Our recently uploaded presentation ‘Scheduling Challenges in Horizontally Distributed Projects’ looks at the challenges of scheduling, managing, and claiming delays in, horizontally distributed projects. The presentation linked below is the start of a journey, we have a series of in-depth papers planned for 2023 - watch this space.
Horizontally distributed projects have two dominant characteristics, the majority of the work is comprised of a series of physically separated units that are similar or identical in design, and the logical dependencies between the different units are either non-existent or minimal (think of an off-shore wind farm). In this type of project, most of the components are identical and can be used anywhere, which means the work can be planned in almost any sequence, and that sequence can be easily changed at almost any time. This type of project is not well supported by either traditional CPM scheduling, ‘line of balance’, or other traditional project controls paradigms. The challenge is compounded by the fact that some projects are suited to the underlaying principle in CPM that there is one best way to plan and deliver the works, others (typically distributed and/or agile) have no pre-set requirements for the work sequence and others have some level of mandated logical sequence that affects some parts of the work, but not others.
We suggest the primary consideration in planning and managing a distributed project is optimising resource flows. The consequences of re-sequencing if needed are not based around traditional CPM logic, rather the loss in resource efficiency which is much more difficult to assess and measure. This is particularly true when you need to separate productive efficiencies under the control of the contractor from disruption caused by the re-sequencing.
This initial presentation defines the concept of a horizontally distributed project, and then based on some practical examples, highlights the challenges of assessing delay and disruption based on traditional paradigms of CPM scheduling. It will conclude by offering suggested ways to adapt project controls and contractual requirements to provide a sensible assessment of project delays.
This sets the framework for the papers we have planned for 2023 which will:
- Generalize the problem and consider the scheduling Challenges in Agile and distributed projects
- Develop options for predicting completion in Agile and distributed projects drawing on a range of alternatives in both Agile and other methodologies.
- Consider the challenges faced by tribunals and courts in assessing delays in Agile and distributed projects
Download the presentation from: https://mosaicprojects.com.au/PMKI-SCH-010.php#Issues-A+D
The focus on my postings is on the statement:
CPM Schedules have limited use in horizontally distributed projects!
A statement I do not agree with.
CPM not limited to logic and date constraints but that can also handle resource constraints, financial constraints, consumable resources and spatial resources among others is of much use in horizontally distributed projects. On the other hand it might be argued that scheduling software that is poor at handling these other constraints do have limited use in horizontally distributed projects.
In my area of work jobs before startup usually do have a well defined scope of work and most have some horizontally distributed activities. I never had a need for the so called Agile Methodology.
The focus of the presentation and post is the fact there are a lot of projects where CPM has no value to add, starting with projects that use the Agile methodology. BUT in many cases hard dollar, fixed time contracts still need EOTs and other normal contract managment capabilties. Try downloading the presentation from: https://mosaicprojects.com.au/PMKI-SCH-010.php#Issues-A+D
Same as for traditional renewable resources resource leveling for financial constraints shall look for optimal or near optimal solution.
Same as for traditional renewable resources resource leveling for spatial resources shall look for optimal or near optimal solution. Using hard links to solve financial resources is not a good idea, manual resource leveling is not a good idea.
Patrick, wouldn't a business optimise cash flow?
I see no big problem with assessing delays in horizontally distributed projects; I see problems with the current practice promoted by our courts and the the AACEI that still insist on playing the float game. That AACEI practice is useless does not mean scheduling is useless.
I agree with the statement that the primary consideration in planning and managing a distributed project is optimising resource flows.