Project Planner

Project Planner Critical Path Method (CPM) Scheduling, Program Management Schedules, Status Updates, Resource and Cost Loaded Schedulesm Contract Baseline Schedule

Welcome to J*P Project Planning & Scheduling Services J*P OFFERS A SUPPORT SERVICE TO CLIENTS FOR PLANNING & SCHEDULING REQUIREMENT’S WITHIN ALL ASPECTS OF THE PROJECT LIFE CYCLE. J*P provides professional specialist skills to supplement organizations part or full time for long or short term peak demands in a time where economic uncertainty is present, and perhaps employment of permanent staff may

not be the right long term solutions. Project Planning and Scheduling Services Service Overview •Critical Path Method (CPM) Scheduling, •Program Management Schedules, •Status Updates, •Planned and As-Built Analysis Schedules, •Resource and Cost Loaded Schedules, •Construction Project Acceleration, •Risk Analysis, •“What if” Scenarios, •Window Analysis, •Critical Chain Method Analysis, •Linear Schedule Analysis, •Collapsed As-built, •Management Reporting, •Schedule Change / Revision Management Schedule Forensics Service Overview •Critical Path Analylsis •Schedule Delay Analysis and Quantification •Total Float Management •Project Controls Gap Analysis •Earned Value Management Project Controls Service Overview J*P Critical Path Method (CPM) scheduling and project controls are experienced in developing, analyzing, updating and monitoring project schedules and other project reporting procedures. J*P customizes our CPM scheduling and project controls services to our clients' specific needs in the following areas: •Planning / Scheduling, •Project Controls & Management Reporting, •Earned Value Management, •Cost Control, •Coaching and Mentoring, •Project Performance, •Delay Claims, •Project Recovery, •Resource Analysis, •Baseline Management, •Change Management. J*P utilizes standard scheduling methods and software to develop, monitor, and report the progression of projects such that our clients' are informed quickly and accurately of project events, potential problems, and corrective actions.

31/08/2014

Free Float


The period by which an activity, or group of activities, can be delayed, brought forward or extended without affecting any other tasks, or the Programme End Date.

The amount of time that a noncritical activity can be delayed without affecting the completion date of the next sequential activity.

31/08/2014

Total Float


Total float is how many delays are allowed from the beginning of the project which will not interfere with the projected completion date. Anything can happen during the course of working on an extended task. Projects can be affected by adverse weather conditions which might create delays of hours or even days. Even indoor projects and virtual tasks can be met with unforeseen circumstances whichcause Delay or Slippage on the Project.

The period by which an activity can be delayed, brought forward or extended without affecting the project end date. Total Float comprises Free Float and Interrupting Float. Refer also to Float.

In order to determine the total float, project management use the critical path method, and they can also figure the earliest possible and latest completion dates for the task. Ideally, a project should never go beyond the late finish date, and by knowing how many days are built into the schedule for delays, those in management can keep the project running right on schedule.

31/08/2014

Critical Path


The critical path is the sequence of activities that determines the minimum possible duration of the project. When viewed in a network diagram, the critical path is the longest path to the end of the project.

If the network diagram contains only Finish to Start relationships, any delay to an activity on the critical path will delay the completion date. If it contains other types of relationships (SS, FF, SF), this may not always be reflected in project management software.

As an example, consider a network with 2 activities: activity A has a duration of 10 days and is predecessor with a Start to Start relationship to activity B, 20 days. Most PM software will indicate that both activities are on the critical path, yet the software will allow A to be delayed up to 10 days without delaying project completion.

In fact, the above case is a misperception due to the software algorithm's shortcomings in identifying the critical path. Only the very start (or first nanosecond) of A is on the critical path, as that is the only part of A which is a predecessor of B's start. The true situation is that A's start is on the critical path -- if the start of A is delayed it will delay project completion. However, the rest of A, including its finish, is not on the critical path, and in fact has ten days of total float -- it may be delayed up to 10 days without prolonging the project.

However, almost all software algorithms are unable to make the distinction that an activity's start and finish may have different amounts of float, and therefore they show the entirety of A as being on the critical path.

Critical Path Rebuttal...

While the description of the two activities show critical path in the software is technically true, it is submitted that those activities are scheduled incorrectly in the first place. That incorrect scheduling is the true root cause of the software "error".

The point of the two activities showing a SS-0 relationship is because we are actually saying those two activities can be worked in parallel. We could further say that both of them in parallel would need to be done before a third activity.

To correct the schedule error, one would delete the SS-0 tie from the shorter, activity A, as a predecessor to the longer activity B. You add a SS-0 tie from the activity B to the shorter activity A. Then you make a FS-0 tie from each of them to a new third activity C. When the project is scheduled we now see those same two activities in parallel with the same dates as before. However, the shorter activity A shows 10 days of Total AND Free Float as what is expected to be seen.

Just because a user CAN make the software show a scheduling error does not mean it is a valid scheduling technique or methodology. The error is a scheduling error and it should be repaired to show the proper relationship and float values.

29/08/2014

Work Breakdown Structure


A Hierarchy that results from breaking down or ordering the project so that the activities on any level are a subsection of the level of detail shown above.

A hierarchical and logically oriented grouping of project elements (typically deliverable or phase based) that defines the total scope of the project and organizes it in a manner that is consistent with the ex*****on plan. The top level of the WBS consists of a single element that reflects the entire project scope. Each subsequent level represents an increased level of detail.

29/08/2014

Scheduling is the process of deciding how to commit resources between a variety of possible tasks and often refers to the creation of a time or resource schedule.

29/08/2014

Planning



Posted Tue, 2009-02-03 06:42 by Technical Develop...

Planning relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment.

The process of preparing for the commitment of resources in the most effective fashion. It aims to produce a workable programme that will achieve project goals and serve as a standard against which actual progress can be measured. It defines:

1. what should be done (Activities),

2. how should activities be performed (methods),

3. who should perform each activity and with what means (resources), and

4. when the activities should be performed (sequence and timing).

21/08/2014

Critical Path Method (CPM) Scheduling, Program Management Schedules, Status Updates, Resource and Cost Loaded Schedulesm Contract Baseline Schedule

22/02/2014

Welcome to J*P Project Planning & Scheduling Services

J*P OFFERS A SUPPORT SERVICE TO CLIENTS FOR PLANNING & SCHEDULING REQUIREMENT’S WITHIN ALL ASPECTS OF THE PROJECT LIFE CYCLE.

J*P provides professional specialist skills to supplement organizations part or full time for long or short term peak demands in a time where economic uncertainty is present, and perhaps employment of permanent staff may not be the right long term solutions.

Project Planning and Scheduling Services

Service Overview

•Critical Path Method (CPM) Scheduling,
•Program Management Schedules,
•Status Updates,
•Planned and As-Built Analysis Schedules,
•Resource and Cost Loaded Schedules,
•Construction Project Acceleration,
•Risk Analysis,
•“What if” Scenarios,
•Window Analysis,
•Critical Chain Method Analysis,
•Linear Schedule Analysis,
•Collapsed As-built,
•Management Reporting,
•Schedule Change / Revision Management

Schedule Forensics

Service Overview

•Critical Path Analylsis
•Schedule Delay Analysis and Quantification
•Total Float Management
•Project Controls Gap Analysis
•Earned Value Management

Project Controls

Service Overview

J*P Critical Path Method (CPM) scheduling and project controls are experienced in developing, analyzing, updating and monitoring project schedules and other project reporting procedures. J*P customizes our CPM scheduling and project controls services to our clients' specific needs in the following areas:
•Planning / Scheduling,
•Project Controls & Management Reporting,
•Earned Value Management,
•Cost Control,
•Coaching and Mentoring,
•Project Performance,
•Delay Claims,
•Project Recovery,
•Resource Analysis,
•Baseline Management,
•Change Management.

J*P utilizes standard scheduling methods and software to develop, monitor, and report the progression of projects such that our clients' are informed quickly and accurately of project events, potential problems, and corrective actions.

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