Ch6. Project Schedule Management

Projects Management
A Guide to the Project Management Body of Knowledge
Eng. Nasser Alkinani Ch6. Plan Schedule Management

In th is c h a p te r w e w ill - CPM (Critical Path Method)
c a v e r th e s e - Technique of estimating
p r in c ip le s : - Sequence of activity
- Lead & Lag
- Crashing & Fast Tracking
- How we develop the
schedule

Project Schedule M anagem ent Processes
6.1 Plan Schedule Management —The process of establishing the policies, procedures, and documentation
for planning, developing, managing, executing, and controlling the project schedule.
6.2 Define Activities —The process of identifying and documenting the specific actions to be performed to
produce the project deliverables.
6.3 Sequence Activities —The process of identifying and documenting relationships among the project
activities.
6.4 Estimate Activity Durations —The process of estimating the number of work periods needed to
complete individual activities with the estimated resources.
6.5 Develop Schedule —The process of analyzing activity sequences, durations, resource requirements, and
schedule constraints to create the project schedule model for project execution and monitoring and
controlling.
6.6 Control Schedule —The process of monitoring the status of the project to update the project schedule
and manage changes to the schedule baseline.
The project management team selects a scheduling method, such as
critical path or an agile approach.
project-specific data, such as the activities, planned dates, durations,
resources, dependencies, and constraints, are entered into a
scheduling tool to create a schedule model for the project.

Tailoring Considerations
01 Life cycle approach

02
Resource availability
03 Project dimensions
04 Technology support

6.1 Plan Schedule Management
Inputs Tools & Techniques Outputs
1- Project charter 1- Expert judgment 1- Schedule management plan

2- Project management plan 2- Data analysis
• Scope management plan 3- Meetings
• Development approach
3- EEF
4- OPA

6.1 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
Development approach

outputs
6.1 Plan Schedule Management
1 Schedule Management Plan
The 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.
* Release and iteration length. When using an adaptive life cycle, the time-boxed periods for
releases, waves, and iterations are specified.
* Level of accuracy.
* Units of measure. Each unit of measurement (such as staff hours, staff days, or weeks for time
measures, or meters, liters, tons, kilometers, or cubic yards for quantity measures) is defined for
each of the resources.

6.2 Define Activities
1 Project management plan 1 Expert judgment 1 Activity list

• Schedule management plan 2 Decomposition 2 Activity attributes
• Scope baseline 3 Rolling wave planning 3 Milestone list
2 EEF 4 Meetings 4 Change requests
3 OPA 5 Project management plan updates
• Schedule baseline
• Cost baseline

The key benefit of this process is that it decomposes work packages into
schedule activities that provide a basis for estimating, scheduling, executing,
monitoring, and controlling the project work. This process is performed
throughout the project.

6.2 Define Activities Inputs
1 PROJECT MANAGEMENT PLAN
- Schedule management plan.

The schedule management plan defines the schedule methodology, the
duration of waves for rolling wave planning, and the level of detail necessary
to manage the work.
- Scope baseline.
The project WBS, deliverables, constraints, and assumptions documented in
the scope baseline are considered explicitly while defining activities.

6.2 Define Activities Tools & Tech
2 Decomposition
a technique used for dividing and subdividing the project scope and project
deliverables into smaller, more manageable parts. Activities represent the effort
needed to complete a work package.
3 Rolling Wave Planning

an iterative planning 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 a higher
level.

outputs
1- Activity List
The activity list includes the schedule activities required on the project.
2 - Activity Attributes
Activity attributes extend the description of the activity by identifying multiple
components associated with each activity.
3 - Milestone List
A milestone is a significant point or event in a project. A milestone list identifies all
project milestones and indicates whether the milestone is mandatory, such as
those required by contract, or optional, such as those based on historical
information. Milestones have zero duration because they represent a significant
point or event.

Milestone

outputs
5 - Project Management Plan Updates
Any change to the project management plan goes through the organization’s
change control process via a change request. Components that may require a
change request for the project management plan include but are not limited to:
* Schedule baseline. Throughout the project, work packages are progressively

elaborated into activities. This process may reveal work that was not part of the
initial schedule baseline, necessitating a change to delivery dates or other
significant schedule milestones that are part of the schedule baseline.
* Cost baseline.

6.3 Sequence Activities
1 Project management plan 1 Precedence diagramming method 1 Project schedule network diagrams
• Schedule management plan 2 Dependency determination and 2 Project documents updates
• Scope baseline integration • Activity attributes
2 Project documents 3 Leads and lags • Activity list
• Activity attributes 4 Project management information • Assumption log
• Activity list system • Milestone list
• Assumption log
• Milestone list
3 EEF
4 OPA

The key benefit of this process is that it defines the logical sequence of
work to obtain the greatest efficiency given all project constraints.
Every activity except the first and last should be connected to at least one
predecessor and at least one successor activity with an appropriate logical
relationship. It may be necessary to use lead or lag time between activities
to support a realistic and achievable project schedule. Sequencing can be
performed by using project management software or by using manual or
automated techniques.

6.3 Sequence Activities Inputs
1 PROJECT MANAGEMENT PLAN

Schedule management plan
Scope baseline
2 PROJECT DOCUMENTS
Activity attributes
Activity list
Assumption log
Milestone list
3 ENTERPRISE ENVIRONMENTAL FACTORS

4 ORGANIZATIONAL PROCESS ASSETS

6.3 Sequence Activities Tools & Tech
1 Precedence Diagramming Method

Technique used for constructing a schedule model in which activities
are represented by nodes and are graphically linked by one or more
logical relationships to show the sequence in which the activities are to
be performed. PDM includes four types of dependencies or logical
relationships.
Note: PDM Is Activity On Node (AON); It Mean Activity Present By

Node. While Activity On Arrow (AOA); Activity Present By Arrow.

AON Diagrams
Diagram components (symbols)
• Nodes (drawn as rectangles or squares)
• Links (drawn as directed arcs)
Symbol meanings
• Nodes: Activities
• Links: precedence relation

AOA Diagrams
Diagram components (symbols)

• Nodes (drawn as circles)
• Links (drawn as directed arcs)
A, 90
Symbol meanings 1 2
• Nodes: Start/Stop events (points)
• Links: Activities

The Project Network - Dummy Activities
■ A dummy activity shows a precedence relationship but

reflects no passage of time.
■ Two or more activities cannot share the same start and end
nodes.
Figure: A dummy activity

Finish-to-start (FS). A logical relationship in which a successor activity

cannot start until a predecessor activity has finished.
Finish-to-finish (FF). A logical relationship in which a successor activity
cannot finish until a predecessor activity has finished.
Start-to-start (SS). A logical relationship in which a successor activity
cannot start until a predecessor activity has started.
Start-to-finish (SF). A logical relationship in which a successor activity
cannot finish until a predecessor activity has started.

2 Dependency Determination And Integration:
- Mandatory dependencies. (Hard Logic)

Legally or contractually required or inherent in the nature of the work.
- Discretionary dependencies
Preferred logic or preferential logic, or soft logic.
- External dependencies.
Relationship between project activities and non project activities.(suppliers)
- Internal dependencies.
Precedence relationship between project activities and are generally inside the project team’s control.

Lead is the amount of time a successor activity can be advanced with

respect to a predecessor activity.
Lag is the amount of time a successor activity will be delayed with

respect to a predecessor activity.
Project management information systems includes scheduling software

that has the capability to help plan, organize, and adjust the sequence
of the activities; insert the logical relationships, lead and lag values; and
differentiate the different types of dependencies.

Leads and Lags

outputs
1 Project Schedule Network Diagrams

A project schedule network diagram is a graphical representation of the
logical relationships, also referred to as dependencies, among the
project schedule activities.

outputs
2 Project Documents Updates

- Activity attributes. Activity attributes may describe a necessary sequence of events or defined predecessor
or successor relationships, as well as defined lead and lag and logical relationships between the activities.
- Activity list. The activity list may be impacted by the change in relationships among the project activities
during the sequencing activities.
- Assumption log. Assumptions and constraints recorded in the assumption log may need to be updated
based on the sequencing, relationship determination, and leads and lags, and may give rise to individual
project risks that may impact the project schedule.
- Milestone list. The scheduled dates for specific milestones may be impacted by changes in relationships
among the project activities during the sequencing activities.

6.4 Estimate Activity Durations

1 Expert judgment 1 Duration estimates
• Schedule management plan
2 Analogous estimating 2 Basis of estimates
• Scope baseline
3 Parametric estimating 3 Project documents updates
2 Project documents
4 Three-point estimating • Activity attributes
• Activity attributes
5 Bottom-up estimating • Assumption log
• Activity list
6 Data analysis • Lessons learned register
• Assumption log
• Alternatives analysis
• Lessons learned register
• Reserve analysis
• Milestone list
7 Decision making
• Project team assignments
8 Meetings
• Resource breakdown
structure
• Resource calendars
• Resource requirements
• Risk register
3 EEF
4 OPA
The key benefit of this process is that it provides the amount of time each
activity will take to complete. This process is performed throughout the project.
Estimating activity durations uses information from the scope of work, required
resource types or skill levels, estimated resource quantities, and resource
calendars.

6.4 Estimate Activity Durations Tools & Tech
2 Analogous Estimating
Technique for estimating the duration or cost of an activity or a project
using historical data from a similar activity or project. Analogous
estimating uses parameters from a previous, similar project, such as
duration, budget, size, weight, and complexity, as the basis for
estimating the same parameter or measure for a future project.

3 Parametric Estimating
an estimating technique in which an algorithm is used to calculate cost
or duration based on historical data and project parameters.
Parametric estimating uses a statistical relationship between historical
data and other variables to calculate an estimate for activity
parameters, such as cost, budget, and duration.

4 Three-point Estimating
The accuracy of single-point duration estimates may be improved by considering
estimation uncertainty and risk.
Most likely (M). This estimate is based on the duration of the activity, given the resources
likely to be assigned, their productivity, realistic expectations of availability for the activity,
dependencies on other participants, and interruptions.
Optimistic (O). The activity duration based on analysis of the best-case scenario for the
activity.
Pessimistic (P). The duration based on analysis of the worst-case scenario for the activity.
Triangular distribution is used when there is insufficient historical data or when using
judgmental data.
E = (O + M + P) / 3
5 Bottom-up Estimating
Bottom-up estimating is a method of estimating project duration or
cost by aggregating the estimates of the lower-level components of the
WBS.

5 Data Analysis
* Alternatives analysis. Alternatives analysis is used to compare various levels of resource
capability, and make, rent, or buy decisions regarding the resources.
* Reserve analysis used to determine the amount of contingency and management reserve
needed for the project. Duration estimates may include contingency reserves, sometimes referred
to as schedule reserves. Contingency reserves are the estimated duration within the schedule
baseline, which is allocated for identified risks that are accepted.
* Management reserves are a specified amount of the project budget withheld for
management control purposes and are reserved for unforeseen work that is within the scope of the
project. Management reserve is not included in the schedule baseline, but it is part of the overall
project duration requirements.

outputs
1 Duration Estimates
 Number of time periods that are required to complete an activity.
 Duration estimates do not include any lags
 May include some indication of the range of possible results.
2 BASIS OF ESTIMATES
The level of detail, the supporting documentation should provide a clear and complete
understanding of how the duration estimate was derived.
Documentation of the basis of the estimate (i.e., how it was developed),

Documentation of all assumptions made,
Documentation of any known constraints

6.5 Develop Schedule

1 Project management plan 1 Schedule baseline
1 Schedule network analysis
• Schedule management plan 2 Project schedule
2 Critical path method
• Scope baseline 3 Schedule data
3 Resource optimization
2 Project documents 4 Project calendars
• Activity attributes 4 Data analysis
• Activity list • What-if scenario analysis 5 Change requests
• Assumption log • Simulation 6 Project management plan updates
• Basis of estimates 5 Leads and lags • Schedule management plan
• Duration estimates 6 Schedule compression • Cost baseline
• Lessons learned register 7 Project management 7 Project documents updates
• Milestone list information system • Activity attributes
• Project schedule network • Assumption log
8 Agile release planning
diagrams
• Duration estimates
• Project team assignments
• Resource requirements • Resource requirements
• Risk register • Risk register
3 Agreements
4 EEF
5 OPA
Developing an acceptable project schedule is an iterative process. The schedule model is

used to determine the planned start and finish dates for project activities and milestones
based on the best available information. Schedule development can require the review and
revision of duration estimates, resource estimates, and schedule reserves to establish an
approved project schedule that can serve as a baseline to track progress.
The staff confirms that the start and finish dates present no conflict with resource
calendars or assigned activities on other projects or tasks and thus are still valid.

6.5 Develop Schedule Inputs

• Scope baseline
2 Project documents
• Activity attributes • Milestone list
• Activity list • Project schedule network diagrams
• Assumption log • Project team assignments
• Basis of estimates • Resource calendars
• Duration estimates • Resource requirements
• Lessons learned register • Risk register
3 Agreements
4 Enterprise environmental factors
5 Organizational process assets

6.5 Develop Schedule Tools & Tech
1 Schedule Network Analysis

A technique to identify early and late start dates, as well as early and late finish dates, for
the uncompleted portions of project activities.
2 Critical Path Method

The definition is the sequence of activities that represents the longest path through a
project.
This schedule network analysis technique calculates the early start, early finish, late start,
and late finish dates for all activities by performing a forward and backward pass analysis
through the schedule network.
- Characterized by zero total float.
- Schedule networks may have multiple near-critical paths


23 Resource Optimization
used to adjust the start and finish dates of activities to adjust planned resource use
to be equal to or less than resource availability.
 Resource leveling
- A technique in which start, and finish dates are adjusted based on resource
constraints.
- A way to fix resource over allocation.
- Critical path may change.
 Resource Smoothing
- A technique that adjusts the activities of a schedule model to solve utilization.
- Critical path is not changed, and the completion date may not be delayed.
- Activities may be delayed within their free and total float.

24 Data Analysis
* What-If Scenario Analysis.
Evaluating scenarios in order to predict their effect positively or negatively on project
objectives.
* Simulation.
Calculating multiple project durations with different sets of activity assumptions usually
using probability distributions constructed from the three-point estimates to account for
uncertainty.
A schedule network analysis is performed using the schedule to compute the different
scenarios, such as delaying a major component delivery, extending specific engineering
durations, or introducing external factors, such as a strike or a change in the permit
process.
Tools & Tech
26
Schedule compression techniques are used to shorten or accelerate the schedule duration without
reducing the project scope in order to meet schedule constraints, imposed dates, or other schedule
objectives.
- Crashing. A technique used to shorten the schedule duration for the least incremental cost by
adding resources. Examples of crashing include approving overtime, bringing in additional
resources, or paying to expedite delivery to activities on the critical path.
- Fast tracking. A schedule compression technique in which activities or phases normally done in
sequence are performed in parallel for at least a portion of their duration. 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.


outputs
21 Schedule Baseline
A schedule baseline is 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. It is accepted and approved by the appropriate stakeholders.
2 Project Schedule
The project schedule is an output of a schedule model that presents linked activities
with planned dates, durations, milestones, and resources. At a minimum, the project
schedule includes a planned start date and planned finish date for each activity.
It can be presented in tabular form using below formats:

- Bar charts (Gantt charts)
- Milestone charts
- Project schedule network diagrams

outputs
23 Schedule Data
The schedule data includes, at a minimum, the schedule milestones, schedule
activities, activity attributes, and documentation of all identified assumptions
and constraints.
24 Project Calendars
A project calendar identifies working days and shifts that are available for
scheduled activities. It distinguishes time periods in days or parts of days that are
available to complete scheduled activities from time periods that are not
available for work.

6.6 Control Schedule
1 Project management plan 1 Work performance information

1 Data analysis 2 Schedule forecasts
• Earned value analysis 3 Change requests
• Iteration burndown chart 4 Project management plan updates
• Scope baseline
• Performance reviews • Schedule management plan
• Performance measurement
• Trend analysis • Schedule baseline
baseline
• Variance analysis • Cost baseline
2 Project documents
• What-if scenario analysis • Performance measurement
2 Critical path method baseline
• Project calendars
3 Project management 5 Project documents updates
• Project schedule
information system • Assumption log
4 Resource optimization • Basis of estimates
• Schedule data
5 Leads and lags • Lessons learned register
3 Work performance data
6 Schedule compression • Project schedule
4 OPA
• Risk register
Eng. Nasser Alkinani Ch6. Plan Schedule Management • Schedule data
Updating the schedule model requires knowing the actual performance to date. Any change to
the schedule baseline can only be approved through the Perform Integrated Change Control
process.
Determining the current status of the project schedule,

Influencing the factors that create schedule changes,
Reconsidering necessary schedule reserves,
Determining if the project schedule has changed, and
Managing the actual changes as they occur.

6.6 Control Schedule Inputs

• Scope baseline
• Performance measurement baseline
2 Project documents
• Project calendars
• Project schedule
• Schedule data
3 Enterprise environmental factors
Organizational process assets

4
6.6 Control Schedule Tools & Tech
1 Data Analysis
* Earned value analysis (cost part)

* Iteration burndown chart This chart tracks the work that remains to
be completed in the iteration backlog.
* Performance reviews compare, and analyze schedule performance
against the schedule baseline

outputs
1 Work performance information

2 Schedule forecasts
are estimates or predictions of conditions and events in the project’s future
based on information and knowledge available at the time of the forecast.
3 Change requests
4 Project management plan updates
• Performance measurement baseline
5 Project documents updates

Ch6. Project Schedule Management

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Projects Management

A Guide to the Project Management Body of Knowledge

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Eng. Nasser Alkinani Ch6. Plan Schedule Management

01 Life cycle approach

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Inputs Tools & Techniques Outputs

1- Project charter 1- Expert judgment 1- Schedule management plan

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Eng. Nasser Alkinani Ch6. Plan Schedule Management

* Project schedule model development.

Eng. Nasser Alkinani Ch6. Plan Schedule Management

1 Project management plan 1 Expert judgment 1 Activity list

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Eng. Nasser Alkinani Ch6. Plan Schedule Management

1 PROJECT MANAGEMENT PLAN

- Schedule management plan.

Eng. Nasser Alkinani Ch6. Plan Schedule Management

3 Rolling Wave Planning

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Eng. Nasser Alkinani Ch6. Plan Schedule Management

5 - Project Management Plan Updates

* Schedule baseline. Throughout the project, work packages are progressively

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Inputs Tools & Techniques Outputs

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Eng. Nasser Alkinani Ch6. Plan Schedule Management

1 PROJECT MANAGEMENT PLAN

3 ENTERPRISE ENVIRONMENTAL FACTORS

Eng. Nasser Alkinani Ch6. Plan Schedule Management

1 Precedence Diagramming Method

Note: PDM Is Activity On Node (AON); It Mean Activity Present By

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Diagram components (symbols)

Eng. Nasser Alkinani Ch6. Plan Schedule Management

■ A dummy activity shows a precedence relationship but

Figure: A dummy activity

Finish-to-start (FS). A logical relationship in which a successor activity

Eng. Nasser Alkinani Ch6. Plan Schedule Management

2 Dependency Determination And Integration:

- Mandatory dependencies. (Hard Logic)

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Lead is the amount of time a successor activity can be advanced with

Lag is the amount of time a successor activity will be delayed with

Project management information systems includes scheduling software

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Eng. Nasser Alkinani Ch6. Plan Schedule Management

1 Project Schedule Network Diagrams

Eng. Nasser Alkinani Ch6. Plan Schedule Management

2 Project Documents Updates

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Inputs Tools & Techniques Outputs

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Eng. Nasser Alkinani Ch6. Plan Schedule Management

Documentation of the basis of the estimate (i.e., how it was developed),

Eng. Nasser Alkinani Ch6. Plan Schedule Management