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CHAPTER 6

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PROJECT TIME MANAGEMENT

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 Overview of Project Time Management
 Plan Schedule Management
 Define Activities
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 Sequence Activities
 Estimate Activity Resources
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 Estimate Activity Durations

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 Develop Schedule
 Control Schedule
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Learning Objectives
After completing this chapter, you will be able to :
 List the seven processes involved in
Project Time Management
 Describe the Plan Schedule
Management process, its inputs, tools
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and techniques, and outputs
 Describe the Define Activities process,
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its inputs, tools and techniques, and
outputs, with special emphasis on
time decomposition
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 Describe the Sequence Activities
process, its inputs, tools and
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techniques, and outputs, with special
emphasis on dependencies, leads and
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lags, and network diagrams
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 Describe the Estimate Activity
Resources process, its inputs, tools
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and techniques, and outputs
 Describe the Estimate Activity
Durations process, its inputs, tools
and techniques, and outputs, with
special emphasis on three-point
estimates
 Describe the Develop Schedule
process, its inputs, tools and
techniques, and outputs
 Describe the Control Schedule
process, its inputs, tools and
techniques, and outputs
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Project Time Management

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Project Time Management includes the processes required to
manage the timely completion of the project.

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Overview of Project Time Management
Triple Constraint Model

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Scope
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Overview of Project Time Management
Project Constraints

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Quality

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Quality

Scope
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Scope
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Process

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6.1 Plan Schedule Management
6.2 Define Activities

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6.3 Sequence Activities
6.4 Estimate Activity Resources

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6.5 Estimate Activity Durations

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6.6 Develop Schedule
6.7 Control Schedule
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6.1 Plan Schedule Management

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Plan Schedule Management is the process of establishing the
policies, procedures, and documentation for planning,

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developing, managing, executing, and controlling the project
schedule.

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Plan Schedule Management

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INPUT TOOLS AND TECHNIQUE OUTPUT

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1. Project management plan 1. Schedule management plan
2. Project charter

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3. Enterprise environmental factors 1. Expert judgment
4. Organizational process assets 2. Analytical techniques
3. Meetings

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 4.1 Project Time Management
Develop Project

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Charter
• Project charter

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6.1 11.2
Plan Identify
Schedule Risks
Management

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• Project management
plan
• Enterprise • Schedule
4.2 environmental factors

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management plan
• Organizational
Develop Project process assets
Management 11.4
Plan

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Perform
Quantitative
6.4
Risk
Estimate
Analysis
6.2 Activity
Define Activities Resources
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6.5
Estimate
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Enterprise / Activity
Organization 6.3 Durations
Sequence
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Activities
6.6
Develop
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Schedule
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Inputs

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1. Project Management Plan
The project management plan contains information used to

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develop the schedule management plan which includes, but
is not limited to :

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 Scope baseline. The scope baseline includes the project

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scope statement and the work breakdown
structure (WBS) details used for defining activities,
duration estimation, and schedule management; and
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 Other information. Other scheduling related cost, risk,
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and communications decisions from the project

management plan are used to develop the schedule.
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Inputs

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2. Project Charter
The project charter defines the summary milestone schedule

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and project approval requirements that will influence the
management of the project schedule.

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Inputs

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3. Enterprise Environmental Factors

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The enterprise environmental factors that influence the Plan
Schedule Management process include, but are not limited to :

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 Organizational culture and structure can all influence
schedule management;

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 Resource availability and skills that may influence schedule

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planning;
 Project management software provides the scheduling tool
and alternative possibilities for managing the schedule;
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 Published commercial information, such as resource
productivity information, is often available from commercial
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databases that track;

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 Organizational work authorization systems.

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Inputs

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4. Organizational Process Assets
The organizational process assets that influence the Plan Schedule
Management process include, but are not limited to :

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 Monitoring and reporting tools to be used;

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 Historical information;
 Schedule control tools;

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 Existing formal and informal schedule control related policies,
procedures, and guidelines;
 Templates;
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 Project closure guidelines;
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 Change control procedures; and

 Risk control procedures including risk categories, probability
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definition and impact, and probability and impact matrix.

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Tools & Techniques

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1. Expert Judgment
Expert judgment, guided by historical information, provides
valuable insight about the environment and information from prior

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similar projects.

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2. Analytical Techniques
The Plan Schedule Management process may involve choosing

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strategic options to estimate and schedule the project such as:
scheduling methodology, scheduling tools and techniques,
estimating approaches, formats, and project management
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software.
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3. Meetings
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Project teams may hold planning meetings to develop the

schedule management plan.
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Outputs

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1. Schedule Management Plan
A component of the project management plan that

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establishes the criteria and the activities for developing,
monitoring, and controlling the schedule.

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6.2 Define Activities

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Define Activities is the process of identifying and documenting
the specific actions to be performed to produce the project

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deliverables.

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Define Activities

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INPUT TOOLS AND TECHNIQUE OUTPUT

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1. Schedule management plan 1. Activity list
2. Scope baseline 2. Activity attributes

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3. Enterprise environmental factors 1. Decomposition 3. Milestone list
4. Organizational process assets 2. Rolling wave planning
3. Expert judgment

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 Project Time Management

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6.1
Plan Schedule

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5.4 Management
Create WBS • Schedule
management plan
• Scope baseline

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6.2

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Define
Activities

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• Activity list
• Organizational
• Activity attributes
process assets • Milestone list
• Enterprise
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environmental factors

Enterprise / 6.3 6.5

Sequence Estimate
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Organization
Activities Activity
Durations
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6.4
Estimate 6.6
Develop
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Activity
Resources Schedule
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Inputs

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1. Schedule Management Plan
A key input from the schedule management plan is the

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prescribed level of detail necessary to manage the work.

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2. Scope Baseline

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The project WBS, deliverables, constraints, and assumptions
documented in the scope baseline are considered explicitly
while defining activities.
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Inputs

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3. Enterprise Environmental Factors
Enterprise environmental factors that influence the Define

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Activities process include, but are not limited to :

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 Organizational cultures and structure,
 Published commercial information from commercial

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databases, and
 Project management information system (PMIS).
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Inputs

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4. Organizational Process Assets
The organizational process assets that can influence the Define
Activities process include, but are not limited to :

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 Lessons learned knowledge base containing historical

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information regarding activity lists used by previous similar
projects,

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 Standardized processes,
 Templates that contain a standard activity list or a portion of
an activity list from a previous project, and
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 Existing formal and informal activity planning-related policies,
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procedures, and guidelines, such as the

scheduling methodology, that are considered in developing
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the activity definitions.

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Tools & Techniques

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1. Decomposition
Decomposition is a technique used for dividing and

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subdividing the project scope and project deliverables into
smaller, more manageable parts.

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Tools & Techniques

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2. Rolling Wave Planning
Rolling wave planning is an iterative planning technique in

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which the work to be accomplished in the near term is
planned in detail, while the work in the future is planned at a

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higher level.

3. Expert Judgment
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Project team members or other experts, who are
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experienced and skilled in developing detailed project scope
statements, the WBS, and project schedules, can provide
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expertise in defining activities.

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Outputs

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1. Activity List
The activity list is a comprehensive list that includes all

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schedule activities required on the project.

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2. Activity Attributes

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Activities, distinct from milestones, have durations, during
which the work of that activity is performed, and may have
resources and costs associated with that work.
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3. Milestone List
A milestone is a significant point or event in a project.
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6.3 Sequence Activities

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Sequence Activities is the process of identifying and
documenting relationships among the project activities.

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Sequence Activities

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INPUT TOOLS AND TECHNIQUE OUTPUT

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1. Schedule management plan 1. Project schedule network diagrams
2. Activity list 2. Project documents updates

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3. Activity attributes 1. Precedence diagramming method
4. Milestone list (PDM)
5. Project scope statement 2. Dependency determination

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6. Enterprise environmental factors 3. Leads and lags
7. Organizational process assets
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 Project Time Management

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6.1
6.2
Plan Schedule

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Define Activities
Management

5.3 • Schedule • Activity list

Define Scope management plan • Activity attributes

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• Milestone list

• Project scope
statement

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6.3 Project
Sequence Documents
• Project documents

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Activities updates

• Organizational
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process assets • Project schedule
• Enterprise network diagrams
environmental factors
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6.6
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Enterprise /
Organization Develop
Schedule
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Inputs

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1. Schedule Management Plan
The schedule management plan identifies the scheduling

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method and tool to be used for the project, which will guide
how the activities may be sequenced.

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2. Activity List
The activity list contains all schedule activities required on
the project, which are to be sequenced.
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Inputs

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3. Activity Attributes
Activity attributes may describe a necessary sequence of events or
defined predecessor or successor relationships.

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4. Milestone List
The milestone list may have scheduled dates for specific

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milestones, which may influence the way activities are sequenced.

5. Project Scope Statement

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The project scope statement contains the product scope
description, which includes product characteristics that may affect
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activity sequencing, such as the physical layout of a plant to be

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constructed or subsystem interfaces on a software project.

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Inputs

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6. Enterprise Environmental Factors
Enterprise environmental factors that influence the Sequence

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Activities process include, but are not limited to :

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 Government or industry standards,
 Project management information system (PMIS),

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 Scheduling tool, and
 Company work authorization systems.
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Inputs

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7. Organizational Process Assets
The organizational process assets that can influence the

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Sequence Activities process include, but are not limited to:
project files from the corporate knowledge base used for

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scheduling methodology, existing formal and informal activity

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planning-related policies, procedures, and guidelines, such
as the scheduling methodology that are considered in
developing logical relationships, and templates that can be
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used to expedite the preparation of networks of project
activities.
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Tools & Techniques

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1. Precedence Diagramming Method (PDM)
The precedence diagramming method (PDM) is a technique

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used for constructing a schedule model in which activities are
represented by nodes and are graphically linked by one or

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more logical relationships to show the sequence in which the

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activities are to be performed.
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Tools & Techniques

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2. Dependency Determination
Dependencies may be characterized by the following

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attributes: mandatory or discretionary, internal or external,
as described below.

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3. Leads and Lags
A lead is the amount of time whereby a successor activity
can be advanced with respect to a predecessor activity.
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Dependency Determination
Types of Dependencies

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Mandatory

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External
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Tools and Techniques
Applying Leads and Lags

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Finish-to-start Task A Task B

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+3-day

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Finish-to-start lag
with a lag Task A Task B

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−3-day
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Finish-to-start
with a lead lead
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Task B
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Days 1 19
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Outputs

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1. Project Schedule Network Diagrams
A project schedule network diagram is a graphical
representation of the logical relationships, also referred to as

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dependencies, among the project schedule activities.

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2. Project Documents Updates

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Project documents that may be updated include, but are not
limited to :
 Activity lists,
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 Activity attributes,
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 Milestone list, and

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 Risk register.
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Outputs
Project Schedule Network Diagrams

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A C D

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A
Start Finish

B E

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E F G
H
Start Finish
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D
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Project Schedule Network Diagrams
Types of Network Diagrams

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A

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AON (activity-on-node)

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Start PDM (precedence
B diagramming method)

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AOA (activity-on-arrow)
ADM (arrow Start
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diagramming method)
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B
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Project Schedule Network Diagrams
Activity-on-Node Diagramming Method

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A C D

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Start Finish

B E
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Activity-on-Node Diagramming Method
PDM Relationships

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Hardware Install

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arrives hardware

Finish-to-start

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Complete Obtain final
regression test sign-off

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Document tech. Begin logical Finish-to-finish
requirements design
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Activate Remove
Start-to-start new router old router
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Start-to-finish
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Project Schedule Network Diagrams
Activity-on-Arrow Diagramming Method

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T
C
CD D

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Start A Dummy
Start A CE Finish

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BE
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Project Schedule Network Diagrams
Graphical Evaluation and Review Technique

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A C D

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loop

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Start Finish

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6.4 Estimate Activity Resources

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Estimate Activity Resources is the process of estimating the type and
quantities of material, human
resources, equipment, or supplies required to perform each activity.

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Estimate Activity Resources

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INPUT TOOLS AND TECHNIQUE OUTPUT

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1. Schedule management plan 1. Activity resource requirements
2. Activity list 2. Resource breakdown structure

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3. Activity attributes 3. Project documents updates
4. Resource calendars 1. Expert judgment
5. Risk register 2. Alternative analysis

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6. Activity cost estimates 3. Published estimating data
7. Enterprise environmental factors 4. Bottom-up estimating
8. Organizational process assetsT 5. Project management software
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7.2

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Estimate Costs
6.1
6.2
Plan Schedule

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Define Activities 9.1
Management
Plan Human
• Schedule Resource
11.2 management plan
• Activity cost Management
Identify Risks estimates

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12.1
9.2 Plan
Acquire Project 6.4
Procurement

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Team Estimate Management
Activity • Project
Resources documents
updates
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12.2
• Organizational
Conduct process assets Project
Procurements • Enterprise Documents
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environmental • Activity resource requirements
factors • Resource breakdown structure
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Enterprise / 6.5
6.6
Organization Estimate
Develop
Activity
Schedule
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Durations
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Inputs

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1. Schedule Management Plan
The schedule management plan identifies the level of
accuracy and the units of measure for the resources to be

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estimated.

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2. Activity List

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The activity list identifies the activities which will need
resources.
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3. Activity Attributes
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The activity attributes provide the primary data input for use
in estimating those resources required for each activity in the
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activity list.
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Inputs

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4. Resource Calendars
A resource calendar is a calendar that identifies the working

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days and shifts on which each specific resource is available.

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5. Risk Register

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Risk events may impact resource selection and availability.

6. Activity Cost Estimates

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The cost of resources may impact resource selection.
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Inputs

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7. Enterprise environmental factors
The enterprise environmental factors that can influence the
Estimate Activity Resources process include, but are not limited to,

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resource location, availability, and skills.

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8. Organizational Process Assets

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The organizational process assets that can influence the Estimate
Activity Resources process include, but are not limited to :
 Policies and procedures regarding staffing,
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 Policies and procedures relating to rental and purchase of
supplies and equipment, and
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 Historical information regarding types of resources used for

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similar work on previous projects.

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Tools & Techniques

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1. Expert Judgment
Expert judgment is often required to assess the resource-

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related inputs to this process.

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2. Alternative Analysis

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Many schedule activities have alternative methods of
accomplishment.
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Tools & Techniques

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3. Published Estimating Data
Several organizations routinely publish updated production

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rates and unit costs of resources for an extensive array of
labor trades, material, and equipment for different countries

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and geographical locations within countries.

4. Bottom-Up Estimating
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Bottom-up estimating is a method of estimating project
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duration or cost by aggregating the estimates of the lower-
level components of the WBS.
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Tools & Techniques

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5. Project Management Software
Project management software, such as a scheduling

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software tool, has the capability to help plan, organize, and
manage resource pools and develop resource estimates.

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Outputs

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1. Activity Resource Requirements
Activity resource requirements identify the types and

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quantities of resources required for each activity in a work
package.

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2. Resource Breakdown Structure
The resource breakdown structure is a hierarchical
representation of resources by category and type.
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Outputs

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3. Project Documents Updates
Project documents that may be updated include, but are not

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limited to :

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 Activity list,
 Activity attributes, and

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 Resource calendars.
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6.5 Estimate Activity Durations

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Estimate Activity Durations is the process of estimating the
number of work periods needed to complete individual activities

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with estimated resources.

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Estimate Activity Durations

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INPUT TOOLS AND TECHNIQUE OUTPUT

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1. Schedule management plan 1. Activity duration estimates
2. Activity list 2. Project documents updates

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3. Activity attributes 1. Expert judgment
4. Activity resource requirements 2. Analogous estimating
5. Resource calendars 3. Parametric estimating

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6. Project scope management 4. Three-point estimating
7. Risk register 5. Group decision-making
8. Resource breakdown structure techniques
9. Enterprise environmental factors 6. Reserve analysis
10. Organizational process assets
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 Project Time Management

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11.2
Identify Risks 6.4
6.1 6.2
Estimate
Plan Schedule Define
Activity

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Management Activities
Resources
• Activity list
5.3 • Activity attributes
Define Scope

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• Project scope Project
statement
Documents

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9.2

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Acquire Project
Team
6.5
11.2
Estimate Identify Risks
Activity
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12.2 Durations
Conduct
• Activity
Procurements
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duration
estimates
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Enterprise / • Organizational 6.6

process assets
Organization • Enterprise
Develop
Schedule
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environmental
factors
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Inputs

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1. Schedule Management Plan
The schedule management plan defines the method used

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and the level of accuracy along with other criteria required to
estimate activity durations including the project update cycle.

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2. Activity List
The activity list identifies the activities that will need duration
estimates.
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Inputs

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3. Activity Attributes
The activity attributes provide the primary data input for use

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in estimating durations required for each activity in the
activity list.

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4. Activity Resource Requirements
The estimated activity resource requirements will have an
effect on the duration of the activity, since the level to which
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the resources assigned to the activity meet the requirements
will significantly influence the duration of most activities.
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Inputs

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5. Resource Calendars
The resource calendars influence the duration of schedule

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activities due to the availability of specific resources, type of
resources, and resources with specific attributes.

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6. Project Scope Statement
The assumptions and constraints from the project scope
statement are considered when estimating the activity
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durations.
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Inputs

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7. Risk Register
The risk register provides the list of risks, along with the

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results of risk analysis and risk response planning.

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8. Resource Breakdown Structure

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The resource breakdown structure provides a hierarchical
structure of the identified resources by resource category
and resource type.
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Inputs

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9. Enterprise Environmental Factors
The enterprise environmental factors that can influence the

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Estimate Activity Durations process include, but are not
limited to :

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 Duration estimating databases and other reference data,

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 Productivity metrics,
 Published commercial information, and
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 Location of team members.
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Inputs

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10. Organizational Process Assets
The organizational process assets that can influence the

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Estimate Activity Durations process include, but are not
limited to :

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 Historical duration information,

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 Project calendars,
 Scheduling methodology, and
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 Lessons learned.
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Tools & Techniques

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1. Expert Judgment
Expert judgment, guided by historical information, can

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provide duration estimate information or recommended
maximum activity durations from prior similar projects.

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IM
2. Analogous Estimating
Analogous estimating is a technique for estimating the
duration or cost of an activity or a project using historical data
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from a similar activity or project.
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Tools & Techniques

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3. Parametric Estimating
Parametric estimating is an estimating technique in which an

T
algorithm is used to calculate cost or duration
based on historical data and project parameters.

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4. Three-Point Estimating
The accuracy of single-point activity duration estimates may
be improved by considering estimation uncertainty
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and risk.
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Tools & Techniques

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5. Group Decision-Making Techniques
Team-based approaches, such as brainstorming, the Delphi

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or nominal group techniques, are useful for engaging team
members to improve estimate accuracy and commitment to

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the emerging estimates.

6. Reserve Analysis
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Duration estimates may include contingency reserves,
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sometimes referred to as time reserves or buffers,
into the project schedule to account for schedule uncertainty.
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Three-Point Estimates
PERT and Triangular Distribution

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PERT Triangular distribution

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Mean = TO + 4TM + TP Mean = TO + TM + TP
6 3

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Standard deviation = TP - TO Standard deviation = TP - TO
6 3

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Variance = σ2 Variance = σ2

Question
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If you want to estimate the total project duration with a
95 percent confidence level, what is the range of project duration if
the sum of the critical path items equals 30 days and the standard
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deviation equals 2.5 days?

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Answer
25 to 35 days
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Three-Point Estimates
PERT and Triangular Distribution

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PERT Triangular distribution

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Mean = TO + 4TM + TP Mean = TO + TM + TP
6 3

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Standard deviation = TP - TO Standard deviation = TP - TO
6 3

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Variance = σ2 Variance = σ2
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Outputs

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1. Activity Duration Estimates
Activity duration estimates are quantitative assessments of
the likely number of time periods that are required

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to complete an activity.

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2. Project Documents Updates

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Project documents that may be updated include, but are not
limited to :
 Activity attributes; and
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 Assumptions made in developing the activity duration
estimate, such as skill levels and availability,
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as well as a basis of estimates for durations.

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6.6 Develop Schedule

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Develop Schedule is the process of analyzing activity sequences,
durations, resource requirements, and

T
schedule constraints to create the project schedule model.

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 ITTO

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Develop Schedule

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INPUT TOOLS AND TECHNIQUE OUTPUT

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1. Schedule management plan 1. Schedule baseline
2. Activity list 2. Project schedule

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3. Activity attributes 1. Schedule network analysis 3. Schedule data
4. Project schedule network 2. Critical path method 4. Project calendars
diagrams 3. Critical chain method 5. Project management plan updates

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5. Activity resource requirements 4. Resource optimization techniques 6. Project documents updates
6. Resource calendars 5. Modeling techniques
7. Activity duration estimates 6. Leads and lags
8. Project scope statement 7. Schedule compression
9. Risk register 8. Scheduling tool
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10. Project staff assignments
11. Resource breakdown structure
12. Enterprise environmental factors
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13. Organizational process assets

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 Project Time Management

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6.1 6.4
11.2 Plan Estimate
Identify Risks Schedule

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Activity
Management Resources
• Risk register
• Schedule
management plan • Activity resource Project
requirements
5.3 6.2 • Resource breakdown
Documents
Define scope

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Define structure
Activities 6.5
• Project scope statement
Estimate

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Activity
7.2
9.2 Durations
Estimate
6.3
Acquire Project Sequence • Activity Costs

IM
Team Activities duration
estimates
7.3
• Project staff assignments
• Resource calendars Determine
Budget
12.2
T
• Project 12.1
Conduct
6.6 schedule Plan
Procurements Procurement
Develop
L
• Resource calendars Management
• Project
Schedule management plan
updates
U

• Project calendars • Schedule baseline

Enterprise / • Schedule Data 4.2
• Organizational • Project schedule
Organization process assets
Develop
6.7 Project
M

• Enterprise
environmental Control Management
factors Schedule Plan
 S
Inputs

IC
1. Schedule Management Plan
The schedule management plan identifies the scheduling

T
method and tool used to create the schedule, and how the
schedule is to be calculated.

A
IM
2. Activity list
The activity list identifies the activities that will be included in
the schedule model.
T
L
U
M
 S
Inputs

IC
3. Activity Attributes
The activity attributes provide the details used to build the

T
schedule model.

A
4. Project Schedule Network Diagrams

IM
The project schedule network diagrams contain the logical
relationships of predecessors and successors that will be
used to calculate the schedule.
T
L
U
M
 S
Inputs

IC
5. Activity Resource Requirements
The activity resource requirements identify the types and

T
quantities of resources required for each activity used to
create the schedule model.

A
IM
6. Resource Calendars
The resource calendars contain information on the
availability of resources during the project.
T
L
U
M
 S
Inputs

IC
7. Activity Duration Estimates
The activity duration estimates contain the quantitative

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

A
the schedule.

IM
8. Project Scope Statement
The project scope statement contains assumptions and
T
constraints that can impact the development of the project
schedule.
L
U
M
 S
Inputs

IC
9. Risk Register
The risk register provides the details of all identified risks and
their characteristics that affect the schedule model.

T
A
10. Project Staff Assignments
The project staff assignments specify which resources are

IM
assigned to each activity.
T
11. Resource Breakdown Structure
The resource breakdown structure provides the details by
L

which resource analysis and organizational reporting can be

done.
U
M
 S
Inputs

IC
12. Enterprise Environmental Factors
The enterprise environmental factors include, but are not
limited to :

T
 Standards,

A
 Communication channels, and
 Scheduling tool to be used in developing the schedule

IM
model. T
13. Organizational Process Assets
The organizational process assets that can influence the
L

Develop Schedule process include, but are not limited to :

U

scheduling methodology and project calendar(s).

M
 S
Tools & Techniques

IC
1. Schedule Network Analysis
Schedule network analysis is a technique that generates the

T
project schedule model.

A
2. Critical Path Method

IM
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
T
within the schedule model.
L
U
M
 S
Tools & Techniques

IC
3. Critical Chain Method
The critical chain method (CCM) is a schedule method that
allows the project team to place buffers on any project

T
schedule path to account for limited resources and project

A
uncertainties.

IM
4. Resource Optimization Techniques
Examples of resource optimization techniques that can be
used to adjust the schedule model due to demand and
T
supply of resources include, but are not limited to :
L

 Resource leveling.
U

 Resource Smoothing.
M
 S
Tools & Techniques

IC
5. Modeling Techniques
Examples of modeling techniques include, but are not limited

T
to :
 What-If Scenario Analysis.

A
 Simulation.

6. Leads and Lags

IM
Leads and lags are refinements applied during network
T
analysis to develop a viable schedule by adjusting the start
L

time of the successor activities.

U
M
 S
Tools & Techniques

IC
7. Schedule Compression
Schedule compression techniques are used to shorten the

T
schedule duration without reducing the project scope, in
order to meet schedule constraints, imposed dates, or other

A
schedule objectives.

8. Scheduling Tool
IM
Automated scheduling tools contain the schedule model and
T
expedite the scheduling process by generating start and
finish dates based on the inputs of activities, network
L

diagrams, resources and activity durations using schedule

U

network analysis.
M
 S
Tools and Techniques
Critical Path Method

IC
Calculates the longest time path (CP)

T
Calculates ES, EF, LS, LF

A
Determines minimum duration of project

IM
Determines scheduling flexibility (amount of float)
Uses a single duration time estimate
T
The critical path is the longest path in time through the
L

network diagram that determines the shortest time in

which the project can be completed.
U
M
 S
Critical Path Method
Critical Path

IC
5 4 3 = 12

T
A C D

A
Start Finish

IM
B E

6 2
T
L
If the task durations are as shown in this network
diagram, what is the critical path?
U
M
 S
Critical Path Method
Critical Path

IC
5 4 3 = 12

T
A C D

A
Start Finish

IM
= 11
B E

6 2
T
L
If the task durations are as shown in this network
diagram, what is the critical path?
U
M
 S
Critical Path Method
Critical Path

IC
5 4 3 = 12

T
A C D

A
Start Finish

IM
= 11
B E

6 2 =8
T
L
If the task durations are as shown in this network
diagram, what is the critical path?
U
M
 S
Critical Path Method
Critical Path

IC
5 4 3 = 12

T
A C D

A
Start Finish

IM
= 11
B E

6 2 =8
T
L
If the task durations are as shown in this network
diagram, what is the critical path?
U

A-C-D
M
 S
Critical Path Method
Critical Path (cont.)

IC
5 4 3

T
A C D

A
Start 6 Finish

IM
2
B T E

If the task durations are as shown in this network

L

diagram, what is the critical path?

U

A-C-D
M
 S
Calculating the Critical Path
Network Diagramming Conventions

IC
T
Task
description
(optional)

A
Pack up office

IM
Task ID B 1 Duration

ES LS
2 4
T
(early start) (late start)
EF 3 5 LF
L
(early finish) (late finish)
U
M
 S
Critical Path Method

IC
Network Diagramming Example
•  Task IDs
Task Desc. Task Desc.
•  Duration

T
B 1 F 10

A
Task Desc. Task Desc. Task Desc. Task Desc. Task Desc.

IM
A 4 C 3 E 12 H 2 I 1

T
Task Desc. Task Desc.
D 7 G 8
L
Task Desc.
ID Dur.
ES LS
U

EF LF
M
 S
Network Diagramming Example

IC
Forward Pass
Calculate:
•  ES (early start) & Task Desc. Task Desc.

T
B 1 F 10
•  EF (early finish)

A
Task Desc. Task Desc. Task Desc. Task Desc. Task Desc.

IM
A 4 C 3 E 12 H 2 I 1

T
Task Desc. Task Desc.
D 7 G 8
L
Task Desc.
ID Dur.
ES LS
U

EF LF
M
 S
Network Diagramming Example

IC
Forward Pass
Calculate:
•  ES (early start) & Task Desc. Task Desc.

T
•  EF (early finish) B 1 F 10
4 5
5 15

A
Task Desc. Task Desc. Task Desc. Task Desc. Task Desc.

IM
A 4 C 3 E 12 H 2 I 1
0 4 7 19 22
4 7 19 21 23
T
Task Desc. Task Desc.
D 7 G 8
L
Task Desc. 7 14
ID Dur. 14 22
ES LS
U

EF LF
M
 S
Network Diagramming Example

IC
Backward Pass
Calculate:
•  LS (late start) & Task Desc. Task Desc.

T
•  EF (late finish) B 1 F 10
4 5
5 15

A
Task Desc. Task Desc. Task Desc. Task Desc. Task Desc.

IM
A 4 C 3 E 12 H 2 I 1
0 4 7 19 22
4 7 19 21 23
T
Task Desc. Task Desc.
D 7 G 8
L
Task Desc. 7 14
ID Dur. 14 22
ES LS
U

EF LF
M
 S
Network Diagramming Example

IC
Backward Pass
Calculate:
•  LS (late start) & Task Desc. Task Desc.

T
•  EF (late finish) B 1 F 10
4 9 5 10
5 10 15 20

A
Task Desc. Task Desc. Task Desc. Task Desc. Task Desc.

IM
A 4 C 3 E 12 H 2 I 1
0 0 4 4 7 8 19 20 22 22
4 4 7 7 19 20 21 22 23 23
T
Task Desc. Task Desc.
D 7 G 8
L
Task Desc. 7 7 14 14
ID Dur. 14 14 22 22
ES LS
U

EF LF
M
 S
Network Diagramming Example

IC
Free Float
Calculate:
•  Free float Task Desc. Task Desc.

T
B 1 F 10
4 9 5 10
5 10 15 20

A
Task Desc. Task Desc. Task Desc. Task Desc. Task Desc.

IM
A 4 C 3 E 12 H 2 I 1
0 0 4 4 7 8 19 20 22 22
4 4 7 7 19 20 21 22 23 23
T
Task Desc. Task Desc.
D 7 G 8
L
Task Desc. 7 7 14 14
ID Dur. 14 14 22 22
ES LS
U

EF LF
M
 S
Network Diagramming Example

IC
Free Float
Calculate: 5 5
•  Free float Task Desc. Task Desc.

T
B 1 F 10
4 9 5 10
5 10 15 20

A
0 0 1 1 0
Task Desc. Task Desc. Task Desc. Task Desc. Task Desc.

IM
A 4 C 3 E 12 H 2 I 1
0 0 4 4 7 8 19 20 22 22
4 4 7 7 19 20 21 22 23 23

0 0
T
Task Desc. Task Desc.
D 7 G 8
L
Task Desc. 7 7 14 14
ID Dur. 14 14 22 22
ES LS
U

EF LF
M
 S
Network Diagramming Example

IC
Critical Path
5 5
Task Desc. Task Desc.

T
B 1 F 10
4 9 5 10
5 10 15 20

A
0 0 1 1 0
Task Desc. Task Desc. Task Desc. Task Desc. Task Desc.

IM
A 4 C 3 E 12 H 2 I 1
0 0 4 4 7 8 19 20 22 22
23
4 4 7 7 19 20 21 22 23 23

0 0
T
Task Desc. Task Desc.
D 7 G 8
L
Task Desc. 7 7 14 14
ID Dur. 14 14 22 22
ES LS
U

EF LF
M
 S
Critical Path Method
Slack or Float

IC
T
Total (path)

A
Free (task)

IM
T Project

Slack calculations:
LS - ES
L
LF - EF
Early values are calculated on the forward pass.
U

Late values are calculated on the backward pass.

M
 S
Tools and Techniques
Critical Chain Method

IC
T
Critical chain method accounts for
● Resource limitations are taken into

A
account.
● The focus is on managing the

IM
duration buffer and resources.
● Activities are scheduled based on
LS and LF.
T
L
U
M
M
U
L
T
IM
A
T
IC
S
 S
Tools and Techniques
Schedule Compression

IC
T
A
Crashing

Fast trackingIM
T
L
U
M
 S
Schedule Compression
Crashing

IC
Trade-offs:

T
Increased costs
Adding resources to

A
critical path activities Unrealistic alternatives
Communications

IM
Changing the resources challenges
T
L
U
M
 S
Schedule Compression
Fast Tracking

IC
Current project

T
Task A Task B Task C

A
Project with

IM
Task A
fast tracking
Task B
T
Task C
L
U

Days 1 16 23
M
 S
Outputs

IC
1. Schedule Baseline
A schedule baseline is the approved version of a schedule

T
model that can be changed only through formal change
control procedures and is used as a basis for comparison to

A
actual results.

2. Project Schedule
IM
The outputs from a schedule model are schedule
T
presentations.
L
U
M
 S
Outputs

IC
3. Schedule Data
The schedule data for the project schedule model is the

T
collection of information for describing and controlling
the schedule.

A
IM
4. Project Calendars
A project calendar identifies working days and shifts that are
available for scheduled activities.
T
L
U
M
 S
Outputs

IC
5. Project Management Plan Updates
Elements of the project management plan that may be updated
include, but are not limited to :

T
 Schedule baseline,

A
 Schedule management plan.

IM
6. Project Documents Updates
Project documents that may be updated include, but are not
limited to :
T
 Activity resource requirements.
 Activity attributes.
L

 Calendars.
U

 Risk register.
M
 S
Outputs
Project Schedule

IC
Project schedule:

T
Is calendar based

A
Has resource assignments

IM
Is signed off on as part of
the PM plan
After sign-off, forms the
T
baseline for measuring
schedule performance
L

Includes milestones
U
M
 S
Project Schedule
Milestone Charts

IC
Milestone Scheduled Date Actual Date

T
Functional requirements signed off 2/1 2/1

A
Phase I coding completed 4/5 4/8

Phase I code tested 5/20

IM
Training complete 6/10

Implementation 6/15
T
Customer acceptance and sign-off 6/23
L
Project closeout 6/23
U
M
 S
Project Schedule
Gantt Charts

IC
T
January February March April May June
Task
ID Duration
Name
12/21 1/4 1/18 2/1 2/15 2/29 3/14 3/28 4/11 4/25 5/9 5/23 6/6 6/20

A
1 Task 1 10 days

2 Task 2 5 days

IM
3 Task 3 20 days

4 Task 4 28 days

5 Task 5 30 days
T
6 Task 6 8 days
L
7 Task 7 20 days

8 Task 8 30 days
U
M
 S
6.7 Control Schedule

IC
Control Schedule is the process of monitoring the status of
project activities to update project progress and

T
manage changes to the schedule baseline to achieve the plan.

A
IM
T
L
U
M
 ITTO

S
Control Schedule

IC
INPUT TOOLS AND TECHNIQUE OUTPUT

T
1. Project management plan 1. Work performance information
2. Project schedule 2. Schedule forecasts

A
3. Work performance data 1. Performance reviews 3. Change requests
4. Project calendars 2. Project management software 4. Project management plan updates
5. Schedule data 3. Resource optimization techniques 5. Project documents updates

IM
6. Organizational process assets 4. Modeling techniques 6. Organizational process assets
5. Leads and lags updates
6. Schedule compression
7. Scheduling tool
T
L
U
M
 Project Time Management

S
4.3 6.6
Direct and Develop Project

IC
Manage Project Schedule
Documents
Work
• Work • Project schedule
performance • Project calendars
data • Schedule Data

T
4.4

A
Monitor and
Control
6.7 Project Work
Control

IM
• Project management • Schedule forecasts
4.2 plan Schedule • Work performance
Develop Project information
Management
Plan 4.5
Perform
T
Integrated
• Project management
Change
plan updates
Control
L
U

Enterprise /
Organization
M
 S
Inputs

IC
1. Project Management Plan
The project management plan contains the schedule

T
management plan and the schedule baseline.

A
2. Project Schedule

IM
Project schedule refers to the most recent version with
notations to indicate updates, completed activities, and
started activities as of the indicated data date.
T
L
U
M
 S
Inputs

IC
3. Work Performance Data
Work performance data refers to information about project

T
progress such as which activities have started, their progress
(e.g., actual duration, remaining duration, and physical

A
percent complete), and which activities have finished.

4. Project Calendars
IM
A schedule model may require more than one project
T
calendar to allow for different work periods for some activities
to calculate the schedule forecasts.
L
U
M
 S
Inputs

IC
5. Schedule Data
Schedule data will be reviewed and updated in the Control

T
Schedule process.

A
6. Organizational Process Assets

IM
The organizational process assets that influence the Control
Schedule process include, but are not limited to :
 Existing formal and informal schedule control-related
T
policies, procedures, and guidelines;
L

 Schedule control tools; and

 Monitoring and reporting methods to be used.
U
M
 S
Tools & Techniques

IC
1. Performance Reviews
Performance reviews measure, compare, and analyze schedule

T
performance such as actual start and
finish dates, percent complete, and remaining duration for work

A
in progress.

IM
2. Project Management Software
Project management software for scheduling provides the ability
T
to track planned dates versus actual dates,
to report variances to and progress made against the schedule
L

baseline, and to forecast the effects of changes

U

to the project schedule model.

M
 S
Tools & Techniques

IC
3. Resource Optimization Techniques
Resource optimization techniques involve the scheduling of

T
activities and the resources required by those activities while
taking into consideration both the resource availability and

A
the project time.

4. Modeling Techniques
IM
Modeling techniques are used to review various scenarios
T
guided by risk monitoring to bring the schedule model into
alignment with the project management plan and approved
L

baseline.
U
M
 S
Tools & Techniques

IC
5. Leads and Lags
Adjusting leads and lags is applied during network analysis to find
ways to bring project activities that are behind into alignment with

T
the plan.

A
6. Schedule Compression

IM
Schedule compression techniques are used to find ways to bring
project activities that are behind into alignment with the plan by
fast tracking or crashing schedule for the remaining work.
T
7. Scheduling Tool
L

Schedule data is updated and compiled into the schedule model to

reflect actual progress of the project and remaining work to be
U

completed.
M
 S
Outputs

IC
1. Work Performance Information
The calculated SV and SPI time performance indicators for

T
WBS components, in particular the work packages and
control accounts, are documented and communicated to

A
stakeholders.

2. Schedule Forecasts
IM
Schedule forecasts are estimates or predictions of conditions
T
and events in the project’s future based on information and
knowledge available at the time of the forecast.
L
U
M
 S
Outputs

IC
3. Change Requests
Schedule variance analysis, along with review of progress reports,
results of performance measures, and

T
modifications to the project scope or project schedule may result in
change requests to the schedule baseline,

A
scope baseline, and/or other components of the project
management plan.

IM
4. Project Management Plan Updates
Elements of the project management plan that may be updated
T
include, but are not limited to :
L

 Schedule baseline.
 Schedule management plan.
U

 Cost baseline.
M
 S
Outputs

IC
5. Project Documents Updates
 Schedule Data.
 Project Schedule.

T
 Risk Register.

A
IM
6. Organizational Process Assets Updates
Organizational process assets that may be updated include,
but are not limited to :
T
 Causes of variances,
L

 Corrective action chosen and the reasons, and

 Other types of lessons learned from project schedule
U

control.
M
 S
Project Document Updates
Revisions vs. Rebaselining

IC
T
A
Start
date
IM
Finish
date
Start
date
Finish
date
T
3/1 3/8 3/15 3/22 3/29 4/6 3/1 3/8 3/15 3/22 3/29 4/6
Dates Dates
L
U

Revisions might necessitate rebaselining.

M