PMO 1.6 Project Schedule Project Management

Project Management Office
Title:
PMO-1.6 Project Schedule
Section where used:
Project Management
Prepared by Date Approved by Date
Kurt Deshayes, Jim Krupnick,

LBNL EVMS Surveillance Officer Laboratory Project Management Officer
Revision Log:
Rev. No. Effective Date Pgs. Affected Brief Description of Revision

0.0 June 1, 2005 All Original Document
1.0 February 2009 All Miscellaneous Updates, Review and Revisions to EIA-748B
1.0 PURPOSE
Project scheduling provides the basis for effective communications within the project team;
establishes a baseline for project status monitoring, reporting, and control; facilitates
effective management; and provides the basis for resource analysis and leveling,
exploration of alternatives, and cost/time tradeoff studies.
2.0 SCOPE
This procedure applies to all LBNL projects. All projects will have project schedules that
are prepared and maintained by the Project Team and approved by the Project Manager, and
others as required.
3.0 PURPOSE
DOE Order 413.3A.
LBNL Earned Value Management System Description.
PMO Procedure 1.8, Monthly Status/Reporting.
PMO Procedure 1.9, Change Control.
Revision 1.0 - February 2009 1 of 4

4.0 REQUIRED MATERIALS, EQUIPMENT, SUPPLIES, TOOLS, AND MANPOWER
Schedules will be prepared using Microsoft Project, Primavera, or other equal scheduling
software as approved by the LBNL Project Management Office (PMO).
5.0 PROCEDURE
Project managers will prepare and maintain a project schedule for their assigned projects.
Project schedules should not be developed in any more detail than is necessary for cost-
effective planning and management of the project.
5.1 General
Project schedules will consist of:

x The project activities.
x The scheduled start date and completion date for each activity.
x The project completion date (completion date milestone).
When appropriate, project schedules may also show:

x Important deliverables (task products).
x Key events and major decision points.
x Interfaces, links, critical path, and slack.
x Cost or resource loading.
5.2 Earned Value Management
For all projects requiring Earned Value Management System (EVMS) reporting, LBNL will
develop, utilize, and keep current the three categories of schedules described below. The
schedules will be used as tools to facilitate and achieve project goals and schedule
commitments and will generally reflect the following:
5.2.1 Baseline Schedule
The Baseline Schedule is the key control and contractual schedule for the entire project,
start to finish, that includes all major control milestones, and major activities included in the
project.
The Baseline Schedule is the basis for project schedule performance. The Project Manager
is responsible for developing the Baseline Schedule and subsequently executing the project
in accordance with the agreed to milestones reflected in the Baseline Schedule.
The Baseline Schedule is maintained under configuration management and may not be
revised without proper authorization.

5.2.2 Current Schedule
The Current Schedule enables the determination of critical paths and an evaluation of the
effects of the current schedule performance status on activities and milestones scheduled to
be accomplished in the future. The Current Schedule includes detailed input from all
Control Account Managers (CAMs) providing the ability to relate activities and milestones
between different levels of schedules. The Current Schedule must be consistent with key
deliverables, control and contractual milestones as reflected in the Baseline Schedule and
the Project Execution Plan (PEP), when applicable.
The Current Schedule reflects the actual status of the project at a current point in time and
shows the work performed and the milestone accomplishments. The Current Schedule
matches the Baseline Schedule at a re-baseline and may start to migrate as the schedule is
statused. The Current Schedule is updated at least monthly, or more frequently as
determined by the Project Manager, and is used by the CAMs as a key control and analysis
tool to manage the work and identify areas needing corrective action.
5.2.3 Supplemental Schedules
Supplemental Schedules are prepared at the discretion of the Project Manager or CAM to
facilitate and control a certain aspect or time frame of the project. These can be
computerized or manually generated documents. Examples can include: weekly or monthly
rolling or look ahead schedules, various subcontractor schedules, start up schedules, etc.
Supplemental Schedules are not under configuration control, but they must support the
Baseline Schedule milestones.
6.0 APPENDIX
Appendix A: Project Schedule Process Flow Diagram.

Title
APPENDIX A: Project Schedule Process

PMO 1.6 Project Schedule Project Management

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Project Management Office

Prepared by Date Approved by Date

Kurt Deshayes, Jim Krupnick,

Rev. No. Effective Date Pgs. Affected Brief Description of Revision

Revision 1.0 - February 2009 1 of 4

4.0 REQUIRED MATERIALS, EQUIPMENT, SUPPLIES, TOOLS, AND MANPOWER

Project schedules will consist of:

When appropriate, project schedules may also show:

5.2 Earned Value Management

5.2.1 Baseline Schedule

Revision 1.0 - February 2009 2 of 4

5.2.2 Current Schedule

5.2.3 Supplemental Schedules

Revision 1.0 - February 2009 3 of 4

Revision 1.0 - February 2009 4 of 4

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