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CPM -200: Principles of Schedule CPM -200: Principles of Schedule ManagementManagement
IPM 2002 Fall ConferenceIPM 2002 Fall Conference
PMI-College of Performance Management – Professional Education ProgramPMI-College of Performance Management – Professional Education Program
Lesson F: Enterprise Wide SchedulingLesson F: Enterprise Wide Scheduling
Previously Presented ByPreviously Presented By
John BronnJohn [email protected]
(970) 390-3693(970) 390-3693
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© 2001 Business Engine Software Corp. All Rights Reserved.
Enterprise Wide Enterprise Wide Scheduling & Scheduling &
Resource Planning Resource Planning --
Strategies for Strategies for SuccessSuccess
Enterprise Wide Enterprise Wide Scheduling & Scheduling &
Resource Planning Resource Planning --
Strategies for Strategies for SuccessSuccess
John W. Bronn
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Strategies for Success
• Enterprise Wide Scheduling
• Enterprise Wide Resource Planning
• Tools for Better Decisions
• Strategies for Success
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Enterprise Wide Scheduling
• The application of a single, consistent methodology for planning and managing the time dimension of all of the projects within the enterprise.
• The methodology should avoid cross-project conflicts by considering all of the plans.
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Single, Consistent Methodology
• Business Rules
• Cross-Project Visibility
• Framework for Benchmarking
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• Avoid Confusing the Performing Organizations
• Give Appropriate Weight to Projects
• i.e. Schedule Reserve Policies
Business Rules
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Save it for the End
Reserve
Schedule Reserve
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Use it at the Start
Reserve
Schedule Reserve
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Protect the Risk
-erveRes-
Schedule Reserve
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• A Consistent Policy
• Allows Projects to Compete Equally for Resources
• Bonus - Guides Project Managers to Best Practices
Schedule Reserve
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Cross-Project Visibility
• Common Milestone / Status Display
• Benchmarking
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ABCD
All Projects
Cross-Project Visibility
Project D
Project C
Project B
Project A
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Benchmarking
• Process Comparison
• Cycle Time Analysis
• Historical Data Base Development
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Enterprise Wide Resource Planning
• The use of tools and methods to plan and manage application of resources to projects across an entire enterprise
• Strategic• resource availability • longer term enterprise wide needs
• Day-to-day Tactical • key resources to priority projects
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Applying Resources to Projects
• Viewing Needs Across Projects
• Comparing Needs & Availability
• Key Resources to Key Projects
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All Projects Supply & DemandProject D
Availability & Need
Project C
Project B
Project A
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Key Resources to Key Projects
Project A
Project B
Project C
Project D
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Enterprise WideAvailability vs.
Need
Tools For Better Decisions
ProjectSchedule Planning
Project Resource Planning
PortfolioAnalysis
Key Resources To
Key Projects
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All Projects Supply & DemandProject D
Enterprise Wide Availability & Need
Project C
Project B
Project A
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Enterprise Wide Availability
Enterprise Availability
Roles & Skills Skill Attributes Inventory Timephased Availability HR Interface
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All Projects DemandProject D
Enterprise Wide Need
Project C
Project B
Project A
• Process Templates• Product Structures• Historical Databases• Top Down Planning
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• The Enterprise Process
• Task Framework
• Duration Baseline
• Critical Resource Baseline
The Process Template
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The Process Template
A2 N
1M
2
K4
L4 3
D4
C2
B3
E3
F2
G3
H2
I4
P4
Q2
R2
S5
A 2 N 1M 2
K 4 L 4 O 3
DC 2B 3
E 3
Process Template
F 2 G 3 H 2 I 4
Subsystem Template
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• Consistent Processes
• Identification of Risks
• Framework for Process Improvement
• Simplifies the Planning Process
The Process Template
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Standard Product Structure
• Supports the Template Concept
• Forms the Heart of the Work Breakdown Structure
• Provides a Basis for a Historical Database
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History Database
• Collect & Characterize
– Resources / Costs
– Durations
• Value Reduced by Rapid Technological Change
– Still Very Worthwhile
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Requirements
Summary Plan
Summary Resource Plan
Top Down Planning
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Enterprise WideAvailability vs.
Need
Tools For Better Decisions
ProjectSchedule Planning
Project Resource Planning
PortfolioAnalysis
• Project Prioritization• Phase / Gate Controls
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Potential Projects Selected
Projects
Ordered Projects
3 2 1
Project Prioritization
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Phase Gate Phase Gate
Strategic Decision Making
- At Every Control Gate
Phase / Gate Controls
Phase Gate
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• Business Viability
• Technical Feasibility
• Relative Importance
• Resource Availability
Portfolio Criteria
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Enterprise WideAvailability vs.
Need
Tools For Better Decisions
ProjectSchedule Planning
Project Resource Planning
PortfolioAnalysis
Key Resources To
Key Projects
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Key Resource Isolation
• The “Full Scale Map” Syndrome• What’s Key?
– Mission Critical• People• Facilities, Equipment etc.
– Long Lead Time
• Skill Inventory Tools Can Help
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Implementation Strategies for Success
• Bottoms Up - Detailed Project Data
• Top Down - Overview Data Only
• Hybrid - Mixed Data
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Bottoms Up Implementation
Enterprise Wide Demand
Project A Project B Project C
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Bottoms Up Implementation
• Implies Accurate Data
• Requires Full & Consistent Implementation
• Hard to Realize
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Top Down Implementation
Enterprise Wide Demand
Top Down Project Planning
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Top Down Implementation
• Rapid Implementation
• Relies on Accuracy of Templates & Historical Data
• Easier to Implement, Less Reliable
• Doesn’t Incorporate Detailed Plans, even where they exist
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Hybrid Implementation
Enterprise Wide Demand
Project A Project C
Top Down Project Planning
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Hybrid Implementation
• Allows a Quick Start
• Best of Both Worlds
• Takes Advantage of Increased Maturity - as it Happens
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CAN Make a Difference !
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John W. Bronn