Calculating Demand with the New Resource Engagements Feature

Looks like when I wrote that post on how to incorporate Resource Engagements into the portfolio analysis module of Project Online / Project Server 2016, I left out one critical step.

For resource engagements to show up in the calculated portfolio demand, you’ll need to open the Project Information dialog box within Microsoft Project Professional and toggle the calculation settings – then republish the project.



Note that the option only appears after the project has been saved to Project Server.

Calculating Demand with the New Resource Engagements Feature

Conference Catch Up: Critical Path Drag

Catching up on some of the discussions from the last conference I attended, the Critical Path Management conference.  Had a good hallway conversation about the concept of Critical Path Drag.

Not familiar with the concept of drag?  If you’re at all interested in the world of scheduling, it’s well worth the time to check out this article in Wikipedia.

Read the article and curious how to calculate this in Microsoft Project desktop?  Here’s a helpful macro courtesy of Tom Boyle.

Conference Catch Up: Critical Path Drag

Setting Default Desktop Scheduling Options

One of the takeaways from the recent Construction CPM Scheduling Conference in New Orleans last week (other than a couple of hurricanes on Bourbon street) was an acknowledgement that while Microsoft Project does indeed enable best practice scheduling, by default many of the required features are turned off.  This causes some frustration on behalf of the scheduler who must hunt deep into the Options panel to identify and select the appropriate options for each new project.

To assist in this endeavor, I wrote this little macro.  It basically goes through the options and sets them to optimize the scheduling interface for detailed construction scheduling (and therefore may have to be tweaked to support project scheduling in other domains).  In the past, I’ve triggered this macro whenever I run any other scripts on the schedule, i.e. I’ve written scripts to facilitate the update process….which call this routine up before going into collecting the update data.

Did I forget a key setting?  Let me know and I’ll update it accordingly.

Sub ApplyDefaultSettings()

    Dim Continue As String
    Continue = MsgBox("This macro will now apply the standard PMO settings to the project schedule.", vbOKCancel, "Confirm")
    If Continue = vbOK Then
        '1 - Project Settings
        With Application.ActiveProject
            .AutoTrack = True 'Sets the task status updates resource status setting
            .MoveCompleted = True 'Move completed work prior to the status date.
            .MoveRemaining = True 'Move incomplete work after the status date
            .SpreadPercentCompleteToStatusDate = True 'spread %Complete to the status date
            .NewTasksCreatedAsManual = False 'Turn off manual tasks
            .DisplayProjectSummaryTask = True 'Display project summary task
            .AutoLinkTasks = False 'Do not automatically link tasks when added to the schedule
            .MultipleCriticalPaths = True 'Calculate multiple critical paths
        End With
        '2 - Display Settings
        Application.NewTasksStartOn (pjProjectDate) 'Sets new tasks to default to the Project Start Date
        Application.DisplayEntryBar = True 'Displays the Entry Bar
        Application.Use3DLook = False 'Turns off 3D which used to cause printing issues
        '3 - Gantt Chart Settings
        GridlinesEditEx Item:=12, NormalType:=3 'Set the Status Date line
        GridlinesEditEx Item:=12, NormalColor:=192
        GridlinesEditEx Item:=4, NormalType:=0 'Turn off the Current Date line
        GridlinesEditEx Item:=0, Interval:=3 'Set dotted lines on every third Gantt row
        GridlinesEditEx Item:=0, IntervalType:=3
        GridlinesEditEx Item:=0, IntervalColor:=8355711
        GridlinesEditEx Item:=13, NormalType:=3 'Set dotted lines on every vertical top tier column
        GridlinesEditEx Item:=13, NormalColor:=8355711
    End If

End Sub


Setting Default Desktop Scheduling Options

Implementing EPM in Different Levels of Scheduling Maturity

Reading James O’Brien and Frederic Plotnick’s definitive book on construction scheduling, and I came across this passage that was rather thought provoking (well, it is for me, but I’m a bit of a scheduling nerd):

“….the primary and secondary purpose of the [schedule] must be to promote the project.  A tertiary purpose to support cost control, facilities management, or home office concerns should be acceptable as long as such do not detract from the primary purpose.

“Enterprise Scheduling software and implementation must be carefully managed to prevent increasing the burden of such on individual projects.”

First off, I’ll emphasize that Enterprise Project Management (EPM) is a rather broad term encompassing many of the capabilities required to deliver projects effectively: portfolio optimization, business case development, business architecture, etc.  In this case, we are focusing on a subset of these capabilities, specifically the field of enterprise scheduling.

Now, when it comes to enterprise scheduling, it seems to me that we are typically confronted with two different kinds of organizations in a “normal” engagement:

  1. Organizations with low scheduling maturity that are both trying to enhance maturity and enhance visibility into their project schedules.
  2. Organizations with high scheduling maturity that are only trying to enhance visibility into their project schedules, i.e. the “dashboard” scenario.

I would say that outside of simple question of visibility, most of the organizations I’ve worked with that fall into the latter category are also dealing with issues related to the ongoing “Great Shift Change,” where many of the schedulers who have highly mature (albeit unconsciously competent) processes are retiring, and enterprise scheduling is seen as a way of capturing their knowledge in the form of process and templates so that it may be passed on to the next generation of schedulers.

This also speaks to the role of the dashboard in an EPM engagement.  Specifically, as I always point out, there are two sets of controls being implemented here:

  1. Visibility into the actual dates of the deliverables within the schedule.  When will we hit key milestones?  When will the pipeline be ready to transport gas?  When will various crews be required to roll in and complete their work?  What are the risks that critical activities will get pushed into deer season and thus have to be delayed to ensure none of our personnel get shot accidentally?
  2. Visibility into the quality of the schedule.  How well are our schedulers following the basic precepts of solid CPM scheduling?  Do all tasks have predecessors and successors?  Are resource assignments correctly set?  Are constraints used correctly?

As annoying as they may be, the latter set of criteria are what’s important in driving up scheduling maturity.  They provide the reinforcement metrics required to take a group of engineers with limited scheduling experience and drive them up the maturity curve – which is most often what is called for when an organization decides to embark on an EPM journey.

The risk though, and I’ve seen this again and again, is that the organization gets lost in the wilderness of dashboard visibility into key milestones without spending the time and effort to build scheduling maturity.  That’s probably the main place where EPM engagements go off the rails.  In this case, the “schedulers” become obsessed with reporting the desired data – at the cost of developing valid schedule models.  (Your Schedule is Totally Mental)

So how do we avoid the dead end low-value result of having a bunch of simple reporting schedules?  Through education of the actual folks doing the scheduling.  Through emphasis of the right metrics.  Through the use of the correct information in driving the day to day decisions required to manage complex programs and portfolios of projects.  Most importantly, perhaps, through not skimping on the level of effort required to train and support these schedulers (and their bosses) as they make a mental leap from project managers who do some scheduling to actual bona fide schedulers.

Implementing EPM in Different Levels of Scheduling Maturity

If It’s Mardi Gras Time, Let’s Talk Construction Scheduling and Project Controls

That’s right, excited to be heading out to New Orleans for the Construction CPM Conference…..where I will attempt to strike an appropriate balance between “Three Full Days of Study and Training in the Critical Path Method of Planning & Scheduling Analysis” and enjoying the run up to the annual festivities (in a restrained and tasteful fashion, as always).

Come look for me in the vicinity of either the Microsoft booth or the bar – depending on what time of day it is.

Looking for some more posts on leveraging Microsoft Project for construction scheduling and/or implementing project controls in an environment that supports the same?

  1. When Deterministic Scheduling Meets Kanban
  2. Defining an Update Methodology (Parts I-V)
  3. The Importance of Cost Abstraction (Parts I, II)
  4. The Major Milestone Report in Project Online
  5. Cumulative Milestone (or Task) Reporting in Project Online
  6. Generating a Baseline Execution Index Report
  7. First Look at Geographic Reporting with Microsoft Excel 2013
If It’s Mardi Gras Time, Let’s Talk Construction Scheduling and Project Controls

When Deterministic Scheduling Meets Kanban

One of the fun things about my job is that often I find myself knitting together multiple disparate systems and scheduling philosophies.  In this case, I’m working with a client on a field scheduling problem and we’re identifying how the multiple constituencies within the organization can collaborate to deliver a high level of service to the customer base – while at the same time ensuring an appropriate level of cost.

From a very macro level, we are now trying to solve an equation for two optima… do I deliver world class service to a customer base that needs responsive, predictable performance….while at the same time juggling crews and equipment such that I am ensuring maximum capital utilization?

When we are solving for one or the other optima, life is simple.  I can simply get more resources than I need, have them sit idle and waiting for the work to pass through – in which case the work doesn’t get delayed.  Or I can simply schedule the crews according to their optimal schedule – which may not respect commitments to my clients (the classic “cable man” or “appliance delivery” scenario).

We see the same discussion in other domains.  For example, from some of the discussions I’ve participated in within the last couple of weeks:

  1. In IT, I have a limited number of testing resources.  I need to run all of my projects through this testing bottleneck….hence I want to structure the project to reduce the time between design and release….but I also want to optimize the use of my testing resources.
  2. From a more macro IT portfolio sense, managers struggle with committing resources to projects before the projects actually can demonstrate a need for resources.
  3. In drilling, we have a limited number of rigs that must run from well to well performing drilling activities.  Meanwhile, each well requires a series of activities to get ready for the rig arrival.  Bringing the rig in too early simply means that it sits idle.
  4. In oilfield maintenance scheduling, I’m working through a backlog of maintenance tickets and trying to ensure efficient crew utilization.  (Ok – this is not a perfect comparison, as we lose a bit of the deterministic element, but still in the rough ballpark of the discussion.)

Theory of Constraints provides us some guidance here, as in TOC, we would identify the bottlenecked resources, i.e. the crews, and then ensure that the deterministic scheduling approach creates a backlog of work in front of them, i.e. the bottlenecked resources are always utilized.

Schedule Challenges

First, let’s look at how to approach this via scheduling – and this is  quite similar to a discussion a while back on release scheduling.  The basic gist is that the deterministic schedule only predicts an early readiness date for the construction crew to start their work….and then identifies a window within which they will perform the work.  The length of that window is then defined by the anticipated volatility and workload of the crew schedule.  (Which would mean that the more work they have….or the more variables that would be expected, say during a season where weather disruptions are to be expected…would mean we would want to lengthen that estimated window.)

As the readiness date approaches, the deterministic schedule dates may be adjusted based on real time field conditions.  At a defined milestone, the readiness status is handed off to the construction team….who then slot the work into the schedule for the next planning period, i.e. 2 weeks or 1 month.

This means a couple of things:

  1. We need to treat the construction date within our deterministic schedule as a target, but not a specific date on which work will be done.
  2. We need to identify a triggering task or condition prior to that date that indicates the work is ready to be scheduled within the construction scheduling queue.
  3. We need to have a separate scheduling queue for the constrained resource, i.e.  a process to define when work is ready to enter the queue….and how that queue interacts with the overall logic of the deterministic scheduling model.
  4. We need a way of assessing readiness for the work to be put into the construction scheduling queue.  If the work is not ready, we don’t want to waste everyone’s time scheduling construction.


Communication Challenges

From a communication perspective, we need to ensure that the systems/groups communicate very specific data between each other.  Using the model above, that would look something like this…and feel free to substitute any relevant constituency for “Crew” in this picture, i.e. drilling rigs, IT testing resources, etc.


The key here is to recognize the respective value that both perspectives have on the fundamental problem, i.e. that we’re attempting to solve an equation for both speed and efficiency.  Hence, we need to build a system (which includes people, process and technology) that can solve – and reconcile – for both.

When Deterministic Scheduling Meets Kanban

Unpacking Project Schedule Concepts

As many PMP trainers will tell you, one of the advantages of enterprise wide PMP certification is that all of the PMs within the organization start using the same terminology.  Everyone suddenly is able to speak in the same language.  That’s a significant part of what we do when we work with clients.  We often need to unpack the terminology that’s in use within the organization – and often we need to evaluate the actual practices being performed and map them to an EPM framework.

In this vein, it’s always impressive how much organizations attempt to pack into a project schedule.  Often times, there are very disparate concepts that get thrown into a project schedule – which don’t make too much sense, and may present an obstacle to the organization actually managing projects effectively.

Phases and Lifecycles

Take the example of the word “phase.”  The PMBOK defines a phase as a collection of tasks, usually culminating in the creation of a major deliverable. In the software world though, and I’m talking specifically about the world of Microsoft Project Server and SharePoint workflow, a phase implies that the project (or entity) is in a specific state, i.e. “Pending Authorization, Active, On Hold, Completed.”  In effect, a lifecycle phase is a label that we apply to the project that is then inherited by all of the various entities that comprise a project: resource work, allocated cost.

In this way, we have cost that is associated with projects that are still pending approval, and we have cost that has been allocated to projects that are currently active.  The phase label presents a convenient way of classifying this cost.  If we use this mechanism, by default, a project may only exist in a single phase.  For a project to exist in multiple phases at the same time typically requires that we model the project differently, i.e. as a program – where we have a program lifecycle that is comprised of multiple projects – and each project is in a distinct phase of the project lifecycle.  In fact, I typically use that as a test to see if we’ve defined the phases correctly.  If it’s possible to be in multiple phases at the same time, we didn’t get the lifecycle definitions correct.


So that’s how the term “phase” is now used in the world of PMIS system design.  Now let’s talk “schedule.”  On this, I tend to go with the PMI definitions, which state that the schedule is a static representation of a schedule model – with a schedule model being the accumulated logic and information related to a project combined to provide a predictive forecast of time, cost and effort.  Each week, you input the latest developments into the model and generate a revised schedule.

This is where things may get confusing.  Schedules often include a logical grouping of tasks – often called a phase.  Note, however, that this is generally not the recommended way to structure a project schedule, as the general consensus in the scheduling world (at least within the circles I run in) is that schedules should tie directly back to the WBS, and a WBS should always be product oriented, not phase oriented.

Hence while a schedule model may be structured to map to a specific phase structure, that’s not necessarily required or even desirable.  In fact, one could argue that a phase structure supersedes the actual schedule of a project – as it’s very rare to actually incorporate the preauthorization, business case development steps in the schedule – which doesn’t typically get developed until a bit later in the lifecycle.  The same applies for post-project benefits analysis – which needs to occur, but is rarely incorporated into a project schedule.

On the other hand, it’s quite common to leverage the schedule model to forecast when a project will transition from one phase to another, i.e. to include milestones within the schedule that provide some prediction of when the project will progress to the next phase.

So we now have two terms which are often conflated:

  1. Phases – a specific definition of the status that a project is in within the project lifecycle – that definition being inherited downward to apply to all of the relevant component of the schedule model.
  2. Schedule Model – a simplified representation of the project schedule used to forecast time, cost and effort.


And the last item that often gets confused with these two, surprisingly enough, a checklist.   What is a checklist?  It’s a collection of tasks or conditions that must be met for a specific item to be declared completed.  Sound familiar?  Sounds kind of like a phase, i.e. we have a collection of things that must be completed before the project may move from preauthorized to authorized. Similarly, it sounds a lot like a schedule, which contains a series of tasks that must be completed for the project to be completed.

The difference is that a checklist defines either conditions that must be met – or tasks that must be completed, but those tasks are so small and granular that they are not worth including in the schedule model.  We simply summarize the checklist process as a single task within the schedule, and capture the verification procedures that drive the checklist outside of the schedule.  At least, that’s how it should work – too often we see clients incorporate the checklist into the schedule model and try to model overly granular tasks in the schedule.

Once we’ve unpacked these terms, we can focus on improving each one.  Until that is done however, what we have is an unwieldy procedural mess.

Unpacking Project Schedule Concepts