Faster construction project with CPM scheduling

Faster construction project with CPM scheduling Faster construction project with CPM scheduling Faster construction project with CPM scheduling Faster construction project with CPM scheduling Faster construction project with CPM scheduling Faster construction project with CPM scheduling Faster construction project with CPM scheduling

Faster Construction Projects with CPM Scheduling Murray B Woolf, PMP New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2007 by The McGraw-Hill Companies All rights reserved Manufactured in the United States of America Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher 0-07-150922-4 The material in this eBook also appears in the print version of this title: 0-07-148660-7 All trademarks are trademarks of their respective owners Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark Where such designations appear in this book, they have been 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comply with these terms THE WORK IS PROVIDED “AS IS.” McGRAW-HILL AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OF OR RESULTS TO BE OBTAINED FROM USING THE WORK, INCLUDING ANY INFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OR OTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE McGraw-Hill and its licensors not warrant or guarantee that the functions contained in the work will meet your requirements or that its operation will be uninterrupted or error free Neither McGraw-Hill nor its licensors shall be liable to you or anyone else for any inaccuracy, error or omission, regardless of cause, in the work or for any damages resulting therefrom McGraw-Hill has no responsibility for the content of any information accessed through the work Under no circumstances shall McGraw-Hill and/or its licensors be liable for any indirect, incidental, special, punitive, consequential or similar damages that result from the use of or inability to use the work, even if any of them has been advised of the possibility of such damages This limitation of liability shall apply to any claim or cause whatsoever whether such claim or cause arises in contract, tort or otherwise DOI: 10.1036/0071486607 ABOUT THE AUTHOR Murray B Woolf, PMP, is president of the International Center for Scheduling, Inc He founded ICS as his response to the number of challenges facing the Scheduling Practice in the United States and globally ICS, although in its infancy, promises to change the face of the Scheduling Practice by providing coordinated support programs, products, and services to Scheduling Practitioners and their customers Specifically, the ICS model includes education and training, job placement support, research, publications, credentialing, scheduling specifications software, objective quality scoring of schedules and scheduling programs, direct scheduling support, and consulting Mr Woolf has more than 30 years of project management, project controls, training, consulting, and expert witness experience He spent the early part of his career providing project management and project controls services on more than 125 projects worldwide, with combined value estimated at around $28 billion Mr Woolf is a frequent lecturer and writer on Scheduling Practice topics, and is the inventor of numerous Scheduling Practice innovations, including Momentum Management, and Dilemma Forecasting He is a member and a vice president of the PMI College of Scheduling and the first Managing Director of the Scheduling Excellence Initiative (a College of Scheduling endeavor to write best practice and guidelines for the Scheduling Practice) Copyright © 2007 by The McGraw-Hill Companies Click here for terms of use In Memoriam to Jo and Cy Woolf My parents were an inspiration throughout my entire life They taught, by example and word, that anything in life is possible if one has the will But they also warned that what one does is less important than how it is done They are my moral compass and will remain an inspiration and guiding light for all of my days For more information about this title, click here Contents Foreword xv Preface xxvii Acknowledgements xxx Introduction xxxiii Part Keeping Your Eye on the Donut 1 The Allure of the Project Schedule The Success of a Project Schedule Depends on Many Factors Schedule Timing Schedule Content Schedule Format User Resistance Upper Management Support Schedule Developer Expertise Schedule User Training Tie-In to Other Project Controls The Automated Project Schedule Offers These Strengths It Is a Picture It Facilitates Group Consensus It Creates Powerful Perceptions It Seamlessly Transitions from Plan to Schedule It Gives Direction It Supports Resource Optimization It Provides Irrefutable Evidence 10 It Is a Dynamic Model of Reality 10 Understanding the Scheduling Theater 11 The Stage: The Environment in Which Construction Takes Place 11 Each Project Is Unique 12 Each Community Is Unique 13 A Project Is a Dynamic Organism 13 Project Management as an Environmental Variable 15 Scheduling Software 17 v Contents vii Characteristics of Project Management Paradigm Shift 65 Implications for Modified Scheduling Methods 68 Management Philosophy Beliefs 69 Management Philosophy Behaviors 74 Management Philosophy Merits 78 Part Creating a Penchant for Change 83 The New Scheduling Practice Paradigm: Specializations, Positions, Deliverables, and Roles 85 Describing the Quagmire 85 Explaining the Urgency of the Matter 86 This Book is an Odd Place to Make Such a Proposal 88 Babbling Advisors Are Rarely Effective 89 The Scheduling Practice Lacks Cohesiveness and the Synergy Such Would Spawn 89 We Can’t Fix What We Don’t Acknowledge 90 Scheduling is Not a Profession 91 Current Terminology Broken Beyond Repair 92 What Is Planning? 92 Historical Inconsistencies in the Use of the Word Planning 93 Distinguishing between the Venerable and Current Definitions 95 Can the Venerable and Current Models Be Reconciled? 98 What Is Scheduling? 100 The Scope of Scheduling 100 The Manner of Scheduling 100 The Other Two Enigmas 105 Defining the Scheduling Practice 106 Why “Scheduling Practice”? 107 The Three Specialties of the Scheduling Practice 107 Definable Positions and Deliverables 113 The Nine Roles of Scheduling Practitioners 116 Why a Fresh Definition of the Scheduling Practice Makes Good Sense 118 Introduction to Dilemma Control 121 Risk Management and Its Distinguishing Characteristics 121 Risk Management’s Traditional Processes 121 Risk Management’s Distinguishing Characteristics 122 Dilemma Control, a New Project Management Methodology 127 Comparison of Risk Management and Dilemma Control 127 Brief Description of Dilemma Control 130 Benefits of Dilemma Controls 131 viii Contents Introduction to Momentology 133 Brief History of Momentology 134 Notes on Scheduling Deficiencies 135 Conclusions About How to Improve Schedule Management 136 Overview of Momentum Theory 137 Duration-Day: The Numerator 137 Workdays: The Denominator 138 Performance Intensity: The Elusive Miles-Per-Hour 138 Momentum: Purposeful Performance Intensity 140 Overview of Momentum Science 140 An Interesting Story 141 Other Improvements Under the Name of Momentum 142 Three Major Innovations 143 Momentum Science, a New Set of Performance Measures 145 Momentum Science Big Picture 145 Performance Diagnostics 146 Schedule Achievement Potential 147 Schedule Credibility 149 Overview of Applied Momentum 150 Instant Compatibility 151 Momentum Control 151 Momentum Analytics 151 Management by Momentum 153 Administrative Activities 153 The New Look of CPM 154 Applied Momentum and Traditional Project Management 154 Final Thoughts on Momentology 157 Recap of New Concepts and Terminology 159 Before We Go Any Further 159 The New Scheduling Practice Paradigm 159 Dilemma Control 159 Momentology 159 Momentum Theory 161 Momentum Science 161 Applied Momentum 161 Scheduling Practice and Faster Projects 163 Commitment Planning 163 Authorization Planning 163 Contents ix Execution Planning 168 Execution Plans Involve a Two-Step Process 168 The Execution Planning Heavily Influences the Execution Scheduling 169 The Consensus Plan and Resource Planning 170 Execution Scheduling 171 Performance Control 171 Part Preserving Project Schedule Integrity 173 10 Anatomy of a Schedule 175 Anatomy of an Activity 175 CPM Is a Mathematical Simulation Model 175 Elements of an Activity 175 ADM Symbolism 176 PDM Symbolism 176 Anatomy of a Relationship 177 Negative Finish-to-Start Tie 178 Time Gaps and Work Segments 182 Administrative Actions 183 The ADM-PDM Battleground 187 From the PDM Camp 187 From the ADM Camp 191 Guilty by Association 192 11 Working at Cross-Purposes 193 Harmful Scheduling Practices 194 Total-Float: The Only Statement of Criticality 194 Relationship-Durations and Activity-Durations Equally Important 195 Ignoring Nearby Smoke 196 Incomplete Logic 196 Competing Project Controls 196 The Benefits and Limitations of Earned Value Management System (EVMS) 197 Advantages of Earned Value 197 Limitations of Earned Value 198 How Earned Value Weakens a Schedule as a Momentum-Management Tool 201 The Benefits and Limitations of Critical Chain Project Management (CCPM) 202 What’s Right About CCPM 203 What’s Wrong About CCPM 204 How CCPM Weakens a Schedule as a Time-Management Tool 208 x Contents Flawed Definitions 210 Two Important Trends in Scheduling Practice 211 Critiquing Existing Definitions 218 Arcane Term Meaning Clarifications 221 Part Execution Scheduling and Performance Control 231 12 Concerning Schedule Design 233 Purpose and Overall Process of Schedule Design 233 Purpose of Schedule Design 233 Process of Schedule Design 234 Schedule Design Summit 235 Purpose of Summit 236 Who Should Attend 236 Summit Proceedings 236 Special Considerations 245 Understanding Project Priorities and Emphasis 245 Project Management Styles and Level-of-Detail 249 Schedule Granularity 254 Schedule Performance Specifications 255 13 Concerning Schedule Development 257 Work Breakdown Structure 257 Logic Development Session 260 Contributors 260 General Orientation 262 Content Checklist 263 Defining the Subnets 263 Construction Approach Decisions 264 Pounding Out the Logic 264 Assigning Activity-Durations 264 Adding Activity Relationships 265 Manual Forward Pass 270 Scheduling All Subnets 270 Putting It All Together 270 Logical Critical-Path 272 Assorted Other Hints 273 14 Schedule Components 275 Elemental Components of the Execution Schedule 275 Contract Length 275 .. .Faster Construction Projects with CPM Scheduling Murray B Woolf, PMP New York Chicago San Francisco Lisbon London Madrid... project cost, determining emphatic project cost, 297–298 project dashboard, explanation of, 63 project description, role in Schedule Design Summit, 241 Project Dynamics, significance of, 15 project. .. of, as work organization tools, 28 project scheduling, resources for, 94 project stakeholders, 24 projects as complex adaptive systems, 58 determining emphatic project length, 296–297 drivers of,