borchardt.poole.majerowicz

National Aeronautics and Space Administration

NASA Scheduling:The Path Forward

NASA PM Challenge 2011Long Beach CaliforniaFebruary 9-10, 2011

Heidemarie Borchardt, PMP NASA Independent Program Assessment Office

Ken Poole, NASA Marshall Space Flight CenterWalt Majerowicz, MBA, PMP ASRC Aerospace Corporation

Used with permission


Purpose of Today’s Presentation

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The purpose to today’s session is to initiate a dialogue among NASA project planning & scheduling practitioners and stakeholders on the challenges and opportunities in the scheduling discipline at NASA.


Managing Complex Projects

“NASA program and project managers face a variety of challenges associated with risks introduced by fiscal constraints, schedule demands, and changing priorities. To meet these challenges, NASA program and project managers must adhere to the fundamentals of program and project management, fully implement acquisition strategies that share risks and rewards with contractors, and effectively use earned value management systems to help Agency managers identify and mitigate risks.”

“Key Issues and Challenges Facing NASA”Statement of The Honorable Paul K. MartinInspector General, National Aeronautics and Space AdministrationFebruary 3, 2010

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Agenda

• NASA Planning & Scheduling Community of Practice

• Scheduling Resources

• Hot Topics in NASA Project Scheduling

• Continuous Improvement in NASA Scheduling

• Moving Forward

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NASA Planning & Scheduling Community of Practice

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Live Demo !



• Instructions for joining the P&S CoP are at:– http://pmknowledge.gsfc.nasa.gov/docs/PSCoP_Instructions.pdf

• For P&S CoP technical assistance contact:– Jennifer Poston– [email protected]– (301) 286-7492

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http://pmknowledge.gsfc.nasa.gov/docs/PSCoP_Instructions.pdf

mailto:[email protected]


Scheduling Resources

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NASA Schedule Management Handbook

Chapters1. Introduction2. Schedule Management Overview3. Schedule Management Tool

Considerations4. Pre-schedule Development5. Integrated Master Schedule

Development6. Status Updates & Schedule

Maintenance7. Schedule Assessments and

Analysis8. Schedule Control9. Schedule Reporting10.Schedule Data Archival & Lessons

Learned

Download the NASA Schedule Management Handbook at: http://evm.nasa.gov/handbooks.html

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NASA Schedule Test And Assessment Tool (STAT)

2.1 Y 1.35 R

22 0%16 2%

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(Note: These counts exclude summary tasks)

Count % of Total Count % of Total3057 3021 36501 16% 387 13% 114 4%

2556 84% 2634 87% -78 -4%

Logic (Note: These counts exclude summary and started/completed tasks)

170 7% Y 290 11% R 120 -4%393 15% R 425 16% R 32 -1%235 9% G 403 15% R 168 -6%

5 0% G 8 0% G 3 0%105 4% Y 235 9% R 130 -5%40 2% Y 52 2% Y 12 0%0 0% G 3 0% Y 3 0%

17 1% 25 1%33 1% 38 1%1 0% 0 0%Y YN N

2783 91% 2569 85%Partially N

724 28% 1533 58% -809 -30%793 31% 910 35% -117 -4%

4/5/20067/27/2009

684N

10/31/2006

4/5/20067/5/2009

Change (C-P)

Overall Project Health Status Indicator

Schedule Status

668N

8/30/2006

Previous Change (C-P)Current

Tasks and Milestones with 10 days or less Total FloatTasks with Total Float > 25% of remaining duration

Recurring Tasks

Summaries with Logic Ties (see note below)Tasks and Milestones Needing Updates

Project Name: Project XYZ IMS 1.19a.mpp

Resource Loaded (Y/N)

Tasks and Milestones with Estimated DurationSchedule traceable to WBS (Y/N)Realistic Critical Path(s) (Y/N)Schedule Baselined Tasks

Additional Schedule InformationTasks with No Finish Ties

Actuals after Status DateTasks marked as Milestones (Note: having a duration of > 0)

Tasks and Milestones Without PredecessorsTasks and Milestones Without SuccessorsConstraints (Note: other than ASAP including deadlines)

Status Date

DescriptionTotal Tasks and Milestones

Task and Milestone Count

CS40 Schedule Health Check

Description

Note: The summaries with logic ties number is calculated as a percentage of tasks and milestones.

Current Start (Note: earliest activity Early Start Date)

Current Finish (Note: latest activity Early Finish Date)

Approximate Remaining Work DaysIs this schedule externally linked to other schedules?

Completed Tasks and MilestonesTo Go Tasks and Milestones

Is the Status Date Current?

Missing Interdependencies & Number of Constraints

Additional Key Indicators

Incorrect Status

Check for Improvements

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NASA Schedule Test And Assessment Tool (STAT)

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National Aeronautics and Space Administration 12

Continuous Improvement in NASA Scheduling


Schedule Training from the NASA Academy ofProgram, Project and Engineering Leadership

(APPEL)• Understanding Project Scheduling (1 day)

• Beyond Scheduling Basics: Analysis, Control & Margin Planning (1 day)

• Advanced Earned Value Management Topics: Recognizing EVM and Scheduling Gaming, Abuse and Data Manipulation (1 day)

• Assessing Project Performance (2 days)

• Training schedule http://pmknowledge.gsfc.nasa.gov/scheduletrain.htm

• Additional schedule tool and process training is also available at most NASA centers – check with your HR training representative or Satern

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http://pmknowledge.gsfc.nasa.gov/scheduletrain.htm


Hot Topics in NASA Project Scheduling

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Hot Topics in NASA Project Scheduling

• Integrated Master Schedule – Are we really integrated?• Critical Path – It’s not just a methodology!• Schedule Margin – Do you have it when you when you need

it?• Activity Constraints – They are not logical!• Schedule Risk Analysis – This is risky business!• Resource Loading – Show me the money!

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Integrated Master Schedule (IMS)

• The IMS is “an integrated schedule developed by logically networking all detailed project activities.” NASA Schedule Management Handbook, 2010.

• IMS is built from the project Work Breakdown Structure, and captures the scope and known project risks. Time phased plan allowing for capturing Earned Value Management data.

• Schedule hierarchy: the Master Schedule supported by intermediate level schedules and by detail-level schedules. If the IMS is correctly coded, master schedule, system-level, and subsystem-level schedules can be generated from one database.

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Schedule HierarchyIntegrated Master Schedule (IMS)

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NASA Schedule Management HandbookNASA/SP-2010-3403, January 2010

• Code the schedule so that the Master Schedule can easily be extracted from the IMS

• IMS Critical Path

122

Master Schedule

Intermediate Schedule

Detailed Schedules(Work Package Planning) Network Logic Included

I

INTEGRATED MASTER SCHEDULE (IMS)

Vert

ical In

tegra

tion

Horizontal Integration


Critical Path

• Critical Path: “the sequence of schedule activities that determines the duration of the project. It is the longest path through the project.” PMBOK Guide 4th Edition

• There is a difference between the critical path and critical activities.

• To analyze the critical path, the schedule must have one start and one finish activity. All other activities, except potential receivables and deliverables from external sources, must have a predecessor or successor. Additionally, the schedule should have minimal constraints.

• Filter for the lowest slack value in the schedule and organize the data by date. This will help determine the critical path.

• It is important to monitor the top critical paths as paths can change as the schedule is updated.

• Manage the critical path.

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Critical Path Example

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Schedule Margin

• Project Schedule Margin should be inserted into the IMS at strategic locations so that it satisfies its intended purpose as an overall risk buffer for project completion. To ensure this, it is recommended that the largest margin task be inserted at the end of the IMS logic flow, just prior to hardware delivery or project completion. Other suggested locations might include prior to PDR, CDR, I&T Complete, ORR, etc.

• Schedule Margin is not the same as schedule Slack. Total Slack is the available time already included in the project duration based on the existing task interdependencies. Schedule Margin is a separately planned quantity of time over and above the planned project duration inserted into the IMS to reduce the impact of missing overall schedule objectives.

• Schedule Margin is owned by the Project Manager and must be visible and controlled.

• No known scope is associated with the Schedule Margin task, so no budget can be assigned. Therefore, an adequate amount of Management Reserve dollars must be held by the project to cover the cost of Schedule Margin.

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Schedule Margin

• The preferred technique for including schedule margin in the IMS is to insert additional tasks that are specifically identified as “Schedule Margin.” These tasks should have durations assigned that provide the additional quantity of time deemed necessary to absorb the impacts of Project Schedule Margin should be inserted into the IMS at strategic locations so that it satisfies its intended purpose as overall risk buffer for project completion. To ensure this, it is recommended that the largest margin task be inserted at the end of the IMS logic flow, just prior to hardware delivery or project completion. Other suggested locations might include prior to PDR, CDR, I&T Complete, ORR, etc. (NASA, 2010, p. 45)

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Activity Constraints

• An activity constraint “is a fixed date assigned to a task to control when it starts or finishes”. NASA Schedule Management Handbook, 2010– “SNET” can be used for receivables

• Constraints, other than ASAP, will override schedule logic so they should not be used unless absolutely necessary.

• Consider using resource calendars for facilities.• Constraints will impact slack calculations and limit the

determination of the critical path.

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Schedule with FNLT Constraint

ID Task Name Duration Start Finish Deadline ConstraintType

PredecessorsFree Slack Total Slack

1 Sum Bar 21 days Aug 26 '10 Sep 23 '10 NA As SoonAs

Possible

0 days -2 days

2 task1 3 days Aug 26 '10 Aug 30 '10 NA As Soon AsPossible

0 days -2 days

3 task2 5 days Aug 31 '10 Sep 6 '10 NA As Soon AsPossible

2 0 days 8 days

4 task3 2 days Sep 7 '10 Sep 8 '10 NA As Soon AsPossible

3 0 days 8 days


4 8 days 8 days

6 task5 15 days Aug 27 '10 Sep 16 '10 NA Finish NoLater Than

2 0 days -2 days


6 0 days 0 days

8 milestone1 0 days Sep 23 '10 Sep 23 '10 NA As Soon AsPossible

5,7 0 days 0 days 9/23

W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F SAug 22, '10 Aug 29, '10 Sep 5, '10 Sep 12, '10 Sep 19, '10 Sep 26, '10

With the MS Project setting “Tasks will always honor their constraints” applied. A “Finish No Later Than” date of 9/16 has been incorporated for Task 5. Note both forward and backward pass was affected for the task, and the relationship between Task 1 and Task 5 was Ignored. This is the definition of a hard constraint. Because of the change in logic, the new forecasted early finish of the project has been advanced to 9/23, but it is artificial. (Note: a “Must Finish On” would have the same impact).

The longest path above has been manipulated and reflects misleading schedule data.

Logic ignored due to FNLT constraint


Logic vs. Constraints

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By adding the task, “CDR Preparation” as a successor to all of the subsystem CDRs,the use of a constraint has been avoided and logic reflects work being done on the project.


Resource Loading

• Assigning resources to a task is called resource loading. Resources are people (workforce), facilities (equipment), and materials (consumables).

• Develop a resource pool. Identify all the resources that are required for the project.

• Determine how many resources are required for a specific task and then assign them to the schedule tasks.

• Activity durations are affected by resource skill levels.• Focus on high-risk items and critical path tasks first.

Managing resources is key to completing the project as scheduled.

• Program Analyst and Scheduler need to work together to ensure that there is consistency in resource planning and management.

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Schedule Risk Analysis

• Review schedule and assign duration uncertainty values as appropriate.

• Monitor schedule risks.• Map risk id to schedule task that is affected by the risk.• Run simulations• Determine if mitigation is required (mitigation tasks,

additional resources, use of margin)• Risk manager and scheduler work together to closely

monitor risks and schedule impacts.

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Risk Analysis Process

Risk Sensitivity, Cost

Risk Sensitivity, Schedule

Primary RisksPlanned Launch 9/14/2012Risk Case Name Mean Difference

All Risks 7/8/2013 297Risk 2 and 7 I&T Failure - Late ISIM 12/31/2012 189

Risk 2 I&T Failure 4/3/2013 96Risk 7 Late ISIM 5/2/2013 67Risk 5 Cryo Cooler 7/2/2013 6Risk 1 Fail to meet reqt's 7/7/2013 1Risk 3 Insufficient Mass Margins 7/7/2013 1Risk 8 Mirror Damage 7/7/2013 1Risk 4 TRL for machining mirrors 7/8/2013 0Risk 6 SS Deployment 7/8/2013 0

Mit

igate

Accep

t

Map Risks to Schedule

Determine Uncertainty

Values

Schedule Health Check

Create Cost & Schedule Risk

Simulation Models

Analysis

1

1

3

4

1

1L

ikel

ihoo

d

Consequence1 2 3 4 5

5

4

3

2

1

Results• Likelihood of completion

date• Driver risks• Findings• Mitigation

recommendations

Model Project Network*

WBS

Task 100

Task 101

Task 102

Task 103

Task 104

Task 105

Task 106

Days, Facilities, Parts, People*Days, Facilities, Parts, People*

Probability Density

Function



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NASA Scheduling Requirements: do we need them?

Possibilities ?:• Documented project schedule management plans• Total project scope must be included within the IMS – (all

WBS elements)• Documented schedule baseline and formal control process• Resource Integration - (resource loading or other approved

integration technique)• Standard schedule formats• Complete identification of task/milestone sequence - (open-

ends (danglers) allowed only with approved and documented rationale)

• Document rationale for use of constraints, lags, leads, etc.

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GAO Scheduling Best Practices: what do they mean for NASA?

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• Best Practice 1: Capturing all activities• Best Practice 2: Sequencing all activities• Best Practice 3: Assigning resources to all activities• Best Practice 4: Establishing the duration of all activities• Best Practice 5: Schedule is traceable horizontally and

vertically• Best Practice 6: Establishing the critical path • Best Practice 7: Reasonable total float • Best Practice 8: Conducting a schedule risk analysis• Best Practice 9: Updating the schedule • Best Practice 10: Creating a Baseline Schedule



Are standard logic templates a possibility in IMS development for various project efforts that are typical?

For Example:• Standard logic templates for Individual system and

subsystem developments (ie; structures, Guidance & Control, software, propulsion, etc.)

• Each template would contain the basic typical tasks and logic relationships as a starting point, then modify to project specifics

• Combine completed templates to form project IMS

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Would standard Agency scheduling tools and processes help or hinder NASA project management?

Considerations: • Multiple scheduling tools and processes are the norm across NASA centers, programs & projects, and the contractor community

• How much efficiency and accuracy is lost by conversions from one tool to another when integrating all schedules from responsible program/project partners?

• How much additional cost is involved in allowing multiple tools across a program/project?

• How much additional training is required due to the use of multiple scheduling tools?

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NASA Schedule Management Working Group: do we need one?

Considerations:

• Are we adequately communicating and sharing scheduling knowledge and information across the Agency?

• Could it be used to enhance consistency in schedule products and practices across the Agency?

• Could it serve as the owner of all formal schedule guidance documentation (e.g.; NASA Schedule Management Handbook, schedule requirements, and pocket guide for scheduling)

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Moving Forward

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Get Involved !

• Fill out the “NASA Scheduling Survey Card” on your chairs and return them to the Session Coordinator

• Join the NASA P&S Community of Practice• Any questions?

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Thank you !

Heidemarie Borchardt, PMPLead Scheduler

NASA Independent Program Assessment [email protected]

(757) 864-9753

Ken PooleSenior Project Controls Specialist

NASA Marshall Space Flight [email protected]

(256) 544-2419

Walt Majerowicz, MBA, PMPManagement Consultant

ASRC Aerospace [email protected]

[email protected] 301-286-5622

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borchardt.poole.majerowicz

Technology

nasa schedule test

schedule control

schedule traceable

schedule demands

schedule training

schedule assessments

schedule reporting

schedule management