Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 1 Implementation Planning & Scheduling

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 2 Tools for Project Scheduling Gantt Bar & Milestone Charting Critical Path Method Project Scheduling Software

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 3 Today, we ’ ll focus on Gantt/Bar & Milestone Charts and their Integration with: The Critical Path Method (CPM)

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 4 These are recognized “ Best Practices ” advocated by the international Project Management Institute

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 5 Gantt (Bar) Chart Activity ID Number – Can be WBS Levels TIME SCALE for Scheduling Activity — to do — Task List

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 6 Activity An element of work that is required by the project, uses resources, and takes time to complete.

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 7 Activity May be subdivided into smaller tasks.

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 8 Gantt Chart of a Project Lifecycle

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 9 Looking at More Detail

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 10 Estimating Performance & Reporting Progress During Implementation Team Exercise 1

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 11 Project “X” Gantt/Bar Chart Activity D Project Summary C B A PLAN Actual Performance Reported As of Date PREPARE PROGRESS REPORT: 1) What is the project’s overall implementation status? 2) Is the project “On” “Ahead” or “Behind” Schedule ? 3) If Ahead or Behind, by how much? How would you summarize overall performance?

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 12 Estimating Performance & Reporting Progress During Implementation With a project plan based only on a Bar/Gantt chart, there is usually insufficient information to properly assess implementation status Planners do not usually implement projects Milestones are not usually shown, only activities Linkages/interrelationships between activities and/or milestones are not shown There are many different ways to calculate percentages Bar Charts are usually only “ drawings ” prepared in Excel Spreadsheets, so are only “ static ” and difficult to update Consequently, while bar/Gantt charts look impressive for reports and briefings, they are seldom useful for actual implementation monitoring of projects

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 13 There are at least 7 Methods for Computing “Percent Complete” 1. Units Completed or Units In Place 10,000 LM estimated, 4,000 completed = 40% 2. Incremental Milestones Equipment received20% Equipment Set15% Alignment Complete40% Testing Completed15% Owner Acceptance10% TOTAL 100% 3. Start/Finish “X”% upon start of the activity, “y”% upon completion 4. Elapsed Time Ratio Actual elapsed time compared to planned total project time

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Supervisor’s Opinion “Educated Guesstimate” of % complete 6. Cost Ratio Actual Cost in $$ or Manhours to date/Estimate at Completion 7. Weighted or Equivalent Units WeightSubtaskU/MQuantityActualEarned 02%Install BoltsEach %Shim & Level% %Shake-Out% %Set ColumnsEach %Install BeamsEach %Install X BracesEach %Install Girts & Sag RodsBay %Plumb & Align% %ConnectionsEach %Punch list% %Erect Steel TotalsTon520N/A tons/520 tons = 16.1% complete 8. Do You have another different method... ? At least 7 Methods for Computing “Percent Complete” cont’d

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 15 City Chief Engineer: “seeing the project physically, I can say the report is incorrect.” The Flood Control Project Manager reported the project: “99.17 percent complete”

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 16 Malabon execs, residents set to picket DPWH By Jerry Botial T he Philippine STAR METRO Friday June Malabon Mayor Canuto Oreta, the city’s flood advisory council and prominent residents threatened yesterday to stage a series of mass actions to protest an announce- ment by the Department of Public Works and Highways (DPWH) that it will need another year to finish the Camanava flood control project.... Oreta said the people are outraged as they have long been calling for the immediate completion of the project, which started on June 10, 2003 should have been finished on June 4, The completion date was moved to Sept. 4 this year, as reported by project manager Carla Bartolo in her monthly progress report dated May 25, Last Wednesday, she confirmed to The STAR that the revised completion date has been moved anew to September Bartolo had reported that the flood control project is “99.17 percent complete” but Oreta, an engineer, described the figure as “ridiculous”... [Malabon’s chief engineer, Ruth Senaida] said “seeing the project physically, I can say that her report is incorrect.”

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 17 Which brings us to a significant improvement in project performance monitoring & reporting: MILESTONES !

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 18 “Milestones” In Project design & monitoring, Milestones can be identified and used as Checkpoints for Schedule &/or Technical Performance

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 19 Milestone Chart

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 20 Gantt (Bar) Chart with Milestones TIME SCALE for Scheduling Activity ID Number – Can be WBS Levels Milestones for specific checkpoints in the project Performance process Activity — to do — Task List

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 21 Project “X” PLAN Gantt/Bar Chart with Milestones, & showing interdependencies Activity D Project Summary C B A PLAN

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 22 Project “X” ACTUAL Gantt/Bar Chart with Milestones, & showing Implementation Performance Activity D Project Summary C B A PLAN As of Date PROGRESS REPORT 1)Total Project 15 Milestones Planned; 5 Completed. Overall Progress 5/15 = Project is 33% Complete 2)5 Milestones were scheduled to date; 5 completed. 5/5 = Project is ON Schedule = Completed MS

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 23 Coffee / Tea Break [15 Minutes]

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 24 Steps in Critical Path Networking Identify Outputs (Deliverables) Identify Activities/Tasks needed to produce Deliverables Sequence Activities/Tasks  Simple — strictly sequential  Complex — parallel, interrelated / interdependent

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 25 AoA -- Activity-on-Arrow Network ACTIVITY MILESTONE ACTIVITY MILESTONE Activities (Tasks) are represented by Arrows, and Start/Stop Milestones by Nodes or Boxes

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 26 CRITICAL PATH METHOD – (CPM) NETWORK Sequential Logic Sequential Logic: ACTIVITY MILESTONE What activities must be done before? What activities must be done after? What activities can be done concurrently?

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 27 CRITICAL PATH METHOD – (CPM) NETWORK A G L

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 28 Network Diagramming – Rules of Thumb There is a starting point There is an ending point There are predecessors for all activities (except the first) There are successors for all activities (except the last) There are no loops The logic is updated The network must be kept current

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 29 Steps in Scheduling Identify Outputs (Deliverables) Identify Activities/Tasks needed to produce Deliverables Estimate Time Durations for Activities/Tasks Sequence Activities/Tasks  Simple — strictly sequential  Complex — parallel, interrelated / interdependent Calculate the Critical Path — cumulative addition

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 30 Calculating a Network, & Showing the Critical Path [Forward Pass] Identifies the Earliest Time a Milestone can be completed

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 31 B C D E F G A Calculating a Network, and Showing the Critical Path

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 32 Arrow Diagramming A Dummy activity has no duration and uses no resources. It is simply a means to indicate the sequential relationship. For concurrent activities in an “Activity-on-Arrow” Network that start from the same milestone and would otherwise finish at a same ending milestone, use an additional “0 duration” “Dummy Activity ” and an additional Milestone – to help clarify computation.

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 33 Steps in Scheduling Identify Outputs (Deliverables) Identify Activities/Tasks needed to produce Deliverables Estimate Time Durations for Activities/Tasks Sequence Activities/Tasks  Simple — strictly sequential  Complex — parallel, interrelated / interdependent Calculate the Entire Network to Determine the Critical Path CHECK  End Completion/Delivery date  Logic Sequences & Interdependencies between Activities/Tasks  Refine — Eliminate, Combine, Rearrange, Simplify

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 34 Critical Path longest cumulative duration The series of interdependent activities in the project with the longest cumulative duration. shortest time to complete the project The series of activities that determine the shortest time to complete the project.

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 35 TEAM EXERCISE Calculate a Critical Path for an interrelated Project Network

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 36 Calculate a NETWORK Critical Path Based on its Earliest Activity Times A B D G C E F H I J Z NOTE: Handout a copy to each participant

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 37 Calculate a NETWORK Critical Path Based on its Earliest Activity Times A B D G C E F H I J Z

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 38 Time Scaling a Network, Showing the Critical Path

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 39 B C D E F G A A B C D E F G Time Scaling a Network and Showing the Critical Path Slack / Float

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 40 B C D E F G A AB AC BC BD CE DF EF FG Activity Time Scaling a Network and Linking it to a Gantt / Bar Chart A B DCDC EFG

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 41 TEAM EXERCISE Time Scaling a Project Network and Linking it to a Gantt/Bar Chart

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 42 Calculate a NETWORK Critical Path Based on its Earliest Activity Times A B D G C E F H I J Z

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 43 Time-Scale a NETWORK Based on its Earliest Activity Times A J Z F H I E C G D B A B D G C E F H I J Z NOTE: Slack is After its Activity – i.e. “Hurry Up & Wait” The Critical Path is the longest series of Activities, and the shortest time to complete the process

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 44 Time-Scaled Network converted to a Gantt/Bar Chart A J Z F H I E C G D B AB BC BE CF DE AD AG EH GH HJ FJ GI IJ JZ EF

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 45 Interdependencies between Activities are Identified Critical Path Identified Slack / Float of Activities Identified The Three Advantages of Starting with a Critical Path Network Analysis and then converting it to a Gantt / Bar Chart

Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP Project Management in the GMS Learning Program Apr 2010, Mekong Institute, Khon Kaen, Thailand © 2010, Dr. Kenneth F. Smith, PMP 46 TEAM ACTIVITY Prepare Your Project Schedule  Identify Activities & Milestones  Prepare Network diagram  Calculate the “Critical Path” & Slack/Float