I am presently ready to baseline a MS
Project Professional 2002 file dealing with "Heavy Civil
Construction". The duration for each task is fixed and
the units for each resource is 100%. There is no "lee-
way" with respect to resources (ie. work contour)
Basically the assigned resources will be working 100% of
the time to meet an aggressive schedule as outlined by
the Project Management Team, but production rates will
vary throughout the task duration. Finishing outside of
the specifed duration has many implications. Therefore,
I had previously ruled out a "work contour" approach.
As I approach "baseline" time the one issue that I know
is going to come to the fore front is the Schedule
Variance fields. SV and SPI for that matter are going to
portray miss leading values. I have the project set up
based on "physical % complete" that will be identified by
myself and the onsite Superintendent. As such I will be
releasing the "BCWP". Since the SV is just basically the
difference b/t the the planned value and earned value, I
will be showing a project that is way behind schedule
until approx. "20% Complete" due to the initial slow
nature of work. This has real world implications:
basically the intial work on the project is very slow but
productions peak around the half way mark and tails at
the end. This logic is no secret, but by viewing the
initial schedule variance fields the "untrained eye" at
the upper Project Management level may want to make rash
decisions on how to turn the project around when in fact
it is known that production will be very slow at the
start.
I guess my issue is that I want to release the "BCWS"
based on some sort of Bell curve or a more exact S-Curve
rather than the default that shows the summation of the
resources allocated to the task for that day. (Although I
dont want to change any durations or resources assigned)
This will allow me to portray a Schedule Variance field
that is real with respect to schedule. By this I mean I
want my schedule fields to reflect more of actual
productions rather than those inferred through the cost
of work that was to be completed that day. The way the
schedule field is now will require me to defend the
numbers until they become real (ie. approx 20%).
In closing, I hope the above is somewhat clear. The main
goal I have is to base my schedule fields on an
anticipated production curve reflective of physical %
complete not on a generic cost field
(BCWS). I hope someone can help!!
Thanks for your time
Project Professional 2002 file dealing with "Heavy Civil
Construction". The duration for each task is fixed and
the units for each resource is 100%. There is no "lee-
way" with respect to resources (ie. work contour)
Basically the assigned resources will be working 100% of
the time to meet an aggressive schedule as outlined by
the Project Management Team, but production rates will
vary throughout the task duration. Finishing outside of
the specifed duration has many implications. Therefore,
I had previously ruled out a "work contour" approach.
As I approach "baseline" time the one issue that I know
is going to come to the fore front is the Schedule
Variance fields. SV and SPI for that matter are going to
portray miss leading values. I have the project set up
based on "physical % complete" that will be identified by
myself and the onsite Superintendent. As such I will be
releasing the "BCWP". Since the SV is just basically the
difference b/t the the planned value and earned value, I
will be showing a project that is way behind schedule
until approx. "20% Complete" due to the initial slow
nature of work. This has real world implications:
basically the intial work on the project is very slow but
productions peak around the half way mark and tails at
the end. This logic is no secret, but by viewing the
initial schedule variance fields the "untrained eye" at
the upper Project Management level may want to make rash
decisions on how to turn the project around when in fact
it is known that production will be very slow at the
start.
I guess my issue is that I want to release the "BCWS"
based on some sort of Bell curve or a more exact S-Curve
rather than the default that shows the summation of the
resources allocated to the task for that day. (Although I
dont want to change any durations or resources assigned)
This will allow me to portray a Schedule Variance field
that is real with respect to schedule. By this I mean I
want my schedule fields to reflect more of actual
productions rather than those inferred through the cost
of work that was to be completed that day. The way the
schedule field is now will require me to defend the
numbers until they become real (ie. approx 20%).
In closing, I hope the above is somewhat clear. The main
goal I have is to base my schedule fields on an
anticipated production curve reflective of physical %
complete not on a generic cost field
(BCWS). I hope someone can help!!
Thanks for your time
