Reviewing “The Building Blocks”

Reviewing “The Building Blocks”
Project Scheduling Reviewing “The Building Blocks” (Animation automatic) This brief overview in not in the student handbook. The following slides will review terms and items covered in the morning session. Briefly discuss the objective for the organization as Successful Project Delivery (page 3 of chapter 5)

Task Interdependencies
Task Interdependencies Specify Task Relationships All tasks are Related To: Other Schedule Activities “Mandatory” or “Hard Logic” “Discretionary” or “Soft Logic” External Events Dependent Dates Required Dates (Task Interdependencies with graphic) <click> Emphasize importance of task relationships and where they are developed from. Other tasks – tasks defined within the schedule (most common) Dependent date (I.e. – fish windows, etc.) External Events (I.e. – seafair events, etc.) Network Diagram

Types of Task Relationships
FS – Finish Start Finish Start SS – Start Start Start Start (Defines types of relationships for tasks within a project schedule) Different types of task relationships <click> Default (most common) is the FS relationship. One task begins as the conclusion of another task SS relationship. One task begins when another task begins FF relationship. One task is complete when another task is completed. The finish-to-start relationship is the most common type of logical relationship and is the default in most scheduling software. NOTE: Professional schedulers rarely use start-to-finish relationships; using start-to-start, finish-to-finish, or start-to-finish relationships can produce unexpected results in scheduling software since these types of relationships have not been consistently implemented. FF – Finish Finish Finish Finish

Leads and Lags Lead and Lag are used to Modify Relationships
Normal Finish - Start Finish – Start Modified by a Lead Finish – Start Modified by a Lag Lead & Lag <click> (Normal FS relationship, applied lead, applied lag) A lead will start the successor task prior to the completion of the predecessor task A lag will start the successor task a designated time after the completion of the predecessor task Leads and Lags are used to modify the task relationships and leads and lags can be applied to any relationship type. (example – FS Lead: Survey/basemap; long paving job you can start shouldering up the work before paving is completely finished) (Example – FS Lag: Concrete cure (leads into next slide - dummy task) Lead and Lag are used to Modify Relationships Lead and Lag Can be used with any Relationship Type (FS, FF, SS)

Defining the Critical Path
The Sequence of Tasks that takes the Longest to Complete Defines Duration of the Project Determines the End Date of the Project The Overall Duration of the Project Cannot be Reduced without shortening the Critical Path (no animation) Briefly describe the Critical Path as the longest path, or chain, of related tasks through a project and that the critical path will define the project end date. Tasks on the critical path are call critical tasks. Stress (briefly) that the critical path cannot be reduced unless the critical tasks are shortened. Also stress again that modifying these tasks can also redefine the critical path along different tasks.

Critical Path Critical Path
The Longest Sequential Path of Activities which are Absolutely Essential for Completion of the Project Critical Task A Task that is on the Critical Path Non-Critical Task A Task that is not on the Critical Path (no animation) Briefly define the bulleted items.

Critical Path Free Float
The Amount of Extra Time the Task can be Delayed or Extended without Affecting the Start of a Successor task Total Float The Amount of Extra Time the Duration of the Task can Expand without Affecting the Project End Date Negative Float Negative Total Float is the Amount of Time by which a Critical Task Misses its Required Date (no animation) Briefly define the bulleted items.

The Gantt Chart Gantt Chart Overview The Gantt Chart Displays the
Project Schedule in a Time Phased Format The Gantt Chart Indicates: Start & End Dates Task Durations Float Baselines Task Completion & Status Parallel Activities Major Project Events (no animation) Briefly explain the bulleted items that the Gantt chart (bar chart) will depict.

WSDOT Project Scheduling
Who are the “players?” What do we use a project schedule for? The Project Delivery Information System (PDIS) The WSDOT Master Deliverables List (MDL) Working with the MDL (Task Planning) In this module, we will be discussing in more detail, the development and management of a WSDOT project schedule. We will discuss: <click> The “players” – or members of the project team; What the project schedule does and how we use it; The MPDIS system for project scheduling; The MDL, or the uniform tasks and levels; And then we will go through an exercise where we work to begin development of a project schedule for a WSDOT project, using the MDL. NOTE: The student handbook, chapter 5 starts off with a couple pages of excerpts from the upcoming Design Manual chapter 140 (new) covering the MPD process. The slide presentation begins on page 6 of chapter 5 of the student handbook. So, let’s look at the fist bulleted item

PROJECT Construction Project Office Bridge & Structure Design
Local Agencies Environmental (Hydraulics, Biology, Permitting, etc.) PROJECT Utilities Traffic And who are these people? <click> The Design office personnel Environmental and Hydraulics personnel Materials & Geotech And many more (which come animated after the last click, and you can even add more, but I ran out of space…) The key to success is getting the right people involved. Materials & Geotechnical Design Project Office Real Estate Services

Who are the “players?” What do we use a project schedule for? The Project Delivery Information System (PDIS) The WSDOT Master Deliverables List (MDL) Working with the MDL (Task Planning) Now… <click> … What do we use a project schedule for?

Your “road map” for getting from here to there.
The Project Schedule Your “road map” for getting from here to there. What information can we get from the schedule? What tasks will be done Who will do them How long will they take What sequence will they be done How much will they cost The Project Schedule is a very valuable tool for the project team, it is your “road map” for getting from here to there. It provides the project team members with: <click> What tasks will be done Who will do them How long they will take What sequence will they be done How much will they cost (Yogi Berra’s qoute) “You got to be careful if you don’t know where you’re going, because you might not get there.” -Yogi Berra

Who are the “players?” What do we use a project schedule for? The Project Delivery Information System (PDIS) The WSDOT Master Deliverables List (MDL) Working with the MDL (Task Planning) Now… <click> Let’s discuss the Project Delivery Information System (PDIS) and how is came about, and where it is today.

1997 Olympic Region Project Development
In 1997, the Olympic Region set out to find a more robust scheduling software tool that could handle multiple project schedules, be networked with other project support teams to share schedule information, and have the ability to compile schedule, budget, and resource data and “roll it up” at the team, office, and region levels. With 9 PEOs, schedules came in 9 different flavors. No uniformity. With PDIS, and the use of the Master Deliverables List, schedules can be rolled up and viewed in a uniform, or region (state) wide format. Deliverables are referred to identically in each schedule. <click> This allowed us to be more effective. But what tool (software) would be up to the task? (Go to next slide) How and where can we sharpen our tools and skills so as to be more effective?

using Sciforma Project Scheduler 8 (PS8)
Managing Project Delivery Information System (PDIS) using Sciforma Project Scheduler 8 (PS8) Scitor’s PS8 software was selected through a competitive process. Soon after, the entire agency jumped in, realizing that this is a powerful tool for effectively managing project delivery, providing consistency for project teams across the state. An RFP was sent out in vendors responded. (Microsoft and Primavera did not respond.) At that time, Scitor’s PS7 was selected. One of the biggest capabilities this software program has is the ability to be used, not only at a project – workstation type of application, but in an “enterprise” or network application, to be able to roll up all projects tasks on a project, office, area, region, and state wide level.

Opportunities for Improvement
What are the primary motivations for implementing the Project Delivery Information System – using PS8? When used for all highway design & construction projects, MPDIS will: · Improve communication by providing easily accessible information · Integrate support group schedules with individual project schedules · Enable resource allocations and identify bottlenecks within projects · Enable resource leveling over multiple projects · Improve schedule coordination among projects · Track projects from project definition through design and construction · Provide tools to perform” what if…” scenarios · Provide access to project data at various levels – Office, Region, HQ · Provide reporting mechanisms to track key tasks and milestones MPDIS is not a “silver bullet”, and will not eliminate the need for excellent management skills. MPDIS is a TOOL that requires accurate information and regular updating by the Project Manager. MPDIS will not replace the need for human communication. Communication is essential between participating groups when changes to the schedule or budget occur. In order for MPDIS to provide the greatest benefits to WSDOT, all highway design and construction projects must use a schedule. Opportunities for Improvement Coordination & Communication Management of multiple projects

SCHEDULE BUDGET SCOPE Basic Parameters of Project Management
Requirements (w/bar) Time (w/ bar) Cost (w/bar) (Next slide will define these parameters) THE RESOURCE TRIANGLE DEPICTS THE THREE AREAS OF PROJECT MANAGEMENT THAT ARE EVER-PRESENT AND THAT EACH PROJECT MUST DEAL WITH. SCOPE 3 3

Who are the “players?” What do we use a project schedule for? The Project Delivery Information System (PDIS) The WSDOT Master Deliverables List (MDL) Working with the MDL Now… <click> Let’s discuss the Project Delivery Information System (PDIS) and how is came about, and where it is today.

Master Deliverables List (MDL)

Level 1 Pre-Construction Construction Phase Level 2 Processes Level 3 Deliverables Level 4 Deliverables (in some cases) Level 5-10 Tasks

Scheduling Terminology
Work Breakdown Structure (WBS) A deliverable oriented hierarchical decomposition of the work to be executed by the project team to accomplish the team mission and create the required deliverables. The WBS defines the project scope. Team Mission Terms they should have heard several times by now, but here they are once again just to reinforce their meaning. Activity – A task or set of tasks that are carried out in order to create a deliverable. Note: The term 'activity' is used as a collection of tasks, although in casual use ‘task’ and ‘activity’ are often used interchangeably. Duration – Length of time needed to complete an activity. Work Breakdown Structure (WBS) – “to do” list; A task oriented detailed breakdown defining work packages and tasks. Milestone – A point in time representing a key or important intermediate event in the life of a project. A “measuring point”. A task with “0” (zero) duration and no resource assignments. (This also allows the students to write these definitions into the notebook, as provided…)

Deliverable Any unique and verifiable product or result that must be produces to complete a project. Usually the lowest level of the WBS. Team Mission Terms they should have heard several times by now, but here they are once again just to reinforce their meaning. Activity – A task or set of tasks that are carried out in order to create a deliverable. Note: The term 'activity' is used as a collection of tasks, although in casual use ‘task’ and ‘activity’ are often used interchangeably. Duration – Length of time needed to complete an activity. Work Breakdown Structure (WBS) – “to do” list; A task oriented detailed breakdown defining work packages and tasks. Milestone – A point in time representing a key or important intermediate event in the life of a project. A “measuring point”. A task with “0” (zero) duration and no resource assignments. (This also allows the students to write these definitions into the notebook, as provided…)

Scheduled Activity (task) A component of work performed to create a deliverable. Team Mission Task 1 Task 2 (Etc.) WBS (Scope) Activity List (Schedule) Terms they should have heard several times by now, but here they are once again just to reinforce their meaning. Activity – A task or set of tasks that are carried out in order to create a deliverable. Note: The term 'activity' is used as a collection of tasks, although in casual use ‘task’ and ‘activity’ are often used interchangeably. Duration – Length of time needed to complete an activity. Work Breakdown Structure (WBS) – “to do” list; A task oriented detailed breakdown defining work packages and tasks. Milestone – A point in time representing a key or important intermediate event in the life of a project. A “measuring point”. A task with “0” (zero) duration and no resource assignments. (This also allows the students to write these definitions into the notebook, as provided…)

Example Level 1 (Project Phase) (Preconstruction) PC Level 2 (Process) (Hydraulics) PC - 25 Level 3 (Deliverable) (Type B Report) PC Levels 4-10 (Tasks & sub tasks) (Assignable Tasks) PC PC etc…

Who are the “players?” What do we use a project schedule for? The Project Delivery Information System (PDIS) The WSDOT Master Deliverables List (MDL) Working with the MDL Now… <click> Let’s discuss the Project Delivery Information System (PDIS) and how is came about, and where it is today.

Working with the MDL Process of Elimination Preferential Re-ordering
By “family” WBS completion – “sufficiency” Define tasks (levels 4 – 10) Task Planning Network (precedence) Diagram Gantt Chart (ANIMATED) <click> 1. Start at the top level and delete what is not needed. Then go to the next level and delete what is not needed. Repeat at each subsequent level. 2. re-order items in preferred order. “By family”. The order of item appearance on the MDL can be moved around. You just have to be careful that all items under a roll-up task move with the parent task. Purely preference. 3. WBS structure is complete to MDL level 4 is the deliverables. The sub-tasks need to be added after that for each project.

Level 1 Pre-Construction Construction Phase Level 2 Processes Level 3 Deliverables Level 4 Tasks (Deliverables in some cases) Level 5-10 Sub-Tasks

Task Planning Worksheet
Type B Report Bridge Site Data Report Task Planning Worksheet

Prepare Hydraulic Report Type B for Review
Type B Report PC-25.02 Prepare Hydraulic Report Type B for Review PC Prepare Hydraulic Report Type B according to the standards prescribed in the Highway Runoff Manual and Storm water Management Policy. Includes verification of existing drainage facilities on project site. When completed, report will be sent to Region Hydraulics Engineer for review and concurrence.

Defining Activities/Tasks
Definition Assignment Significance

Type B Report PC-25.02 Prepare Hydraulic Report Type B for Review PC Prepare Hydraulic Report Type B according to the standards prescribed in the Highway Runoff Manual. Includes verification of existing drainage facilities on project site. When completed, report will be sent to Region Hydraulics Engineer for concurrence.

Estimating Percent Complete
Task Planning Estimating Percent Complete Is key to simplify schedule tracking and used to calculate EVM values for the project. Methods to calculate percent complete: Units Produced Milestones (Agreement) Method 50 – 50 Convention 0 – 100 Convention Proportional Relationships (hammock)

Task Planning Estimating Percent Complete Units Produced Ratio of units completed to the total planned Units must be nearly identical Examples: Drilling 10 holes, 4 completed; 40% complete Paving 5 lane miles, paved 4 lane miles; 80% complete

Task Planning Estimating Percent Complete Milestone (Agreement) Method At the onset of the project, agree with the project team members on percent complete of various stages of the process/deliverable. These points can be entered as interim schedule milestones for the deliverable. Example: Data Collection – 10% Draft Traffic Signal Design – 70% Final Traffic Signal Design – 90% Traffic Signal PS&E – 100%

Task Planning Estimating Percent Complete 50 – 50 Convention The 50 – 50 convention is best used when an accurate estimate is nearly impossible and when durations are relatively short (less than the reporting frequency). This method is a good method for higher-level EVM and when there are several processes (or deliverables) to be evaluated. The more tasks/deliverables evaluated, the more accurate the EVM. 50% complete is assumed when the task/deliverable has started. 100% complete is assumed when the task/deliverable is finished.

Task Planning Estimating Percent Complete 0 – 100 Convention The 0 – 100 convention is best used when a task/deliverable has no value unless it is completed and when durations are relatively short (less than the reporting frequency). This method is also a good method for higher-level EVM and when there are several processes (or deliverables) to be evaluated. 0% complete is assumed until a task/deliverable is complete. 100% complete is assumed when the task/deliverable is finished.

Task Planning Estimating Percent Complete Proportional Relationship This method is used when the completion of a measurable amount of one work package indicates the completion of another task that cannot be easily measured. This method works well for the “on-going” or hammock tasks within the project schedule. Example: 40% of the project is complete, so 40% of the project management task is complete.

Type B Report PC-25.02 Prepare Hydraulic Report Type B for Review PC Prepare Hydraulic Report Type B according to the standards prescribed in the Highway Runoff Manual. Includes verification of existing drainage facilities on project site. When completed, report will be sent to Region Hydraulics Engineer for concurrence. X

Task Planning Duration Estimating Expert Judgment Analogous Estimating
Guided by historical information “Top-down” estimating Analogous Estimating Using actual durations of a previous, similar schedule activity as basis for estimating duration of future schedule activity. Uses expert judgment and historical information

Task Planning Duration Estimating Parametric Estimating
Quantitatively determined by multiplying quantity of work to be performed by the productivity rate. “Bottom-up” estimating

Task Planning Duration Estimating Three-Point Estimates
Formerly called Program Evaluation and Review Technique (PERT) Incorporates risk factors into estimate Three types of estimates: Most Likely (ML): Realistic expectations Optimistic (O): Best-case scenario Pessimistic (P): Worst case scenario Typically provides a more accurate duration estimate than single point estimating.

Task Planning (1 x O) + (4 x ML) + (1 x P) 6 = 3.33 hrs
Duration Estimating Three-Point Estimates (1 x O) + (4 x ML) + (1 x P) 6 Task: Drive home from class (Yakima to Enumclaw ~ 160 miles) Most Likely: 3.0 hrs (1 x 2.5) + (4 x 3.0) + (1 x 5.5) 6 Optimistic: 2.5 hrs Pessimistic: 5.5 hrs = 3.33 hrs

Task Planning Duration Estimating Three-Point Estimates
Formerly called Program Evaluation and Review Technique (PERT) Incorporates risk factors into estimate Three types of estimates: Most Likely (ML): Realistic expectations Optimistic (O): Best-case scenario Pessimistic (P): Worst case scenario Typically provides a more accurate duration estimate than single point estimating.

Type B Report PC-25.02 Prepare Hydraulic Report Type B for Review PC Prepare Hydraulic Report Type B according to the standards prescribed in the Highway Runoff Manual. Includes verification of existing drainage facilities on project site. When completed, report will be sent to Region Hydraulics Engineer for concurrence. X 20d

Task Interdependencies
Task Interdependencies Specify Task Relationships All tasks are Related To: Other Schedule Activities “Mandatory” or “Hard Logic” “Discretionary” or “Soft Logic” External Events Dependent Dates Required Dates (Task Interdependencies with graphic) <click> Emphasize importance of task relationships and where they are developed from. Other tasks – tasks defined within the schedule (most common) Dependent date (I.e. – fish windows, etc.) External Events (I.e. – seafair events, etc.) Network Diagram

Scheduled Activity (task) A component of work performed to create a deliverable. Team Mission Task 1 Task 2 (Etc.) WBS (Scope) Activity List (Schedule) Terms they should have heard several times by now, but here they are once again just to reinforce their meaning. Activity – A task or set of tasks that are carried out in order to create a deliverable. Note: The term 'activity' is used as a collection of tasks, although in casual use ‘task’ and ‘activity’ are often used interchangeably. Duration – Length of time needed to complete an activity. Work Breakdown Structure (WBS) – “to do” list; A task oriented detailed breakdown defining work packages and tasks. Milestone – A point in time representing a key or important intermediate event in the life of a project. A “measuring point”. A task with “0” (zero) duration and no resource assignments. (This also allows the students to write these definitions into the notebook, as provided…)

PC-24.10 – Roadway Sections FS
PC – Biological Evaluation FS TE 2 (Design) Effort 40h None TT 2 (Design) Effort 80h None

Level 1 Pre-Construction Construction Phase Level 2 Processes Level 3 Deliverables Level 4 Deliverables (in some cases) Level 5-10 Tasks

(Organization Breakdown Structure - OBS)
Project TO (Organization Breakdown Structure - OBS) Plan at Deliverable level What (deliverable, constraints, standards) How Much? Duration $ponsor Sr. Mgmt. Q S $ R Project Manager Manager Team Member ¦ Team Member Task Planning

Executive Order …directs WSDOT employees to deliver capital transportation projects consistent with the principles and practices of the department’s project management process. Further direction given to: Executive Managers Project Managers Project Team Members Specialty Groups HQ Staff

Executive Order 1032.00 Executive Order …
D. Direction to Specialty Groups 1. Provide the Project Manager with the schedule and estimate for the tasks assigned.

(Organization Breakdown Structure - OBS)
Project TO (Organization Breakdown Structure - OBS) Plan at Deliverable level What (deliverable, constraints, standards) How Much? Duration $ponsor Sr. Mgmt. Q S $ R Project Manager Manager Team Member ¦ Team Member Task Planning

By “family” WBS completion – “sufficiency” Define tasks (levels 5 – 10) Task Planning Network (precedence) Diagram Gantt Chart (From PDIS) (ANIMATED) <click> 1. Start at the top level and delete what is not needed. Then go to the next level and delete what is not needed. Repeat at each subsequent level. 2. re-order items in preferred order. “By family”. The order of item appearance on the MDL can be moved around. You just have to be careful that all items under a roll-up task move with the parent task. Purely preference. 3. WBS structure is complete to MDL level 4 is the deliverables. The sub-tasks need to be added after that for each project.

Simple Project consisting of 5 Tasks
Activity A WBS Code Activity Early Start (ES) Early Finish (EF) Late Start (LS) Late Finish (LF) Duration Total Float (TF) = 7 Activity B WBS Code Activity Early Start (ES) Early Finish (EF) Late Start (LS) Late Finish (LF) Duration Total Float (TF) = 5 Activity D WBS Code Activity Early Start (ES) Early Finish (EF) Late Start (LS) Late Finish (LF) Duration Total Float (TF) = 3 Activity C WBS Code Activity Early Start (ES) Early Finish (EF) Late Start (LS) Late Finish (LF) Duration Total Float (TF) = 2 Activity E WBS Code Activity Early Start (ES) Early Finish (EF) Late Start (LS) Late Finish (LF) Duration Total Float (TF) = 3

By “family” WBS completion – “sufficiency” Define tasks (levels 5 – 10) Task Planning Network (precedence) Diagram Gantt Chart (From PDIS) (ANIMATED) <click> 1. Start at the top level and delete what is not needed. Then go to the next level and delete what is not needed. Repeat at each subsequent level. 2. re-order items in preferred order. “By family”. The order of item appearance on the MDL can be moved around. You just have to be careful that all items under a roll-up task move with the parent task. Purely preference. 3. WBS structure is complete to MDL level 4 is the deliverables. The sub-tasks need to be added after that for each project.

Project Performance Baseline
Work Breakdown Structure (WBS) Risk Planning Budget Task Planning & Scheduling “Progressive Elaboration”

Reviewing “The Building Blocks”

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