Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Vladimir Liberzon
Critical Path
Critical Path is the longest sequence of linked activities. In our example it contains activities 4-1, 4-2, 4-3 that are shown in red. Critical Path duration is the same as project duration (41 days in our example).
Critical Path
But if the schedule contains imposed dates like Start No Earlier Than, or use different activity and resource calendars, Critical Path (consisting of activities with zero total float) may include only one final activity as in the example below.
Considering uncertainties
It looks like we can decide that planned project duration of our sample project shall be set as 41 days. But for setting reliable targets it is necessary to consider project risks, uncertainties and restrictions. Potential risk events may change project scope, activity network, project budget and resource requirements. Estimates of project parameters like activity durations, costs, resource requirements are uncertain. Project targets shall be set taking into account all risks and uncertainties.
Three estimates
Let's collect optimistic, expected and pessimistic estimates of our sample project parameters.
Critical Indices
Most critical activities with Criticality Indices 0.39 (critical in 39% of all simulations) belong to the path with minimal duration and thus need most attention. Critical activities have the least Criticality Index.
Resource Constraints
But Critical Path Method does not consider resource limitations. With limited resources, supplies, financing it may create schedules that are not feasible. In our example sample project has limited resources A and B, two units of each. But the schedule created by CPM requires more resources than are available as shown in the next slide. In resource constrained schedule activities are delayed because resources needed for their execution are busy performing other activities.
Schedule Comparison
In the left schedule RCP consists of activities 3-1, 1-2, 2-3, but the software shows activities 2-1, 2-2, 2-3 as critical though first two activities of this path have positive resource constrained floats.
Cost Planning
The same approach is used for planning costs and other project parameters. Entering three estimates of initial data permits to simulate uncertainties and set reliable targets.
Cost Target
Let's set 4000 as the target budget that has 80.1% probability to be met.
Scatter Diagram
Probability to meet both targets (50 days project duration and 4000 budget) is 58.89% though probabilities to meet each of these targets separately exceeded 70%.
Integrated Target
Setting multiple targets makes management decisions complicated. It does not answer to the question if project execution is successful if the project is late but saves money, if it makes sense to pay additional money for acceleration, etc. That is why we advice to estimate the cost of one day of project finish delay and acceleration and set one integrated target project budget that includes cost of the time. Next slide shows expected integrated budget distribution if to set that one day of project finish delay costs 300 and one day of finish acceleration saves 50.
Working Schedule
Setting reasonable project targets means to create project time and cost buffers. There are two options: to create and to use the schedule that finishes on target date and to assign costs that constitute target budget or to use tight schedules and budgets but to add and to manage project time and cost buffers. The usual approach is to create and manage two schedules: Contract schedule that has target duration and budget, and Working schedule that is tight, with project finish earlier than the target date and the budget that is lower than target budget.
Parkinson Law
Work expands so as to fill the time available for its completion To avoid Parkinson Law problems it is necessary to set tight targets for project workforce and to keep contingency reserves for management to deal with risks and uncertainty. Using tight schedule for project management and managing project buffers is an approach common to Critical Chain and Success Driven Project Management (CCPM and SDPM) methodologies. CCPM suggests to use most probable estimates and SDPM suggests to use optimistic estimates of activity durations in the working schedule and analyze project performance by estimating buffer penetration.
Working Schedule
This slide shows optimistic schedule that is selected as Working compared with most probable schedule that can be used as the baseline, though its duration and budget are not the same as the target duration and budget. Besides, there is different Critical Path.
Some Conclusions
Critical Path Method is used for creating project schedules when resources are not limited or these limitations are not known. Feasible schedules shall take into account resource, supply and financing constraints and usually are longer than produced by CPM. Different software packages use different leveling algorithms and may produce different resource constrained schedules for the same project. Collecting three point estimates and analyzing project risks is necessary to set reliable project targets and understanding which activities require most attention.
Some Conclusions
Monte Carlo risk analysis shall use the same leveling rules as the software that will be used for project management. Setting multiple targets makes management complicated and achieving them all less probable. It makes sense to set integrated project success criterion that helps to justify project management decisions. Working schedule shall be tight and time and cost contingency reserves created and managed.
Variance Analysis
Variance Analysis compares current schedule with the baseline or some previous project version and finds those parameters that were changed and need attention. It helps to find the origins of delays and cost overruns for analysis and decision making. In the next slide current schedule was compared with the Baseline (most probable schedule) and initial Working schedule (optimistic). The difference between current and baseline values of activity durations and costs are shown in corresponding columns.
Variance Analysis
Duration and Cost variances with the baseline are shown also as signals (red if duration is longer than in the baseline, cost is larger than in the baseline, yellow if they are the same).
Looking at SV, SV, SPI and CPI it is easy to understand if project performance up to date was successful or not.
Default PF=1/CPI but other values may be applied. In particular it is recommended to apply PF=1/(CPI*SPI)
Trend Analysis
Management decisions shall be based on trend analysis. If the project schedule is 10 days ahead of the baseline it could be good if one month ago it was 5 days behind the baseline, or bad if one month ago it was 25 days ahead of the baseline. Project managers shall fight poor trends before they will cause serious problems. Analyzing trends of major project parameters and applying corrective actions to improve negative trends is the best way to prevent small problems to become big.
Some Conclusions
There are four main methods of performance analysis: Variance Analysis, Earned Value Analysis, Trend Analysis and Success Probability Trend Analysis. VA EVA analyze project status comparing current data with the baseline or some other project version. TA and SPTA analyze not only statuses but also tendencies. VA, EVA and TA were developed and are used for analyzing deterministic schedules. SPTA is used with probabilistic analysis.
Some Conclusions
EVA is widely used but shall be applied very carefully and together with other methods because it may provide wrong motivation of project teams and does not consider activity network dependencies. Trends shall be used for timely management decisions because they show problems ASAP. SPTA is the best performance analysis method integrating scope, cost, schedule and risk information.
Thank you!