Project Schedule

Management
 Project Scope
Management
Project Project
Stakeholder Schedule
Management Management

Project Project Cost

Procurement Management
Project
Management
Integration
Management

Project
Project Risk Quality
Management Management

Project Project
Communications Resource
Management Management
 Project Time Management: Objective

o Understand the importance of project schedules and good project time

management.
o Define activities as the basis for developing project schedules.
o Describe how project managers use network diagrams and dependencies to
assist in activity sequencing.
o Understand the relationship between estimating resources and project
schedules.
o Explain how various tools and techniques help project managers perform
activity duration estimating.
o Project Schedule development and controlling process
o Describe how project management software can assist in project time
management
Where are we in the PM Process Groups & Knowledge Areas
A Key Concepts for Project Time Management
Project scheduling provides a detailed plan that represents how and when the
project will deliver the products, services, and results defined in the project scope
and serves as a tool for communication, managing stakeholders’ expectations, and
as a basis for performance reporting.

The project management team selects a scheduling method, such as critical path
or an agile approach.

Then, the project-specific data, such as the activities, planned dates, durations,
resources, dependencies, and constraints, are entered into a scheduling tool to
create a schedule model for the project. The result is a project schedule.
 Key Concept: WBS

Project
Project

Deliverable
Deliverable
Deliverable22
Deliverable ….n
….n
Deliverable11
Deliverable

Work
Work Work
Work Work
Work
Work
Work
Package 22
Package Package 33
Package Package …n
Package …n
Package 11
Package
 Key Concepts: Drill down to activities

Karim’s wedding Deliverable

Work Food Invitation

package

Find Create the

caterer guest list
Activity
Finalize
Print the
The menu
invitation

Cater the
wedding Mail the
invitation

Wait for
The RSVPs
 Project Time Management

Project Time Management includes the processes required to accomplish

timely completion of the project.
B Trends and Emerging Practices
Some of the emerging practices for project scheduling methods
include but are not limited to:
 Iterative scheduling with a backlog:
 The requirements are reported in customer records and
prioritized prior to product development.
 some of these deliverables can be completed and delivered to
the client during the work, instead of doing everything at the
end of the project.
 The great advantage of this method is that it accepts and applies
the changes during the life cycle of the project, therefore during
the development of the deliverables.
B Trends and Emerging Practices
 On-demand scheduling:
 On-demand scheduling is usually done for the projects that are
incrementally evolved.
 The concept of on-demand scheduling is related to lean
manufacturing where the products are produced only when
there is a demand.
 Using on-demand scheduling, the work is pulled from a queue
when the resources are available.
 On-demand scheduling is done in order to balance the demand
against the workers' output.
C Tailoring Considerations

Life Cycle approach Resource availability

Project dimensions Technology support

D Considerations for Agile/Adaptive Environments
Adaptive approaches use short cycles to undertake work, review the results, and
adapt as necessary.

rapid feedback on the approaches and suitability of deliverables

to be successful in using adaptive approaches, the project manager will need to be

familiar with the tools and techniques to understand how to apply them
effectively
 Schedule Management: Processes

Process Name Process Group

Plan Schedule Management Planning
Define Activities Planning
Sequence Activities Planning
Estimate Activity Duration Planning
Develop Schedule Planning
Control Schedule M&C
Key concepts: Schedule baseline, Schedule data, Schedule compression, PDM,
Network diagram, AON, AOA, Predecessor, Successor, Dependencies, CPM, Float
(Slack), Heuristics, Padding, Lead and Lags, Resource leveling, Smoothing
 Plan Schedule Management: Inputs

Project Management Plan  Scope Management Plan

 Development approach
Project Charter It defines the summary milestone schedule and project approval
requirements that influence the project schedule
Enterprise Environmental Include but not limited to:
Factors • Organizational culture and structure
• Resource availability and skills
• Project management software for scheduling and alternative analysis
• Published commercial information
• Organizational work authorization system

Organizational Process Include but not limited to

Assets • Monitoring and reporting
• Historical information, schedule control tools, templates
• Schedule control related policies, procedures and guidelines
• Change control and risk control procedures
• Project closure guidelines
 Plan Schedule Management: TT

Expert Judgment Guided by historical information, provides valuable insight

about environment and information from prior similar
projects.

DATA ANALYSIS  Choosing strategic options to estimate and schedule the

Analytical project, such as, scheduling methodology, scheduling tools
Techniques and techniques, estimating approaches, formats and project
management software. It also detail ways to fast track or
crash. Techniques like Rolling wave planning, leads and lags,
alternative analysis and methods for reviewing schedule
performance may influence scheduling techniques.

Meeting For developing schedule management plan. Project

manager, Sponsor, selected team member, selected
stakeholder, responsible person for scheduling planning and
execution may include in the meeting.
 Plan Schedule Management: Outputs

Schedule Management Plan, is a component of the project management plan that establishes the
criteria and the activities for developing, monitoring and controlling the schedule. It includes:
• Project schedule model development
• Level of accuracy
• Units of measure
• Organizational procedures links
• Project schedule model maintenance
• Control thresholds
• Rules of performance measurement
• Rules for establishing percent complete
• Earned value measurement techniques
• Schedule performance measurements like SV, SPI
• Control accounts
 Define Activities

It is the process of identifying and documenting the specific actions to be performed

to produced the project deliverables by decomposing work packages to activities.

Activity List

• activity 1
Decomposed to • activity 2
• activity 3
Work package • …….
• ………..
• activity n
 Define Activities: Inputs
Schedule Management It is the prescribed level of detail necessary to manage the work
Plan
Scope Baseline WBS, deliverables, constraints and assumptions documented in the
scope baseline are considered explicitly while defining activities

Enterprise Environmental Include but not limited to:

Factors • Organizational cultures and structure
• Published commercial information from commercial database
• PMIS

Organizational Process Include but not limited to:

Assets • Lessons learned knowledge from previous similar projects
• Standardized processes
• Templates that contain standard activity list or a portion of activity list
• Existing formal and informal activity planning-related policies,
procedures and guidelines.
 Define Activities: TT
Decomposition WBS and WBS dictionary is the basis for development of the final activity
list. Each work package within the WBS is decomposed into the activities
required to produce the work package deliverables.

Rolling wave planning An iterative planning technique in which work packages may be
decomposed to the known level of details. As more is known the
upcoming events in the near term, work packages can be decomposed
into activities.

Expert Judgment Project team members or other experts who are experienced and skilled
in defining activities from WBS

Meetings Meetings may be face-to-face, virtual, formal, or informal. Meetings may

be held with team members or subject matter experts to define the
activities needed to complete the work.
 Define Activities: Outputs
Activity List Comprehensive list that includes all schedule activities required on the project .
It also includes activity identifier, scope of work description and unique title.
Activity Attributes Extend the description of the activity by identifying the multiple components
associated with each activity like activity identifier (ID), WBS ID, activity label or
name, when completed, activity codes, description, predecessor activities,
successor activities, logical relationships, leads and lags, resource requirements,
imposed dates, constraints, assumptions etc.

Milestone List Milestone is a significant point or event in a project for controlling the schedule.
Milestone list is a list identifying all project milestones. Milestone have zero
duration because they represent a moment in time.

Change Requests

Project  Schedule baseline

Management Plan  Cost baseline
updates
Data Flow Diagram (DFD)
 Sequence Activities: ITTO
Project Management Plan: Indentifies the scheduling method and tool to be used for the project,
 Schedule which will be for guide activity sequencing
Management Plan
 Scope Baseline

Activity List Contains all scheduling activities required on the project

Activity Attributes Describe necessary sequence of events or defined predecessor or
successor relationships
Milestone List Milestone list may have scheduled dates for specific milestones, which
may influence the way activities are sequenced
Assumptions log
Enterprise Environmental Like government or industry standards, PMIS, Scheduling tool and work
Factors authorization systems
Organizational Process Like corporate knowledge base on scheduling and methodology, existing
Assets formal and informal activity planning-related policies, procedures,
guidelines etc.
 Sequence Activities: TT
Precedence Diagramming Method (PDM), is a technique used for constructing a schedule model in
which activities are represented by nodes and are graphically linked by one or more logical
relationships to show the sequence in which the activities are to be performed.

Methods to Draw Network Diagrams:

• Precedence Diagramming Method (PDM): Based on Activity-on-Node (AON)
• Arrow Diagramming Method (ADM): Based on Activity-on-Arrow (AOA)

A B C
 Precedence Diagramming Method (PDM)
Predecessor—This is the task that drives the relationship.

Successor—This is the task that is driven by the relationship.

Choose Finalize
dates Guest list

Send
invitation

Start

Finish

Search Finalize
venue venue

Network diagrams put Project tasks in perspective

 Logical Relationships
PDM includes four types of dependencies or logical relationships between activities.

Finish-to-Start (FS)

Dig hole Plant Tree

The initiation of the successor activity depends upon the completion of the predecessor
activity.

Finish-to-Finish (FF)

Testing

Documentation

The completion of the successor activity depends upon the completion of the
predecessor activity.
 Logical Relationships

Start-to-Start (SS)

Most common is
Design FS Rarely used SF

Code

The initiation of the successor activity depends upon the initiation of the predecessor
activity.

Start-to-Finish (SF)
Testing

Test Case Writing

The completion of the successor activity depends upon the initiation of the predecessor
activity.
Sequence Activities: TT
 Dependency Determination and Integration

May be characterized by the following:

Mandatory dependencies also called” hard logic” and often involve physical limitations (must happen
in specific Order) Example: you cannot begin building your house until your foundation is in place

Discretionary dependencies also called preferred logic, preferential logic, or soft logic (best practices
based on experience, based on application area) Example: Interior will start after the painting work.
This dependencies are important at fast tracking the project

External dependencies involve a relationship between project activities and non project activities and
usually outside the project team control. (Political, Environmental etc.)

Internal dependencies Internal dependencies involve a precedence relationship between project

activities and are generally inside the project team’s control. Example: Team cannot test a machine
until they assemble it.
 Sequence Activities : TT

Leads and Lags:

A Lead is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
Example, landscaping could be scheduled to start two weeks prior to the scheduled punch list completion.

A lag is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity.
Example, Technical writing team may begin editing the draft of a large document 15 days after they begin writing
it.
 Leads and Lags

Task A Task B Task C

Lag adds time Lead removes time

Leads

FS - 3
Development of Quality
Section of code Inspection/Testing

Lags

FS + 3

Order Server Configure Server

 Leads and Lags

 Lead time creates a situation where two tasks will run in parallel for part of the time.
 Any time you run tasks in parallel, you may reduce the time it takes to complete your
project.
 If the tasks you are running in parallel are critical tasks, then there is some reduction in the
project’s end date.
 Lead is accelerated time
 Lead allows activities to overlap
 Lag is waiting time
 Lag moves activities farther apart
 Problem: Leads and Lags

Q. Activity A has a duration of 20 days, activity B of 10 days, activity C of 5 days and activity
D of 6 days.

Milestone A FS FS
Activity A

FF – 2 Days Activity B

Activity C FS
FS + 3 Days Activity D Milestone B

A. 36 days
B. 37 days
C. 39 days
D. 42 days

Ans: ????
 Sequence Activities: TT

PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS)

Project management information systems includes scheduling software that has the
capability to help plan, organize, and adjust the sequence of the activities; insert the
logical relationships, lead and lag values; and differentiate the different types of
dependencies.
 Sequence Activities: outputs
Project Schedule Network Diagram, is a graphical representation of the logical relationships, also
referred to as dependencies, among the project schedule activities.

Project Documents Updates, Include but not limited to Activity list, activity attributes, Milestone list
and Assumption log
 Project Schedule Network Diagram

Network Diagrams Rules of Thumb

 There is a starting point

 There is an ending point
 There are predecessors for all activities
 There are successors for all activities (no hangers!)
 There are no loops
Project Schedule Network Diagram: Activity on Node (AON)

Name Predecessor
Start ---------
A Start
B A
C B
D Start
E D
F B
G C
H D
I E, H
Finish F, G, I
 Estimate Activity Durations: ITTO
The process of estimating the number of work periods needed to complete individual activities with
estimated resources,
 Estimate Activity Durations: Inputs
Schedule Management Plan Defines the method used and the level of accuracy along with other criteria
Scope baseline required to estimate activity durations
Activity List Identifies the activities that will need duration estimates
Activity Attributes Provide primary data input for each activity in activity list
Assumption log Example: Lower skill resource required higher durations
Resource Calendars Can influence the duration of schedule activities due to availability and types
of resources.
Project Scope Statement Assumptions and Constraints like: Existing conditions, Availability of
information, Contract terms and requirements
Risk Register List of risks, results of risk analysis and risk response planning
Resource Breakdown Structure Hierarchical structure of the indentified resources by category and type.
Enterprise Environmental Factors Such as: duration estimating database, productivity metrics, published
commercial information, locations of team members
Organizational Process Assets Such as: Historical duration information, Project calendars, Scheduling
methodology, Lessons learned
 Estimate Activity Durations: TT

Expert Judgment, guided by historical information and can provide duration estimate or
recommended maximum durations from prior similar project.

Analogous Estimating, is a technique for estimating the duration or cost of an activity or a project
using historical data from a similar activity or project. It is a Top Down estimating technique and
generally Less costly, Less time consuming to estimate and is also less accurate.

Parametric Estimating, is an estimating technique in which an algorithm is used to calculate cost or

duration based on historical data and project parameters. It uses statistical relationship between
historical data and other variables. Example: if a resource is capable of installing 25 meters of cable per
hour, the duration required to install 1000 meters would be 40 hours.
• Regression analysis (scatter diagram): tracks two variables if they relates and create any
mathematical formula
• Learning curve: Counting improved efficiency. (100th room will take less time to paint then the 1st
room)
• Heuristics: Rule of thumb. Like 80/20 rule.
 Estimate Activity Durations: TT
Three- Point Estimating Also known as PERT, Program Evaluation and Review Technique. When you
come up with three number: a realistic estimate that’s most likely to occur, an optimistic one that
represent the best case scenario, and a pessimistic one that represents the worst case scenario, the
final estimate can be calculated using a formula.

Expected activity durations: Two commonly used formulas for calculating EAD are
• Triangular Distribution tE = (tP + tM + tO) / 3
• Beta Distribution (traditional PERT technique) tE = (tP +4tM + tO) / 6

Activity Standard Deviation (SD): (P - O) / 6

Activity Variance: [( P - O) / 6] ^ 2
Range: EAD ± SD

Legend:
P=pessimistic
M=Most likely
O=optimistic
 Estimate Activity Durations: TT

PERT Estimate Calculation

Optimistic estimate=10 days

Most likely estimate=16 days
Pessimistic=28 days

Expected Activity Duration (EAD): 10 + (4*16) + 28 / 6 = 17 Days

Activity Standard Deviation (SD): (28 – 10 ) / 6 = 3
Activity Variance: [(28- 10) / 6] ^ 2 = 9
Range: 14 days to 20 days
 Estimate Activity Durations: TT

BOTTOM-UP ESTIMATING: When an activity’s duration cannot be estimated with a reasonable degree of
confidence, the work within the activity is decomposed into more detail. The detail durations are estimated. These
estimates are then aggregated into a total quantity for each of the activity’s durations.

DATA ANALLYSIS:
Alternatives analysis. Alternatives analysis is used to compare various levels of resource capability
or skills; scheduling compression techniques; different tools (manual versus automated);
and make, rent, or buy decisions regarding the resources.
Benefit: This allows the team to weigh resource, cost, and duration variables to determine an
optimal approach for accomplishing project work.

Reserve Analysis, Estimates may include contingency reserves into the project schedule to
account for schedule uncertainty (risk). It is associated with the “known-unknowns” and within
the schedule baseline. Estimates may also be produced for the amount of management reserves
withheld for management control purpose. It is associated with the “unknown-unknowns” and is
not included in the schedule baseline. Sometimes team members arbitrarily added extra time or
cost to an estimate name as padding because of not having enough information. (Project Manager
should avoid padding)
 Estimate Activity Durations: TT
DECISION MAKING  Voting
 Decision-making techniques that can be used in this process include but are not limited to voting.
 One variation of the voting method that is often used in agile-based projects is called the fist of five (also called
fist to five).
 In this technique, the project manager asks the team to show their level of support for a decision by holding up a
closed fist (indicating no support) up to five fingers (indicating full support).
 If a team member holds up fewer than three fingers, the team member is given the opportunity to discuss any
objections with the team.
 The project manager continues the fist-of-five process until the team achieves consensus (everyone holds up
three or more fingers) or agrees to move on to the next decision.

MEETINGS
 The project team may hold meetings to estimate activity
durations.
 When using an agile approach, it is necessary to conduct
sprint or iteration planning meetings to discuss prioritized
product backlog items (user stories) and decide which of these
items the team will commit to work on in the upcoming
iteration
 Estimate Activity Durations: Outputs
Duration Estimates Quantitative assessments of the likely number of time periods that are
required to complete an activity.
• Do not include any lead or lag time
• Range of possible result can be shown. Example
• 2 weeks ± 2 days
• 15% probability of exceeding 3 weeks (85% probability will take 3
weeks or less )

Basis of estimates how the duration estimate was derived.

Project Documents Include but not limited to:
Updates • Activity attributes
• Assumptions log (Example, skill levels, availability etc)
• Lessons learned register
 Develop Schedule: Inputs
Schedule Management Plan Identifies the scheduling method and tool used to create schedule, and how
to calculated.

Scope baseline The scope statement, WBS, and WBS dictionary have details about
the project deliverables that are considered when building the schedule
model
Activity List Identifies the activities that will be included.
Activity Attributes Provide the details used to build the schedule model
Project Schedule Network Contain the logical relationships of predecessors and successors activities
Diagrams
Resource Requirements Identify the types and quantities of resources required for each activity

Resource Calendars Contain information on the availability of resources during the project

Duration Estimates Contain quantitative assessments of the likely number of work periods that
required to complete an activity
 Develop Schedule: Inputs

Assumption log Assumptions and constraints recorded in the assumption log may
give rise to individual project risks that may impact the project schedule
Risk Register Provides the details of all identified risks and their characteristics
that affect the schedule model.
Project team assignments Specify which resources are assigned to each activity.
Lessons learned Lessons learned earlier in the project with regard to developing the
schedule model can be applied to later phases in the project to improve
the validity of the schedule model..

Agreements Vendors may have an input to the project schedule as they develop the
details of how they will perform the project work to meet contractual
commitments.

Enterprise Environmental Include but not limited to: Standards, Communication channels,
Factors Scheduling tool that are using.
Organizational Process Assets Include but not limited to: Scheduling methodology and project
calendar(s).
 Develop Schedule: TT
Schedule Network Analysis: Once initial schedule have done, schedule network analysis techniques
like, critical path method, critical chain method, what-if analysis, resource leveling schedule
compression etc employs to create final schedule.

Critical Path Method: Determine the longest path through the network diagram. By the method we
can determine critical path, near critical path, free float, total float and project float of the project.
Near-Critical Path is close in duration to the critical path.

• Free float: an activity can be delayed without delaying the early start of any successor activities

• Total Float: An activity can be delayed without delaying project end date or intermediary
milestone.

• Project Float: A project can be delayed without passing the customer expected completion date

• Negative Float: an activity’s start date comes before a preceding activity’s finish date. Negative
float for an activity indicates a schedule with problems.
 Critical Path Method
Determining Critical Path and Calculating Float (Slack) by using Eye-balling method
 Critical Path Method
Determining Critical Path and Calculating Float (Slack) by using Eye-balling method

ABCG = 4 + 3 + 1 + 2 = 10
ABFG = 4 + 3 + 6 + 2 = 15
DEFG = 5 + 4 + 6 + 2 = 17
DHI = 5 + 4 + 2 = 11

What is the float/slack for Activity C ?

 Critical Path Method
Determining Critical Path and Calculating Float (Slack) by using forward and backward pass method

9 4 2 7
4

E G H C
D

8 4
Start
3
End
F B
A

EF = ES + duration – 1 (For forward pass)

LS = LF – duration + 1 (For backward pass)
 Critical Path Method: Forward Pass

9 4 2 7
4 5 13 14 17 18 19 20 26
1 4 E G H C
D

Start 8 4
3 5 12 13 16
End
1 3 F B
A

EF = ES + duration – 1 (For forward pass)

LS = LF – duration + 1 (For backward pass)
 Critical Path Method: Backward Pass

9 4 2 7
4 5 13 14 17 18 19 20 26
1 4 E G H C
D 5 13 14 17 18 19 20 26
1 4

Start 8 4
3 5 12 13 16
End
1 3 F B
A 6 13 23 26
3 5

EF = ES + duration – 1 (For forward pass)

LS = LF – duration + 1 (For backward pass)
 Critical Path Method

Finding Float Formula

Start Formula Finish Formula

Float = LS - ES Float = LF – EF

Duration Duration = ?
ES EF 21 ?

Activity Name F
Amount of Float Float = ??

LS LF 37 39
Critical Path Method
 Develop Schedule: TT

Resource Optimization Techniques, Based on due to demand and supply of resources.

• Resource Leveling, in which start and finish dates are adjusted based on resource constraints,
balancing demand for resources with available supply, critically required resources are only
available at certain times or in limited quantities or over allocated. It can change the original
critical path, usually to increase

• Resource Smoothing, adjusts the activities such that requirements for resources on the project
do not exceed predefined resource limit. Usually activities may only be delayed within their free
and total float and critical path and project completion date may not be delayed.
Resource Leveling
 Develop Schedule: TT
Modeling Techniques, include but not limited to,
• What-if Scenario Analysis is the process of evaluating scenarios in order to predict their effect, positively or
negatively on project objectives. This is an analysis of the question, “What if the situation represented by
scenario ‘X’ happens?”
• Simulation, Simulation involves calculating
multiple project durations with different sets of
activity assumptions, usually using probability
distributions constructed from the three-point
estimates. Example: Monte Carlo analysis.
 Develop Schedule: TT
Leads and Lags, are applied during network analysis to develop a viable schedule by adjusting the start time of the
successor activities.

PMIS, Automated scheduling tools generating start and finish dates based on the inputs of activities, network
diagrams, resources and activity durations using schedule network analysis.

Schedule Compression, are used to shorten the schedule duration without reducing the project scope in order to
meet schedule constraints, imposed dates, or other schedule objectives.
 Schedule Compression

 Crashing
 Adding resources to reduce duration

resource

cost
Original Estimate

Activity Resources Estimated days

100 meters of Fiber Optics 1 12
installation

Crashed Estimate

Activity Resources Estimated days

100 meters of Fiber Optics 4 4
installation

• Law of diminishing return

• Too many cooks spoil the broth
 Schedule compression

 Fast Tracking

Individual activities taking longer

risk
 Moving Sequential Activities to parallel

15 days 8 days 8 days

Complete Paint Install
drywall Interior Carpet

Paint 8 days
Interior
15 days
Complete  Original duration 31 days
drywall  Fast tracked duration 23 days

Install
Carpet 8 days

60
Schedule compression
Agile Release Planning
 Develop Schedule: Outputs

Schedule Baseline, is the approved version of a schedule model that can be changed only through
formal change control procedures and is used as a basis for comparison to actual results.

Project Schedule, is an output of a schedule model that presents linked activities with planned dates,
durations, milestones, and resources. At a minimum it includes a planned start date and planned
finish date for each activity. Formats can be

• Bar charts, also known as Gantt charts, where activities are listed on the vertical axis dates are
shown on the horizontal axis and activity durations are shown as horizontal bars placed according
to start and finish dates. (Note: hammock activity)
• Milestone charts, only identify the scheduled start or completion of major deliverables and key
external interfaces.
• Project schedule network diagrams, commonly presented in the AON diagram format showing
activities and relationships without a time scale, or presented in a time-scaled schedule network
diagram format.
Examples: Project Schedule Presentations
 Develop Schedule: Outputs

Schedule Data, collection of information for describing and controlling the schedule that includes at least
schedule milestones, schedule activities, activity attributes, all identified assumptions and constraints. Resource
requirements, Alternative schedule case (best-case/worst-case), contingency are also may included.

Project Calendars, identifies working days and shifts that are available for schedule activities.
Change Requests, Modifications to the project scope or project schedule may result in change requests
to the scope baseline, and/or other components of the project management plan.

Project Management Plan Updates, include but not limited to schedule baseline, schedule management plan.

Project Document Updates, include but not limited to

• Resource requirements, If resource-leveling analysis changes the resource requirements
• Duration Estimates: The number and availability of resources, along with the activity dependencies can
result in a change to the duration estimates. If the resource-leveling analysis changes the resource
requirements, then the duration estimates will likely need to be updated as well
• Activity attributes, for any revised resource requirements or any other revisions generated
• Calendars and Risk register
• Lessons learned register
• Assumption log
 Control Schedule

Control Schedule is the process of monitoring the status of project activities to update
project progress and manage changes to the schedule baseline to achieve the plan. As a
component of Perform Integrated Change Control Process, Control Schedule is concerned
with:

 Determining the current status of the project schedule

 Influencing the factors that create schedule changes
 Determining if the project schedule has changed
 Managing the actual changes as they occur.
 Control Schedule: Inputs
Project Management Plan Contains the schedule management plan and the schedule baseline. Plan
 Schedule Management describes how schedule will be controlled and managed. Baseline use as
Plan reference with actual results
 Schedule baseline
 Scope baseline
 Performance
measurement baseline

Project Schedule Most recent version with notations to indicate updates, completed activities,
started activities etc.
Project Calendars May require to calculate the schedule forecasts
Resource Calendars
Lessons learned register
Schedule Data May require to reviewed and updated
Work Performance Data Refers to information about project progress (Actual duration, remaining
duration, percent complete etc.)
Organizational Process Assets Include but not limited to:
• Existing formal and informal Schedule control related policies, procedures
and guidelines
• Schedule control tools
• Monitoring and reporting methods
 Control Schedule: TT

Data Analysis, measures, compare and analyze schedule performance. Techniques can be
• Trend Analysis examines project performance over time to determine whether performance is improving or
deteriorating.
• Earned value Analysis, Schedule performance measurements such as schedule variance (SV) and schedule
performance index (SPI) are used to assess the magnitude of variation to the original schedule baseline.
• Iteration burndown chart: This chart tracks the work that remains to be completed in the iteration backlog
• Performance reviews
• Variance Analysis
• What-if scenario analysis

Project Management Information System, provides the ability to track planned dates versus actual
dates.

Resource Optimization Techniques For considering both the resource availability and the project
time.
Control Schedule: TT
 Control Schedule: TT
Critical path method, comparing progress along the critical path can help determine schedule status.

Resource optimization: Resource optimization techniques involve the scheduling of activities and the
resources required by those activities while taking into consideration both the resource availability
and the project time.

Leads and Lags, adjusted to find ways to bring project activities that are behind into alignment with
the plan.

Schedule Compression, techniques are used to find ways to bring project activities that are behind
into alignment with the plan by fast tracking or crashing.

Project Management Information System, manual methods or other project management software
to perform schedule network analysis to generate an updated project schedule.
 Control Schedule: Output
Work Performance Calculated SV and SPI are time performance indicator for WBS components.
information
Schedule Forecasts Estimates or predictions of conditions and events in the project’s future based on
information and knowledge available at the time of the forecast.
Change Requests To the schedule baseline, scope baseline and/or other components of the PM plan
based on schedule variance analysis, review reports, results of performance
measures etc.
Project Management Plan • Schedule baseline: In response to approved change request.
Updates • Schedule management plan: may be updated to reflect a change
• Cost Baseline: may be updated to reflect approved change
• Performance Measurement Baseline

Project Documents • Schedule Data: may be developed to display approved remaining duration and
Updates approved modifications to the schedule
• Project Schedule: to reflect the schedule changes
• Risk Register: may updated based on the risks that may arise due to schedule
compression techniques
•Assumption log
•Resource Calendars
•Basis of Estimates
•Lessons learned register