Tag Archives: Schedule

Schedule Archive

Free Critical Path and Float Calculation Worksheet

– July 21, 2009Posted in: Project Management

The number one search on the Critical Path website is for a Critical Path and Float worksheet. Though you should be using software to calculate a critical path, if it is mission critical, it is important to understand the concept for the PMP exam.

Rather then go into the specifics on how to calculate the critical path and float in this post, I’ll merely say a free worksheet template and PowerPoint presentation are available and you can download them at any time. (see links below)

•Remember the Critical Path tells you the activities that can not slip a day without increasing the total duration of the project or moving the project completion date. It is the longest path of logically related activities through the network which cannot slip without impacting the total project duration, termed zero float.

[Click here to download the Critical Path and Float Calculation Worksheet]

[Click here to download the Critical Path Scheduling PowerPoint Presentation]
Also available in PDF

Free Total Project Status Report Template

Derek Huether

– June 11, 2009Posted in: Application Development, General, Scrum

As I study the collection and reporting of metrics and project statuses, I find many reports just do not deliver what they should. I believe there should be a stand-alone deliverable that a project manager is able to provide to a stakeholder at any time, illustrating the total project status. I created a report and used the name “TPS Report” from the movie Office Space. I try to interject a little humor into a project, where I can, without raising too many eyebrows. Because I do not think I should keep all of the good stuff for myself, I hope others will download my free template. It captures everything from overall project status to schedule, budget, scope, and quality, including a RAG (Red, Amber or Green) status. What milestones were planned and accomplished? What is planned for the next period? Though I believe a subjective narrative does have its place in project reporting, I like the more objective approach. Give your stakeholders the facts!
Please enjoy this free copy of my Total Project Status Report Template.

Helpful Hints For Project Meetings

Derek Huether

– March 26, 2009Posted in: Project Management

People generally go to meetings because they are asked to attend. With a simple click of the mouse, they accept. Rarely do they respond to your request with the why did you invite me question. Some accept and just don’t show up. These are contributing factors that sway a meeting from productive to unproductive. I sometimes see people go an entire day and only attend meetings. When do they get actual work done? We all know that answer.

Here are a few helpful hints for the next meeting you organize.
[1] Write out the purpose of the meeting with actionable events in mind. e.g. “Provide an updated status, identifying risks and opportunities, and identify new action items.”

[2] Identify your attendee list but only keep those you can map to the actionable events listed in step 1. There is a difference between an attendee list and a communications distribution list.

[3] Create an agenda. Do not ever arrange a meeting without a written agenda. Your meeting will suffer scope creep in the worst possible way.

[4] Identify who will run the meeting and who will take notes. It should not be the same person.

[5] Circulate the completed agenda and collateral documentation prior to the meeting. Have some on hand in the event people don’t bring their own copies to the meeting.

[6] Provide different means of attending the meeting. e.g. In person, via telephone, via web meeting.

[7] Start every meeting on time. If you don’t start on time, how do you expect to finish on time?

[8] Ensure discussion points align to the agenda. If they don’t, recommend taking the topic to another forum.

[9] End the meeting by having the note taker read back the discussion points and the understood action items.

[10] Send out the meeting minutes within one to two days.

Here are a few helpful hints for the next meeting you are invited to or attend.
[1] Upon receiving an invitation, ask yourself if it is really necessary to attend this meeting. It could be you just need to be kept informed. Ask to be included on the meeting minutes distribution list rather then attending.

[2] If you are going to attend, arrive on time! It is rude to walk into a meeting after it has started. Have a little respect for the other attendees. They found it important enough to arrive on time, why can’t you?

[3] Know which agenda items pertain to you prior to coming to the meeting. Be prepared.

[4] Verify the published meeting minutes for accuracy.

I hope this helps you get the most out of your project meetings. As an added bonus, I am including a link to my free Meeting Minutes Template. You can also find it by navigating to my Free PM Templates page.

I welcome your feedback and suggestions.

Regards,

Derek

What is missing from a Cost Performance Report

Derek Huether

– February 27, 2009Posted in: Project Management

I recall a very positive meeting where we exposed several non project management team members to a Cost Performance Report (CPR) for the first time. A CPR addresses project performance through a defined period of time in relation to contractual requirements. The CPR details budgeted work scheduled and performed, actual cost work performed, and the variance in both schedule and cost. All of this is itemized per Work Breakdown Structure (WBS) element for both the current period and the cumulative to date. The last values you see are the budgeted, estimated, and variance at completion of the contract.

There were a lot of questions as to why one WBS element has a positive or negative cost variance and why it may have a positive or negative schedule variance. Trying to explain this to those without a project management background can be a challenge.

I was having a sidebar conversation with one team member who could not understand how the element that pertained to him could be both ahead of schedule and below budgeted cost. The answer came from across the room in the form of a question.

“Is there any way this report captures quality?” The answer was no.

That my friends is called Triple Constraint. We know the Scope, Time, and Cost within this report. What we don’t know is Quality, Risk, or Customer Satisfaction. That’s ok. This is the CPR, not a Total Project Status (TPS) Report.

By not committing the scheduled time and budgeted dollars to complete the task to a level of quality that meets the customer’s expectations, the contractor looks good only on paper.

Project Duration Forecasting

Derek Huether

– December 22, 2008Posted in: Project Management

I’ve had a subscription to a trade rag called CrossTalk (The Journal of Defense Software Engineering) for a few years now. I’ve read the articles but none really got my attention and kept it. In the December 2008 issue, there is an article about comparing Earned Value Management Methods to Earned Schedule. It was written by Walt Lipke of the Oklahoma City Chapter of PMI.

Now that I’m working on a very large government project, this article really sparked my interest. If you’re working in a government PMO or on a government project, I recommend you give it a read. The author did a really good job of using real project data and also did an excellent job comparing EVM methods to the Earned Schedule (ES) prediction technique.

If you’re new to Earned Value Management or still studying for your PMP, this may make your head hurt a little. If PVcum, EVcum, and BAC are in your daily vocabulary, you’ll enjoy it. Article Link

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Tags: BAC, Cost, ES, EVcum, EVM, PVcum, Schedule