Module 9 - Project Schedule Management - V6 - 2018

ProXalt - 35 Hours PM Education
PMBOK® Guide Ver 6.0
Module - 9
Project
Schedule
Management
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PMBOK® Guide Ver 6.0 1
Ten Knowledge Areas
10 knowledge areas & 5 PM Processes

Knowledge Area Initiation Planning Executing Monitoring & Controlling Closing
Project Integration • Develop Project • Develop Project Management Plan • Direct and Manage Project • Monitor and Control Project Work • Close
Management Charter Work • Perform Integrated Change Control Project/Phase
• Mange Project Knowledge
Project Scope Management • Plan Scope Management • Validate Scope

• Collect Requirements • Control Scope
• Define Scope
• Create WBS
Project Schedule • Plan Schedule Management • Control Schedule

Management • Define Activities
• Sequence Activities
• Estimate Activity Durations
• Develop Schedule
Project Cost Management • Plan Cost Management • Control Costs

• Estimate Costs
• Determine Budget
Project Quality Management • Plan Quality Management • Manage Quality • Control Quality
Project Resource • Plan Resource Management • Acquire Resources • Control Resources

Management • Estimate Activity Resources • Develop Team
• Manage Team
Project Communications • Plan Communications • Manage Communications • Monitor Communications

Management Management
Project Risk Management • Plan Risk Management • Implement Risk Responses • Monitor Risks
• Identify Risks
• Perform Qualitative Risk Analysis
• Perform Quantitative Risk Analysis
• Plan Risk Responses
Project Procurement • Plan Procurement Management • Conduct Procurements • Control Procurements

Management
Project Stakeholder • Identify • Plan Stakeholder Engagement • Manage Stakeholder • Monitor Stakeholder Engagement
Management Stakeholders Engagement

Schedule Management - Objective

Project Time Management includes the processes
required to manage the timely completion of a project
Schedule Management Method
Critical Path Method Agile Approach
Schedule Management Processes

Project Charter
Plan Schedule Sequence Est. Activity

Define Activities
Management Activities Duration
Schedule
Management Plan Project Schedule Network Activity Duration
Activity List Diagrams
Milestone List Estimates
Control Schedule
Develop Schedule
Project Schedule
Schedule Baseline

Plan Schedule Management
 Project Charter
 Scope Management Plan  Expert Judgment
 Enterprise Environmental Factors  Data Analysis
 Input
Organizational Process Assets  Meetings
Plan Schedule Management

Is the process the process of establishing the policies, procedures, and documentation for
planning, developing, managing, executing, and controlling the project schedule
 Schedule Management Plan
Plan Schedule Management - Inputs

The Inputs for this process are:
 Project Management Plan

 Project Charter
 Enterprise Environmental Factors
 Organizational Process Assets
Project Management Plan

The project management plan is a document that describes how the project will be
executed, monitored, and controlled
Project Charter
It provides the high level project descriptions and product characteristics from the
project statement of work
Enterprise Environmental Factors and Organizational Process Assets

Please refer to previous modules

Plan Schedule Management – T & T

The Tools & techniques for this process are:
 Analytical Techniques
 Meetings
 Expert Judgment
Analytical Techniques/Data Analysis

Techniques such as fast tracking, crashing, scheduling methodology,
estimating approaches
Meetings
Expert Judgment
Expert judgment guided by historical information provides valuable
insight about the environment and information from prior similar
projects
Plan Schedule Management – Output
The Output for this process is:

Schedule Management Plan
 Release and Iteration length

 Level of accuracy
 Units of measurement
 Project Schedule model maintenance
 Control thresholds
 Rules of Performance Measurement and
 Reporting formats

Define Activities

 Scope Baseline
 Enterprise Environmental  Decomposition
Input
Factors  Rolling Wave Planning Plan
 Organizational Process Assets  Expert Judgment
Define Activities
Is the process to identify, clarify, and define key schedule activities that need to be
performed to produce deliverables
 Activity List
 Activity Attributes
 Milestone List
Define Activities- Inputs

The Inputs for this process are:
 Scope Baseline
 Enterprise Environmental Factors
 Organizational Process Assets
Schedule Management Plan

Schedule management plan contains detailed information about
Process descriptions, Scheduling methodology, Level of accuracy,
Units of measurement, Control thresholds and Reporting formats
Scope Baseline
WBS + WBS Dictionary + Scope Statement
Enterprise Environmental Factors and Organizational Process Assets

Please refer to previous modules

Define Activities- Tools & Techniques
The Tools & Techniques for this process are:

 Decomposition
 Rolling Wave Planning Plan
 Expert Judgment
Decomposition
Means taking the work packages you defined in the Scope

Management processes and breaking them down to even further into
activities that can be estimated
Rolling Wave Planning Plan

Also called “Next Steps”. Please refer to Introduction Module
Expert Judgment
Refers to input received from knowledgeable and experienced parties
also called subject matter experts (SMEs). Expertise may be provided
by any group or person with specialized education, knowledge, skill,
experience, or training in developing time management plans.
Define Activities - Outputs

The Outputs for this process are:
 Activity List
 Activity Attributes
 Milestone List
Activity List
Is a list of everything that needs to be done to complete your project. This list
is lower-level than the WBS
Activity Attributes
Is the description of each activity is kept. All of the information you need to figure out the
order of the work should be here, too
Milestone List
Is nothing but the major deliverables/event.

Schedule Management Concepts

Lead Means overlap between tasks that have a dependency
Ex: Successor task can start before the predecessor task is
completed
Lag Means delay between two tasks. Some time they call it curing time
Ex: Once you pour the concrete you need to wait 2/3 days to
cure. This time period is called curing time/Lag.
Slack/Float or Total Slack/Total Float

The amount of time that an activity may be delayed from the early start date
without delaying the project finish date
Ex: Instead of starting this task on Monday can I start on Wednesday and still
can I meet the deadline? If the answer is YES then Monday thru Wednesday
you will have 2 days slack/float
PERT Stands for Program Evaluation Review Technique. Also called 3 point estimate.
Using Pessimistic (P) Optimistic (O) and Most Likely (M) numbers to estimate
project duration.
PERT Formula: P+4M+O/6
STD Standard Deviation. Formula is STD = (P-O)/6
VAR Variation. Formula is VAR = [(P-O)/6]2

Sequence Activities

 Scope Baseline
 Activity List & Attributes  PDM
 Milestone List  Leads & Lags
 Enterprise Env. Factors  Dependency Determination

Input
Organizational Process Assets  PMIS
Sequence Activities
Arrange activities in a logical order based on their dependencies
 Project Schedule Network Diagram

 Project Documents Updates

Sequence Activities–Tools & Techniques

The Tools & Techniques for this process are:
 Precedence Diagramming Method (PDM)
 Leads & Lags
 Dependency Determination
Precedence Diagramming Method (PDM)

 Also called Activity On Node (AON)
 The activities will represented by nodes/boxes and the dependency will be shown on the
arrow mark
 Includes all 4 relationships (FS, FF, SS, SF)
Leads & Lags – Please refer to previous slides
Sequence Activities – Dependency Determination
1. Mandatory Dependencies (Hard Logic)

Inherent in the nature of the work being done. Often involve physical limitations
Ex: Lay the foundation before building the walls
2. Discretionary Dependencies (Soft Logic)

Also called Preferred Logic/ Preferential Logic/ Soft Logic
Dependency is determined by the PM team. Established based on knowledge and
best practices
Ex: Electrical work vs. Plumbing work. If the electrician comes first he/she can
start wiring OR if the plumber comes he/she can start working on the plumbing
3. External Dependencies
These dependencies are external to the project. Involves relationship
between project activities and non-project activities
Ex: Government agencies, rules, regulations, permits and EPA rules
4. Internal Dependencies
Involve precedence relationship between project activities and the project team’s
control

Sequence Activities – Outputs

The Outputs for this process are:
 Project Schedule Network Diagram
 Project Documents Updates
Project Schedule Network Diagram

 Are graphical representation of the logical relationships also called
dependencies among the project scheduled activities
 There are so many ways to draw project schedule network diagrams.
One of them is Precedence diagraming method (PDM)
Project Document Updates

 Updating project related documents with new information that are
available to you at each and every step of the project
Estimate Activity Durations

 Scope Baseline
 Activity List  Expert Judgement
 Activity Attributes  Analogous Estimating
 Resource Requirements  Parametric Estimating
 Resource Calendar Three Point Estimates
 Input
Risk Register

 Bottom Up Estimating
 Resource Breakdown Structure  Decision Making
 Enterprise environmental factors  Reserve Analysis
 Organizational Process assets  Meetings
Estimate Activity Durations

Process of estimating the number of work periods needed to complete
individual activities with estimated resources
 Duration Estimates
 Basis of Estimates and
 Project Document Updates

Develop Schedule
Develop  Schedule Mgmt. Plan
Schedule
 Scope Baseline
 Activity List & Attributes
 Project Schedule Network Diagram  Schedule Network Analysis
 Activity Resource Requirements  Critical Path Method
 Project Scope Statement  Resource Optimization
 Resource Calendar  Simulation
 Resource Requirements  Leads & Lags
 Input List
Milestone  Schedule Compression
 Enterprise Env. Factors  PMIS and
 Org. Process Assets  Agile Release Planning
Develop Schedule
Process of analyzing activity sequences, durations, resource requirements, and
schedule constraints to create the project schedule model for project execution,
monitoring and controlling
 Schedule Baseline
 Project Schedule
 Schedule Data
 Project Calendars
 Change Requests
 Project Plan & Document Updates
Develop Schedule – T & T : 2

Develop Schedule
 Schedule Compression
A mathematical analysis that is used to shorten the schedule
without changing the project scope.
Crashing Fast Tracking

Add more resources to the Conducting two tasks at the
schedule activities same time (parallel)
 Modeling Techniques – What It Scenario Analysis

• It is a technique that uses different sets of activity assumptions to generate multiple
project durations
• Simulation technique such as Monte Carlo analysis is used here
• PERT – Program Evaluation Review Technique


Develop Schedule
 Critical Chain Method
• In this method it puts the main emphasis on the resources required to
execute project tasks will tend to keep the resources levelly loaded but
will require them to be flexible in their start times and to quickly switch
between tasks and task chains to keep the whole project on schedule
 Critical Path Method
• Calculates the early start, late start, end dates, and total floats for all the activities
• In this method, resource dependencies are used to determine the critical path

Develop Schedule
 Resource Optimization Techniques
1. Resource Leveling or Resource based method
2. Resource smoothing method
Resource Leveling or Resource Based Method

This method can be used when shared or critical required resources are only available at
certain times, limited quantities or to keep resource usage at a constant level
Resource Smoothing Method

Is a technique that adjusts the activities of a schedule model such that the requirements for
resources on the project do net exceed certain predefined resource limits
 Leads & Lags - Please refer to previous modules

Develop Schedule – Output 1

Develop
Schedule The Outputs for this process are:
 Schedule Baseline
 Schedule Data
 Project Calendars
 Change Requests, and
 Project Plan & Document Updates
Schedule Baseline
 The project schedule developed from the schedule network analysis.
 It is accepted and approved by the project management team as the schedule baseline
with baseline start dates and baseline finish dates
 In simple words Schedule Baseline is the total number hours/days/weeks/months of
the project.
Schedule Data
 Is a collection of information for describing and controlling the schedule.
 Information such as resource requirements by time period, alternative schedules (ex: best case,
worst case scenario) and contingency reserves
Develop Schedule – Output 2

Includes a planned start date and planned finish date for each
activity
 Bar/Gantt Charts
Bars representing activities with start and end

dates, as well as expected durations
 Milestone Charts
Marks the completion of major deliverables
 Network Diagram Charts

Shows logical interdependencies and the project
critical path
Project Calendars & Project Plan, Document updates - Please refer to previous modules

Critical Path Analysis

4 6 5
E F D
7
Start B END
K
3 4 3
A G C
Path 1: Start->E->F->D->End = 4+6+5 = 15

Path 2: Start->E->B->G->C->End = 4+7+4+3 = 18
Path 3: Start->A->G->C->End = 3+4+3 = 10
Critical Path is Path# 2
 The longest path in the network diagram is called critical path
 Slack or Float on the critical path nodes are “0”
 When a deadline for a task that is on the critical path is missed, use crashing or
fast tracking techniques to bring the task/project back on track
 DUMMY node can be part of Critical Path. No duration. Represented with
dotted line. You do not include them in your calculation
Calculating Slack/Float
4 6 5
E F D
7
Start B END
K
3 4 3
A G C
Formula :
[Critical Path Length] - [Longest Non-Critical Path that has ‘X’ in it]
Critical Path (CP) : Start->E->B->G->C->End = 4+7+4+3 = 18
Example: Calculate the Float/Slack for Task ‘F’

Slack/Float for node “F” = CP Length— Longest Non CP that has “F” in it
Float/Slack of ‘F’ = 18 — 15 = 3
Float/Slack of ‘D’ = 18 — 15 = 3
Float/Slack of ‘A’ = 18 — 10 = 8

Calculating Late Start & Finish

Formula : Late Start (LS) = Early Start (ES) + Task ‘X’ Float
Late Finish (LF) = Early Finish (EF) + Task ‘X’ Float
Problem#: Calculate the LS & LF for Task ‘F’ Float for “F” from previous presentation = 3
Late Start = Early Start (5) + Task ‘F’ float (3) = 8
ES : Early Start (regularly scheduled to start)

EF : Early finish (regularly scheduled to end)
LS: Latest start
LF: Latest Finish
Node: Task
Late Finish = Early Finish(10) + Task ‘F’ float (3) = 13

DU: Duration
Finding The Critical Path
 Path-1: Start—>E—>F—>B—>End : 4+6+7 = 17

 Path-2: Start—>E—>F—>G—>D—>End
• Task E completes on day 4.
• Task F & G will start on the same day (SS: Start to Start relationship). Hence task G starts on day 5
and completes on day 8 (duration of 4 days).
• Task D will start after task G completes with a 2 day delay (FS: Finish to start +2). Hence task D will
start on day 11 and completes on day 15 (duration 5 days).
 Path-3: Start—>A—>G—>D—>End.
• Task A completes on day 3 and task G will start on day 5 since there is 1 day lag between task A
& task G.
• Task G starts on day 5 and completes on day 8 (duration 4 days).
• Task D will start after task G completes with a 2 day delay. Hence task D will start on day 11
and completes on day 15 (duration 5 days).
 Path-4: Start—>A—>C—>K—>End : 3+3+3 = 9
Critical Path = Path-1: Start—>E—>F—>B—>End : 4+6+7 = 17

Calculating PERT
PERT P+4M+O/6
STD (P-- O/6)
VAR [P-- O/6]2
Example:
Task X Optimistic (O) = 18 days (Best Case Scenario)

Pessimistic (P) = 34 days (Worst Case Scenario)
Most Likely (M) = 25 days
PERT = 18+(4*25)+34/6 = 18+100+34/6 = 25.33
STD = 34-18/6 = 16/6 = 2.66
VAR = [34-18/6]2 = (2.66)2 = 7.07
Calculating Project Duration with PERT
TOTAL PROJECT DURATION formula is =

Sum of PERTs + (Project Variance * Sigma Value)
Example: Let’s say the sum of PERTS = 103 and Project Variance is 5. Based on these
numbers calculate project duration in 68.26 percentile or 1 sigma level
Project duration = 103 + (5 * 1)

= 103 + 5
= 98 to 108 days
That means this project can be completed between 98 days to 108 days all most 68%
of the time

Control Schedule
 Data Analysis
 Iteration Burndown Charts
 What-If Scenario Analysis
 Schedule Management Plan  Earned Value Mgmt. Analysis
 Schedule Baseline  Trend & Variance Analysis
 Scope Baseline  Performance Reviews
 Performance Baseline  Critical Path Method
 Project Schedule  PMIS
 Project Calendars  Resource Levelling
 Work Performance Data  Leads & Lags
 Organizational Process Assets  Schedule Compression
Control Schedule
Monitoring the project status and controlling changes to the project schedule
 Work Performance Information

 Schedule Forecasts
 Change Requests
 Project Management Plan & Project Documents Updates
Monitoring & Controlling - Control Schedule
Monitoring and Controlling Process Group
Monitor & Control Project Work Perform Integrated

Change Control
 Validate Scope
 Monitor Communications Control Scope
 Monitor Risks
 Monitor Stakeholder Engagement Control Schedule
Control Costs
Control Quality
Control Resources
Control Procurements

Schedule Management - Conclusion

Project Schedule Management includes the processes required to manage
the timely completion of a project
Est. Activity
Project Charter
Plan Schedule Define Activities Sequence

Management Activities Duration
Schedule Activity Duration

Management Plan Project Schedule Network Estimates
Activity List Diagrams
Milestone List
Control Schedule
Develop Schedule
Project Schedule
Schedule Baseline
Schedule Management – Glossary 1

Define Activities Is the process to identify, clarify, and define key schedule
activities that need to be performed to produce deliverable.
Sequence Activities Arrange activities in a logical order based on their

dependencies.
Estimate Activity Estimate how much/many and type of resources (people,

Resources material, equipment or supplies) needed to complete the
work.
Estimate Activity Process of estimating schedule activity during durations.
Durations
Develop Schedule Process of analyzing activity sequences, durations,

resource requirements, and schedule constraints to create
the project schedule.
Control Schedule Controlling changes to project schedule.


PDM Precedence Diagramming Method. Also called
Activity on Node (AON)
Lead Overlap between tasks that have a dependency
Reserve Analysis Cost/Schedule contingency/reserve analysis used to

cover any unforeseen risks or changes to the project
Schedule Baseline Is a specific version of the project schedule

developed from the schedule network analysis.
Lag Delay between two tasks
Schedule A mathematical analysis that used is used to shorten

Compression the schedule without changing the project scope
Critical Path Method Calculates early and late start & end dates and total
floats for all activities
Value Analysis Doing the same scope of work for less cost and
possibly improving quality and performance.

Plan Schedule Is the process the process of establishing the policies,
Management procedures, and documentation for planning, developing,
managing, executing, and controlling the project schedule.
Delphi Technique SMEs (Subject Matter Experts—Industry knowledge) but

they would like to be anonymous
Bottom-up Used when the project work is well defined. It uses WBS
Estimating and Activity List
Discretionary Also called Preferred Logic/ Preferential Logic/ Soft Logic

Dependencies Dependency is determined by the PM team. Established
(Soft Logic) based on knowledge and best practices
Mandatory Inherent in the nature of the work being done. Often

Dependencies involve physical limitations
(Hard Logic)
External These dependencies are external to the project. Involves

Dependencies relationship between project activities and non-project
activities

End of Module
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ProXalt - 35 Hours PM Education

PMBOK® Guide Ver 6.0

Online Course Instructions

ProXalt - 35 Hours PM Education

Ten Knowledge Areas

10 knowledge areas & 5 PM Processes

Project Scope Management • Plan Scope Management • Validate Scope

Project Schedule • Plan Schedule Management • Control Schedule

Project Cost Management • Plan Cost Management • Control Costs

Project Resource • Plan Resource Management • Acquire Resources • Control Resources

Project Communications • Plan Communications • Manage Communications • Monitor Communications

Project Procurement • Plan Procurement Management • Conduct Procurements • Control Procurements

ProXalt - 35 Hours PM Education

Schedule Management - Objective

Schedule Management Method

Critical Path Method Agile Approach

Schedule Management Processes

Plan Schedule Sequence Est. Activity

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Plan Schedule Management

Plan Schedule Management

 Schedule Management Plan

Plan Schedule Management - Inputs

 Project Management Plan

Project Management Plan

Enterprise Environmental Factors and Organizational Process Assets

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Plan Schedule Management – T & T

Analytical Techniques/Data Analysis

Plan Schedule Management – Output

The Output for this process is:

Schedule Management Plan

 Release and Iteration length

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 Schedule Management Plan

Define Activities- Inputs

Schedule Management Plan

Enterprise Environmental Factors and Organizational Process Assets

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Define Activities- Tools & Techniques

The Tools & Techniques for this process are:

Means taking the work packages you defined in the Scope

Rolling Wave Planning Plan

Define Activities - Outputs

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Schedule Management Concepts

Slack/Float or Total Slack/Total Float

STD Standard Deviation. Formula is STD = (P-O)/6

VAR Variation. Formula is VAR = [(P-O)/6]2

 Schedule Management Plan

 Project Schedule Network Diagram

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Sequence Activities–Tools & Techniques

Precedence Diagramming Method (PDM)

 Includes all 4 relationships (FS, FF, SS, SF)

Leads & Lags – Please refer to previous slides

Sequence Activities – Dependency Determination

1. Mandatory Dependencies (Hard Logic)

2. Discretionary Dependencies (Soft Logic)

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Sequence Activities – Outputs

Project Schedule Network Diagram

Project Document Updates