Schedule compression techniques are used to bring project back on Planned Schedule (Schedule Baseline) by Fast Tracking or Crashing the Schedule for the Remaining Work
Crashing
- If schedule compression is required, then critical path activities are adjusted by adding or removing some activities from it without changing the actual project scope.
- Trades Time for Money; Increases Costs and, possibly, Risks
Fast Tracking
- Performing activities planned in series, in parallel
- Often results in Rework (Cost), hiring additional Resources (Cost), increasing Risk and requiring more attention to Communication
Scope trimming
- Scope trimming is removing critical path activities. It’s basically cutting activities from critical path to return the project on track to complete it timely.
Important Terms in Network Diagram and Critical Path Method
Network Path
A Sequence of Activities connected by Logical Relationships in a Schedule NWD.
Critical Path.
The Network Path of the longest Duration. It dictates the Project Duration
Early Start Date.
The earliest possible time when a schedule activity can start
Early Finish Date.
The earliest possible time when a schedule activity can finish
Late Start Date.
The latest possible when a schedule activity can start without affecting the project completion date
Late Finish Date.
The latest possible point when a schedule activity can finish without affecting the project completion date
Project Node
A point at which dependency lines connect on an NWD/CPM
Environmental factors influencing Projects
Two major categories of influences which impact projects are Enterprise Environmental Factors (EEFs) and Organizational Process Assets (OPAs).
Organizational Process Assets (OPA)
Processes, Policies, Procedures, Corporate Knowledge Base
OPA are either the Company Policies, SOPs, etc. within which the Project is to be executed or the Company’s databases of experience and knowledge
Enterprise Environmental Factors (EEF)
EEF add Strength or Weakness to the Project. They are Force Multipliers or Dividers, and can be Internal or External to the Organization executing the Project
Environments/Influences
Internal Enterprise Environmental Factors (Internal EEF)
- Organizational Culture, Structure, & Governance
Vision, mission, values, beliefs, cultural norms, leadership style, hierarchy and authority relationships, organizational style, ethics, and code of conduct
- Infrastructure
Existing facilities, equipment, organizational tele-communications channels, information technology hardware, availability, and capacity
- IT Software
Scheduling software tools, configuration management systems, web interfaces to other online automated systems, and work authorization systems
- Resource Availability
Contracting and purchasing constraints, approved providers and subcontractors, and collaboration agreements
- Employee Capability
Existing HR expertise, skills, competencies, and specialized knowledge
External Enterprise Environmental Factors (External EEF)
- Marketplace Conditions
- Social & cultural Influences and Issues
Political climate, codes of conduct, ethics, and perceptions
- Legal Restrictions
- Commercial Databases
Benchmarking results, standardized cost estimating data, industry risk study information, and risk databases
- Academic Research
- Government or industry Standards
- Economic Considerations
Currency exchange rates, interest rates, inflation rates, tariffs, and geographic location
- Physical Environmental Elements
