Detailed planning is associated with the development of detailed schedules for operational management at the level of responsible executives. Availability and maintenance of a detailed work schedule is one of the main requirements for project management. The project team is fully responsible for scheduling work unless the work is overly complex.

Methods and means for developing schedules may differ, but all schedules must be approved by the project manager. The form of presentation of the schedule should be convenient and visual for both the customer and the performers. The schedule should become a working tool both for managing and coordinating positions at meetings, and for delivering work, especially when deadlines were missed and the budget was exceeded for reasons beyond the control of the project team.

Network planning. A network diagram is a graphical display of project activities and the dependencies between them. In project planning and management, the term “network” refers to the full range of activities and milestones of a project with the dependencies established between them.

Network diagrams display a network model graphically as a set of vertices corresponding to activities, connected by lines representing the relationships between activities. This graph is called a vertex-job network or precedence-follow diagram.

There is another type of network diagram, the vertex-event network, which is used less frequently in practice. With this approach, work is represented as a line between two events, which, in turn, reflect the beginning and end of this work. PERT charts are examples of this type of chart.

Network planning methods are methods whose main goal is to reduce the duration of a project to a minimum. They are based on the critical path method and the PERT (Program Evaluation and Review Technique) method of evaluating and revising plans, developed almost simultaneously and independently.

Critical path - the longest complete path in the network is called critical; work along this path is also called critical. It is the duration of the critical path that determines the shortest total duration of work on the project as a whole. The duration of the entire project as a whole can be reduced by reducing the duration of work on the critical path. Accordingly, any delay in the completion of work on the critical path will increase the duration of the project.

The critical path method allows you to calculate possible schedules for completing a set of works based on the described logical structure of the network and estimates of the duration of each work, and determine the critical path for the project as a whole.

Full slack time, or slack time, is the difference between the late and early completion dates of work. The managerial meaning of the time reserve is that, if necessary, to resolve the technological, resource or financial constraints of the project, it allows the project manager to delay work for this period without affecting the completion date of the project as a whole. Activities on the critical path have a slack of zero.

The process of developing a network model includes: defining a list of project works; assessment of work parameters; identifying dependencies between jobs.

The definition of a set of works is carried out to describe the activities of the project as a whole, taking into account all possible works. Work is the core element of the network model. Work refers to the activities that must be performed to obtain specific results. Work packages define the activities that must be completed to achieve project results, which can be identified as milestones.

Assessing work parameters is the key task of the project manager, who involves the Team members responsible for the implementation of individual parts of the project to solve this problem. The value of schedules, cost and resource plans obtained as a result of network model analysis depends entirely on the accuracy of work duration estimates, as well as estimates of the work's resource and financial requirements.

Estimates must be made for each detailed activity and can then be aggregated and summarized for each of the WBS levels in the project plan.

Method of constructing arrow diagrams or “vertex-event”. This method operates only on start-to-finish dependencies and in some cases requires the use of fictitious work to correctly reflect the technology.

Network templates. A non-rigid connection must be established between the activities, which is understood as a dependence with a time delay. The percentage or quantification of the delay factor shows how long the start or end of one job is from the start or end of another.

The final step in determining dependencies is to check the relationships for loops and other logical errors. Once the network structure has been built and work duration estimates have been completed, the project team has everything it needs to calculate the schedule.

Scheduling requires certain inputs. After they are entered, a forward and reverse pass through the network is performed and the output information is calculated.

The duration of a job determines the time expected to be spent on its completion. Duration estimates for each detailed job are made based on previous experience and the number of people planned for the job. There are two main types of work: work with a fixed duration has a certain duration, which does not depend on the number of resources assigned to it: it is impossible to speed up the execution of work by assigning, for example, twice as many performers, since there are factors that influence the duration of the work, but do not depend on the number performers; work with a fixed volume has a duration depending on the number of assigned performers. Thus, for work whose duration depends on the amount of available resources, it is possible to directly calculate the duration based on information about the required volume of work and the amount of available resources. In this case, an increase in the number of performers will lead to a reduction in the time it takes to complete the work.

The main methods for determining dependencies between jobs are: the precedence method, or “vertex-job”. Operates with four types of precedence-follower dependencies: “beginning-ending”. This is a standard sequence in which the preceding activity must be completed before the next one can begin.

To calculate the calendar schedule using the MCP, the following input data is required: a set of works; dependencies between jobs; estimates of the duration of each job; project working time calendar; resource calendars; restrictions on the start and end dates of individual works or stages; calendar start date of the project.

Any change in the project start date will result in a recalculation of the deadlines for each work. For detailed planning processes, start dates for subprojects or work packages are determined based on the detailed plans. Given the input data, the forward and backward schedule calculation procedure is performed and the output information is calculated.

Based on the calculated early and late start dates for work, the values ​​of time reserves for each work are determined.

Full reserve is the most significant of all reserves. It represents the amount of time that the completion of a job can be delayed without delaying the project's scheduled completion date. Free float indicates the amount of time that a job can be delayed without affecting the full float of subsequent network jobs.

The calculation results allow us to obtain: the total duration of the project and the calendar date of its completion. In order for the team to identify acceptable results in terms of goals, it is possible to conduct further research using a “what if” scenario; work on the critical path. Any delay in such work will result in a delay in the completion date of the project. All critical jobs have a slack time, generally equal to zero, which means that their early and late deadlines coincide; early and late calendar dates for the start and end of each job.

The analysis does not require setting hard start dates for activities that are not on the critical path. Unlike critical jobs, they can be scheduled for any time between their early and late dates.

Relationship between budget and calendar planning. Estimate - a document containing the justification and calculation of the cost of the project, usually based on the scope of the project, the required resources and prices. After agreement with the customer, management, etc., the estimate becomes the budget. Based on the estimate, not only the cost of the project is determined, but also control and analysis of the expenditure of funds on the project is organized. One of the main problems of integrating the two systems is the discrepancy between the levels of detail of the estimate and the calendar and network schedule. When preparing an estimate, the cost of construction is determined based on the volume of work. Therefore, estimators working on a given task often do not take into account the work plan, combining, for example, in one price the same work for the entire facility, which is not entirely convenient from a management point of view.

Resource planning. Project activities require a variety of resources to complete. Project management tasks are usually divided into two main types.

Irreproducible, non-stored, accumulated resources in the process of performing work are completely consumed, preventing reuse. Unused at a given time, they can be used in the future. In other words, such resources can be accumulated with the subsequent consumption of reserves. Therefore, they are often called “energy” resources. Examples of such resources are fuel, labor items, disposable labor tools, and financial resources.

Reproducible, non-stored, non-accumulated resources during work retain their natural material form and, as they are released, can be used in other works. If these resources are idle, then their unused ability to function in a given period of time is not compensated for in the future, that is, they do not accumulate. Therefore, resources of the second type are also called resources of the “power” type. Examples of “power” type resources are people and reusable tools.

Functions of demand and availability of resources. The work's need for a stored resource is described by a cost intensity function, showing the rate of resource consumption depending on the phase of work, or a cost function, showing the total, accumulated volume of the required resource, depending on the phase.

The work demand for a non-stockable resource is specified as a demand function showing the number of units of a given resource required to complete the work, depending on the phase.

In general, the project resource planning algorithm includes three main stages: identifying resources; assigning resources to tasks; analysis of the schedule and resolution of conflicts that arise between the required quantity of a resource and the quantity available.

The resource assignment process involves specifying the required resources for each job and determining the required quantity. Resource planning under time constraints involves a fixed project completion date and the assignment of additional resources to the project during periods of overload.

Planning with limited resources assumes that the initially specified amount of available resources cannot be changed and is the main constraint of the project. With this approach, the available amount of the resource remains unchanged, and conflict situations are resolved by shifting the completion date of the work.

The form in which the plan is presented influences its perception, and therefore the effectiveness of its implementation and control of execution. To increase the practical effect of the plan, the form of its presentation should take into account /3/: 1) the scale of the planned process (the number of necessary elements of the plan); 2) subject area of ​​planning; 3) the nature of the plan elements (deterministic, random, uncertain); 4) features of the imagination and psychology of information perception by a specific group of potential plan implementers; 5) visibility and convenience of monitoring and adjusting the progress of the plan for the manager. Because of this, in practice the following forms of presenting plans are most widespread: ordinary (simple) presentation of plans, Gantt charts (cyclograms), schedules, network charts. At ordinary presentation of the plan its points are formulated in detail and written down either in the order of their execution, or grouped into sections in accordance with the field of activity (production, scientific, etc.), functional purpose (safety, development, marketing, etc.), performer (chief production, supply department, etc.). This plan can contain five columns. The first column contains the numbers of the plan items. The second column formulates the content of a specific plan item. In the third, fourth, fifth, write down, respectively, the deadline, the name or position of the responsible executor, the name or position of the controlling person (manager). The title page of such a plan should contain the approving and coordinating signatures of senior managers and managers, the name of the plan and other attributes and information necessary for the adoption and execution of the plan. Such a presentation of the plan does not allow one to easily and clearly establish the correspondence and logical relationship of the work and the time of its completion. Therefore, an ordinary presentation of plans is typical for simple processes or aggregated and simplified presented processes of a high level of hierarchy. Schedules in the form of presentation they are close to ordinary plans, but the list of works includes decisions on the results of the implementation of one or more works of the plan and auxiliary works (transfer of information, control of results, etc.), which make it possible to judge the mutual conditionality of the works included in the plan. Upon presentation Tana in the form of Gantt charts(cyclogram) in the leftmost column of the table write down the item numbers III. In the next column, the content of the plan items, the name of the work, and the equipment used are formulated. Then there are columns corresponding to the calendar time of the plan, for example, weeks, months, years. These columns indicate the start time of work on the plan item, and the duration of the work corresponds to the length of the horizontal segment shown on the plan. In management, the Gantt accounting and planning schedule is considered a tool for operational planning and production management. It can be used at all stages of operational production management: planning, dispatching, issuing work orders, monitoring work deadlines /1/. This presentation of the plan makes it possible to visualize the relationship between the times of individual work in the planned period and the loading of a specific sample of technological equipment, but does not allow one to establish logical relationships and interdependence of the work. Therefore, the plan representation in question can be most useful in a qualitative analysis of the uniformity of production capacity utilization, etc. Network planning/9,10/ allows you to establish logical relationships and interdependence of work execution, as well as estimate the time for completion of the relevant work and the plan as a whole. Therefore, the network planning system has found wide application in industrial enterprises, construction, research and design institutes. The plan in this case is depicted in the form of a network diagram, i.e., a network model or network. The main elements of the network model are: work, event, duration of work, various types of paths. Work in a network diagram is represented by an arrow. There are several types of this concept: real work, expectation, dependence, “fictitious work”. Under actual work refers to a process that requires time and resources. Expectation - a process that requires only time and does not require the use of resources (hardening of concrete, cooling of a part, etc.). Fictitious work(dependency) - a logical connection between two or more events. Fictitious work does not require any time or resources to be carried out. This type of work only indicates that a certain event (work) cannot begin without another event (work) occurring. Actual work and wait are shown in the network diagram as a solid arrow, and “dummy work” is shown as a dotted arrow. Event - this is a point in time that determines the possibility of starting or finishing a given job or several jobs. The duration of the event in time is zero. An event is indicated by a circle. The event number is written inside the circle. The use of the concept of “event” as the most important element of the plan significantly distinguishes the network diagram from other planning methods. An event delimits the activities of a plan. It is the result of the implementation of the previous work of the plan, as well as a necessary condition for the start of subsequent work. The event with which this work begins is called “initial”, and the one that completes this work is called “final”. In any network diagram there are two special events: initial and final. The initial event has no activities included in it and is designated as zero. This is the starting point for starting work on this network diagram. In the final event, only the jobs converge and none of them come out. The job number may consist of two digits. The first digit corresponds to the number of the initial event, the second - to the number of the final event. The most important element of a network diagram is the path - a continuous sequence of work. The path is determined by the direction of the arrows. Moreover, no path should pass through the same event twice. The length of the path is calculated as the sum of the duration of its constituent works. The duration of individual work is determined by various methods: normative, expert assessments, etc. The complexity of the work is indicated above the arrow line that indicates this work. There are several types of paths: preceding the event, complete, critical. Path preceding the event - sequence of work from the initial event to this event. Any path from the initial to the final event on a network diagram is called full. Critical is the path of the greatest length between the initial and final events. The critical path determines whether the work can be completed within the desired time frame. A delay in the implementation of any of the activities lying on the critical path leads to a violation of the deadlines for the implementation of this plan. Paths are usually denoted by Ln, where n are the numbers of events through which a given sequence of work passes. A simplified path designation is allowed - by listing the event numbers on a given path separated by a dash. When constructing a network diagram, a number of rules must be observed: 1. The general direction of the arrows reflecting the work (operations) should be from left to right, bottom to top, top to bottom. 2. The network diagram should not have unnecessary intersections of arrows. 3. All events, except the final one, must have subsequent work. 4. There should be no events in the network diagram, other than the initial one, that do not include any work (that is, tail events). 5. All events must have different numbers. 6. There should be no closed loops in the network diagram, i.e. chains of work that would return to the event from which they came. The presence of such cycles indicates an error in the source data or incorrect structuring of many works. 7. If in a network diagram one event serves as the beginning of several jobs ending with another event (i.e., if it is necessary to display parallel jobs), then in this case an additional event and a “dummy job” are introduced. Primary networks are the most detailed. They are built at the level of specific performers, reflecting all the work and their relationships. Private networks are more enlarged: they combine the primary networks of a given object. Summary network combines a full range of works for a number of objects. Summary network is the most enlarged type of network. It is developed based on the integration (linking) of primary and private networks. The consolidated network is built in three stages /10/. At the first stage, the correctness of the primary schedules is checked. At the same time, the implementation of a set of rules for constructing networks is analyzed. Sequential numbers of events, the presence of events that do not include any work (except the initial one), events (except the final one) from which no work comes out, the correct display of parallel work, the presence of closed loops, etc. Detected inaccuracies are eliminated. At the second stage, the primary networks are integrated into a consolidated network, the final event of which corresponds to a given goal. At this stage, the complete coincidence of boundary events and activities is determined and verified. Boundary work called work in which the immediately preceding or subsequent events are boundary. Boundary event call an event belonging to two or more primary networks. From the primary network in the summary network diagram, boundary events and activities must be preserved. Therefore, the formulation of these events and activities in the primary networks is checked. At the third stage, networks are enlarged. The need for consolidation arises in cases where /10/: 1) the network diagram becomes poorly visible due to the large number of works and events included in it; 2) planning is carried out at various levels of the hierarchy. When solving this problem, it is necessary to follow a number of rules. Rule one: a group of interrelated jobs can be replaced by one job if this group has fixed input and output events, which can be represented on a larger network diagram as the start and end events of a new job. Second rule - input and output events for networks of different levels must be the same. Third rule - You cannot introduce events into the enlarged network that are not on the original network.

3.14. RATING IN FORECASTING AND PLANNING

The decisive condition and basis for the development of sound plans is the continuous improvement of the regulatory framework. Taken together, production standards are intended to serve as a calculation basis for production planning and its organization, the basis for accounting and control of the use of production resources /9/. Based on technical and economic standards, the need for equipment, materials, tools is determined, and workers are placed in the production process. Their level characterizes the degree of production intensification. Labor standards are the basis for organizing wages. According to the standards, rational reserves of production resources are planned. Compliance with standards serves as the most important indicator in assessing the performance of each production unit and individual worker. The norm we will call the decision that determines the maximum permissible expenditure of labor (living or embodied) per unit of product (or type of work) or the minimum permissible yield of useful effect per unit of resource expended /9/. Standard Let us agree to call the decision regarding the relationship between the elements of the production process. There are two types of standards: 1) standard as a component of the standard characterizing the microelement of the costs of production and labor resources; 2) standard as an aggregated value calculated in relation to a complex indicator (working capital turnover standard). The norms and standards used in business practice must be reasonable, progressive, dynamic and systemic, i.e., cover the entire range of resources used. The validity of norms is determined by the correct choice of the object of regulation, the type of norm and the scientific method of its establishment. Grouping of standards can be carried out according to the object of regulation, period of validity, scale of application, degree of detail. According to the object of regulation, there are rules regulating the use of various types of resources and areas of work of production units. Labor standards are identified; use of tools, material and energy resources; organization of the production process as a whole; quality of finished products. The norms and standards for organizing the production process determine: the duration of the production cycle, the volume of work in progress balances, the volume of stocks of raw materials, supplies and fuel, scheduled standards for the launch and release of products, etc. Quality standards for finished products approve tolerances for parameters characterizing consumer properties products, their reliability, durability, safety. Financial standards regulate the relationship of the public insurance company with the budget and credit organizations (fees for funds, fixed payments, contributions to extra-budgetary funds, the ratio of own and borrowed funds, the size of the authorized capital, etc.). According to the period of validity, norms can be distinguished: operational, average annual (current) and long-term. According to the degree of detail (according to the degree of aggregation), it is customary to distinguish between detailed (operational), unit, unit, group and enlarged norms. Detailed(operational) standards establish the consumption of materials or labor required to manufacture a part (or a given operation of a technological process) in accordance with the drawings and specifications. Nodal and item-by-item They call the norms for the consumption of materials or labor costs necessary for the manufacture of a specific unit or product in accordance with the drawings and specifications. These two types of norms are used as operational ones. Group norms can be installed during the production of products of the same name of different standard sizes. They can be determined on the basis of individual standards as weighted averages. These standards are established for a group of products in physical or value terms and are used in medium-term (average annual) planning. Enlarged norms establish impersonal costs for an impersonal or conditional type of product. They are used to assess the efficiency of fire alarm systems, aggregated analysis of the use of materials, fuel or other resources, and for predictive calculations. Based on the scale of application, standards and norms are divided into workshop, factory (OPS), inter-factory, inter-industry, sectoral, general industrial, standard /9/. Shop and factory standards are developed at a specific enterprise and take into account the characteristics of a specific production. Inter-industry norms and standards are developed in relation to the same type of production or for the same type of equipment, material consumption, etc. Industry norms regulate costs at all enterprises in the industry /9/. General industrial standards are developed for certain types of work and processes (loading and unloading, transport operations, etc.), characteristic of enterprises in different industries and carried out in approximately the same conditions. Model norm regulates the costs of production resources for the production of a standard group of homogeneous types of products under organizational and technical conditions that are characteristic of most enterprises. As a rule, there are unified and standard norms that determine the consumption of materials and labor costs for identical products produced in parallel by several enterprises. The system of production standards is not universal. Various industries have their own characteristics in the range of applied standards and in the methodology for determining their level. Methods for establishing technical and economic standards. The validity of norms and standards depends decisively on the methods of their development. In the practice of standardization work, the following methods are currently used: experimental, experimental-statistical, calculation-technical and analytical-calculation/9/. At experimental method the standard is determined on the basis of the experience of a craftsman, standard adjuster or technologist who observed the performance of similar work or the manufacture of the same type of product in the previous period of time. At experimental-statistical method statistical data is used on costs in past periods of working time or the number of products produced per unit of time, costs of materials per unit of output, etc. When calculation and technical method standards are established on the basis of calculations that determine the need for resources for the manufacture of each type of product. Calculation of the need for basic materials is made based on the size or weight of the finished product, the amount of waste determined from reference books or technical calculations. Analytical-calculation method involves determining some elements of the standard by technical calculation, and others based on an analysis of best practices and taking into account the achievements of the best similar industries. It must be taken into account that experimental and experimental-statistical methods for establishing standards require the presence of a reliable analogue of the standardized process. Their use in forecasting and planning of synergistic and asynergic systems and operations can lead to errors. In such cases, it is better to use calculation-technical or analytical-calculation methods, the method of expert assessments. The quality of standards must be analyzed. Outdated standards must be replaced by new ones. More preferable are the standards obtained by the analytical and calculation method. The use of these norms in forecasting and planning may also be different. When forecasting, more generalized norms (inter-industry, sectoral; calculation-technical and analytical) are often used, and when planning, more specific norms (factory, workshop; experimental, experimental-statistical). Forecasting and planning of management in a security organization is greatly influenced by its internal factors: goals, objectives, technologies used, specialized division of labor, organizational structure, volume of vertical management, and the need for horizontal coordination.

CONCLUSIONS FOR CHAPTER 3

1. The main and objective property of any decision is its predictive nature. 2. Forecasting and planning increase the efficiency of the operational security system. 3. The importance of forecasting and planning increases with a relative lack or excess of resources, as well as with the development of scientific and technological progress. 4. The choice of forecasting method is a key decision in the forecasting process, made based on the forecasting goals, the volume and type of information available. 5. Forecasting by analogy is correct only after establishing the analogy of the forecast object and the analogue object.6. Heuristic forecasting methods allow the use of subconscious information and imagination for forecasting, and are used when the forecast object is too complex and cannot be formally described, and there is no time or means to develop formal models. 7. Individual expert (heuristic) methods are used for forecasting in relatively narrow areas of science and practice. 8. Collective expert assessments are used when forecasting objects and processes that are complex in nature and require interdisciplinary knowledge. 9. The main disadvantage of the round table method is the forecast errors due to the fact that experts in their judgments are initially focused on achieving a compromise. 10. Functional-logical forecasting of OPS allows forecasting with a minimum amount of information and high complexity of the forecast object and environment. 11. Structural methods make it possible to predict the structure of an object or process and their changes with known functions or based on the results of functional-logical forecasting. 12. Parametric forecasting methods allow you to predict changes in the parameters of the forecasting object (or process). 13. Complex forecasting systems are developed with a high degree of complexity of the object and (or) forecasting environment. 14. Planning is carried out based on the results of forecasting; depending on the conditions and object of planning, it can be divided into: strategic, business planning, long-term, current, operational. 15. The form in which the plan is presented plays an important role in the perception and improvement of control over its implementation. 16. Rationing is the basis of forecasting and planning. When forecasting, more generalized norms are used, and when planning, more specific norms are used.

REFERENCES FOR CHAPTER 3

1. Meskon M.Kh., Albert M., Khedouri F. Fundamentals of management: Trans. from English-M.: “Delo”, 1993-702 p. 2. Sarkisyan S.A., Akhundov V.M., Minaev E.S. Analysis and forecast of the development of large technical systems. M.: Nauka, 1982-279 p. 3. Glushenko V.V. Forecasting, planning, success or forecasting and planning in market conditions. M.: hands. dep. in VINITI N 1581-B-96 dated 05/17/1996, 272 pp., collection of ref. M. 4. Workbook on forecasting / Editorial team: I.V. Bestuzhev-Lada (chief editor). - M.: Mysl, 1982.-430 p. 5. Chetyrkin E.M. Statistical forecasting methods. 2nd edition, M.: Statistics, 1977-200 p. 6. Rastrigin L.A., Ponomarev Yu.P. Extrapolation methods of design and management. - M.: Mechanical Engineering, 1986.-120 pp., ill. 7. F. Kotler. Marketing Basics. St. Petersburg, JSC "KORU-NA", JSC "LITERATURE PLUS", 1994, 698 p. 8. Business plan: Methodological materials / Ed. prof. R.G. Manilovsky. - M.: Finance and Statistics, 1994.-80 p. 9. Organization, planning and management of industrial enterprises. Textbook for universities. Ed. S.E. Kamenitsera, M., “Higher School”, 1976. 10. Larionov A.I., Yurchenko T.I. Economic and mathematical methods in planning. - M.: Vyssh. school, 1984.-224 p., ill.

To determine the time of implementation of activities aimed at achieving the goals of the project, and to establish the relationships between them in terms of time, taking into account the most risky events, a project calendar plan is drawn up. Scheduling consists of creating and subsequently clarifying a schedule that takes into account the scope of work, risks, and limitations. Since a calendar plan in the form of a list of exclusively planned parameters of work without comparison with actual deadlines loses its meaning, the name calendar schedule is often used instead of a calendar plan.

As a result of creating a schedule, a complete project schedule is obtained, taking into account the duration of the work and the resource base necessary to complete the project. Scheduling, in general, includes several main stages, including:

• planning project content and building a structure,
• building a work sequence and network schedule,
• drawing up a plan of deadlines, durations, coordinating the logical connections of work and displaying them on Gantt charts or tables,
• determining resource needs (personnel, machinery, materials, etc.) and drawing up a resource use plan,
• calculation of project labor costs and other costs.

After the project moves to the stage of practical implementation - execution of planned actions - the progress of work is monitored according to the calendar schedule, and corrective changes are made.

Planning the scope of work involves assigning responsible performers for tasks and deadlines. Tasks as a static category with their sequence are translated into a dynamic category of the state of work that leads to the result of the project. These work-formatted tasks are summarized in a schedule and/or table. Tasks express the essence of the results according to the performance criterion (“solved / not solved”). Accordingly, the start time for tasks is not as significant as the end date.

As a rule, the schedule is drawn up by the project manager, who attracts experts in various fields for these purposes. Experts should help hierarchically build a complete list of work. Then the duration of the work and their interdependencies are determined. Some jobs can be done simultaneously (in parallel), while some can only be done sequentially. For clarity, these relationships are presented in the form of Gantt charts, in which a hierarchical list of tasks is located along one axis (vertically), and a calendar scale is located along the other axis. Based on the results of drawing up the schedule, you should get a calendar-oriented, hierarchically structured plan, including a complete list of works.

The project resource model is also part of scheduling. The need for performers for a particular stage of work and the degree of uniqueness of their qualifications, the availability of raw materials and consumables, mechanisms and equipment are taken into account. The resource base is assessed according to the characteristics of time (calendar or daily employment), costs of using resources, and maximum resource availability as a percentage.

In its simplest form, the parameters of the schedule are the start and completion dates of each work, the duration, and the resources required for these works. Complex calendar plans include several options for starting and completing work, their duration and time reserves. The method for calculating network models makes it possible to calculate only early and late dates. The original (baseline) planned dates and current dates must be selected taking into account other factors. There are three main options to choose from:

1. By early start date. This is the earliest date from which work can begin. When you add the work duration parameter to it, you get an early completion date. The duration of the work depends on the number of workers and the total labor intensity, on the volume of work and the intensity of its implementation. Based on the early start date, a calendar plan is created to stimulate the performers involved in the project.
2. By late completion date. The last date by which the work can be completed without delaying the project work is calculated by summing the latest start date and the duration. Selected to bring the project results as close as possible to the level of consumer needs.
3. According to the most likely ending. Selected for resource smoothing.

If the early and late start dates differ, the interval between them (the period when work can begin) becomes a slack time. In most planning systems, the initial statement is that the duration of the work will remain unchanged, and, therefore, the difference between the late and early start and the late and early completion of the work will coincide. Critical work (the duration of which indicates the duration of the project as a whole) becomes work with slack equal to zero. Accordingly, the critical duration is considered to be the minimum time required to complete the entire complex of work, and will have the length of the critical duration.

Technology for creating a project schedule

Since project management is based on the parameters of work content, restrictions and risks, the preparation of a calendar should be considered taking these parameters into account. The stages of plan development will also correspond to these parameters: stage No. 1 and No. 2 - the content of the work, stage No. 3 and No. 4 - restrictions, stage No. 5 - risks.

1. Formation of a list of work scope. The list is important because if it is not possible to present all the work at once, errors will occur. To prevent this, when determining the composition of operations, the method of sequential decomposition of work is used.
2. Determining the potential for project implementation based on the duration of work and their sequence, which, in turn, depends on the implementation technology. In addition to the mentioned method of sequential decomposition, the method of expert assessment, brainstorming, etc. is used to determine.
3. Establishing resource availability. Project processes involve human, material, financial, information and other resources. Therefore, the work schedule must be correlated with the financing schedule. To do this, resources are differentiated - the concept of scarce resources is introduced. These include unique specialists, specific materials and capacities. The accessibility factor directly affects the sequence and duration of work.
4. Definition of external restrictions. The most common restrictions are due to seasonality and the supply of materials and equipment. An example of a restriction on external events is the deadline for completing a stage, timed to coincide with a national holiday. Such events are included in the project as milestones.
5. Risk response planning. For the main threats, it is necessary to develop a response plan, which also affects the calendar plan.

This phasing corresponds to the general logic of developing a calendar plan, which determines the following semantic sequence:

• Step 1. Determining the scope of work.
• Step 2. Estimation of the duration of work (labor costs).
• Step 3: Identify external constraints and milestones.
• Step 4. Arranging the sequence of work and calendar plan.
• Step 5. Recalculation and clarification of the calendar plan based on resource limitations.
• Step 6. Consider risks.

Since there are two opposing response strategies - active and passive - they are also reflected in the calendar plan. Thus, an active response involves the inclusion in the plan of additional work that is aimed at minimizing risks, and this, in turn, affects the timing of the related work. If we consider the inclusion of this accounting parameter using the example of introducing a new service to the market, then if a threat of lack of demand for the service is detected, additional research is carried out to minimize losses. This research, as a separate work, is included in the plan and changes it. Passive response also has an indirect effect on the plan, since it involves the creation of additional financial reserves for identified risks.

Documentary component of the calendar schedule

In order to determine the final estimated timing of the operations included in the project and its total duration, it is necessary to carry out final coordination and approval of the schedule document. Coordination with project participants determines the level of detail of the schedule, which should be sufficient, but not excessive. In other words, if the same resource is responsible for related activities, then there is no need for further division of higher-level work. If a task allocated for independent work must be transferred to another responsible person, then the separation process cannot yet be called complete.

During the preliminary preparation of the schedule, a number of intermediate documents are created, including milestone plans, network models, WBS and others. The calendar plan itself becomes not only a planning document, but also a document for monitoring execution. The full documentation for the project schedule package includes:

• Consolidated (comprehensive) calendar plan.
• Detailed calendar schedules for each performer.
• Detailed schedules for work packages.
• Contracting plan.
• Information about resource needs.
• Organizational and technological measures for implementation.
• Work progress monitoring plan.

Thus, the project calendar plan is functionally needed for:

• instructions for performing specific actions,
• monitoring guideline and document for the conduct of control activities,
• basis for decisions to change the course of the project.

Using project management programs (for example, Microsoft Project), you can create an electronic form of the schedule in the form of a Gantt chart or tabular form. The “header” of the schedule in tabular form can consist of the columns “Work”, “Timelines” (divided by columns into start and end dates of work), “Responsible executors”, “Result”, “Fact of implementation”. Often, all works are numbered in separate columns, and a comment cell is left for each of them.

In practice, project planning management does not end with scheduling, since adjusting the budget and changing the schedule that depends on it involves going through several iterations.

The final plan is compiled into a consolidated comprehensive document after developing the organizational structure, supply planning, and risk assessment.

Project management for dummies Portney Stanley I.

Forms for presenting the project schedule

The network schedule does not contain a project schedule; it reflects only information for its development. Having decided on the deadlines, you can begin to draw up a work schedule in any of the listed formats.

Schedule of key events. List of events and planned dates for their occurrence.

Operating schedule. A list of jobs along with their start and end dates.

Gantt chart. A graphical representation of work as lines on a timeline, indicating start, end, and possibly completion dates to date.

Gantt chart with event markers. In addition to the above, key events are also indicated on the timeline.

In Fig. 4.12-4.14 presents the work schedule of your picnic in the formats of a schedule of key events, a work schedule and a Gantt chart, respectively.

When choosing a chart format, consider the following:

The key event schedule and work schedule are more suitable for displaying specific dates.

The Gantt chart will give a visual representation of the progress of several jobs, and if they overlap each other, this is immediately visible.

Rice. 4.12. Schedule of key events for organizing a picnic on the lake

Rice. 4.13. Work schedule for organizing a picnic on the lake

Rice. 4.14. Gantt chart for organizing a picnic on the lake

From the book Fundamentals of Project Management author Presnyakov Vasily Fedorovich

Designing a project network diagram

From the book Project Management for Dummies author Dressmaker Stanley I.

Estimating the Start and Finish of Activities Using a Network Schedule A realistic project plan and network schedule require reliable time estimates for all project activities. Entering time into the network schedule allows you to estimate the duration of the project. Network diagram

From the book Project Management from A to Z by Richard Newton

Project labor resource management and project human resource management Personnel are specific individuals, part of which is their qualifications, performance of functional duties, etc., which is described within the staffing table

From the author's book

Constructing a Project Lead Time Cost Schedule When constructing a project lead time cost schedule, you must complete the following three basic steps: Find the total direct costs for the selected project durations. Find indirect costs for

From the author's book

From the author's book

Risks associated with fulfilling the work schedule Use of time reserves. When some managers see the network slowing down, they stop worrying about finishing the job on time - why worry when there is still 10 days to spare. Management

From the author's book

Analysis of resource support for project work The project manager can set his own rules for resource planning, including determining the priority of work. In a standard planning scheme, activities on the critical path must be completed first.

From the author's book

Methods for developing and presenting a work breakdown structure There are various ways to develop and display a work breakdown structure for a project. It all depends on the specific project and specific

From the author's book

Various formats for presenting a work structure diagram Organizational block diagram The organizational format of a work structure diagram (see Fig. 3.4) quite clearly reflects the overall structure of the project. However, such a scheme can take up a lot of space, so it’s not entirely

From the author's book

Chapter 4 Drawing up a work schedule In this chapter... Development and analysis of a network schedule Estimating the duration of work How to act in conditions of limited deadlines Forms for presenting a work schedule A project always has a set completion date. You

From the author's book

Analysis of the work schedule The total time to complete a set of tasks depends on the following factors. Duration. The time required to complete each individual job. Subsequence. Work order. Let's say your project

From the author's book

Two forms of presentation of a network diagram The network diagram has two forms of presentation. Events-works. Circles indicate events, and arrows indicate work. This form is considered classic, or traditional. Works-connections. The titles of the works fit into

From the author's book

Developing a work schedule Developing a work schedule consists of finding a sequence of work and a combination of resources that will provide maximum opportunities to achieve the intended goals with minimal

From the author's book

Monitoring compliance with the work schedule It is often preferable to have your own information system than to use the one that is in the organization. What information to collect To monitor compliance with the work schedule, the following are important: the start and end dates of each work; dates

From the author's book

Preparing a project progress report The most common periodic written communication on a project is a progress report - a description of what was done during the reporting period, difficulties encountered and measures to eliminate them, as well as those planned for the next period

Planning is considered an important component of effective project management. The schedule, the main element of planning, visually represents the time frame for completion, sequence, degree of importance and other characteristics of work.

A well-designed calendar schedule allows you to effectively plan and implement a project due to the coordination of the actions of the performers and compliance with deadlines.

Main types calendar schedules

Depending on the scope and scale of projects, the following types of calendar schedules are distinguished:

• The summary table displays the order of project tasks, start and completion dates, and the duration of each stage.
• The object schedule shows the timing of each stage of the plan, broken down by days or months.
• The work schedule is prepared for a short period of time during the implementation of the project and is an element of operational management.
• Time schedules (hourly or minute) are usually prepared by technical map developers. Focused on standard external factors, such schedules require numerous amendments during project implementation.

Levels of calendar charts

When scheduling, a system of distributing schedules by level is used. Usually 4 levels of charts are used. (project manager)

Level 1 schedule:

The first level includes general, non-detailed project plans. Enlarged plans are developed first when starting a new project. Data for schedules is collected during negotiations with the customer; often he has his own key indicators for project dates, stages and final goals. By collecting this data, you can form a general roadmap. Only important key events are included in it. The roadmap is updated depending on the overall duration of the project; if the duration of your project is five years, then it is enough to update the first level schedule once a year. If there are many key milestones in the roadmap, then it is necessary to determine the update period so that at least one key event falls into it. The roadmap can be developed by both the Customer and the Contractor, but in general this responsibility lies with the Customer.

Calendar schedule2nd level:

After the project roadmap has been agreed upon and approved, the stage of detailing to certain stages begins. Basically, the second level schedule is an annex to the agreement between the Customer and the Contractor. The development of a second-level schedule is also the responsibility of the Customer, and is submitted to the Contractor for approval; often the stage schedule is developed by the Contractor based on its resource capabilities. In the second level plan, no special detail is needed; it is enough to follow the sequence of project implementation and generally determine the scope of work for the project. Updated along with the roadmap.

Calendar schedule3rd level:

After concluding the contract, the Contractor prepares a detailed work schedule for the project with a more detailed description of the work within the stage. Those. The general stages of the second level schedule are detailed by type of work. The duration of work is from 2 weeks to a month, depending on the total duration of the project. If the plan is less than a year, then the detailing ends there. Although everything depends on the agreements with the Customer.

Calendar schedule4th level

Designated as weekly-daily planning. Updating the plan every day, two days, a week, depending on control needs. The most labor-intensive, costly and accurate method of project control. The updated information from the fourth level graph rises up the hierarchy, and based on this information, all upper graphs are updated. Changes at this level can lead to recalculation of the entire plan and to re-coordination of implementation deadlines down to the roadmap.

The procedure for developing a calendar schedule

Creating a calendar schedule contains the following steps:

• Preparation of a detailed list of all necessary tasks for the project, determination of their volumes.
• Development of WBS, that is, a visual representation of the plan in the form of hierarchical interconnected blocks.
• Selection of methods and technologies used in the implementation of the plan. Calculation of the labor intensity of completing project tasks.
• Determining the composition of project teams. Development of a network diagram that clearly represents the sequence of execution of all tasks.
• Preparation of data on the duration and possibility of parallel work - development of a Gantt chart.
• Comparison of the estimated duration of work with the standard, making appropriate adjustments.
• Development of schedules for resource requirements (personnel, equipment, materials).
• Calculation of labor costs.

Typically, the project schedule is developed by the project manager, who, if necessary, consults with the experts involved.

Schedule preparation software

The use of special programs allows you to quickly respond to deviations that arise during the implementation of projects.

One of the most popular universal project scheduling tools is the Microsoft Project program. Using MS Project allows you to build a Gantt Chart, assign the required resources to tasks, determine the time frame for the project and its budget. A schedule made in Project visually displays the workload of staff with certain tasks.

The scheduling software product Primavera is used mainly in large-scale projects with increased complexity, in particular in the engineering and construction industries.