A Brief History of Scheduling

6 years 15 weeks ago

 

The science of ‘scheduling’ as defined by Critical Path Analysis (CPA) celebrated its 50th Anniversary in 2007.  In 1956/57 Kelly and Walker started developing the algorithms that became the ‘Activity-on-Arrow’ or ADM scheduling methodology for DuPont. The program they developed was trialled on plant shutdowns in 1957 and their first paper on critical path

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The Scheduling Conundrum

6 years 17 weeks ago

The scheduling conundrum is simple:

We know effective scheduling makes a significant difference to project success and we know what effective scheduling looks like but in most projects, the schedule is ignored, bad scheduling practice is the norm and most projects finish late.

The business of scheduling and its underpinning concepts and theories underwent a revolution in

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schedule

Project task durations

6 years 19 weeks ago

 

Probably the most common action undertaken by project planners everywhere is assigning a duration to a task; most of us do this almost automatically. Generally it is only when a dispute arises that the complex interaction of the factors discussed involved in setting the duration come into play.

There is no universal answer to the question of what is the ‘correct’ way to

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Why Things Don’t Add Up

6 years 19 weeks ago

Last time we learned about Continuous Distributions and how they are described by the Frequency Function.  I also promised to save us from the infinitesimal probabilities represented in the Frequency Function. 

The answer is the Cumulative Distribution Function (CDF), which is merely the area under the frequency function curve to the left of a

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Distributed -v- Consolidated Contingencies

6 years 19 weeks ago

Distributed contingencies are normal in most aspects of project management but often result in sub-optimal use of resources. Typical examples include allowing some safety margin in each CPM duration estimate (eg, setting the durations at an 80% probability), allowing contingencies on a project by project basis for risk, setting budgets with a 90% confidence limit, etc.

A better approach

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project risk

Scheduling For Effect

6 years 23 weeks ago

As the end of 2012 approches, and assuming the world won't end of the 12/12/12 I have a few thoughts for every scheduler’s New Year resolutions.

  1. You can’t change the past, the present is being managed by the project workforce, the only thing you can influence with your schedules is the future. To achieve this, the schedule needs to be an
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My Project Is Making No Progress!

6 years 23 weeks ago

I had a situation recently where a client stated that despite his people working as fast and seemingly efficiently as they could, he was seeing next to no progress reflected in his performance reporting, his end date was pushing out, his efficiency was down, people were asking questions.

Now, it's not uncommon to see under staffed or under resourced projects falling

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The CPI Stability Myth

6 years 25 weeks ago

Undoubtedly the longest running ‘urban myth’ in circulation within the general project management community, arising from US Defence based research from the early 1990s, that the Cost Performance Index (CPI) always stabilizes at the 20% completion and the final outcome will be within 10% of this value and usually worse. This myth has been extended by some authors to all projects in all

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EVM, CPI, ES, EV

"The Project Must Be Finished On This Date - Or Else!"

6 years 25 weeks ago

These are words of desperation, a client or senior manager who's got his back to the wall.

I was faced with this exact situation on a consulting job a few weeks back, the business owner, facing heavy penalties for late delivery was desperate for answers and didn't know a better way to react.

Unfortunately, what he hoped were a matter of weeks to completion, in

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A though on PMOs and Project Controls

6 years 26 weeks ago

The quality guru W. Edwards Deming said ‘In God we trust, all other bring data’. However, developments in the Victorian Government health system (Australia) offer a salient reminder to any PMO manager on the value of data.

Victorian hospitals are rewarded for good performance and fined for poor performance. One measure being the length of waiting lists

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