CPM -200: Principles of Schedule ...

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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 Bronnjohn.bronn@businessengine.comjohn.bronn@businessengine.com

(970) 390-3693(970) 390-3693

Enterprise Wide Enterprise Wide Scheduling & Scheduling &

Resource Planning Resource Planning --

Strategies for Strategies for SuccessSuccess

John W. Bronn

Strategies for Success

• Enterprise Wide Scheduling

• Enterprise Wide Resource Planning

• Tools for Better Decisions

• Strategies for Success

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.

Single, Consistent Methodology

• Business Rules

• Cross-Project Visibility

• Framework for Benchmarking

• Avoid Confusing the Performing Organizations

• Give Appropriate Weight to Projects

• i.e. Schedule Reserve Policies

Business Rules

Save it for the End

Reserve

Schedule Reserve

Use it at the Start

Reserve

Schedule Reserve

Protect the Risk

-erveRes-

Schedule Reserve

• A Consistent Policy

• Allows Projects to Compete Equally for Resources

• Bonus - Guides Project Managers to Best Practices

Schedule Reserve

Cross-Project Visibility

• Common Milestone / Status Display

• Benchmarking

All Projects

Cross-Project Visibility

Project D

Project C

Project B

Project A

Benchmarking

• Process Comparison

• Cycle Time Analysis

• Historical Data Base Development

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

Applying Resources to Projects

• Viewing Needs Across Projects

• Comparing Needs & Availability

• Key Resources to Key Projects

All Projects Supply & DemandProject D

Availability & Need

Project C

Project B

Project A

Key Resources to Key Projects

Project A

Project B

Project C

Project D

Enterprise WideAvailability vs.

Tools For Better Decisions

ProjectSchedule Planning

Project Resource Planning

PortfolioAnalysis

Key Resources To

Key Projects

All Projects Supply & DemandProject D

Enterprise Wide Availability & Need

Project C

Project B

Project A

Enterprise Wide Availability

Enterprise Availability

Roles & Skills Skill Attributes Inventory Timephased Availability HR Interface

All Projects DemandProject D

Enterprise Wide Need

Project C

Project B

Project A

• Process Templates• Product Structures• Historical Databases• Top Down Planning

• The Enterprise Process

• Task Framework

• Duration Baseline

• Critical Resource Baseline

The Process Template

A 2 N 1M 2

K 4 L 4 O 3

DC 2B 3

Process Template

F 2 G 3 H 2 I 4

Subsystem Template

• Consistent Processes

• Identification of Risks

• Framework for Process Improvement

• Simplifies the Planning Process

Standard Product Structure

• Supports the Template Concept

• Forms the Heart of the Work Breakdown Structure

• Provides a Basis for a Historical Database

History Database

• Collect & Characterize

– Resources / Costs

– Durations

• Value Reduced by Rapid Technological Change

– Still Very Worthwhile

Requirements

Summary Plan

Summary Resource Plan

Top Down Planning

PortfolioAnalysis

• Project Prioritization• Phase / Gate Controls

Potential Projects Selected

Projects

Ordered Projects

Project Prioritization

Phase Gate Phase Gate

Strategic Decision Making

- At Every Control Gate

Phase / Gate Controls

Phase Gate

• Business Viability

• Technical Feasibility

• Relative Importance

• Resource Availability

Portfolio Criteria

PortfolioAnalysis

Key Resources To

Key Projects

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

Implementation Strategies for Success

• Bottoms Up - Detailed Project Data

• Top Down - Overview Data Only

• Hybrid - Mixed Data

Bottoms Up Implementation

Enterprise Wide Demand

Project A Project B Project C

Bottoms Up Implementation

• Implies Accurate Data

• Requires Full & Consistent Implementation

• Hard to Realize

Top Down Implementation

Top Down Project Planning

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

Hybrid Implementation

Project A Project C

Top Down Project Planning

Hybrid Implementation

• Allows a Quick Start

• Best of Both Worlds

• Takes Advantage of Increased Maturity - as it Happens

Enterprise Wide Solutions

CAN Make a Difference !

Thanks for Your Time

John W. Bronn

CPM -200: Principles of Schedule ...

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