6. 6
Plan Schedule Management
● Plan schedule management is the process of establishing the
policies, procedures, and documentation for planning,
developing, managing, executing, and controlling the project
schedule.
● The key benefit of this process is that it provides guidance and
direction on how the project schedule will be managed
throughout the project.
8. 8
Plan Schedule Management: Output
Schedule management plan can establish the following:
‐ Project schedule model development
‐ Release and iteration length
‐ Level of accuracy
‐ Unit of measure
‐ Organizational procedures links
‐ Project schedule model maintenance
‐ Control thresholds
‐ Rules of performance measurement
9. 9
Define activities
Define Activities Is the process of identifying and documenting the
specific actions to be performed to produce the project deliverables.
The key benefit of this process is that it decomposed work package
into schedule activity that provide a basis for estimating, scheduling,
executing, and monitoring and controlling the project works.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Fifth Edition, Project Management Institute, Inc., 2013, Page 149.
11. 11
Define activities: Tools & Tech.
• Decomposition
Dividing and subdividing project scope and project deliverables into
smaller, more manageable parts.
• Rolling wave planning
Rolling wave planning is an iterative planning technique in which the
work to be accomplished in the near term is planned in detail, while
work further in the future is planned at high level.
It is a form of progressive elaboration applicable to work package
and planning package.
12. 12
Define Activities: Outputs
• Activity List
Includes the schedule activities required on the project.
• Activity Attributes
Includes the unique activity identifier (ID), WBS (ID), and
activity label or name. When completed, they may includes
activity description, predecessor activities, successor
activities, logical relationship, leads and lags, resource
requirements, imposed dates, constraints and assumptions.
13. 13
Define Activities: Outputs
• Milestone list
Milestone is a significant point or event in a project.
A milestone list identifies all project milestones and indicates whether the
milestone is mandatory, such as those required by the contract, or optional,
such as those based on historical information. Milestones have zero duration.
• Change Request
Once the project has been baseline, the progressive elaboration of
deliverables into activities may revel work that was not initially part of the
project baseline.
14. 14
Sequence Activities
● Sequence Activities is the process of identifying and documenting the
relationships among the project activities.
● The key benefit of this process is that it defines the logical sequence of the
work to obtain the greatest efficiency given all project constraints.
● Every activity and milestone except the first and the last are connected to at
least one predecessor and one successor.
● Sequencing can be performed by using project management software or by
using manual technique.
16. 16
Sequence activities: Tools & Tech.
• Precedence Diagramming Method (PDM)
○ This is a method of constructing a project network diagram.
○ This technique is also called activity-on-node (AON) and is the
method used by most project management software packages.
A
Begin END
E
D
C
F
B
17. 17
Sequence activities: Tools & Tech.
Logical relationships
Finish-To-Start
Start-To Start
Finish-To-Finish
Start-To-Finish
Predecessor Successor
Activity A
Activity A
Activity B
Activity B
Activity A Activity B
Activity A
Activity B
18. 18
Arrow Diagramming Method (ADM)
• This method of constructing a project network diagram is also called
Activity-on-Arrow (AOA) and, although less prevalent than PDM,
• The dummy ensures correct
precedent relationships
(the dashed line)
• Dummies have 0 effort
• Only Finished to Starts F
C
E
B
D
A
Begin
Finished
Sequence activities
19. 19
Sequence activities: Tools & Tech.
• Dependency determination
Mandatory dependencies (Hard Logic)
Are those that are legally or contractual required or inherent
in the nature of the work. They often involve physical
limitations.
Discretionary dependencies (Soft Logic )
Are established based on knowledge of the best practices.
20. 20
Sequence activities: Tools & Tech.
External dependencies
Are those that involve a relationship between project activities
and non-project activities, Are usually outside of the project
team’s control.
Internal dependencies
Are those that involve a precedence relationship between
project activities are generally inside the project team’s control.
21. 21
Sequence Activities: Tools & Tech.
• Leads and lags
Finished to start
- Activity (A) must finish before (B) can start
Finished to start (FS + 3wks lag)
- Activity (A) Must be finished for 3 weeks before (B) can
start
- The start of activity (B) lags the finish of (A) by 3 week
- The finish of A leads the start of B by 3 weeks
Finished to start (FS - 3wks lag)
- Activity (B) can start three weeks prior to the finish of (A) .
- The start of activity (B) leads the projected finish of (A) by
3 weeks
- The finish of (A) lags the start of (B) by 3 weeks
1 3 4 5 6 7 1
0
9
8
2
A (du = 4)
B (du=3)
A (du = 4)
B (du=3)
FS 0
FS+3
A (du = 4)
B (du=3)
FS-3
22. 22
PMIS
Project Management Information System (PMIS)
Is a standardized set of automated tools available
within the organization and integrated into the system.
22
23. 23
Estimate Activity Durations
● The process of estimating the number of the work periods
needed to complete individual activities with estimated
resources.
● The key benefit of this process is that it provide the amount of
time each activity will take to complete.
● The duration estimate is progressively elaborated, and the
process considers the quality and availability of the input data.
24. 24
Estimate Activity Durations
Tools &Techniques
1- Expert Judgment
2- Analogous Est.
3- Parametric Est.
4- Three-point Est.
5- Bottom up est.
6- Data analysis
- Alternative analysis
- Reserve analysis
7- Decision making
6- Meeting
25. 25
Estimate Activity Durations: Tools & Tech.
• Analogous Estimating (Top-Down estimating)
‐ It is a technique for estimating the duration and the cost of an
activity using historical data from similar activity or project.
‐ It is frequently used to estimate project duration when there is a
limited amount of detailed information about the project (e.g., in
the early phases)
‐ Less costly, and time consuming than other techniques, but
generally less accurate.
26. 26
Estimate Activity Durations: Tools & Tech.
• Parametric Estimating
‐ Determined by multiplying the quantity of work to be performed by the productivity
rate or labor hours / unit work (i.e., meter of cables, tons of steel, number of
drawings, etc.)
‐ Can produce higher levels of accuracy depending on the sophistication and data
built into the model.
Example:
■ Expected Qty. for Activity A: 10 units
■ Productivity unit rate: 2 day / unit
■ Total duration: 20 days
27. Estimate Activity Durations: Tools &
Tech.
Three point Estimating
● The Optimistic Time (O)
Is the minimum time an activity could take (the situation,
where every thing goes well)
● The Most Likely Time (M)
Is the normal time to complete the job. It is the time would
occur most frequently if the activity could be repeated.
● The Pessimistic Time (P)
Is the maximum time an activity could take (the situation,
where bad luck is encountered at every step)
● Expected Time = (O+ 4*M +P) /6
● Standard Deviation = (P – O) / 6
Most Likely
Expected Time
Pessimistic
Optimistic
Shorter Longer
Probability
of
Occurrence
Higher
Lower
28. 28
Develop Schedule
● Develop Schedule is the process of analyzing activity sequences,
durations, resource requirements, and schedule constraints to
create the schedule model for project execution, monitoring and
controlling.
● Developing an acceptable project schedule is an iterative
process.
● Schedule model is used to determine the planned start and finish
dates for project activities and milestones.
29. 29
Project Schedule Management
SN Activity List Duration 1 2 3 4 5 6 7 8 9 10 11
A1
A2
A3
A4
A5
A6
A7
A8
A9
A10
A11
A12
Start
BBB
CCC
DDD
EEE
FFF
GGG
HHH
III
JJJ
KKK
END
0
2
4
4
2
3
1
2
3
1
1
0
SS
FS
SS+1
SS
FS
SS+1
FS
SS
FS
SS
FS
FS
31. 31
Develop Schedule Tools & Tech.
• Critical Path Method (CPM)
Is used to estimate the minimum project duration and determine the amount
of schedule flexibility.
A
START END
E
D
B
32. 32
Develop Schedule
Exercise 2
1.What is the critical path?
2. How many days can activity F slip without extending the project end
date?
G, 2
F, 3
B, 4
E,4
A, 3
C, 8 D, 1
33. 33
Develop Schedule
1. The critical path CG
2. Activity F can slip 3 days without extending the project
end date
G, 2
F, 3
B, 4
E,4
A, 3
C, 8 D, 1
35. 35
Develop Schedule , Tools & Tech.
• Data Analysis
‐ What-if scenario analysis
Is the process of evaluating scenarios in order to predict their effect, positive
or negative, on project objectives.
‐ Simulation
Simulation models the combined effects of individual project
risk and other sources of uncertainty to evaluate their
potential impact on achieving project objectives.
36. 36
Develop Schedule , Tools & Tech.
• Schedule Compression
Shortens or accelerate the schedule duration without reduce the project scope in
order to meet schedule constraints, imposed dates, or other schedule objectives.
‐ Crashing: shorten the schedule duration for the least incremental cost by
adding resources, and It may result in increased risk and /or cost.
‐ Fast tracking: activities or phases normally done in sequences are performed
in parallel for at least a portion of their duration.
‐ Fast tracking often results in rework and increased risk. It may also increase
project costs.
37. Develop Schedule
Expected Project duration = 14
standard deviation = 0.44 + 0.44 + 0.11 = 1.00 Day
Variance
σ
Standard
Deviation
(P – O)
6
Expected
duration
(O+ 4*M +P)
6
Pessimistic
Most
likely
Optimistic
Activity
0.44
0.67
4
6
4
2
A
0.44
0.67
5
7
5
3
B
1
1
7
10
7
4
C
0.11
0.33
5
6
5
4
D
B
D
C
A
2
Standard deviation
38. 38
Normal distribution
σ = 1
µ = 14
(µ - 3σ) to (µ + 3σ) 17
11 99.73%
50%
16
12 95.46%
(µ - 2σ) to (µ + 2σ)
13 15 68.26%
(µ - σ) to (µ + σ)
The Standard Deviation tells you how unsure the estimate is
40. 40
Develop Schedule , Outputs
• Schedule Baseline
Is the approved version of a schedule model that can be
changed only through formal change control procedures and
used as basis for comparison to actual results.
- Bar charts (Gantt charts)
- Milestone charts
- Project schedule network diagram
41. 41
Control Schedule
41
Control Schedule
Is the process of monitoring the status of the project to update the
project schedule and managing changes to the schedule baseline.
The key benefit of this process is that the schedule baseline is
maintained throughout the project.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of
Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
