PMBOK 6 Ed.

– DEI-
 Time has the least
amount of flexibility;
Schedule issues are the
main reason for
conflicts on projects,
especially during the
second half of projects
The processes required to
manage timely completion
of the project

PROJECT SCHEDULE MANAGEMENT

Plan Schedule Management

Define Activities

Sequence Activities

Estimate Activity Durations

Develop Schedule

Control Schedule
 Monitoring &
Controlling Processes
Planning
Processes

Enter phase/ Initiating Closing Exit phase/

Start project Processes Processes End project

Executing
Processes

Knowledge
Process
Area Monitoring &
Initiating Planning Executing Closing
Control
Plan Schedule
Activity Definition
Activity Sequencing
Scope Control time
Activity Duration
Estimating
Schedule Development
 Plan Schedule

“Establishing the policies, procedures

and documentation”
 Inputs Tools &
Techniques Outputs
1. Project
1.Expert 1.Schedule
Charter
judgment
2. Project Management
2.Data Analysis Plan
Management
Plan 3.Meetings
3. EEF
4. OPA
 “Identifying the specific actions to
produce the project deliverables”
Work package decomposed into activities

DEFINE ACTIVITIES
 Outputs
Tools &
Inputs 1. Activity List
Techniques
1. Project 2. Activity
1. Expert Judgment Attributes
Management
2. Decompositions 3. Milestone List
Plan
3. Rolling Wave 4. Change
2. EEF Planning Requests
3. OPA 4. Meetings 5. Project
Management
Plan Updates
 Rolling Wave
Planning: plan to a
higher level and then
develop more detailed
plan when the work is
to be done
 Progressive
elaboration:
process clarifying and
refining plans as the
project progress
 cake

preparation execution Garnish delivery

purchase pre heat

put into
measure
mold

bake

put cake
Activity Atributes:
•Used to identify e.g. the unique activity
indetifier (ID), WBS ID, and activity label or name
 Milestone List
• a significant point or event in the
project.
• required by contract
• historical information
• zero duration
 SEQUENCE ACTIVITIES

identifying and documenting the

relationships among the project activities.
 Tools &
Inputs
Techniques Outputs
1.Project 1. Precedence
Management Plan Diagramming 1.Project Schedule
2.Project Documents Method (PDM) Network Diagrams
3.EEF 2. Dependency 2.Project Document
Determination and Updates
4.OPA
Integration
3. Leads and Lags
4. Project
Management
Information System
 Precedence
Diagramming
Method (PDM)
Method used in Critical Path Methodology (CPM)
Activity on Node
No dummy activities
Logical relationship
Logical Relationship
in PDM
Finish to start (FS)
Start to Finish (SS)
Finish to Finish (FF)
Rarely used Start to Start (SS)
Relationship
Finish to start

“You have to make a dough first for

baking process”
Finish to start
FS=5

A=15 B=5
Start to Finish

“start campaign while the former

leader waiting the end of his period”
Start to Finish
A=15 SF=25 B=15
 Finish to Finish

“Paint parking line while lay asphalt”

Finish to Finish
A=15 FF=5 B=10
 Start to start

“Furniture move in while employee

move in as soon”
Start to Start
A=10 SS=5 B=15
Applying Leads and Lag

• support realistic and achievable project

schedule.
• Each activity is connected at least to one
predecessor and one successor except the start
and the end.
 Applying Leads
Start an activity
before the
predecessor
activity is complete.

A B C

predecessor Successor
A
Leads
B
 Applying Lags

“Inserted waiting time between

activities”
A Lags

B
To define sequence
among activity, we
need to understand
dependency
determination e.g
mandatory,
discretionary,
external, and
internal
Mandatory Discretionary
(hard logic) (knowledge base)

External Internal
(third party) organization

Dependency Determination
 Example: The activity List and the sequence
ID activity predecessor
A Purchase the material -
B Measure the ingredients A
C Mixing B
D Pre heat the oven C
E Put the batter into mold C
F Bake the cake C,D
G Put the cake in the plate F
Cut the unnecessary side
H of the cake G
I Mix the cream B
J Garnish the cake G
K Put the cake into fridge J
L Package the cake K
M Delivery the cake L
 D

start A B C J
F G
E H K

L
I
M

END

Example: The Network Diagram (PDM)

 Estimate ACTIVITY
Durations

Estimate how long each activity will take

 Tools &
Inputs
Techniques
1.Project 1. Expert judgment Outputs
Management 2. Analogous 1.Durations
Estimating (top-
Plan down)
Estimates
2.Project 3. Parametric 2.Basis of
Document Estimating Estimates
4. Three Point 3.Project
3.EEF Estimating
Document
4.OPA 5. Bottom-up Updates
Estimating
6. Data Analysis
7. Decision Making
8. Meeting
 Bottom up estimating
Similar to WBS
cake

preparation execution garnish delivery

purchase pre heat cut package

put into
measure garnish deliver
mold

bake put into fridge

put cake
 Activity Resource Requirement

Resource duration
ID Activity predecessor
(man) (minute)
A Purchase the material - 2 30
Measure the
B A 2 15
ingredients
C Mixing B 1 15
D Pre heat the oven C 1 10
Put the batter into
E C 1 5
mold
F Bake the cake C,D 1 120
 Resource Breakdown Structure
cake

People Equipment Material

kitchen Transportation Mixer Flour

Cheff Driver Mold Reosurce

Egg categorized by
people, equipment
Assitant assistant oven (machine),
Milk and material

Baking
powder

fruits
Effort is the number of Duration includes the
workdays or work hours actual amount of time
worked on an activity plus
required to complete a
elapsed time
task
EFFORT VS DURATION
Analogous Estimate

Use actual
duration of
previous activity
(historical) that
has similarity

Master, high skill

Great experience
 Parametric estimate

RP.
100.000
RP.
200.000
Use statistical relationship or math analysis
between historical data and other
variables
Reserves Analysis
 Reserves Analysis

BAD DESIGN
 Reserves Analysis

Analyze which the highest risky activity

And give them reserve time, not too tight!
THREE POINT ESTIMATE
•Triangular distribution (simple average)
•Duration estimates based on using optimistic,
most likely, and pessimistic estimates of activity
durations,
•tE = (tO + tM + tP) / 3

49
 PERT
•Beta Distribution (weighted average)
•uses probabilistic TIME & COST estimates
•tE = (tO + 4tM + tP) / 6
Expected Standard Variance
Deviation

P  4Μ  Ο PΟ P  Ο 
2 SD   variance
 
6 6  6 
 exercise
Beta
Expected activity
Activity range of the
activity P M O (Beta
standard estimation
distribution)
deviation
A 47 27 14

B 89 60 41

C 48 44 39

D 42 37 29
 Answer
Beta
Expected
Activity range of the
Activity P M O activity (Beta min max
standard estimation
distribution)
deviation
22.67 to
A 47 27 14 28.167 5.5 22.667 33.667 33.667
28.167 +/-5.5
53.667 to
B 89 60 41 61.667 8 53.667 69.667 69.667
61.667+/-8
42.333 to
42.333 45.333 45.333
C 48 44 39 43.833 1.5
43.833 +/-
1.5
34.333 to
34.333 38.667 38.667
D 42 37 29 36.500 2.167
36.6 +/-
2.167
Develop Schedule

analyzing activity sequences, durations,

resource requirements and schedule
contraints
 Tools &
Techniques Output
Inputs 1.Schedule 1. Schedule
Network Baseline
1.Project Analysis
Management 2. Project Schedule
Plan 2.Critical Path 3. Schedule data
Method
2.Project 4. Project
Documents 3.Resource Calendars
Optimization
3.Agreements 5.Change Request
4.Leads and Lags 6. Project
4.EEF
5.Schedule Management
5.OPA Compression Plan updates
6.Project 7. Project
Management Document
Information Updates
System
7.Agile Release
Planning
 GANTT CHART
Symbols include:
Black diamonds: milestones
Thick black bars: summary tasks
Lighter horizontal bars: durations of tasks
Arrows: dependencies between tasks

55
 Resource Calendar
Information (skill, location, etc) in which
resource are potentially available.

Resource duration
ID Activity predecessor
(man) (minute)
A Purchase the material - 2 30
Measure the
B A 2 15
ingredients
C Mixing B 1 15
D Pre heat the oven C 1 10
Put the batter into
E C 1 5
mold
F Bake the cake C,D 1 120
 Resource Calendar
Plot into Gant Chart format

ACT Summary task

A A,2 A,2 Summary task
B B,2

C C,1 Milestone : tasting

D D,

E 1 Milestone : check
F F,1

10 20 30 40 50 60 70 80 90 100 110 120

DURATION
 Resource Calendar
ACT
A A,2 A,2

B B,2

C C,1

D D,

E 1

F F,1

10 20 30 40 50 60 70 80 90 100 110 120

MAN DURATION
6 A,2
5
4
3 2 2 2
2 1 1
1
10 20 30 40 50 60 70 80 90 100 110 120
DURATION
 Resource Calendar

MAN
6 A,2 We need only 2 people work
5 this project
4
3 2 2 2
2 1 1
1
10 20 30 40 50 60 70 80 90 100 110 120
DURATION
Adding Milestones to Gantt Charts

• Many people like to focus

on meeting milestones,
especially for large
projects
• emphasize important
events or
accomplishments on
projects
• ZERO DURATION
60
Schedule Network Analysis

Activity on
Arrow
(AOA)

Network
diagram
Activity on
Node
(PDM)
AON OR PDM RULES

Activity on
Arrow
(AON)
ES DUR EF

ACTIVITY NAME
LS TF LF
 FLOAT (SCHEDULE FLEXIBILITY)
• Float/slack
• Total float amount of time an activity can be delayed
without delaying the project end date

• Free float amount of time an activity can be delayed

without delaying the early start date of its successor

• Project float positive total float amount of time a

project can be delayed without delaying the externally
imposed project completion date required by the customer
or management

• Float is an asset
AON OR PDM RULES
ES DUR EF EF = ES + D -1
LS = LF – D +1
ACTIVITY NAME Float (F) = LS – ES = LF – EF

LS TF LF

• ES= Earliest Time • LS= Latest Start

• EF= Earliest Finish • LF= Latest Finish
• Dur= Duration • TF= total Float or
• EF= Earliest Finish slack (delayed time)
AON OR PDM PRACTICE
duration
ID predecessor
(minute)
A - 30
B A 15 Draw network diagram
D
C B
C
15
10
first!
E C 5
F C,D 120
AON OR PDM PRACTICE

Calculation • Backward Pass:

• Forward Pass: • LS – D +1 (predecessor)
• ES + D-1 = = LS (predecessor)
ES(successor) • Use lowest value on join
• use highest value on
join
 Critical Chain Scheduling

considers limited
resources when creating a
project schedule and
includes buffers to protect
the project completion date
67
Buffers and Critical Chain

–Project buffers or additional time

added before the project’s due date
–Feeding buffers or additional time
added before tasks on the critical path
68
Example of Critical Chain Scheduling

69
Schedule Compression: Fast Tracking

– Performing critical path activities in parallel.

– Usually increase risk and requires more attention
to communication.
– May need a rework.
– E.g. Design is half finished and start coding.
Schedule Compression: Crashing Method

– Add more reosurces to finish the task

– Always results in increased cost.
 Exercise
• Imagine if the project has float -3months,
which activities presented above would you
crash to save 3 months on the project,
assuming that the activities listed above
represent critical path activities
 exercise
original Crash
time extra cost per
Activity duration Duration original cost crash cost
(months) (months) savings cost month
J 14 12 2 10000 14000 4000 2000
K 9 8 1 17000 27000 10000 10000
N 3 2 1 25000 26000 1000 1000
L 7 5 2 14000 20000 6000 3000
M 11 8 3 27000 36000 9000 3000
 exercise
original Crash
time extra cost per
Activity duration Duration original cost crash cost
(months) (months) savings cost month
J 14 12 2 10000 14000 4000 2000
K 9 8 1 17000 27000 10000 10000
N 3 2 1 25000 26000 1000 1000
L 7 5 2 14000 20000 6000 3000
M 11 8 3 27000 36000 9000 3000

Some possible options might be J and K (2+ 1)

And another option include: J &N, K &L, L&N, M
 EXERCISE
• Find the least cost of those options

activities cost
J and K 14000
J and N 5000
K and L 16000
L and N 7000
M 9000
 Schedule shortening
• Fastrack always add risk and cost, may add
management time for PM
• Crash always add cost and risk, may add
management time for PM
• Reduce scope save cost, resource, time, may
negatively impact customer satisfaction, may
increase risk
• Cut quality requires good metrics on current
and desired levels of quality in order to be
effective, may negatively impact customer
satisfaction
 Output Develop Schedule
• Show interdependencies between variables
network diagram
• To report senior management milestone
chart
• To track progress and to report to the team
bar chart
Control Schedule

Monitoring the status of the project to

update project schedule and schedule
baseline
Controlling the Schedule Goals

• know the status of the schedule

• Influence factors that create schedule changes
• influence factors that cause schedule changes,
• determine that the schedule has changed
• manage changes when they occur
79
 Inputs Tools & Outputs
1. Project Techniques 1. Work Performance
information
Management Plan 1.Data Analysis
2. Schedule Forecasts
2.Project Documents 2.Critical Path Method 3. Change Requests
3. Work 3.Project Management 4. Project Management Plan
Performance Data Information System 5. Project Management Plan
4. OPA 4.Resource Updates
Optimization 6. Project Document
Updates
5.Leads and Lags
6.Schedule
Compression
Schedule Control Suggestions

• First review the draft schedule or

estimated completion date in the
project charter
• Prepare a more detailed schedule
with the project team
• realistic and followed
• Alert top management for
problem

Perform reality checks on schedules: 81

 Schedule Control Suggestions

Allow for contingencies

82
Schedule Control Suggestions

Don’t plan for everyone to work at 100% capacity all

the time
83
Schedule Control Suggestions

Hold progress meetings with

stakeholders and be clear and honest in
communicating schedule issues
84
Why Projects Are Often Late?
Many project managers estimate project
duration and cost by simply adding up most
likely estimates of activity durations and
costs;
Multitask contractor or
vendor