Consolidated planning and scheduling PDF

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Consolidated planning and scheduling...

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CONSOLIDATED PLANNING AND SCHEDULING

The Project Management Plan (PMP)   

The Project Management Plan (PMP) is the master document of any project, defining the “why”, “what”, “how”, “who”, “when” and “where” of the project. It is owned and maintained by the Project Manager and is the reciprocal document to the business case. It defines how the project will be managed in terms of cost, schedule, risk management, change management etc.

Contents of the PMP Introduction/Background: 

Reasons behind the project; Project objectives from business case.

Project Strategy: 

Detail of how the project will be managed from definition to close-down

Programme Management: 

The Work Breakdown Structure, Cost Breakdown Structure; information regarding project milestones, Gantt charts and the level of any networks used.

Resource Management: 

Organisation Breakdown Structure, Resource Management Plan

Requirements Management Plan: 

Plan of all requirements required by customer

Performance Management Plan: 

How the project will measure, monitor and control performance against the requirements timescales, costs and quality criteria.

Risk, Change and Configuration Management Plans: 

Detailed information on how the project will record and manage and deal with these issues

Other plans - Quality Management & Safety Management Plan: 

Both important plans containing key activities needed to be carried out

Relationship between PMP

Stages of planning    

Breakdown the project into packages of work in accordance with the Work Breakdown Structure. Identify the project activities and estimate their duration. Estimate the likely cost of each activity, and derive the Cost Breakdown Structure (CBS). Draw up a schedule (i.e. time phased activities) and identify the critical project activities. (Critical Path)

Dependency Relationships There are four different dependency relationships: 1. Finish-to-Start: the predecessor’s finish determines when the successor can start. (A must finish before B can start) 2. Start-to-Start: both tasks start when the predecessor starts. (C must start before D can start) 3. Start-to-Finish: the start of the predecessor determines when the successor must finish. (E must start before F can finish) 4. Finish-to-Finish: both tasks finish when the predecessor finishes. (G must finish before H can finish)

Network techniques 

A precedence diagram (network) graphically illustrates all of the project activities and their dependent relationships

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Activities are represented on Activity-on-Node (AoN) networks (as in PERT Charts) as boxes, containing the following information: o ES – earliest start time o DUR – duration o EF – earliest finish time o LS – latest start time o FLT – total float o LF – latest finish time Having drawn the network, a ‘Critical Path’ will emerge. I.e. the path though the network where there is no spare time (no float) Float is the period an activity can be delayed without effecting subsequent activities

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Why consolidate planning

Consolidate planning Top level picture – radar of progress of the project (Aircraft)

How Airbus Consolidates Planning 

Master Milestones: Life Cycles Milestones tracking Project evolution

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Master Milestones: P2P – Interdependence between Team

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Master Milestones: Key project Milestones (Top 50) Few examples: Load delivery, Requirements delivery, Design Reviews – Initial Review, Detailed review & Critical Design review, Maturity Reviews, NC Programming Complete, Long Lead tine material ordered, First Metal Cut, Sub Assembly on Dock, Assembly on

Scheduling Planning

Types of Scheduling 

Left to Right Scheduling o Task durations and activity links are calculated to predict final finish date       

Right to Left Scheduling o The date the project needs to be finished by is loaded into planning tool and task duration and Activity links calculate backwards to show when activities need to start. Run both types of schedules highlight clashes to end date and start dates  Baselining of Planning o Once Plan is Scheduled is it imperative that a baseline is established i.e. :- Freeze agreed dates so that project progress can be tracked

Why Schedule Planning 

Progress / Risk Management

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Resource Management

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Earn Value

Risk and Opportunity

Change Management  

Change Management controls any changes to time, cost and quality/performance Changes can occur at any time, however the impact of a change late on in a project is usually more costly than if the change is made early in the project’s life

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Evaluate change o Identify owner o Describe change  Impact on schedule (time)  Impact on resource (cost)  Impact on requirements (quality) o Budget estimate (DCs and hours) o Risk analysis...