Tag Archives: Project Controls Perspective
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
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
In the big situation, a man’s blind belief usually ends in disaster. Continue reading
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
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
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