W14_Austin_Performing Critical Path Analysis for Weekly Blog Posting

1.    Problem recognition, definition and evaluation

As the tasks within Weekly Blog Posting have links between them, they cannot all happen at the same time. Hence, critical path analysis (CPA) can be used to determine what can happen and when. The problem statement is to determine how quickly and how slowly the tasks can be performed, taking into account the sequence of tasks and the interrelationships between them.

Tasks: total duration = 2 hours – 2 hrs 10 min (130 min)

1.    Design case study (Blog Title) = 20 minutes

2.    Develop citations for case study = 30 minutes

3.    Create alternatives table = 20 minutes

4.    Arrange in a 7-steps procedure = 30 minutes

5.    Test outcome for compliance = 20 minutes

6.    Create references and index = 20 minutes

7.    Post & publish blog = 30 minutes

2.    Development of the feasible alternatives

The following feasible alternatives values need to be calculated, from network of tasks, the task's name and duration:

ES = Early Start

EF = Early Finish

LS = Late Start

LF = Late Finish

TF = Total Float

3.    Development of the outcomes and cash flows for each Alternative

Critical path analysis (CPA) is a mathematical procedure that calculates a project's schedule. Taking each task in turn, it firstly calculates how quickly the task can be accomplished – its early start and early finish dates. Once all these dates have been calculated, the project finish date can also be determined. With this finish date known, CPA can then calculate how slowly each task can be accomplished (late start and late finish dates). Once all this information is known for each task, CPA will also calculate the slack (or float) that the task possesses, as shown below.

4. Selection of the acceptable criteria

5. Analysis and Comparison of the alternatives

Early and Late start and finish dates and Floats are useful planning tools we can use to figure out how well our project (Weekly Blog Posting) is going, and to predict where our trouble spots might be.

6.    Selection of the preferred alternative

With small project as weekly blog posting, CPA easily identifies which activities are critical and which can slip by a little bit. However, with bigger projects it is economical and time saving to use Project Management software which can easily pinpoint and pay more attention to all of the activities on the critical path – those are the ones that could potentially delay the project – schedule and budget overrun.

7.    Performance Monitoring and Post Evaluation of Results

During performance monitoring and post evaluation of results, it is observed that if  our cost and schedule, activities and resources are allocated in the wrong order and sequence, there could be serious problems. Hence CPA is the only way we can figure out such mistakes and could be mitigated by paying more attention to the activity sequencing tools and techniques. 

8.    References/Bibliography

1.    Humphreys, G. C. (2011). Project Management Using Earned Value (2nd ed. Chap 8 P.163-P.187-Critical Path Method Fundamntals). Humphreys & Associates, Inc. Retrieved from: http://www.humphreys-assoc.com/evms/project-management

2.    Figure out the early start and early finish

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3.    Performing critical path analysis technical tips and ... - Project Learning

www.projectlearning.net/pdf/X2_1.pdfSimilarShare File Format: PDF/Adobe Acrobat - Quick View e accomplished - its early start and early finish dates. ve been calculated, the project ... be accomplished (late start and late finish dates). Once all this known for ... http://www.projectlearning.net/pdf/X2_1.pdf

W11_Ocharlie_Progress Measurement

Problem definition

For project visibility the individual tasks of the project has to be tracked and progress measured. Without progress tracking, management of the project is run blindly with resultant schedule and cost over runs. There are six different methods of measuring progress;

Unit completed- for activities involving quantities requiring same level of effort

Incremental milestones- for activities with sequential tasks

Start/Finish- for activities that level of effort cannot be readily measured

Supervisor opinion- where the level of effort is based on supervisor`s judgement

Cost ratio- activities which are spread over a long time and whose cost is budgeted on lump sum.

Weighted or Equivalent units-  for activities with overlapping subtasks and last for long period.   

Feasible alternatives

For the progress measurement the weighted or equivalent units shall be used in this calculation

Develop the outcome of each alternative

Using the structural skid fabrication of the Retrofit project with man-hour listed below;  

 

 

 

Table 1 Manhour allocation

 The planned % progress based on the allotted man-hours will be as in Table 2 below;

 

 

 

Table 2 Resource loading and levelling by author

If the weighting factor for the structural skid fabrication is

Skid frame 70%

Handrail 15%

Drain pan 10

Grating 5%

The percent contribution of each of the subtasks is shown in table 3

 

Table 3 Percent contribution

To calculate the performance indices if the actual percentage complete on the 8^th day is 40% and actual hour spent is 240hrs

Selection of criteria

The measurement criteria are;

·         Earned value

·         Cost performance Index (CPI)

·         Schedule Performance Index (SPI)

·         Cost Variance

·         Schedule Variance

Analysis of alternatives

Actual hours spent = Actual cost of work performed ACWP = 240hrs

% complete = 40%

Earned Value = Budget Cost of Work Performed BCWP = % complete x Budget At Completion (BAC)

                          BCWP= 0.4 x 524 = 209.6

Cost Variance = BCWP – ACWP = 209.6 – 240 = -30.4

Schedule Variance = BCWP – BCWS = 209,6 – 265.52 = -55.92

CPI = BCWP/ACWP = 209.6/240 = 0.87

SPI = BCWP/BCWS = 209.6/265.52 = 0.79

Estimate At Completion EAC =  BAC/CPI = 524/0.87 = 602

Selection of preferred alternative

Progress measurement allows status visibility at any point in time so that management can make decisions to stay the project on course. Analysis of the data helps in identification of early warning of future costs and schedule impacts.

Performance monitoring and evaluation

The data from the analysis shows that the project is running at cost overrun and schedule delay. Urgent action need to be taken by identifying the schedule drivers and putting in measures to make up for lost time and eliminate wastes.

References

Orczyk, J. J. Progress Measurement and Earned Value, Skills & Knowledge of Cost Engineering (5^th ed.), (PP 14.1.-14.6) WV, AACE International

Humphreys, G. C. (2011). Performance Measurement Calculations And Estimates At Completion, Project Management Using Earned Value (2^nd ed.), (PP. 545-558) CA, Humphreys & Associates Inc.

Humphreys, G. C. (2011). Establishing The Performance Measurement Baseline, Project Management Using Earned Value (2^nd ed.), (PP. 519-527) CA, Humphreys & Associates Inc.

 

 

W10_Ocharlie_Resource Loading and Levelling

Problem definition

In scheduling, activity durations depend on availability of resources. Schedule may be logically correct and in agreement with the estimate but can only be achievable when resources are allocated and levelled over the project time.

 Feasible alternatives

Wildly oscillating staffing

Develop the outcome of each alternative

Using the structural skid fabrication of the Retrofit project with man-hour listed below;  

STRUCTURAL SKID FABRICATION 11

Work Package: Skid frame 11A

Work Package No                         Description                                                                               MH      Total MH

11A_001                                               Cut Primary beam members                                           8

11A_002                                               Cut Cross members                                                          48

11A_003                                               Cut Stiffeners                                                                    56

11A_004                                               Fit up beam members                                                      64

11A_005                                               Fit up stiffeners                                                                 36

11A_006                                               Weld beam members                                                      64

11A_007                                               Weld Stiffeners                                                                 30

                                                                                                                                                                               306

Work package: Handrails 11B

11B_001                                               Cut handrail pipe                                                             48

11B_002                                               Fit up pipe                                                                         64

11B_003                                               Weld handrail                                                                  48              

                                                                                                                                                                               160

Work package: Drain Pan 11C

11C_001                                               Cut plate                                                                          6

11C_002                                               Fit up plate                                                                      12

11C_003                                               Weld drain pan                                                               24

                                                                                                                                                                              42

Work package: Grating 11D

11D_001                                               Cut grating                                                                       16                 16

 

Total MH                                                                                                                                                             524  

Table 1 Manhour allocation

Option 1 Resource Loading and levelling

	Days	1	2	3	4	5	6	7	8	9	10
Structural Skid 11	Fitter	2	2	4	4	4	4	4	4	4	4
	Welder	0	0	1	1	1	1	3	3	3	3

Table 2 Resource loading and levelling by author

The planned % progress based on the allotted man-hours will be as in Table 3 below;

	Day	1	2	3	4	5	6	7	8	9	10
Structural Skid
Skid frame
	11A_001	100
	11A_002	16	49	82	100
	11A_003				12.5	37.5	62.5	87.5	100
	11A-004			25	50	75	100
	11A_005							44	88	100
	11A_006							38	76	100
	11A_007									20	100
Handrail
	11B_001										17
	11B_002										24
Drain pan
	11C_001										100

 Table 3 Planned progress

 

Option 2 No resource loading and levelling

Without resource allocation there is no plan

 Selection of criteria

The attribute for the selection criteria is;

·         Resource availability

·         Project visibility

·         Target delivery

·         Efficiency

 

Analysis of alternatives

Option 1 Resource loading and levelling

Resource loading involves allocation of resource requirements on each individual activity. Resources are limited and for the use to be optimized they have to be allocated to tasks and their use tracked to eliminate wastes. Levelling is the efficient utilization of the resources over the project life. From the resource loading of table 2, the number of welders determines the number of welding machines so with fitters and grinding machines. No point allocating welding when there is no welding machine or when fit up is still ongoing. With the man-hour allocation of each task, the progress plan can be generated from which the actual progress can be compared.

Option 2 Blind allocation

Without resource allocation, it is impossible to know if schedule can be met. Not having a resource plan is an assurance of schedule delays and projects being run blindly.

Selection of preferred alternative

Schedule can only work when it is based on available resources. Resource loading includes defining the necessary resources needed to execute each task within the allocated time frame. This allows for a plan for staffing, material and equipment requirement from early start schedule and from late start schedule to be developed. This can then be levelled over the project duration to maximise efficiency. With this resource availability is assured and project visibility is guaranteed.

Performance monitoring and evaluation

With schedule resourced and levelled a plan is generated. This forms the baseline of progress measurement and status reporting.

References

Orczyk, J. J. Project Labour Cost Control, Skills & Knowledge of Cost Engineering (5^th ed.), (PP 21.1.-21.6) WV, AACE International

Humphreys, G. C. (2011). Resource Loading And Levelling The Schedule, Project Management Using Earned Value (2^nd ed.), (PP. 189-196) CA, Humphreys & Associates Inc.

Humphreys, G. C. (2011). Establishing The Performance Measurement Baseline, Project Management Using Earned Value (2^nd ed.), (PP. 519-527) CA, Humphreys & Associates Inc.