Schedule Integrity - The Key to Successful Project Management

Technical Integrity of the Project Schedule

MEETING NATIONAL NEEDS

SCHEDULE TECHNICAL INTEGRITY

THE KEY TO SUCCESSFUL PROJECT MANAGEMENT

Shane Forth Msc, FAPM, FACostE

Costain Natural Resources - PMO Director

APM North West Event at University of Manchester - 16TH March 2016

Technical Integrity of the Project Schedule 2

Introduction Alumni of Manchester University

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‘I received high quality support throughout from the Universities MACE School, course co-ordinators, programme team, academic staff, course administrators and especially, my dissertation supervisor Therese Lawlor-Wright, who provided excellent support and guidance.’

2


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Agenda

1. Schedule Technical Integrity - What is it and How Big is the Problem ?

2. Common Problems in the Development of Project Schedules

3. A Review of Good Practice in Preparing the Project Network

4. Real World Case Studies

5. 5-Step Solution

6. Emerging Trends in Industry

7. Why is Planning & Scheduling Important?


Technical relating to a particular subject, art, or craft, or its techniques

Integrity the condition of being unified or sound in construction

http://oxforddictionaries.com/

Schedule Technical IntegrityWhat is It?


Technical Assurance The monitoring of the technical integrity of products.

Technical Pertaining to the application of specific principles and/or reasoning to the resolution of project management issues or problems.

Integrity In dealings between parties, firm adherence to a code of moral valuesincluding completeness, honesty, honor, forthrightness,straightforwardness and entirety.

Wideman Comparative Glossary of Project Management Terms v3.1 http://www.maxwideman.com/pmglossary/index.htm

Schedule Technical Integrity What is It?


After: Ernest & Young 2014

Schedule Technical IntegrityHow Big is the Problem?



ENR, May 2003, reported on a meeting at which fourscheduling experts lamented the state of scheduling andwhat they saw as widespread abuse of powerful software toproduce badly flawed schedules, that look good but lackmathematical coherence or common sense. They describedthis as: The article included a quote from Russell J. Lewton,

construction manager for the Weitz Co LLC, Des Moines:

Korman et al (2003)

‘Among the young guys, computershave made it east to slap togethersomething that looks right, but thereis a thought process that must beinvolved, and it is hard to tell in manycontemporary schedules if thethinking has happened or not.’

Critics can't find the logic in many of today's CPM schedulesUsers want software with flexibility, but is it true CPM?



We might liken the current condition of schedule analyses to fruit we buy at the market.We have all had the experience of buying fruit that looks to be in excellent condition, onlyto get home and find it is rotten to the core. In the era of Enron we have seen this trendcarry over to accounting reports not worth the paper on which they are written.

Unfortunately the field of construction planning today presents a landscape that is litteredwith too many ‘rotten banana’ schedules. Whilst the majority of schedules in use todaypresent tools for planning and scheduling projects, too many of today’s schedules fall intothe ‘rotten bananas’ category.

Frequently these ‘rotten banana’ schedules appear to be in excellent condition from theoutside. However when we look at the actual content of these documents and files, wefind that the schedules are flawed, if not useless.

Wickwire et al, 2003

‘Rotten bananas in a Software Paradise


Common Problems in the Development of Project Schedules

1. Open ended activities - no predecessor or no successor2. Use of constraint dates3. Negative Lags4. Incorrect software settings can affect calculations5. Excessive detail

These five problems lead to project networks with incorrect float calculations and invalid or absent critical path. Credibility is lacking, predictability and forecasts are poor and this not acceptable to customers



Open ended activities occur as a result of decisions (or errors) made by the project planner when creating the project schedule. To illustrate the impact of the problem, we can consider the impact on a very simple project network.

1. Open ended activities - no predecessor or no successor2. Use of constraint dates3. Negative Lags4. Incorrect software settings can affect calculations5. Excessive detail



A B F I J

C D E

G H

A B F I J

C D E

G H





The FS dependency between Activity C & D has been removed or missed by the planner below, what are the effects?





The FS dependency between Activity B & C has been removed or missed by the planner below, what are the effects?



Computerised project management systems have various constraint date types, which canbe assigned to activities as imposed dates – but beware, this will override the calculationand results of a natural forward and backward pass.

1. Open ended activities – no predecessor or no successor2. Use of constraint dates3. Negative Lags4. Incorrect software settings can affect calculations5. Excessive detail





Computerised project management systems offer various types of constraint dates which can be assigned to activities as imposed dates, overriding the calculation and results of a natural forward and backward pass




Activity CStart On or After 28 Aug




Look what’s happened

to the Project Finish date ?

Activity CStart On or After 28 Aug



Constraint Types (Primavera P6) Start On or After Finish On or After Start On or Before Finish On or Before Mandatory Start Mandatory Finish

Constraint Types (Microsoft Project) Start No Earlier Than Finish No Earlier Than Start No Later Than Finish No Later Than Must Start On Must Finish On



31

Extract from CPM Network without Imposed Restraints(Adapted from Ahujah, 1976: 54, Figure 3-8)

Figure ‐ Extract from CPM Network with Imposed Restraints(Adapted from Ahujah, 1976: 54, Figure 3‐9)






Activity B needs to Start 20 days before Activity A finishes

Dur = 50 days

Dur = 40 days



Activity B needs to Start 20 days before Activity A finishes

Dur = 50 days

Dur = 40 days

This suggests that the finish of a future activity will determine the start of an activity in the past which is neither logical nor possible

Better options are Use an SS relationship with a positive lag of 30 days from Activity A

to Activity B Use more detailed activities (with smaller durations) and an FS 0

relationship between them






Some Examples of the complexity in software settings Include:

Activity Duration Types– Fixed Duration and Units– Fixed Duration and Units/Time– Fixed Units/Time– Fixed Units

Scheduling Options– Make open ended activities critical– When scheduling progressed activities use Retained Logic or Progress Override

or Actual dates – Calculate Start to Start Lag from Early Start or Actual Start– Use Expected Finish Dates– Ignore dependencies (relationships) to and from activities in other projects– Compute Total Float as Start Float, Finish Float or smallest of Start and Finish

Float – Calculate Float based on Finish Date of Each Project or Opened Projects



Some Examples of the complexity in software settings Include:

Activity Duration Types– Fixed Duration and Units– Fixed Duration and Units/Time– Fixed Units/Time– Fixed Units

Scheduling Options– Make open ended activities critical– When scheduling progressed activities use Retained Logic or Progress Override

or Actual dates – Calculate Start to Start Lag from Early Start or Actual Start– Use Expected Finish Dates– Ignore dependencies (relationships) to and from activities in other projects– Compute Total Float as Start Float, Finish Float or smallest of Start and Finish

Float – Calculate Float based on Finish Date of Each Project or Opened Projects

If the planner changes the activity duration manually, the software automatically changes the resources (manhours)






Excessive activity detail in the project network has been a problem since the very first use of the critical path method. (CPM) 1957-58 - during testing in first use of CPM by Du Pont US on a new chemical

plant facility, a team of six engineers went into far more detail than expected(Kelley & Walker, 1959)

Early 1960s - the USAF Dyna Soar rocket missile program had a network of250,000 activities that had to be simplified for contractors (Battersby, 1964)

Early 1960s - Bristol Aircraft ran into difficulties with a 3000 activity network inConcorde, encountering incomplete logic, loops and incorrect event numbering(Battersby, 1964)

http://commons.wikimedia.org/wiki/Main_Page



Excessive network activity detail causes the following problems: Many stakeholders are overwhelmed and don’t understand the plan, or ignore it

Need for taller organisation with increased levels of management and slower decisions

Difficulties in keeping the project schedule current– Progress update is a high maintenance chore, the network quickly becomes out of date

– Difficulties adding authorised changes into the network, another high maintenance chore

– Progress status reports are late and inaccurate

Abortive and inefficient schedule development work– As the more distant planned work moves towards the upcoming time horizon, the schedule

activity detail that was planned too early, before the prerequisite level of scope definition and information was available, has to be reworked


The convenience of PC, modern project management software and speed of data entry thatcan easily lead the planning engineer and project team into temptation to develop the projectnetwork in more detail than the availability of the prerequisite information supports

A long list of authoritative sources cite the problem of excessive activity as the single most problem in the development of robust and usable project networks(e.g. PMI, 2007, Andersen, 1996; Lockyer & Gordon, 1996; Drigani, 1989; Laufer & Tucker, 1988; Lockyer, 1984; Morton,

1983b; Lester, 1982 (citing NEDO, 1976); Woodgate, 1977; Ahuja, 1976




In addition to the convenience of the PC, organisational and behavioural issues influence come into play: Whilst some project team members or stakeholders complain there is too

much detail in the project schedule

… it is often assumed that more thought must have been put into project schedule development and that more detail provides more certainty as to the outcome

… many find this a comfort, it give them a (false) sense of security

… I would suggest to you that this is a confusion in thinking that quantity is equal to quality.


A Review of Good Practice in Preparing the Project Network

2015 - APM - Planning, Scheduling, Monitoring and Control: The Practical ProjectManagement of Time, Cost and Risk

2014 - CPM Scheduling for ConstructionBest Practice and Guidelines

2010 - American Association of Cost Engineers- Identifying the Critical Path- Schedule Level of Detail- Forensic Schedule Analysis

2007 - Project Management Institute (PMI)PMBOK

2002 - Society of Construction Law Delay and Disruption Protocol

Standards and Guidelines that contain statements of good practice concerning the project network include:



2011 - Chartered Institute of Builders (CIOB) - Review for schedule integrity

2010 - Association for Project Management (APM)- The scheduling maturity model

2010 - Government Accountability Office (GAO) - 9 point schedule analysis

2009 - Defense Contract Management Agency (DCMS ) - 14 point schedule assessment

Standards and Guidelines - As awareness of problems have increased,government organisations and professional bodies have introduced specificstandards and guidelines for the checking of schedule integrity



A B F I J

C D E

G H

A B F I J

C D E

G H

Open Ends



Open Ends



Use of Constraint Dates



Use of Constraint Dates



FS - 20 SS 30

FF 20

Negative Lags



Negative Lags



Most professional bodies recommend the ‘rolling wave method to address the issue of excessive detail (as do Costain procedures)

APM advocates the ‘rolling wave’ method PMI acknowledge that too much detail can mean a schedule which is difficult

to manage and suggest that the level should be sufficient for the assignedperson to carry out the task without requiring further sources of guidance

AACEI recommend Level 3 detail, which is not too high-level and not toodetailed and support the ‘rolling wave’ method whereby Level 3 may apply othe detailed engineering/design phase, but the later phases for procurementand construction phases might only be detailed to Level 1 or 2.

GAO Best Practice number 3 specifies the ‘rolling wave’ method Society of Construction Law guidance is that activities should not exceed

28 days duration Costain specify a maximum 3,000 activities for the project

network and recommend the ‘rolling wave’ method

Level of Detail



CIOB (2011a :30). Graph of schedule density in relation to predictability

Level of Detail



Level of Detail

CIOB (2011b :36). WBS levels and schedule density


Real World Case Study 1

All eight networks would all fail the Defense Contract Management Agency (DCMA ) 14Point Schedule Assessment, which recommends a 5% limit for open ends, constraintsand negative lags

ProjectA

ProjectB

ProjectC

ProjectD

ProjectE

ProjectF

ProjectG

ProjectJ Max Avg

# Activities 4067 3597 3528 2792 1933 1526 923 522 2361

# Open Ends 5.3% 10.6% 9.2% 7.5% 4.4% 29.1% 33.3% 36.4% 36.4% 11.4%

# Constraints 1.1% 12.6% 11.3% 4.3% 6.5% 2.4% 1.1% 1.3% 12.6% 6.4%

# Negative Lags 0.1% 3.6% 1.8% 2.1% 1.0% 8.9% 1.6% 11.1% 11.1% 2.6%

ProjectA

ProjectB

ProjectC

ProjectD

ProjectE

ProjectF

ProjectG

ProjectJ Max Avg

# Activities 4067 3597 3528 2792 1933 1526 923 522 2361

# Open Ends 5.3% 10.6% 9.2% 7.5% 4.4% 29.1% 33.3% 36.4% 36.4% 11.4%

# Constraints 1.1% 12.6% 11.3% 4.3% 6.5% 2.4% 1.1% 1.3% 12.6% 6.4%

# Negative Lags 0.1% 3.6% 1.8% 2.1% 1.0% 8.9% 1.6% 11.1% 11.1% 2.6%

ProjectA

ProjectB

ProjectC

ProjectD

ProjectE

ProjectF

ProjectG

ProjectJ Max Avg

# Activities 4067 3597 3528 2792 1933 1526 923 522 2361

# Open Ends 214 380 325 209 86 444 307 190 444 269

# Constraints 46 454 399 121 126 36 10 7 454 150

# Negative Lags 6 130 64 58 20 136 15 58 136 61

ProjectA

ProjectB

ProjectC

ProjectD

ProjectE

ProjectF

ProjectG

ProjectJ Max Avg

# Activities 4067 3597 3528 2792 1933 1526 923 522 2361

# Open Ends 214 380 325 209 86 444 307 190 444 269

# Constraints 46 454 399 121 126 36 10 7 454 150

# Negative Lags 6 130 64 58 20 136 15 58 136 61



Some Possible Causes– Lack of time to prepare plan (leads to

shortcuts)– Too much detail (high maintenance)– Lack of checking– Computer functionality– Bad habits– Laziness/easy way out– Unlearned what we did before– Lack of training and procedures– Lack of experience or capability– GiGO



Some Possible Causes– Lack of time to prepare plan (leads to

shortcuts)– Too much detail (high maintenance)– Lack of checking– Computer functionality– Bad habits– Laziness/easy way out– Unlearned what we did before– Lack of training and procedures– Lack of experience or capability– GiGO

Some Definite Impacts– Float calculations wrong– Critical path invalid or absent– Plan lacks credibility– Plan not realistic– Plan not accepted by client– Poor predictability or forecasts– Poor reputation– Plan not recognised in

adjudication or arbitration– People may not realise there’s a

problem(ignorance is bliss)

– GIGO


Real World Case Study 2The Good

Semi-Structured Interviews13 Project Controls and Planning Managers from 11 companies

with significant experience in energy industry


Real World Case Study 2The Good


Real World Case Study 2The Bad


Real World Case Study 2… and the Ugly


5 Step SolutionSteps 1 to 4

1 Rules

Procedures, practices & work instructions

- Procedures and practices prohibit or discourage actions which cause problems in project network development

- Detailed work instructions forPrimavera P6

2 Schedule integrity check

3Schedule Narrative

4 Risk analysis

Independent 99 point checklist

(before baseline issued)Eight topics covered including: - Network Logic & Constraints - Scheduling Method - Critical Path/ Float - Primavera P6 Practicecompliance

- etc.

Basis of Schedule- WBS & activity detail - Clarifications & assumptions- Schedule method statement- Use of constraints- Critical path,- Key issues- Calendars, and seasonal implications

- Resource availability - Resource levelling

Schedule optimisation- More realistic schedule, - 3 point estimate of completion date rather than deterministic schedule

- May be applied to separatestandalone schedules if program//project networkis too large.


5 Step Solution Step 5

5Project team review the plan (content and constructability) before issue

Includes project management team and key stakeholders


5 Step SolutionTechnical Integrity Audit of Project Network


Independent 99 Point Checklist (before Baseline

issued)Items on Checklist include: Guidance Notes Findings Recommended ActionsEight Topics Covered:1.Project Setup2.Project Details3.Network Logic & Constraints4.Scheduling Method5.Critical Path/Float6.Resource Management7.Progress8.Primavera P6 Practice complianceSummary Report Produced for Senior Management

5 Step SolutionTechnical Integrity Audit of Project Network


5 Step SolutionTypical Results (Project X)

Date / # Activities 17 Dec 2010 1340

Qty %

11 Jan 2011 1340

Qty %

10 Feb 2011 1358

Qty % Open Ends – No Predecessor or No Successor

204

15.2%

172

12.8%

24

1.8%

Constraints

246

18.4%

97

7.2%

83

6.1%

Negative Lags

35

2.6%

35

2.6%

31

2.3%

Date / # Activities 17 Dec 2010 1340

Qty %

11 Jan 2011 1340

Qty %

10 Feb 2011 1358


204

15.2%

172

12.8%

24

1.8%

Constraints

246

18.4%

97

7.2%

83

6.1%

Negative Lags

35

2.6%

35

2.6%

31

2.3%


5 Step SolutionTypical Results (Project Y)

Date / # Activities 09 Nov2010 2965

Qty %

03 Dec2011 2394

Qty %

25 Jan 2011 2392


388 13.1% 113

4.7% 60 2.5%

Constraints

41 1.4% 26

1.1% 21 0.9%

Negative Lags

16 0.5% 24 1.0% 20 0.8%

Date / # Activities 09 Nov2010 2965

Qty %

03 Dec2011 2394

Qty %

25 Jan 2011 2392


388 13.1% 113

4.7% 60 2.5%

Constraints

41 1.4% 26

1.1% 21 0.9%

Negative Lags

16 0.5% 24 1.0% 20 0.8%


5 Step SolutionFeedback

Project Director – Project X‘I welcome your input to ensure we have best practice on the project in line with governance’

Project Director – Project Y‘I really appreciate your time spent on auditing the schedule. Always good to have an outside view on the content. While the results are encouraging, I still believe we have a way to go on making this schedule robust. I am aware that this audit is usually undertaken on a 6 monthly cycle, but I would appreciate if you could take time out before the xmas holiday break to check the progress against the actions, and ensure they are closed out.’

Project Sponsor – Project Y‘Thanks team, great work’


5 Step SolutionLooking Forward

Indications from feedback are that benefits are being realised

Schedule technical integrity 5-step solution has been incorporated into Costainproject management plans and procedures

Continued recruitment of new practitioners at all levels, and the development and training and retention of these and existing is happening

The level of checking required for technical integrity of project schedules can gradually be relaxed, as improved practice is embedded

The strong likelihood that customer requirements will include the need to the ensure schedule technical integrity will help implement the solution


Emerging Trends in Industry

Further to the recent trend in issuing specific standards and guidelines, the number of software applications are coming onto the market for checking the schedule integrity of project networks is increasing

2007 Steelray

Project Analyzer

2010 Acumen

Fuse

2004Pertmaster

Risk 2003

Schedule Analyzer for

the Enterprise

2010 Primavera

P6 v 8

2010 Schedule Cracker

1999 Schedule Analyzer

Pro


Why is Planning & Scheduling Important ?

A 2009 report by Independent Project Analysis (IPA) benchmarking organisation for the UK Government found that better scheduling and cost estimating methods lead to better engineering and construction labour productivity and cost performance



The same report found that in the UK, less than 20% of projects have resource loaded schedule at project sanction, compared to over 40% in US Gulf Coast, but use of critical path techniques is 40% in UK compared to just over 30% in US Gulf Coast. The paradox is that UK projects tend to be cost rather than schedule driven



Projects not using network analysis techniques had an average 26%schedule overrun this includes projects using project management software but with over-constrained project networks

Almost 50% of projects use network analysis techniques with an average 14% schedule overrun


References

Association for Project Management (2010: 17-18). The Scheduling Maturity Model. High Wycombe, UK: APM PublishingAssociation for Project Management (2008: 15). Introduction to Project Planning. High Wycombe, UK: APM PublishingAACE International (2010a: 76). Recommended Practice No. 29R-03 Forensic Schedule analysis. AACE International: Morgantown, WV. AACE International (2010b: 4-6). Recommended Practice No. 49R-06 Identifying the Critical Path. AACE International: Morgantown, WVAACE International (2010c: 2 & 4). Recommended Practice No. 37R-06 Schedule Level of Detail – As Applied in Engineering, Procurement and Construction. AACE International: Morgantown, WVBendix Corporation (1955 :1). The Bendix G-15 CPM/PERT Program http://www.computerhistory.org/collections/accession/102646275[Accessed 31 January 2010]CIOB (2011a :30). Guide to Good Practice in the Management of Time in Complex Projects. Chichester: Wiley-BlackwellCIOB (2011b :36). Guide to Good Practice in the Management of Time in Complex Projects. Chichester: Wiley-BlackwellDrigani, F. (1989 :149). Computerized Project Control. New York. Marcel Dekker IncFoxley, E. (2005), Computers 1960 to 1965.http://www.cs.nott.ac.uk/~ef/ComputerXHistory/FirstComputers-2/1963-ICT1500-GeneralView.htm [Accessed 31 January 2010}Moder, J. et al (1983 :64). Project Management with CPM, PERT and Precedence Diagramming.3rd Edn.Wisconsin, USA. Blitz Publishing Company (Reprinted 1995)Moder, J. et al (1983 :356). Project Management with CPM, PERT and Precedence Diagramming.3rd Edn.Wisconsin, USA. Blitz PublisghingCompany (Reprinted 1995)Mosaic Project Service Pty Ltd. (2009b :21). Seeing the Road Aheadhttp://www.mosaicprojects.com.au/PDF_Papers/P106_Seeing_The_Road_Ahead_PMOZ.pdf [Accessed 2nd February 2011]Project Management Institute.(2007) 18). The Practice Standard for Scheduling. Newtown Square, PA: Project Management InstituteProject Management Institute.(2007) 19). The Practice Standard for Scheduling. Newtown Square, PA: Project Management InstituteSociety of Construction Law (2002: 40). Delay and Disruption Protocol. Wantage. Society of Construction Law (Reprinted October 2004)Society of Construction Law (2002: 68). Delay and Disruption Protocol. Wantage. Society of Construction Law (Reprinted October 2004)


Bibliography

AACE International (2010a). Recommended Practice No. 29R-03 Forensic Schedule analysis. AACE International: Morgantown, WV. AACE International (2010b). Recommended Practice No. 49R-06 Identifying the Critical Path. AACE International: Morgantown, WVAACE International (2010c). Recommended Practice No. 37R-06 Schedule Level of Detail - As Applied in Engineering, Procurement and Construction. AACE International: Morgantown, WVAcumen Fuse. http://www.projectacumen.com/fuse/industry-standards/dcma-14-point-assessment/ [Accessed 7th December 2010]APM PMC SIG (2015). Planning, Scheduling, Monitoring and Control: The Practical Project Management of Time, Cost and Risk. High Wycombe, UK: APM Publishing Association for Project Management (2010). The Scheduling Maturity Model. High Wycombe, UK: APM PublishingAssociation for Project Management (2008: 15). Introduction to Project Planning. High Wycombe, UK: APM PublishingAssociation of Cost Engineers, Book Review, Project Control Professional, Vol 49 No 1, 26Bendix Corporation (1955). The Bendix G-15 CPM /PERT Program http://www.computerhistory.org/collections/accession/102646275[Accessed 31 January 2010]Binafore, B. (2007 :69). Microsoft Project 20007: The Missing Manual. USA. O’Reilly Media, Inc. Buttrick, R. (1997). The Project Workout. London. Pitman PublishingCarson, C, Oakander, P., Relyea, C. (2014). CPM Scheduling for Construction Best Practice and Guidelines. Newtown Square, PA: Project Mangement InstituteCIOB (2011). Guide to Good Practice in the Management of Time in Complex Projects. Chichester: Wiley-BlackwellCIOB (2008). Managing the Risk of Delayed Completion in the 21st Century. Ascot: CIOBCornish. J. (2008). A Brief History of Project Scheduling. http://www.microplanning.co.uk/downloads.htm#Papers [Accessed 28th January 2011] Douglas III, E.E., Calvey, T.T., McDonald Jr, D. F., & Winter, R. M. The Great Negative Lag Debate. http://www.calveyconsulting.com/files/PS02_Great_Negative_Lag_Debate.pdf [Accessed 7th December 2010]Drigani, F. (1989). Computerized Project Control. New York. Marcel Dekker IncGray, C.F. and Larson, E.W. (2011). Project Management: The Managerial Process. 5th Ed. Boston, MA: McGraw-HillKerzner, H. (1992). Project Management A Systems Approach to Planning, Scheduling and Controlling. 4th Edn. London, Chapman and Hall


Korman, Richard & Daniels, Stephen H. (2003). “Critics Can’t Find the Logic in Many of Today’s CPM Schedules,” http://enr.construction.com/features/bizLabor/archives/030526.asp [Accessed 1st December 2010] . PlPLester, A. (2005). Project Planning and Control. 4th Edn. Bodmin, MPG Books Ltd.Minor Richards Associates (2001). An evaluation of the projected future evolution of the workforce and key skills needs within the engineering contractors sector of the Oil Gas and Chemical Industry URN/01/1066. June 2001.Moder, J. et al (1983). Project Management with CPM, PERT and Precedence Diagramming.3rd Edn.Wisconsin, USA. Blitz Publishing Company (Reprinted 1995)Mosaic Project Service Pty Ltd. (2009a).Improving Schedule Management http://www.mosaicprojects.com.au/Resources_Papers_081.html[Accessed 2nd February 2011]Mosaic Project Service Pty Ltd. (2009b). Seeing the Road Aheadhttp://www.mosaicprojects.com.au/PDF_Papers/P106_Seeing_The_Road_Ahead_PMOZ.pdf [Accessed 2nd February 2011]O’Brien, J. & Plotnick, F.L. (2010). CPM in Construction Manaagement. 7th Ed. USA, McGraw-Hill ProfessionalPacelli, L. (2004). The Project Management Advisor: 18 Major Project Screw-ups, and How to Cut Them off at the Pass. New Jersey. Prentice HallPC User NSTL Lab Report (1992). NSTSL Lab Report. PC User. 179, March. p134-140Pinto, J. K. (2010). Project Management Achieving Competitive Advantage. 2nd Edn. New Jersey, USA. Prentice HallPrimavera P6 Professional Project Management. http://www.oracle.com/us/products/applications/042374.htm [Accessed 7th December 2010]Primavera Risk Analysis. .http://www.oracle.com/us/products/applications/042371.htm [Accessed 7th December 2010]Project Management Institute.(2007). The Practice Standard for Scheduling. Newtown Square, PA: Project Management InstituteReiss, G. (1998). “Project Management Demystified. 2nd Edn. London, E & FN SponSchedule Analyzer Professional for the Enterprise. http://scheduleanalyzer.com/ [Accessed 7th December 2010]Schedule Analyzer Professional. http://scheduleanalyzer.com/ [Accessed 7th December 2010]Society of Construction Law (2002). Delay and Disruption Protocol. Wantage. Society of Construction Law (Reprinted October 2004)Steelray Project Analyzer. http://www.steelray.com/spafeatures.html [Accessed 7th December 2010]

Bibl iography


Stretton, A. (2007). A Short History of Modern Project Management. http://www.pmforum.org/library/second-edition/2007/PDFs/Stretton-10-07.pdf [Accessed 27th January 2010]Wikipedia (2011). Critical Path Method http://en.wikipedia.org/wiki/Critical_path_method#History [Accessed 27th January 2010]Wickwire, J. (2004). An Interview with Jim O’Brien – December 1, 2004. http://www.pmicos.org/jointerview.asp

Bibliography

Technical Integrity of the Project Schedule

IMPROVING PROJECT SCHEDULE OUTCOMES HOW EFFECTIVE ARE YOUR PROJECT SCHEDULES

AND CRITICAL PATH ANALYSIS METHODS IN MANGING TIME

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Schedule Integrity - The Key to Successful Project Management