OUTPUTS FROM

SCHEDULE
DEVELOPMENT
PROJECT SCHEDULE

includes at least planned start and

expected finish dates for each detail
activity.

 may be presented in summary form (the

master schedule) or in detail.
Although it can be presented in tabular
form, it is more often presented graphically
using one or more of the following formats.

Bar Charts (Gant Charts)

– show activity start and end dates as well
as expected durations but do not usually
show dependencies
- relatively easy to read and use in
management presentations
MILESTONNES CHARTS
-similar to bar charts but identifying the scheduled
start or completion of major deliverables and key
external interfaces.
MILESTONES
-points in time that have been identified as being
important intermediate reference points during
the accomplishment of the work.
-can include dates imposed by the owner for the
finishing of certain tasks as well as target dates set
by the contractor for the completion of certain
segment of works.
MILESTONE NETWORKS
-once the Work Breakdown
Structure and Organizational
Analysis Table have been
developed, the next stage in the
evolution of a network is to
consider major events or key points
on instituting the project goals.
Milestones have no duration. They do, however, have
target times associated with them, against what actual
progress of the project can be measured.
As an aid in developing a milestone network, a plot
plan consisting the following is prepared:
1. The lay-out is divided into suitable zones or blocks.
2. Key activities like foundation, structural work,
equipment supply, piping and so on, are identified for
each of these zones or blocks.
3. Delivery date, vendor particulars, major quantity and so
on are shown in each zone.
SUPPORTING DETAIL
-includes at least documentation of all identified assumptions and
constraints. The amount of additional detail varies by application
area. For example:

On construction project, it will most likely include such items as

resource histograms, cash flow projections and order and delivery
schedules.
Information frequently supplied as supporting detail include but is
not limited to:
 Resource requirements by time period, often in the form of a
resource histograms
 Alternative includes (example best case or worst case, resource
levelled or not, with or without imposed dates)
SCHEDULE MANAGEMENT PLAN
A schedule plan defines how changes to the
schedule will be managed.
Maybe formal or informal, highly detailed or
broadly framed based on the needs of the
project .
Subsidiary element of the overall project plan
RESOURCE REQUIRMENTS UPDATES
Resource levelling and activity list updates
may have a significant effect on
preliminary estimates of resource
requirements.
Schedule Control
SCHEDULE CONTROL
Concerned with influencing factors which
create schedules changes to ensure that
changes are beneficial.
Determining that the schedule has changed
Managing the actual changes when and as
they occur
Schedule control must be thoroughly
integrated with the other control processes

(PROCESS FOR SCHEDULE CONTROL)

INPUTS TOOLS AND OUTPUTS
1. Project TECHNIQUES 1. Schedule
Schedule 1. Schedule Updates
2. Performace change system 2. Corrective
Reports 2. Performance Action
3. Schedule Measurement 3. Lessons Learned
management 3. Additional
Plan planning
4. Project
Management
Software
PROJECT SCHEDULE
-called the schedule baseline is a
component of the overall project
plan
-provides the basis for measuring
and reporting schedule
performance
PERFORMACE REPORTS
-provide information on schedule
performance such as which planned dates
have been met and which have not
-may also alert the project team to issues
which may cause problems in the future
-organize and summarize the information
gathered and present the result of any
analysis
WEEKLY PROGRESS REPORT
-the reporting of work advancement in the
field is accomplished by listing those
activities that started, finished, or were in
progress during the weeks just ended and
indicating their stages of completion
reached as of the cut-off date
- A file of the weekly progress reports can
be maintained as historical job record.
- To report the overall project standing,
the weekly progress reports must
include procurement and delivery
information as well as the
measurements of physical progress.
FIELD PROGRESS NARRATIVE
-the weekly field progress report will
usually be accompanied by a brief
narrative discussion of salient project
features.
PROJECT PROGRSS CURVES
-is obtained by calculating
cumulative totals of the chosen
progress measure at the end of
each successive time unit.
S-curves are an very important project
management tool. They allow the progress
of a project to be tracked graphically over
time, and form a historical record of what
has happened to date. Analyses of S-curves
allows management and the execution
team to quickly identify project growth,
slippage, and potential problems that
could adversely impact the project if no
remedial action is taken.
CHANGE REQUEST
-is written statement detailing the
change in the scope of the project to
contract normally
-it also states the original contract
amount the estimated cost of change
(duration), effect it will made in the
project’s schedule, where it came from,
(originator)and the approval of this
concerned.
TOOLS AND TECHNIQUES FOR
SCHEDULE CONTROL
SCHEDULE CHANGE CONTROL SYSTEM
-defines the procedures by which the project
schedule maybe changed.
-includes paperwork, tracing systems, and
approval levels neccessary for authorizing
changes.
Should be integrated with the overall change
control system.
Performance Measurement
To make periodic measurements of progress in the
field, network activities serve as exceptionally convenient
packages of work. The advancement of an activity in
progress can be expressed in different ways.

1. Estimated number of working days required to

complete the activity.
2. Estimated percentage completion of the activity in
terms of time
3. Quantities of work units put into place
Progress data in the other forms are readily
converted into days to complete by the following
relationships.

Working days to complete = d/(1-P/100)

Working days to complete=d(1-W/T)
Where:

d= total activity duration in working days

P= estimated percentage of completion
W= number of work units put into place
T= total number of working units associated with
the activity
PROGRESS ANALYSIS
-concerned primarily with determining the effect of this
latest information on the project completion date and
any intermediate time goals that have been
established.
ADDITONAL PLANNING
No project plan or schedule can be perfect and
deviations will inevitably develop as the project
progresses.
PROJECT MANAGEMENT SOFTWARE
The ability of project management software to track
planned dates versus actual dates and to forecast the
effects of schedule changes, real or potential make sit
useful tool for schedule control.
 OUTPUT FROM SCHEDULE CONTROL

SCHEDULE UPDATES
-basic objective is to reschedule the work yet to be done using the current project’s
status as a starting point for the redetermination.
-is also very valuable in testing the effectiveness of proposed time recovery measures.

CORRECTIVE ACTIONS
After each progress has been analysed, a decision must be made about what
corrective action, if any is required.