![]() ![]() Unlike the previous case, these constraints do not prevent an activity from moving in the line of time. Target: to have less than 1% of the total activities. If its use is justified, then we should keep in mind the option to calculate the Critical Path under the criterion of the Longest Path. This criterion will influence the calculation of the gaps in our project and, therefore, will have a direct impact on the calculation of the critical path. It would be the case of constraints such as “Mandatory Start” or “Mandatory Finish”. These constraints prevent an activity from moving. Target: to have more than 90% of total relationships. From our point of view, this is one of the most important criteria when evaluating the quality of the project schedule. However, there are situations in which the use of other types of activities is justified. Most of the relationships between activities should be Final to Start (Finish to Start). Target: to have less than 5% of the total activities. ![]() A priori, we can establish a limit in values equal to 10 days. Depending on factors such as the duration or project budget, the use of these two tools (leads and lags) could even not be accepted. This is one of the criteria that we will have to take when preparing our first Project Baseline. Target: have less than 5% of the total logic links. We will have to be able to replace a Lag with an activity that gives visibility to what is happening. As in the previous point, the use of lags implies that the logic of the schedule is not completely visible, reaching to show empty spaces between two consecutive activities. In this case, the relationship between activities could be any. Relationships with a duration of Lag greater than zero. LagsĪ Lag is a delay of the successor activity. Target: to have less than 1% of the total logic links. The use of leads implies intractability of the schedule since the visibility of how the works are developed will be lost. In other words, a Lead is a Lag with a duration less than zero. Lead is an acceleration in the successor activity and its use could be justified only in activities with an FS (Finish to Start) relationship. If it is decided not to link some of the activities, this should be reflected in the initial report of the baseline. It is measured through the percentage of activities that lack predecessors or successors. This is one of the key criteria when assessing the quality of the project schedule in which you are working. Let me introduce the 16-point project schedule quality assessment. ![]() ![]() 16-point for project schedule quality assessmentīefore I teach you how to create a “Project Schedule Quality Analysis” Dashboard on Power BI as the one shown below: ![]()
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