Project Schedule Management

BY: Ahmed Emad PMP , ITIL 4 , AWS SA , OCA , SCJP

 Project Schedule Management
processes are:

❑ Plan Schedule Management

❑ Define Activities

❑ Sequence Activities

❑ Estimate Activity Durations

❑ Develop Schedule

❑ Control Schedule

BY: Ahmed Emad PMP , ITIL 4 , AWS SA , OCA , SCJP


BY: AHMED EMAD
The process of how the project schedule planning,
developing, managing, executing, and controlling.
❖ IN: Project charter documents
✓ Defines the summary milestone schedule
❖ IN: Project Management Plan
➢ Scope management plan: Define how the scope
will be defined and developed
➢ Development Approach: Define the scheduling
approach, estimating techniques, scheduling tools
➢ IN: Enterprise environmental factors
✓ Organization’s culture ✓ Scheduling software
✓ Team resource availability and skills and physical
resource availability
❖ IN: Organizational process assets
✓ Monitoring and reporting tools
✓ Templates and forms ✓ lessons learned repositories various schedule reports are defined.
❑ T&T: Expert Judgment
Expertise should be considered from individuals or groups
Scheduling methodologies (e.g., predictive or adaptive life
cycle);
Scheduling software
❑ T&T: Alternative Analysis
✓ Determining which schedule methodology to use.
❑ T&T: Meetings
Project teams hold planning meetings to develop the schedule
management plan
O: Schedule Management Plan
is a component of the project management plan that
establishes the criteria and the activities for developing,
monitoring, and controlling the schedule.
The schedule management plan can establish the following:
➢ Project schedule model development. The scheduling
methodology and the scheduling tool.
➢ Release and iteration length
➢ Level of accuracy
➢ Units of measure (such as staff hours, staff days,
or weeks)
➢ Control thresholds
➢ Rules of performance measurement
➢ Reporting formats. formats and frequency for the
 O: Activity List:
includes the schedule
activities required on the project

O: Activity Attributes:
The details about activity
Include
BY: AHMED EMAD ✓ unique activity identifier
✓ activity label or name
The process of identifying and documenting the ✓ activity descriptions
specific actions to be performed to produce the ✓ imposed dates
project deliverables ✓ Constraints
✓ logical relationship
IN: Scope Baseline ✓ resource requirements
The project WBS, deliverables, constraints, and ✓ leads and lags
assumptions
✓ Assumptions
❑ T&T: Decomposition ✓ predecessor and successor activities
✓ Technique used for dividing and subdividing the project
Milestone
scope and project deliverables into smaller, more O: Milestone List
manageable parts ✓ significant point in a project
❑ T&T: Rolling wave planning ✓ indicates whether the milestone is
✓ Iterative planning technique in which the work to be mandatory
accomplished in the near term is planned in detail, while ✓ have zero duration
work further in the future is planned at a higher level.
 ❑ T&T: Dependency Determination

BY: AHMED EMAD

The process of identifying and documenting ❑ T&T: Leads & Lags
relationships among the project activities
Lead: Starting the activity
❑ T&T: Precedence diagramming method (PDM) before completing its
Technique used for constructing a schedule model predecessor
to show the sequence in which the activities are to Lag: Waiting time between
be performed. activities
Most Common used O:project schedule network diagram
Graphical representation of the logical relationships among the
project schedule activities

rarely used
 ❑ T&T: Parametric estimating
✓ Used to calculate cost or duration based on historical data and
project parameter
✓ Its more acuurate than Analogous estimating
❑ T&T:Three-point estimates
BY: AHMED EMAD ✓ The accuracy of single-point duration estimates may be
improved by considering estimation uncertainty and risk.
✓ More accurate than analogous & Parametric
M: (Most likely duration)
The process of estimating the number of work periods O:(Best-case scenario)
needed to complete individual activities with estimated P:(Worst-case scenario)
resources ❑ T&T:Bottom-up estimating
❖ IN: Project team assignment ✓ Estimating project duration or cost by aggregating the
✓ The project is staffed when the appropriate people estimates of the lowerlevel components of the WBS
have been assigned to the team. ✓ Most accuarte technique of all others.
❖ IN: Resource calendars ✓ Very time consuming and costly
✓ The availability of specific resources, type of O: Duration estimates
resources ✓ Quantitative assessments of time periods that are required to
➢ IN: Resource breakdown structure complete an activity, a phase, or a project.
✓ Hierarchical structure of the identified resources by ✓ Do not include any lags
resource category and resource type O: Basis of estimates The amount and type of additional
❑ T&T: Analogous estimating details supporting the duration estimate.
✓ Estimating the duration or cost of an activity or a project ✓ Documentation of the basis of the estimat.
using historical data . ✓ Documentation of all assumptions made
✓ Used when there is a limited amount of detailed ✓ Documentation of any known constraints
information about the project. ✓ Indication of the range of possible estimates
✓ It's fast technique .

BY: AHMED EMAD
The process of analyzing activity sequences, durations,
resource requirements, and schedule constraints to
create a schedule model for project.
❑ T&T: Schedule network analysis
✓ Used to generate the project schedule model
✓ It employs several other techniques such as critical path
method, resource optimization, modeling techniques
✓ Is an iterative process
❑ T&T: Resource optimization
❖ Resource leveling
✓ Technique in which start and finish dates are adjusted
based on resource constraints
✓ Can be used when required resources are available only
at certain times or in limited quantities, or are
overallocated.
✓ Can often cause the original critical path to change
❖ Resource smoothing
The project’s critical path is not changed.
Activities may only be delayed within their free and total float
❑ T&T: Data analysis
❖ What-if scenario analysis
✓ Process of evaluating scenarios in order to predict their effect,
positive or negative, on project objectives.
❖ Simulation
✓ Combined effects of individual project risks and other sources
of uncertainty to evaluate their potential impact on achieving
project objectives.
✓ Most common simulation technique is Monte Carlo analysis
❑ T&T: Schedule compression
❖ Crashing
✓ Used to shorten the schedule duration by adding resources.
✓ Examples of crashing include approving overtime, bringing in
additional resources.
✓ Works only for activities on the critical path
❖ Fast tracking
✓ Activities are performed in parallel
✓ Example is constructing the foundation for a building before
completing all of the architectural drawings
✓ May result in rework and increased risk
✓ Only works when activities can be overlapped to shorten the
project duration
❑ T&T: Critical path method O: Schedule baseline
✓ Estimate the minimum project duration ✓ Approved version of a schedule model that can be
✓ Calculates the early start, early finish, late start, and late finish changed only through formal change request.
dates for all activities without regard for any resource limitations. ✓ Approved baseline dates are compared to the actual
✓ Normally characterized by zero total float on the critical path start and finish dates to determine if variances have
ES : Early Start ‫المبكرة البداية‬ EF: Early Finish ‫المبكرة النهاية‬ occurred.
LS : Late Start ‫المتأخرة البداية‬ LF : Late Finish ‫ المتأخرة النهايه‬O: Project Schedule
✓ Presents linked activities with planned dates,
Total Float: amount of time that a schedule activity can be durations, milestones, and resources
delayed without delaying the project finish date ✓ Presented graphically using the following
Free Float: amount of time that a schedule activity can be ❖ Bar charts: known as Gantt charts, bar charts
delayed without delaying the early start date of any activity
❖ Milestone charts: Only identify the scheduled start
or completion of major deliverables and key external
interfaces
O: Project calendar
✓ Identifies working days and shifts that are available for
scheduled activities
 ❖ Iteration burndown chart
✓ Tracks the work that remains to be completed in the
iteration backlog
✓ Analyze the variance
✓ Forecast trend line can be used to predict the variance
❖ Performance reviews
✓ Measure, compare, and analyze schedule performance
against schedule baseline
❖ Trend analysis
BY: AHMED EMAD ✓ Examines project performance over time to determine
whether performance is improving or deteriorating.
➢ Monitoring the status of the project to update the ❖ Variance analysis
project schedule and managing changes to the schedule ✓ Compare base line with actual results to determine if
baseline
varience within the threshold or if corrective or preventive
The key benefit : Schedule baseline is maintained throughout action is needed
the project.
O:Work Performance Information
❖ IN: Work performance data ✓ Includes information on how the project work is performing
Contains data on project status such as which activities have compared to the schedule baseline
started, their progress (e.g., actual duration, remaining
duration, and physical percent complete), and which activities
O:Schedule Forcasting
✓ Forecasts are updated based on work performance
have finished.
information provided .
❑ T&T Data analysis O:Change Request
❖ Earned value analysis ✓ Schedule variance analysis, as well as reviews of progress
Schedule variance (SV) and schedule performance index (SPI) reports, and modifications to the project scope or project
are used to assess the magnitude of variation to the original schedule.
schedule baseline ✓ May result in change requests to the schedule baseline