SEI Program Overview

 

Introduction

This Program Overview provides a brief description of the programs that the Scheduling Excellence Initiative (SEI) is undertaking, including a summary of the Scheduling Enhancement Series (SES) and the SEI Committees contributing to the SES.

 

SEI Scope

SEI has been charged by the PMI College of Scheduling (COS) with developing, through collaboration among an assembly of world-class scheduling experts, a comprehensive set of best practices, guidelines, and recommendations (BPGR) capable of being the catalyst for achievement of scheduling excellence throughout the discipline.  It is envisioned that the majority of conclusions reached through this process will be captured in a multi-volume set of documents, tentatively entitled the Scheduling Enhancement Series.  Emphasis is on the enhancement of “scheduling,” and not just of schedules.

 

SEI Committees

SEI’s work will be accomplished through the interactive activities of six key Committees, plus additional special purpose Teams.  The key Committees and their primary focus are described in Table-1:

 

COMMITTEE NAME

PRIMARY FOCUS

Schedule Management (SM)

Pre-Project Planning; Pre-Project Schedule Design and Development; Schedule Maintenance and Usage.

Schedule Impact Analysis (SIA)

Aspects of schedule usage (before, during, and after project) related to contracts and time-associated claims.

Industry Focus (IF)

Industry-specific commentary on work products of other Committees.

Software Enrichment (SE)

Recommendations on how to improve the quality of scheduling software design, functionality, and usage.

Education (ED)

Recommendations on how to improve the quality of scheduling in academic and vocational education and training

Research & Innovation (RI)

Objective and conflict-free intellectual treatment of methodological and technological topics. 

Table-1: SEI Committees and their Primary Focus

 

Phasing of SEI Work

Given the collectively broad scope of SEI’s undertakings, as well as the volunteer nature of its workforce, it is necessary to phase the work.  Some components are logic predecessors to other work and are, therefore, classified as Phase I undertakings.  Some components are simply easier to complete, or are particularly popular topics of widespread interest and they, too, are slated for Phase I completion.  Accordingly, Phase II components are ones that either have Phase I predecessors, are of lesser urgency, or lack personnel.  Table-2 conveys our intentions with respect to phasing.

 

SEI COMMITTEE

PHASE I UNDERTAKINGS

PHASE II UNDERTAKINGS

Schedule Management

Scheduling BPGR

 

Schedule Impact Analysis

Delay/Acceleration BPGR; General Issues

Loss of Productivity/Disruption BPGR

Industry Focus

 

Industry Extensions BPGR

Software Enrichment

 

Recommendations to Software Developers

Education

Survey State of Current Education

Recommendations to Educators/Trainers

Research & Innovation

Research

Think Tank; Testing Lab

Teams

Glossary; Roles; Principles/Concepts

 

Table-2: Phasing of SEI Undertakings

 

Explanation of Specific Undertakings

Referring to Table-2, following is a brief explanation of the certain undertakings, whose meaning may not be readily apparent:

 

  • BPGR:  This stands for Best Practices, Recommended Practices, Guidelines, and General Recommendations.  The opinions of SEI Committees in their treatment of the broad scope of scheduling topics will be selectively characterized according to this hierarchical structure of advice.  SEI will work within boundaries established by standards established by recognized authorities; SEI will not assert its own standards.
  • SIA General Issues: In addition to BPGR work products, SIA will opine on other, general issues, such as scheduling specifications, and such.
  • Industry Extensions: The point of Industry Focus is to provide qualifying statements that explain nuances and exceptions to BPGR conclusions reached by other Committees, as related to a limited list of major “scheduling application environments, loosely called “industries.”  Industries would include actual industries, such as aerospace or pharmaceuticals, but also business types such as General Business, Owners, design professionals, government bureaucracies, etc.
  • Research & Innovation: The Research & Innovation Committee is comprised of three distinct and independent undertakings:
    • Research:  The Research arm of R&I will conduct independent, objective research on topics and subjects of interest to the general scheduling community.  For example, in Phase I, Research will conduct a broad survey across industry lines to ascertain the collective reaction to the recently introduced Critical Chain Project Management method.Think Tank: The Think Tank will be an assembly of globally recognized authorities on scheduling topics, whose collective assignment will be the development of original thought and concepts.
    • Testing Lab:  The Testing Lab will conduct evaluations of emerging technologies and methodologies and reach independent, objective opinions as to their merits and drawbacks.  All Testing Lab staff members will be carefully screened for technical competence and absence of any conflicts of interest. The Testing Lab may additionally expound on topics developed in the Research undertaking.
  • Team Efforts:  Unlike the above efforts, which will be administered by Committees, ad hoc special teams will undertake certain narrow-scope programs.
    • Roles:  The Roles Team will define the position labels to be used consistently throughout the SES, when referring to the various functions performed by what are loosely called “scheduling people.”
    • Glossary:  The Glossary Team will develop a comprehensive set of arcane terms and definitions that will be used consistently throughout the SES.
    • Principles/Concepts:  The vast amount of information contained in the SES will only make sense against a well-understood backdrop of underlying principles and concepts.  This special team will establish the context and framework for all else that appears in the SES.
  • Digest:  Certain volumes of the SES are envisioned as three-ring binders into which subscribed members will insert periodically released publications.

 

SES Volume Titles, Committee Contributors, and General Phasing

At the end of this Abstract is a breakdown of the contents of each of the SES volumes.  In Table-3 can be found a correlation of SES Volumes to the contributing Committees as well as the general timing of their development.

 

SES VOLUME

CONTRIBUTING COMMITTEE

Volume 1: Principles of Project Planning and Scheduling

Team: Glossary

Team: Roles

Team: Principles and Concepts

Volume 2: Project Planning and Scheduling;

            Technical Perspective

(A Best Practices, Guidelines, and Recommendations Sub-Series)

SM (Ph 1)

Volume 3: Project Planning and Scheduling;

            Project Management Perspective

(A Best Practices, Guidelines, and Recommendations Sub-Series)

SM (Ph 1)

SIA (Ph 1)

Volume 4: Project Planning and Scheduling;

            Executive Perspective

(A Best Practices, Guidelines, and Recommendations Sub-Series)

SM (Ph 1)

SIA (Ph 1)

Volume 5: Project Planning and Scheduling;

            Owner’s Perspective

(A Best Practices, Guidelines, and Recommendations Sub-Series)

SM (Ph 1)

SIA (Ph 1)

SIA (Ph 2)

Volume 6: Project Planning and Scheduling;

            Diverse Industry Perspectives

(A Best Practices, Guidelines, and Recommendations Sub-Series)

IF (Ph 2)

Volume 7: Claims and Legal Considerations in Scheduling

(A Best Practices, Guidelines, and Recommendations Sub-Series)

SIA (Ph 1)

SIA (Ph 2)

Volume 8: Digest of Research and Innovation Discoveries

RI (Ph 1)

RI (Ph 2)

Volume 9: Digest of Education Enhancement Recommendations

ED (Ph 1)

ED (Ph 2)

Volume 10: Digest of Software Enhancement Recommendations

SE (Ph 2)

Table-3: SES Volume Titles, Committee Contributors, and General Phasing

SES Content, by Volume

 

Volume 1: Principles of Project Planning and Scheduling

Volume 1 will address the underlying principles and concepts upon which the best practices and guidelines for project planning and scheduling are based.

  1. Introduction to the Scheduling Enhancement Series
    1. Origin and Authority
    2. Purpose
    3. Scope
  2. Examination of the Context for Planning and Scheduling
    1. Project Context

                                                               i.      Defining a Project

                                                             ii.      Implications of Different Project Types

                                                            iii.      Implications of Different Industries

                                                           iv.      Implications of Different Business Structures

                                                             v.      Implications of Different Project Phases

    1. Project Management Context

                                                               i.      Understanding Management Structures

                                                             ii.      Hierarchy of Management

                                                            iii.      Enterprise/Program Environments

    1. Project Controls Context

                                                               i.      Defining Project Controls

                                                             ii.      Objectives of Project Controls

  1. Role Titles – The SES Conventions
    1. Discussion of Traditional Role Titles
    2. Definition of Role Titles For Use in SES
  2. Glossary of Scheduling Terms

 

Volumes 2, 3, 4, 5 and 6 - Project Planning and Scheduling

These five Project Planning and Scheduling volumes, along with Volume 7 (pertaining to claims) constitute the Best Practices and Guidelines sub-series.  These first five cover project planning and scheduling concepts, methodology, and techniques, from project inception through project completion.  All volumes cover the same scope, but each from a different user perspective.

Volume 2 – Project Planning and Scheduling: Technical Perspective

Volume 3 – Project Planning and Scheduling: Project Management Perspective

Volume 4 – Project Planning and Scheduling: Executive Perspective

Volume 5 – Project Planning and Scheduling: Owners Perspective

Volume 6 – Project Planning and Scheduling: Diverse Industry Perspectives

The contents and organization of these five volumes will generally follow the same basic outline, as such:

  1. Introduction
  2. Scheduling Processes During the Feasibility Planning Stage
    1. Determining Resource Requirements
    2. Developing the Project Concept
  3. Scheduling Processes During Pre-Project Planning Organization
    1. Selecting the Team
    2. Drafting the Charter
    3. Preparing Pre-Project Planning Plan
  1. Scheduling Processes During Project Alternatives Selection
    1. Preparing Conceptual Scopes and Estimates
    2. Evaluating Alternatives
  2. Scheduling Processes During Project Definition Package Development
    1. Analyzing Project Risks
    2. Documenting Project Scope And Design
    3. Defining Project Execution Approach
    4. Establishing Project Controls Systems
    5. Compiling Project Definition Package
  3. Schedule Design
    1. Schedule Design Process Overview
    2. Definition of Scheduling Terms
    3. Master or Sub-Project Schedules
    4. Input Needs/Schedule Buy-In
    5. Specification Requirements
    6. Organizational Tools
    7. Schedule Philosophy/Theory
  4. Schedule Development
    1. Schedule Development Process Overview
    2. Scope Definition
    3. Schedule Structure
    4. Activities
    5. Durations
    6. Sequencing and Logic
    7. Calendars
    8. Constraints
    9. Software Settings
    10. Schedule Logic Algorithm
    11. Resource-Loading
    12. Risk Management Implementation
    13. Schedule Finalization and Buy-In
  5. Schedule Maintenance
    1. Schedule Maintenance Process Overview
    2.  Variables Affecting Schedule Calculations
    3. Progress Measurement & Recording
    4. Adjusting and Revising Schedules
    5. Baseline Management
    6. Documentation Purposes/Requirements
  6. Schedule Usage
    1. Schedule Usage Process Overview
    2. Routine Schedule Analysis
    3. Schedule Compliance Analysis
    4. Schedule Reporting & Response
    5. Float Management
    6. Cost Management
    7. Recovery Scheduling
    8. Change Management
    9. Risk Management

 

Volume 7 – Claims and Legal Considerations in Scheduling

Volume 7 will be comprised of best practices and guidelines pertaining to delay analysis. This volume will address delay analysis from a contemporaneous application perspective (while the project is in progress) and from a forensic perspective (after the project).

  1. Introduction
  2. Historical Overview of Delay Analysis
  3. Post-Project Scheduling Fundamentals
    1. Schedule Impact Concepts
    2. Common Schedule Impact Assessment Analytic Methods
    3. Concepts Behind Schedule Analysis Terminology
    4. Core Legal/Technical Issues
  4. Post-Project Scheduling Mechanics
    1. Dictionary of Schedule Analysis Terminology
    2. Schedule Analysis Methodology Definitions
    3. Applicability of Methodologies
    4. Core Legal/Technical Issues
    5. Recommended Contract Provisions
  5. Appendices
    1. Annotated Diagram of Major Schedule Analysis Methodologies
    2. Quick Reference Document for Judges, Arbitrators and Mediators

 

Volume 8 – Digest of Research and Innovation Discoveries

Volume 8 will be a compilation and recapitulation of the recommendations reached by Research & Innovation as the result of extensive studies as to the current state of the project scheduling profession, and what appears on the horizon.

  1. Scheduling Wish Lists
    1. Wish Lists from Owners
    2. Wish Lists from Pre-Project Planning Phase
    3. Wish Lists from Per-Project Scheduling Phase
    4. Wish Lists from Post-Project Claims Phase
    5. Wish Lists from Software User Perspective
    6. Wish Lists from Software Producer Perspective
    7. Wish Lists from Scheduling Students Perspective
    8. Wish Lists from Scheduling Instructor’s Perspective
    9. Wish Lists from Diverse Industries’ Perspective
    10. Wish Lists from SEI Perspective
    11. Wish Lists from Other Stakeholders’ Perspective
  2. Proposed Programs of Change
    1. Identified Opportunities for Advancement
    2. Likely and Potential Innovations from the “Think Tank”
    3. Summary of Formal Studies and Structured Research
    4. Suggested Advances in the State of the Art/Science
  3. Viewing the Horizon
    1. Emerging Technologies
    2. Emerging Methodologies
    3. Emerging Services
    4. Emerging Relations
  4. A Call for Response

 

Volume 9 – Digest of Education Enhancement Recommendations

Based on recommendations reached by Education as the result of its monitoring of the deliberations of the other SEI subcommittees, Volume 9 will be a set of recommendations concerning how best to train future scheduling professionals.  The target audience for this work product will be project management training consultants, as well as college and university academics who teach scheduling subjects. 

  1. Highlights of What Has Been Learned
    1. About Scheduling Operating Environment
    2. About Scheduling Human Relations
    3. About Scheduling Professional Roles and Responsibilities
    4. About Scheduling Terminology
    5. About Scheduling Best Practices and Guidelines

                                                               i.      About Pre-Project Processes

                                                             ii.      About Project Processes

                                                            iii.      About Post-Project Processes

    1. About Contract Language
    2. About Software Features
    3. About Software Calculations
    4. About Software Disparities
    5. About the Future of Scheduling
  1. Analysis of State of Scheduling Education in America
    1. Results of EKC Studies
    2. Identification of Opportunities for Improvement
    3. Academic Approach/Content Recommendations
    4. Professional Training Approach/Content Recommendations
    5. Relationship Between College of Scheduling and Accredited Institutions of Higher Learning
  1. Recommendations for Scheduling Certification

 

Volume 10 – Digest of Software Enhancement Recommendations

Based on recommendations reached by Software Enrichment in the course of its discussions with scheduling software users and developers, Volume 10 will be an exposition describing the desired attributes of the ideal scheduling software.

  1. Functional Environment of Scheduling Software
    1. General Principles and Concepts
    2. Other Project Management Software
    3. Scheduling Application Environments
  1. Technical Discussions
    1. Features Discussion

                                                               i.      Identification of Features Subjected to Studies

                                                             ii.      Problematic Features

1.      Recommended for Removal

2.      Recommended for Improvement/Modification

                                                            iii.      Missing Features

    1. Consistency Discussion

                                                               i.      Identification of Inconsistent Variables

                                                             ii.      Recommended Standardization of Calculations

    1. Functionality Discussion

                                                               i.      Identification of Problematic Functionality

                                                             ii.      Recommended Changes in Functionality

  1. Recommendations for Successful Scheduling Software
    1. Application Environments
    2. Potency
    3. Features
    4. Training
    5. Compatibility

 

 

Closing

This SEI Program Overview reflects our current thinking but is subject to change as programs evolve and structured processes for work product development go into operations and are proven effective, or not.  That said, this SEI Program Overview constitutes a fairly comprehensive and accurate representation of SEI’s current intentions.

 

SEI Executive Committee

Murray Wolfe – Vice President, SEI

Phil Apprill - Managing Director, SEI

Chris Carson, -Deputy Director, SEI