Project Management

Lecture - 4& 5 - Schedule Management

Associate Professor, Anwar Mahmoud Mohamed, PhD, MBA, PMP
PROJECT Schedule MANAGEMENT
Project Schedule Management includes the processes required to manage the
timely completion of the project
 PROJECT MANAGEMENT PROCESSES

Project Management Process Groups

Knowledge
Areas Initiation (I) Planning (P) Executing (E) Mon. & Cont. (C) Closing (CL)
4. Project 4.1 Develop 4.2 Develop Project Mgmt. 4.3 Direct and 4.5 Monitor and 4.7 Close
Integration Project Plan Manage Project Control Project Project or
Mgmt. Charter work Work Phase
4.4 Manage Project 4.6 Perform ICC
Knowledge

5. Project 5.1 Plan scope Mgmt. 5.5 Validate

Scope 5.2 Collect Requirements Scope
Mgmt. 5.3 Define Scope 5.6 Control
5.4 Create WBS Scope

6. Project 6.1 Plan Schedule Mgmt. 6.6 Control

Schedule 6.2 Define Activities Schedule
Mgmt. 6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule

7. Project Cost 7.1 Plan cost Mgmt. 7.4 Control Costs

Mgmt. 7.2 Estimate Costs
7.3 Determine Budget

8. Project 8.1 Plan Quality Mgmt. 8.2 Manage Quality 8.3 Control
Quality Mgmt. Assurance Quality

Project Management Framework (v 1.0) 3

Scheduling Overview
 Planning Process Group
6.1 6.2 6.3 6.4 6.5
Plan Schedule Define Sequence Estimate Act. Develop
Management Activities Activities Durations Schedule

Controlling Process Group

6.6
Control
Schedule
Project Schedule Management Overview
Plan Schedule Man.

Is the process of establishing the policies,

procedures and documentation for

planning, developing, managing, executing

and controlling the project schedule

Plan Schedule Man
Plan Schedule Management
(Inputs)
Plan Schedule Management
(Tools & Techniques)
Data analysis
A data analysis technique that can be used for this process includes but is not limited to
alternatives analysis. Alternatives analysis can include determining which schedule
methodology to use, or how to combine various methods on the project. It can also
include determining how detailed the schedule needs to be, the duration of waves for
rolling wave planning, and how often it should be reviewed and updated. An appropriate
balance between the level of detail needed to manage the schedule and the amount of
time it takes to keep it up to date needs to be reached for each project Alternatives
analysis can include determining which schedule methodology to use, or how to combine
various methods on the project.

Expert
Judgmen
t

Meetings

Data
analysis
Schedule Management Plan

A component of the project management plan

that establishes the criteria and activities for
developing, monitoring and controlling the
schedule. (formal or informal)
• Level of accuracy
• Units of measurement
• Rules of performance measurements
• Reporting formats
Outputs
• Process description

Schedule Management Plan

 Budget
Duration / Method/Rules/accur associated
Proces/Activity Responsibility Frequency acy/ forms (if any)
(What?) (Who?) (When?) (How?) (How Much?)
Defining Activities Jane 3 weeks Decomposition $2000
(Use OPA)
Estimating Resources Omar 2 weeks Use OPA and FM’s $4000
and duration and SME’s

Developing Network Salma 1 week PDM $2500

Diagrams (Diff.
Scenarios)

Developing Schedule Ali 2 week MS Project $6000

Leveling
Acc.: 1 Week
(Coordinate with
Salma)
Monitoring & Ahmed Fortnightly EVM $18,000
Controling Schedule

Example of a simple Schedule Management Plan

Define Activities

Is the process of identifying and documenting the specific actions to

be performed to produce the project deliverables
Definitions
 Activity
 A distinct, scheduled portion of work performed
during the course of a project.
 An activity is a continuous effort that consumes any
type of resources.

 Milestone
 A milestone is a ZERO duration activity, usually linked
to a major deliverable.
 A significant point or event in a project, program or
portfolio.
Define Activities
Define Activities
(Inputs)

Scope Baseline
It consists of the following documents:
1- Scope Statement
2- Work Breakdown Structure
3- Work Breakdown Structure
Dictionary
Define Activities
(Tools & Techniques) Expert
Judgment

Decom-
position

Rolling Wave
Planning
Define Activities
(outputs)
Elements of an Activity List
 ACTIVITY ATTRIBUTES
Activity attributes are the details about the activity. Sometimes the information is
entered directly into the schedule software. Other times the information is collected
in a form that can be used later to assist in building the schedule model

Elements of
Activity
Attributes
MILESTONE LIST

The Milestone List defines all the project milestones and describes the nature of
each one. It may categorize the milestone as optional or mandatory, internal or
external, interim or final, or in any other way that supports the needs of the project.

Elements of Milestone List

Sequence Activities
Is the process of identifying and documenting the relationships among
the project activities.
It defines the logical sequence of work to obtain the greatest efficiency
given all project constraints.
Sequence Activities
START A B C D E FINISH

Little Efficient

A B

START E FINISH

C D

More Efficient
Sequence Activities
(Inputs)
 Sequence Activities
(Tools & Techniques)

-Precedence Diagramming Method (PDM)

In (PDM) Technique (AON):
Activities are represented in nodes.

Activity

Dependencies are represented in arrows.

Types of Relationships:

Finish to Start (FS)

Activity 1 Activity 2

Start to Start (SS)

Activity 1 Activity 2
Types of Relationships :

Finish to Finish (FF)

Activity 1 Activity 2

Start to Finish (SF)

Activity 1 Activity 2
Basic Rules to Follow in Developing Project Networks
The following eight rules apply in general when developing a project network:
1. Networks flow typically from left to right.
2. An activity cannot begin until all preceding connected activities have been
completed.
3. Arrows on networks indicate precedence and flow. Arrows can cross over each
other.
4. Each activity should have a unique identification number.
5. An activity identification number must be larger than that of any activities that
precede it.
6. Looping is not allowed (in other words, recycling through a set of activities
cannot take place).
7. Conditional statements are not allowed (that is, this type of statement should
not appear: If successful, do something; if not, do nothing).
8. Experience suggests that when there are multiple starts, a common start node
can be used to indicate a clear project beginning on the network. Similarly, a
single project end node can be used to indicate a clear ending.
Activity-on-Node (AON) Fundamentals

The wide availability of personal computers and graphics programs has served
as an impetus for use of the activity-on-node (AON) method (sometimes called
the precedence diagram method-PDM). An activity is represented by a node
(box). The node can take many forms, but in recent years the node
represented as a rectangle (box) has dominated. The dependencies among
activities are represented by arrows between the rectangles (boxes) on the
AON network. The arrows indicate how the activities are related and the
sequence in which things must be done.
The length and slope of the arrow are random and set for suitability of drawing
the network.
Constructing a Project Network
• Terminology
– Activity: an element of the A
project that requires time.
– Merge Activity: an activity B D
that has two or more
preceding activities on which
it depends. C
– Parallel (Concurrent)
Activities: Activities that can
occur independently and, if
desired, not at the same time.
 Constructing a Project Network (cont’d)
• Terminology
– Path: a sequence of connected, dependent activities.
– Critical path: the longest path through the activity
network that allows for the completion of all project-
related activities; the shortest expected time in which
the entire project can be completed. Delays on the
critical path will delay completion of the entire
project.
C

A B D

(Assumes that minimum of A + B > minimum of C in length of times to complete activities.)

 Constructing a Project Network
• Terminology
(cont’d)
– Event: a point in time when an activity is started
or completed. It does not consume time.
– Burst Activity: an activity that has more than one
activity immediately following it (more than one
dependency arrow flowing from it).
B

A C

D
 Activity-on-Node (AON) Fundamentals

In practice, activities have identification numbers and descriptions. There are three
basic relationships that must be established for activities included in a project
network. The relationships can be found by answering the following three
questions for each activity:
1. Which activities must be completed immediately before this activity? These
activities
are called predecessor activities.
2. Which activities must immediately follow this activity? These activities are
called successor activities.
3. Which activities can occur while this activity is taking place? This is known as a
concurrent or parallel activities
 Sequence Activities (Tools & Techniques)
Lags
A modification of a logical relationship that directs a delay in the successor activity. For
example, in a finish-to-start dependency with a ten-day lag, the successor activity cannot
start until ten days after the predecessor activity has finished.
Lead
A modification of a logical relationship that allows an acceleration of the successor activity.
For example, in a finish-to-start dependency with a ten-day lead, the successor activity can
start ten days before the predecessor activity has finished.
A negative lead is equivalent to a positive lag.
Sequencing Diagram Techniques
• Arrow Diagram Method (ADM)
Activities represented on Arrow

42
 Activity on Arrow Diagrams

A A K K, L depends
K depends
on A, B a. K on A, B
b.

B B L

K depends on A K A K K depends on A
A, B and L but L
depends depends on
only on B c. both A, B
d.
B L B L
Activity on Arrow (AOA)

3 3

3 6

4 6 5

6
7

4 3
Difference between AON & AOA
Activity on Node (AON) – Precedence
No. Activity on Arrow (AOA)
Diagramming Method
1 Activity Oriented Networks Event Oriented networks.

2 Have four types of relationship Does have only Finish to Start

3 Activities are represented on Node Activities are represented on Arrow

Sometimes, dummy activities (dotted lines)
4 Does not uses Dummy relationship
are used for linking two activities
5 Used in all Project Management softwares Not practiced widely in softwares
6 Arrow represent sequence logic Arrow represent tasks
7 Uses Leads & Lags Does not uses Leads & Lags
8 Simpler to Create and easy to use Complex
Dependency Determination

Dependencies may be characterized by the following

attributes:
Hard or Soft Logic:

Mandatory optional

Project or Non-Project:

External Internal
Sequence Activities
(outputs)
 Project Schedule Network Diagram (Example)

A B D

Finish
Start

C E F
Estimate Activity Durations
Estimate Activity Durations is the process of estimating the number of work
periods needed to complete individual activities with estimated resources
 Factors Influencing the Quality of
Estimates
Planning Horizon

Other (Nonproject) Project

Factors Duration

Quality of
Organization Estimates People
Culture

Padding Project Structure

Estimates and Organization
Developing Work Package Estimates

Use people familiar

with
the tasks
Include a risk Use several people
assessment to make estimates

Preparing
Initial
Make no allowance Assume normal
for contingencies Estimates conditions

Assume tasks are Use consistent time

independent units
Estimate Activity Durations
(INPUTS)
ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)
Duration
 The total number of work periods required to complete a
schedule activity or work breakdown structure component.

Effort
 The number of labor units required to complete a schedule
activity or a work breakdown structure.
 Estimating Techniques:
Analogous estimates

Uses duration of a previous, similar activity as the basis for the of estimate of
a future activity

Parametric Estimating:

Estimating the basis for activity durations can be quantitatively determined by

multiplying the quantity of work to be performed by the productivity rate.

Three-Point Estimates:

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

In Beta Distribution : TE =(O+4M+P)/6

 PERT & the 3 Estimates
Program Evaluation and Review Technique (PERT) : uses a weighted average

duration estimate to calculate activity durations:

 Most likely (M). The duration of the schedule activity, given the resources

likely to be assigned, their productivity, realistic expectations of availability for

the schedule activity, dependencies on other participants, and interruptions.

 Optimistic (O). The activity duration is based on a best-case scenario of what

is described in the most likely estimate.

 Pessimistic (P). The activity duration is based on a worst-case scenario of

what is described in the most likely estimate.

Expected Time= (O+4M+P) / 6, Beta Distribution

Standard Deviation = (Tp – To) / 6

ESTIMATE ACTIVITY DURATIONS
(OUTPUTS)
 Published Estimating Data
Several companies routinely publish updated production rates and unit
costs of resources for an extensive array of labor rates, material and
equipment for different countries.
Examples: RS Means, Dodge, etc.
Develop Schedule
Is the process of analyzing activities sequencing, durations, resource
requirements and schedule constraints to create the project schedule
model
Develop Schedule
Develop Schedule
(INPUT)
DEVELOP SCHEDULE
(TOOLS &
TECHNIQUES)
DEVELOP SCHEDULE
(TOOLS & TECHNIQUES)
Tools & Techniques:
-Critical Path Method
Critical Path Method (CPM):
Duration
Early Start Early Finish

Late Start Late Finish

Float

Project Time Management (v 1.0)

 DEVELOP SCHEDULE
(TOOLS & TECHNIQUES)

Definition

Duration The total no. of work periods.

Early Start The earliest point in time an activity can start.

Early Finish The earliest point of time an activity can be completed.

Late Start The latest point in time an activity can start without affecting

the project end date

Late Finish The latest point in time an activity can be completed without

affecting the project end date

Float The amount of time an activity can be delayed without delaying

 Critical Path Method (CPM):
Task Identifier Predecessor Duration
(A) Prepare
-- 2 days
Outline
(B) Create
Prepare Outline 10 days
Artwork
Prepare Outline
(C) Create Slides 8 days

(D) Write Prepare Outline

Speakers 14 day
Notes
Create Artwork, Create
(E) Add Artwork
Slides, Write Speakers 2 days
to Slides
Notes
(F) Review &
Add Artwork to Slides 1 day
Spell-check
6.6 DEVELOP SCHEDULE
(TOOLS & TECHNIQUES)
Critical Path Method (CPM):
Tools & Techniques:
-Critical Path Method
10
B
2 8 2 1
Start A C E F End
14
D

Project Time Management (v 1.0)

DEVELOP SCHEDULE
(TOOLS & TECHNIQUES)
STEP 1: FORWARD PASS

Start A C E F END

D Pr
oje
ct
Ti
m
e
M
an
 DEVELOP SCHEDULE
(TOOLS & TECHNIQUES)
CRITICAL PATH METHOD
STEP 2: BACKWARD PASS

Start A C E F END

D Pr
oje
ct
Ti
m
e
M
an
DEVELOP SCHEDULE
(TOOLS & TECHNIQUES)
CRITICAL PATH METHOD
STEP 3: FLOAT CALCULATION

Start A C E F END

D Pr
oje
ct
Ti
m
e
M
an
DEVELOP SCHEDULE
(TOOLS & TECHNIQUES)

CRITICAL PATH METHOD

STEP 3: Critical Path

Start A C E F END

D Pr
oje
ct
Ti
m
e
M
an
Network Information
Activity-on-Node Network
Activity-on-Node Network Forward Pass
 Forward Pass Computation
• Add activity times along each path in the
network (ES + Duration = EF).
• Carry the early finish (EF) to the next activity
where it becomes its early start (ES) unless…
• The next succeeding activity is a merge
activity, in which case the largest EF of all
preceding activities is selected.
Activity-on-Node Network Backward Pass
 Backward Pass Computation
• Subtract activity times along each path in
the network (LF - Duration = LS).
• Carry the late start (LS) to the next activity
where it becomes its late finish (LF) unless
• The next succeeding activity is a burst
activity, in which case the smallest LF of all
preceding activities is selected.
 Determining Free Slack (or Float)
• Free Slack (or Float)
– Is the amount of time an activity can be delayed after the
start of a longer parallel activity or activities.
– Is how long an activity can exceed its early finish date
without affecting early start dates of any successor(s).
– Allows flexibility in scheduling scarce resources.
• Sensitivity
– The likelihood the original critical path(s) will change once
the project is initiated.
– The critical path is the network path(s) that has (have) the
least slack in common.
Forward and Backward Passes Completed with Slack Times

FIGURE 6.8
6–80
Automated Order Warehouse Picking System Bar Chart
 CPM Example

Activity Duration (Week)

Predecessor (S)

Start --- 0
A Start 6
B A 4

C Start 8

D B&C 6

Finish D 0
 0 6 6 10
ES EF
A B
du=6 du=4 ID
Duration
0 6 6 10
0 0 LS LF
TF
start

0 8 10 16

C D
du=8 Finish
du=6

2 10 10 16
0
CPM Example
CPM Calculations Using (AOA)
 PERT Example
Most Expected St.
Activity Optimistic Pessimistic Variance
Likely Duration Deviation

A 2 4 6 4 0.67 0.44
B 2 3 5 3.17 0.50 0.25

C 4 7 10 7 1.00 1

D 4 5 6 5 0.33 0.11

A B

D
Start
C
 A B

D
Start
C

Most Expected St.

Activity Optimistic Pessimistic Variance
Likely Duration Deviation
A 2 4 6 4 0.67 0.44
B 2 3 5 3.17 0.50 0.25

C 4 7 10 7 1.00 1

D 4 5 6 5 0.33 0.11

0.89 0.80
ACTIVITY LIST FOR THE PORTA-VAC PROJECT
OPTIMISTIC, MOST PROBABLE, AND PESSIMISTIC ACTIVITY TIME
ESTIMATES (IN WEEKS) FOR THE PORTA-VAC PROJECT
 With uncertain activity times, we can use the variance to describe the dispersion or
variation in the activity time values. The variance of the activity time is given by the
formula

ACTIVITY TIME DISTRIBUTION FOR PRODUCT DESIGN (ACTIVITY A)

FOR THE PORTA-VAC PROJECT
EXPECTED TIMES AND VARIANCES FOR THE PORTA-VAC PROJECT
ACTIVITIES
PORTA-VAC PROJECT NETWORK WITH LATEST START AND LATEST FINISH
TIMES
Knowing that the standard deviation is the square root of the variance, we compute
the standard deviation for the Porta-Vac project completion time as

Normal distribution of the project completion time for the porta-vac project
PROBABILITY THE PORTA-VAC PROJECT WILL MEET THE 20-WEEK DEADLINE

Z = (Tz-TP)/σ

Where
Tz = Time at Z Position
TP = Time for Project
σ = Standard division for critical path for the project
probability is shown graphically as the shaded area in the figure. The z value for
the normal probability distribution at T 20 is

Using z 1.82 and the table for the normal distribution, we find that the probability of

the project meeting the 20-week deadline is 0.9656

Critical Chain Method (CCM)
 DEVELOP SCHEDULE
(TOOLS & TECHNIQUES)

Resource Optimization Tech.: Tools & Techniques:

-Resource Optimization
Resource Leveling Techniques

After Leveling
Before Leveling
15 10

8
10
6

4
5
2

0 0
Mon. 1 Mon. 2 Mon. 3 Mon. 4 Mon. 5 Mon. 1 Mon. 2 Mon. 3 Mon. 4 Mon. 5

Project Time Management (v 1.0)

6.6 DEVELOP SCHEDULE
(TOOLS & TECHNIQUES)

Schedule Compression: Tools & Techniques:

Crashing -Schedule Compression

Total Duration (5wks)

A (3wks) 2000 $

B (2wks) 800$
Before Crashing

Total Duration (4wks)

A (2wks) 3200 $

B (2wks) 800$
After Crashing

Project Time Management (v 1.0)

6.6 DEVELOP SCHEDULE
(TOOLS & TECHNIQUES)

Schedule Compression: Tools & Techniques:

-Schedule Compression
Fast Tracking

Total Duration (5wks)

A (3wks) 2000 $

B (2wks) 800$

Before Fast Tracking

Total Duration (4wks)

A (3wks) 2000 $

B (2wks) 800$

After Fast Tracking

Project Time Management (v 1.0)

DEVELOP SCHEDULE
(OUTPUTS)
Information / Documents
resulted from performing the
process
(Outputs)
T
&
T

Outputs
Schedule
Project Sch. + Proj. Man. &
Data +
Schedule Proj. Doc.’s
Resource
Baseline Updates
Calendars

Project Time Management (v 1.0)

DEVELOP SCHEDULE
(OUTPUTS)

Project Schedule Outputs

-Schedule Baseline
-Project Schedule
-Schedule Data
-Project Calendars
-Project Management Plan
Updates
-Project Documents
Updates

Typical GANTT Chart

Project Time Management (v 1.0)

6.6 DEVELOP SCHEDULE
(OUTPUTS)

Project Schedule Outputs

-Schedule Baseline
-Project Schedule
-Schedule Data
-Project Calendars
-Project Management Plan
Updates
-Project Documents
Updates

Typical Project Schedule (with Schedule Data)

Project Time Management (v 1.0)

Control Schedule
Is the process of monitoring the status of the project activities to update
project progress and manage changes to the schedule baseline to achieve
the plan
CONTROL SCHEDULE
(INPUTS)
Information / Documents
needed to perform the
process
INPUTS (INPUTS)
Work
Project Project
Performance
Schedule Calendars
Data

- Project Management Plan

- OPA

T
&
T

Project Time Management (v 1.0)

CONTROL SCHEDULE
(TOOLS & TECHNIQUES)

How to perform the

process
Perform.
(Tools & Techniques)
Reviews

Modeling
Tech. Schedule
Compression
+
Resource
Optimization
- Leads & Lags Tech.
- PM Software
- Scheduling Tool

To OUTPUTS

Project Time Management (v 1.0)

6.7 CONTROL SCHEDULE
(OUTPUTS)

Information /
Documents resulted
from performing the
T process
& (Outputs)
T

Outputs
Work Perf. Change
Project
Info. + Sch. Request + PM
Documents
Forecasts Plan Updates

Project Time Management (v 1.0)

PROJECT Schedule MANAGEMENT
(Assignment)
Greendale Stadium Case
PROJECT Schedule MANAGEMENT
(PRACTICE QUESTIONS)
1. Which of the following is the BEST project management tool to use to
determine the longest time the project will take?

A. WBS.
B. Network diagram.
C. Bar chart.
D. Project charter.

Project Time Management (v 1.0)

 2. What is the duration of a milestone?

A. Shorter than the duration of the longest activity.

B. Shorter than the activity it represents.
C. No duration.
D. Same length as the activity it represents.

Project Time Management (v 1.0)

 3. When should a milestone chart be used instead of a bar chart?

A. Project planning.
B. Reporting to team members.
C. Risk analysis.
D. Reporting to management.

Project Time Management (v 1.0)

4. Your project management plan results in a project schedule is too long.
If the project network diagram cannot change but you have extra
personnel resources, what is the BEST thing to do?

A. Fast track the project.

B. Level the resources.
C. Crash the project.
D. Monte Carlo analysis.

Project Time Management (v 1.0)

 5. Lag Means?

A. The amount of time an activity can be delayed without

delaying the project finish date.
B. The amount of time an activity can be delayed without
delaying the early start date of its successor.
C. Waiting Time.
D. The product of a forward and backward pass.

Project Time Management (v 1.0)

 6. An activity has an early stat (ES) of days 3, a late start (LS) of
days 13, an early finish (EF) of day 9, and a late finish (LF) of day
19. The activity:

A. is on the critical path.

B. has a lag.
C. is progressing well.
D. is not on the critical path.

Project Time Management (v 1.0)

 7. Based on the network diagram in the below figure, the resource
working on task G is replaced with another resource with 50% of the
productivity of the previous resource. How long will this project take?

A. 44
B. 51 10 1 4

C. 52 C D E

6 7 9 8 4 6 3
D. 36
A B F G H J K

11

Project Time Management (v 1.0)

8. Which of the following is CORRECT?

A. The critical path helps prove how long the project will take.
B. There can be only one critical path.
C. The network diagram will change every time the end date
changes.
D. A project can never have negative float.

Project Time Management (v 1.0)

 9. Which of the following processes includes asking team
members about the time estimates for their activities and
reaching agreement on the calendar date for each activity?

A. Sequence activities.
B. Develop schedule.
C. Define scope.
D. Develop project charter.

Project Time Management (v 1.0)

 10. You have a project with the following tasks: Task 1 can start
immediately and has an estimated duration of four. Task 2 can start after
Task 1 is completed and has an estimated duration of eight. Task 3 can
start after Task 2 is completed and has an estimated duration of five. Task
4 can start after Task 1 is completed and has an estimated duration of
eight. Task 5 has an estimated duration of three and must take place
concurrently with Task 3. It can start after Tasks 4 and 2. What is the
duration of the critical path of this project?

A. 17
B. 15
C. 18
D. 12

Project Time Management (v 1.0)