W2.1_PieroAnticona_Pros and Cos of using Discretionary Logic vs Hard or Physical Logic

1)      Step 1- Problem or Opportunity Statement-
 When working on scheduling, the schedule should reflect the reality of execution. As an example, when elaborating a working plan, one package is the submission of 25 weekly reports, one per week. The plan was that once finished a weekly report the next one could start. What logic is recommended when deliverables have to be submitted with a certain frequency and they depend on one to another?
What are the pros and cons of using each logic?  
See below Schedule Baseline

1)      Step 2 – Feasible Alternatives

The literature mentions the following types of logic:

1. Soft Logic

Soft Logic or Preferential logic is an expected sequence of activities that might be execute in a different way. It reflects management’s plan but the logic does not reflect what really happens for execution.

2. Hard Logic

Hard logic is when a sequence of activities must occur regardless of preference. More often involves physical limitations, contractual dates or restrictions.

          
         We are going to assume that weekly reports require two resources. 

2)      Step 3- Develop the outcomes for each alternative
     
    1. Soft Logic

     - Resource Chart when activities are not being done sequentially

     - Cost

    2. Hard Logic

    - Resource Chart when activities are being done sequentially

    - Cost

4)      Step 4- Selection of the acceptable criteria.
       The following attributes will be considered for the selection criteria:

-       Not overload use of a resource

-       Less cost for the sequence of activities

5)      Step 5- Compare the outcomes from each alternative analysis done in Step 3 against the minimum acceptable criteria from Step 4.
      

Results
Soft Logic
We can see in the chart at week 2, resource Piero exceeds hours available when soft logic is used. This also reflects a cost overrun
The same happens to Resource PDG in week 2.  Also, Cost Overrun
Hard Logic
We can see that if activities delay, then it will be an impact on time because activities will be delayed as previous activity. No cost overrun for this sequence. Not overload of resource. 

6)      Step 6- Selection of the “best”.

Based on results that meet acceptable criteria, Hard Logic shows that a delay will not produce an overload of resource and not cost overrun.
     Therefore, it is recommended that for this sequence of activities it is better to use a hard logic, which reflects a real situation in projects. A weekly report cannot start if the previous progress report cannot fix the previous week progress in order to determine the progress of the period.      
    
     Regarding the characteristics of weekly reports in real situations, we can conclude that the best option is to use a hard logic for this type of deliverables.

7)      Step 7- How to plan on tracking/reporting on the recommended choice. 

A good plan to track which logic we should use to reflect reality is to do simulations or analysis "what if" to determine if our schedule shows a real situation based on scheduler experience or best practices in construction.  

8)      REFERENCES.

Guild of Project Controls Compendium and Reference (CaR). (2015, November 01). M07-4_create_the_logical_relationships__sequence_activities_-_rev_1.02.pdf  

GAO (United States Governance Accountability Office), 2015, GAO-16-89G Schedule Assessment Guide. Appendix III: Standard Quantitative Measurements for Assessing Schedule Health. Pages 184-189

Project Schedule Management. (2017). In Project Management Institute (Ed.), A Guide to the PROJECT MANAGEMENT BODY OF KNOWLEDGE: (PMBOK® guide) (6th ed., p. 191). Newtown Square, Pennsylvania: Project Management Institute.