Successful Project Management 6th Edition Gido Solutions Manual 1

Successful Project Management 6th Edition Gido Solutions
Manual
Solution manual + test bank: https://testbankpack.com/
CHAPTER 5: Developing the Schedule
Chapter Concepts ..................................................................................................................................... 3

Learning Outcomes .................................................................................................................................. 3
Project Management Knowledge Areas from PMBOK® Guide ............................................................... 3
Teaching Strategies .................................................................................................................................. 4
Lecture Notes ........................................................................................................................................... 4
1. Real-World Project Management Examples ..................................................................................... 4
Vignette A: More than Rain Delays Construction in Taiwan ............................................................. 4
Vignette B: Big Delivery in Small Packages ...................................................................................... 4
2. Estimate Activity Resources ............................................................................................................. 5
3. Estimate Activity Durations ............................................................................................................... 5
4. Establish Project Start and Finish Times .......................................................................................... 6
5. Develop Project Schedule ................................................................................................................. 6
A. Earliest Start and Finish Times ..................................................................................................... 6
B. Latest Start and Finish Times ....................................................................................................... 8
C. Total Slack .................................................................................................................................... 9
D. Critical Path................................................................................................................................. 10
E. Free Slack ................................................................................................................................... 10
F. Bar Chart Format......................................................................................................................... 10
6. Project Control Process .................................................................................................................. 10
7. Effects of Actual Schedule Performance ........................................................................................ 11
8. Incorporate Changes into Schedule ................................................................................................ 11
9. Update Project Schedule ................................................................................................................ 12
10. Control Schedule ........................................................................................................................... 12
11. Scheduling for Information Systems Development ....................................................................... 13
A. An IS Example: Internet Applications Development for ABC Office Designs (Continued) ......... 13
12. Project Management Information Systems ................................................................................... 14
13. Agile Project Management ............................................................................................................ 14
14. Critical Success Factors ............................................................................................................... 15
15. Summary ....................................................................................................................................... 16
Questions ............................................................................................................................................ 16
Internet Exercises ............................................................................................................................... 21
Case Study #1 A Not-For-Profit Medical Research Center ................................................................ 22
Answers to Case Questions ............................................................................................................ 22
Group Activity .................................................................................................................................. 22
Case Study #2 The Wedding .............................................................................................................. 22
Answers to Case Questions ............................................................................................................ 23
Group Activity .................................................................................................................................. 23
Optional Supplemental Activities ........................................................................................................ 23
Appendix 1: Probabilistic Activity Durations ........................................................................................... 23
A. Activity Duration Estimates ............................................................................................................. 23
B. The Beta Probability Distribution .................................................................................................... 24
C. Probability Fundamentals ............................................................................................................... 24
D. Calculating Probability .................................................................................................................... 24
Questions ............................................................................................................................................ 25
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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CHAPTER 5: DEVELOPING THE SCHEDULE
Appendix 2: Microsoft Project ................................................................................................................. 25
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Chapter Concepts
This chapter discusses monitoring and controlling the progress of the project, replanning, and updating
the project schedule. Once a project actually starts, it is necessary to monitor progress to ensure that
everything is going according to schedule. This involves measuring actual progress and comparing it to
the schedule. If at any time during the project it is determined that the project is behind schedule,
corrective action must be taken to get back on schedule, which can be very difficult if a project gets too
far behind.
Based upon this chapter, students will become familiar with

 Estimating the resources required for each activity
 Estimating the duration for each activity
 Establishing the estimated start time and required completion time for the overall project
 Calculating the earliest times at which each activity can start and finish, based on the
project estimated start time
 Calculating the latest times by which each activity must start and finish in order to
complete the project by its required completion time
 Determining the amount of positive or negative slack between the time each activity can
start or finish and the time it must start or finish
 Identifying the critical (longest) path of activities
 Performing the steps in the project control process
 Determining the effects of actual schedule performance on the project schedule
 Incorporating changes into the schedule
 Developing an updated project schedule
 Determining approaches to controlling the project schedule
 Implementing agile project management
Learning Outcomes
After studying this chapter, the learner should be able to:
 Estimate the resources required for activities
 Estimate the duration for an activity
 Determine the earliest start and finish times for activities
 Determine the latest start and finish times for activities
 Explain and determine total slack
 Prepare a project schedule
 Identify and explain the critical path
 Discuss the project control process
 Develop updated schedules based on actual progress and changes
 Discuss and apply approaches to control the project schedule
 Explain agile project management
Project Management Knowledge Areas from PMBOK® Guide

Concepts in this chapter support the following Project Management Knowledge Areas of
A Guide to the Project Management Body of Knowledge (PMBOK® Guide):
 Project Integration Management
 Project Time Management
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Teaching Strategies
1. The first vignette reinforces the need to plan for contingencies when developing the schedule
to avoid schedule delays that cause the project to be over time.
2. The second vignette reinforces that implementing agile project management techniques can
help save time and allow for increased project productivity.
3. Sometimes the calculated time is too long to complete the project, and time is removed from
activities without considering whether the task can be completed in the shortened time. Have
students plan the amount of time it would take to travel between two cities near your campus.
After they calculate the time to travel, suggest events like a flat tire, the need to refill the fuel
tank, the need to stop for food, or an accident that blocks traffic on the route they are traveling.
Have students then consider the contingencies for traveling from one city to the other.
4. Have students calculate the ES, EF, LS, and LF times in class to be sure they understand
what it means to calculate forward and to calculate backward.
5. The ES, EF, LS, LF times on the network diagram for the consumer market study are included
in the chapter materials. Have the students compare the textbook diagram with the one
schedule table created in Microsoft Project and report on the similarities and the differences.
Lecture Notes
1. Real-World Project Management Examples

Vignette A: More than Rain Delays Construction in Taiwan
An analysis of litigation claims in Taiwan construction projects reveals the major causes of
construction delays. Even though weather is a cause, other causes are more prominent for
delaying the start of the projects or increased the time of the activities' endurance.
 Project scheduling by experienced project managers and teams had taken into account
potential causes for delays and had planned for predictable causes.
o These scheduling delays are resulting in litigation, an average of 1.3 claims for
each of the Taiwan Area National Expressway Engineering Bureau’s 300
construction projects.
o These costly delays are a lesson for all who schedule the activities of any type of
project and, in particular, construction projects.
 Two main causes of critical path delays were identified
o delayed start of the project
o extended duration of activities
 A common theme for delays -- change management
o Contingency inclusions within contracts are one method of mitigation
o Contingency scheduling is another
Many lessons related to scheduling are to be learned from these 300 construction projects and
their delays. A proactive approach to scheduling delay mitigation could offset the vast number of
claims made in Taiwan and increase the probability of completing projects on time and within the
planned schedule. Careful schedule planning to include the weather and expected changes are
important to future planning efforts for successful project management in Taiwan or in your
projects.
Vignette B: Big Delivery in Small Packages
Facing a shortfall of time, a consulting firm with 10 prospective projects only has time for 2 until
implementing agile project management techniques and increases their productivity by 250%.
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 With a schedule set to 15-day sprints instead of months, the team worked to address the
most important deliverables at the front of the schedule to make sure they were completed
first.
 Team meetings were limited to 15 minutes with a report by each member of the team
stating, ‘I did this yesterday, this is what I am doing today, and these are the obstacles that
I need help with to complete my work.’
 “With agile, you can visibly see what all the different pieces of work are, where they are,
and who's working on what. You can very quickly identify where there are constraints, and
that makes people very uncomfortable in the beginning,"
 In addition to the quick meetings each day, communication with the stakeholders occurred
at the end of each sprint instead of the more traditional quarterly update.
An evaluation of the projects’ progress resulted in a productivity increase of 250 percent. The
elimination of waste and increased collaboration allowed the team to complete two more projects
the next year as they became more efficient. Jason Fair’s decision to try agile project management
techniques resulted in payoffs and avoided pitfalls to give Genesis Consulting big deliveries
through the small packages completed during the 15-day sprints.
2. Estimate Activity Resources

Estimate the types and quantities of resources required to perform each specific activity, in order to
estimate how long the activity will take.
 Resources include people, materials, equipment, facilities, and so forth.
 Estimated resources required for an activity will influence the estimated duration to
perform the activity.
o Availability of the resources
o Types of resources
o Sufficient quantities of resources for the durations of the activities
o Potential conflicts with other projects that may cause a delay in the project
 When estimating the types and quantities of resources required for each specific activity,
consult someone who has expertise or experience with the activity.
 Estimated activity resources will also be used later for estimating activity costs and
determining the project budget.
3. Estimate Activity Durations

Once the types and quantities of resources are estimated for each activity, estimates can be made for
how long it will take to perform each activity.
 The estimated duration for each activity must be the total elapsed time—the time for the
work to be done plus any associated waiting time.
 Figure 5.1 depicts the activity estimated duration for
varnishing floors.
 It is a good practice to have the person who will be
responsible for performing a specific activity estimate the
duration for that activity.
o Builds buy-in from the person and generates commitments
o Avoids bias that may be introduced by having one person estimate the durations
for all of the activities
Designate an experienced individual to estimate the durations for all the activities for which
the organization or subcontractor is responsible in large projects.
 Historical data can be a guide in estimating the durations of similar activities for future
projects.
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 Estimated duration should be aggressive yet realistic.

o Inflating estimated durations in anticipation of the project manager’s negotiating
shorter durations is not a good practice.
o Throughout the performance of the project, some activities will take longer than
their estimated duration, others will be done in less time than their estimated
duration, and a few may conform to the estimated duration exactly.
 At the beginning of the project, it may not be possible to estimate the durations for all
activities with the same accuracy.
 The project team can progressively elaborate the estimated durations as more information
is known or becomes clear.
 Figure 5.2 depicts the network diagram for the consumer
market study, with the estimated durations in days for
each activity.
4. Establish Project Start and Finish Times

To establish a basis from which to calculate a schedule using the estimated durations for the activities,
select an estimated start time and a required completion time for the overall project.
 Define the overall window, or envelope, of time in which the project must be completed.
 The team may not want to commit to completing the project by a specific date until the
customer has approved the contract.
5. Develop Project Schedule

Once you have an estimated duration for each activity in the network and have established an overall
window of time in which the project must be completed, you must determine (based on durations and
sequence) whether the project can be done by the required completion time.
 Develop a project schedule that provides a timetable for each activity and shows:
o The earliest times (or dates) at which each activity can start and finish, based on
the project estimated start time (or date)
o The latest times (or dates) by which each activity must start and finish in order to
complete the project by its required completion time (or date)
A. Earliest Start and Finish Times
 Earliest start time (ES) is the earliest time at which a specific activity can begin, calculated
on the basis of the project estimated start time and the estimated durations of preceding
activities.
 Earliest finish time (EF) is the earliest time by which a specific activity can be completed,
calculated by adding the activity’s estimated duration to the activity’s earliest start time
 EF = ES + Estimated Duration
 Calculate forward through the network diagram from the beginning of the project to the end
of the project
 Rule 1: The earliest start time for a specific activity must be the same as or later than the
latest of all the earliest finish times of all the activities leading directly into that specific
activity.
 Figure 5.3 depicts three activities leading directly into “Dress
Rehearsal.” “Practice Skit” has an EF of day 5, “Make Costumes”
has an EF of day 10, and “Make Props” has an EF of day 4.
o “Dress Rehearsal” cannot start until all three of these
activities are finished, so the latest of the EFs for these three
activities determines the ES for “Dress Rehearsal.”
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o The latest of the three EFs is day 10—the earliest finish time for “Make
Costumes.”
o Therefore, “Dress Rehearsal” cannot start any earlier than day 10. That is, its ES
must be day 10 or later.
o Even though “Practice Skit” and “Make Props” may finish sooner than “Make
Costumes,” “Dress Rehearsal” cannot start because the network dependent
relationships indicate that all three activities must be finished before “Dress
Rehearsal” can start.
 Figure 5.4 shows the forward calculations for the consumer
market study project.
o The project estimated start date is 0.
o Therefore, the earliest “Identify Target Consumers”
can start is time 0, and the earliest it can finish is 3 days later (because it's
estimated duration is 3 days).
o When “Identify Target Consumers” is finished on day 3, “Develop Draft
Questionnaire” can start. It has an estimated duration of 10 days, so its ES is day
3 and its EF is day 13.
o When “Develop Draft Questionnaire” is finished on day 13, “Pilot-Test
Questionnaire” can start. It has an estimated duration of 20 days, so its ES is day
13 and its EF is day 33.
o When “Pilot-Test Questionnaire” is finished on day 33, “Review Comments &
Finalize Questionnaire” can start. It has an estimated duration of 5 days, so its ES
is day 33 and its EF is day 38.
o When “Review Comments & Finalize Questionnaire” is finished on day 38,
“Prepare Mailing Labels,” "Print Questionnaire," "Develop Data Analysis Software,"
and "Develop Software Test Data" can start. The ES for each is 38. “Prepare
Mailing Labels,” has an estimated duration of 2 days, so its EF is day 40. "Develop
Data Analysis Software" has an estimated duration of 10 days, so its EF is day 48.
"Develop Data Analysis Software" has an estimated duration of 12 days, so its EF
is day 50. "Develop Software Test Data" has an estimated duration of 2 days, so
its EF is day 40.
o When “Prepare Mailing Labels” and "Print Questionnaire" are finished, “Mail
Questionnaire & Get Responses” can start. The later of the two EF times for
“Prepare Mailing Labels” and "Print Questionnaire" is 48. “Mail Questionnaire &
Get Responses” has an estimated duration of 65 days, so its ES is day 48 and its
EF is day 113.
o When "Develop Data Analysis Software" and "Develop Software Test Data" are
finished, “Test Software” can start. The later of the two EF times for “Develop Data
Analysis Software" and "Develop Software Test Data" is 50. "Test Software" has
an estimated duration of 5 days, so its ES is day 50 and its EF is day 55.
o When “Mail Questionnaire & Get Responses” and "Test Software" are finished,
“Input Response Data” can start. The later of the two EF times for “Mail
Questionnaire & Get Responses” and "Test Software" is 113. "Input Response
Data" has an estimated duration of 7 days, so its ES is day 113 and its EF is day
120.
o When “Input Response Data” is finished on day 120, “Analyze Results” can start. It
has an estimated duration of 8 days, so its ES is day 8 and its EF is day 128.
o When “Analyze Results” is finished on day 128, “Prepare Report” can start. It has
an estimated duration of 10 days, so its ES is day 128 and its EF is day 138.
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o The required completion time is 130 days. Day 138 days is 8 days beyond the
required completion time.
o Figure 5.5 depicts the ES and EF times for the consumer market
study project in a schedule table.
B. Latest Start and Finish Times
 Latest finish time (LF) is the latest time by which a specific activity must be completed in
order for the entire project to be finished by its required completion time. It is calculated on
the basis of the project required completion time and the estimated durations of
succeeding activities.
 Latest start time (LS) is the latest time by which a specific activity must be started in order
for the entire project to be finished by its required completion time. It is calculated by
subtracting the activity’s estimated duration from the activity’s latest finish time:
 LS = LF – Estimated Duration
 Calculate backward through the network diagram from the end of the project to the
beginning of the project
 Rule 2: The latest finish time for a specific activity must be the same as or earlier than the
earliest of all the latest start times of all the activities emerging directly from that specific
activity.
 Figure 5.6 shows two activities emerging directly from “Print Posters
& Brochures.”
o This project must be completed by day 30. Therefore,
“Distribute Posters” must be started by day 20 because it has an estimated
duration of 10 days, and “Mail Brochures” must be started by day 25 because it
has an estimated duration of 5 days.
o The earlier of these two LSs is day 20. Therefore, the latest that “Print Posters &
Brochures” can finish is day 20, so that “Distribute Posters” can start by day 20.
o Even though “Mail Brochures” does not have to start until day 25, “Print Posters &
Brochures” must finish by day 20 or else the whole project will be delayed. If “Print
Posters & Brochures” does not finish until day 25, then “Distribute Brochures” will
not be able to start until day 25. Because “Distribute Brochures” has an estimated
duration of 10 days, it will not finish until day 35, which is 5 days beyond the
project required completion time.
 Figure 5.7 shows the backward calculations for the
consumer market study project.
o The required completion time for the project
is 130 working days. Therefore, the latest
that “Prepare Report,” the last activity, can
finish is day 130, and the latest that it can
start is day 120 because its estimated duration is 10 days.
o In order for “Prepare Report” to start on day 120, the latest that “Analyze Results”
can finish is day 120. If the LF for “Analyze Results” is day 120, then its LS is day
112 because its estimated duration is 8 days.
o In order for “Analyze Results” to start on day 112, the latest that “Input Response
Data” can finish is day 112. If the LF for “Input Response Data” is day 112, then its
LS is day 105 because its estimated duration is 7 days.
o In order for “Input Response Data” to start on day 105, the latest that “Mail
Questionnaire & Get Responses” and "Test Software" can finish is day 105. If the
LF for “Mail Questionnaire & Get Responses” is day 105, then its LS is day 40
because its estimated duration is 65 days. If the LF for "Test Software"” is day
105, then its LS is day 100 because its estimated duration is 5 days.
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o In order for “Mail Questionnaire & Get Responses” to start on day 40, the latest
that “Prepare Mailing Labels” and "Print Questionnaire" can finish is day 40. If the
LF for “Prepare Mailing Labels” is day 40, then its LS is day 38 because its
estimated duration is 2 days. If the LF for “Print Questionnaire” is day 40, then its
LS is day 30 because its estimated duration is 10 days.
o In order for “Test Software” to start on day 100, the latest that "Develop Data
Analysis Software" and "Develop Software Test Data" can finish is day 40. If the
LF for “Develop Data Analysis Software” is day 100, then its LS is day 88 because
its estimated duration is 12 days. If the LF for “Develop Software Test Data” is day
100, then its LS is day 98 because its estimated duration is 2 days.
o Look at “Review Comments & Finalize Questionnaire.” In order for the four
activities emerging from this activity to start by their LS times (so that the project
can finish by its required completion time of 130 days), “Review Comments &
Finalize Questionnaire” must be finished by the earliest LS of all four activities,
according to Rule 2. The earliest of the four LSs is day 30, the latest time by which
“Print Questionnaire” must start. Therefore, the latest that “Review Comments &
Finalize Questionnaire” can finish is day 30. If the LF for “Review Comments &
Finalize Questionnaire” is day 30, then its LS is day 25 because its estimated
duration is 5 days.
o In order for “Review Comments & Finalize Questionnaire” to start on day 25, the
latest that “Pilot-Test Questionnaire” can finish is day 25. If the LF for “Pilot-Test
Questionnaire” is day 25, then its LS is day 5 because its estimated duration is 20
days.
o In order for “Pilot-Test Questionnaire” to start on day 5, the latest that “Develop
Draft Questionnaire” can finish is day 5. If the LF for “Develop Draft Questionnaire”
is day 5, then its LS is day –5 because its estimated duration is10 days.
o In order for “Develop Draft Questionnaire” to start on day –5, the latest that
“Identify Target Consumers” can finish is day –5. If the LF for “Input Response
Data” is day –5, then its LS is day –8 because its estimated duration is 3 days.
o The consumer market study project must start 8 days earlier than the planned start
date in order to finish in the required 130 days.
o Figure 5.8 depicts the schedule table with the LS and LF values
added to the table.
C. Total Slack
 Total slack is sometimes called float.
 Total slack is the difference between EF time of last activity and the project required
completion time.
 Calculate total slack for each of the activities by finding the difference between the EF of
the activity and the LF of the activity, or the difference between the ES and the LS of the
activity.
o Negative slack indicates a lack of slack over the entire project and the amount of
time an activity must be accelerated to complete the project by the required
completion time.
o Positive slack indicates the maximum amount of time the activities on a particular
path can be delayed without jeopardizing on-time completion of the project.
o If the total slack is zero, the activities on the path do not need to be accelerated
but cannot be delayed.
 Unnumbered image 5a depicts a project to remove old wallpaper
and put up new wallpaper. The total completion time is 20 days.
The tasks take 15 days (7 + 5 + 3). The project has 5 days of
slack.
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D. Critical Path
 This longest path in the overall network diagram is called the critical path.
 One way to determine which activities make up the critical path is to find those that have
the least slack.
 Figure 5.9 depicts the Total Slack for each of the activities in the consumer
market study project. Those with –8 as the total slack are the activities on the
critical path.
 Figure 5.10 depicts the critical path through the network
diagram for the consumer market study project.
 Figure 5.11 depicts the change in the critical path if the
estimated duration of the Mail Questionnaire & Get
Responses task is reduced from 65 days to 55 days. Note that the tasks on
the critical path now have a total slack of 2, the least amount of slack in the
project.
E. Free Slack
 Free slack is the amount of time a specific activity can be postponed without delaying the
earliest start time of its immediately succeeding activities.
 Calculate free slack by finding the lowest of the values of total slack for all the activities
entering into a specific activity and then subtracting it from the values of total slack for the
other activities also entering into that same activity.
 Example: Activities 7 and 8 are predecessors for
Activity 10 in Figure 5.10. The values of total slack for
Activities 7 and 8 are 50 and 60 days, respectively.
The lesser of these two values is 50 days. Therefore,
Activity 8, “Develop Software Test Data,” has a free
slack of 10 days (60 – 50 = 10) and can slip by up to
that amount without delaying the earliest start time of Activity 10, “Test Software.”
F. Bar Chart Format
 A Gantt chart is a bar chart tool for planning and scheduling.
 Activities are listed on the left-hand side, and a time scale is shown along the bottom or
the top.
 The estimated duration for each activity is indicated by a bar spanning the period during
which the activity is expected to be accomplished.
 A column indicating who is responsible for each task can be added to the
chart.
 Figure 5.12 depicts a bar chart for the consumer market study project.
 Project management software can automatically generate a time-scaled bar
chart from the schedule table that is based on the network diagram.
 A traditional bar chart does not graphically display the dependent relationships of activities.
Be sure to create the network diagram and connect the bars in the Gantt chart with arrows
to show relationships.
6. Project Control Process

 Figure 5.13 illustrates the steps in the project control process.
 The project control process starts with establishing a baseline plan that
shows how the project scope will be accomplished on schedule and within
budget.
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 Once the customer and the contractor or project team agree on this baseline plan, the
project work can be performed.
 Then it is necessary to monitor the progress to ensure that everything is going according
to the plan.
 The project control process involves regularly gathering data on project performance,
comparing actual performance to planned performance, and taking corrective action
immediately if actual performance is behind planned performance.
 This process must occur regularly throughout the project.
o Establish regular reporting meetings to compare actual to planned progress.
o Gather data on actual performance.
o Record information about changes to the project scope, schedule, and budget.
 The key to effective project control is measuring actual progress and comparing it to
planned progress on a timely and regular basis and immediately taking any needed
corrective action.
 Project management is a proactive approach to controlling a project to ensure that the
project objective is accomplished, even when things do not go according to plan.
7. Effects of Actual Schedule Performance

 Some activities will be completed on time, some will be finished ahead of schedule, and
others will be finished later than scheduled.
 The actual finish times (AFs) of completed activities will determine the earliest start and
earliest finish times for the remaining activities in the network diagram, as well as the total
slack.
 Figure 5.14 depicts the planned and actual performance of a project.
o Part (a) of Figure 5.14 is a network diagram for a simple
project. It shows that the earliest the project can finish is
day 15 (the sum of the estimated durations of the three
activities, 7 + 5 + 3). Since the required completion time
is day 20, the project has a total slack of +5 days.
Suppose that Activity 1, “Remove Old Wallpaper,” is actually finished on day 10,
rather than on day 7 as planned, because it turns out to be more difficult than
anticipated.
o See part (b) of Figure 5.14. This means that the earliest start and finish times for
activities 2 and 3 will be 3 days later than on the original schedule. Because
“Remove Old Wallpaper” is actually finished on day 10, the ES for “Patch Walls”
will be day 10 and its EF will be day 15. Following through with the forward
calculations, we find that “Put Up New Wallpaper” will have an ES of day 15 and
an EF of day 18. Comparing this new EF of the last activity to the required
completion time of day 20, we find a difference of 2 days. The total slack got
worse—it changed in a negative direction, from +5 days to +2 days. This example
illustrates how the actual finish times of activities have a ripple effect, altering the
remaining activities’ earliest start and finish times and the total slack.
8. Incorporate Changes into Schedule

 Throughout a project, changes may occur that have an impact on the schedule.
 Changes might be initiated by the customer or the project team, or they might be the result
of an unanticipated occurrence.
 Changes requested early in the project may have less impact on schedule and budget
than if they are requested later in the project.
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 When the customer requests a change, the contractor or project team should estimate the
impact on the project schedule and budget and then obtain customer approval before
proceeding. If the customer approves the proposed revisions to the project schedule and
budget, then any additional activities, revised estimated durations, and revised estimated
resources and associated costs should be incorporated into the project schedule and
budget.
 With respect to the project schedule, changes can result in the addition or deletion of
activities, resequencing of activities, changes to estimated durations for specific activities,
or a new required completion time for the project.
9. Update Project Schedule

 An updated project schedule can be generated regularly that forecasts whether the project
will finish ahead of or behind its required completion time.
 Once data have been collected on the actual finish times of completed activities and the
effects of any project changes, an updated project schedule can be calculated.
o Earliest start and finish times for the remaining, uncompleted activities are
calculated by working forward through the network, but they are based on the
actual finish times of completed activities and the estimated durations of the
uncompleted activities.
o The latest start and finish times for the uncompleted activities are calculated by
working backward through the network.
 The network diagram in Figure 5.15 incorporates
completed activities and changes.
o 1. Completed activities:
 a. Activity 1, “Identify Target Consumers,”
actually finished on day 2.
 b. Activity 2, “Develop Draft Questionnaire,” actually finished on day 11.
 c. Activity 3, “Pilot-Test Questionnaire,” actually finished on day 30.
o 2. Project changes:
 a. It was discovered that the database to be used to prepare the mailing
labels was not up to date. A new database needs to be purchased before
the mailing labels can be prepared. This new database was ordered on
day 23. It will take 21 days to get it from the supplier.
 b. A preliminary review of comments from the pilot test of the
questionnaire indicates that substantial revisions to the questionnaire are
required. Therefore, the duration estimate for Activity 4 needs to be
increased from 5 days to 15 days.
 Figure 5.16 shows the updated schedule.
o Note that the total slack for the critical path is now –5 days,
instead of the +2 days in the baseline schedule in Figure
5.11. The anticipated project completion time is now day
135, which is beyond the required completion time of 130
days.
10. Control Schedule

 Schedule control requires four steps:
o 1. Analyzing the schedule to determine which areas may need corrective action
o 2. Deciding what specific corrective actions should be taken
o 3. Revising the plan to incorporate the chosen corrective actions
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o 4. Recalculating the schedule to evaluate the effects of the planned corrective

actions
 If the planned corrective actions do not result in an acceptable schedule, these steps need
to be repeated.
 A concentrated effort to accelerate project progress must be applied to the paths with
negative slack.
o Activities that are near-term (that is, in progress or to be started in the immediate
future).
o Activities that have long estimated durations
 The amount of slack should determine the priority with which these concentrated efforts
are applied.
 A change in the estimated duration of any activity on that path will cause a corresponding
change in the slack for that path.
 Eliminating negative slack by reducing durations of activities will require a trade-off in the
form of an increase in costs or a reduction in scope.
11. Scheduling for Information Systems Development

 Scheduling the development of an information system is a challenging process. It is often
done in a haphazard manner, and as a result a large number of IS projects are finished
much later than originally promised or never finished at all.
 Among the common problems that often push IS development projects beyond their
required completion time are:
o Failure to identify all user requirements
o Failure to identify user requirements properly
o Continuing growth of project scope
o Underestimates of the learning curves for new software packages
o Incompatible hardware
o Logical design flaws
o Poor selection of software
o Failure to select the best design strategy
o Data incompatibility issues
o Failure to perform all phases of the SDLC
A. An IS Example: Internet Applications Development for ABC Office Designs
(Continued)
 Figure 5.17 depicts a list of activities, immediate predecessors, and estimated
durations for the web-based reporting system project.
 The project is required to be completed in 50 days,
and it needs to be started as soon as possible.
 Figure 5.18 depicts the ES and EF times for each activity.
 Figure 5.19 depicts the LS and LF times for each
activity.
 Figure 5.20 depicts the project schedule table with
the calculated total slack values for each activity.
 Figure 5.21 shows the critical path for the development project. Beth and her
team must determine a way to reduce the development
time by 9 days, request that the project completion date be
13
extended from 50 to 59 days, or find some compromise.

 After extensive discussions with upper management, in which she stressed the importance
of developing the system right the first time and not having to rush through some critical
phases of the SDLC, Beth convinced her superiors to extend the project completion time
to 60 days.
 Beth and her team proceeded with the project and completed activities 1 through 6:
o Activity 1, “Gather Data,” actually finished on day 4.
o Activity 2, “Study Feasibility,” actually finished on day 4.
o Activity 3, “Prepare Problem Definition Report,” actually finished on day 5.
o Activity 4, “Interview Users,” actually finished on day 10.
o Activity 5, “Study Existing System,” actually finished on day 15.
o Activity 6, “Define User Requirements,” actually finished on day 18.
o The team then discovered that, by using some reusable software for the database,
they could reduce the estimated duration of Activity 9, “Processing & Database,”
from 10 days to 8 days.
 Figure 5.22 depicts the updated network diagram.
 Figure 5.23 depicts the updated project schedule. Note that the
critical path has now been reduced to zero with the updates and
changes.
12. Project Management Information Systems

 Almost all project management information systems allow you to perform the scheduling
functions identified in this chapter.
 The software will also calculate ES, EF, LS, and LF times, total and free slack, and the
critical path, all with a click of the mouse. It is important, however, for the project manager
to understand what these terms are and what the calculations mean.
 Virtually all project management information systems allow you to perform the control
functions identified in this chapter. Specifically, while an activity is in progress or once an
activity has been completed, you can enter current information into the system and the
software will automatically revise the project schedule.
13. Agile Project Management

 Agile project management is an approach to reduce product development time while
minimizing risk through continuous interaction between the customer and small self-
organizing teams that produce increments of working product features in short time
iterations while rapidly adapting to changes in requirements.
 The roles of the participants involved in the scrum approach include
o A product owner, also referred to as the customer representative, is responsible
for defining the customer requirements and product features and for ensuring that
the development team delivers an end product with the required features.
o The development team develops, delivers, and demonstrates working product
increments (portions or modules of the overall end product that is being
developed) for specific product features or requirements during a fixed timeframe,
called a sprint, also referred to as an iteration.
o A Scrum master is a facilitator for the Scrum development process during a sprint
whose primary job is to take actions to remove or reduce any obstacles, barriers,
or constraints that are impeding progress of the development team toward
accomplishing their work tasks and that may negatively impact the successful
production and demonstration of a deliverable working product increment by the
end of the sprint time.
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 The agile project management process includes

o Establishing the rationale, description, funding amount, and target completion date
for the final end product (deliverable) and authorizing the project.
o Defining the product requirements and creating an ordered product backlog of
prioritized specific requirements and product features.
o At the beginning of each sprint the product owner and the development team have
a sprint planning meeting to select a set of requirements or features from the top
of the product backlog that will be released to the team and that can be produced
and demonstrated by the team during the fixed timeframe for the sprint cycle.
o At the start of each day the development team has a daily Scrum meeting, also
referred to as the daily standup as these meetings are usually limited to 15
minutes. Each team member is expected to come prepared to state what they did
the previous day, what they plan to do today, and any obstacles that are impeding
their work.
o At the end of the sprint, there is a sprint review meeting at which the development
team reviews the work that has been accomplished as well as which items were
not completed.
o At the end of the sprint, there is also a sprint retrospective meeting during which
the Scrum team, including the product owner, evaluates performance during the
sprint regarding what went well and what could be improved in future sprints.
14. Critical Success Factors

 The person who will be responsible for performing the activity should estimate the duration
for that activity. This generates commitment from the person.
 The estimated duration for an activity must be based on the types and quantities of
resources required to perform the activity.
 Activity estimated durations should be aggressive yet realistic.
 Activities should not be longer in estimated duration than the time intervals at which the
actual progress will be reviewed and compared to planned progress.
 Project management is a proactive approach to controlling a project to ensure that the
project objective is accomplished even when things do not go according to plan.
 Once the project starts, it is important to monitor progress to ensure that everything is
going according to plan.
planned progress on a timely and regular basis and taking any needed corrective action
immediately.
 The key to effective schedule control is to address any paths with negative or deteriorating
slack values aggressively as soon as they are identified. A concentrated effort to
accelerate project progress must be applied to these paths.
 The amount of negative slack should determine the priority for applying these
concentrated efforts.
 When attempting to reduce the duration of a path of activities that has negative slack,
focus on activities that are near-term and on activities that have long estimated durations.
 Addressing schedule problems early will minimize their negative impact on scope and
budget.
 If a project falls too far behind, getting it back on schedule becomes more difficult, and
usually requires spending more money or reducing the scope or quality.
 If corrective actions are necessary, decisions must be made regarding a trade-off of
scope, time, and cost.
15
 A regular reporting period should be established for comparing actual progress to planned
progress.
 The shorter the reporting period, the better the chances of identifying problems early and
taking corrective actions.
 During each reporting period, data on actual performance and information on changes to
the project scope, schedule, and budget need to be collected in a timely manner and used
to calculate an updated schedule and budget.
15. Summary
 The scheduling function depends on the planning function.
 The estimated types and quantities of resources required for an activity together with the
availability of those resources will influence the estimated duration for how long it will take
to perform the activity.
 The estimated duration for each activity must be the total elapsed time—the time for the
work to be done plus any associated waiting time.
 The estimate should be aggressive yet realistic.
 It may be easier to estimate the durations for near-term activities, but as the project
progresses, the project team can progressively elaborate the estimated the durations as
more information is known or becomes clear to allow for more accurate estimated
durations.
 A project schedule provides a timetable for each activity and shows the earliest start (ES)
and earliest finish (EF) times and the latest start (LS) and latest finish (LF) times for each
activity.
 The total slack for a particular path of activities through the network is common to and
shared among all activities on that path.
 The critical path is the longest (most time-consuming) path of activities in the network
diagram.
planned progress on a timely and regular basis and taking any needed corrective action
immediately.
 Actual progress—whether faster or slower than planned—will have an effect on the
schedule of the remaining, uncompleted activities of the project.
 Any type of change—whether initiated by the customer, the contractor, the project
manager, a team member, or an unanticipated event—will require a modification to the
plan in terms of scope, schedule, and/or budget.
 Schedule control involves four steps: analyzing the schedule to determine which areas
may need corrective action, deciding what specific corrective actions should be taken,
revising the plan to incorporate the chosen corrective actions, and recalculating the
schedule to evaluate the effects of the planned corrective actions.
 One of the most important factors in effective scheduling is estimating activity durations
that are as realistic as possible.
Questions
1. Why does the scheduling function depend on the planning function? Which one must be
done first? Why?
A schedule is a timetable for a plan and cannot be established until the plan has been developed.
2. Describe what an activity estimated duration is. How is it determined?
The duration estimate for each activity is the total elapsed time for the work to be done plus any
associated waiting time. An activity’s duration estimate must be based on the quantity of resources
16
expected to be used on the activity. The estimate should be aggressive, yet realistic. A Beta
distribution using most likely, pessimistic, and optimistic times can be used.
3. Why might a contractor prefer to state a project completion time in terms of number of days
after the project starts rather than a specific date? Give some examples of instances when
this would be appropriate.
This is helpful in case the start of the project is delayed for some reason, such as an unexpected
snowstorm delaying the start of a construction project.
4. Refer to Figure 5.4. Why is the earliest start time for “Review Comments & Finalize
Questionnaire” day 33? Why is the earliest finish time day 38?
The task can’t start until its predecessor is finished, which is day 33. It has a duration of 5, so it will
finish at day 38.
5. Refer to Figure 5.7. Why is the latest start time for “Mail Questionnaires & Get Responses”
day 40? Why is the latest finish time day 105?
Because its predecessor’s latest start time is day 105, it must finish by day 105. It has a duration of
65, so it must start by day 40.
6. Describe the different types of project slack. How is each calculated?
Total slack is the amount of time an activity’s earliest finish time can be delayed without delaying
succeeding tasks beyond their latest finish times. If it is positive, you have extra time that can be
used if needed. If it is negative, the activity needs to be completed by its latest finish time or the
project completion will be delayed.
Slack = LF – EF or Slack = LS – ES
Calculate free slack by finding the lowest of the values of total slack for all the activities entering
into a specific activity, and then subtracting it from the values of total slack for the other activities
also entering into that same activity.
7. Why is it important to determine the critical path of a project? What happens if activities on
this path are delayed? What happens if activities on this path are accelerated?
If any activity on the critical path is delayed, the whole project will be delayed, so it is important to
know what the critical path is. If any of these activities are accelerated, the project completion date
will also be accelerated.
8. From your experience, describe how you have used a project control process. If you did not
use continual monitoring of the progress, how would this have helped improve the project’s
success?
Specific answers will vary. Answers should include setting a baseline for the project plan and
monitoring and controlling the actual project progress.
9. Why should a project have a regular reporting period? Should all projects have the same
reporting period? Why or why not? What types of data should be collected during each
reporting period?
The team should establish a regular reporting period so team members can compare actual
progress to planned progress and deal with any discrepancies as early as possible. The period
depends on the complexity or duration of the project. It may be daily, weekly, bi-weekly, or
monthly.
Two kinds of data need to be collected:

 Data on actual performance. This includes the actual time that activities were started
and/or finished and the actual costs expended and committed.
 Information about any changes to the project scope, schedule, and budget.
17
10. Who can initiate changes to a project schedule? Describe why and when changes would
occur in a project. How are the network diagram and schedule updated to reflect the
changes?
Changes might be initiated by the customer or the project team, or they might be the result of an
unanticipated occurrence. A change might be initiated in order to add an activity, eliminate an
activity or modify some aspect of an activity. Changes can occur at any time throughout the
project; however, if they are requested early in the project, they may have less impact on cost and
schedule. Specific examples will vary for describing why and when changes would occur in a
project. Answers for how the network diagram and schedule are updated should include a
recalculation of ES, EF, LS, and LF for the project.
11. Describe how you would apply the four steps of schedule control to a project. If the project
needs to be accelerated, what kinds of activities would be the primary focus? Why?
Schedule control requires four steps:
1. Analyzing the schedule to determine which areas may need corrective action
2. Deciding what specific corrective actions should be taken
3. Revising the plan to incorporate the chosen corrective actions
4. Recalculating the schedule to evaluate the effects of the planned corrective actions
Specific examples will vary. Answers will depend upon the project example. Accelerate near term
and longer duration activities that are on the critical path.
12. Why is the scheduling of IS projects so challenging? What are some of the common
problems that push IS projects beyond their due dates?
Scheduling for IS is often done in a haphazard manner, and thus a large percentage of IS projects
are finished much later than originally promised or never finished at all. One of the most important
factors in effective scheduling is arriving at activity duration estimates that are as realistic as
possible. Among the common problems that often push IS development projects beyond their
required completion time are:
 Failure to identify all user requirements
 Failure to properly identify user requirements
 Continuing growth of project scope
 Underestimates of learning curves for new software packages
 Incompatible hardware
 Logical design flaws
 Poor selection of software
 Failure to select the best design strategy
 Data incompatibility issues
 Failure to perform all phases of the SDLC
13. Calculate the ES, EF, LS, and LF times and the slack for each activity in the figure below
and identify the critical path for the project. Can the project be completed in 40 weeks?
Assume that Activity A actually finished at 3 weeks, Activity B actually finished at 12 weeks,
and Activity C actually finished at 13 weeks. Recalculate the expected project completion
time. Which activities would
you focus on in order to get the
project back on schedule?
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Activity ED ES EF LS LF TS
A 2 0 2 4 6 4
B 10 2 12 6 16 4
C 8 2 10 7 15 5
D 15 2 17 8 23 6
E 7 12 19 16 23 4
F 20 10 30 15 35 5
G 12 19 31 23 35 4
H 5 31 36 35 40 4
Yes, the project can be completed within 40 weeks. With the current estimates, it will take 36
weeks. The longest path in the network is:
A – B – E – G – H.
Activity ED ES EF LS LF TS AF
A 2 3
B 10 12
C 8 13
D 15 3 18 8 23 5
E 7 12 19 16 23 4
F 20 13 33 15 35 2
G 12 19 31 23 35 4
H 5 33 38 35 40 2
The project can still be completed within 40 weeks; however, the expected completion has slipped
from 36 to 38 weeks. If there is a need to speed it back up, attention should be given to Activity F.
14. Calculate the ES, EF, LS, and LF times and the slack for each activity in the figure below,
Assume that “Systems Analysis” actually finished at 8 weeks, “Design Input & Output”
actually finished at 15 weeks, and “Design Database” actually finished at 19 weeks.
Recalculate the expected project completion time. Which activities would you focus on in
order to get the project back on schedule?
19
1. Prob. Def. 2 0 2 -5 -3 -5
2. Sys. Analysis 5 2 7 -3 2 -5
3. Design I/O 3 7 10 6 9 -1
4. Design DB 15 7 22 2 17 -5
5. Develop Input 8 10 18 11 19 1
6. Develop Output 10 10 20 9 19 -1
7. Develop DB 2 22 24 17 19 -5
8. Test System 6 24 30 19 25 -5
9. Implement 5 30 35 25 30 -5
No, this project cannot be completed within 30 weeks. With the current estimates, it will take 35
weeks. The most critical path is:
1 – 2 – 4 – 7 – 8 – 9.
1. Prob. Def. 2
2. Sys. Analysis 5 8
3. Design I/O 3 15
4. Design DB 15 19
5. Dev. Input 8 15 23 11 19 -4
6. Dev. Output 10 15 25 9 19 -6
7. Dev. DB 2 19 21 17 19 -2
8. Test System 6 25 31 19 25 -6
9. Implement 5 31 36 25 30 -6
The project has slipped even further. With the current estimates, it will take 36 weeks. Attention
should be given to all activities since they all have negative slack. However, the path 6-8-9 is the
most critical.
15. Calculate the ES, EF, LS, and LF times and the slack for each activity in the figure below,
Assume that Activity A actually finished at 5 weeks and Activity B actually finished at 5
weeks. Recalculate the expected project completion time. Which activities would you focus
on in order to get the project back on schedule?
20
A 3 0 3 2 5 2
B 5 0 5 -2 3 -2
C 18 3 21 5 23 2
D 7 5 12 3 10 -2
E 10 5 15 5 15 0
F 5 12 17 10 15 -2
G 8 17 25 15 23 -2
H 2 25 27 23 25 -2
I 9 17 26 16 25 -1
J 5 27 32 25 30 -2
No, this project cannot be completed within 30 weeks. With the current estimates, it will take 32
weeks. The most critical path in the network is:
B – D – F – G – H – J.
A 3 5
B 5 5
C 18 5 23 5 23 0
D 7 5 12 3 10 -2
E 10 5 15 5 15 0
F 5 12 17 10 15 -2
G 8 17 25 15 23 -2
H 2 25 27 23 25 -2
I 9 17 26 16 25 -1
J 5 27 32 25 30 -2
The project is still 2 weeks behind the scheduled completion date. Attention should be given to
activities D – F – G – H – J.
Internet Exercises
Assign the Internet Exercises to your students as homework or complete them together in a computer
lab.
The following exercise is an update of the Internet Exercise initially printed in Gido & Clements’
Successful Project Management, Fifth Edition. It has been uploaded to the companion website.
1. Search the web for project schedule. Describe at least three sites that you find. Search with
additional terms such as tools and control. List the terms that you have added and describe at
least three sites that you find. Here’s a link to Google.
2. For exercises 2 through 5, visit the website for Project Smart. Explore the site. What
information does it provide?
Project Smart is a project management resource that helps managers at all levels to improve
their performance by reviewing the knowledge base of materials provided and using the
21
methods and tools presented. Project Smart contains links to articles, white papers, methods,
tools, templates, events, forums, books, and a glossary.
3. Click on the link for "Articles" and explore the articles on the page or within the Article
Categories. Provide a one-page summary.
Articles are categorized by topics such as project planning, scheduling, and Microsoft Project.
4. Click on the "Forums" link. Search for discussions related to project scheduling by entering
specific terms such as slack, critical path, or duration. Describe what you find.
Searches completed with too general of terms will not result in any articles. Searches must be
completed with more specific terms.
5. Click on the "Methods & Tools" link and explore the collection of methods and tools presented.
Provide a one-page summary.
A number of methods and tools are available to guide project managers through a collection of
essential project management skills, methods, tools, and competencies that help improve the
probability of project success.
Case Study #1 A Not-For-Profit Medical Research Center

This is an open-ended case study. The students have the opportunity to be very creative on this one.
Encourage that creativity.
Answers to Case Questions
Answers will vary from student to student for each question.
1. Develop an estimated duration for each activity.
Responses should use the list of tasks developed in chapter 4 and include the estimated duration
for each task.
2. Using a project start time of 0 (or May 15) and a required project completion time of 180
days (or November 15), calculate the ES, EF, LS, and LF times and total slack for each
activity. If your calculations result in a project schedule with negative total slack, revise the
project scope, activity estimated durations, and/or sequence or dependent relationships
among activities to arrive at an acceptable baseline schedule for completing the project
within 180 days (or by November 15). Describe the revisions you made.
Responses could be presented in a network diagram or in the schedule table format. The project
should finish in 180 days. If the original plan is not completed by 180 days, the responses should
describe what tasks were revised to meet the required completion date.
3. Determine the critical path and identify the activities that make up the critical path.
Responses can be presented in a list of activity names, highlighted in the network diagram, or
highlighted in the schedule table.
4. Produce a bar chart (Gantt Chart) based on the ES and EF times from the schedule in item
2.
The bar chart can be drawn in a table or using a project management information system like
Microsoft Project. Suggest the students to include arrows to show the dependencies of the bars.
Group Activity
Form groups of three or four members. Have each group perform the above tasks. Allow each
group to present their answers.
Case Study #2 The Wedding

This is an open-ended case study. The students have the opportunity to be very creative on this one.
Encourage that creativity.
22
Answers to Case Questions

Answers will vary from student to student for each question.
1. Develop an estimated duration for each activity.
Responses should use the list of tasks developed in chapter 4 and include the estimated duration
for each task.
2. Using a project start time of 0 (or January 1) and a required project completion time of 180
days (or June 30), calculate the ES, EF, LS, and LF times and total slack for each activity. If
your calculations result in a project schedule with negative total slack, revise the project
scope, activity estimated durations, and/or sequence or dependent relationships among
activities to arrive at an acceptable baseline schedule for completing the project within 180
days (or by June 30). Describe the revisions you made.
Responses could be presented in a network diagram or in the schedule table format. The project
should finish in 180 days. If the original plan is not completed by 180 days, the responses should
describe what tasks were revised to meet the required completion date.
3. Determine the critical path and identify the activities that make up the critical path.
Responses can be presented in a list of activity names, highlighted in the network diagram, or
highlighted in the schedule table.
4. Produce a bar chart (Gantt Chart) based on the ES and EF times from the schedule in item
2.
The bar chart can be drawn in a table or using a project management information system like
Microsoft Project. Suggest the students to include arrows to show the dependencies of the bars.
Group Activity
Form groups of three or four members. Have each group perform the above tasks. Allow each
group to present their answers.
Optional Supplemental Activities

1. Have students read the real-world vignettes.
2. Ask each student to develop a work breakdown structure, a responsibility matrix, and a
network diagram for a project he or she has worked on. Have students work through the
problem manually and then in Microsoft Project. Let them comment on the difference in effort
between working the problem manually and using a project management information system.
3. Assign students to read the chapter and answer all the Reinforce Your Learning questions and
the questions at the end of the chapter.
4. Show some of the videos from the 4PM site in class to have students comment on what they
see and how it compares to what they have read in the text book.
5. *** Now is the time to start a term project if you are assigning one.
Appendix 1: Probabilistic Activity Durations

A. Activity Duration Estimates
 With projects for which there is a high degree of uncertainty about the activity duration
estimates, it is possible to use three estimates for each activity:
o Optimistic time (to) is the time in which a particular activity can be completed if
everything goes perfectly well.
o Most likely time (tm) is the time in which a particular activity can most frequently be
completed under normal conditions.
23
o Pessimistic time (tp) is the time in which a particular activity can be completed
under adverse circumstances.
 Establishing three time estimates makes it possible to take uncertainty into account when
estimating how long an activity will take.
B. The Beta Probability Distribution

 In network planning, when we use three time estimates for each activity, we assume they
follow a beta probability distribution.
 Calculate the expected duration using the following formula:
o te = (to + 4(tm) + tp)/6
 Assume the optimistic time for an activity is 1 week, the most likely time is 5 weeks, and
the pessimistic time is 15 weeks. The expected duration for this activity is
o te = (1 + 4(5) + 15)/6 = 6 weeks
 Figure 5.24 depicts the beta probability distribution.
C. Probability Fundamentals
 Network planning in which three time estimates are used for each activity can be
considered a stochastic, or probabilistic, technique, since it allows for uncertainty.
 Any technique that uses only one time estimate is considered to be a deterministic
technique. If only one time estimate is used for each activity, probability calculations
cannot be made.
 The central limit theorem of probability theory states that this
total probability distribution is not a beta probability distribution
but a normal probability distribution. Figure 5.26 depicts the
normal probability distribution.
 The variance for the beta probability distribution of an activity is
found with the following formula:
o Variance = 2 = ((tp – to)/6)2
 Note that the variance of the normal distribution is the sum of the variances of the beta
distribution.
 The standard deviation, , is another measure of the dispersion of a distribution and is
equal to the square root of the variance.
 The total probability distribution of all the activities on the critical path of a network diagram
is a normal distribution, with a mean equal to the sum of the individual activity expected
durations and a variance equal to the sum of the individual activity variances.
 Review the example presented in
the book. Figures 5.28, 5.29, and
5.30 depict the example.
D. Calculating Probability
 To find the probability of actually completing a project before its required completion time,
we use the following formula:
o Z = (LF – EF)/t
 The elements in this formula are:
o LF is the required completion time (latest finish) for the project.
o EF is the earliest expected finish time for the project (mean of the normal
distribution).
24
o t is the standard deviation of the total distribution of the activities on the longest
(or slowest) path leading to project completion.
 In the above equation, Z measures the number of standard deviations between EF and LF
on the normal probability curve.
 Review the example presented in the book. This is the example begun
in Figure 5.28. Use Table 5.1 to determine the percent chance for the
Z calculated for the example.
Questions
1. True or false: In order to calculate the probability of finishing a project by its required
completion time, it is necessary to have three time estimates for each activity and the
required completion time for the project.
True.
2. What are the expected duration, variance, and standard deviation for an activity whose
three time estimates are to = 2, tm = 14, and tp = 14?
Expected duration = [2 + 4(14) + 14] / 6
= 72 / 6
= 12
Variance = [(14 - 2)/6]2 = 4.0
Standard deviation = 2.0
3. Which of the following is not a measure of the dispersion, or spread, of a distribution:
variance, mean, or standard deviation?
The mean is not a measure of dispersion.
4. The earliest expected finish time for a project is 138 days, and its required completion time
is 130 days. What is the probability of completing the project before its required time if t
(the standard deviation of the total distribution of the activities on the longest path) is 6?
Z = (130 – 138) / 6 = –1.33
Using Table 5.1, the probability of completing the project between 130 and 138 days is 40.824%.
To determine the probability of completing the project before 130 days, you need to subtract
0.40824 from 0.5000. Therefore, there is a 9.176% probability of completing the project by its
required completion time of 130 days.
Appendix 2: Microsoft Project

The Appendix in this chapter introduces Microsoft Project. Have the students produce the displays
that are shown in the chapter.
Figure 5A.1 depicts the duration data for the project. The time can be
entered in as m for minutes, h for hours, d for days, w for weeks, or mon
for months. The duration time needs to be to the level that the project task
can be monitored and controlled. The default time duration is days. The
project title in the first row serves as a summary of the total time necessary
for the project.
Figure 5A.2 depicts the schedule table for the project. Microsoft Project
automatically calculates the ES, EF, LS, and LF for the project. Other tables
are available on the Tables menu. Have the students explore the different
types of tables. The information presented in the tables and the choices of
table types are dependent upon the view prior to choosing the table.
25
Figure 5A.3 depicts the Gantt chart with the highlighted critical path in red.
The highlighting of the critical path is important to help show the tasks that,
if delayed, would delay the completion of the project.
Figure 5A.4 depicts the critical task report that shows information about
each of the tasks on the critical path. This is a valuable report for
communication with the project team about the tasks on the critical path.
Reports are now accessed on the Reports ribbon. Use the menu on the
Report ribbon to select the type of report necessary to display the
summary information about the project. Have students examine the
different reports that can be generated.
Figure 5A.5 depicts the change in the schedule of the Mail Questionnaire
& Get Responses task from 65 days to 55 days. This change was made to
reduce the project duration. The total time for the project was 138 days.
The reduction of time for the task from 65 to 55 days reduces the total
time to 128 days.
Figure 5A.6 depicts the input screen within the General tab in the Task
Information window. The General tab is used to record the task progress.
Entering information about the actual performance of the tasks permits
other analysis to be done on the schedule and costs.
Figure 5A.7 depicts the insertion of a new manually scheduled activity. In

some projects, the project team defines a new task that needs to be
completed for the project. The new task is entered by clicking on the task
name for the row of the task that will be below the new task. Microsoft
Project will automatically adjust the task numbers and the predecessor
numbers.
Figure 5A.8 depicts the updated predecessors on the task list after adding a
new task. Note that Microsoft Project has automatically adjusted the task
numbers and the predecessor numbers.
Figure 5A.9 depicts the tracking table. The tracking table shows how the
project is progressing relative to the baseline that was set. If the baseline
was not set, then Microsoft Project will not have anything to compare for
the tracking table calculations. The percentages display the amount of
completion for the tasks and the summary tasks.
Figure 5A.10 depicts the tracking Gantt. Each of the bars has two bars.
One is for the baseline plan. The other is for the actual progress of the
project. This report shows the effects of changes to the project for tasks
that are completed early, late, or on time.
Figure 5A.11 depicts the variance table. The variance table shows the
start and finish of each activity and summary task, the baseline start and
finish, and the variance of the start and finish. This variance table
evaluates the impact on project completion of changes in the task start
dates.
26

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Successful Project Management 6th Edition Gido Solutions

CHAPTER 5: Developing the Schedule

Chapter Concepts ..................................................................................................................................... 3

Appendix 2: Microsoft Project ................................................................................................................. 25

Based upon this chapter, students will become familiar with

Project Management Knowledge Areas from PMBOK® Guide

1. Real-World Project Management Examples

2. Estimate Activity Resources

3. Estimate Activity Durations

 Estimated duration should be aggressive yet realistic.

4. Establish Project Start and Finish Times

5. Develop Project Schedule

6. Project Control Process

7. Effects of Actual Schedule Performance

8. Incorporate Changes into Schedule

9. Update Project Schedule

10. Control Schedule

o 4. Recalculating the schedule to evaluate the effects of the planned corrective

11. Scheduling for Information Systems Development

extended from 50 to 59 days, or find some compromise.

12. Project Management Information Systems

13. Agile Project Management

 The agile project management process includes

14. Critical Success Factors

Two kinds of data need to be collected:

Case Study #1 A Not-For-Profit Medical Research Center

Case Study #2 The Wedding

Answers to Case Questions

Optional Supplemental Activities

Appendix 1: Probabilistic Activity Durations

B. The Beta Probability Distribution

Appendix 2: Microsoft Project

Figure 5A.7 depicts the insertion of a new manually scheduled activity. In

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