comments on: pull planning or traditional cpm – here’s why you should start using pull planning - 瑞士vs喀麦隆足彩赔率

by: robert mattia

sun, 24 nov 2019 12:43:02 +0000

sounds like a new name to an old practice. better known as a new marketing strategy. if it gets more people involved then it served its purpose.

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by: eric

tue, 06 aug 2019 22:33:46 +0000

elaine krazer. what are you referencing when you state "pmi states wbs is created?"]]>

by: elaine krazer

wed, 17 jul 2019 13:00:58 +0000

new name for backward pass. true cpm involves entire team. pmi states wbs is created by team to begin thinking through all activities needed to get to the end product/end of project. then a forward pass and backward pass tell you what the plan needs to be in order to get it done efficiently.

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by: chip macdonald

thu, 13 sep 2018 12:16:54 +0000

right-to-left, left-to-right. as a prime industrial contractor, we used both procedures on large, multimillion, multi-year projects back in the 80’s building paper mills, power and cogeneration plants, and cement plants. we’d begin collecting the prime’s trades and subcontractor’s individual schedules, assembling them on a monthly cpm schedule. often we would develop cpm landmarks by consulting with individual contractors with adjoining time/place/tasks. skull sessions among 2-4 contract parties would resemble “pull scheduling” in that we would back-track (right to left) each schedule to identify delays, choke points, site safety conflicts, and over-committed site use for work, equipment staging and laydown areas. in reality, there is always a crane pad in the middle of the main access drive at the wrong time. i don’t know how i could have ever arranged such large meetings in a timely manner with dozens of key construction personnel, many spread around the country on other jobs. lean construction scheduling would have to be performed during a 2-3 wk. pre-bid period prior to bid opening to establish unit costs, construction phases and a substantial completion date for bid application. we would often be estimating/scheduling 4-8 bid packages involving multi-employer projects at any one time. and many of the subcontractors would be involved in more than one bid simultaneously. many times subcontractor’s bids were delayed until the 11th hour waiting on material supplier’s estimates and proposed delivery schedules. this sort of chaos was the reality for several decades i was an estimator/project manager here in the ne. many times we would win a rushed bid, only to realize we’d left money on the table, didn’t double check/challenge subcontractor’s numbers/schedule, prayed the structural steel could be fabricated in time, union labor disputes would be resolved or winter would be mild and frostline shallow. if we had installed reasonable “fudge factors” our competitors would win.

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by: dr paul d giammalvo

tue, 15 may 2018 08:03:24 +0000

juan, while i agree 100% with your recommendations, this is nothing new at all. as a general contractor during the 1970’s – 1980’s, this is how we used to do it all the time- and this was even before “sticky notes” were popular.

the guild of project controls has identified this method as a “best tested and proven” method in their compendium and reference http://www.planningplanet.com/guild/gpccar/identify-capture-schedule-activities figures 2 and 3.

br,
dr. pdg, jakarta, indonesia

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by: john frantzen

mon, 26 mar 2018 16:16:09 +0000

“a traditional cpm schedule is usually only worked by a single person using his or her best knowledge. it then gets pushed into the project team as a document that needs to be followed.”

disagree. emphatically. all cpm scheduling efforts should be collaborative. i have been involved in several “pull planning” sessions and there is “nothing new” going on. in fact, the “right-to-left” approach has been more of a bane than a benefit. we’ve typically reverted to a left-to-right thought process. the key in all this… a dynamic multi-disciplinary leader who understands the full project scope as well as the “essence” of cpm scheduling (i.e., proper and appropriate activity level-of-detail definition) — with the ability to effectively and efficiently lead and facilitate the process. an experienced scheduler fits this bill — although at first the “superintendent” is typically designated as the leader/facilitator. i’ve typically had to step-in and take the reins as the process can quickly become unwieldy without the right point-person.

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by: robert mullon

sun, 25 mar 2018 14:14:15 +0000

it’s very interesting that we can assign new names to what boils down to proper schedule and project management methodology. i’ve been using this process to develop and manage schedules for about 20 years very successfuly. whatever you want to call it, it works. thank you for your time and effort in promoting proper project management.

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