06 - PMP Topic 6 - Time Management

PMP Certification Training
Topic 6: Time Management
Note: This topic will be covered in

two study groups: Week 6 and 7.
PMBOK® Guide - Fifth Edition aligned

FY 2014
Review
We just finished Scope Management, which has helped us clarify the scope of the
project with the following processes:
• Scope Planning – How will I plan, execute, and control the scope
• Requirements Collection – Identifying what is needed to satisfy the stakeholders
• Scope Definition – Determining what is and what is not in the project
• Create WBS – Breaking down the project into smaller, more manageable
components
• Scope Verification – Formalizing acceptance of the project scope
• Scope Control – Controlling changes to project scope
Copyright © 2013 Deloitte Development LLC. All rights reserved. 2

Training Topic 6 – Part 1
Time Management
Process Group and Knowledge Area Mapping
Project Management Process Groups

and Knowledge Area Mapping, pp. 61
(PMI (2013), A Guide to the Project
Management Body of Knowledge, 5th
Ed.)
4
Process Group and Knowledge Area Mapping
Project Management Process Groups
Knowledge Areas Initiating Planning Executing Monitoring Closing

Process Process Process and Controlling Process
Group Group Group Process Group Group
…
5. Project Scope 5.1 Plan Scope 5.5 Validate Scope
Management Management 5.6 Control Scope
5.2 Collect
Requirements
5.3 Define Scope
5.4 Create WBS
6. Project Time 6.1 Plan Schedule 6.7 Control
Management Management Schedule
6.2 Define
Activities
6.3 Sequence
Activities
6.4 Estimate
Activity Resources
6.5 Estimate
Activity Durations
6.6 Develop
Schedule
7. Project Cost 7.1 Plan Cost 7.4 Control Costs
Management Management
7.2 Estimate Costs
7.3 Determine
Budget
…

Introduction
Project Time Management:
• Involves the processes required to accomplish timely completion of the project
Some Key Concepts Include:

• Time Management Processes
• Network Diagramming Methods
• Lead and Lag Time
• Duration Estimation Techniques
• Schedule Network Analysis
• Float / Slack
• Schedule Compression

Time Management Overview
Knowledge Area / Monitoring &
Initiating Planning Executing Closing
Process Group Controlling
….
• Plan Schedule Management • Control Schedule
• Define Activities
Project Time • Sequence Activities
Management • Estimate Activity Resources
• Estimate Activity Durations
• Develop Schedule
….
Process Primary Outputs

Process Output
Plan Schedule Management Schedule Management Plan
Define Activities Activity List
Sequence Activities Project Schedule Network Diagrams
Estimate Activity Resources Activity Resource Requirements, Resource Breakdown Structure
Estimate Activity Durations Activity Duration Estimates
Develop Schedule Project Schedule, Schedule Baseline
Control Schedule Work Performance Measurements, Change Requests
7
Preparation & Exam Tips
Difficulty Memorization Exam Importance
High High High
• Many questions on the exam will test your knowledge of specific terms and
nuances
• Learning the formula and techniques for diagramming is a must (as well as how
to apply them)
• Tip: During the exam tutorial, write formulas on scrap paper
• You need to know the main outputs that are produced during each of the six
processes

Time Management Process 1:
Plan Schedule Management
Process 1: Plan Schedule Management
What it is
• The process of establishing the policies, procedures, and
documentation for planning, developing, managing, executing, and
controlling the project schedule.
Where it occurs: Planning Process Group
Why it is important
• It provides guidance and direction on how the project schedule will be
managed throughout the project.
How it works
• The schedule management plan is a component of the project
management plan.
• Formal or informal
• Defines how schedule contingencies will be reported and assessed.

Process 1: Plan Schedule Management
Process Group: Planning Process Group
Inputs Tools and Techniques Outputs

1. Project Management 1. Expert Judgment 1. Schedule Management
Plan 2. Analytical Techniques Plan
2. Project Charter 3. Meetings
3. Enterprise Environmental
Factors
4. Organizational Process
Assets

Process 1: Plan Schedule Management – Inputs
Project Management Plan
• Defines how the project is executed, monitored and controlled, and closed
• Includes the scope baseline and other scheduling decisions related to cost,
risk, and communications
Project Charter
• Issued by the project initiator or sponsor, formally authorizes the existence of a
project, and provides the project manager with the authority to apply
organizational resources to project activities.
• Defines the summary milestone schedule and project approval requirements
that will influence the management of the project schedule.
Enterprise Environment Factors
Organizational Process Assets

Process 1: Plan Schedule Management – Tools
Expert Judgment
• May come from numerous sources, including team members, consultants and
functional managers
Analytical Techniques
• Includes scheduling methodology, scheduling tools and techniques, estimating
approaches, and project management software
Meetings
• Meetings with stakeholders to discuss and develop the schedule management
plan

Process 1: Plan Schedule Management – Outputs
Schedule Management Plan
• A component of the project management plan that establishes the criteria and
the activities for developing, monitoring, and controlling the schedule
• Can establish the following:
• Project schedule model development and maintenance
• Level of accuracy
• Units of measure
• Control thresholds
• Rules of performance measurement (e.g. Earned Value Management rules)
• Process descriptions

Define Activities
Process 2: Define Activities
What it is
• The work packages within the WBS are decomposed even further until they
represent a scheduled list of activities that need to take place for the project to
be completed.
Why it is important
• To gain a detailed understanding of how and when the work is accomplished.
The activity list is an essential input into building the schedule.
How it works
• The process of Define Activities is often performed as soon as the scope
baseline has been created.
• The difference between work packages in a WBS and an activity list is that the
activity list is more granular and is decomposed into individual schedule
activities.

Process 2: Define Activities

1. Schedule Management 1. Decomposition 1. Activity List
Plan 2. Rolling Wave Planning 2. Activity Attributes
2. Scope Baseline 3. Expert Judgment 3. Milestone List
Factors
Assets

Process 2: Define Activities – Inputs
• Component of the project management plan
• Establishes the criteria and activities for developing, monitoring and controlling
the project schedule
• Specifies the level of detail necessary to manage the work
Scope Baseline
• Consists of the approved project scope statement, the WBS, and the WBS
dictionary
• Each resulting schedule activity should tie back to a specific deliverable in the
scope baseline

Process 2: Define Activities – Tools & Techniques
Decomposition
• Each work package is decomposed into smaller pieces
• Project manager should solicit heavy involvement from the project team or
functional managers to leverage their expertise
Rolling Wave Planning

• A form of progressive elaboration
• Assumes that project activities in the near future should be relatively clear, while
project activities in the distant future may not be as detailed or as easily
understood
• A PM might decompose certain near term work packages and delay analysis on
others which will be accomplished later in the project
Expert Judgment
• May come from numerous sources, including team members, consultants and
functional managers

Process 2: Define Activities – Outputs
Activity List
• All the activities that need to be performed in order to complete the project are
compiled into the activity list
• Each activity should map back to one and only one work package
• Activities are focused on the work that needs to be done in order to execute a
work package
• Activities should be detailed enough to transition them to the project team so
that the work may be performed
Activity Attributes
• May be stored with the activity list or in a separate document
• Typically created after the initial activity list has been created
Milestone List
• Key project milestones are produced as part of this process
• Milestones may be related to imposed dates or schedule constraints

Sequence Activities
Process 3: Sequence Activities
What it is
• Taking the activities defined in the Define Activities process and arranging those
activities in the order they must be performed
• Sequencing is done to obtain the greatest efficiency given all the project
constraints
Why it is important
• Sequence Activities is the planning process in which network diagrams are
produced
How it works
• A network diagram is a picture in which each activity is drawn in the order it must
be performed (including dependencies) and the amount of time each activity
takes is represented with numbers.
• The process of Sequence Activities must be performed after Define Activities
and before Develop Schedule

Process 3: Sequence Activities

1. Schedule Management 1. Precedence 1. Project Schedule
Plan Diagramming Method Network Diagrams
2. Activity List (PDM) 2. Project Document
3. Activity Attributes 2. Dependency Updates
Determination
4. Milestone List
3. Leads and Lags
5. Project Scope Statement
Factors
Assets

Process 3: Sequence Activities – Inputs
• Identifies the scheduling method and tools to be used for the project, which will guide how
the activities may be sequenced
Activity List
• The activities to be arranged and sequenced into a diagram
Activity Attributes
• Contain additional information about each activity that may influence how it is sequenced
Milestone List
• May have scheduled dates for specific milestones, which may influence the way activities
are sequenced
Project Scope Statement

• contains the product scope description, which includes product characteristics that may
affect activity sequencing


Process 3: Sequence Activities – Tools & Techniques
Precedence Diagramming Method (PDM)
• Creates a graphical representation of the scheduled activities in the order in
which they must be performed on the project
• Activities are represented by the nodes (rectangles)
• Arrows represent dependencies that exist between the activities
• Units of duration are shown above the nodes
4 1
A B
8
Start Finish
C

Precedence Diagramming Method (PDM)
There are four types of logical relationships between activities using the
precedence diagramming method:
• Finish-to-start (FS)
• An activity must finish before the successor can start
• This is the most commonly used relationship
• Start-to-start (SS)
• An activity must start before the successor can start
• Finish-to-finish (FF)
• An activity must finish before the successor can finish
• Start-to-finish (SF)
• An activity must start before the successor can finish
• This dependency is rarely used.
Dependency Determination
• Dependencies are those things that influence which activities must be
performed first
• Mandatory Dependencies
• A mandatory dependency is one that cannot be broken
• Also known as Hard Logic,
• Discretionary Dependencies
• Are not always true and often are the result of best practices
• typically based on historical information, expert judgment and best practices
• Also known as Soft Logic or Preferred Logic
• External Dependencies
• Dependencies that must be considered but are outside of the project’s control and
scope
• Internal Dependencies
• Involve a precedence relationship between project activities and are generally inside
the project team’s control
Leads and Lags
• A lead is one activity being able to start before an activity preceding it is finished
• A Lag is a waiting period that exists between two activities
• Leads and lags, and the rationale behind them, must be clearly explained and
documented

Process 3: Sequence Activities – Outputs
Project Schedule Network Diagrams
• A graphical representation of the logical relationships among the project
schedule activities
• Includes a full representation of every activity in the project
• The schedule network diagram is NOT the schedule
• no start or finish dates are assigned to the activities, they are simply arranged in the
order they need to be performed on the project
Project Document Updates

• Examples: Documents which may be updated include the activity list, activity
attributes, milestone list, or the risk register

Estimate Activity Resources
Process 4: Estimate Activity Resources
What it is
• This process is all about analyzing the project’s schedule activities to determine the
type and quantity of resources
Why it is important
• Provides an understanding of the number of resources required to complete an activity
and determine how long they will be used for that activity
How it works
• Uses the activity list and activity attributes, so the process must follow the Define
Activities process
• Output is used to build the project schedule
• Process often goes hand in hand with Estimate Costs, since cost and time are so
closely linked


1. Schedule Management 1. Expert Judgment 1. Activity Resource
Plan 2. Alternatives Analysis Requirements
2. Activity List 3. Published Estimating 2. Resource Breakdown
3. Activity Attributes Data Structure
4. Resource Calendars 4. Bottom-Up Estimating 3. Project Document
Updates
5. Risk Register 5. Project Management
6. Activity Cost Estimates Software
Factors
Assets

Process 4: Estimate Activity Resources – Inputs
• Identifies the level of accuracy and the units of measure for the resources to be
estimated
Activity List
• Each activity will be evaluated and the resources will be estimated for it
Activity Attributes
• Contains additional information about each activity that may influence how
resources are estimated
Resource Calendars
• Resources may include both physical and human resources and their availability
needs to be factored into the process
• Provides dates when resources will be available
Risk Register
• Risk events may impact the resource selection and availability
Process 4: Estimate Activity Resources – Inputs
Activity cost estimates
• Cost of resources may impact resource selection

• Factors that can influence the resource estimations include resource location,
availability, or skills

• Assets that can influence the resource estimation include:
• Policies and procedures regarding staffing
• Policies and procedures regarding rental and purchase of supplies and equipment
• Historical information regarding the types of resources

Process 4: Estimate Activity Resources – Tools & Techniques
Expert Judgment
• Any group or person with specialized knowledge in resource planning and
estimating can provide such expertise
Alternative Analysis
• Identifying alternative ways to complete the activity
• Example: Purchasing software vs. building in house
Published Estimating Data

• Some industries have extensive data available through published recognized
sources that can help in estimating
Bottom-Up Estimating
• Analyzing individual activities to estimate their resource requirements, then
aggregating those resources requirements
Project Management Software

• Software
Copyright is a means,
© 2013 Deloitte Development LLC. All rightsnot an end, to help the PM store and organize information 35
reserved.
Process 4: Estimate Activity Resources – Outputs
Activity Resources Requirements
• Includes the type of resource and number of resources for each schedule
activity, along with documented details around decisions
• Example: Two senior programmers are required for four months or three junior
programmers for six months
Resources Breakdown Structure (RBS)

• RBS is similar to the WBS
• Graphical and hierarchical, logically arranged from top to bottom
• Arranges the resources by category and type

• Activity list (particularly activity attributes) would normally get updated as well as
the resources calendar

• Estimation Guidelines for the Exam
• Estimating should be based on a WBS to improve accuracy.
• Estimating should be done by the person doing the work whenever possible to improve
accuracy.
• Historical information from past projects is key to improving estimates.
• Schedule, cost, and scope baselines should be kept and not changed except for
approved project changes in integrated change control.
• Changes should be requested when problems with schedule, cost, scope, quality, or
resources occur.
• Estimates are more accurate if smaller size work components are estimated.
• A project manager should never just accept constraints from management but should
instead analyze the needs of the project, come up with her or her own estimates based
on the input from the objectives.
• The project manager may periodically recalculate the estimate to complete for the
project in order to make sure that adequate time, funds, resources, etc. are available
for the project.

Debrief
Training Topic 6 – Part 2
Time Management
Estimate Activity Durations
Process 5: Estimate Activity Durations
What it is
• This process is all about analyzing the project’s schedule activities to determine
how long they will take. There is an important difference between duration and
level of effort – Duration is a function of many factors including, who will do the
work, when they are available, how many resources and the amount of work in
the activity.
Why it is important
• Primary input into creating the schedule
How it works
• Performed after the activity resource requirements have been gathered and
before the schedule has been developed

Process 5: Estimate Activity Durations

1. Schedule Management 1. Expert Judgment 1. Activity Duration
Plan 2. Analogous Estimating Estimates
2. Activity List 3. Parametric Estimating 2. Project Document
3. Activity Attributes Updates
4. Three-Point Estimating
4. Activity Resource 5. Group Decision Making
Requirements Techniques
5. Resource Calendars 6. Reserve Analysis
6. Project Scope Statement
7. Risk Register
8. Resource Breakdown
Structure
Factors
10.Organizational Process
Assets

Process 5: Estimate Activity Durations – Inputs
• Defines the method used and the level of accuracy along with other criteria
required to estimate activity durations including the project update cycle
Activity List
• Each activity will be evaluated to determine its duration
Activity Attributes
• Contain additional information about each activity
Activity Resource Requirements

• The duration is a function of the amount of work associated with this activity and
the resources assigned to perform that work
Resource Calendars
• Influence the duration of schedule activities due to the availability of specific
resources, type of resources, and resources with specific attributes
Process 5: Estimate Activity Durations – Inputs
• Contains the constraints and assumptions for the project that can affect duration
estimation
Risk Register
• Risk register provides list of risks, along with the results of risk analysis and risk
response planning
Resource Breakdown Structure

• Provides a hierarchical structure of the identified resources by resource category
and resource type

• Can include what records an organization requires, safety standards and
regulations, all of which can affect the duration of an activity

• Example: A database of historical information with estimated and actual
durations for previous projects
Process 5: Estimate Activity Durations – Tools & Techniques
Expert Judgment
• Guided by historical information, can provide duration estimate information or
recommended maximum activity durations from prior similar projects
Analogous Estimating
• Also known as Top-Down Estimating
• Where an activity from a project previously performed within the organization is
used to help estimate another activity duration
• Used to estimate project duration when there is a limited amount of detailed
information about the project
Parametric Estimating
• An algorithm is used to calculate cost or duration based on historical data and
project parameters
• Uses a statistical relationship between historical data and other variables
• Works well for activities that are either linear or easily scaled
• Example: If one team can install 100 feet of fence in one day, then it would take 10
teams to install 1,000 feet of fence in one day
Three-Point Estimating (PERT)
• A method to determine the expected duration of a project or activity
• Uses three data points for the duration: Optimistic (O), Pessimistic (P), Most Likely (M)
• Based on assumed distribution, two methods are used: Beta distribution and Triangular
distribution
• On the exam, assume a Beta Distribution unless otherwise specified in a question
Beta Distribution Triangular Distribution

Duration Duration Standard Deviation Variance of an
of an Activity Activity
Estimate Formula Estimate Formula
• Standard deviation identifies a range of time an activity may take (e.g. 4 weeks +/- 3 days)
• A larger standard deviation means more risk and more unknowns,
Sample Exercise: Project consists of two activities (A & B) - What’s the project duration,
standard deviation, and variance?
Activity A Activity B
P=7, M=4, O=1 P=14, M=8, O =2

Group Decision Making Techniques
• Team based approaches such as brainstorming, the Delphi or nominal group
techniques are useful for engaging team members to improve estimation
accuracy and commitment to the emerging estimates
• By involving a group of people who are close to technical execution, additional
information is gained which helps in accurate estimation
Reserve Analysis
• Contingency reserves, sometimes referred to as time reserves or buffers, are
added into the project schedule to account for schedule uncertainty
• Contingency reserves are for “known-unknowns” and are included in the
schedule baseline
• Management reserves are for “unknown-unknowns” and are not included in the
schedule baseline

Process 5: Estimate Activity Durations – Outputs
Activity Duration Estimates
• Contains an estimated duration for each activity in the activity list
• Estimates can include a range (i.e. optimistic, pessimistic, most likely/realistic)

• Activity attributes would normally get updated as well as any estimate
assumptions that should be documented

Develop Schedule
Process 6: Develop Schedule
What it is
• One of the largest of the 47 processes, contains 27 inputs/tools/outputs
• Used to finalize the project schedule baseline
Why it is important
• The schedule is one of the most important parts of the project plan (it is
not the project plan though)
How it works
• Performed after all the other time management planning processes
• Prior to Determine Budget

Process 6: Develop Schedule
1. Schedule Management Plan 1. Schedule Network 1. Schedule Baseline
2. Activity List Analysis 2. Project Schedule
3. Activity Attributes 2. Critical Path Method 3. Schedule Data
4. Project Schedule Network 3. Critical Chain Method
Diagrams 4. Project Calendars
4. Resource Optimization 5. Project Management
5. Activity Resource
Requirements
Techniques Plan Updates
6. Resource Calendars 5. Modeling Techniques 6. Project Document
7. Activity Duration Estimates 6. Leads and Lags Updates
8. Project Scope Statement 7. Schedule Compression
9. Risk Register 8. Scheduling Tool
10. Project Staff Assignments
11.Resource Breakdown
Structure
12.Enterprise Environmental
Factors
13.Organizational Process
Assets

Process 6: Develop Schedule – Inputs
• Identifies the scheduling method, tool, and process
Activity List
• Activities that will be included in the schedule model
Activity Attributes
• Accompanies the activity list and includes expanded activity information
Project Schedule Network Diagrams

• Shows the order and dependencies in which activities must be completed
• The schedule will be used to assign dates to each of these activities
Activity Resource Requirements

• Identifies the types and quantities of resources needed for the project
Resource Calendars
• Contain information on the availability of resources during the project

Process 6: Develop Schedule – Inputs
Activity Duration Estimates
• Durations of activities for the project schedule

• Contains constraints and assumptions
Risk Register
• Contains risk characteristics that will affect the schedule model
Project Staff Assignments

• Assignment of resources to specific activities
Resource Breakdown Structure

• Provides details for resource analysis and reporting
Enterprise Environmental Factors

• Can include standards, communication channels, or a scheduling tool

• Can includes scheduling methodology and project calendars

Process 6: Develop Schedule – Tools
Schedule Network Analysis
• Process which leads to the creation of the project schedule model
• Includes techniques such as critical path method, critical chain method, what-if
analysis, or resource optimization
Critical Path Method

• A method used to estimate the minimum project duration and determine the
amount of scheduling flexibility on the network paths within the schedule
• Used to identify activities that, if delayed, will delay the project’s finish
• Can be used to identify how much individual activities in the schedule can slip
(“float”) without delaying the project
• Total Float – the total amount of time that a schedule activity may be delayed from its
early start date without delaying the project finish date, or violating a schedule
constraint.
• Free Float – The amount of time that a schedule activity can be delayed without
delaying the early start date of any successor or violating a schedule constraint
• Identify activities with the highest risk that cannot slip without changing the
project finish date

Critical Chain Method
• A schedule method that allows the project team to place buffers on any project
schedule path to account for limited resources and project uncertainties
• Developed from the critical path method approach and considers the effects of
resource allocation, resource optimization, resource leveling, and activity
duration uncertainty on the critical path
• The resource-constrained critical path is known as the critical chain
Resource Optimization Techniques

• Techniques can be used to adjust the schedule model due to demand and
supply of resources, including:
• Resource leveling - Start and finish dates are adjusted based on resource constraints
with the goal of balancing demand for resources with the available supply
• Resource Smoothing - Adjusts the activities of a schedule model such that the
requirements for resources on the project do not exceed certain predefined resource
limits

Modeling Techniques
• What-If Scenario Analysis - The process of evaluating scenarios in order to
predict their effect, positively or negatively, on project objectives
• Simulation - Involves calculating multiple project durations with different sets of
activity assumptions, usually using probability distributions constructed from the
three-point estimates, to account for uncertainty
Leads and Lags

• Refinements applied during network analysis to develop a viable schedule by
adjusting the start time of the successor activities
• Leads: Advance a successor activity with respect to the predecessor activity
• Lags: Where processes require a set period of time to elapse between the
predecessors and successors without work or resource impact

Schedule Compression
• Techniques used to reduce schedule duration without reducing project scope
• Crashing: used to shorten the schedule duration for the least incremental cost by
adding Resources
• Fast Tracking: Activities or phases normally done in sequence are performed in
parallel for at least a portion of their duration
Scheduling Tool
• Contain the schedule model
• Expedite the scheduling process by generating start and finish dates based on
the inputs of activities, network diagrams, resources and activity durations

Process 6: Develop Schedule – Outputs
Schedule Baseline
• The approved version of a schedule model that can be changed only through
formal change control procedures and is used as a basis for comparison to
actual results
Project Schedule
• An output of a schedule model that presents linked activities with planned dates,
durations, milestones, and resources
• Includes a planned start and finish date for each activity
• The project schedule is often presented in one of the following forms:
• Bar Charts (Gantt Charts): Activities are represented as horizontal bars along an x-axis
calendar
• Milestone Chart: Similar to a bar chart, but only represents key events/deliverables for
the project
• Project Network Diagram: Presented in the activity-on-node diagram format showing
activities and relationships with or without a time scale
Start End

Process 6: Develop Schedule – Outputs
Schedule Data
• Information for describing and controlling the project schedule
• Includes at least the schedule milestones, schedule activities, activity attributes,
and documentation of all identified assumptions and constraints
Project Calendars
• Identifies the working days and shifts that are available for activities
Project Management Plan updates

• Updates may include the schedule baseline or schedule management plan

• Updates may include activity resource requirements, activity attributes,
calendars, or the risk register

Control Schedule
Process 7: Control Schedule
What it is
• The process of monitoring the status of project activities to update project
progress and manage changes to the schedule baseline to achieve the plan
• Provides the means to recognize deviation from the plan and take corrective and
preventive actions and thus minimize risk
Where it occurs: Monitoring and Controlling Process Group
Why it is important
• The schedule should be monitored continuously against the actual work
performed to ensure that things stay on target
How it works
• Schedule changes are not only reacted to, but the schedule is controlled
proactively
• PM should be proactive and influence changes before they affect the project
• Performed throughout the life of the project from the moment the schedule is
developed until all scheduled activities have been completed

Process 7: Control Schedule
Process Group: Monitoring and Controlling Process Group

1. Project Management 1. Performance Reviews 1. Work Performance
Plan 2. Project Management Information
2. Project Schedule Software 2. Schedule Forecasts
3. Work Performance data 3. Resource Optimization 3. Change Requests
4. Project calendars Techniques 4. Project Management
5. Schedule data 4. Modeling Techniques Plan Updates
6. Organizational Process 5. Leads and Lags 5. Project Document
Assets 6. Schedule Compression Updates
7. Scheduling Tool 6. Organizational Process
Assets Updates

Process 7: Control Schedule – Inputs
Project Management Plan
• Contains the schedule management plan and the schedule baseline
• Schedule management plan defines how the schedule will be managed and changed
• Schedule baseline provides the latest approved version of the project schedule
Project Schedule
• The most recent version, including updates, completed activities, and started
activities as of the report date
Work Performance Data

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

Process 7: Control Schedule – Inputs
Project Calendars
• Depending on the schedule model, multiple project calendars may be utilized to
account for different working periods
Schedule Data
• Data that is reviewed and updated in the Control Schedule process

• May include existing formal and informal schedule control-related policies,
procedures, and guidelines, schedule control tools, or monitoring and reporting
methods to be used

Process 7: Control Schedule – Tools
Performance Reviews
• Measure, compare, and analyze schedule performance such as actual start and
finish dates, percent complete, and remaining duration for work in progress
• Performance review techniques may include:
• Trend Analysis
• Critical path method
• Critical chain method
• Earned value management
Project Management Software

• Provides the ability to track planned dates versus actual dates, to report
variances to and progress made against the schedule baseline, and to forecast
the effects of changes to the project schedule model in a simplified manner
Resource Optimization Techniques

• The scheduling of activities and the resources required by those activities
considering both the resource availability and the project

Process 7: Control Schedule – Tools
Modeling Techniques
• Used to review various scenarios guided by risk monitoring to bring the
schedule model into alignment with the project management plan and approved
baseline
Leads and Lags

• Applied during network analysis to find ways to bring project activities that are
behind into alignment with the plan
Schedule Compression
• Used to find ways to bring project activities that are behind into alignment with
the plan by fast tracking or crashing the schedule
Scheduling Tool
• Used in conjunction with manual methods or other project management
software to perform schedule network analysis to generate an updated project
schedule

Process 7: Control Schedule – Outputs
Work Performance information
• The schedule performance index (SPI), and schedule variance (SV) need to be
documented and communicated to stakeholders
Schedule Forecasts
• Based on the project’s past performance and expected future performance
• Includes earned value performance indicators that could impact the project
Change Requests
• May be needed due to schedule variance analysis, along with review of progress reports,
results of performance measures, and modifications to the project scope or project
schedule

Process 7: Control Schedule – Outputs
Project Management Plan Updates
• Updates to the plan may include changes to the:
• Schedule baseline
• Schedule management plan
• Cost baseline
Project Documents Updates

• Updates may be made to the schedule data, project schedule, or the risk
register
Organizational Process Assets Updates

• Assets that my be updated include the causes of variances, corrective action
chosen and justification, or other types of lessons learned

Project Network Diagram
Examples
Project Network Diagram– Example 1
1 13
Activity Activity 7
C F Activity
4
Float = 5 Float = 0 I
Activity
6 9
A Float = 0
Activity Activity
Float = 0
D G
Start Finish
Float = 0 Float = 9
7
Activity 5 12 2
B
Activity Activity Activity
Float = 4
E H J
Float = 4 Float = 4 Float = 4
Start-A-C-F-I-Finish = 25 Start-A-D-F-I-Finish = 30
Start-A-D-G-Finish = 19 Start-B-E-H-J-Finish = 26
Start-B-E-G-Finish = = 21
Name Predecessor Duration
Start-A-B-D-E-Finish = 20
Start ----- -----
Start-A-C-D-E-Finish = 23
Activity A Start 5
Start-A-C-F-Finish = 16
Activity B Activity A 4
Activity C Activity A 7
Activity D Activity B, C 8
Activity E Activity D 3
Activity F Activity C 4
Finish Activity E, F -----
4 8 3
Activity Activity Activity
5 B D E
Start
Activity Float = 3 Float = 0 Float = 0 Finish
A 7 4
Float = 0 Activity Activity
C F
Float = 0 Float = 7
4 6 9
1 4 5 10 13 21
A C E
8 11 12 17 18 26
Float = 7 Float = 7 Float = 5

Start Finish
7 5 12 2
1 7 8 12 13 24 25 26
B D F G
1 7 8 12 13 24 25 26
Float = 0 Float = 0 Float = 0 Float = 0
Start-A-C-E-Finish = 19
Start-B-D-E-Finish = 21
Start-B-D-F-G-Finish = 26
Debrief
Quiz
Please complete:
Time Management – Quiz 1

References
The following source(s) were referenced and/or are cited in this
presentation:
• A Guide to the Project Management Body of Knowledge (PMBOK ®

Guide), Fifth Edition, ©2013 Project Management Institute.
• The PMBOK ® Guide is available online from the PMI website (as a member),
or through Deloitte’s group membership at Books 24x7

About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms,
each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of
Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of
Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Copyright © 2013 Deloitte Development LLC. All rights reserved.
Member of Deloitte Touche Tohmatsu Limited

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PMP Certification Training

Topic 6: Time Management

Note: This topic will be covered in

PMBOK® Guide - Fifth Edition aligned

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Project Management Process Groups

Knowledge Areas Initiating Planning Executing Monitoring Closing

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Some Key Concepts Include:

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Process Primary Outputs

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Where it occurs: Planning Process Group

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Inputs Tools and Techniques Outputs

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Enterprise Environment Factors

Organizational Process Assets

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Where it occurs: Planning Process Group

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Inputs Tools and Techniques Outputs

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Organizational Process Assets

Enterprise Environment Factors

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Rolling Wave Planning

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Where it occurs: Planning Process Group

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Inputs Tools and Techniques Outputs

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Project Scope Statement

Enterprise Environment Factors

Organizational Process Assets

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• A Lag is a waiting period that exists between two activities

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Project Document Updates

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Where it occurs: Planning Process Group

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Inputs Tools and Techniques Outputs

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Enterprise Environment Factors

Organizational Process Assets

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Published Estimating Data

Project Management Software

Resources Breakdown Structure (RBS)

Project Document Updates

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Where it occurs: Planning Process Group

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Inputs Tools and Techniques Outputs