Project Management Course Three
Integrated Master Scheduling Part 1
Initial follow-on course to the “Project Planning and Program Control Processes” courses – Large complex projects further complicate the means and methods in which to manage them; this course offers new and innovative principles of project planning and Program Control; taught using larger and more practical size exams, problems and exercises, many in the form of case studies – These case studies can be worked in a group or as an individual – Course emphasizes the situation once the project is underway: periodic status cycles, entering proper model parameters to model status, re-accomplishing CPM Time Analysis, and re-reconciling the project schedule – Performance Measurement and Performance Management, all of which are made more difficult in larger, more complex projects – Series of true anecdotes further emphasize course message and lessons.
Workshop Objectives; Extending the principles of project management technology into useful project management information.
The process of translating textual (verbal or written) information into discrete project tasks
Problem: Definition of detail activities taken from team role scripts
Anecdote: The pitfalls of top-down planning
Taking workscope information and developing a properly structured model
Problem: Definition of a project model from scripted information
Anecdote: Ole Joe – An interview with an uncooperative technical lead
The key parameters of CPM Time Analysis: task durations, Date Targets (Constraints), relationship types and lag values – What all these parameters are,their role in the model, and how, when and why to use them properly – Understanding the standalone role of the Forward and the Backward Passes, and then the collective role of both processes as they accomplish Total Float calculations – How to use this process in practical application through an extensive problem set – Understanding the relationship between the model parameters and the results (outcomes and products) of CPM Time Analysis.
Problem: Conduct CPM Time Analysis (Forward & Backward Passes and float calculation) on a substantial model – analyze the resulting information and isolating revealed problems. Can be worked as group or individual case study / exercise / problem.
Anecdote: Finding the project’s mythical “Critical Path”
Milestones and all of their applications in project planning and management along with how to properly establish them in the project model
Problem: Adding Milestones to the project model and how relationships dictate their purpose
Schedule Reconciliation: The methodology and essential disciplines of isolating, quantifying and resolving float problems in large complex projects – how to screen the data to isolate and prioritize most significant issues first; isolating and identifying solutions for each problem path; and assessing each option’s positive and negative impacts – Selecting and implementing the “best” options.
Schedule Baseline: determining what parameters from the model need to be retained as the Schedule Baseline – Managing the baseline in the database – Change Control.
Problem: Reconcile the project model using designated options from the various team members – analyze each option as to its pros and cons and select the most practical resolution
strategy – insure that the selected schedule options correct the problems – defend the strategy!
Program Control: Periodically gathering status from the project team (actual and projected) – properly adding status to the project model: both actual and projected status parameters – analyzing the resultant information for impact and performance measurement purposes. Schedule Reconciliation: Isolating and quantifying schedule problems; prioritizing solution strategy; analyzing each available option's pros and cons; selecting and then properly implementing solutions to satisfactorily resolve each problem.
Problem: Conduct periodic status cycles – properly model gathered status – post-status CPM Time Analysis – re-reconcile the project model using provided options from the various team members – analyze each option as to its pros and cons and select and implement the most practical resolution strategy – defend the strategy! Can be worked as group or individual case study / exercise / problem.
Introduction – Apathy – Ego – Fear – Ignorance – Project management software; A tongue-in-cheek presentation about the major impediments to effective project management
The lessons learned and best practices to glean from this course and from PMT’s extensive experience in the field
Anecdote: 30 years of practical experience – An essay of lessons learned over 30 years of practical experience in project planning and program control environments