiences : Share your experiences Project scheduling – what worked and what didn’t


Harlan Kennedy P.Eng, PMP : Harlan Kennedy P.Eng, PMP E-mail address: hkennedy@spm.gov.sk.ca Phone (306) 787-6237