2. Modeling Tough Scheduling Problems with Software Alex S. Brown http://www.alexsbrown.com Mitsui Sumitomo Insurance Group, USA

3. Objectives Get past frustration (intermediate) Learn new tools and techniques (expert) Not for beginners Software-brand neutral Interactive, case-study format

4. Key Terms Network Diagram Gantt Chart Two Types of Projects Serial DependenciesParallel Opportunities

5. Scenario Six Tasks Three Resources

6. Five Directions - Pick One! Resource Leveling Representing Hard & Soft Dependencies Only Full-Time Work Quickly-Changing Work & Assignments Maintaining Schedules During Execution Go!

7. Resource Leveling - Key Data Gather complete data at the start Resource start dates and availability Vacations Accurate work and duration estimates Accurate sequence relationships Good data is essential When data is good enough, level to discover the real end date

8. Principles of Leveling Find a repeatable method Level regularly Changes in any estimate or assumption may require re-leveling Leveling is iterative Methods should allow small, frequent adjustments

9. Scheduling Tools for Leveling View resource use over time Adjust key task info Start dates Delays on tasks Allocation of work over time by task Resource availability vs. Work assigned

10. Breakout Discussion Level the scenario for 40-hour weeks, 8-hour days for each resource Different approaches on the handouts Key questions What method do you normally use? Which is easiest to set up? Which is easiest to maintain? Five minutes for discussion

11. Possible Solutions Stretch all work to five days duration Make work sequential Move start dates Add delays Break down the task list differently to simplify leveling

12. Selecting a Technique What is easiest in your software? How hard is maintenance? What methods allow for automation for all or part of the work? What is the impact on reporting and analysis techniques? Critical path Earned value

13. Questions & Answers on Leveling Pick Next Topic

14. Hard & Soft Dependencies Hard dependencies MUST be obeyed Soft dependencies SHOULD be obeyed Real-life schedules often break or change soft dependencies to achieve required end dates Challenge your assumptions: is it really IMPOSSIBLE for task B to start until task A ends?

15. Issues with Dependencies Software usually recognizes only hard dependencies Critical path analysis requires an accurate network diagram Documenting dependencies is Challenging Absolutely essential

16. Breakout Discussion Scenario uses soft dependencies Soft dependencies driven by resource limitations Questions Where do you document dependencies? What is the critical path? What do you want the critical path to be? How does the schedule respond to change?

17. Documenting Dependencies Many options Two network diagrams - “hard only” and current Narrative explanation of dependencies Separate columns or spreadsheets track hard and soft dependencies Pick a method you can maintain easily

18. Dependencies in Software Scheduling software usually enforces dependencies strictly (all hard) Options Only enter hard dependencies - satisfy soft dependencies during leveling Enter both hard and soft dependencies for each task, update as needed Enter only the constraining dependency

19. Consequences of Approaches Calculation of critical path Clarity of network diagram “Only hard” is clearest diagram “Hard & soft” creates overlapping lines “Only constraining” looks like a serial project’s network Respond to change differently

20. Questions & Answers on Dependencies Pick Next Topic

21. Only Full-Time Work Reasons to insist on full-time work assignments Use critical chain method Improve control of work authorization Clarify status reports New problems Adds more tasks Can make the schedule more complex

22. Breakout Discussion Initial scenario changed Resource “A” and “C” have clearer assignments Answer these questions Why does the work take longer now? What resource-leveling methods do you prefer for these problems?

23. What does 50% allocated mean, anyway? Example illustrates a possible trap Two, five-day tasks cannot be done in five days by one person (most of the time) Always need to add common sense to any schedule, and not rely solely on software True with ANY methodology

24. Questions & Answers on Full- Time Work Pick Next Topic

25. Quickly-Changing Schedules Real schedules change every reporting period Estimate changes - work & duration Assignment changes Resources added, removed, and rescheduled Resource availability changes Optimize schedule, make new forecasts The only certainty is change itself

26. Planning for Changes in the Plan Predict future changes What is likely to change? What changed often in the past? What project risks will cause change? Create a small schedule with typical tasks Try making typical changes Experiment to find best techniques

27. Breakout Discussion Start with initial scenario Apply changes Resources no longer available Resources available more hours per week Estimate changes Build a new model and repeat Hard and soft dependencies Different leveling techniques

28. Change is Fundamental Experiment with change in a small schedule Best way to evaluate and compare different techniques Great way to explore, understand, and evaluate scheduling software Best techniques will vary -- find the best for your schedules, for your software

29. Change Drives Automation Change is difficult with hand-drawn schedules and budgets Software updates every view of a schedule simultaneously WARNING: if the model is poor, software makes changes HARDER Understand basic principles BEFORE automating

30. Questions & Answers on Quickly-Changing Schedules Pick Next Topic

31. Maintenance During Execution Key steps Apply actual work Update estimates for remaining work Optimize the schedule and update forecasts Many managers shelve schedules after developing them Schedule maintenance key to learning as an organization and as a manager

32. Benefits of Maintenance Compare actuals to estimates Improve estimates for next time Improve control of work and scope Required for earned value and benchmarking Accurate, up-to-date forecasts of delivery dates Prove scheduling techniques

33. Package-Specific Features Timesheets automate and distribute entry of actuals Entry of actuals vary by software package Different packages reschedule remaining work differently Do not focus on software differences, focus on creating a new forecast

34. Breakout Discussion Review actual progress after week 1 Schedule the remaining work Questions Can you predict how your software would reschedule the remaining work? Do we change dependencies now that work is started?

35. What SHOULD Software Do? Actuals sometimes break “rules” in the schedule Actual work starts before predecessor is complete “Must meet” deadlines missed Software packages make assumptions and raise warnings – each has a different approach

36. Responsibility As Software Users Understand that actual work might break our model Software may react unpredictably when our models are wrong Understand software settings, defaults, and options Experiment, experiment, experiment – create small schedules to test and learn

37. Important Choices How you build a schedule determines how you maintain it Schedule time to update the schedule Forecast new end dates regularly Larger projects mean Maintenance is critical Maintenance is difficult

38. Questions & Answers on Schedule Maintenance Pick Next Topic

39. Review - Five Tough Problems Resource Leveling Representing Hard & Soft Dependencies Only Full-Time Work Quickly-Changing Work & Assignments Maintaining Schedules During Execution

40. Resources Available On-Line Additional exercises from 2003 session On-line paper Comparison of novice vs. expert use of scheduling software Ideas to improve your skills References and additional reading

41. An Appeal to Scheduling Teachers More advanced classes Teach techniques from real examples Spend MORE time on resource-leveling than on dependency types Incorporate tough problems into your courses, even introductory ones Encourage students to experiment often with small, test schedules

42. Complete Your Learning Experience This presentation is a first step Run exercises using your software Select scenarios from your schedules and try new techniques Hear it and you will forget it Do it and you will remember it! Share with your coworkers

43. Change Your Relationship with Your Scheduling Software No need to get angry any more…

45. Questions & Answers Contact speaker at http://www.alexsbrown.com alexsbrown@alexsbrown.com alexbrown@msigusa.com Share ideas, examples, exercises!

46. Modeling Tough Scheduling Problems with Software Alex S. Brown http://www.alexsbrown.com Mitsui Sumitomo Insurance Group, USA