1. Tools and Techniques for Corporate Project Management Vladimir Liberzon Spider Management Technologies Session # PTA08

2. Introduction In this presentation we will discuss proven tools and techniques that are used for the corporate project management by many companies. The questions during the presentation are welcomed!

3. Introduction Some of these tools, like PM Guidelines, Document and Contract templates, refer to implementation of standard approaches to typical processes, others refer to project computer modeling. In this presentation we will discuss corporate computer modeling tools and techniques.

4. Part 1 Requirements

5. Project and Portfolio Computer Model Requirements Based on the corporate standards (dictionaries, databases and libraries), Calculates resource constrained schedules taking into account all limitations including resource, financial and supply constraints,

6. Project and Portfolio Computer Model Requirements Takes into account project priorities, Simulates expenses and revenues that allow management of project and portfolio cash flows,

7. Project and Portfolio Computer Model Requirements Is able to assign resources basing on their skills, Calculates Resource Critical Path and feasible time, cost and material reserves, Simulates project risks and uncertainties,

8. Project and Portfolio Computer Model Requirements Supplies top management with the integrated information that reflects not only status data but also trends of project and portfolio performance that are necessary for timely decision making, Keeps project and portfolio history.

9. Part 2 Data

10. Organizing data Corporate project management systems have specific requirements that are vital for successful implementation. It is necessary to be sure that:

11. Data Requirements Project costs have the same structure in all projects (same cost components are used), Cost Accounts are the same in all projects, The same Project, Phase, Activity, Resource, and Department coding structures are used in all projects,

12. Data Requirements Resources that are used in all projects belong to the corporate resource pool, Resources of the same type share the same characteristics (like rate, material consumption per work hour),

13. Data Requirements Activities of the same type have the same characteristics in all projects (like unit cost, material requirements per work volume unit, etc.), Typical resource assignments have the same characteristics in all projects (like productivity, cost and material requirements),

14. Data Requirements Typical processes are modeled in the same way in all projects. These, and project performance simulation requirements, define the necessary data structures that have some distinctions described further.

15. Data Structure The main elements of any project computer model are: –project activities, –activity dependencies, –resources and their assignments, –calendars, costs, –Work, Resource and Cost Breakdown Structures.

16. Activity Data Usually project activities are characterized by their duration. Besides duration, it is frequently necessary to set the activity’s physical volume of work. Activity volume can be measured in meters, tons, etc., planned work hours, percents or any other units.

17. Activity Data Unlike activity duration, activity volume does not depend on assigned resources. By introducing activity volumes, we will be able to use corporate databases that define: cost and material requirements per typical activity volume unit. Typical resource assignment productivity or production rate.

18. Dependency Data Sometimes it is necessary to set more than one link between activities. Besides the positive and negative time lags, it is useful to set volume lags, which is preferable in many cases.

19. Resource Data Resources are divided into two classes: –renewable (human resources and mechanisms) and –consumable (materials). This way we will be able to assign materials to resources defining their consumption per resource work hour or work volume unit. Example: a car consumes gas.

20. Resource Data Besides the individual resources one may set resource crews (we call them multi-resources) and resource skills (roles). Multi-resources are the settled groups of resources working together (e.g. a team, a crew, a car with a driver, etc.).

21. Resource Data Resources sharing the same skills comprise Resource Assignment Pools. Resources with the same skills are interchangeable though they may have different productivities performing the same activities.

22. Assignment Data Assigning resources to activities implies the notion of a team - a group of resources working on an activity together. The team can include individual resources, multi-resources and skills.

23. Assignment Data If more than one team is assigned then resources belonging to the different teams work on an activity independently of each other. When the volume or duration of team assignment is not defined the team will continue working until the work on the activity is completed. This approach allows simulation of shift work.

24. Assignment Data Resources can be assigned to activities part time. In this case one will set percentage of assigned resources utilization together with resource quantity ( not just the total percentage calculated by multiplying percents and quantities, that leaves the necessary amount of resources unclear - two resource units with 50% utilization are equivalent to one resource unit used to its full capacity ).

25. Assignment Data Another useful option – variable resource assignments. Example: You may define that the number of resources that may be used at some work is between 2 and 4, and their workload should be not less than 40% and not more than 80%. In this case activity will start if two units of assigned resource are available not less than 40% of their time, and the team may be increased if additional resources become available. Finishing other assignments resources may apply more of their time to the specified assignment but not more than 80%.

26. Assignment Data Resources can consume materials in the process of their work. Besides, materials can be assigned to activities or resource assignments directly. In some projects it is necessary to simulate not only material consumption but also production of resources and materials on activities and assignments.

27. Calendars The calendars shall be set for all activities, resources and time lags. Availability of all these calendars is important for the proper project performance simulation.

28. Cost Data Usually it is not enough just to define activity and resource costs. It is necessary to know project expenses and revenues, what will be spent on wages, on machinery and equipment, on taxes, etc. Sometimes it is necessary to allow for multiple currencies. So there is a need to define and assign cost components.

29. Cost Data Besides setting the cost of an hour of renewable resource work and the cost of material unit, it is necessary to be able to set the cost directly for activities and assignments. People may be paid not only for the hours spent on the task but also by the quantity of work they have done. So it is necessary to set costs for resource assignments (fixed or per unit of volume). Cost of assignment is one example of setting contract costs for the project.

30. Material, Resource and Cost Centers You may need to get different reports on the groups of cost components, materials and resources. That is why it is necessary to define Cost, Material and Resource Centers: Material center can include any group of materials. Resource center can include any group of resources. Cost center includes selected cost components.

31. Multiple WBS It is also very useful to have an opportunity to get project reports that aggregate project data different ways. Usually we use at least three Work Breakdown Structures in our projects: based on project deliverables, project processes and responsibilities.

32. Multiple RBS Resource Breakdown Structures (RBS) are especially important in the corporate project management. Matrix organizational structure determines the necessity of obtaining the reports on both Project and Functional RBS. Portfolio computer model provides the information on resource usage (and corresponding costs) for the organization functional departments.

33. Cost Breakdown Structure Cost Breakdown Structure defines organization cost accounts that will be used in all portfolio projects.

34. Project Archives The planners should be able to store project versions and to analyze the progress in project execution, comparing current project and portfolio schedules not only with the baseline but also with any previous version. It enables to assess the progress in project execution for the last week, last month, last year, compared to the baseline, etc.

35. Corporate Databases (Reference-Books) Corporate project management has to be based on the corporate standards. These standards will include not only processes and document templates but also estimates of the typical activity and assignment parameters. Activities, resources and assignments belong to the same type if they share the same characteristics like unit costs, material consumptions per work volume unit, productivity, etc.

36. Corporate Databases (Reference-Books) Corporate databases (Reference-books) should include at least: –Activity cost and material requirements per activity type volume unit, –Resource assignment cost and material requirements per assignment type volume unit, –Resource assignment productivity, –Assignment work load.

37. Fragnet Library Project fragnets usually describe typical processes and technologies that are used more than once. Creating project computer models using the corporate library of typical fragnets will help to avoid inconsistencies and assures that the project model follows corporate standards. A library of typical fragnets is a very important tool for the development of corporate culture and management standards.

38. Part 3 Schedule

39. Tasks to solve Project scheduling without the resource limitations taken into the consideration, Project resource constrained scheduling (resource leveling), Determination of critical path and time float for project activities,

40. Tasks to solve Determination of the project requirements for finance, materials and equipment for any time period, Determination of renewable resources utilization in time,

41. Tasks to solve Risk analysis and development of the project schedule and other project parameters allowing for the risks, Project performance measuring, Project performance analysis and forecasting main project parameters.

42. Tasks to solve The problem of project schedule development without allowing for resource constraints has a correct mathematical solution (Critical Path Method), which would be the same for all PM packages, provided that initial data are identical. All other problems are solved using different approaches and yielding different results.

43. Resource constrained scheduling Resource constrained schedules produced by different PM software are different. The software that calculates shorter resource constrained schedules may save a fortune to its users. That is why we pay most attention to resource- constrained schedule optimization.

44. Resource constrained scheduling The schedule stability is no less important, especially at the project execution phase. That is why our project management software Spider Project features an additional option - the support of the earlier project version schedule (keeping the order of activity execution the same as in selected earlier project schedule).

45. Resource Critical Path Traditional notion of Critical Path works only in case of unlimited resources availability. Let us consider a simple project consisting of five activities, presented at the next slide.

46. Sample Project before leveling Activities 2 and 5 are performed by the same resource.

47. Sample Project after leveling Please pay attention to activities that became critical. Now delaying each of the activities 1, 2 and 5 will delay the project finish date. We call these activities Resource Critical and their sequence comprises Resource Critical Path.

48. Resource Critical Path In many projects it is necessary to simulate financing and production, and calculate project schedules taking into account all limitations (including availability of renewable resources, material supply and financing schedules). True critical path should account for all schedule constraints including resource and financial limitations.

49. Resource Critical Path We call it Resource Critical Path (RCP) to distinguish it from the traditional interpretation of the critical path definition. The calculation of RCP is similar to the calculation of the traditional critical path with the exception that both early and late dates (and corresponding activity floats) are calculated during forward and backward resource (and material, and cost) leveling.

50. Resource Constrained Floats This technique permits to obtain resource constrained floats. Activity resource constrained float shows the period for which activity execution may be postponed within the current schedule with the set of resources available in this project.

51. RCP and Critical Chain It appears that by adding financial and supply constraints to the Critical Chain definition as well as the way of the Critical Chain calculation, we will obtain something very similar to RCP. Thus the proven technology of project management based on RCP that is described further may be of particular interest for the Critical Chain theory supporters.

52. Part 4 Success Criteria

53. Project Success Criteria If project success criteria are set as finishing project in time and under budget then proper decision making will be complicated. Project managers will not be able to estimate the effect of their decisions to spend more money but to finish the project earlier. If some project is business oriented then this project has to have business criteria of its success or failure.

54. Project Success Criteria One of potential options – to set the profit that should be achieved at some point in time basing on the forecast of the revenues that will be obtained after the project will deliver its results. Such success criterion will permit to weight time and money making managerial decisions.

55. Project Success Criteria At the next slide you may see the project schedule that is calculated without allowing for project financing and supply restrictions. There are periods when project has no money to proceed and necessary materials (wall frames) are absent.

56. Project Success Criteria But if project manager will find enough money and materials then project total profit to some imposed date will be close to $219,000.

57. Project Success Criteria If to calculate project resource, financing and supply constrained schedule than total profit will become more than $25,000 less.

58. Project Success Criteria Maybe it will be reasonable to borrow money or to find some other solution? To be able to weight options and to choose the best it is necessary to simulate not only expenses. This approach is especially important for portfolio management.

59. Part 5 Risk Analysis & Success Driven Project Management

60. Why risk analysis Our experience of project planning shows that the probability of successful implementation of deterministic project schedules and budgets is very low. Therefore project and portfolio planning technology should always include risk simulation to produce reliable results.

61. Risk Simulation Risk simulation may be based on Monte Carlo simulation or use three scenarios approach that will be described further.

62. Risk Simulation – three scenarios approach A project planner obtains three estimates (optimistic, most probable and pessimistic) for all initial project data (duration, volumes, productivity, calendars, costs, etc.). Risk events are selected and ranked using the usual approach to risk qualitative analysis. Usually we recommend to include risk events with the probability exceeding 90% in the optimistic scenario, exceeding 50% in the most probable scenario, and all selected risks in the pessimistic scenario.

63. Risk Simulation – three scenarios approach The most probable and pessimistic project scenarios may contain additional activities and costs due to corresponding risk events and may employ additional resources and different calendars than the optimistic project scenario. As the result project planner obtains three expected finish dates, costs and material consumptions for all major milestones.

64. Desired Parameters They are used to rebuild probability curves for the dates, costs and material requirements. Defining desired probabilities of meeting project targets a project planner obtains desired finish dates, costs and material requirements for any project deliverable.

65. Success Probabilities If the targets were approved then it is necessary to calculate the probabilities of meeting required project targets. If they are reasonable then they may be accepted. Probabilities to meet approved project targets we call Success Probabilities. These targets may include all project parameters that will be controlled (profit, expenses, duration, material consumption).

66. Baseline Target dates do not belong to any schedule. Usually they are between most probable and pessimistic dates. A set of target dates and costs (analogue of milestone schedule) is the real project baseline. But baseline schedule does not exist!

67. Buffers We recommend to use optimistic schedule for setting tasks for project implementers and manage project reserves. Project planner obtains not only the set of target dates but also a critical schedule – a project schedule calculated backward from target dates. The difference between current and critical dates shows current schedule contingency reserves (buffers).

68. Sample Critical Schedule There are time, cost and material buffers that show contingency reserves not only for a project as a whole (analogue of Critical Chain project buffer) but also for any activity in the optimistic project schedule.

69. Success Probability Trends The best way to measure project performance is to estimate what is going on with the project success probabilities. If they raise it means that contingency reserves are spent slower than expected, if they drop it means that project performance is not as good as it was planned and corrective actions are needed.

70. Success Probability Trends Success probabilities may change due to: –Performance results –Scope changes –Cost changes –Risk changes –Resource changes

71. Success Probability Trends Thus success probability trends reflect not only project performance results but also what is going on around the project. We consider success probability trends as the really integrated project performance measurement tool.

72. Success Probability Trends Success probability trends may be used as the only information about project performance at the top management level because this information is sufficient for performance estimation and decision making.

73. Success Driven Project Management We call the described methodology Success Driven Project Management.

74. Success Driven Project Management If project performance is estimated by success probability trends then project managers are encouraged to resolve uncertainties ASAP. This can increase success probabilities even with activity finish delays & cost overruns. Postponing problem activities leads to negative trends in success probabilities.

75. Success Driven Project Management This attribute of success probability trends is especially useful in new product development project management. On the corporate level it is very useful to know trends and current probabilities of meeting targets for all portfolio projects.

76. Part 6 Conclusions

77. Corporate PM Tools and Techniques Organizing data in a way that supports proper resource work simulation and application of corporate norms and standards. Creating a set of reference-books and the fragnet libraries that are obligatory for creating project computer models.

78. Corporate PM Tools and Techniques Calculating Resource Critical Path and resource constrained floats for every project and project portfolio. Risk assessment and simulation. Defining project success and failure criteria that reflect achieving project business goals.

79. Corporate PM Tools and Techniques Defining project targets (and corresponding contingency reserves) that may be achieved with reasonable probabilities. Regularly recalculating the current probabilities of meeting project targets during execution and analyzing success probability trends. Negative success probability trends require corrective actions.

80. Success Driven Project Management Flowchart REFERENCE-BOOKS: Resources Materials Cost Components Cost Breakdown Structure Resource Breakdown Structure Calendars Resource Productivities Unit Costs Material Requirements per Volume Unit Skills Multi-Resources Code StructuresTypical Fragnet Library Project Schedule Project Budget Risk Register Issue Register Risk Analysis Success and Failure Criteria Success and Failure Probabilities WBS Templates Performance Reports Success Probability Trends Corrective Actions Work Authorization - + Project Portfolio

81. Session # PTA08 Vladimir Liberzon Spider Management Technologies, Address: Russia, Moscow, Semenovskaya sq. 7 - 16 E-mail: spider@mail.cnt.ru Telephone: +7 095 540 43 97 Contact Information