#6 P ro j e c t

S c h e d u l e

PMBOK 6 Ed. – DEI-

Develop Schedule

analyzing activity sequences, durations,

resource requirements and schedule
contraints
 Tools &
Techniques Output
Inputs 1. Schedule
Network
1. Schedule
Baseline
1. Project Analysis 2. Project Schedule
Management 2. Critical Path
Plan 3. Schedule data
Method
2. Project 4. Project
3. Resource Calendars
Documents Optimization
3. Agreements 5. Change Request
4. Leads and Lags
4. EEF 6. Project
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

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 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 ingredients A 2 15
C Mixing B 1 15
D Pre heat the oven C 1 10
Put the batter into
E mold C 1 5
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
5
We need only 2 people work
this project
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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

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Schedule Network Analysis

Activity on
Arrow
(AOA)

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

Activity A Activity B
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
C B 15 Draw network
D C 10
E C 5 diagram first!
F C,D 120
AON OR PDM PRACTICE

Calculation • Backward Pass:

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

considers limited
resources when creating a
project schedule and includes
buffers to protect the project
completion date
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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
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Example of Critical Chain Scheduling

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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
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 Inputs Tools & Outputs
1. Project
Techniques 1. Work Performance
1.Data Analysis information
Management Plan
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: 30

 Schedule Control Suggestions

Allow for contingencies

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Schedule Control Suggestions

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

the time
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Schedule Control Suggestions

Hold progress meetings with

stakeholders and be clear and honest in
communicating schedule issues
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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
 Reference

• PMBOK® Guide – Sixth Edition (2017).

• PMP® Exam Prep, Ninth Edition (2017)