Session 2 - Project Scope and Schedule Planning

Project Management I
ADM 6260-E00
Sara Hajmohammad, PhD, PMP

Winter 2020
Session 2
Project Planning
Integration, Scope, and Schedule
From Project Management Absolute Beginner's Guide, 4/e by Gregory M. Horine (0789756757) Copyright
© 2017 Pearson Education, Inc. All rights reserved
2
Monitoring &
Initiating Planning Executing Closing
Controlling
Integration
Scope Scope
Schedule Schedule
Cost Cost
Quality
Resources
Communications
Risk
Procurement
Stakeholders
3
Project
Planning
Process
Group
PMBOK, 6th Edition (2017)
4
Integration: Project Management Plan
• Scope, Requirements, Schedule, Cost, Quality,
resource, communications, risk, procurement, and
stakeholder management plans.
• Scope, schedule, and cost baselines.
– PM reports project performance based on them.
– Scope baseline: project scope statement + WBS
– Schedule and Cost baselines: The agreed-upon
schedule and cost budget.
• Change management plan.
• …
5
Planning: Project Scope
Management
Monitoring &
Controlling
Integration
Scope Scope
Schedule Schedule
Cost Cost
Quality
Resources
Communications
Risk
Procurement
Stakeholders
7
Scope
• Product Scope: features/functions that characterize a
product, service, result, or deliverables.
– Project: Build a new train terminal
– Product Scope: A new train terminal with such and
such specifications.
• Project Scope: The work performed to deliver the
product, service, result, or deliverables.
– Project Scope: includes the planning, coordination,
and management activities on top of product
scope.
8
Scope Management Planning
Plan Scope Management
Collect Requirements Outputs:

1. Scope Management Plan
2. Requirements Management Plan
3. Project Scope Statement
4. WBS
5. Scope Baseline
Define Scope
Create WBS
9
Plan Scope Management
Scope management plan: documents how project and product
scope will be defined, validated, and controlled
– Process for preparing a project scope statement
– Process for creating WBS
– Establishing how the scope baseline will be approved and maintained.
– Specifying how formal acceptance of project deliverables will be obtained.
Requirements management plan: describes how project and
product requirements will be analyzed, documented, & managed.
– How requirements activities will be planned, tracked, and reported.
– Configuration/change management activities
Plan Scope
– Requirements prioritization process Management
Collect
– Metrics that will be used and the rationale for using them Requirements
–… Define Scope

Create WBS
10
Collect Requirements and Define Scope
The output is Project Scope Statement that Includes:

• Product Scope
• Project Scope
• Deliverables
• Acceptance Criteria
• Exclusions
Plan Scope
Management
Developed mainly based on Project Charter

Collect
Requirements
Define Scope
Create WBS
11
Create Work Breakdown Structure
• Subdividing project deliverables and project work into smaller,
more manageable components. The output is the Scope
Baseline.
– Every single thing that anyone on the project team—including PM- will
do is written down in the WBS.
– The WBS doesn’t show the order of work packages or any
dependencies between them. Its only goal is to show the work
involved in creating the product.
– Breakdown the work by deliverables or by project phase.
– Take deliverables and coming up with work packages that will create
them (Decomposition) Plan Scope
Management
Collect
Requirements
Define Scope
Create WBS
12
13
Work Breakdown Structure
Building a
Complex
Project
Engineering Procurement Construction Safety …
Management
Schedule Electrical Foundation
Cost Architecture External
Quality Mechanical Internal
Communications …
14
Scope Baseline
• Project Scope Statement
+
• WBS
Plan Scope
Management
Collect
Requirements
Define Scope
Create WBS
15
Responsibility Matrix (RACI)
• RACI Matrix is a table
• Responsible-Accountable-Consulted-Informed
• Project tasks derived from the WBS listed in rows and

departments and individuals in the columns
• Helps organize the project team
16
Sample RACI
Responsible: performs the work.

Accountable: ultimately
accountable and has Yes/No/Veto.
Consulted: needs to feedback and
contribute to the work.
Informed: needs to know of the
decision or action.
17
18
Planning: Project
Schedule Management
Monitoring &
Controlling
Integration
Scope Scope
Schedule Schedule
Cost Cost
Quality
Resources
Communications
Risk
Procurement
Stakeholders
20
21
Schedule Management Process
Plan Schedule Management
Define Activities
Outputs:
1. Schedule Management Plan
Sequence Activities 2. Project Schedule
3. Milestone List
4. Schedule Baseline
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
22
Plan Schedule Management
• The process of establishing the policies, procedure,

and documentation for planning, developing,
managing, executing, and controlling the project
schedule.
Plan Schedule
Management
Define Activities
Sequence Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop Schedule
23
Define Activities
• Decompose work packages in WBS into activities

required to produce them (activities consume time
and resources).
– Rolling Wave Planning: Plan the higher level, wait
until the work is clearer to plan the lower levels
(Progressive Elaboration) Plan Schedule
Management
– Milestones: Significant events within Define Activities
project schedule (important delivery Sequence Activities
Estimate Activity
Resources
dates, checkpoints, etc.) Estimate Activity
Durations
Develop Schedule
24
Define Activities- Example
• Project: Wedding
• Project manager- the wedding planner: Rose
• Part of the WBS: Wedding
Food Invitation Bridal
• Milestones: Invitations sent; Menu finalized; Church

booked; Dresses fitted. The invitations be printed at
least 3 months in advance to be sure everyone had
time to RSVP (client requirement).
25
Wedding
Food Invitation Bridal
• Find caterer • Create guest list • Shop for dress

• Finalize the menu • Pick calligrapher • Shop for shoes
• Cater the wedding • Pick printer • Choose bouquet
Break down the • Design invitations • Tailoring & fitting
activities to the • Print invitations
level at which they • Address invitations
can be estimated • Mail invitations
accurately.
26
Define Activities (summary)
Scope Baseline Activity List

WBS
Define
Activity Attributes
Project Scope Statement Activities Milestone List
• Activity list: a lower level of WBS.

• Activity attributes: description of each activity like
predecessor, successor, or constraints, resources, etc.
• Milestones: all of important checkpoints of your project.
27
Sequence Activities
No
• Network Diagrams Loops
Allowed
– Activity-on-Node (AON)
Activity Activity
A B
– Activity-on-Arrow (AOA) Plan Schedule

Management
Define Activities
A B Sequence Activities
0 1 2 Estimate Activity
Resources
Estimate Activity
Durations
Develop Schedule
28
AON vs. AOA
Predecessors
– AON Activity
B Successors
Activity
A
Activity
C
– AOA
B 2
A
0 1
C 3
29
Drawing a Network Diagram
Think about activity precedence. For each activity:

• Which activities must be finished before this activity
can be started?
• Which activities can be done concurrently with this
one?
• Which activities cannot be started until this activity is
finished?
30
Sequence Activities- Example
Pick Address Send

calligrapher invitations invitations
Finish
Start Design Print
invitations invitations
Pick
menus
printer
31
Predecessors (1)
• Finish to Start (FS): Print Address

invitations invitations
Give toasts
• Start to Start (SS):
Serve cake
Play “here comes
the bride”
• Finish to Finish (FF): Bride walks down

the aisle
32
Predecessors (2)
• External predecessors: something outside the project

work
• Discretionary predecessors: no necessity, a matter of

preference!
• Mandatory predecessors: nature of the work
33
Estimate Activity Resources and Duration
• Resources:
– Human resources
– Equipment and material
–… Plan Schedule
Management
Define Activities
Sequence Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop Schedule
• Padding is not allowed: we need a realistic schedule

and budget
34
Estimation Techniques
• Expert Judgement
• One-Point Top-Down Estimating (Analogous)
• Parametric Estimating
• Three-Point Estimating
35
Three-Point Estimation
Risk-based expected duration estimate (with

assumptions)
Optimistic (O), Pessimistic (P), Most Likely (M)
• Simple Average Method (straight, equal weights)

– Expected Activity Duration = (P+M+O) /3
• Beta Distribution (PERT or weighted average)

– Expected Activity Duration = (P+4M+O)/6
36
Example- Venue Selection
• Optimistic: the couple settles on the first venue they

visit (9 days)
• Most Likely: they will visit four to five venues and
spend sometime negotiating with the venue
operators (15 days)
• Pessimistic: They’ll comb the neighborhood and visit
every place for weeks (30 days)
Estimated Duration=(9+4(15)+30)/6=16.5 days
37
Exercise
• A software team gathered estimates for all of the

work they’d have to do to build the next major
release of their product. Last time it took them
around 45 days, but they’re hoping that the lessons
learned from the past release could bring the time
down to 30 days. However, the infrastructure team
needs to upgrade their servers, and they are
concerned that procurement delays could potentially
extend the project to 90 days. What is the expected
duration of project (assuming a beta distribution)?
38
Answer
• Optimistic Duration = 30 d
• Pessimistic Duration = 90 d
• Most Likely Duration = 45 d
• Expected Duration = 50 d
39
Develop Schedule
• What should you do to create a finalized schedule?

– Schedule Network Analysis
• Critical Path Method
• Schedule Compression
• Resource Optimization
Plan Schedule
Management
Define Activities
Sequence Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop Schedule
40
Critical Path Method
• Critical Path: Longest duration path through a

network diagram; determines the shortest time it
could take to complete the project. Delay in one
activity on this path will cause the entire project to
be delayed!
• Near-Critical Path: The path close in duration to the
critical path.
41
Example
C, 2
A, 4
Start B, 7 Finish
D, 3 E, 5
• Start-A-C-Finish: 4+2=6
• Start-A-B-Finish:4+7=11
• Start-D-E-Finish:3+5=8
42
Exercise
43
Answer
Start-D-E-F-G-End
17
3
44
Critical Path Method (cont’d)
• To see exactly how much freedom you have in your

The earliest time
schedule: an activity can
The earliest time Activity Duration finish
an activity can
start Early Start Early Finish
(ES) (EF)
Activity A
The latest time an
Late Start Late Finish
activity can start
(LS) (LF)
45
• Forward Pass Method (Add ES and EF to Precedence

Network).
• ES for first activity = 0
• EF for first activity = 0 + Duration
• ES for each activity = EF for its predecessor
– If two or more predecessors: ES = The latest EF
46
Example
3 8
3 6 6 14
B D
14
3
0 3
Start A 4
6 14 18
E Finish
3 9
C
47
• Backward Pass Method (Add LS and LF to Precedence

Network).
• LF for last activity = its EF
• LS for last activity = its LF - Duration
• LF for each activity = LS for its successor
– If two or more successors: LF = The earliest LS
48
Example
3 8
3 6 6 14
B D
3 6 6 14
3
0 3
Start A 4
0 3 14 18
6
E Finish
3 9 14 18
C
8 14
49
Critical Path Method- Float
• Float (Slack)
– Activity Float: Amount of time an activity can be
delayed without delaying the project end date or a
milestone.
– Project Float: Amount of time a project can be
delayed without delaying the end date specified
by customer.
50
• Floats
– Activities on critical path have zero float
– Float = Late Start (LS) – Early Start (ES)
– Float = Late Finish (LF) – Early Finish (EF)
51
Example
3 8
3 B 6 6 D 14
3 0 6 6 0 14
3
0 A 3
Start 4
0 0 3
6 14 E 18
Finish
3 C 9 14 0 18
8 5 14
52
Exercise
53
Answer
54
Exercise
What is the float for each activity?
55
Answer
Critical Path: 17
A=2, B=2, C=7, D=0, E=0, F=0, G=0, H=6, I=6

56
Project Schedule Format
• Network Diagram: Show interdependencies and

manage the schedule.
• Milestone Chart: Report to customer or senior
management
• Gantt Chart (Bar Chart): Track progress or report to
the project team.
57
Milestone Chart
58
Gantt Chart
59
ACTIVITY DEFINITION AND SEQUENCING
WORK BREAKDOWN STRUCTURE
OBJECTIVES
PROJECT HOW
CHARTER
WHAT
ESTIMATION
ORGANIZATIONAL STRUCTURE WHEN HOW MUCH

WORK
PACKAGE
(WP) WP SCHEDULE BUDGET
WP $
RESPONSIBILITIES ASSIGNMENT
PARTICIPANTS
WP
WHO
Source: Pierre Ménard, UQAM
60
Develop Schedule (cont’d)
• What should you do to create a finalized schedule?

– Schedule Network Analysis
• Critical Path Method (Normal/Standard Resource
Loading)
• Schedule Compression
• Resource Optimization
Plan Schedule
Management
Define Activities
Sequence Activities
Estimate Activity
Resources
Estimate Activity
Durations
Develop Schedule
61
Schedule Compression
• Why?
– A completion date required by customer that
cannot be met, Bring the delayed project back in
line, Adjust the project for changes.
• Objective?
– To compress the schedule without changing the
project scope.
• How?
– Fast tracking
– Crashing
62
Fast Tracking
• Taking the critical path activities that were originally

planned in series and doing them in parallel for some
or all of their duration; Overlapping Activities
• Downside?
– Reworks, increased risk, more attention to
communication.
63
Example
• You guess that 70% of the invitees will RSVP. Instead

of waiting for all of them to come in, you go ahead
and reserve the tables and chairs now.
64
Example
• Which activity would you fast track to shorten the

project length?
65
Crashing
• Adding or adjusting resources in order to compress
the schedule while maintaining the original project
scope (Trade time for money).
• Downside?
– Increased costs, increased risk.
• Examples: Hire contract resources to supplement the
internal resources on the critical path activities, Buy
a software application.
𝐶𝑟𝑎𝑠ℎ 𝐶𝑜𝑠𝑡 − 𝑁𝑜𝑟𝑚𝑎𝑙 𝐶𝑜𝑠𝑡
𝐴𝑐𝑡𝑖𝑣𝑖𝑡𝑦 𝑆𝑙𝑜𝑝𝑒 $ 𝑝𝑒𝑟 𝑑𝑎𝑦 =
𝐶𝑟𝑎𝑠ℎ 𝑇𝑖𝑚𝑒 − 𝑁𝑜𝑟𝑚𝑎𝑙 𝑇𝑖𝑚𝑒
66
Crashing Example
B,2 E,3
A,3 C,2
D,4
67
Crashing Example (cont’d)
Duration Cost Activity
Activity Prec.
(Norm/Crash) (Norm/Crash) Slope
A - 3,2 40 , 80 -40
B A 2,1 20 , 80 -60
C A 2,2 20 , 20 -
D* A 4,1 30 , 120 -30
E** B 3,1 10 , 80 -70 (2 d)
*Partial crashing allowed: it can be crashed one day at a time.
** Partial crashing not allowed: it cannot be broken to one-day
segments.
68
Crashing Example (Cont’d)
Reduce the duration by one day:
Critical Time= 8 days
B,2 E,3
Total Cost=$120
A,2 C,2
D,4
A,3  A,2
Project Time= 7 days
Total Cost=$160
• Least expensive way, critical path: Crash A
• Is there a change in critical path? No
• Project becomes one day shorter!
69
Activity Prec.
A - 3,2 40 , 80 -40
B A 2,1 20 , 80 -60
C A 2,2 20 , 20 -
D* A 4,1 30 , 120 -30
E** B 3,1 10 , 80 -70 (2 d)
segments.
70
Reduce the duration by two days:
B,1 E,3
Total Cost=$120
A,2 C,2
D,4
A,3  A,2 + B,2 B,1
Total Cost=$220
• Least expensive way, critical path: Crash A + B
• Is there a change in critical path? Yes
• Project becomes two days shorter!
71
Reduce the duration by three days:
B,2 E,1
Total Cost=$120
A,2 C,2
D,4
E,3  E,1 + A,3 A,2 Not
enough!
Total Cost=$230
• Least expensive way, critical path: Crash E + A
• Project becomes two days shorter!
72
Activity Prec.
A - 3,2 40 , 80 -40
B A 2,1 20 , 80 -60
C A 2,2 20 , 20 -
D* A 4,1 30 , 120 -30
E** B 3,1 10 , 80 -70 (2 d)
segments.
73
Reduce the duration by three days:
B,2 E,1
Total Cost=$120
A,2 C,2
D,3
E,3  E,1 + A,3 A,2+ D,4 D,3
Total Cost=$260
• Least expensive way, critical path: Crash E + A + D
• Project becomes three days shorter!
74
Crashing Flowchart
Find The Critical Note: Expedite Project Duration
Path (One time unit at a time)
Expedite Cheapest
Check if the Critical Path
Task(s)
Changed!
(on the critical path)
No
Reached the Goal or
Expediting-Cost>Benefit
Yes
End
75
Fast Tracking, Crashing, or both?
• Always see all the potential options and then select

the one(s) or a combination of them that has the
least negative impact on the project.
76

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Project Management I

Sara Hajmohammad, PhD, PMP

PMBOK, 6th Edition (2017)

Plan Scope Management

Collect Requirements Outputs:

– Requirements prioritization process Management

PMBOK, 6th Edition (2017)

The output is Project Scope Statement that Includes:

Developed mainly based on Project Charter

Schedule Electrical Foundation

Cost Architecture External

Quality Mechanical Internal

• Project Scope Statement

• Project tasks derived from the WBS listed in rows and

• Helps organize the project team

Responsible: performs the work.

Plan Schedule Management

Estimate Activity Resources

Estimate Activity Durations

• The process of establishing the policies, procedure,

• Decompose work packages in WBS into activities

– Milestones: Significant events within Define Activities

project schedule (important delivery Sequence Activities

Food Invitation Bridal

• Milestones: Invitations sent; Menu finalized; Church

Food Invitation Bridal

• Find caterer • Create guest list • Shop for dress

Scope Baseline Activity List

• Activity list: a lower level of WBS.

– Activity-on-Arrow (AOA) Plan Schedule

Think about activity precedence. For each activity:

Pick Address Send

• Finish to Start (FS): Print Address

• Finish to Finish (FF): Bride walks down

• External predecessors: something outside the project

• Discretionary predecessors: no necessity, a matter of

• Mandatory predecessors: nature of the work

• Padding is not allowed: we need a realistic schedule

Risk-based expected duration estimate (with

• Simple Average Method (straight, equal weights)

• Beta Distribution (PERT or weighted average)

• Optimistic: the couple settles on the first venue they

Estimated Duration=(9+4(15)+30)/6=16.5 days

• A software team gathered estimates for all of the

• What should you do to create a finalized schedule?

• Critical Path: Longest duration path through a

• To see exactly how much freedom you have in your

• Forward Pass Method (Add ES and EF to Precedence

• Backward Pass Method (Add LS and LF to Precedence

What is the float for each activity?

A=2, B=2, C=7, D=0, E=0, F=0, G=0, H=6, I=6

• Network Diagram: Show interdependencies and

ORGANIZATIONAL STRUCTURE WHEN HOW MUCH

Source: Pierre Ménard, UQAM

• What should you do to create a finalized schedule?

• Taking the critical path activities that were originally

• You guess that 70% of the invitees will RSVP. Instead

• Which activity would you fast track to shorten the

• Always see all the potential options and then select

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