Agile is about individuals and interactions, but it is also about teamwork and team ownership. In traditional project management, it can feel as though the project manager is in a lonely position, gathering data to put together a plan that is then handed down to task owners.
In Agile the project manager is a task owner among task owners and everyone contributes. Whether your organization is ready to adopt the Agile methodology, already has, is considering or possibly struggling with it, keep in mind that the approach is very different from what some team members are used to, and they may initially want to reject it or be very slow to adopt.
Agile as a development methodology and a project management methodology has proven itself to be highly successful on many types of projects, including mission-critical projects at NASA. The Agile method is effective in the right situation, but still requires a significant amount of project planning.
As is so often said, failure to plan means planning to fail. Rachaelle Lynn, a Certified SAFe Agilist, is a marketing manager and subject matter expert at Planview, a market-leading provider of project portfolio management, lean and agile delivery, project management, and innovation management software.
Manage the complexity of Agile at scale by leveraging scenarios to create alternate release plans across Agile teams. In Agile project management, the product itself is developed in sprints. The goal of sprint planning is to determine the features and functionality that will be included in the next iteration.
Task planning Agile team members break the features down into tasks and then team members take those tasks on. Agile estimating Estimating the time to completion can seem like a matter of luck and guesswork more than science, but some principles can help to make it seem less like guesswork. Best practices in Agile method estimating would logically suggest these useful practices for estimating time to completion: Reference historical data — team specific Be realistic, not optimistic Estimate based on smaller units of work rather than larger ones.
Similar to the Contractor, an Owner can incur significant additional costs if its project is delayed and thus the employer has an interest in making sure any float is used to its benefit. Even further, proponents of this argument take the position that by allowing the Contractor to use float, the employer is granting the Contractor a time extension when the Contractor has not actually been delayed or otherwise entitled to such an extension.
The third argument for float ownership is that neither party should exclusively control the float. Under this theory, the construction project should be the beneficiary of the float and it should be used on a first-come, first-serve basis by whoever needs the float.
If the employer needs to use the float to ensure the efficient completion of a non-critical work item to obtain a financial benefit to the project, the Owner can use the float. However, the key to this argument is that the parties use the float in good faith, for the benefit of the project. Obviously, you can minimize the risk of the dispute by drafting a provision that specifically provides that one or the other party specifically owns the float.
Construction Management Engineering. Slack and float show you where there is flexibility in the schedule, and this can be useful when you need to gain time once the project is up and running. For a complex project, you may decide to produce a separate Gantt chart for each of the key stages.
If you do this shortly before each key stage begins, you will be able to take any last-minute eventualities into account. These charts provide a useful tool for monitoring and control as the project progresses. Various programs are available to assist project managers in scheduling and control.
This is more difficult if you are working manually. Many project managers use network diagrams when scheduling a project. The network diagram is a way to visualize the interrelationships of project activities. Network diagrams provide a graphical view of the tasks and how they relate to one another. The tasks in the network are the work packages of the WBS. All of the WBS tasks must be included in the network because they have to be accounted for in the schedule.
Leaving even one task out of the network could change the overall schedule duration, estimated costs, and resource allocation commitments. The first step is to arrange the tasks from your WBS into a sequence. Some tasks can be accomplished at any time throughout the project where other tasks depend on input from another task or are constrained by time or resources. The WBS is not a schedule, but it is the basis for it. The network diagram is a schedule but is used primarily to identify key scheduling information that ultimately goes into user-friendly schedule formats, such as milestone and Gantt charts.
The network diagram provides important information to the project team. It provides information about how the tasks are related Figure In our wedding planner example, Sally would look for relationships between tasks and determine what can be done in parallel and what activities need to wait for others to complete.
As an example, Figure Showing the activities in rectangles and their relationships as arrows is called a precedence diagramming method PDM. This kind of diagram is also called an activity-on-node AON diagram. Another way to show how tasks relate is with the activity-on-arrow AOA diagram. The main difference is the AOA diagram is traditionally drawn using circles as the nodes, with nodes representing the beginning and ending points of the arrows or tasks. In the AOA network, the arrows represent the activities or tasks Figure All network diagrams have the advantages of showing task interdependencies, start and end times, and the critical path the longest path through the network but the AOA network diagram has some disadvantages that limit the use of the method.
The critical path describes the sequence of tasks that would enable the project to be completed in the shortest possible time. It is based on the idea that some tasks must be completed before others can begin. A critical path diagram is a useful tool for scheduling dependencies and controlling a project. In order to identify the critical path, the length of time that each task will take must be calculated. The stages can now be lined up to produce a network diagram that shows that there are three paths from start to finish and that the lines making up each path have a minimum duration Figure This is the minimum time in which it will be possible to complete the project.
The contractor owns the flow; 2. I did not readily find a discussion of float on federal contracts, but my guess is that the owner government owns the float and that the contract completion date or period of performance POP would not be extended until the critical path of the accepted schedule exceeds the contract completion data or POP, provided the delay is an excusable delay or the government-requested changes impact the critical path.
Your research shows the three schools of thought. You will find cases where the facts resulted in decisions following all three schools of thought. There is no absolute answer; rather, the answer in any particular case depends on the facts of that case.
Anyone errs who walks into a construction contract with a preconceived notion that its side will always owns whatever float arises.
I believe that you aren't with DoD. The guide spec for DoD construction contracts states that neither party owns the float. Having said that, I teach and I believe that our scheduling class instructors teach to not accept or approve a progress schedule or a contract proposal that shows planned completion shorter than the required contract completion period. For RFPs, I have taught to include language to that effect and have encouraged allowing the proposers to propose the required completion period and to require that their proposed schedule match the required contract duration.
There are volumes of cases concerning schedule and time delay disputes. Each year I used to receive a book length update for the previous year's cases in courts or Boards. When the proposer or contractor indicates up front that it intends to complete the project in a shorter amount of time than the required completion period or date, it is setting the owner up for possible delay damages and possibly a time extension, if any delay to that stated completion period can be attributed to the government - sometimes even when the short schedule is unrealistic.
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