The Cpm Scheduling Unveiling: Google’s Software Development Strategies – Essentially all models are wrong, but some are useful. -George Bucks, founder of the Department of Statistics, Anson-Madison University
As you learned in the previous lesson, a project plan is a high-level view of a project that roughly maps out how to achieve the project’s end goals, given the time and resources available. During life, a project plan is tentative and open to revision as you learn more about the project. A timeline is a specific time-based map designed to help the project team move from the current state to the successful completion of the project.
The Cpm Scheduling Unveiling: Google’s Software Development Strategies
You can think of a project plan as a football coach’s strategy for winning a particular game, which might include, for example, ideas to add a highly mobile quarterback or double team an unusual wide receiver. . On the other hand, scheduling is about strategy. This is similar to the specific sports teams use to ensure that the right players are in the right places on the field at the right time. A team will know these plays backwards and forwards after practice; Other games will be the result of adaptation and inspiration as the game unfolds. In the same vein, in live situations, a program usually needs to be adjusted regularly to account for changes in project reality.
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Above all, the schedule is a form of communication with everyone involved in the project. The attention of project stakeholders is a scarce resource. Therefore, you should try to make your schedule worthy of your team’s attention. It’s important to shape the schedule around your team’s needs, strengths, and your organization’s culture. A good role model for this kind of flexibility is classical and jazz musician Wynton Marsalis. When he performs with a symphony orchestra in Mozart’s Trumpet Concerto D, he follows the strict rules of the classical music world. When he plays bebop at Lincoln Center, he transforms the jazz world into a free-form, improvisational style. Similarly, as a project manager working, you need to know what is and is not appropriate for your particular project and organization throughout the life of the project.
In all cases, the right amount of detail needs to be included – not too much, not too little. You should start identifying important milestone dates as hard deadlines – the most important of which is the final delivery date. These dates are often set in advance by other stakeholders and cannot be changed. Then create a schedule that provides a path to meeting those deadlines. If, as you are creating your schedule, you realize that you cannot meet these deadlines, you will need to adjust your project milestones and completion dates.
Starting with the most important milestone, the delivery date, and then building back up the schedule can help ensure that projects don’t go awry in the end. It’s not unusual for people to start with a liberal schedule for the first few activities and gradually become more aggressive with the schedule as they get closer to the due date. The urgency of early activities means that people are more realistic about schedules, while future activities are planned more clearly.
Sometimes it’s helpful to start with deadlines you want to meet and then create a schedule that meets those dates. This can be a useful exercise to help you understand the scheduling challenges you face, including identifying project milestones. It’s also a good way to figure out which parts of the plan you need to reevaluate and adjust.
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It is also important to adjust the schedule to match the overall complexity and time requirements of the project (for example, whether the deadline is tight or flexible). Projects are not equal in terms of complexity and criticality. This means that the type of schedule that may work for one project may not work for another.
You can choose from several software options for creating schedules, such as MS Project. Whatever your use case, be careful not to get so lost in the details of building the schedule and interacting with the software interface that you lose sight of the project goals as defined in the project plan. Always keep in mind the definition of project success defined by the stakeholders, as well as the overall plan to complete the work. A good project manager is able to bridge the gap between project plan specifications and schedule specifications without losing sight of the big picture.
Ensuring that all stakeholders use the same terminology is important at all stages of project management, but it’s especially important when you’re trying to get a diverse group of people to agree on a schedule. After all, a schedule only works as a form of communication if it is written in a language everyone understands. And because contract terms are often attached to a schedule, the lack of general agreement on the meaning of specific terms in a schedule can be affected.
The terminology is so important that many state governments in the United States publish their own project management glossaries. When starting a new project, it is advisable to find out if the organization you are working for or the suppliers you work with has compiled such a glossary. If such organizational resources are available, use them as a starting point for your own project glossary. Otherwise, you can always consult the Project Management Institute’s lexicon (available here: “PMI Lexicon of Project Management Terms”) or glossaries provided online by consulting firms or other project management resources, such as:
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The following definitions of schedule-related terms are taken from various sources. You will find links to these resources in the bibliography at the end of this lesson.
A growing area of project management is the virtual project environment. These relatively low-cost, self-contained environments typically include an integrated project planner, as well as issues databases, resource allocation utilities, task managers, dashboards, and the like. These virtual environments are particularly useful for dispersed teams and make access to MS Project or similar software unnecessary. Most importantly, the virtual project environment serves as a single source of information for important documents such as project plans, thus avoiding problems with outdated or incorrect information among team members. To see some examples, do a web search for Smartsheet, Mavenlink, and Genius Project.
Scheduling is a phase of project management that basically combines geometry and live order. Sometimes you need to follow a predetermined sequence of activities on a strictly regulated schedule; Sometimes it is important to allow for the necessary flexibility when one activity depends on another activity of uncertain duration and complexity. In a real geometric layout situation, you will spend more time planning before updating later. During life, the opposite is true. Typically, in a geometric push environment, 60 percent of the effort is devoted to planning, 10 percent to scheduling, and 30 percent to updating and revising the schedule. In a live-order environment, these percentages change, with 30 percent of the effort going to planning, 10 percent to scheduling, and 60 percent to adjusting and refining the schedule.
The closest planning and scheduling technique to advance planning and geometric ordering is the critical path method (CPM), which is “a step-by-step project management technique for process planning that defines critical and non-critical tasks, and the final To avoid timing problems. process constraints.” (Rouse 2015). You can use CPM to identify the effects of proposed changes on the time and duration of tasks. The key to CPM is identifying a sequence of linked activities, called pathways (Larson and Gray 2011, 662). The critical path is defined as “a series of activities that determine the fastest completion of a project” (Project-Management.com 2016).
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A scheduling technique that best illustrates the principles of life-cycle planning is a pull schedule, created collaboratively by stakeholders, typically using multi-colored post-its. Details of this type of scheduling were codified in the Last Planner system, a proprietary production planning system based on Lean principles and developed by Glenn Ballard and Greg Howell. Agile also uses pull scheduling techniques.
Critical path protection is important in this type of live order schedule, but obviously critical path identification and monitoring throughout the project may be of less concern. We will explore why this is true later in this lesson. First, let’s look at the basics of CPM. Next, we’ll discuss the details of pull programming and consider ways to combine push and pull systems to achieve Lean’s ultimate goals: creating value and eliminating waste.
CPM is particularly useful for large, complex projects where the relationships between schedules may not be readily apparent. It is “ideally suited to projects involving multiple activities that interact in complex ways” (Rouse 2015). First used in industry in the late 1950s, CPM has its roots in earlier efforts, most notably the Manhattan Project.
CPM focuses on identifying the critical path and then closely monitors the activities on the critical path throughout the project.
