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Project Time Management

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Includes the processes required to manage timely completion of the project

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Project Time Management Processes

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6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule

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Schedule Model

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The printed project schedule information (schedule) from the schedule data and calculations that produce the schedule

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Schedule Management Plan

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The schedule management plan is contained in, or is a subsidiary plan of, the project management plan, and may be formal or informal, highly detailed or broadly framed, based upon the needs of the project, and includes appropriate control thresholds. It selects a scheduling methodology, a scheduling tool, and sets the format and establishes criteria for developing and controlling the project schedule

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Scheduling Methodology

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Defines the rules and approaches for the scheduling process. Some of the better known methodologies include critical path method (CPM) and critical chain

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The majority of effort in the Project Time Management Knowledge Area will occur in...

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The Control Schedule process to ensure completion of project work in a timely manner

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Define Activities

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The process of identifying the specific actions to be performed to produce the project deliverables

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Activity

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Project work packages are typically decomposed into smaller components called activities that represent the work necessary to complete the work package. Activities provide a basis for estimating, scheduling, executing, and monitoring and controlling the project work

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Inputs to Define Activities

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1. Scope Basline 2. Enterprise Environmental Factors 3. Organizational Process Assets

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Tools and Techniques for Define Activities

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1. Decomposition 2. Rolling Wave Planning 3. Templates 4. Expert Judgement

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Outputs of Define Activities

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1. Activity List 2. Activity Attributes 3. Milestone List

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Scope Baseline Use in Define Activities

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The project deliverables, constraints, and assumptions documented in the project scope baseline are considered explicitly while defining activities

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Define Activities: Enterprise Environmental Factors

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• The project management information system (PMIS)

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Define Activities: Organizational Process Assets

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• Existing formal and informal activity planning-related policies, procedures, and guidelines, such as the scheduling methodology, that are considered in developing the activity definitions, and • Lessons-learned knowledge base containing historical information regarding activities lists used by previous similar projects

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Decomposition Use in Define Activities

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• Involves subdividing the project work packages into smaller, more manageable components called activities. • Activities represent the effort needed to complete a work package. • The Define Activities process defines the final outputs as activities rather than deliverables, as done in the Create WBS process • The activity list, WBS, and WBS dictionary can be developed either sequentially or concurrently, with the WBS and WBS dictionary as the basis for development of the final activity list. • Each work package within the WBS is decomposed into the activities required to produce the work package deliverables. • Involving team members in the decomposition can lead to better and more accurate results

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Rolling Wave Planning

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A form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail and future work is planned at a higher level of the WBS

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Templates

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A standard activity list or a portion of an activity list from a previous project is often usable as a template for a new project. The related activity attributes information in the templates can also contain other descriptive information useful in defining activities. Templates can also be used to identify typical schedule milestones

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Define Activities: Expert Judgement Sources

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Project team members or other experts, who are experienced and skilled in developing detailed project scope statements, the WBS, and project schedules, can provide expertise in defining activities

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Activity List

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A comprehensive list including all schedule activities required on the project. The activity list includes the 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.

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Activity Attributes

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• Activity attributes extend the description of the activity by identifying the multiple components associated with each activity.

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Components of Activity Attributes

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• The components for each activity evolve over time. • During the initial stages of the project they include the Activity ID, WBS ID, and Activity Name, and when completed may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions. • Activity attributes can be used to identify the person responsible for executing the work, geographic area, or place where the work has to be performed, and activity type such as level of effort (LOE), discrete effort, and apportioned effort (AE). • Activity attributes are used for schedule development and for selecting, ordering, and sorting the planned schedule activities in various ways within reports. • The number of attributes varies by application area

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Milestone List

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A milestone list identifies all milestones and indicates whether the milestone is mandatory, such as those required by contract, or optional, such as those based upon historical information

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Milestone

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A significant point or event in the project

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Sequence Activities

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The process of identifying and documenting relationships among the project activities

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Characteristics of Sequence Activities

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• Every activity and milestone except the first and last are connected to at least one predecessor and one successor. • It may be necessary to use lead or lag time between activities to support a realistic and achievable project schedule. • Sequencing can be performed by using project management software or by using manual or automated techniques

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Inputs to Sequence Activities

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1. Activity List 2. Activity Attributes 3. Milestone List 4. Project Scope Statement 5. Organizational Process Assets

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Tools and Techniques for Sequence Activities

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1. Precedence Diagramming Method (PDM) 2. Dependency Determination 3. Applying Leads and Lags 4. Schedule Network Templates

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Outputs of Sequence Activities

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1. Project Schedule Network Diagrams 2. Project Document Updates

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Activity Attributes Use in Sequence Activities

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May describe a necessary sequence of events or defined predecessor or successor relationships

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Milestone List Use in Sequence Activities

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May have scheduled dates for specific milestones

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Project Scope Statement Use in Sequence Activities

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Contains the product scope description, which includes product characteristics that may affect activity sequencing, such as the physical layout of a plant to be constructed or subsystem interfaces on a software project. While these effects are often apparent in the activity list, the product scope description is generally reviewed to ensure accuracy

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Sequence Activities: Organizational Process Assets

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• Project files from the corporate knowledge base used for scheduling methodology

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PDM

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Precedence Diagramming Method. Also referred to as AON.

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Precedence Diagramming Method

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A method used in Critical Path Methodology (CPM) for constructing a project schedule network diagram that uses boxes or rectangles, referred to as nodes, to represent activities, and connects them with arrows that show the logical relationships that exist between them. Also called Activity-On-Node (AON), and is the method used by most project management software packages.

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CPM

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Critical Path Methodology

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AON

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Activity-On-Node.

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Activity-On-Node

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A method used in Critical Path Methodology (CPM) for constructing a project schedule network diagram that uses boxes or rectangles, referred to as nodes, to represent activities, and connects them with arrows that show the logical relationships that exist between them. Also called Precedence Diagramming Method (PDM), and is the method used by most project management software packages

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PDM Dependencies / Logical Relationships

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• Finish-to-start (FS). • Finish-to-finish (FF). • Start-to-start (SS). • Start-to-finish (SF).

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FS

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Finish-to-start. The initiation of the successor activity depends upon the completion of the predecessor activity. The most commonly used type of precedence relationship

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FF

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Finish-to-finish. The completion of the successor activity depends upon the completion of the predecessor activity

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SS

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Start-to-start. The initiation of the successor activity depends upon the initiation of the predecessor activity

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SF

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Start-to-finish. The completion of the successor activity depends upon the initiation of the predecessor activity

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Dependency Types

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• Mandatory dependencies • Discretionary dependencies • External dependencies

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Mandatory Dependencies

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Mandatory dependencies are those that are contractually required or inherent in the nature of the work. Also sometimes referred to as hard logic.

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Hard Logic

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Mandatory Dependency

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Examples of Mandatory Dependencies

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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 must be built before it can be tested

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Discretionary Dependencies

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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. Also sometimes referred to as preferred or soft logic.

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Fast Tracking and Discretionary Dependencies

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• Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. • When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal

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External Dependencies

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External dependencies involve a relationship between project activities and non-project activities. These dependencies are usually outside the project team's control

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Applying Leads and Lags

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• The project management team determines the dependencies that may require a lead or a lag to accurately define the logical relationship. • The use of leads and lags should not replace schedule logic. • Activities and their related assumptions should be documented

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Lead

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Allows an acceleration of the successor activity

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Lag

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Directs a delay in the successor activity

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Schedule Network Templates

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Standardized schedule network diagram templates can be used to expedite the preparation of networks of project activities. They can include an entire project or only a portion of it

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Subnetwork / Fragment Network

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Portions of a project schedule network diagram. Useful when a project includes several identical or nearly identical deliverables

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Project Schedule Network Diagram

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Schematic displays of the project's schedule activities and the logical relationships among them, also referred to as dependencies. Can be produced manually or by using project management software

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Components of a Project Schedule Network Diagram

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• It can include full project details, or have one or more summary activities. • A summary narrative can accompany the diagram and describe the basic approach used to sequence the activities. • Any unusual activity sequences within the network should be fully described within the narrative

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Sequence Activities: Project Document Updates

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• Activity Lists • Activity Attributes • Risk Register

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Estimate Activity Resources

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The process of estimating the type and quantities of material, people, equipment, or supplies required to perform each activity

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Inputs to Estimate Activity Resources

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1. Activity List 2. Acitivity Attributes 3. Resource Calendars 4. Enterprise Environmental Factors 5. Organizational Process Assets

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Tools and Techniques for Estimate Activity Resources

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1. Expert Judgement 2. Alternative Analysis 3. Published Estimating Data 4. Bottom Up Estimating 5. Project Management Software

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Outputs of Estimate Activity Resources

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1. Activity Resource Requirements 2. Resource Breakdown Structure 3. Project Document Updates

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Activity List Use in Estimate Activity Resources

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Identifies the activities which will need resources

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Activity Attributes Use in Estimate Activity Resources

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Provides the primary data input for use in estimating those resources required for each activity

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Resource Calendars

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Information on which resources (such as people, equipment, and material) are potentially available during planned activity period.

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Estimate Activity Resources: Enterprise Environmental Factors

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• Resource availability and skills

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Estimate Activity Resources: Organizational Process Assets

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• Policies and procedures regarding staffing • Policies and procedures relating to rental and purchase of supplies and equipment • Historical information regarding types of resources used for similar work on previous project

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Characteristics of Resource Calendars

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• Used for estimating resource utilization. • Resource calendars specify when and how long identified project resources will be available during the project. • This information may be at the activity or project level. • This knowledge includes consideration of attributes such as resource experience and/or skill level, as well as various geographical locations from which the resources originate and when they may be available

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Composite Resource Calendar

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Includes the availability, capabilities, and skills of human resources

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Estimate Activity Resources: Expert Judgement Sources

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Any group with specialized knowledge in resource planning and estimating can provide such exper

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Estimate Activity Resources: Expert Judgement Use

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Required to assess the resource-related inputs to this process

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Alternative Analysis

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Many schedule activities have alternative methods of accomplishment

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Published Estimating Data

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Several companies routinely publish updated production rates and unit costs of resources for an extensive array of labor trades, material, and equipment for different countries and geographical locations within countries

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Bottom Up Estimating

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When an activity cannot be estimated with a reasonable degree of confidence, the work within the activity is decomposed into more detail. The resource needs are estimated. These estimates are then aggregated into a total quantity for each of the activity's resources

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Bottom Up Estimating Activity Dependencies

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• Activities may or may not have dependencies between them that can affect the application and use of resources. • If there are dependencies, this pattern of resource usage is reflected and documented in the estimated requirements of the activity

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Project Management Software

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Has the capability to help plan, organize, and manage resource pools and develop resource estimates. Depending on the sophistication of the software, resource breakdown structures, resource availability, resource rates and various resource calendars can be defined to assist in optimizing resource utilization

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Activity Resource Requirements

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Identifies the types and quantities of resources required for each activity in a work package. These requirements can then be aggregated to determine the estimated resources for each work package

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Resource Requirements Documentation

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For each activity, can include the basis of estimate for each resource, as well as the assumptions that were made in determining which types of resources are applied, their availability, and what quantities are used

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Resource Breakdown Structure

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A hierarchical structure of the identified resources by resource category and resource type.

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Examples of Resource Categories

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labor, material, equipment, and supplies

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Examples of Resource Types

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skill level, grade level or other information as appropriate to the project

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Purpose of Resource Breakdown Structure

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Useful for organizing and reporting project schedule data with resource utilization information.

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Estimate Activity Resources: Project Document Updates

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• Activity list • Activity attributes • Resource calendars

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Estimate Activity Durations

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The process of approximating the number of work periods needed to complete individual activities with estimated resources

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Characteristics of Estimate Activity Durations

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• Uses information on activity scope of work, required resource types, estimated resource quantities, and resource calendars. • The inputs for the estimates of activity duration originate from the person or group on the project team who is most familiar with the nature of the work in the specific activity. • The duration estimate is progressively elaborated, and the process considers the quality and availability of the input data. • Requires that the amount of work effort required to complete the activity is estimated and the amount of resources to be applied to complete the activity is estimated; these are used to approximate the number of work periods (activity duration) needed to complete the activity. • All data and assumptions that support duration estimating are documented for each estimate of activity duration.

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Project Management Software Use in Estimate Activity Durations

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Most project management software for scheduling will handle this situation by using a project calendar and alternative work-period resource calendars that are usually identified by the resources that require specific work periods. In addition to the sequencing logic, the activities will be performed according to the project calendar and the appropriate resource calendars

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Inputs to Estimate Activity Durations

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1. Activity List 2. Activity Attributes 3. Activity Resource Requirements 4. Resource Calendars 5. Project Scope Statement 6. Enterprise Environmental Factors 7. Organizational Process Assets

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Tools and Techniques for Estimate Activity Durations

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1. Expert Judgement 2. Analogous Estimating 3. Parametric Estimating 4. Three-Point Estimates 5. Reserve Analysis

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Outpus of Estimate Activity Durations

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1. Activity Duration Estimates 2. Project Document Updates

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Activity Resource Requirements Use in Estimate Activity Durations

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Will have an effect on the duration of the activity, since the resources assigned to the activity and the availability of those resources will significantly influence the duration of most activities

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Resource Calendars Use in Estimate Activity Durations

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Can include the type, availability, and capabilities of human resources; The type, quantity, availability, and capability, when applicable, of both equipment and material resources, which could significantly influence the duration of schedule activities, are also considered

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Project Scope Statement Use in Estimate Activity Durations

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The constraints and assumptions from the project scope statement are considered when estimating the activity durations

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Examples of Project Scope Statement Assumptions

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• Existing conditions, • Availability of information, and • Length of the reporting periods

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Examples of Project Scope Statment Constraints

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• Available skilled resources, and • Contract terms and requirements

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Estimate Activity Durations: Enterprise Environmental Factors

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• Duration estimating databases and other reference data, • Productivity metrics, and • Published commercial information

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Estimate Activity Durations: Organizational Process Assets

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• Historical duration information, • Project calendars, • Scheduling methodology, and • Lessons learned

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Estimate Activity Durations: Expert Judgement Sources

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• Guided by historical information, can provide duration estimate information or recommended maximum activity durations from prior similar projects. • Can also be used to determine whether to combine methods of estimating and how to reconcile differences between them

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Analogous Estimating

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Uses parameters such as duration, budget, size, weight, and complexity, from a previous, similar project, as the basis for estimating the same parameter or measure for a future project

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Characteristics of Analogous Estimating

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• When estimating durations, this technique relies on the actual duration of previous, similar projects as the basis for estimating the duration of the current project. • It is a gross value estimating approach, sometimes adjusted for known differences in project complexity. • Frequently used to estimate project duration when there is a limited amount of detailed information about the project • Uses historical information and expert judgment. • Generally less costly and time consuming than other techniques, but it is also generally less accurate. • Can be applied to a total project or to segments of a project and may be used in conjunction with other estimating methods. • Is most reliable when the previous activities are similar in fact and not just in appearance, and the project team members preparing the estimates have the needed expertise

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Parametric Estimating

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Uses a statistical relationship between historical data and other variables (e.g., square footage in construction) to calculate an estimate for activity parameters, such as cost, budget, and duration. Activity durations can be quantitatively determined by multiplying the quantity of work to be performed by labor hours per unit of work

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Characteristics of Parametric Estimating

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• Can produce higher levels of accuracy depending upon the sophistication and underlying data built into the model. • Can be applied to a total project or to segments of a project, in conjunction with other estimating methods

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Three-Point Estimates

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The accuracy of activity duration estimates can be improved by considering estimation uncertainty and risk

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PERT

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Program Evaluation and Review Technique. Uses three estimates to define an approximate range for an activity's duration. PERT analysis calculates an Expected (tE) activity duration using a weighted average of these three estimates

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PERT Estimate Types

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• Most Likely • Optimistic • Pessimistic

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PERT: Most Likely Estimate

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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

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PERT: Optimistic Estimate

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The activity duration is based on analysis of the best-case scenario for the activity

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PERT: Pessimistic Estimate

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The activity duration is based on analysis of the worst-case scenario for the activity

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Benefit of PERT

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Duration estimates based on the PERT equation, or even on a simple average of the three points, may provide more accuracy, and the three points clarify the range of uncertainty of the duration estimates

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Reserve Analysis

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Duration estimates may include contingency reserves, (sometimes referred to as time reserves or buffers) into the overall project schedule to account for schedule uncertainty

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Contingency Reserves

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Time reserves or buffers. May be a percentage of the estimated activity duration, a fixed number of work periods, or may be developed by using quantitative analysis methods

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Characteristics of Contingency Reserves

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• As more precise information about the project becomes available, the contingency reserve may be used, reduced, or eliminated. • Contingency should be clearly identified in schedule documentation

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Activity Duration Estimates

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Are quantitative assessments of the likely number of work periods that will be required to complete an activity. Duration estimates do not include any lags. May include some indication of the range of possible results. For example: • 2 weeks ± 2 days to indicate that the activity will take at least eight days and no more than twelve (assuming a five-day workweek). • 15% probability of exceeding three weeks to indicate a high probability—85% percent—that the activity will take three weeks or less.

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Estimate Activity Durations: Project Document Updates

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• Activity attributes, and • Assumptions made in developing the activity duration estimate such as skill levels and availability

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Develop Schedule

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The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule

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Characteristics of Develop Schedule

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• Entering the activities, durations, and resources into the scheduling tool generates a schedule with planned dates for completing project activities. • It determines the planned start and finish dates for project activities and milestones • Developing an acceptable project schedule is often an iterative process • Schedule development can require the review and revision of duration estimates and resource estimates to create an approved project schedule that can serve as a baseline to track progress. • Revising and maintaining a realistic schedule continues throughout the project as work progresses, the project management plan changes, and the nature of risk events evolves

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Inputs to Develop Schedule

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1. Activity List 2. Activity Attributes 3. Project Schedule Network Diagram 4. Acitivty Resource Requirements 5. Resource Calendars 6. Activity Duration Estimates 7. Project Scope Statement 8. Enterprise Environmental Factors 9. Organizational Process Assets

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Tools and Techniques for Develop Schedule

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1. Scheduling Network Analysis 2. Critical Path Method 3. Critical Chain Method 4. Resource Leveling 5. What-If Scenario Analysis 6. Applying Leads and Lags 7. Schedule Compression 8. Scheduling Tool

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Outputs of Develop Schedule

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1. Project Schedule 2. Schedule Baseline 3. Schedule Data 4. Project Document Updates

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Project Scope Statement Use in Develop Schedule

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Contains assumptions and constraints that can impact the development of the project schedule

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Develop Schedule: Entperise Environmental Factors

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A scheduling tool that can be used in developing the schedule

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Develop Schedule: Organizational Process Assets

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• Scheduling methodology • Project calendar

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Scheduling Network Analysis

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A technique that generates the project schedule. It employs various analytical techniques, such as critical path method, critical chain method, what-if analysis, and resource leveling to calculate the early and late start and finish dates for the uncompleted portions of project activities. Some network paths may have points of path convergence or path divergence that can be identified and used in schedule compression analysis or other analyses

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Critical Path Method

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Calculates the theoretical early start and finish dates, and late start and finish dates, for all activities without regard for any resource limitations, by performing a forward and backward pass analysis through the schedule network. The resulting early and late start and finish dates are not necessarily the project schedule; rather, they indicate the time periods within which the activity could be scheduled, given activity durations, logical relationships, leads, lags, and other known constraints

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Activity Total Float

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Calculated early start and finish dates, and late start and finish dates, may be affected by activity total float, which provides schedule flexibility and, may be positive, negative, or zero

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Critical Path

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Have either a zero or negative Total Float

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Total Float

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On any network path, the schedule flexibility is measured by the positive difference between early and late dates

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Critical Activities

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Schedule activities on a critical path

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Zero Total Float

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Critical Path

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Networks are going to have multiple...

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near critical paths

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produce network paths with a zero or positive total float

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Adjustments to activity durations, logical relationships, leads and lags, or other schedule constraints

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Free Float

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The amount of time that an activity can be delayed without delaying the early start date of any immediate successor activity within the network path. Can be determined after the total float of network path has been calculated

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Critical Chain Method

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Is a schedule network analysis technique that modifies the project schedule to account for limited resources. Adds duration buffers that are non-work schedule activities to manage uncertainty.

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Determining the Critical Chain

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• Initially, the project schedule network diagram is built using duration estimates with required dependencies and defined constraints as inputs. • The critical path is then calculated. • After the critical path is identified, resource availability is entered and the resource-limited schedule result is determined. • The resulting schedule often has an altered critical path

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Critical Chain

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The resource-constrained critical path

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Project Buffer

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One buffer, placed at the end of the critical chain, protects the target finish date from slippage along the critical chain

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Feeding Buffer

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Additional buffers are placed at each point that a chain of dependent tasks not on the critical chain feeds into the critical chain. Feeding buffers thus protect the critical chain from slippage along the feeding chains

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Duration Buffers

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• non-work schedule activities to manage uncertainty • The size of each buffer should account for the uncertainty in the duration of the chain of dependent tasks leading up to that buffer. • Once the buffer schedule activities are determined, the planned activities are scheduled to their latest possible planned start and finish dates

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The Critical Chain Method focuses on

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Consequently, in lieu of managing the total float of network paths, the critical chain method focuses on managing remaining buffer durations against the remaining durations of task chains

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Resource Leveling

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Is a schedule network analysis technique applied to a schedule that has already been analyzed by the critical path method

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Characteristics of Resource Leveling

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• Can be used when shared or critical required resources are only available at certain times, are only available in limited quantities, or to keep resource usage at a constant level. • Is necessary when resources have been over-allocated, when shared or critical required resources are only available at certain times or are only available in limited quantities. • Can often cause the original critical path to change

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What-If Scenario Analysis

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An analysis of the question "What if the situation represented by scenario 'X' happens?". A schedule network analysis is performed using the schedule to compute the different scenarios

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Characteristics of What-If Analysis

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• The outcome of the whatif scenario analysis can be used to assess the feasibility of the project schedule under adverse conditions, and in preparing contingency and response plans to overcome or mitigate the impact of unexpected situations. • Simulation involves calculating multiple project durations with different sets of activity assumptions

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Monte Carlo Analysis

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The most common What-If Analysis technique. A distribution of possible activity durations is defined for each activity and used to calculate a distribution of possible outcomes for the total project

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Applying Leads and Lags

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Refinements applied during network analysis to develop a valid schedule

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Schedule Compression

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Shortens the project schedule without changing the project scope, to meet schedule constraints, imposed dates, or other schedule objectives

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Schedule Compression Techniques

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• Crashing • Fast-tracking

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Crashing

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A schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost

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Examples of Crashing

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• approving overtime, • bringing in additional resources, or • paying to expedite delivery to activities on the critical path

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Characteristics of Crashing

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• Only works for activities where additional resources will shorten the duration. • Doesn't not always produce a viable alternative and may result in increased risk and/or cost

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Fast Tracking

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A schedule compression technique in which phases or activities normally performed in sequence are performed in parallel

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Characteristics of Fast Tracking

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• May result in rework and increased risk. • Only works if activities can be overlapped to shorten the duration

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Scheduling Tool

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Automated scheduling tools expedite the scheduling process by generating start and finish dates based on the inputs of activities, network diagrams, resources and activity durations. A scheduling tool can be used in conjunction with other project management software applications as well as manual methods

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Project Schedule

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Includes a planned start date and planned finish date for each activity

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Characteristics of Project Schedule

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• If resource planning is done at an early stage, then the project schedule would remain preliminary until resource assignments have been confirmed and scheduled start and finish dates are established. • This process usually happens no later than completion of the project management plan • A project target schedule may also be developed with a defined target start and target finish for each activity. • The project schedule may be presented in summary form, sometimes referred to as the master schedule or milestone schedule, or presented in detail. • Although a project schedule can be presented in tabular form, it is more often presented graphically

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Graphical Formats of the Project Schedule

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• Milestone charts • Bar charts • Project schedule network diagrams

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Milestone Charts

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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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Bar Charts

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These charts, with bars representing activities, show activity start and end dates, as well as expected durations. Bar charts are relatively easy to read, and are frequently used in management presentations

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Hammock Activity

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For control and management communication, the broader, more comprehensive summary activity, is used between milestones or across multiple interdependent work packages, and is displayed in barchart reports

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Project Schedule Network Diagrams

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These diagrams, with activity date information, usually show both the project network logic and the project's critical path schedule activities. These diagrams can be presented in the activity-on-node diagram format, or presented in a time-scaled schedule network diagram format that is sometimes called a logic bar chart

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Schedule Baseline

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Is a specific version of the project schedule developed from the schedule network analysis. It is accepted and approved by the project management team as the schedule baseline with baseline start dates and baseline finish dates. It is a component of the project management plan

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Schedule Data

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Includes at least the schedule milestones, schedule activities, activity attributes, and documentation of all identified assumptions and constraints

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Schedule Data Supporting Detail

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• Resource requirements by time period, often in the form of a resource histogram, • Alternative schedules, such as best-case or worst-case, not resource-leveled, or resource leveled, with or without imposed dates, and • Scheduling of contingency reserves • could include such items as resource histograms, cash-flow projections, and order and delivery schedules

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Develop Schedule: Project Document Updates

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• Activity resource requirements • Activity attributes • Calendar • Risk register

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Develop Schedule: Activity Resource Requirements Updates

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Resource leveling can have a significant effect on preliminary estimates of the types and quantities of resources required. If the resource-leveling analysis changes the project resource requirements, then the project resource requirements are updated

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Develop Schedule: Activity Attributes Updates

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Updated to include any revised resource requirements and any other revisions generated by the Develop Schedule process

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Develop Schedule: Calendar Updates

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For each project may use different calendar units as the basis for scheduling the project

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Develop Schedule: Risk Register Updates

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May need to be updated to reflect opportunities or threats perceived through scheduling assumptions

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Control Schedule

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The process of monitoring the status of the project to update project progress and managing changes to the schedule baseline

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Purpose of Control Schedule

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• Determining the current status of the project schedule, • Influencing the factors that create schedule changes, • Determining that the project schedule has changed, and • Managing the actual changes as they occur

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Inputs to Control Schedule

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• Project Management Plan • Project Schedule • Work Performance Information • Organizational Process Assets

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Tools and Techniques for Control Schedule

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• Performance Reviews • Variance Analysis • Project Management Software • Resource Leveling • What-If Scenario Analysis • Adjusting Leads and Lags • Schedule Compression • Scheduling Tool

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Outpus of Control Schedule

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• Work Performance Measurements • Organizational Process Asset Updates • Change Requests • Project Management Plan Updates • Project Document Updates

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Project Management Plan Use in Control Schedule

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• Contains the schedule management plan and the schedule baseline • The schedule management plan describes how the schedule will be managed and controlled • The schedule baseline is used to compare with actual results to determine if a chance, corrective action, or preventative action is necessary

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Project Schedule Use in Control Schedule

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• The most recent version of the project schedule with notations to indicate updates, completed activities, and started activities as of the indicated data date

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Work Performance Information Use in Control Schedule

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• Information about project progress, such as which activities have started, their progress, and which activities have finished

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Control Schedule: Organizational Process Assets

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• Existing formal and informal schedule control-related policies, procedures and guidelines • Schedule control tools • Monitoring and reporting methods to be used

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Performance Reviews

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Measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress

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EVM Use in Control Schedule

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If earned value management (EVM) is utilized the schedule variance (SV) and schedule performance index (SPI) are used to assess the magnitude of schedule variations. An important part of schedule control is to decide if the schedule variation requires corrective action

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EVM

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Earned Value Management

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SV

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Schedule Variance

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SPI

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Schedule Performance Index

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Critical Chain Scheduling Method Use in Control Schedule

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If using the critical chain scheduling method, comparing the amount of buffer remaining to the amount of buffer needed to protect the delivery date can help determine schedule status. The difference between the buffer needed and the buffer remaining can determine whether corrective action is appropriate

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Variance Analysis Use in Control Schedule

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• Schedule performance measurements (SV, SPI) are used to assess the magnitude of variation to the original schedule baseline. • The total float variance is also an essential planning component to evaluate project time performance. • Important aspects of project schedule control include determining the cause and degree of variance relative to the schedule Baseline and deciding whether corrective or preventive action is required.

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Project Management Software Use in Control Schedule

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Project management software for scheduling provides the ability to track planned dates versus actual dates, and to forecast the effects of changes to the project schedule

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Resource Leveling Use in Control Schedule

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Used to optimize the distribution of work among resources

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What-If Scenario Analysis Use in Control Schedule

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Used to review various scenarios to bring the schedule into alignment with the plan

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Adjusting Leads and Lags Use in Control Schedule

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Used to find ways to bring project activities that are behind into alignment with the plan

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Schedule Compression Use in Control Schedule

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Used to find ways to bring project activities that are behind into alignment with the plan

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Scheduling Tool Use in Control Schedule

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• Schedule data is updated and compiled into the schedule to reflect actual progress of the project and remaining work to be completed. • The scheduling tool and the supporting schedule data are used in conjunction with manual methods or other project management software to perform schedule network analysis to generate an updated project schedule

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Control Schedule: Work Performance Measurements

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The calculated SV and SPI values for WBS components, in particular the work packages and control accounts, are documented and communicated to stakeholders

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Control Schedule: Organizational Process Assets Updates

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• Causes of variances, • Corrective action chosen and the reasons, and • Other types of lessons learned from project schedule control

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Control Schedule: Change Requests

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• Schedule variance analysis, along with review of progress reports, results of performance measures, and modifications to the project schedule can result in change requests to the schedule baseline and/or to other components of the project management plan. • Change requests are processed for review and disposition through the Perform Integrated Change Control process • Preventive actions may include recommended changes to reduce the probability of negative schedule variances

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Control Schedule: Project Management Plan Updates

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• Schedule baseline • Schedule management plan • Cost baseline

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Control Schedule: Schedule Baseline Updates

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Changes to the schedule baseline are incorporated in response to approved change requests related to project scope changes, activity resources, or activity duration estimates

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Control Schedule: Schedule Management Plan Updates

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May be updated to reflect a change in the way the schedule is managed

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Control Schedule: Cost Baseline Updates

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May be updated to reflect changes caused by compression or crashing techniques

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Control Schedule: Project Document Updates

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• Schedule data • Project schedule

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Control Schedule: Schedule Data Updates

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New project schedule network diagrams may be developed to display approved remaining durations and modifications to the work plan. In some cases, project schedule delays can be so severe that development of a new target schedule with forecasted start and finish dates is needed to provide realistic data for directing the work, and for measuring performance and progress

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Control Schedule: Project Schedule Updates

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An updated project schedule will be generated from the updated schedule data to reflect the schedule changes and manage the project

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Activity attributes can be used to

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• identify the person responsible for executing the work, • geographic area, or • place where the work has to be performed, and • activity type such as level of effort (LOE), discrete effort, and apportioned effort (AE).

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Activity attributes are used for

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schedule development and for selecting, ordering, and sorting the planned schedule activities in various ways within reports

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How to deal with a project with a negative float

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the project manager will have to either fast-track or crash the project schedule

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planned start and finish dates for project activities are determined by

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using activity attributes, project scope statement, and activity list as inputs

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Duration of a milestone

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zero. Since milestones only indicate when a particular task is going to be started or completed, they will not have any duration

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Examples of assumptions in Estimate Activity Duration

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• existing conditions, • availability of information, and • length of the reporting periods

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Duration of a Project

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• should be calculated after drawing a network diagram and determining the critical path. • the length of the critical path and not the sum of the duration of all the tasks in the project

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Slack for tasks on the critical path

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is equal to zero

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All baselines and plans are a part of

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the project management plan

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In the Control Schedule process, changes to project schedule can result in change requests to

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Schedule baseline and/or components of project plan

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Analogous estimating uses

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historical information and expert judgment

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Define Activities Process Group

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Planning Process Group

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Sequence Activities Process Group

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Planning Process Group

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Estimate Activity Resources Process Group

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Planning Process Group

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Estimate Activity Durations Process Group

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Planning Process Group

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Develop Schedule Process Group

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Planning Process Group

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Control Schedule Process Group

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Monitoring and Controlling Process Group

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The more critical paths

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the more project risk

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Negative Critical Path

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The project float compares the critical path with an externally imposed date and may be negative. You may be forced to fast track or perform crashing to ensure that the project is completed on time as required by the management. There will be no change to the critical path.

PMP 6: Project Time Management – Flashcards

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