Chapter-06

PROJECT SCHEDULE
MANAGEMENT
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KEY
CONCEPT
⮚ Provides a detailed plan representing how and when the product/service will be delivered

⮚ Serves as a tool for communication, managing stakeholders’ expectation

⮚ Basis of Performance Reporting

6.1 Plan Schedule

Management
6.2 Define Activities

PROJECT 6.3 Sequence Activities PLANNIN

G
SCHEDULE 6.4 Estimate Activity Durations

MANAGEMENT 6.5 Develop Schedule

MONITORING
6.6 Control Schedule &
CONTROLLIN
G
KEY CONCEPT

PM Team Selects a schedule

method(Critical Path/ Agile Approach)

Enter activities, dates, duration, resources,

dependencies, constraints into a
SCHEDULING TOOL

Create SCHEDULE MODEL

The result is PROJECT SCHEDULE

PROJECT SCHEDULE
PRESENTATION

Network diagram

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TRENDS AND EMERGING PRACTICES

Iterative scheduling with a backlog.

This is a form of rolling wave planning based on adaptive life cycles,
such as the agile approach for product development

• Appropriate for widespread and growing use of adaptive life cycles

• It welcome changes throughout the development life cycle

On-demand scheduling
This approach, typically used in a Kanban system, is based on the theory-of-
constraints and pull-based scheduling concepts

• On-demand scheduling does not rely on a schedule that was developed

previously
• Pulls work from a backlog or intermediate queue of work to be done
immediately as resources become available
• On-demand scheduling is often used for projects that evolve the product
incrementally
The process of establishing the policies, procedures, and documentation for
planning, developing, managing, executing, and controlling the project schedule.

Plan Schedule Management 6

6.1 Plan Schedule Management
6.1 Plan Schedule Management

Tools & Technology

Data Analysis:
• Ex. Alternative Analysis
• which schedule methodology to use
• combine various methods
• how detailed the schedule needs to be
• duration of waves for rolling wave
planning
• how often it should be reviewed and
updated.
Meeting:
• Planning meetings
• Participants: PM, Sponsor, Project
Team Member, Selected
stakeholders, anyone
• with responsibility for schedule
planning or execution, and others
as needed.
Identifying and documenting the specific actions to be
performed to produce the project deliverables

Define Activities
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6.2 Define Activities

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6.2 Define Activities
Tools &
Technology
Decomposition:
Technique used for dividing and subdividing
the project scope and
deliverables into smaller, more manageable
parts
Ex. Work Breakdown Structure

Rolling Wave Planning:

• Rolling wave planning is an iterative
planning
• It is a form of Progressive Elaboration
• During early planning when information is
less visible may be decomposed to the
known level of detail.
• As more is known about the upcoming
events in the near term, work packages can
be decomposed into activities.

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Rolling Wave Planning — a project management methodology in which near term activities
are planned in details while future activities are planned in high level. As the project progresses, more
information becomes available so that future activities can be planned in more details.

Progressive Elaboration — More details are added to the project plan as more
information becomes available while the project progresses.

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Milestone — An important event in the project timeline that has no duration.

Activity Attributes — Additional information to the activities listed in the activity

list.
• activity identifier,
• description,
• Assumptions and constraints,
• predecessor and successor,
• resources and
• responsible persons.

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Identifying and documenting relationships among the project activities.
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 Sequence Activities
Inputs
1. Project management plan
• Schedule management
plan
• Scope baseline
3. Project documents
•
Activity attributes
• Activity list
• Assumption log
• Milestone list
3. EEFs
4. OPAs
Tools & Techniques
1. Precedence diagramming
method
2. Dependency determination
3. Leads and lags
4. PMIS
Outputs
1. Project schedule network
diagram
2. Project documents updates
• Activity attributes
• Activity list
• Assumption log
• Milestone list
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 is a technique used for constructing a schedule model

Activities are represented by nodes and are graphically linked by

one or more logical relationships.

Four types of logical relationships

1. Finish-to-start (FS) 2. Start-to-start (SS)
3. Finish-to-finish (FF) 4. Start-to-finish (SF)
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PDM RELATIONSHIPS

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 PDM RELATIONSHIP EXAMPLE

1. FS: Award ceremony (S) cannot start until the race (P) has finished
2. FF: Writing a document (predecessor) is required to finish before editing
(successor) the document can finish
3. SS: To apply a coating (successor) , you also need to clean the wall
(predecessor). Both activities can be started at the same
4. SF: The first security guard shift (predecessor) cannot finish until the
second security guard shift (successor) starts.

Around 95% of all relationships in a network diagram use the finish-to-start relationship and the
very rare case is Start to Finish.
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 LET’S HAVE A BREAK
Event Relation

You cannot start development until you finish the design Finish-Start

Marketing brochure preparation cannot start until user documentation has begun Start-Start

Broadcast of a football match cannot finish until the match is finished Finish-Finish

Medical officer duty shifting in an emergency ICU unit Start- Finish

Level concrete (successor) cannot begin until pour foundation (predecessor) begins Start-Start

Supper starts when the cooking is complete Finish- Start

 DEPENDENCY DETERMINATION

▪ Mandatory dependencies : Hard logic

▪ Discretionary dependencies: Soft logic
▪ External dependencies
▪ Internal dependencies

Though there are four types of dependency, two types are happen at the same time. i.e. external
mandatory or internal discretionary. 20
 BRAINSTROM
Event Relation

A – Requirement Documentation; B – Client Approval Mandatory

A – Book Airline Ticket; B – Buy Insurance Discretionary

A – Delivery of Equipment; B – Start Development External

A – Develop System; B – Test System Internal

Develop System Module X; B – Develop System Module Y Discretionary

Build Car Prototype; B – Perform Crash Testing Mandatory

 LEAD AND LAG

A lead is the amount of time a successor activity can be advanced

A lag is the amount of time a successor activity will be delayed

Finish to Start (Lead) Finish to Start (Lag)

Bake cake

Decorate cake
FS +2h

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SCHEDULE NETWORK DIAGRAM

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Estimate Activity Duration

Estimating the number of work periods needed

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 Estimate Activity Duration
Inputs Tools & Techniques Outputs

1. Project management plan 1. Expert judgment 1. Duration estimates

• Schedule management plan 2. Analogous estimating 2. Basis of estimates
• Scope baseline 3. Parametric estimating 3. Project documents updates
2. Project documents 4. Three-point estimating • Activity attributes
• Activity attributes 5. Bottom-up estimating • Assumption log
• Activity list • Lessons learned register
6. Data analysis
• Assumption log • Alternative analysis
• Lessons learned register • Reserve analysis
• Milestone list
•
7. Decision making
Project team assignments
• Resource breakdown structure 8. Meetings
• Resource calendars
• Risk register
3. EEFs
4. OPAs

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 ESTIMATIONS

▪ Analogous Estimating
▪ Parametric Estimating
▪ Three point Estimating
▪ Most likely
▪ Optimistic
▪ Pessimistic

▪ Bottom-up Estimation

Q
Dhaka to Savar travel time: best- 30 minutes, normal- 45 minutes, and worst- 90 minutes.
What is the expected time and standard deviation to travel?
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 DATA ANALYSIS

Alternative Analysis:

• Make or Buy, Automated vs. Manual

Reserve Analysis:
• Known-unknowns: Contingency Reserve
• Unknown-unknowns: Management Reserve

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Decision Making

• Fist of Five

Meeting:
• Sprint or Iteration planning meetings

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Inputs
1. Project management plan
• Schedule management plan
• Scope baseline
2. Project documents
• Activity attributes
• Activity list
• Assumption log
• Basis of estimates
• Duration estimates
• Lessons learned register
• Milestone list
• Project schedule network
diagram
• Project team assignments
• Resource calendars
• Resource requirements
• Risk register
3. Agreements
4. EEFs
5. OPAs
Develop Schedule
Tools & Techniques
1. Schedule network analysis
2. Critical path method
3. Resource optimization
4. Data analysis
• What-if scenario analysis
• Simulation
5. Leads and lags
6. Schedule compression
7. PMIS
8. Agile release planning
Outputs
1. Schedule baseline
2. Project schedule
3. Schedule data
4. Project calendars
5. Change requests
6. PM plan updates
• Schedule management plan
• Cost baseline
7. Project documents updates
• Activity attributes
• Assumption log
• Duration estimates
• Lessons learned register
• Resource requirements
• Risk register
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 CRITICAL PATH METHOD (CPM)

The critical path

⮚Longest of all paths through the project
⮚Shortest time to complete the project
⮚Path with minimum float/slack time 30
Resource Optimization
• Resource leveling: cause the original critical path to change
• Resource smoothing: may not be able to optimize all resources

Modeling Techniques
• What-if scenario analysis
• Simulation

Schedule compression techniques

• Fast Tracking: Perform work in parallel
• Crashing: Adding extra resources
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RESOURCE OPTIMIZATION

PMBOK guide 32
SCHEDULE COMPRESSION

PMBOK guide 33
 ES Duration EF

Activity name

LS Float LF

Free: The time an activity can be delayed without Float = LS-ES or LF-EF
delaying the early start of the successor.

Total: The time an activity can be delayed without

delaying the project end date.

Project: The time the project can be delayed without

delaying another project.

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 NETWORK DIAGRAMS

Project management tool

Activity oriented

Predecessors and Successors

Shows the chronological relationship between Activities

Activities are represented by boxes

Dependencies are represented by arrows

Multiple arrows (dependencies) are possible

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 NETWORK DIAGRAMS
Work package Duration Predecessors

A. Initial Planning 20 Start

B. Furniture Selection 25 A

C. Office Preparation 20 A

D. Actual Move 5 B,C

E. Closeout 5 D

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 Exercise: Install new building fire alarm

Activity Predecessor Durations

A. Determine system requirements Start  10 
B. Design system layout A 15
C. Obtain new water line A 20
D. Obtain permits B 32
E. Order parts B 35
F. Install new system D,E 5
G. Test new system C,F 2
H. Deactivate old system G 1

Q
1. What is the critical path?
2. Where is the float or slack, if any?

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 ES Duration EF
25 32 57
Activity name
D
3 LS Float LF

10 15 25 60 5 65
B F

0 10 10 25 35 60 65 2 67 67 1 68

START A E G H

10 20 30
C
35

Critical path: ABEFGH

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Inputs
1. Project management plan
• Schedule management plan
• Schedule baseline
• Scope baseline
• Performance measurement
baseline
2. Project documents
• Lessons learned register
• Project calendars
• Projects schedule
• Resource calendars
• Schedule data
3. Work performance data
4. OPAs
Control Schedule
Tools & Techniques
1. Data analysis
• Earned value analysis
• Iteration burndown chart
• Performance reviews
• Trend analysis
• Variance analysis
• What-if scenario analysis
2. Critical path method
3. PMIS
4. Resource optimization
5. Leads and Lags
6. Schedule compression
Outputs
1. Work performance info
2. Schedule forecasts
3. Change requests
4. PM plan updates
• Schedule management plan
• Schedule baseline
• Scope baseline
• Performance measurement
baseline
5. Project documents updates
• Assumption log
• Basis of estimates
• Lessons learned register
• Project schedule
• Resource calendars
• Risk register
• Schedule data
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 PROCESS CHECK
The process of establishing the policies, procedures, and documentation for Plan Schedule
planning, developing, managing, executing, and controlling the project schedule. Management

The process of estimating the number of work periods needed to complete Estimate Activity
individual activities with the estimated resources. Duration

The process of identifying and documenting the specific actions to be performed to Define Activities
produce the project deliverables.

The process of monitoring the status of the project to update the project schedule
Control Schedule
and manage changes to the schedule baseline.

The process of identifying and documenting relationships among the project

Sequence Activities
activities.

The process of analyzing activity sequences, durations, resource requirements, and

schedule constraints to create the project schedule model for project execution and Develop Schedule
monitoring and controlling.

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 MEMORY CHECK
1. The four types of precedence relationships are:________, ________, ________, _________
2. The completion of a key deliverable or a phase in the project is called a____________
3. Starting a successor activity before the predecessor is complete is called a ______, while a delay in
starting a successor activity is defined as a_______
4. The most accurate and time consuming of the estimates is called________estimating
5. The time an activity can be delayed without delaying the project end date is called __________
6. The_____________ in a network diagram is the longest path through the network that produces
the shortest possible completion time for the project
7. The time a project can be delayed without delaying the start of a successor project is called
___________
8. The two primary schedule compression techniques are called _________and _____________
9. Stabilizing the number of resources working in each time period to prevent resource over
allocation is known as_____________
10._____________describes the time an activity can be delayed before delaying the early start (ES) of
a successor activity
11.Higher-level summary activities that occur between milestones in a bar chart are frequently
called_____________
12.An activity that has no duration is called a___________
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