Chapter#06

Project Schedule Management

By: Shampad, PMP®

Email ID: shampad2009@gmail.com

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 Training Flow

Introductio Environment
Integration Scope
n & PM Role

Schedule Cost Quality Resource

Communica Procureme Stakeholde

Risk nt r
tion

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 Project Schedule Management

 Project scheduling provides a detailed plan that represents how and

when the project will deliver the products, services, and Result.

 When possible, the detailed project schedule should remain flexible

throughout the project to adjust for knowledge gained, increased
understanding of the risk, and value-added activities.

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 Project Schedule Management

A stepwise process as follows for project schedule:

Step 1. Decompose the project scope into specific activities.

Step 2. Sequence related activities.

Step 3. Estimate the effort, duration, people, and physical resources

required to complete the activities.

Step 4. Allocate people and resources to the activities based on availability.

Step 5. Adjust the sequence, estimates, and resources until an agreed-upon

schedule
is achieved.

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 Project Schedule Management: SIX Processes

1.Plan Schedule Management

2.Define Activities

3.Sequence Activities

4.Estimate Activity
Durations

5.Develop Schedule

6.Control Schedule

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 Plan Schedule Management

Knowledge Initiatin Planning Executio C& M Closing

Area g n

Plan Schedule
Management
Schedule
Manageme Control
nt Define Activities Schedule

Sequence
Activities

Estimate Activity
Durations

Develop Schedule

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 Plan Schedule Management

 Plan Schedule Management is the process of establishing the policies,

procedures, and documentation for planning, developing,
managing, executing, and controlling the project schedule.

 The key benefit of this process is that it provides guidance and

direction on how the project schedule will be managed throughout
the project

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 Plan Schedule Management: ITTO

Inputs Tools & Output

Techniques
1. Project charter 1. Expert Judgment 1. Schedule Management Plan
2. Project management 2. Data Analysis
plan 3. Meeting
Scope management plan
Development approach
3. EEF
4. OPA

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 Plan Schedule Management: OUTPUT

Schedule Management Plan

 The schedule management plan is a component of the project

management plan that establishes the criteria and the activities for
developing, monitoring, and controlling the schedule.

 The schedule management plan may be formal or informal, highly

detailed, or broadly framed based on the needs of the project.

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 Plan Schedule Management: OUTPUT

Schedule Management Plan

The schedule management plan can establish the following:

 Project schedule model development

 Iteration length (helps to minimize scope creep)

 Units of measure (such as staff hours, staff days, or weeks)

 Rules of performance measurement (EVM, CPI,SPI)

 Reporting Format

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 Define Activities

Knowledge Initiatin Planning Executio C& M Closing

Area g n

Plan Schedule
Management
Schedule
Manageme Define Activities Control
nt Schedule

Sequence
Activities

Estimate Activity
Durations

Develop Schedule

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 Define Activities

 Define Activities is the process of identifying and documenting the

specific actions to be performed to produce the project deliverables.

 The key benefit of this process is that it decomposes work packages

into schedule activities that provide a basis for estimating,
scheduling, executing, monitoring, and controlling the project work.

 This process is performed throughout the project.

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 Define Activities: ITTO

Inputs Tools & Techniques Output

1. Project management plan 1. Expert judgment 1. Activity list
Schedule management plan 2. Decomposition 2. Activity attributes
Scope Baseline 3. Rolling wave 3. Milestone list
2. EEF planning 4. Change requests
3. OPA 4. Meetings 5. Project management
plan
updates
Schedule baseline
Cost baseline

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 Define Activities: Tools & Techniques

Rolling Wave Planning

 Rolling wave planning is an iterative planning technique in which the

work to be accomplished in the near term is planned in detail,
while work further in the future is planned at a higher level.

 When information is less defined, work packages may be decomposed

to the known level of detail.

 As more is known about the upcoming events in the near term, work
packages can be decomposed into activities.

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 Define Activities: Outputs

Activity List

 The activity list includes the schedule activities required on the

project.

 The activity list includes an activity identifier and a scope of work

description for each activity in sufficient detail to ensure that project
team members understand what work is required to be completed

 For projects that use rolling wave planning or agile techniques, the
activity list will be updated periodically as the project progresses.

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 Define Activities: Outputs

Activity Attributes

 Description of the activity by identifying multiple components associated

with each activity is used for schedule development

 During the initial stages of the project, they include the unique activity
identifier (ID), WBS ID, and activity label or name.

 When completed, they may include activity descriptions, predecessor

activities, successor activities, logical relationships, leads and lags resource
requirements, imposed dates, constraints, and assumptions.

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 Define Activities: Outputs

Milestone List

 A milestone is a significant point or event in a project.

 A milestone list identifies all project milestones

 Milestones have zero duration because they represent a significant point

or event.

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 Sequence Activities

Knowledge Initiatin Planning Executio C& M Closing

Area g n

Plan Schedule
Management

Schedule
Define Activities
Manageme Control
nt Schedule
Sequence
Activities

Estimate Activity
Durations

Develop Schedule

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 Sequence Activities

 Sequence Activities is the process of identifying and documenting

relationships among the project activities.

 The key benefit of this process is that it defines the logical sequence of
work to obtain the greatest efficiency given all project constraints.

 Every activity except the first and last should be connected to at least one
predecessor and at least one successor activity with an appropriate
logical relationship.

 This process is performed throughout the project.

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 Sequence Activities: ITTO

Inputs Tools & Techniques Output

1. Project management 1. Precedence 1. Project schedule
plan diagramming network
Schedule management method diagrams
plan 2. Dependency 2. Project documents
Scope Baseline determination and updates
2. Project documents integration Activity attributes
Assumption log 3. Leads and lags Activity list
Activity list 4. Project management Assumption log
Activity attributes information system Milestone list
Milestone list
3. EEF
4. OPA

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 Sequence Activities: Tools & Techniques

Precedence Diagramming Method (PDM)

 The precedence diagramming method (PDM) is a technique used for

constructing a schedule model in which activities are represented by
nodes and are graphically linked by one or more logical
relationships to show the sequence in which the activities are to be
performed.

 A predecessor activity is an activity that logically comes before a

dependent activity in a schedule.

 A successor activity is a dependent activity that logically comes after

another activity in a schedule.

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 Sequence Activities: Tools & Techniques

Precedence Diagramming Method (PDM)

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 Sequence Activities: Tools & Techniques

Precedence Diagramming Method (PDM)…

PDM includes four types of dependencies or logical relationships:

Finish-to-start (FS): A logical relationship in which a successor activity cannot start until a
predecessor activity has finished. For example, installing the operating system on a PC
(successor) cannot start until the PC hardware is assembled (predecessor). FS is the most
commonly used type of precedence relationship.

Finish-to-finish (FF): A logical relationship in which a successor activity cannot finish until a
predecessor activity has finished. For example, writing a document (predecessor) is
required to finish before editing the document (successor) can finish.

Start-to-start (SS): A logical relationship in which a successor activity cannot start until a
predecessor activity has started. For example, level concrete (successor) cannot begin until
pour foundation (predecessor) begins.

Start-to-finish (SF): A logical relationship in which a successor activity cannot finish until a
predecessor activity has started. The SF relationship is very rarely used

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 Sequence Activities: Tools & Techniques

Precedence diagramming method (PDM)

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 Sequence Activities: Tools & Techniques

Precedence Diagramming Method (PDM)

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 Sequence Activities: Tools & Techniques

Dependency Determination & Integration

Dependencies may be characterized by the following attributes:

Mandatory Dependencies

Discretionary Dependencies

Internal Dependencies

External Dependencies

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 Sequence Activities: Tools & Techniques

Dependency Determination & Integration Mandatory

Dependencies

 Mandatory dependencies are those that are legally or contractually

required or inherent in the nature of the work.

 Mandatory dependencies are sometimes referred to as hard logic or

hard dependencies.

 Mandatory dependencies often involve physical limitations, such as on

a construction project, where it is impossible to erect the
superstructure until after the foundation has been built, or on an
electronics project, where a prototype has to be built before it can
be tested.

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 Sequence Activities: Tools & Techniques

Dependency Determination & Integration Discretionary

Dependencies

 Discretionary dependencies are established based on knowledge of best

practices within a particular application area or some unusual aspect
of the project where a specific sequence is desired, even though
there may be other acceptable sequences.

 Discretionary dependencies are sometimes referred to as preferred logic,

preferential logic, or soft logic.

 For example, generally accepted best practices recommend that during

construction, the electrical work should start after finishing the
plumbing work. This order is not mandatory and both activities may
occur at the same time (in parallel), but performing the activities in
sequential order reduces the overall project risk.
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 Sequence Activities: Tools & Techniques

Dependency Determination & Integration External

Dependencies

 External dependencies involve a relationship between project

activities and non project activities.

 These dependencies are usually outside of the project team’s control.

 For example, the testing activity in a software project may be

dependent on the delivery of hardware from an external source, or
governmental environmental hearings may need to be held before
site preparation can begin on a construction project.

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 Sequence Activities: Tools & Techniques

Dependency Determination & Integration Internal

Dependencies

 Internal dependencies involve a precedence relationship between

project activities and are generally inside the project team’s control.

 For example, if the team cannot test a machine until they assemble
it, there is an internal mandatory dependency.

 The project management team determines which dependencies are

internal during the process of sequencing the activities.

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 Sequence Activities: Tools & Techniques

Leads & lags

 A lead is the amount of time a successor activity can be advanced

with respect to a predecessor activity.

 For example, a web page design might be able to start before the database
design is finished.

 lag is the amount of time a successor activity will be delayed with

respect to a predecessor activity.

 For example, a technical writing team may begin editing the draft of a large
document 15 days after they begin writing it.

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 Sequence Activities: Tools & Techniques

Leads & lags

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 Sequence Activities: Tools & Techniques

Precedence Diagramming Method (PDM)

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 Sequence Activities: Outputs

Project Schedule Network Diagram

 A project schedule network diagram is a graphical representation of the

logical relationships, also referred to as dependencies, among the project
schedule activities.

 A project schedule network diagram is produced manually or by using

project management software.

 Activities that have multiple predecessor activities indicate a path

convergence.

 Activities that have multiple successor activities indicate a path

divergence.

 Activities with divergence and convergence are at greater risk as they

are affected by multiple activities or can affect multiple activities.
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 Sequence Activities: Outputs

Project Schedule Network Diagram

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 Estimate Activity Duration

Knowledge Initiatin Planning Executio C& M Closing

Area g n

Plan Schedule
Management

Schedule
Define Activities
Manageme Control
nt Schedule
Sequence
Activities

Estimate
Activity
Durations

Develop Schedule

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 Estimate Activity Duration

 Estimate Activity Durations is the process of estimating the number of

work periods needed to complete individual activities with
estimated resources.

 Estimating activity durations uses information from the scope of work,

resource types or skill levels, estimated resource quantities, and
resource calendars, technology, Constrain.

 The duration estimate is progressively elaborated, and the process

considers the quality and availability of the input data. For
example, as more detailed and precise data are available about the
project engineering and design work, the accuracy and quality of the
duration estimates improve

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 Estimate Activity Duration: ITTO

Inputs Tools & Techniques Output

1. Project management 1. Expert judgment 1. Duration estimates
plan 2. Analogous 2. Basis of estimates
Schedule management estimating 3. Project documents
plan 3. Parametric updates
Scope baseline estimating Activity attributes
2. Project documents 4. Three-point Assumption log
Activity attributes estimating Lessons learned register
Activity list 5. Bottom-up
Assumption log estimating
Lessons learned register 6. Data analysis
Milestone list Alternatives analysis
Project team assignments Reserve analysis
Resource breakdown 7. Decision making
structure 8. Meetings
Resource calendars
Resource requirements
Risk register
3. EEF
4. OPA

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 Estimate Activity Duration: Tools & Techniques

Analogues (Top Down) Estimating

 Analogous estimating is a technique for estimating the duration or cost of

an activity or a project using historical data from a similar activity or
project.

 Analogous duration estimating is frequently used to estimate project duration

when there is a limited amount of detailed information about the
project.

 Analogous estimating is generally less costly and less time-consuming

than other techniques, but it is also less accurate.

 Analogous estimating is most reliable when the previous activities are

similar.
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 Estimate Activity Duration: Tools & Techniques

Parametric Estimating

 Parametric estimating is an estimating technique in which creating

a mathematical equation to calculate cost or duration based
on historical data and project parameters.

 For example, duration on a cable installation, the meters of cable

multiplied by the number of labor hours per meter. If the
assigned resource is capable of installing 25 meters of cable
per hour, the duration required to install 1,000 meters is 40
hours (1,000 meters divided by 25 meters per hour).

 This technique can produce higher levels of accuracy depending

on the sophistication and underlying data built into the model

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 Estimate Activity Duration: Tools & Techniques

Three Point Estimating

Three-point estimates helps define an approximate range for an activity’s

duration is used when there is insufficient historical data or when using
judgmental data.

Most likely (M). This estimate is based on the duration of the activity, given the
resources likely to be assigned, their productivity, realistic expectations of
availability for the activity, dependencies on other participants, and
interruptions.

Optimistic (O). The activity duration based on analysis of the best-case

scenario for the activity.

Pessimistic (P). The duration based on analysis of the worst-case scenario for
the activity.

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 Estimate Activity Duration: Tools & Techniques

Three Point Estimating

Triangular Distribution:
E = (O + M + P) /3

Beta Distribution derived from Program evolution & Review Technique(PERT):

E= (0+4M+P)/6

* **This method of estimating leverages the benefits of risk

management.

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 Estimate Activity Duration: Tools & Techniques

Three Point Estimating

Activity P M O EAD (∆) EAD (β)

A 47 27 14
B 89 60 41
C 48 44 39
D 42 37 29

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 Estimate Activity Duration: Tools & Techniques

Three Point Estimating

Activity P M O EAD (∆) EAD (β)

A 47 27 14 29.333 28.167
B 89 60 41 63.333 61.667
C 48 44 39 43.667 43.833
D 42 37 29 36.000 36.500

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 Estimate Activity Duration: Tools & Techniques

Three Point Estimating : Standard Deviation

 Activity standard deviation is the possible range for the estimate.

 For example, an activity estimate of 30 hours that has a standard deviation

of +/ - 2 is expected to take between 28 hours and 32 hours.

 Activity standard deviation= (P-O)/6

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 Estimate Activity Duration: Tools & Techniques

Bottom-Up Estimating

 Bottom-up estimating is a method of estimating project duration or cost by

aggregating the estimates of the lower level components of the
WBS.

 When an activity’s duration cannot be estimated with a reasonable degree

of confidence, the work within the activity is decomposed into more
detail. The detail durations are estimated.

 These estimates are then aggregated into a total quantity for each
of the activity’s durations.

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 Estimate Activity Duration: Tools & Techniques

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 Estimate Activity Duration: Tools & Techniques

Data Analysis Reserve Analysis

Reserve analysis is used to determine the amount of contingency and

management reserve needed for the project.

 Contingency reserve

 Management Reserve

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 Estimate Activity Duration: Tools & Techniques

Data Analysis Reserve Analysis

Contingency reserve

 Contingency reserves, sometimes referred to as schedule reserves, to

account for schedule uncertainty.

 Contingency reserves are the estimated duration within the schedule

baseline, which is allocated for identified risks that are accepted.

 Contingency reserves are associated with the known-unknowns, which

may be estimated to account for this unknown amount of rework.

 As more precise information about the project becomes available,

the contingency reserve may be used, reduced, or eliminated.
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 Estimate Activity Duration: Tools & Techniques

Data Analysis Reserve Analysis

Management Reserve

 Management reserves are a specified amount of the project budget

withheld for management control purposes and are reserved for
unforeseen work that is within scope of the project.

 Management reserves are intended to address the unknown-unknowns

that can affect a project.

 Management reserve is not included in the schedule baseline, but it is

part of the overall project duration requirements.

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 Estimate Activity Duration: Outputs

Duration Estimates

Duration estimates are quantitative assessments of the likely number

of time periods that are required to complete an activity, a phase, or a
project.

Duration estimates may include some indication of the range of

possible results. For example:

 A range of 2 weeks ± 2 days, which indicates that the activity will take at
least 8 days and not more than 12 (assuming a 5-day work week)

 A 15% probability of exceeding 3 weeks, which indicates a high probability

—85%—that the activity will take 3 weeks or less

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 Estimate Activity Duration: Outputs

Basis of Estimates

Basis of Estimates is an explanation of how the estimates ware derived,

what assumption, constrain and risk has considered in the estimation
process.

Supporting detail for duration estimates may include:

 Documentation of the basis of the estimate (i.e., how it was developed)

 Documentation of all assumptions made
 Documentation of any known constraints
 Documentation of individual project risks influencing this estimate.

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 Develop Schedule

Knowledge Initiatin Planning Executio C& M Closing

Area g n

Plan Schedule
Management

Schedule
Define Activities
Manageme Control
nt Schedule
Sequence
Activities

Estimate Activity
Durations

Develop
Schedule

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 Develop Schedule

 Develop Schedule is the process of analyzing activity sequences,

durations, resource requirements, and schedule constraints to
create a schedule model for project execution and monitoring and
controlling.

 This process is performed throughout the project & an iterative Process

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 Develop Schedule: ITTO

Inputs Tools & Techniques Output

1. Project management 1. Schedule network 1. Schedule baseline
plan analysis 2. Project schedule
Schedule management 2. Critical path 3. Schedule data
plan method 4. Project calendars
Scope baseline 3. Resource 5. Change requests
2. Project documents optimization 6. Project management
Activity attributes 4. Data analysis plan
Activity list What-if scenario updates
Assumption log analysis Schedule management plan
Basis of estimates Simulation Cost baseline
Duration estimates 5. Leads and lags 7. Project documents
Lessons learned register 6. Schedule updates
Milestone list compression Activity attributes
Project schedule network 7. Project Assumption log
diagrams management Duration estimates
Project team assignments information system Lessons learned register
Resource calendars 8. Agile release Resource requirements
Resource requirements planning Risk register
Risk register
3. Agreements
4. EEF
5. OPA
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 Develop Schedule: Tools & Techniques

Schedule Network Analysis

 Schedule network analysis is the technique used to generate the

project schedule model.

 It assessing the need to aggregate schedule reserves to reduce the

probability of a schedule slip when multiple paths converge at a single
point in time or when multiple paths diverge from a single point in time, to
reduce the probability of a schedule slip

 It employs several other techniques such as critical path method,

resource optimization techniques and modeling technique.

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 Sequence Activities: Outputs

Project Schedule Network Diagram

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 Develop Schedule: Tools & Techniques

Critical Path Method

 The critical path is the longest duration path through a network diagram
and determine the shortest time period it could take to complete the
project.

 The easiest way to find out the critical path is to identify all paths and add
the activity durations along each path. The path with the longest
duration is called the critical path.

 The path is closet in duration to the critical path is called Near Critical
path.

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 Develop Schedule: Tools & Techniques

Critical Path Method

Determine CPM: Find the longest

path

C
2  Start-A-C-Finish=4+2=6
Start A B Finish  Start-A-B-Finish=4+7=11
4 7  Start-D-E-Finish=3+5=8
D E
3 5
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 Develop Schedule: Tools & Techniques

Critical Path Method

Determine CPM: Find the longest

path

4 3 1
A B C Start-A-B-C-G-Finish=4+3+1+2=1
5 4 6 2
Start-D-E-F-G-Finish=5+4+6+2=1
Start D E F G Finish
Start-D-H-I-Finish=5+4+2=11
4 2
H I

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 Develop Schedule: Tools & Techniques
Critical Path Method

Determine CPM: Find the longest

path
6

C
 Start-A-C-D-Finish=2+6+3=11
2 4 3

Start A B D  Start-A-B-D-Finish=2+4+3=9

7  Start-E-B-D-Finish=7+4+3=14
E  Start-E-F-Finish=7+2=9
2

F Finish
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 Develop Schedule: Tools & Techniques

Critical Path Method : Float or Schedule Flexibility

 Total float or schedule flexibility is measured by the amount of time

that a schedule activity can be delayed or extended from its early
start date without delaying the project finish date or violating a
schedule constraint

 Free float is the amount of time an activity can delayed without delaying
the early start date of its successor activity.

 Activates on critical path have zero float.

 Critical path activities that are delayed can result in negative float.

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 Develop Schedule: Tools & Techniques

Critical Path Method

Finding Float/Slack (Schedule Flexibility):

Start-A-B-C- 0
3 1 7
Finish=3+1+7=11
A B C Start-D-F-G-Finish=4+2+2=8 11-8=3

4 3 Start-D-E-Finish=4+3=7 11-7=4
Start D E Finish
Activity Float
2 2
A=0 B=0 C=0
F G D=? 3
E=4 F=3 G=3

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 Develop Schedule: Tools & Techniques

Critical Path Method Float (Schedule Flexibility) or Slack

Figure out ES, EF, LS, LF:

A method is used called forward pass to add the early start and finish to each p
your network diagram. Then use backward pass to add the late start and finish

ES Duration EF LF – Duration+1=LS
ES + Duration-1=EF Duration=LF-LS+1
Duration=EF-ES+1 Activity Name
LS Float LF

Float = LF-EF=LS-ES
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 Develop Schedule: Tools & Techniques

Critical Path Method

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 Develop Schedule: Tools & Techniques

Critical Path Method Float (Schedule Flexibility) or Slack

Figure out ES, EF, LS, LF:

6 5 7 Duration=EF-
ES+1
START A B C FI NI SH

0 Duration=LF-LS+1

2
D

1 6 6 7 5 11 12 7 18
START A B C FI NI SH
1 0 6 7 0 11 12 0 18

1 2 2
D
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 Develop Schedule: Tools & Techniques

Activities:
1. Construction of Network Diagram for the bellow activates.
2. What is the critical path in this activity list?

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 Develop Schedule: Tools & Techniques

Schedule Compression

Schedule compression techniques are used to shorten or accelerate the

schedule duration without reducing the project scope in order to meet
schedule constraints, imposed dates, or other schedule objectives.

Schedule compression techniques are compared include:

Crashing
First Tracking

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Schedule Compression

Crashing

 A technique used to shorten the schedule duration for the least

incremental cost by adding resources.

 Examples of crashing include approving overtime, bringing in

additional resources, or paying to expedite delivery to activities on
the critical path.

 Crashing works only for activities on the critical path where additional
resources will shorten the activity’s duration.

 Crashing does not always produce a viable alternative and may result in
increased risk and/or cost.
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 Develop Schedule: Tools & Techniques

Schedule Compression

Fast tracking

 A schedule compression technique in which activities or phases normally

done in sequence are performed in parallel for at least a portion of their
duration.

 An example is constructing the foundation for a building before completing all of

the architectural drawings.

 Fast tracking may result in rework and increased risk.

 It only works when activities can be overlapped to shorten the project

duration on the critical path.

 Fast tracking may also increase project costs.

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 Develop Schedule: Tools & Techniques

Schedule Compression:

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 Develop Schedule: Tools & Techniques

Resource Optimization

Resource optimization is used to adjust the start and finish dates of

activities to adjust planned resource use to be equal to or less than resource
availability.

Examples of resource optimization techniques:

Resource leveling
Resource smoothing

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 Develop Schedule: Tools & Techniques

Resource Optimization Resource leveling

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 Develop Schedule: Tools & Techniques

Resource Optimization Resource leveling

 A technique in which start and finish dates are adjusted based on

resource constraints with the goal of balancing the demand for
resources.

 Resource leveling can be used when shared or critically required

resources are available only at certain times or in limited
quantities, or are over allocated. such as when a resource has been
assigned to two or more activities during the same time period.

 Available float is used for leveling resources.

 Consequently, the critical path through the project schedule may change.

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 Develop Schedule: Tools & Techniques

Resource Optimization Resource Smoothing

 Resource smoothing is the modified form of resource leveling, where

resource are leveled only within the limits of float of their
activities, so the completion date of activities are not delayed.

 In resource smoothing, as opposed to resource leveling, the project’s

critical path is not changed and the completion date may not be
delayed.

 In other words, activities may only be delayed within their free and total
float.

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 Develop Schedule: Tools & Techniques

Data Analysis What-if scenario analysis

 What-if scenario analysis is the process that evaluate different

scenarios to predict their effect, positive or negative on project
objectives.

 This is an analysis of the question, “What if the situation represented by

scenario X happens?”

 The outcome of the what-if scenario analysis can be used to assess the
feasibility of the project schedule under different conditions, and in
preparing schedule reserves and response plans to address the impact
of unexpected situations.

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 Develop Schedule: Tools & Techniques

Data Analysis Simulation

 Simulation models the combined effects of individual project risks and

other sources of uncertainty to evaluate their potential impact on
achieving project objectives.

 The most common simulation technique is Monte Carlo analysis in which

risks and other sources of uncertainty are used to calculate possible
schedule outcomes for the total project

 Simulation involves calculating multiple work package durations with

different sets of activity assumptions, constraints, risks, issues, or
scenarios using probability distributions and other representations of
uncertainty

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 Develop Schedule: Outputs

Schedule Baseline

 A schedule baseline is the approved version of a schedule model that

can be changed only through formal change control procedures and is used
as a basis for comparison to actual results.

 During monitoring and controlling, the approved baseline dates are

compared to the actual start and finish dates to determine if variances
have occurred.

 The schedule baseline is a component of the project management plan.

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 Develop Schedule: Outputs

Project Schedule

 The project schedule is an output of a schedule model that presents

linked activities with planned dates, durations, milestones, and
resources.

 The project schedule may be presented in summary form, sometimes

referred to as the master schedule or milestone schedule or
presented in detail.

 At a minimum, the project schedule includes a planned start date and

planned finish date for each activity.

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 Develop Schedule: Outputs

Project Schedule

BAR Chart

Also known as Gantt charts, bar

charts represent schedule information
where activities are listed on the
vertical axis, dates are shown on the
horizontal axis, and activity durations
are shown as horizontal bars placed
according to start and finish dates.

Bar charts are relatively easy to read

and are commonly used.

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 Develop Schedule: Outputs

Project Schedule

Mile Stone Chart

These charts are similar to bar

charts, but only identify the
scheduled start or completion of
major deliverables and key
external interfaces.

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 Develop Schedule: Outputs

Project Schedule

Project schedule network

diagrams

These diagrams are commonly

presented in the activity-on-node
diagram format showing activities.

Sometimes referred to as a pure

logic diagram or a logic bar
chart.

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 Develop Schedule: Outputs

Schedule Data

 The schedule data for the project schedule model is the collection of
information for describing and controlling the schedule.

 The schedule data includes, the schedule milestones, schedule

activities, activity attributes, and documentation of all identified
assumptions and constraints.

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 Develop Schedule: Outputs

Project Calendars

 A project calendar identifies working days and shifts that are available
for scheduled activities.

 It distinguishes time periods in days or parts of days that are

available to complete scheduled activities from time periods that
are not available for work.

 The project calendars may be updated.

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 Control Schedule

Knowledge Initiatin Planning Executio C& M Closing

Area g n

Plan Schedule
Management

Schedule
Define Activities
Manageme Control
nt Schedule
Sequence
Activities

Estimate Activity
Durations

Develop Schedule

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 Control Schedule

 Control Schedule is the process of monitoring the status of the project to

update the project schedule and managing changes to the schedule
baseline.

 The key benefit of this process is that the schedule baseline is

maintained throughout the project.

 Control Schedule, as a component of the Perform Integrated Change

Control process, is concerned with:

 Determining the current status of the project schedule

 Influencing the factors that create schedule change
 Reconsidering necessary schedule reserves
 Determining if the project schedule has changed

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 Control Schedule: ITTO

Inputs Tools & Techniques Output

1. Project management 1. Data analysis 1. Work performance

plan Earned value analysis information
Schedule management plan Iteration burndown 2. Schedule forecasts
Schedule baseline 3. Change requests
chart
Scope baseline 4. Project management
Performance reviews
Performance measurement plan
Trend analysis
baseline updates
Variance analysis
2. Project documents Schedule management
What-if scenario
Lessons learned register plan
analysis
Project calendars Schedule baseline
2. Critical path
Project schedule Cost baseline
method
Resource calendars Performance
3. Project
Schedule data measurement
management
3. Work Performance Data baseline
information system
4. OPA 5. Project documents
4. Resource
updates
optimization
Assumption log
6. Leads and lags
Basis of estimates
7. Schedule
Lessons learned register
compression
Project schedule
Resource calendars
Risk register
SchedulePMI,
data
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 Control Schedule: Tools & Techniques

Data Analysis

Iteration Burndown Chart

 This chart tracks the work that remains to be completed in the

iteration backlog.

 It is used to analyze the variance with respect to an ideal burndown

based on the work committed from iteration planning.

 A forecast trend line can be used to predict the likely variance at iteration
completion and take appropriate actions during the course of the iteration.

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 Control Schedule: Tools & Techniques

Data Analysis

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 Control Schedule: Outputs

Schedule Forecasts

 Schedule updates are forecasts of estimates or predictions of

conditions and events in the project’s future based on information and
knowledge available at the time of the forecast.

 Forecasts are updated and reissued based on work performance

information.

 The information is based on the project’s past performance and expected

future performance based on corrective or preventive actions.

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 Considerations for agile/adaptation Environments

 Adaptive approaches use short cycles to undertake work, review the

results, and adapt as necessary.

 These cycles provide rapid feedback on the approaches and deliverables, and
generally manifest as iterative scheduling and on-demand.

 To address the full delivery life cycle for larger, enterprise-wide systems, a
range of techniques utilizing a predictive approach, adaptive approach, or a
hybrid of both, may need to be adopted.

 The role of the project manager does not change based on managing projects
using a predictive development life cycle or managing projects in adaptive
environments.

 However, to be successful in using adaptive approaches, the project manager will

need to be familiar with the tools and techniques to understand how to apply
them effectively

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 Training Flow

Introductio Environment
Integration Scope
n & PM Role

Schedule Cost Quality Resource

Communica Procureme Stakeholde

Risk nt r
tion

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