Do not be too confident!

It is good to be confident about your work. However, do not be too confident, just take another look.

Being involved on the project management field, especially in the construction planning taught me the value of accuracy. I am dealing with numbers, figures, and percentages. Analyzing huge amount of date in order to report maybe a single number or percentage to my manager.

All my efforts could go away if the final result was wrong. Senior management do not care about what I did, they only care about what they have between their hands. Therefore, I have learned after I finish an important report to take a breath, stay back and maybe doing something else for few moments, then return back to my report as I am reading it for the first time without knowing what is inside.  In this case, most probably, I will find something to edit or tune it up before submitting my final report.

The conclusion: Just give yourself a chance to review your work, before someone else does.

Do not be too confident!

PARSONS hiring Engineers on Abu Dhabi, Dubai, Qatar, Oman, Bahrain and Kuwait

Through our engineering and construction Through Parsons’ engineering and construction management services, we deliver innovative, safe and sustainable infrastructure in Abu Dhabi, Dubai, Qatar, Oman, Bahrain and Kuwait. Our focus is on delivering air, rail, road and highway transportation” water conveyance and/or wastewater treatment and land development and public infrastructure to our clients and your communities. Parsons creates interconnected communities and world class infrastructure.

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Required positions

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Water Infrastructure / Sewage / Pump Station

Process Engineers (O&M STW)

Project Managers (Design)

Principal Design Engineers

Electrical Design Lead Engineers

Electrical Design Engineers

Senior Civil Design Engineers

Civil Design Engineers

Senior Drainage Design Engineers

Drainage Design Engineers

Environmental Design Engineers

Instrument Design Engineers

Structural Design Engineers

Planning Engineers

Site Electrical Engineers

Site Mechanical Engineers

Civil Inspectors

Mechanical Inspectors

Electrical/Instrument Inspectors

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Roads / Bridges / Highway

Project Managers (Design)

QA/QC Managers (Design)

Risk Managers (Design)

Contracts Managers

Traffic Managers

Team Leaders (Roads)

Senior Highway Design Engineers

Highway Design Engineers

Team Leaders (Drainage)

Senior Drainage Design Engineers

Drainage Design Engineers

Team Leaders (Utilities)

Senior Utility Design Engineers

Utility Design Engineers

Utility Coordinators

Senior Landscape Architects

Landscape Architects

Team Leaders (Traffic)

Senior Traffic Engineers

Traffic Engineers

Traffic Modelers

Senior Irrigation Design Engineers

Irrigation Design Engineers

Senior Electrical Design Engineers

Electrical Design Engineers

Senior MEP Design Engineers

Contracts Administrators – .

Senior Quantity Surveyors

Quantity Surveyors

Senior Planning Engineers

Planning Engineers

3D Modelers

CADD Operators (Highway)

CADD Operators (Drainage)

CADD Operators (Utilities)

CADD Operators (Landscape)

CADD Operators (Traffic)

CADD Operators (Irrigation)

Site ITS / Traffic Engineers

Highway Inspectors

Structural I Bridge Inspectors

Material Inspectors

Utility Inspectors

Bilingual Secretaries (Arabic I English)

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Infrastructure

Project Managers (ITS)

Project Managers (Asset Management)

Project Controls Managers

Contracts Administrators

Planners I Schedulers

Design Change Engineers

Principal Landscape Architects

Senior Landscape Architects

Architects

Transportation Engineers

Construction Managers

Assistant Construction Managers

Resident Engineers

Senior Irrigation Engineers

Senior Traffic Engineers (ITS)

Senior District Cooling Engineers

Senior Electrical Engineers

Instrumentation Engineers

Mechanical Engineers

Civil Engineers

Structural Engineers

Field Engineers (Landscape)

Site Engineers – (Civil/Mechanical /Electrical)

 

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 Ideal candidates should have a relevant Degree and Experience in the related discipline. Please E-mail only your updated CV in word format with the Job Title in the subject line to: gulfhr.parsons@parsons.com

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PARSONS hiring Engineers on Abu Dhabi, Dubai, Qatar, Oman, Bahrain and Kuwait

Do not be like the useless box!

As you can observe in the picture below, this box is opening its cover, moving parts, but and the end it is not doing anything, no value added from it.

So you are, don not let your present working environment drive you to work like a useless box. You are working, but no value added. Try to be creative, and think out of the box. otherwise, you will never achieve your targets. In my opinion, the most important factor to move forward in your profession is to be self-motivated, or to find something to inspire you. Motivation will lead to more success and self-challenging. However, the useless box approach, will lead to disappointing and failure.

Do not be like the useless box!

Doing business without advertising

Doing business without advertising is like “winking” at a girl in the dark.You know what you are doing, but no one else does.

Same concept on project management, especially in project planning and scheduling. I have been involved on projects where the planning engineers are doing tons of schedules and colored papers, but the construction team doing their own plans.

We need to tell others what we are doing and implement all the efforts to serve our project/organize.

Doing business without advertising

Planning Engineer Forum

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Are project management experts always correct?

When I was studying in the high school, there was no argument about the source of the information we study, since it was very basic, we assumed it is 100 percent correct and it was kind of black and white. Later on when I joined the faculty of engineering, still we study black and white information with different methods of implementations, the grey area was very limited and this was suitable for BSc level. What I learned so far in my MSc study, there is nothing completely right or wrong; it depends on Expert judgment and how you are going to implement the information and the working environment.

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We are following the latest available information and expert systems from experts. We are encouraged to read different sources of information, and update our knowledge accordingly. I believe that at the end of the day, we can use what is applicable to our working environment. Judgment is an essential skill to whoever work in the field of project management; I recall (Wysocki 2012) and (Project Management Institute 2008) sentences where they highlight the importance of the proper judgment in different situations. And in my opinion it is the best skill required by a project management expert.

Expert judgment

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“Discretionary constraints — These are judgment calls by the project manager that result in the introduction of dependencies.” (Wysocki, 2012, p206)

“There is no formula for frequency. The project manager must simply make a judgment call.” (Wysocki, 2012, p251)

“A focus group of 10 members is a good working group, but use your judgment on the size.” (Wysocki, 2012, p381)

“There is no exact formula that I can give you, because it is basically a judgment call on your part.” (Wysocki, 2012, p682)

“Anyone using this document should rely on his or her own independent judgment or, as appropriate, seek the advice of a competent professional in determining the exercise of reasonable care in any given circumstances.” (Project Management Institute, 2008, Notice page)

“Expert judgment is often used to assess the inputs used to develop the project charter.” (Project Management Institute, 2008, p77)

“Expert judgment is used by the project management team to interpret the information provided by the monitor and control processes.” (Project Management Institute, 2008, p92)

“Expert judgment is often used to analyze the information needed to develop the project scope statement.” (Project Management Institute, 2008, p114)

“Judgment provided based upon expertise in an application area, Knowledge Area, discipline, industry, etc.,” (Project Management Institute, 2008, p177)

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References:

PROJECT MANAGEMENT INSTITUTE, 2008. A guide to the project management body of knowledge (PMBOK guide). 4th edn. Newtown Square, Pa.: Project Management Institute.

WYSOCKI, R.K., 2012. Effective project management. 6th edn. Indianapolis, IN: Wiley.

Are project management experts always correct?

Referencing and citation between modern academic study and Islam

In the first module of my MSc study, i was asked to acknowledge and write an article regarding Referencing and Citation in academic study. One sentence drew my attention where (Bowden, 1996) refereed to “Some non-western cultures have historically placed emphasis on communal knowledge and showing respect through imitation.” which motivated me to search for Referencing and Citation roots in my culture. First of all i was searching in the Ancient Egypt culture, but i did not find anything. Then, when i researched on the Islamic culture, I found what i was looking for.

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What is Referencing and citation?

Facts and common knowledge such as dates, events, and general information are not owned by anyone, and does not generally have to be referenced. However, to avoid unacknowledged use of others materials, ideas, and resources, a proper referencing and citation are required to acknowledge the sources used in your piece of work. (Richard Pears 2013).

Where is the Referencing and Citation in Islam?

The concept of citation and referencing exists in my culture since 1,400 years, where the early Muslims were following a certain rules to collect and document the sayings and actions of Prophet Muhammad (Peace be upon him) “Hadith” (see sample of Hadith below). This documentation of Hadith is called “Isnad”. As (Aydemýr 2009) stated “Isnad can be defined as a chain of transmission formed by the particular inquiry about “from whom did you hear this particular hadith”, which has been passed down from one transmitter to another or from one generation to the other.”

Hadith Sample:

Al-Bukhari reported that: Yahya ibn Bukayr narrated to us from Al-Layth from `Uqayl from Ibn Shuhba from `Urwah from `A’ishah who said, “Whenever the Prophet was given an option between two things, he used to select the easier of the two as long as it was not sinful; but if it was sinful, he would remain far from it.”

The phrase “Al-Bukhari reported that: Yahya ibn Bukayr narrated to us from Al-Layth from `Uqayl from Ibn Shuhba from `Urwah from `A’ishah who said” represents the chain of transmission or Isnad.The statement “Whenever the Prophet was given an option between two things…” represents the Hadith.

Academic integrity and the ethical code between modern academic study and Islam

Reference to (The University of Liverpool 2013) statement “Academic integrity is concerned with the ethical code that applies to the standards by which the academic community operates.” I will refer back to “Isnad” I mentioned above, regarding the ethical behavior, if anyone from the chain of transmission reported to be involved in plagiarism or unethical behavior, the whole chain and its related Hadith ignored and removed from the Hadith collection.

Conclusion:

Although, nowadays the referencing, citation authorship and ownership are most likely to be acknowledged and respected by the western cultures, but the concept was existing in Islam culture before any other nation, referring to Hadith Isnad. Ethical behavior was strongly considered in the Hadith citation chain as well. I hope that we nowadays keep applying what early Muslims were doing in respective of Ethical behavior and to recognize the reason behind the First word from Allah to our prophet Mohamud (Peace be upon him) “Read”.

References:

AYDEMÝR, H., 2009. Isnad Models in the System of Transmission of Hadith and Their Evaluation According to the Probability of Narrations Theory. Journal of Hadith Studies, 7(1), pp. 29-54.

RICHARD PEARS, G.S., ed, 2013. Cite them right : the essential referencing guide. 9th edition edn. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.

THE UNIVERSITY OF LIVERPOOL, 2013, Code of Practice on Assessment Appendix L – Academic Integrity Policy. [Online]. Available: http://www.liv.ac.uk/media/livacuk/tqsd/code-of-practice-on-assessment/appendix_L_cop_assess.pdf (Accessed 16 October 2013).

 

Referencing and citation between modern academic study and Islam

How to plan activities with limited resources in primavera

During any construction project you could face a problem where the resources for a group of activities are limited to x number. In this post i will explain how to let the orcale primavera calculate the start and the finish dates of the activities based on resources limitations.

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1- Assume we have the following schedule which contains 5 activities and each activities is assigned with two resources, Test2, and Test 3.

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2- we will now add limits to the resources test2 and test3 maximum 2 per day as per the following:

A- Open the resources tap from the enterprise tap as per the following figure

B- Select the resource i.e (resource 2) and then set the max unit /time 2/d as per the following figure

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3- We need to tell the primavera program to respect the maximum resource limits we assigned. If you run the primavera programme now you not see any changes. In order to see the changes , you need to go to schedule options as per the following figure

Then select the level resources during schedule as per the following figure

Now you can run the primavera programme to see the differences

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Please note that this method could return a misleading total floats. However, it is useful to estimate the completion date for some activities with limited resources.

How to plan activities with limited resources in primavera

Project Management Case Study - Woody 2000 Project

Wideman, developed a case study of a construction project which highlight the problems and the challenges which could face a construction project. In response to this case study i have prepared a full project management plan, identified the problems and the mistakes in the case study, and highlighted the correction actions as per the following table of content:

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See the case study from the author link : http://www.scribd.com/doc/117956094/Woody-2000-Project

Then download my 28 pages paper along with attachments as per the following table of content.

Reference to (Wideman (n.d)) case study subject of the woody 2000 project, Author divided the project into five main topics. First topic is project background information, which highlight the project sponsor, project objectives and identified problem in the case study. Second topic is the project management plan methodology and the planning tools / software used in the project. Third topic is the project management plan, which include the project feasibility study, Scoping Process Group, Planning Process Group, and Launching Process Group. Fourth topic is the update of the project management plan to monitor the project progress and close the project. Finally, the fifth topic is the author conclusion and recommendation of the case study.

A-      Project Background information

1.       Project Sponsor:

2.       Project Objectives:

3.       Problems mentioned in the case study:

B-      Project Management Plan methodology and external resources

1.       Planning Methodology

2.       Resources used in the planning

C-      Project Management Plan and Statement of Work (SOW)

1.       Feasibility Study

2.       The Scoping Process Group

a.       Assign a project manager

b.       Develop a high-level project execution method statement.

c.       Review the project headlines with the sponsor.

d.       Identify the components of the project management plan.

e.       Secure the sponsor approval to plan the project.

f.       Hire and assign project management team.

3.       The Planning Process Group

a.       Create project work break down structure WBS.

b.       Define all the works in the project by developing an activity list.

c.       Estimate the activities duration.

d.       Estimate activities resources.

e.       Estimate project cost.

f.       Sequence the activities, and adjust activities duration

g.       Allocate cost and manpower to the activities

• Original Manpower histogram:


• Leveled Manpower Histogram


• Primavera Cash Flow:


• Microsoft Excel Cash Flow:

h.       Develop risk management plan.

• Mitigate the risks:


• Transfer the risks:

i.        Develop closing, testing and commissioning plan.

j.        Setup the project progress evaluation criteria

k.       Create drawings and materials tracking logs.

• Shop drawings log:


• Materials tracking log:

l.        Gain the sponsor approval to lunch the project.

4.       The Launching Process Group

a.       Recruiting the project team

b.       Establishing the scope change management process

c.       Managing team communications:

d.       Finalizing the project schedule:

D-      Update of the Project Management Plan

1.       The Monitoring and Controlling Process Group

a.       Report project performance:

b.       Call for weekly meeting:

c.       Monitor the project risks and identify new risks.

d.       Process project changes:

2.       The Closing Process Group

E-            Conclusions and recommendations

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Download the 28 pages project management plan and the attachments:

You need to be logged in to see this part of the content. Please or [ Register ] to access.

References:

KERZNER, H., 2009. Project management [electronic book] : a systems approach to planning, scheduling, and controlling / Harold Kerzner. Hoboken, NJ : John Wiley & Sons, 2009; 10th ed.

PROJECT MANAGEMENT INSTITUTE, 2008. A guide to the project management body of knowledge (PMBOK guide). 4th edn. Newtown Square, Pa.: Project Management Institute.

Wideman, M. (n.d.) Project management case study: the custom woodworking company – Woody 2000 project [Online] Available from http://www.maxwideman.com/papers/woody2000/intro.htm [accessed 11 November 2013]

WYSOCKI, R.K., 2012. Effective project management. 6th edn. Indianapolis, IN: Wiley.

 

Project Management Case Study - Woody 2000 Project

Project Management Life Cycle (PMLC)

There are three model types identified by (Wysocki 2012) which control the five Project Management Life Cycle. Only 20 percent of the projects falls under the Traditional Project Management (TPM) approach, where the Linear Project Management Life Cycle Model and Incremental Project Management Life Cycle Model applies. The other 80 percent of the projects falls under the Agile Project Management (APM) Approaches, where the Iterative Project Management Life Cycle Model and Adaptive Project Management Life Cycle Model applies. In addition to, Extreme Project Management Approach (xPM), where The Extreme Model applies.

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Project Complexity and Uncertainty are the main factors to select the project management life cycle model. TPM approach is applicable when the project is not complicated, done before, and the project goals are clear. APM approach is applicable when the project goals are clear, but how to produce it is not clear, Many project managers believes that the majority of their projects falls under the APM approaches. xPM approach is applicable when neither the project goals, nor the project solutions are clear.(Wysocki 2012)

Each PMLC associated with different risks, failures, and mitigation strategies as per the following:

1-      Linear Project Management Life Cycle Model

(Wysocki, 2012, p42) Figure 2-3 clarify the process of the project life cycle (First type of TPM), which assumes that all the project goals and solutions are clear.

 

Risks associated with this PMLC:

• There is no loop back to revisit the process group or improve the deliverables based on project actual status and learning from other processes.


• There is no room for the change order request from the client, because during the launch process group if any scope change request is issued it will most probably delay the project schedule.

 Risks Mitigation:

• The client should be aware that if any changes to the project original scope occurs, it would affect the schedule completion date. A management reserve task could be added to the project schedule as well. (Wysocki, 2012,p343).


• If the project manager feels that the project will involve a numerical scope changes, then another PMLC should be selected.

2-      Incremental Project Management Life Cycle Model

(Wysocki, 2012, p44) Figure 2-4 clarify the process of the project life cycle (second type of TPM), which assumes that all the project goals and solutions are clear. However, it allow for loop back to earlier process to manage change orders.

 

Risks associated with this PMLC:

• Although, this PMLC allow for room of scope change, but this room only available between increments, not within the single one.


• Because the project deliverable partially released to the client, changes are highly expected from the end user. (Wysocki, 2012, p357)


• More client involvement in this PMLC could affect the project progress if the client response timing is slow.

 Risks Mitigation:

• The increments should not be too short to avoid more changes, and should not be too long to affect the success in the market, and the project team Intact.


• Management reserve about changes and client role should be acknowledged by the client.

3-      Iterative Project Management Life Cycle Model

(Wysocki, 2012, p48) Figure 2-5 clarify the process of the project life cycle (first type of APM), which assumes that the project goals are clear, but the solutions are not. “The objective is to show the client an intermediate and perhaps incomplete solution and ask them for feedback on changes or additions they would like to see.” (Wysocki, 2012, p48) This step is repeated until the client is satisfied.

 

Risks associated with this PMLC:

• The client is deeply involved; the second iteration cannot start without the client feedback on the first one.


• “Likely to be Multiple Scope Change Requests” (Wysocki, 2012, p385)

 Risks Mitigation:

• Because the client will be involved on the changes among the iterations, the solutions needs to be kept aligned with the business need.

4-      Adaptive Project Management Life Cycle Model

(Wysocki, 2012, p49) Figure 2-6 clarify the process of the project life cycle (second type of APM). With the exception of the term “cycles” in place of “iterations,” this PMLC is identical to iterative PMLC. However, the level of uncertainty and complexity associated with this PMLC is higher than the iterative PMLC. (Wysocki, 2012, p399)

Risks associated with this PMLC:

In addition to the iterative PMLC risks,

• This model is mainly designed for software development projects. You many face difficulties of applying this model to other project types.


• “Cannot identify exactly what will be delivered at the end of the project” (Wysocki, 2012, p405)

 Risks Mitigation:

• Because the project deliverable are not clear, the project budget cost should be shared with the client in order to provide the required funds to the project.

5-      Extreme Project Management Life Cycle Model

(Wysocki, 2012, p52) Figure 2-7 clarify the process of the project life cycle. Because the project goals and the solutions are not clear, the scope of work could be changed after each phase. Therefore, this is the highest risk PMLC model.

Risks associated with this PMLC:

• No clear directions of the correct solutions.


• Business values are not guaranteed.

 Risks Mitigation:

• Client should be aware of the project risks before starting the project.

Conclusion:

Depend on the project available information; the suitable project management life cycle to be selected. TPM is used when the project goals and solutions are known; this is applicable in the construction projects where there is a perfect design with minimal changes. APM is used when the project goals are clear where the solutions are not clear, this PMLC is applicable in the construction projects during the design phase. xPM is used when there is lack of project goals and solutions, and this PMLC could be founded in the construction field during the feasibility study.

 

References:

WYSOCKI, R.K., 2012. Effective project management. 6th edn. Indianapolis, IN: Wiley.

 

Project Management Life Cycle (PMLC)

Project Management Life Cycle (PMLC)

There are three model types identified by (Wysocki 2012) which control the five Project Management Life Cycle. Only 20 percent of the projects falls under the Traditional Project Management (TPM) approach, where the Linear Project Management Life Cycle Model and Incremental Project Management Life Cycle Model applies. The other 80 percent of the projects falls under the Agile Project Management (APM) Approaches, where the Iterative Project Management Life Cycle Model and Adaptive Project Management Life Cycle Model applies. In addition to, Extreme Project Management Approach (xPM), where The Extreme Model applies.

---

 

Project Complexity and Uncertainty are the main factors to select the project management life cycle model. TPM approach is applicable when the project is not complicated, done before, and the project goals are clear. APM approach is applicable when the project goals are clear, but how to produce it is not clear, Many project managers believes that the majority of their projects falls under the APM approaches. xPM approach is applicable when neither the project goals, nor the project solutions are clear.(Wysocki 2012)

Each PMLC associated with different risks, failures, and mitigation strategies as per the following:

1-      Linear Project Management Life Cycle Model

(Wysocki, 2012, p42) Figure 2-3 clarify the process of the project life cycle (First type of TPM), which assumes that all the project goals and solutions are clear.

 

Risks associated with this PMLC:

• There is no loop back to revisit the process group or improve the deliverables based on project actual status and learning from other processes.


• There is no room for the change order request from the client, because during the launch process group if any scope change request is issued it will most probably delay the project schedule.

 Risks Mitigation:

• The client should be aware that if any changes to the project original scope occurs, it would affect the schedule completion date. A management reserve task could be added to the project schedule as well. (Wysocki, 2012,p343).


• If the project manager feels that the project will involve a numerical scope changes, then another PMLC should be selected.

2-      Incremental Project Management Life Cycle Model

(Wysocki, 2012, p44) Figure 2-4 clarify the process of the project life cycle (second type of TPM), which assumes that all the project goals and solutions are clear. However, it allow for loop back to earlier process to manage change orders.

 

Risks associated with this PMLC:

• Although, this PMLC allow for room of scope change, but this room only available between increments, not within the single one.


• Because the project deliverable partially released to the client, changes are highly expected from the end user. (Wysocki, 2012, p357)


• More client involvement in this PMLC could affect the project progress if the client response timing is slow.

 Risks Mitigation:

• The increments should not be too short to avoid more changes, and should not be too long to affect the success in the market, and the project team Intact.


• Management reserve about changes and client role should be acknowledged by the client.

3-      Iterative Project Management Life Cycle Model

(Wysocki, 2012, p48) Figure 2-5 clarify the process of the project life cycle (first type of APM), which assumes that the project goals are clear, but the solutions are not. “The objective is to show the client an intermediate and perhaps incomplete solution and ask them for feedback on changes or additions they would like to see.” (Wysocki, 2012, p48) This step is repeated until the client is satisfied.

 

Risks associated with this PMLC:

• The client is deeply involved; the second iteration cannot start without the client feedback on the first one.


• “Likely to be Multiple Scope Change Requests” (Wysocki, 2012, p385)

 Risks Mitigation:

• Because the client will be involved on the changes among the iterations, the solutions needs to be kept aligned with the business need.

4-      Adaptive Project Management Life Cycle Model

(Wysocki, 2012, p49) Figure 2-6 clarify the process of the project life cycle (second type of APM). With the exception of the term “cycles” in place of “iterations,” this PMLC is identical to iterative PMLC. However, the level of uncertainty and complexity associated with this PMLC is higher than the iterative PMLC. (Wysocki, 2012, p399)

Risks associated with this PMLC:

In addition to the iterative PMLC risks,

• This model is mainly designed for software development projects. You many face difficulties of applying this model to other project types.


• “Cannot identify exactly what will be delivered at the end of the project” (Wysocki, 2012, p405)

 Risks Mitigation:

• Because the project deliverable are not clear, the project budget cost should be shared with the client in order to provide the required funds to the project.

5-      Extreme Project Management Life Cycle Model

(Wysocki, 2012, p52) Figure 2-7 clarify the process of the project life cycle. Because the project goals and the solutions are not clear, the scope of work could be changed after each phase. Therefore, this is the highest risk PMLC model.

Risks associated with this PMLC:

• No clear directions of the correct solutions.


• Business values are not guaranteed.

 Risks Mitigation:

• Client should be aware of the project risks before starting the project.

Conclusion:

Depend on the project available information; the suitable project management life cycle to be selected. TPM is used when the project goals and solutions are known; this is applicable in the construction projects where there is a perfect design with minimal changes. APM is used when the project goals are clear where the solutions are not clear, this PMLC is applicable in the construction projects during the design phase. xPM is used when there is lack of project goals and solutions, and this PMLC could be founded in the construction field during the feasibility study.

 

References:

WYSOCKI, R.K., 2012. Effective project management. 6th edn. Indianapolis, IN: Wiley.

 

Project Management Life Cycle (PMLC)

Bed Rooms

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Bed Rooms

Understand how scheduling tools works-Draw network diagram yourself

All Planning Engineers, and most of project managers can create a Gantt Chart (Bar Chart) using different scheduling tools such as Primavera and Microsoft Project. However, only few of them really know how the scheduling software is calculating the network diagram in order to estimate the project duration, project floats, and critical path.

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In this topic we will discuss how any software is calculating the network diagram in order to estimate project duration, float, and the critical path. Using the following figure of network diagram we will see how is the calculation works.

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Each circle represent a task, each line between tasks represent the relationship. For example Task S  need to be finished before task A can start, and Tasks B and C should be finished before task F can start and so on.

First of all, you need to draw a rectangular for each task as per the following figure.

ES = Early start

EF= Early finish

ID = task ID

Slack= Total Float

E= Task duration

LS= Late start

LF= Late finish

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If we assumed the duration (E) for each activity as per the following:

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In order to calculate the values is each rectangular (task), you should first fill the duration (E), calculate Early Start (ES) and Early Finish (EF). This process is called Forward Calculation EF = (ES + D) – 1

After you Finish all the tasks, from the last one you need to go back and calculate the Late Finish (LF), Late Start (LS), and the Total Float (Slack). This process is called Backward Calculation LS = (LF – D) + 1

You should have a shape something like the following figure

The Green color represent the Forward Calculation EF = (ES + D) – 1, and the yellow color represent the Backward Calculation LS = (LF – D) + 1

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Try to solve this network diagram by yourself, this will help you to develop a common sense when you are dealing with scheduling software such as Primavera or Microsoft Project. when you finish you will be able to find the project total duration, which will be founded on task J Early Finish or Late Finish, and you will be able to define the critical Path.

Assuming that the project duration is 30, and the critical path is ACGHI, use both of them as a password 30ACGHI to open the following link and add your name to honor board

Add your name to the honor board from the following link: http://www.planningengineer.net/network-diagram-honor-board/

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Honor Board

Understand how scheduling tools works-Draw network diagram yourself

Task	Task Duration E
A	7
B	11
C	12
D	9
E	2
F	10
G	3
H	2
I	6
J	8

Methods to estimate task and activity duration

“The duration of a project is the elapsed time in business working days, not including weekends, holidays, or other non-work days. (Wysocki 2012)

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The duration task estimation is a challenge target to the project team. It does not has neither fixed rules nor clear assumptions to follow, it is related to task resources allocation, and could vary from person to another and from project to another. (Wysocki 2012)

(Wysocki 2012) identified six methods to estimate the project duration as per the following:

1-   Similarity to other activities

This method is applicable when we have two similar projects, one finished and another ongoing. In such case, we can use the finished project actual tasks duration along with lessons learned to estimate the new project duration. This method is rarely used in construction projects; it is very hard to find two typical projects on construction field.

2-   Historical data

This is a common method of estimating tasks duration on construction projects, we recall the actual productivity rates from completed projects to estimate a new project tasks duration. We use this method to estimate the traditional activities such as masonry works, plaster works, painting, flooring … etc.

3-   Expert advice

whenever we have a new task never executed before, or require a special arrangement, we usually refer to an expert to help us estimating the duration. In my current project, we have an auditorium hall where the walls and the celling are covered with wood panels in different angles shapes, the installation method statement of the wood and the hanging system was not clear to the planning team. Therefore, we called the wood subcontractor in the planning process to discuss with him the fabrication, hanging system, and wood installation method statement and the forecast productivity rates. In result, we accurately estimated the task duration.

4-   Delphi technique

This method is used when the expert advice is not available by asking a group of participation who are involved on the task about their opinion of task duration. Then tabulate the results and present to the group in a histogram labeled First Pass. We then identify the highest and lowest results and ask the group members who wrote these values to explain their opinion to all group members. Then we ask the group members to write their opinion again to present the Second Pass histogram. Again, we do the same as we did in the First Pass. Finally, we take the average results of the Third Pass as the group’s estimate.

5-   Three-point technique

“Task duration is a random variable. If it were possible to repeat the task several times under identical circumstances, duration times would vary.” (Wysocki 2012)

This is the best way of estimating a task duration when we use it with a historical data. We use this method as a planning team in the critical activities when we have a historical data from more than a project for the same activity.

I would define the duration types as per the following:

Optimistic (O): Best-case scenario.

Pessimistic (P): Worst-case scenario.

Most likely (M): Usual scenario.

The famous formula of estimating the task duration is (O + 4M + P) / 6 .

6-   Wide-band Delphi technique

This method is a combination of Delphi Technique and Three-Point Technique. Instead of asking the group members to write one number for the expected task duration, they need to guess three numbers (Optimistic, Pessimistic and Most likely). In addition, the histogram calculation takes the average as per Three-Point formula.

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Although, (Wysocki 2012) defined six methods of tasks estimation, but I have another case where it cannot fit to any of them. Resource driving tasks most probably not happened before to refer to Similarity to other activities. Are unique, therefore the Historical data is not useful. Have a certain way of calculating the duration; therefore, Expert advice, Delphi technique, Three-point technique and Wide-band Delphi technique are not applicable. This type of tasks depend purely on the productivity rate of the resources.

Example: In my current project, the only way to erect the mega roof steel and glass panels is by using the available tower cranes. To estimate the duration required to finish this task we rely on the tower crane productivity, nothing else.

Task duration = (Panels Quantity) / (Tower crane productivity per day * number of tower cranes)

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Reference:

WYSOCKI, R.K., 2012. Effective project management. 6th edn. Indianapolis, IN: Wiley.

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Methods to estimate task and activity duration

How to force your manager to listen to you?

Have you ever tried to tell your manager something, but s/he do not want to listen? we all busy, but sometimes you have to force your manager to listen to you. here is my tips How to Force your Manager to Listen to You.

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Step 1- use the hook:

Do not expect to have your manager full attention with too much information or a very detailed report. if you know that your manager is busy, and you try to let him /her read 10 pages report or you start talking for long, s/he will defiantly shut you down. Alternatively, try my hook theory, the hook theory plays on the human natural, human been are curious by natural. Just give your manager a half page report or short statement, something like: our project will be delayed 10 days, or a very brief report showing that the project cost is overrun and be ready for the next step.

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Step 2- Prepare your defense:

Most probably, you will have your manager attention, but now you have to be ready for his / her questions. Be careful, DO NOT SHOW TOO MUCH INFORMATION. Although, you partially draw your manager attention, but this is not yet enough to show him / her every thing you have. Just be ready with a 2-3 pages report, or talk for 10 to 15 minutes about your subject. try to focus directly on the problem you face and its effect on your project or your organization. Now, get ready for the real battle.

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Step 3- The real battle:

If you reached this stage, it means you have the full attention of your manager, you will know that you reached this stage from your manager, s/he may call for a meeting for involved parties, or simply will tell you, Ok i need to know all the details. by this stage you have the chance to explain all what you have and you will find who is listening.

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 Note: before you start Step 1, prepare yourself for step 2 and step 3. you may need to go to these steps immediately after the step 1. This method is working fine for me, and its conclusion, you need to get the manager attention before showing or raising a problem or a case in your work. Too much information will not draw the manager attention, curious will do.

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How to get your manager attention

Short statement or report 90%

Brief statement or report 70%

Detailed statement or report 50%

How to force your manager to listen to you?

Test Post from Planning Engineer

Test Post from Planning Engineer http://www.planningengineer.net

Projects in Life: Project Initiation - It is only a start, or is it?

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