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1. MGMT8630 – INTRODUCTIONTO
PROJECT MANAGEMENT
FOR INDUSTRY
WEEK 10 – SCHEDULE MANAGEMENT
INSTRUCTOR: JOE BORGES CET, CMfgT (jborges@conestogac.on.ca)
SEMESTER: WINTER 2022

2. AGENDA
• Schedule management in traditional project management
• Estimating duration
• Task dependencies and network diagram
• Initiatives, Epics, Stories, Backlog and Sprints
Reading – PMBOK® Guide — Seventh Edition, Chapter 2.4 (pg. 51To 68)

3. SCHEDULE MANAGEMENT
1. To create a schedule, first we need to know all the activities that make up the project without missing any
activity.
2. We also need to know the dependencies between activities, some activities cannot start before another activity
3. We need to know or estimate the duration of activities or tasks
4. We need to allocate resources to each activity based on resource availability
5. After we sort the sequence of activities and duration, we should assign a start and finish date to each task.

4. SEQUENCE OF
PROCESSES
(PREDICTIVE)
Collect
Requirements

Define Scope

Create WBS

Define
Activities 
Sequence
Activities 
Estimate
Activities
Duration 
Develop
Schedule
In adaptive PM, sequence of activities are most understood
or not critical, so little time is spent on sequencing of
activities. Sequencing is taken care of by prioritization of
tasks

5. ACTIVITY LIST
 Since WBS includes all the work to be done in a project, we can use WBS to create activity lists based on work
packages.
 Example:The project of applying to the college, can have a work package called taking English proficiency test.This
work package can contain numerous activities such as spotting the location of the test center, scheduling an exam
time, etc.
 Task dependency: for example, you must obtain a plane ticket before you fly to Canada
 Task constraint: For example, if you need material that will be ready on certain date, that task cannot start before
that date
 Task Assumption: for example, in replacing your car tire your mechanic may assume that your wheels are in good
shape and give you estimate of repair of half an hour. If the wheels have other problems such as bad alignment, the
duration estimate will not be valid.

6. SEQUENCING ACTIVITIES
 Activity list is not in logical order
 In sequencing activities, we put activities in the
correct order
 Project schedule network diagram can help us
visualize and sequence activities in a logical way
 Precedence Diagramming Method (PDM) uses boxes
(aka nodes) to represent activities and arrows to
represent activity dependencies. It is also called
activity-on-node (AON) method.There is another
method called activity on arrow or AOA, which is
not covered here in this course.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute Inc., 2017 Fig 6-11

7. DEPENDENCIES
 Finish to Start
 Think of an Example
 Start to Start
 Think of an Example
 Finish to Finish
 Think of an Example
 Start to Finish
 Think of an Example
 Lead and Lag
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute Inc., 2017 Fig 6-10 and Fig 6-9

8. ACTIVITY NETWORK DIAGRAM EXAMPLE
Now let’s create activity network diagram on the whiteboard based on the
above data.

9. ESTIMATING DURATION
Estimate Activity Durations
 Analogous estimating
 Parametric estimating
 Three-point Estimating
 Beta Distribution
 Using the most likely cost estimate(tM), Optimistic (tO) and pessimistic (tP) we can use the Beta distribution formula to find the
expected time (tE):
 tE = (tO+4tM+tP)/6
 tSD = (tP-tO)/6
 Estimated cost range is tE ± tSD
 Triangular distribution
 tE = (tO+tM+tP)/3
 Bottom-up estimating

10. DEVELOP SCHEDULE
 The activity list, activity attributes (dependencies,
constraints) and duration estimates for activities and
the activity network diagram are the most important
in creating the schedule. Resource requirements and
resource calendars are also play a crucial role in
creating the schedule.
 Best to use software
 Schedule Compression
 Crashing, adding resources to shorten schedule, added
cost
 Fast tracking, parallel or overlapping activities, moving
activities to earlier start date, added risk
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute Inc., 2017 Fig 6-19

11. SCHEDULETYPES
 Milestone Schedule
 Summary Schedule
 Detailed Schedule
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute Inc., 2017 Fig 6-21

12. SCHEDULE
AND AGILE