Project Schedule Management

This is the instructor’s notes and student has to read the textbook for complete material.

Project Schedule Management Slide 1

Outline
Planning:
 Plan Schedule Management

 Define Activities

 Sequence Activities

 Estimate Activity Duration

 Develop Schedule

Monitoring and Control:

 Control Schedule

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 Project
Schedule
Management
overview

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1. Plan Schedule Management
 Plan Schedule Management:
 is the process of establishing the policies, procedures and
documentation for planning, developing, managing,
executing, and controlling the project schedule.
 Key benefit:
 It provides guidance and direction on how the project
schedule will be managed throughout the project.

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1. Plan Schedule Management

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 1. Plan Schedule Management (Inputs)
1. Project charter
 The Project charter defines the summary milestone schedule that will influence the management of the
project schedule.
2. Project management plan
 Scope management plan: describes how the scope will be defined and developed which will provide
information on how the schedule will be developed.
 Development approach: will help define the scheduling approach, estimating techniques, scheduling
tools, and techniques for controlling the schedule.
3. Enterprise environmental factors
 Organizational culture and structure
 Team resource availability and skills
 Scheduling software
4. Organizational process assets
 Historical information and lessons learned templates and forms

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 1. Plan Schedule Management (T&T)
1. Expert Judgment
Expertise should be considered from individuals or groups with specialized knowledge or training in similar
projects:
 Schedule development, management, and control.
 Scheduling methodologies (e.g. predictive or adaptive life cycle).
 Scheduling software (specific to the industry for which the project is developed)
2. Data analysis
Alternative analysis:
can include determining which schedule methodology to use, or 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
3. Meetings
Project teams may hold planning meetings to develop the schedule management plan. Participants at
these meetings may include the project manager, the project sponsor, selected project team members,
selected stake holders, anyone with responsibility for schedule planning or execution, and others as
needed.

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 1. Plan Schedule Management (Output)
1. Schedule management plan (*not the project schedule*)
 It’s a component of the project management plan.
 Establishes the criteria and the activities for developing, monitoring, and
controlling the schedule.
 It can establish the following:
 Project schedule model development (Methodology – Scheduling tool)
 Level of Accuracy (acceptable range used in determining realistic activity
duration estimates)
 Units of measure (such as staff hours, or days for time measures, or meters,
kilometers, for quantity measures)
 Organizational procedures links (the work breakdown structure (WBS)
provides the framework for the schedule management plan, allowing for
consistency with the estimates and resulting schedules.)
 Control thresholds (allowed variance before some action needs to be taken)
 Rules of performance measurement (Earned Value Management (EVM)
rules)
 Reporting formats

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 2. Define Activities
 Define Activities:
 Is the process of identifying and documenting the specific actions
to be performed to produce the project deliverables.
 Key benefit:
 Decomposes work packages into schedule activities that provide a
basis for estimating, scheduling, executing, monitoring, and
controlling the project work.

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 2. Define Activities
 Decomposes work packages into schedule activities that provide a basis for
estimating, scheduling, executing, monitoring, and controlling the project work.

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2. Define Activities

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 2. Define Activities (T&T)
 Decomposition:
 Each work package with the WBS is decomposed into the activities required to
produce the work package deliverables.

 Rolling Wave Planning:

 An iterative technique in which the
work to be accomplished in the near
term is planned in detail, while work
further in the future is planned at
higher level.
 It is a form of progressive elaboration.

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 2. Define Activities (Output)

 Activity List:
 Includes the Schedule activities required on the project.
 Includes an activity identifier and a scope of work description for each activity
in sufficient detail to ensure that project team members understand what
work is required to be completed.

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 2. Define Activities (Output)
 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. Activity attributes can include:
 Activity identifier
 Activity name.
 Activity description
 Predecessor and successor activities.
 Logical relationships
 Leads and lags
 Imposed dates
 Constrains
 Assumptions
 Resource Requirements and skill levels
 Location of performance
 Type of effort

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 2. Define Activities (Output)
 Milestone List:
 A Milestone is a significant point or event in the project.
 Milestones have zero duration.

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 2. Define Activities (Output)

 Change Request:
 Once the project has been baselined, the
progressive elaboration of deliverables into
activities may reveal work that was not initially part
of the project baselines. This may result in a
change request.

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 3. Sequence Activities
 Sequence Activities:
 Is the process of identifying and documenting relationships among
the project activities.
 Key benefit:
 Defines the logical sequence of work to obtain the greatest
efficiency given all project constraints.

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3. Sequence Activities

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 3. Sequence Activities (T&T)
Precedence Diagramming Method (PDM):
 Relationship Types:

1. Finish-to-Start (FS): a successor activity cannot start until a predecessor

activity has finished.
2. Finish-to-Finish (FF): a successor activity cannot finish until a
predecessor activity has finished
3. Start-to-Start (SS): a successor activity cannot start until a predecessor
activity has started.
4. Start-to-Finish (SF): a successor activity cannot finish until a predecessor
activity has started.

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 Relationship types

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 3. Sequence Activities
 Examples:
1. Finish-to-Start (FS): the PC hardware is assembled (predecessor) must
be assembled before you can start installing the operating system on a
PC (successor).
2. Finish-to-Finish (FF): writing a document (predecessor) is required to
finish before editing the document (successor) can finish.
3. Start-to-Start (SS): Pouring the foundation (predecessor) must begin
before you can start leveling concrete (successor).
4. Start-to-Finish (SF): Before the old accounts payable system can be shut
down (successor), a new accounts payable system (predecessor) must
start.
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3. Sequence Activities

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 3. Sequence Activities (T&T)
Dependency Determination and Integration:
 Mandatory dependencies:
 Mandatory dependencies are those that are legally or contractually required or inherent in the
nature of the work.
 should not be confused with assigning schedule constraints.
 Discretionary dependencies:
 Sometimes referred to as preferred logic, or soft logic.
 Established based on knowledge of best practices within a particular application area.
 E.g. During construction, the electrical work should start after finishing the plumbing work.
This order is not mandatory and both activities may occur at the same time.

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 3. Sequence Activities (T&T)
Dependency Determination and Integration:
 External dependencies:
 External dependencies involve a relationship between project activities and
non project activities.
 These dependencies are usually outside of the project team’s control.
 Internal dependencies:
 a precedence relationship between project activities and are generally inside
the project team’s control.
 For example, if the team cannot test a machine until they assemble it, there is
an internal mandatory dependency.

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 3. Sequence Activities (T&T)
Leads and Lags:
 Lead:
 Is the amount of time a successor activity can be advanced with respect to a
predecessor activity. (Starting the activity before completing its predecessor)
 Lag:
 Is the amount of time a successor activity will be delayed with respect to a
predecessor activity. (Waiting time between activities)

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3. Sequence Activities (T&T)

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 3. Sequence Activities (Output)
Project Schedule Network Diagram:
 Is a graphical representation of the logical relationships, also referred to as
dependencies, among the project schedule activities.

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 4. Estimate Activity Duration
 Estimate Activity Durations:
 Estimating the number of work periods needed to complete
individual activities with estimated resources.
 Key Benefits:
 It provides the amount of time each activity will take to complete

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4. Estimate Activity Duration

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 4. Estimate Activity Duration
Resource Calendars

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 4. Estimate Activity Duration (T&T)
 Analogous Estimate:
 Using historical data from a similar activity or project.
 Used when there is a limited amount of detailed information.
 Less costly and less time-consuming but less accurate
 Parametric estimating:
 Used to calculate cost or duration based on historical data and
project parameters.
 (e.g., square footage in construction) to calculate an estimate for
activity parameters, such as cost, budget, and duration.

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 4. Estimate Activity Duration (T&T)
Three-Point Estimating:
 The accuracy of single-point duration estimates may be improved by

considering estimation uncertainty and risk. Used when there is a

limited amount of detailed information and insufficient historical data.
M : Most likely duration

O : Optimistic duration

P : Pessimistic duration

E = (M + O + P) / 3

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 4. Estimate Activity Duration (T&T)
Bottom-up estimating:
 A method of estimating project duration or cost by aggregating the
estimates of the lower level components of the WBS.
 When an activity’s duration cannot be estimated with a reasonable
degree of confidence, the work within the activity is decomposed into
more detail. The detail durations are estimated. These estimates are
then aggregated into a total quantity for each of the activity’s
durations.

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 4. Estimate Activity Duration (T&T)
Data Analysis:
 Alternatives analysis:

 Compare various levels of resource capability or skills

 Comparing (manual versus automated) and make, rent, or buy decisions regarding the
resources
 This allows the team to weigh resource, cost, and duration variables to determine an optimal
approach for accomplishing project work
 Reserve Analysis:
 Used to determine the amount of contingency and management reserve needed for a project.
 Duration estimates may include contingency reserves:
 Sometimes referred to as schedule reserves, to account for schedule uncertainty.
 Contingency reserves are the estimated duration within the schedule baseline.
 Allocated for identified risks that are accepted.
 Associated with the known-unknowns.

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 4. Estimate Activity Duration (T&T)
Data Analysis:
 Reserve Analysis:
 Estimates may also be produced for the amount of management reserve:
 Management reserves are a specified amount of the project budget.
 for management control purposes and are reserved for unforeseen work that is within
scope of the project.
 To address the unknown-unknowns that can affect a project.
 Management reserve is not included in the schedule baseline, but it is part of the overall
project duration requirements.
 Use of management reserves may require a change to the schedule baseline.

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 4. Estimate Activity Duration (T&T)
Decision Making:
 Voting:
 One variation of the voting method that is often used in agile-based projects
is called the fist of five.
 The project manager asks the team to show their level of support for a
decision by holding up a closed fist (indicating no support) up to five fingers
(indicating full support).
 If a team member holds up fewer than three fingers, the team member is
given the opportunity to discuss any objections with the team.
 The project manager continues the fist-of-five process until the team achieves
consensus (everyone holds up three or more fingers) or agrees to move on to
the next decision.

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 Fist of five

Project Schedule Management Slide 1

 4. Estimate Activity Duration (Output)

Duration Estimates:
 Duration estimates are quantitative assessments of the likely
number of time periods that are required to complete an
activity, a phase, or a project
 Duration estimates do not include any lags.

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 4. Estimate Activity Duration (Output)

Basis of Estimates:
 The amount and type of additional details supporting the duration estimate vary
by application area.
 Documentation of the basis of the estimate (i.e., how it was developed).
 Documentation of all assumptions made.
 Documentation of any known constraints.
 Indication of the range of possible estimates (e.g.,±10%) to indicate that the
duration is estimated between a range of values).
 Documentation of individual project risks influencing this estimate.

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 5. Develop Schedule
 Develop Schedule:
 Is the process of Analyzing activity sequences, durations, resource
requirements, and schedule constraints to create a schedule model
for project execution and monitoring and controlling.
 Key Benefits:
 Generates a schedule model with planned dates for completing
project activities

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5. Develop Schedule

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 5. Develop Schedule (T&T)
Schedule Network Analysis:
 Technique used to generate the project schedule model.
 It employs several other techniques such as critical path method, resource optimization
techniques and modeling techniques.

Critical Path Method

 Used to estimate the minimum project duration.
 Calculates the early start, early finish, late start, and late finish dates for all activities without
regard for any resource limitations by performing a forward and backward pass analysis
 The critical path is the sequence of activities that represents the longest path through a project
 A critical path is normally characterized by zero total float on the critical path.

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 5. Develop Schedule (T&T)
Critical Path Method:
ES: Early Start EF: Early Finish
LS: Late Start LF: Late Finish D:Duration
Total Float: amount of time that a schedule activity can be delayed without delaying the project
finish date.
TF= ( LF – EF ) = ( LS – ES )

Free Float: amount of time that a schedule activity can be delayed without delaying the early start
date of any successor. FF = ES(2) – EF(1)
FF = ES(E) – EF(B)

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5. Develop Schedule (T&T)

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 5. Develop Schedule (T&T)
Resource optimization:
 Resource leveling

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

resource constraints with the goal of balancing the demand for
resources with the available supply.
 Can be used when a resource has been assigned to two or more
activities during the same time period.
 Resource leveling can often cause the original critical path to
change.

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 5. Develop Schedule (T&T)
Resource optimization:
 Resource smoothing

 A technique that adjusts the activities of a schedule model such

that the requirements for resources on the project do not exceed
certain predefined resource limits.
 Resource smoothing, as opposed to resource leveling, the project’s
critical path is not changed, and the completion date may not be
delayed.
 Activities may only be delayed within their free and total float.
 The project’s critical path is not changed and the completion date
may not be delayed.
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5. Develop Schedule (T&T)

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5. Develop Schedule (T&T)

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 5. Develop Schedule (T&T)
Data Analysis:
 What-if scenario analysis

 Is the process of evaluating scenarios in order to predict their effect, positive

or negative, on project.
 Simulation
 Simulation models the combined effects of individual project risks and other
sources of uncertainty to evaluate their potential impact on achieving project
objectives.
 The most common simulation technique is Monte Carlo analysis.
 example, there is a 90% probability of completing the project by May 28.

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5. Develop Schedule (T&T)

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 5. Develop Schedule (T&T)
Schedule Compression:
 Schedule compression techniques are used to shorten or accelerate the schedule

duration without reducing the project scope.

 Crashing: A technique used to shorten the schedule duration by adding resources.

 Examples of crashing include approving overtime, bringing in additional resources

 Crashing works only for activities on the critical path.
 Fast tracking: Activities are performed in parallel.
 An example is constructing the foundation for a building before completing all of the
architectural drawings.
 Fast tracking may result in rework and increased risk.

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5. Develop Schedule (T&T)

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 5. Develop Schedule (Output)

Schedule Baseline:
 Is the approved version of a schedule model that can be changed

only through formal change control procedures.

 Used as a basis for comparison to actual results.

 During monitoring and controlling, the approved baseline dates are

compared to the actual start and finish dates to determine if

variances have occurred.
 The schedule baseline is a component of the project management

plan.

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 5. Develop Schedule (Output)

Bar Charts:
Also known as
Gantt Charts

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 5. Develop Schedule (Output)
Project Schedule
 Milestone charts:

 Only identify the scheduled start or completion of major deliverables and key
external interfaces

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5. Develop Schedule (Output)

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 5. Develop Schedule (Output)

Change Request:
 Modifications to the project scope or project schedule may result in

change requests to the scope baseline, and/or other components of

the project management plan.

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 6. Control Schedule
 Control Schedule:
 Is the process of Monitoring the status of the project to update the
project schedule and managing changes to the schedule baseline.
 Key Benefits:
 The schedule baseline is maintained throughout the project.

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 6. Control Schedule (T&T)
Data analysis:
 Earned value analysis.

 Performance Reviews.

 Measure, compare, and analyze schedule performance against the schedule

baseline such as actual start and finish dates, percent complete, and
remaining duration for work in progress.
 Trend analysis
 Examines project performance over time to determine whether performance is
improving or deteriorating.

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