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I. Presentation Objectives
A. Provide data that you can use to help justify the investment in project scheduling
How?
B. Present the results of an Independent Project Analysis, Inc. research study
1. Demonstrates a measurable link between scheduling practices and project
outcome success
2. Based on data from actual projects
METHODOLOGY
Schedule
Histories
Contingencies Management
Strategies
IPA
Databases
Cost Performances
Histories
Project Technical
Definition Characteri
Benchmarking i
Project Project
Evaluations System
Monitoring
Parametric
Statistical
Techniques
Performance Outputs
X. Approach
A. Developed sample database
1. Project scheduling practices
2. Outcome performance metrics
3. Other project practices and characteristics
B. Applied statistical tests
C. Controlled for other project characteristics
D. Interpreted the results and formed conclusions
ANALYSIS
+1 Std.
0.7
pr < 0.02 Mean
(Actual / Industry Benchmark)
0.8 -1 Std.
0.9
Cost Index
1.0
1.1
1.2
1.3
Integrated Schedule Not Integrated
0%
-1 Std.
20%
40%
60%
80%
100%
Integrated Schedule Not Integrated
-30%
pr < 0.00 +1 Std.
-20%
Mean
(Actual / Estiamted Cost)
Percent Cost Growth
-10%
0% -1 Std.
10%
20%
30%
40%
Applied CPM Did not Apply CPM
XVIII. Use of CPM Also Correlated with Less Schedule Slip
20%
10%
0%
Applied CPM Did Not Apply CPM
0.7
pr < 0.03 +1 Std.
(Actual / Industry Benchmark)
0.8
Mean
0.9
-1 Std.
Cost Index
1.0
1.1
1.2
1.3
Applied CPM Did Not Apply CPM
XX. Resource-Loaded
A. Critical project resources loaded into the schedule using appropriate units of
measure
B. Only 24% were resource-loaded
C. Mix of resource categories for projects with resource-loading
D. Construction labor 73%
E. Engineering labor 58%
F. Construction Equip. 24%
0.7
+1 Std.
pr < 0.01 Mean
(Actual / Industry Benchmark)
0.8
-1 Std.
0.9
Cost Index
1.0
1.1
1.2
1.3
Resource-Loaded Not Resource-Loaded
30%
(Actual / Planned Duration)
Percent Schedule Slip
20%
10%
0%
Resource-Loaded Not Resource-Loaded
-30%
pr < 0.00 +1 Std.
-20% Mean
-1 Std.
Percent Cost Growth
(Actual / Estimated Cost)
-10%
0%
10%
20%
30%
40%
50%
Reviewed by Core Team Not Reviewed by Core Team
Definitive 13%
Preliminary 29%
Factored 55%
No Schedule 3%
pr < 0.00
Resource-Loaded
CPM Schedule
Milestone
0.6 -1 Std.
0.8
1.0
1.2
1.4
1.6
Definitive Preliminary Factored
Resource-Loaded
CPM Schedule
Milestone
-20%
Percent Cost Growth
(Actual / Estimated Cost)
-10%
0%
10%
20%
30%
40%
Definitive Preliminary Factored
XXXI. Conclusions
A. Sound scheduling practices drive better project outcomes
B. Significant benefits of good scheduling practices
1. 7% better cost
2. 12% better schedule
3. 6% less cost growth
4. 23% less schedule slip
XXXIII. Recommendations
A. Use the results of this study to help justify the investment in sound scheduling
practices
B. Benchmark schedule development
1. Design an applicable metric for schedule definition
2. Systematically measure schedule definition at authorization for all projects
3. Measure trends and strive to improve
Contact Information
Andrew F. Griffith
Independent Project Analysis, Inc.
44426 Atwater Drive, Suite 100
Ashburn, Virginia 20147
Phone: 703-729-8300
E-Mail: agriffith@ipaglobal.com