Tag Archives: Project Controls Perspective

Egad! It is the Most Likely Schedule!

One has to remember that a schedule is a time estimate. It is not the exact actual time value at the time. Experienced professionals try to provide a plausible estimate. Nobody really knows what would be the definitive value.

ML date (or most likely duration) is not the same as expected date (or expected duration). It is but a component of the expected value. With the three point estimates (Triangular or Beta) available, one can calculate the expected duration of an activity, a group of activity, and the whole project’s duration.

It is one of the questions asked more often in risk-based planning and scheduling. Project directors, managers, planners, and schedulers have to know what this term means.

Each time a scheduler tries to explain the concept, he easily gets lost in his own circumlocution. It might be his indirectness compounded by the fact that this particular term shares common but blurred boundaries with some other project and risk management terms.

In view of such difficulties, let us put their words and thoughts on paper so that project practitioners can better understand. Continue reading

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Posted in Analysis, Baseline Management, Business, Construction Management, Critical Path, Data Assessment, Decision Making, Deterministic Schedule, Economics, Integrated Schedule, Most Likely Schedule, Planning and Scheduling, Program Management, Program Schedule, Project Management, Risk Assessment and Treatment, Risk Universe, Risk-based Management, rufran frago, Rufran's Blogs | Tagged , , , , , , , , , , , , , , , , , , , | Leave a comment

Ten Cardinal Rules to Good Schedule BL Management

When client and contractor start throwing accusations against each other surrounding schedule baseline, one can easily conclude that a problem or issue is brewing. It can turn into big risks (Frago, Schedule Baseline Dilemma Part 1, 2015). Resolving the contentions between opposing parties can take long and potentially, can end in disaster.

To prevent such occurrence, the project must start with the right foot forward. The project manager, all his planners, and schedulers, including his contract administrators must have a solid understanding on how the project intends to manage schedule baselines.

If baseline management is not part of the plan, the project is trekking on dangerous territory. Continue reading

Posted in Analysis, Baseline Management, Business, Causes and effects, Construction Management, Integrated Schedule, Issues and Problems, Planning and Scheduling, Primavera Administration, Program Management, Program Schedule, Progress Measurement, Project Management, Risk Assessment and Treatment, rufran frago, Rufran's Blogs, Schedule Baseline, Threats, Uncategorized, Variance Analysis | Tagged , , , , , , , , , , , , , , | 1 Comment

Setting the Critical Path

In the big situation, a man’s blind belief usually ends in disaster. Continue reading

Posted in Analysis, Business, Causes and effects, Construction Management, Critical Path, Critical Path Management, Data Assessment, Execution Strategy, Integrated Schedule, Integration, Longest Path, Opportunities, P6 Issues, Planning and Scheduling, Program Management, Program Schedule, Project Management, Quality Management, Reporting, Risk-based Management, rufran frago, Rufran's Blogs, Tools, Uncategorized, Variance Analysis | Tagged , , , , , , , , , , , , , , , , , , , , , | Leave a comment

Conducting Project Analysis: Using PIRCAD Approach Part 1

Faced with a question on how one would analyze a problematic situation on the spot without going to any existing analytic templates and guidelines, the PIRCAD approach was born. The acronym is odd sounding but easy to remember. It simply … Continue reading

Posted in Analysis, Business, Causes and effects, Construction Management, Economics, Issues and Problems, Monitoring, Opportunities, Planning and Scheduling, Project Management, Reporting, Risk Assessment and Treatment, Risk-based Management, Rufran's Blogs, Threats, Type of Analysis | Tagged , , , , , , , , , , , , , , , , | 2 Comments

Conducting Project Analysis: Using PIRCAD Approach Part 2

This is a continuation of Using PIRCAD Approach Part 1. If one thinks about it deeply, an analysis is only required because of change. A problem is brought to fore by something that has changed. It is solvable while an … Continue reading

Posted in Analysis, Business, Causes and effects, Construction Management, Economics, Execution Strategy, Issues and Problems, Monitoring, Opportunities, Planning and Scheduling, Progress Measurement, Project Management, Reporting, Risk Assessment and Treatment, Risk-based Management, Rufran's Blogs, Threats, Type of Analysis, Variance Analysis | Tagged , , , , , , | 2 Comments

Risk as a Function of Time – Part 2

By this time, you should have read the first part of  “Risk as a Funtion of Time.” Let us get back to the “time component” of risk and answer a simple question made by a Transport Manager operating the Red … Continue reading

Posted in Business, Economics, Project Management, Risk Assessment and Treatment, Risk-based Management | Tagged , , , , , , , , , , , , , , , , , , , , | 1 Comment

Risk as a Function of Time – Part 1

I have just delivered a short presentation in a University project management course under sponsorship of a local oil and gas company when a student followed me out to ask about risk as a function of time. It is amazing … Continue reading

Posted in Business, Economics, Project Management, Risk-based Management | Tagged , , , , , , , , , , , , , , , , , , , , | 2 Comments