generally accepted scheduling principles gasp compiled

Introduction 1

Valid GASP 2

Effective GASP 3

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IMS Integration 6

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GENERALLY ACCEPTED SCHEDULING PRINCIPLES

Explains the meaning and use of GASP

A table showing the 5 main elements required to validate a schedule, its narrative and essential statement

A table showing the 3 main elements required to make a schedule effective

PASEG to GASP Shows the roadmap/matrix from the Planning and Scheduling Excellence Guide (PASEG) to the Generally Accepted Scheduling Principles (GASP)

Integrated Master

ScheduleDescribes how to use and manage an Integrated Master Schedule (IMS)

Integration of Management tools explained

IMS Architecture Explains the organizational structure of the Work Scope

Schedule Hierarchy Explains how to satisfy many project stakeholders the program should maintain several levels of hierarchy

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Top down vs. Bottom up Planning

Explains how top down and bottom up planning are used and what they mean

Schedule Modeling

TechniquesList schedule modeling techniques and things to promote and things to avoid when using them

Level of Effort (LOE) Explains the meaning of LOE and things to avoid and things to promote when using it

Apportioned Effort (AE) Explains the meaning of apportioned effort and shows and example

Schedule Margin Explains the meanning of schedule margin to mitigate risk of not meeting contractual milestones and 2 methods to use it

Resource Loaded

SchedulesExplains the integration of Cost/Schedule to ensure they are link and traceable

Non-resource Loaded

ScheduleExplains how non-resource loaded schedule still can facilitate resource analysis and drive resource needs and mitigations

Subproject/External Schedule

Integration

Explains how customer and subcontractors schedules should be integrated with the main schedule

Interface Handoff

MilestonesExplains the benefits of having interface handoff milestones

Schedule Visibility Tasks Explains the meaning and alternative methods

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Task Coding 21

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Lag use 1 26

Lag use 2 27

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Horizontal Traceability Explains its meaing and its importance

Vertical Traceability Explains its meaing and its importance

Essential process to ensure horizontal and vertical traceability explained

Baseline Change

ManagementExplains the importance of having a structured approach to changes in the baseline of the project

Rolling Wave Planning Rolling wave planning procedure explained

Schedule Performance

ReportingGraphic depicting schedule performance reporting

Schedule Penetration Graphic depicting the need for increase schedule penetration according to the associated risk

Advises on lag use and alternatives

Advises on lag use and alternatives

Desirable Programmatic Checklist for desirable programmatic conditions and the accompanying behaviors

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IMS Analysis 30

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Undesirable Programmatic Checklist for undesirable programmatic conditions and the accompanying behaviors

IMS metrics and their management value checklist

Acceleration Techniques Acceleration techniques checklist

Schedule Health

ChecklistSchedule health checklist

Schedule Health Sample Schedule health Sample

Schedule Margin

AssessmentHow to do it through the Project Life Cycle

Risk & Opportunity Processes

Checklist of Risk and Opportunities at different project stages

Critical Path Length Index Critical Path Length Index explanation

Critical Path Length Index

SampleCritical Path Length Index Sample

Baseline Execution Index BEI explanation

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Current Execution Index CEI explanation

Schedule Rate Chart SRC explanation, things to promote and things to avoid

Duration Based vs. Scope Based % complete

Duration based vs. Scope based Percentage Complete

Business Rhythm 1 Business Rhythm for the analysis, status and maintenace of the IMS

Business Rhythm 2 Calendar of Business Rhythm

Business Rhythm 3 Weekly Calendar

Schedule Review

ChecklistSchedule Review Checklist

Vertical Horizontal Integration

Sample vertical horizontal integration

Earned Value Analysis (EVA) EVA Chart

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Roles & Responsibilities

of Program Personnel

Describes the roles and responsibilities of Program Personnel

Task Naming Convention Recommendation on Task Naming Convention

Planner/Scheduler Skills

& TrainingRecommends the skills needed by a Planner/scheduler

Scheduling in the Production Environment

Scheduling in the Production Environment Explained

TO GO TO THIS SPREADSHEET

Introduction!A1

Valid GASP'!A1

Effective GASP'!A1

PASEG TO GASP!A1

IMS!A1

IMS Graphic'!A1

IMS Architecture'!A1

Schedule Hierarchy'!A1

Top down vs Bottom up'!A1

Schedule Modeling Techniques'!A1

Level of Effort'!A1

Apportioned Effort'!A1

Schedule Margin'!A1

Resource Loaded Schedules'!A1

Non-resource loaded Schedule'!A1

Subproject-External Sch. Integr'!Print_Area

Interface Handoff Milestones'!A1

Schedule Visibility Tasks'!A1

Horizontal Traceability'!A1

Vertical Traceability'!A1

Task Coding'!A1

Baseline Change Mgmt'!A1

Rolling Wave Planning'!A1

Schedule Performance Reporting'!A1

Schedule Penetration'!A1

Lag Use 1'!A1

Lag Use 2'!A1

Desirable Programatic'!A1

Undesirable Programmatic'!A1

IMS Analysis'!A1

Acceleration Techniques'!A1

Schedule Health Checklist'!A1

Schedule Health Sample'!A1

Schedule Margin Assessment'!A1

Risk & Opportunity'!A1

Critical Path Length Index'!A1

CPLI Sample'!A1

Baseline Execution Index'!A1

Current Execution Index'!A1

Schedule Rate Chart'!A1

Dur based vs Scope based % comp'!A1

Business Rhythm 1'!A1



Schedule Review Checklist'!A1

Vertical Horizontal Integration'!A1

EVAl'!A1

Roles & Responsibilities of PP'!A1

Task Naming Convention'!A1

Planner Scheduler Skills & T'!A1

Scheduling in Production '!A1

TO GO TO THIS SPREADSHEET

TO GET BACK TO MAIN MENU:

Info!A1


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C16

Options are: Most flexible Moderately flexible Least flexible

C17


C18


B19

Note A for assumptions, C for constraints

C20

This is a field you can use to identify risks by categories such as technological, personnel, etc.

B8

Options are: Green: On schedule/on budget Yellow: Somewhat behind schedule/somewhat over budget Red: Behind schedule/over budget

A28

In Row 7 there are 10 deliverables listed. This section allows you to explain each deliverable.


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C6

Probability: 4: Highly likely/probable (76%-100%) 3: Likely (51%-75%) 2: Somewhat likely (26%-50%) 1: Unlikely/improbable (0%-25%)

D6

Impact: 4: Critical: Threatens the viability of the business or represents failure of the project 3: Severe: Threatens the achievement of business vision or severely reduces project benefits 2: Moderate: May delay achievement of the vision or reduce project benefits 1: Minimal/minor: No impact on business vision but may increase project costs and timescales

E6

Detectability: 4: Determined after impact has been realized 3: Realized upon trigger event 2: Immediately prior to trigger event; can be mitigated prior to trigger if monitored 1: Determined well in advance of occurrence or trigger event

G6

This is a field you can use to identify risks by categories such as technological, personnel, etc.

I6

Options are: Avoidance Transference Mitigation Acceptance Include a description of what actions are taken to implement the response.

L6

Options are: Open Closed


Info!A1

Issues Log

F6

Options are: 5: High 4: Medium-high 3: Medium 2: Low-medium 1: Low


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Action Items

D6


Action ItemsTO GET BACK TO MAIN MENU:

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Work Breakdown Structure

A6

igm:

D6



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Roster


Info!A1

Roles and Responsibilities


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Resource Commitment Matrix


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Assumptions and Constraints

D6

Options are: A: assumption C: constraint

E6



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Decision Log

D6

Who made the decision?

E6



Info!A1

Communication Plan

E6

Examples: E-mail Meeting

B7

Examples: Executive status report Team status report


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Stakeholder Analysis

D6


E6


Stakeholder AnalysisTO GET BACK TO MAIN MENU:

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Expectations


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Change Control Log

C6


D6

Who identified the change needed?

F6

Date signed by contract owner rep

G6

Who will decide what action is taken on the change?

H6

Options are: In review Rejected Deferred Approved

J6

Options are: No Rev. #


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Deliverable Acceptance Log

E6

Options are: In review Rejected Accepted


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PERT Analysis

PERT AnalysisTO GET BACK TO MAIN MENU:

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Delphi Exercise


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Timesheet Totals


The more risk, more penetration needed

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Timesheet


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Initial Project Size Estimate


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Resource Loading


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Project Quality Metrics

Project Quality MetricsTO GET BACK TO MAIN MENU:

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G2

Type in a customer number to automatically import the customer address from the "contacts" sheet. We distinguish 3 cases: 1. Customer number not found Address stays empty and you can always edit it manually. 2. One customer number found the address in this entry will be imported to "Billed To" area 3. More than one customer number found A dialog box will allow you to choose an address.

H2

Click the button below to obtain a unique invoice number from the database. If you click the button more than once without submitting the invoice to the database, the same invoice number will remain unique, therefore no invoice number is issued. This number equal to the maximum invoice number from the database + 1. You can manually enter a unique number. This field is mandatory

J2

Enter a date for this invoice, This field is mandatory. Today's date is the default value when the "New" button is clicked


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generally accepted scheduling principles gasp compiled

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