Using Velocity, Acceleration, and Jerk to Manage Agile Schedule Risk

2016 ◽  
Author(s):  
Karen M. Bumbary
Keyword(s):  
Schedule Risk

scholarly journals Integrating Schedule Risk Analysis with Multi-Skilled Resource Scheduling to Improve Resource-Constrained Project Scheduling Problems

2021 ◽  
Vol 11 (2) ◽  
pp. 650
Author(s):  
Muritala Adebayo Isah ◽  
Byung-Soo Kim
Keyword(s):  
Risk Analysis ◽  
Project Scheduling ◽  
Resource Scheduling ◽  
Scheduling Problems ◽  
Project Schedule ◽  
Risk And Uncertainty ◽  
Resource Constrained ◽  
Resource Constrained Project Scheduling ◽  
Schedule Risk ◽  
Schedule Risk Analysis

Construction projects are planned in a complex and dynamic environment characterized by high risks and uncertainties amidst resource constraints. Assessing construction schedule risk facilitates informed decision-making, especially in a resource-constrained situation, and allows proactive actions to be taken so that project objectives are not jeopardized. This study presents a stochastic multiskilled resource scheduling (SMSRS) model for resource-constrained project scheduling problems (RCSPSP) considering the impact of risk and uncertainty on activity durations. The SMSRS model was developed by integrating a schedule risk analysis (SRA) model (developed in MS Excel) with an existing multiskilled resource scheduling (MSRS) algorithm for the development of a feasible and realistic schedule. The computational experiment carried out on three case projects using the proposed SMSRS model revealed an average percentage deviation of 10.50%, indicating the inherent risk and uncertainty in activity durations of the project schedule. The core contribution of the proposed SMSRS model is that it: (1) presents project practitioners with a simple tool for assessing the risks and uncertainty associated with resource-constrained project schedules so that necessary response actions can be taken to ensure project success; (2) provides the small-scale construction businesses with an affordable tool for evaluating schedule risk and developing a feasible and realistic project schedule.

Managing Organizational Change

2013 ◽  
pp. 1253-1278
Author(s):  
Martin L. Bariff
Keyword(s):  
Organizational Change ◽  
Project Management ◽  
Case Studies ◽  
Project Manager ◽  
Lessons Learned ◽  
Body Of Knowledge ◽  
Project Management Institute ◽  
Schedule Risk ◽  
Project Deliverables ◽  
Total Project

Many project deliverables extend beyond a product or a service for sale to customers. The deliverable may include a new or a revised process for internal workflow or relations with customers, suppliers, or partners. The success of these projects will depend upon adoption of the new or revised process in addition to typical metrics for cost, schedule, risk, and quality. The project manager and team will be responsible for “managing organizational change”—a skillset that is not addressed within the Project Management Institute Body of Knowledge. The purpose of this chapter is to provide sufficient knowledge about approaches and implementation for organizational change to achieve total project success. Case studies are included to illustrate best practices and lessons learned.

Holistic View on Unknown Unknowns in Project Risk Management

2018 ◽  
pp. 1-13
Author(s):  
Y.G. Raydugin
Keyword(s):  
Risk Management ◽  
Management System ◽  
Project Development ◽  
Risk Models ◽  
Project Risk ◽  
Holistic View ◽  
Four Dimensions ◽  
Black Swans ◽  
Risk Management System ◽  
Schedule Risk

The overall value of any risk management system could be qualitatively assessed by its capability to identify and manage relevant risks. This actually means that its value is reciprocal to the relevant risks it fails to identify (unknown unknowns). This chapter outlines comprehensive thinking processes and comes up with practical recipes on dealing with unknown unknowns, including handling unknown unknowns in probabilistic cost and schedule risk models. Four dimensions of unknown unknowns are discussed: novelty of a project, phase of project development, type of industry, and various types of psychological and organizational bias. “Regular” and “Supercritical” categories are introduced to further discuss various realizations of unknown unknowns such as “broiler black swans,” “game changers,” “show stoppers,” “corporate risks,” etc.

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