Session Objectives…

1. introductions
2.How To identify the project schedule management
knowledge area’s processes
3. How to Plan schedule Management
4. How to Define Activities
5. How to Sequence Activities
7. How to Estimate Activity Duration
8. How to Develop Schedule
9. How to Control Schedule
 Time MGMT Processes
Plan Schedule Management Planning

Define Activities Planning

Sequence Activities Planning

Estimate Activity Durations Planning

Develop Schedule Planning

Control Schedule Monitoring and Control

 Plan schedule management
• Definition
The process of establishing the policies,
procedures, and documentation for
planning, developing, managing, executing,
and controlling the project schedule
 Project Time Management
1.Plan Schedule Management (Planning)

T i m e M a n a g e m e n t
6.1 Plan Schedule Management
Inputs :
 Project Management Plan
 Project Charter
 Enterprise Environmental Factors
 Organizational Process Assets
Tools and Techniques :
 Expert Judgment
 Data analysis
 Meetings
Outputs :
 Schedule Management Plan
I/P:
1-Project Management Plan…..It includes the Scope Baseline which contains the
Work packages which need to be decomposed to Activities , it includes also the Risks
which needed to be added as contingencies and also to not start from Scratch , Risk
Management Plan to consider The Risk Management Activities Time and
development approach .

2-Project Charter….. The project charter defines the summary milestone schedule
and project approval requirements which may be very difficult or need more
approvals to get the final approval and all of this will increase the Time.

3-EEF…..Organization Structure as the Functional one will be very difficult as the

Resources will not be available or will be available as part time and this will has
impact on Schedule moreover the Resource skills which will delay the Schedule due to
Low Competence or needed Training .

4-OPA…..Templates for Sch. MGMT Plan or Lessons Learned from Previous Projects ,
Procedures of Change Control .

T&T:

2-Data analysis….. Analytical Technique in Plan Schedule includes (What is the

using Software - What is the Using Methodology (CCM-CPM) - What is the used
Compression Tools – What is the Estimate Techniques “Analogues – Parametric-PERT)
O/P:
1-Schedule Management Plan… It establishes the criteria and the activities for
developing, monitoring, and controlling the schedule.

It includes:
• Scheduling methodology and the scheduling tool to be used.(MS Project or
Primavera – CPM or CCM).
• Acceptable accuracy of activity duration estimates.(1% to 10% for each
Activity for risk as the Estimate still not totally accurate)
• Units of measure (hour / day / week).(Staff Hour , Staff Days as Activity
Duration will be with Hours , days , Weeks)
• Process and frequency to update the status and record progress.
• Allowed variance before some action needs to be taken (thresholds).(You
must not Exceed 10% increase in Activity Estimation)
• Rules of performance measurement (Percent complete, EVM).(Measure the
Performance during the Execution)
• Formats and frequency for the various schedule reports. (The Agreed Format)
 Define activity
• Definition
The process of identifying and documenting
the specific actions to be performed to
produce the project deliverables.
 Lecture 06 : Project Time Management (5/31)
2. Define Activities (Planning)

T i m e M a n a g e m e n t
6.2 Define Activities
Inputs :
Project management plan
 Schedule Management Plan
 Scope Baseline
 Enterprise Environmental Factors
 Organizational Process Assets
Tools and Techniques :
 Decomposition
 Rolling Wave Planning
 Expert Judgment
 meeting
Outputs :
 Activity List
 Activity Attributes
 Milestone list
 Define Activities

The key benefit of this process is to break down work packages into activities that
provide a basis for estimating, scheduling, executing, monitoring, and controlling the
project work.

Note: Activities represent the effort needed to complete a work package

I/P:
1.Project management plan
Schedule Management Plan……How you will define activities through The Work
package Decomposition or Rolling Wave Planning .

Scope Baseline……. It contains the WBS which contains Work packages which will
be decomposed to Activities and also it contains WBS Dictionary which describe each
WP .

3-EEF….PMIS (Like MS Project or Primavera which used in the Organization) ,

Organization Structure (As I need to get approval for any thing , I will need to make
more procedures to get it so I will need to record that , if the Org. has one Crane and
anyone need it must fill a paper 2 weeks before and get approval from XYZ so this
Process must be considered , If there is a Problem in Security in the country so you
must get
A car from Police to be with team)

4-OPA……Lessons Learned and Templates .

T&T:
1-Decomposition….. Decomposing the Work Packages into Activities .

Note: Involving team members in the decomposition can lead to better and more
accurate results due to their Experience in his work moreover you get the Team Buy-
In as all the Teams know the work and agreed on it .

2-Rolling Wave Planning…. Rolling wave planning is an iterative planning

technique in which the work to be accomplished in the near term is planned in detail,
while the work in the future is planned at a higher level. It is a form of progressive
elaboration. (Ex. Let’s Imagine that your customer need to make Decoration of his
Villa and support with you by the Requirements but in the Living Rooms , he still not
decided what’s kind of decoration he need so he said to you let’s start and will feed
you back in coming days so the Decoration Activity of Living Rooms will be postponed
till get clear data) or You prepare your self for PMP so the Registration on PMI
process , you will postpone it till get an advice from anyone before getting the Exam)
O/P:
1-Activity List….. The activity list is a comprehensive list that includes all schedule
activities required on the project. The activity list also includes the activity identifier
and a scope of work description for each activity in sufficient detail to ensure that
project team members understand what work is required to be completed.
2-Activity Attributes…… It contains also the Rough Estimation of Activity Duration.

1-Milestone List….. list identifying

all project milestones and indicates
whether the milestone is mandatory,
such as those required by contract,
or optional, such as those based
upon historical information.
 Sequence activity
• Definition
The process of identifying and documenting
relationships among the project activities.
 Project Time Management
3. Sequence Activities (Planning)

T i m e M a n a g e m e n t
6.3 Sequence Activities
Inputs :
 Schedule Management Plan
 Schedule management plan
 Scope baseline
 Project documents
 Activity List
 Activity Attributes
 Milestone list
 Assumptions log
 Enterprise Environmental Factors
 Organizational Process Assets
Tools and Techniques :
 Precedence Diagramming Method (PDM)
 Dependency Determination
 Leads and Lags PMIS
Outputs :
 Project Schedule Network Diagram Project document Updates
 Sequence Activities

Sequence Activities is the process of identifying and documenting relationships

among the project activities.

The key benefit of this process is that it defines the logical sequence of work to
obtain the greatest efficiency given all project constraints.
I/P:
Project management plan
1-Schedule Management Plan….. How to Sequence the Activities & What is the
used tool : MS Project and the method of Sequencing ..
2.Scope base line
Project Scope Statement……….It includes Product Characteristics and Assumptions
and Constraints .
(Ex. You can’t install the Door of the Villa without installing the Villa , You can’t test
the Car without Completing it , you must check that there is a Spoon , Cup , Sugar and
Tea before Proceeding in making a cub of Tea or may be a Competent Resource which
will proceed in specific activity will not be available before 1 Month)
Project documents
1.Activity List……It contains the activities which need to be sequenced.
2.Activity Attributes……It includes the necessary Logical Relationships to help in this
Process .
3.Milestone List……The milestone list may have scheduled dates for specific
milestones, which may influence the way activities are sequenced.
4. Assumption log
6-EEF………PMIS (MS Project or Primavera) , if there is a security problem in the
Country so you must get a car from the police to be with the team and must inform
the Police 2 days before or if there is a Bedding so I must follow the steps of this
Bedding.

7-OPA…..Lessons Learned from Previous Projects , Templates , Project files of Similar

Projects .
T&T:
1-Precedence Diagramming Method……
• A predecessor activity is an activity that
logically comes before a dependent activity
in a schedule.
• A successor activity is a dependent
activity that logically comes after
another activity in a schedule.

• Finish to Start ……. A logical relationship in which a successor activity cannot start
until a predecessor activity has finished.
Example: The awards ceremony (successor) cannot start until the race (predecessor)
has finished.
I must finish the Work before testing it , Development can not be started until the
design is finished
• Finish to Finish……A logical relationship in which a successor activity cannot finish
until a predecessor activity has finished. Example: Writing a document (predecessor)
is required to finish before editing the document (successor) can finish. , In Pray , The
Leader must finish the Pray to let the others Finish The Pray , The broadcast of a
football match cannot finish until the match is finished. So the match is not depended
in broadcast, but the broadcast is, if the match takes longer than the initial estimated
time broadcast will also continue till that time.

• Start to Start……. A logical relationship in which a successor activity cannot start

until a predecessor activity has started.
Ex. You must start the Course to Evaluate You and the Pray leader must Start the Pray
to let others start as well .

• Start to Finish……A logical relationship in which a successor activity cannot finish

until a predecessor activity has started. Example: The first security guard shift
(successor) cannot finish until the second security guard shift (predecessor) starts.
2-Dependency Determination….
• Mandatory dependencies are those that are legally or contractually required or
inherent in the nature of the work.
Mandatory dependencies are also sometimes referred to as hard logic or hard
dependencies .
• The project team determines which dependencies are mandatory
during the process of sequencing the activities.
Ex. You must complete the car to test it , The Site must be accepted to get the sign of
Customer , I must click end of Exam to get the Result .

• Discretionary dependencies are sometimes referred to as preferred logic,

preferential logic, or soft logic. Discretionary dependencies are established based on
knowledge of best practices within a particular application area.
Discretionary dependencies should be fully documented since they can create
arbitrary total float values and can limit later scheduling options.
• The project team determines which dependencies are discretionary during the
process of sequencing the activities .
Ex. As best practices from some of PMP certified to reserve the Exam and determine
the Schedule before Studying the PMBOK and others prefer to study the PMBK then
Reserve the Exam and others Prefer to get over than 80% in Simulation before
reserving the Exam , You prefer to make alignment before systemizing the Cables .
• External dependencies …….. External dependencies involve a relationship
between project activities and non-project activities, These dependencies are usually
outside the project team’s control .
Ex. Waiting The Hardware Component from Supplier to finalize my Product or
Waiting the Delivery from zain to starting installing the Site or I’m waiting the Signed
Permission from Government to Proceed in my work .
• The project management team determines which dependencies are external during
the process of sequencing the activities.
• Internal dependencies …….. Internal dependencies involve a precedence
relationship between project activities and are generally inside the project team’s
control.
For example, if the team cannot test a machine until they assemble it, this is an
internal mandatory dependency. The project management team determines which
dependencies are internal during the process of sequencing the activities.

3-Leads and Lags…. A lead is the amount of time whereby a successor activity can be
advanced with respect to a predecessor Activity , Ex. starting the Installation
although the design not totally finished “Fast Tracking” to compress the Schedule .
A lag is the amount of time whereby a successor activity will be delayed with respect
to a predecessor activity , Ex. The Food must take some time in the Oven to be ready
so this time is Lag and as well we must wait till the Concrete be dried to start the
Work or wait the Walls to be dried , this waiting time is Lag .
O/P:
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.

2-Project Documents Updates

Activity List ….. Missing Activity need to be added .
Activity Attributes….. Update the Predecessor and successor and Lag and Lead .
 Estimate Activity Durations
is the process of estimating the number of work
periods needed to complete individual activities
with estimated resources
 Project Time Management
5. Estimate Activity Duration (Planning)

T i m e M a n a g e m e n t
6.5 Estimate Activity Duration
Inputs :
 project Management Plan
 Project documents
 Enterprise Environmental Factors
 Organizational Process Assets
Tools and Techniques :
 Expert Judgment
 Analogous Estimating
 Parametric Estimating
 Three-Point Estimates
 Group Decision-Making Techniques
 data Analysis
 Meeting
 Bottom-up estimate
Outputs :
 Duration Estimates
 Basis for estimates
 Project document Updates
 Estimate Activity
Durations

The key benefit of this process is that it provides the amount of time each activity
will take to complete , more accurate cost and duration estimates.
I/P:
Project management plan
Schedule Management Plan…. The schedule management plan defines the
Estimation to be used and the level of accuracy and units of Measures like hours or
Days .
Project documents
1.Activity List….. The activity list identifies the activities that will need duration
estimates

2.Activity Attributes……. provide the primary data input for use in estimating
durations required for each activity in the activity list like imposed date or constraints
like this activity must not exceed 10 Days .

3.Activity Resource Requirements….. No. of needed Resources and their types

which help in estimating the Duration , Skills of assigned Resources will affect the
Duration as low competent one will take more time than the high Competent or
using the Cranes which not working with efficiency will delay the Work so this time
must be considered .

4.Resource Calendars…..To check the Skills of Resources as The Competent one will
finish the Task speeder than the Low competent one .
5. Project Scope Statement …….It contains Constraints like country law as you
can’t hire anyone from outside the country so you must use the existing resources
and consider their availability and Skills .

6.Risk Register………It includes risks and their analysis and the Response plan so it
must be considered to add this Extra Time , Ex. To lift the Materials by the Labors has
a Risk to get the Materials Scratched or Damaged , The activity Duration Estimate
input to risk register to check the Estimation risks before adding the Contingencies
then Risk register input to Estimate Duration .

7.Resource Breakdown Structure…..Another Format of Activity Resource

Requirements .

8.EEF….If you work in Compound or Mobile Network in Rooftop and the instructions
says that you can work 4 hours/Day Maximum or to work on Network in Specific
Bank , you will work on Friday and Saturday only so all of these will increase the
Duration .

9.OPA……..Lessons Learned and Historical Information .

T&T:
2-Analogous Estimating……. Analogous estimating is a technique for estimating
the duration or cost of an activity or a project using historical data from a similar
activity or project . ,Analogous duration estimating is frequently used to estimate
project duration when there is a limited amount of detailed information about the
project.
• Analogous estimating is generally less costly and less time consuming than other
techniques, but it is also less accurate .
• Analogous estimating is most reliable when the previous activities are similar in
fact and not just in appearance, and the project team members preparing the
estimates have the needed expertise.
Note: It is Called Top Down Estimate .

Ex. The Team in Previous Project install

the Site in 3 Days so my Estimate will
be the Same or Painting of
Apartment 100 M took before 4 Days
so my estimate will be the same .
3-Parametric Estimating……. Parametric estimating uses a statistical relationship
between historical data and other variables (e.g., square footage in construction) to
calculate an estimate for activity parameters, such as cost, budget, and duration.

Ex. If the painting of 1 Meter or installing 1 Meter of Ceramic took 2 hours in

previous Projects so you need to paint or install 20 Meters so you need 40 Hours .
You need to Prepare Exam for Multiple choices around 200 Questions so you looked
at previous Exams and found that 50 Questions Took 1 Hour so your Exam will need 4
Hours .

4-Three-Point Estimating……. The accuracy of single-point activity duration

estimates may be improved by considering estimation uncertainty and risk. This
concept originated with the program evaluation and review technique (PERT)
It Considers estimation uncertainty and risk.
• Most likely (tM). 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 (tO). The activity duration based on analysis of the best-case scenario for
the activity.
• Pessimistic (tP). The activity duration based on analysis of the worst-case scenario
for the activity.
• Triangular Distribution. tE = (tO + tM + tP) / 3
• Beta Distribution. tE = (tO + 4tM + tP) / 6

Ex. The Bank informed you that you can work only in
Week end 1 day or 2 days so the Optimistic will be based
On 2 Days , Pessimistic based on 1 Day but Most Likely
Will assume that he will allow 2 days in a week and 1 day in
Another Week
5.Data analysis.
Reserve Analysis……. Duration estimates may include contingency reserves,
sometimes referred to as time reserves or buffers, into the project schedule to
account for schedule uncertainty.

• Contingency reserves are associated with the “known-unknowns,” which may

be estimated to account for this unknown amount of rework. (I know that there is a
Risk but I can’t determine the Volume of needed work ).
The contingency reserve may be a percentage of the estimated activity duration, a
fixed number of work periods, or may be developed by using quantitative analysis
methods such as Monte Carlo simulation
• Management reserves are a specified amount of the project duration withheld for
management control purposes and are reserved for unforeseen work that is within scope
of the project. Management reserves are intended to address the “unknown-unknowns”
that can affect a project.

O/P:
1-Duration Estimates…. Activity duration estimates are quantitative assessments of
the likely number of time periods that are required to complete an activity
Duration estimates do not include any lags

For example:
• 2 weeks ± 2 days, which indicates that
the activity will take at least eight days
and not more than twelve
(assuming a five-day workweek);

2-Project Documents Updates……

Activity Attribute …..

Change the Duration Estimates in Activity Attribute .
 Develop project schedule
Definition
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.
 Project Time Management
6. Develop Schedule (Planning)

T i m e M a n a g e m e n t
6.6 Develop Schedule
Inputs :
 project Management Plan
 Project documents
 agreements
 Enterprise Environmental Factors
 Organizational Process Assets
Tools and Techniques :
 Schedule Network Analysis ■ Critical Path Method
 PMIS ■ Resource Optimization Techniques
 Agile release planning ■ Leads and Lags
 Schedule Compression ■ Scheduling Tool
Outputs :
 Schedule Baseline ■ Project Schedule
 Schedule Data
 Change request ■ Project Calendars
 Project Management Plan Updates ■ Project document Updates
 Develop Schedule

The key benefit of this process is that by entering schedule activities, durations,
resources, resource availabilities, and logical relationships into the scheduling tool, it
generates a schedule model with planned dates for completing project activities.
“”Planned Start Date and Planned Finish Date””
I/P:
Project management plan
1-Schedule Management Plan…. The schedule management plan identifies the
scheduling method and tool used to create the schedule, and how the schedule is to
be calculated (Schedule Compression Method , CPM or CCM).
2.Scope baseline
Project documents
1.Activity List…. identifies the activities that will be included in the schedule

2.Activity Attributes….It contains all needed data for each activity + it contains if
there is a specific date I must start with .

3.Project Schedule Network Diagrams……. contain the logical relationships of

predecessors and successors that will be used to calculate the schedule

4.Activity Resource Requirements….. The activity resource requirements identify

the types and quantities of resources required for each activity used to create the
schedule
5.Resource Calendars…. The resource calendars contain information on the
availability of resources during the project to set the start and Finish Date for each
activity according to the available time of each resource .

6-Activity Duration Estimates……The activity duration estimates contain the

quantitative assessments of the likely number of work periods that will be required
to complete an activity that will be used to calculate the schedule

7-Project Scope Statement……If there is a constraints that Project Duration must

not exceed 3 Months so it must be considered .

8-Risk Register…..If the Needed skill will not be found in the Existing Country or if
the Top resource may be resign so my response will affect the Schedule or the Crane
lifetime may be expired soon so it will delay me as to buy another one , it will take
time , if you are new Project Manager and received the Project After Duration
Estimates so you must check the Risks and Calendars again through Develop
Schedule .

9-Project Staff Assignments……specify which resources are assigned to each

activity , It comes after hiring or assign the resources to your Project .
10-Resource Breakdown Structure…. Another format of Activity Resource
Requirement .
11-EEF….. Scheduling Tool (Ms. Project or Primavera)
12-OPA…… Templates and Lessons Learned .

T&T:
1-Schedule Network Analysis….Analytical Technique which used to decide
according to the Schedule and Constraints to use CPM or CCM , Resource Leveling or
Smoothing (If there is Limited Resource : CCM , There is available Budget : Crashing
,…..)

2-Critical Path Method…. The critical path method, which is a method used to
estimate the minimum project duration and determine the amount of scheduling
flexibility on the logical network paths , calculates the early start, early finish, late
start, and late finish dates for all activities without regard for any resource
limitations (Ex. If I need Critical Resource in my Project but he will not be available in
the needed time but after that by 2 days so this method will not consider this and will
not search for free resources from non critical Activities , it will count the Float only)
by performing a forward and backward pass analysis through the schedule network .
CP: Longest path through a project, which determines the shortest possible project
duration and The critical path method is used to calculate the amount of scheduling
flexibility on the logical network paths
Notes
• A CPM critical path is normally characterized by zero total float on the
critical path.
• Any activity on the critical path is called a critical path activity and has Zero Float .
• 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
• Total Float…. schedule activity can be delayed or extended from its early start date
without delaying the project finish date or violating a schedule constraint .
• The Float can be Positive or Negative as per the Schedule Constraint.
Lecture 02 Project Scheduling.ppt •
 Examples
Example 1
D
Activity Dependency
(Days)
A 8 Start
8 3 9
B 5 Start
A D G
C 2 Start

D 3 A

E 6 A, B
5 6 7
F 4 C
Start B E H End
G 9 D

H 7 D, E
Consider all relationships are FS=0

Example for Activity 2 4

Form C F

ES D EF
Activity Name
LS TF LF
Answer1
D
Activity Dependency
(Days)
A 8 Start
0 8 8 8 3 11 11 9 20
B 5 Start
A D G
C 2 Start 0 0 8 9 1 12 12 1 21
D 3 A

E 6 A, B
0 21
0 5 5 8 6 14 14 7 21
F 4 C
Start B E H End
G 9 D
3 3 8 8 0 14 14 0 21
H 7 D, E 0 21

Consider all relationships are FS=0

Example for Activity 0 2 2 2 4 6

Form C F
15 15 17 17 15 21
ES D EF
Notes :
Activity Name Critical Path is : A – E – H •
LS TF LF FFB = 3 •
 Example 2

Task Preceding Activity Estimate in months

Start 0

1 Start 2

2 Start 3

3 1 7

4 1,2 9

5 2 3

6 3 2

7 4 8
End 5,6,7 0
 7 2

2 9 9 11
2
3 6
11 18 18 20
0 2
1
1 3 9 8

3 12 12 20
start 3
4 7 Finish
3 12 12 20
0 3
2 3
0 3
3 6
5
17 20

Critical Path is (2-4-7)=20

 Critical Path Method (Example 1)
D
Activity Dependency
(Days)
A 8 Start
8 3 9
B 5 Start
A D G
C 2 Start

D 3 A

E 6 A, B
5 6 7
F 4 C
Start B E H End
G 9 D

H 7 D, E
Consider all relationships are FS=0

Example for Activity 2 4

Form C F

ES D EF
Activity Name
LS TF LF
 Lecture 06 : Project Time Management (23/31)
6. Develop Schedule (Planning)

Critical Path Method (Example 1 Solution)

D
Activity Dependency
(Days)
A 8 Start
0 8 8 8 3 11 11 9 20
B 5 Start
A D G
C 2 Start 0 0 8 9 1 12 12 1 21

D 3 A

E 6 A, B 0 21
0 5 5 8 6 14 14 7 21
F 4 C
Start B E H End
G 9 D 3 3 8 8 0 14 14 0 21
0 21
H 7 D, E
Consider all relationships are FS=0

Example for Activity 0 2 2 2 4 6

Form C F
15 15 17 17 15 21
ES D EF
Notes :
Activity Name Critical Path is : A – E – H •
LS TF LF FFB = 3 •
PMP Lectures
 Project Time Management
6. Develop Schedule (Planning)

Critical Path Method (Example 2)

D
Activity Dependency
(Days)

A 8 Start : FS=0
0 8 8 8 3 11 11 9 20
B 5 Start : FS=0 A D G
0 0 8 8 0 11 11 0 20
C 2 Start : FS=0

D 3 A : FS=0
20
A : FS=0 0 5 5 8 6 14 11 7 18
E 6
B : FS=0
Start B E H End
F 4 C : FS=0 SS=1
7 7 12 12 4 18 13 2 20

G 9 D : FS=0

D : FS=0
H 7
E : SS=1 0 2 2 2 4 6
C F
14 14 16 16 14 20
 Critical Path Method (Example 2 Solution)
D
Activity Dependency
(Days)

A 8 Start : FS=0
0 8 8 8 3 11 11 9 20
B 5 Start : FS=0 A D G
0 0 8 8 0 11 11 0 20
C 2 Start : FS=0

D 3 A : FS=0
A : FS=0 0 5 5 8 6 14 11 7 18
E 6
B : FS=0
Start B E H End
F 4 C : FS=0 SS=1
7 7 12 12 4 18 13 2 20

G 9 D : FS=0

D : FS=0
H 7
E : SS=1 0 2 2 2 4 6
C F
14 14 16 16 14 20

Notes :
Critical Path is : A – D – G •
FFB = 3 •
2-Critical Chain Method…. method that allows the project team to place buffers on
any project schedule path to account for limited resources and project uncertainties.
The Activities which has Float is not on CP , for sure have free resources so I can use
them to work in critical path to avoid the violation of Schedule Duration so it takes
uncertainty in Consideration .

3-Resource Optimization Techniques….

• Resource Leveling…. Resource leveling can be used when shared or critically
required resources are only available at certain times, or in limited quantities, or
over-allocated, such as when a resource has been assigned to two or more activities
during the same time period, or to keep resource usage at a constant level. Resource
leveling can often cause the original critical path to change, usually to increase.
Examples : If you have to Paint the Villa so you need first day 15 Painters and 2nd 20
Painters and Third 10 and so on , Painters are working on demand so you may be find
15 Painters at first day but you can’t find the 20 in Next day as they are on demand
and may be they are with other client so you will arrange for Example with 15
Painters for 1 Week to keep the Constant level with Agreement .
You may Need Critical Resource but he is not available in the Needed Time and Will
be available after 1 week so you will wait him to join your Project and for sure the CP
will be delayed .

4-Resource Smoothing….. In resource smoothing, as opposed to resource leveling,

the project’s critical path is not changed and the completion date may not be
delayed. In other words, activities may only be delayed within their free and total
float. Thus resource smoothing may not be able to optimize all resources.(Will not
wait the Competent Resource except the Needed Task has suitable float otherwise
search for a Replacement ).
5-PMIS(Modeling Techniques)….
• What-If Scenario Analysis…… is the process of
evaluating scenarios in order to predict their effect,
positively or negatively, on project objectives.
such as delaying a major component delivery ,
as a strike or a change in the permitting process.
The outcome of the what-if scenario analysis can be used to assess the feasibility of
the project schedule under adverse conditions, and in preparing contingency and
response plans to overcome or mitigate the impact of unexpected situations.

Ex. What if the Labors make a Strike as a result of Salaries Delay or What if the
Cement Delivery from the Supplier Delayed .
• Simulation…… The most common simulation technique is Monte Carlo analysis ,
Put the best case and worst case and other cases and check their Impact on the
Schedule .It accounts for Uncertainty .

7-Schedule Compression……. used to shorten the schedule duration without

reducing the project scope, in order to meet schedule constraints.
• Crashing….. Adding Resources , approving overtime .
Crashing works only for activities on the critical
path where additional resources will shorten the
activity’s duration but it may be increase the Cost
as a result of adding resources .

EX. Adding 2 Human Resources

or adding a new Crane or Truck .
You have available Budget to add Resources .

• Fast tracking….. in which activities or phases normally done in sequence

are performed in parallel for at least a portion of their duration.
You haven’t available Budget to add Resources .

Fast tracking may result in rework and increased risk

EX.
You started the Building before finishing all drawings
as drawings must be totally finished as it will be revised
and approved before starting .
When you are in Bus and you need to not waste time so
you didn’t wait the Bus to stop so you jumped , may be you get hurt.
O/P:
1-Schedule Baseline……The Approved version of the Schedule that can be changed
only through formal change control procedures and is used as a basis for comparison
to actual results.

2-Project Schedule….. At a minimum, the project schedule includes a planned start

date and planned finish date for each activity.

The project schedule presentation may be :

• Bar Charts “Gantt charts”
more comprehensive summary activity, sometimes referred to as a hammock activity
like WP1 status not activities to summarize the Chart and can be easily Presented to
MGMT.
• Milestone charts….. These charts are similar to bar charts, but only identify the
scheduled start or completion of major deliverables and key external interfaces like
the First floor must be finished by 3 January 2018 and so on .

• Project schedule network diagrams “pure logic diagram”….. These diagrams

include a time scale and bars that represent the duration of activities with the logical
relationships “Detailed Chart”
3-Schedule Data……Schedule Data contains : (schedule milestones, schedule
activities, activity attributes, assumptions and constraints , Resource requirements by
time period, often in the form of a resource histogram ,Alternative schedules, such as
best-case or worst-case (My first plan and after compression), not resource-leveled,
or resource-leveled, with or without imposed dates , Scheduling of contingency
reserves. (I can’t record all data on schedule itself so it record them in Schedule Data)

4-Project Calendars……. identifies working days and shifts that are available for
scheduled activities. (like the work which need to be done in specific days and by who
? With excluding the Weekends)

5-Project Management Plan Updates…..

Schedule Baseline in case of approved Changes (Extra Scope for Example)

6-Project Documents Updates…..

• Activity Resource Requirements & Attribute…. Resource leveling or crashing
will change the Needed Resources .
7.Change request
 Project Time Management
7. Control Schedule (M/C)

T i m e M a n a g e m e n t
6.7 Control Schedule
Inputs :
 Project Management Plan
 Work Performance Data
 Project documents ■ Organizational Process Assets
Tools and Techniques :
 CPM ■ Data analysis
 Resource Optimization Techniques ■ PMIS
 Leads and Lags ■ Schedule Compression
Outputs :
 Work Performance Information
 Schedule Forecasts
 Change Requests
 Project Management Plan Updates
 Project Document Updates
 Control Schedule

The key benefit of this process is that it provides the means to recognize deviation
from the plan and take corrective and preventive actions and thus minimize risk.
I/P:
Project Management Plan…..Schedule MGMT Plan (How to Control) and Schedule
Baseline(To compare with it the Actual Schedule to get the Variance).
.
• Schedule baseline
• Scope baseline
• Performance measurement baseline
Project documents
1.Project Schedule…. The Actual Schedule to be
compared with Baseline
2.Resource calendars
3.Lesson learned register
4-Project Calendars….To check if the Work done as per the Calendar or not .
5-Schedule Data….To check that we are still use the same planned data.

Work Performance Data…. actual duration, remaining duration, and physical percent
complete , which activities have started and which activities have finished .

OPA….Procedures of control , Lessons Learned .

T&T:
data analysis….
Trend Analysis….examines project performance over time to determine whether
performance is improving or deteriorating
Performance review
• Critical path method….Check the Critical path as any variance on it will delay the
Project .
• Critical chain method….. Check the Remaining Buffer and the Needed Buffer as the
Variance means that there is a Problem and corrective Action needed .
Earned value management….SV , SPI will be explained in Cost MGMT .
What if scenario analysis….. Review the Various scenarios to get the Schedule
aligned with the Plan .
Leads and Lags and Compression …….to try to compress the Schedule as to start
an activity before finishing of its precedence

O/P:
1-Work Performance Information…..SV , SPI .
2-Schedule Forecasts…… Where we are now and what we will do in Future to get
the schedule aligned with baseline.
3-Change Requests…. Schedule Corrective action or Added Scope so need to adjust
the Baselines like I will add resources to finish on time or make fast track and so on.

4-Project Management Plan Updates….

Schedule Baseline due to changes in adding resources for Crashing .
Cost baseline as adding resource will need Cost .

5-Project Documents Updates…..

• Assumption log
• Basis of estimates
• Lessons learned register
• Project schedule
• Resource calendars
• Risk register
• Schedule data
The project manager has created the project schedule. In this context,
which of the following activities would the project manager NOT use
schedule control for?

1. Influencing the factors that create schedule changes

2. Determining if the project schedule has changed
3. Determining planned start and finish dates for project activities
4. Managing actual schedule changes as they occur
The project manager has created the project schedule. In this context,
which of the following activities would the project manager NOT use
schedule control for?

1. Influencing the factors that create schedule changes

2. Determining if the project schedule has changed
3. Determining planned start and finish dates for project activities
4. Managing actual schedule changes as they occur
You are taking over a project that is currently in the planning stage. •
The previous project manager worked with the team to finalize the
process of defining activities, and you joined the team at the end of
this process. The next process requires the determination and
documentation of the relationships among project activities. Of the
following, which is a tool and technique used in this process?

1. Schedule Baseline
2. Dependency Determination
3. Activity List
4. Schedule Compression
You are taking over a project that is currently in the planning stage. •
The previous project manager worked with the team to finalize the
process of defining activities, and you joined the team at the end of
this process. The next process requires the determination and
documentation of the relationships among project activities. Of the
following, which is a tool and technique used in this process?

1. Schedule Baseline
2. Dependency Determination
3. Activity List
4. Schedule Compression
The studio you are working for has assigned you as the project
manager for a movie project where the producer left midway due to
health issues. As a project manager, you are responsible for meeting
the project schedule deadlines. If there is a delay in the project
schedule, you should:

1. Increase the timeline for the project.

2. Fast track or crash the project, and let the management know the
impact of this action.
3. Ask the resources to work overtime to meet the project deadlines.
4. Change the project scope.
The studio you are working for has assigned you as the project
manager for a movie project where the producer left midway due to
health issues. As a project manager, you are responsible for meeting
the project schedule deadlines. If there is a delay in the project
schedule, you should:

1. Increase the timeline for the project.

2. Fast track or crash the project, and let the management know the
impact of this action.
3. Ask the resources to work overtime to meet the project deadlines.
4. Change the project scope.