schedule Management v4

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6. PROJECT SCHEDULE MANAGEMENT

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• Project Schedule Management includes the processes required to manage
the timely completion of the project.
• 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 .
• Project scheduling serves as a tool for communication, managing stakeholders’
expectations, and as a basis for performance reporting.
• The project Manager should be in control of the schedule and not vice versa
Project Schedule Management

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Knowledge Areas
Project Management Process Groups
Initiating Planning Executing Monitoring and Controlling Closing
Project Integration
Management
4.1 Develop
Project
Charter
4.2 Develop Project Management
Plan
4.3 Direct and Manage Project
Work
4.4 Manage Project Knowledge
4.5 Monitor and Control Project
Work
4.6 Perform Integrated Change
Control
4.7 Close
Project
Project Scope
Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
Project Schedule
Management
6.1 Plan Schedule
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule Management
6.6 Control Schedule
Project Cost
Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budge
7.4 Control Costs
Project Quality
Management
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
Project Resource
Management
9.1 Plan Resource Management
9.2 Estimate Activity Resources
9.4 Acquire Resources
9.5 Develop Team
9.6 Manage Team
9.7 Control Resources
Project
Communications
Management
10.1 Plan Communications
Management
10.2 Manage Communications 10.3 Monitor Communications
Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
11.6 Implement Risk Responses 11.7 Monitor Risks
Project Procurement
Management
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
Project Stakeholder
Management
13.1 Identify
Stakeholders
13.2 Plan Stakeholder Engagement
13.4 Manage Stakeholder
Engagement
13.5 Monitor Stakeholder
Engagement
Project SCHEDULE management = 6 process (5 process in planning +1 in monitoring and contorting )

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Key concepts for Project Schedule Management
TAILORING CONSIDERATIONS
• Life cycle approach. What is the most appropriate life cycle approach that
allows for a more detailed schedule?
• Resource availability. What are the factors influencing durations (such as the
correlation between available resources and their productivity)?
• Project dimensions. How will the presence of project complexity, technological
uncertainty, product novelty, pace, or progress tracking (such as earned value,
percentage complete, red-yellow-green (stop light) indicators)impact the
desired level of control?
• Technology support. Is technology used to develop, record, transmit, receive,
and store project schedule model information and is it readily accessible?

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6.1 Plan Schedule Management
The process of establishing the policies, procedures, and documentation for planning, developing,
managing, executing, & controlling the project schedule
Inputs Tools & Techniques Outputs
6.1 Plan Schedule Management
1. Project charter
2. Project management plan
• Scope management plan
• Development approach
3. EEF
4. PA
1.Expert judgment
2.Data analysis
3.Meetings
1 Schedule management
plan
PLAN Sequence
DEFINE Estimate Develop CONTROL

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Key benefit of this process is that it provides guidance and direction on how the project
schedule will be managed throughout the project.
• This process is performed once or at predefined points in the project

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6.1 Plan Schedule Management Input
1- PROJECT CHARTER
As it defines the summary milestone schedule that will influence the
management of the schedule
2- PROJECT MANAGEMENT PLAN
• Scope management plan.
• Development approach.
3- ENTERPRISE ENVIRONMENTAL FACTORS
4- ORGANIZATIONAL PROCESS ASSETS

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6.1 Plan Schedule Management Tools & Techniques
1- Expert Judgment
specialized knowledge in previous similar projects in development, methodologies
and software.
2- Data Analysis
Alternative analysis: determine which schedule methodology to use, or how to
combine various methods on the project
3- Meetings
Meeting may include: Project manager, Sponsor, team members and selected
stakeholders

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6.1 Plan Schedule Management Output
SCHEDULE MANAGEMENT PLAN
 It maybe formal or informal, highly detailed, or broadly framed
 The 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: Scheduling methodology and tool to be used
in the project
• Release and iteration length: In adaptive life cycle the time-boxed periods for
releases, waves and iterations are specified.
Time-boxed periods is durations which the team works steadily toward completion of
goal, and this helps to minimize scope creep
• Level of accuracy: Specifies the acceptable range used in determining realistic activity
durations

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 Units of measure: Each unit of measurement (such as staff hours, staff days, or weeks
for time measures, or meters, liters, tons, kilometers, or cubic yards for quantity
measures) is defined for each of the resources.
 Organizational procedures links: WBS provides the framework for the schedule
management plan allowing for consistency with the estimates and resulting
schedules.
 Project schedule model maintenance: Update the status and record progress of the
project
 Control thresholds: Variance thresholds for monitoring schedule performance to
indicate an agreed-upon amount of variation to be allowed before some action needs
to be taken. Usually in %
 Rules of performance measurement: Earned value management (EVM) or other
measurement rules are set
 Reporting formats: The formats and frequency for the various schedule reports are
defined.
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The process of identifying and documenting the specific actions to be performed to produce the
project deliverable
1 Project management plan
• Schedule management plan
• Scope baseline
2 EEF
3 PA
1. Expert judgment
2. Decomposition
3. Rolling wave planning
4. Meetings
1. Activity list
2. Activity attributes
3. Milestone list
4. Change requests
updates
• Schedule baseline
• Cost baseline
PLAN Sequence

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Key benefit of this process is that it decomposes work packages into schedule activities that
provide a basis for estimating, scheduling, executing, monitoring, and controlling the project
work.
• This Process is performed throughout the project
• The Create WBS process identifies the deliverables at the lowest level in the WBS—the work package,
and work packages are typically decomposed into smaller components called activities that represent
the work effort required TO COMPLETE the work package.

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6.2 Define Activities Input
1- Project Management Plan
include but are not limited to:-
1Schedule management plan defines the schedule methodology, the duration of waves for rolling
wave planning, and the level of detail necessary to manage the work.
2 Scope baseline where the project WBS, deliverables, constraints, and assumptions documented in
the scope baseline are considered explicitly while defining activities.
2- Enterprise Environmental Factors
include but are not limited to : Organization’s cultures and structures, Published commercial
information from commercial databases and Project management information system (PMIS)
3- Organizational Process Assets
It include but are not limited to -:
• Lessons learned repository containing historical information regarding activity lists used by
previous similar projects.
• Standardized processes.
• Templates that contain a standard activity list or a portion of an activity list from a previous
project.
• Existing formal and informal activity planning-related policies, procedures, and guidelines, such
as the scheduling methodology, that are considered in developing the activity definitions

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6 .2 Define Activities Tools & Techniques
1- Expert Judgment
2- Decomposition
 Technique used for dividing and subdividing the project scope and project deliverables
into smaller, more manageable parts. Activities represent the effort needed to
complete a work package.
 The activity list, WBS, and WBS dictionary can be developed either sequentially or
concurrently
 Involving team members can lead to better and more accurate results.
3- Rolling Wave Planning
 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 a higher level
 It is a form of progressive elaboration and it’s applicable on work packages
4- Meetings

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An example of rolling wave
A simple example of rolling wave is one where you expect to complete a project in eight months,
but you only have clarity for the first three months. In this case, the first three months are planned.
As the project progresses and greater clarity is achieved, the following months can be planned.
When to apply the rolling wave method
This method can be applied when:
•It is not possible to define a detailed project plan shortly.
•It is not clear which deliverables should be produced.
•It is not possible to organize the different phases of the project.
The rolling wave technique uses progressive processing, which
means processing work packages in more detail as the project unfolds.

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6 .2 Define Activities Output
1- Activity List
 Includes the schedule activities required on
the project.
 Projects that use agile/rolling wave
techniques the activity list will be updated
periodically
 activity list includes activity identifier and
scope of work description for each activity

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2- Activity Attributes
o Identifies component associated with each activity which evolves over time
o At early stages it will include activity identifier, WBS ID, and activity name
o At later stages/completed will include descriptions, predecessor, activities, successor
activities, logical relationships, leads and lags resource requirements, constraints, and
assumptions.
• Activity attributes extend the description of the activity by identifying the multiple
components associated with each activity.
• Activity identifier (ID),
•WBS ID,
• Activity label or name,
• Activity codes,
• Activity description,
• Predecessor activities,
• Successor activities,
• Logical relationships,
• leads and lags resource requirements,
imposed dates,
• Constraints, and
• Assumptions.
• Person responsible for executing the work,
• Place where the work has to be performed
Activity List
Activity No. Name Dependencies Subcontractor
110 Excavation
120 Build Forms 110
130 Place Rebar 110 Jon’s Concrete
210 Pour Concrete 120, 130 Jon’s Concrete
310 Setting & Curing 210
320 Strip Forms 310

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Activity List
Activity No. Name Dependencies
110 Excavation
120 Build Forms 110
130 Place Rebar 110
210 Pour Concrete 120, 130
310 Setting & Curing 210
320 Strip Forms 310
A graphical style is sometimes helpful, but not a necessity
Example : built driveway

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3- Milestone List
• Significant point or event in a project which has zero duration
• They can be mandatory (required by contract) or optional
4- Change Requests
• Once the project has been baseline, the progressive elaboration of
deliverables into activities may reveal work that was not initially part of
the project baselines
• Change requests are processed through the Perform Integrated Change
Control process
5- Project Management Updates
• Cost baseline

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6 .2 Define Activities Output

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The process of identifying and documenting relationships among the project activities.
• Scope baseline
2. Project documents
• Activity attributes
• Activity list
• Assumption log
• Milestone list
3. EES
4. OPA
1 Precedence diagramming method
2 Dependency determination and
integration
3.Leads and lags
4.Project management information
system
.1 Project schedule network
diagrams
.2 Project documents updates
• Activity list
• Assumption log
• Milestone list
PLAN Sequence

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Key benefit of this process is that it defines the logical sequence of work to obtain the greatest
efficiency given all project constraints.
This process is performed throughout the project
Every activity except the first and last should be connected to at least one predecessor and
at least one successor activity with an appropriate logical relationship
Leads and lags may be used to support realistic and achievable project schedule.
Sequence Activities process concentrates on converting the project activities from a list to a
diagram to act as a first step to publish the schedule baseline.
 Every activity and milestone except the first and last should be connected to at least one
predecessor with a finish-to-start or start-to-start logical relationship and at least one successor
with a finish-to-start or finish-to finish logical relationship.

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6.3 Sequence Activities Input
• Scope baseline
2- PROJECT DOCUMENTS
• Activity list
• Assumption log
• Milestone list
3- ENTERPRISE ENVIRONMENTAL FACTORS
4- ORGANIZATIONAL PROCESS ASSETS

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6.3 Sequence Activities Tools & Techniques
1- Precedence diagramming method(PDM)
 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
Predecessor activity is an activity that logically comes before a dependent
activity in a schedule .
 A successor activity is a dependent activity that logically comes after another
activity in a schedule.
 We use this method in drawing the project schedule network diagrams; for
example, critical path network, critical chain network diagram, and others.
 PDM Is Activity On NODE (AON); It Mean Activity Present By Node. While Activity On
Arrow(AOA); Activity Present By Arrow.
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PDM includes four types of dependencies or logical relationships
 Finish-to-start (FS): successor activity cannot start until a predecessor activity has finished For example,
installing the operating system on a PC (successor) cannot start until the PC is assembled (predecessor).
 Finish-to-finish (FF): successor activity cannot finish until predecessor activity has finished (both activities
should be finished simultaneously.) For example, writing a document (predecessor) is required to finish
before editing the document(successor) can finish.
 Start-to-start (SS): successor activity cannot start until a predecessor activity has started (Both activities
should start simultaneously) For example, level concrete (successor) cannot begin until pour foundation
(predecessor) begins
 Start-to-finish (SF): successor activity cannot finish until a predecessor activity has started For example,
a new accounts payable system (successor) has to start before the old accounts payable system can be
shut down (predecessor).

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Examples :
In PDM, FS is the most commonly used type of precedence relationship. The
SF relationship is very rarely used

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How to Draw a Precedence Diagram
1- break your Work Breakdown Structure down to the activity level.
2- create a table, list all activities, and sequence the activities.
3- add relationships to each activity. You will add what activity comes next.
4- draw the diagram.
Benefits of Precedence Diagramming Method
1.helps you find relationships and dependencies among activities. This helps you in planning and avoiding
risks. If any task is missing, you can easily identify it.
2. find critical activities and focus on them. Any delay in critical activities will delay your schedule.
3.A project schedule network diagram is a good communication tool. Stakeholders can visualize activities
and understand the schedule.
4.Without the Precedence Diagram, cannot develop your project schedule

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2- Dependency determination and integration
• Dependencies may be characterized by the following attributes: mandatory or
discretionary, internal or external.
• Dependency has four attributes, but two can be applicable at the same time in the
following ways: mandatory external dependencies, mandatory internal dependencies,
discretionary external dependencies, or discretionary internal dependencies.
Determining the dependencies take place in Sequence Activities Process.
• Mandatory dependencies: are legally or contractually required. They often involve
physical limitations. They often called “hard logic or hard dependencies”
Example: a construction project, where it is impossible to erect the superstructure until
after the foundation has been built.

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 Discretionary dependencies: are established based on knowledge of best practices at
some unusual aspect of the project where a specific sequence is desired. Some activities
can occur at same time (parallel) but performing them in sequential order reduces the
overall project risk. Discretionary dependencies they create total float values which can
limit scheduling options. Discretionary dependencies also called “logic, preferential logic,
or soft logic)
Example: painting the walls and carpeting the floors,
External dependencies: involve a relationship between project activities and non-project
activities and usually outside the project team’s control.
Example, Supplying material from external venders.
Internal dependencies: involve a precedence relationship between project activities and
are generally inside the project team’s control.
Example, if the team cannot test a machine until they assemble it,

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• Lead is the amount of time a successor activity can be advanced with respect to a predecessor
activity.
Lead is often represented as a negative value for lag in scheduling software (SS -10) ,
• Lead Time is the overlap between the first and second activities.
• For example, assuming that the time duration for the first activity is 20 days and 15 days for the
second activity, the first activity is on its 15th day and you have started the second activity.
Please note that the first activity still has five days to be finished. Lead Time is five days
3- Leads and lag

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•Lag is the amount of time a successor activity will be delayed with respect to a
predecessor activity ( waiting or shift between activites )
• it is often represented as a Positive value for lag in scheduling software (SS+ 10)
• for example: Suppose you have to paint a room. The first activity is applying the
primer coating, and then you will do the final painting. However, you must let the
primer dry before applying the paint.

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4- Project management information system (PMIS)
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 like (MS Project & Primavera)

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6.3 Sequence Activities Output
1- PROJECT SCHEDULE NETWORK DIAGRAMS
1- It is graphical representation of the logical relationships, also referred to as
dependencies, among the project schedule activities, and it is produced manually or by
using project management software.
2- It can include full project details, or have one or more summary activities.
3- summary narrative can accompany the diagram and describe the basic approach used
to sequence the activities.
4- Any unusual activity sequences within the network should be fully described within the
narrative.
5- Activities that have multiple predecessor activities indicate a path convergence.
Activities that have multiple successor activities indicate a path divergence.

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6.3 Sequence Activities Output
2- PROJECT DOCUMENTS UPDATES
• Activity attributes.
• Activity list.
• Assumption log
• Milestone list.

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Exercise
Activity Description Predecessors Duration-Month
A Review customer complaints - 2
B Review old process flow documents - 3
C Specify repeated procedures B 1
D Make short list of complaints A 1
E Make required change to satisfy customer D 4
F Approve for changes and delete repeated
procedures
C,E 1
G Update process flow F 1
H Inform interested party G 1
■ M
Draw PDM for above activity list

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6-4 Estimate Activity Durations
The process of estimating the number of work periods needed to complete individual
activities with the estimated recourses
• Scope baseline
2. Project documents
•Activity attributes
• Activity list
• Assumption log
• Lessons learned register
• Milestone list
• Project team assignments
•Resource breakdown
structure
• Resource calendars
• Resource requirements
• Risk register
3. EEF
4. OPA
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
4. Three-point estimating
5. Bottom-up estimating
6. Data analysis
• Alternatives analysis
• Reserve analysis
7. Decision making
8. Meetings
1. Duration estimates
2. Basis of estimates
3. Project documents updates
• Assumption log
PLAN Sequence

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Key benefit of this process is that it provides the amount of time each activity will take to
complete
Estimating activity durations uses information from (Scope of work, required resources,
skill levels, resources quantities, resource calendars, constraint, effort involved and
resources types)
Duration estimate is progressively elaborated and it considers quality and availability of
data
Usually the number of resources and skill proficiency of resources may determine the
activity’s duration
 Estimate Activity Resources is the process of estimating the type and quantities of
Material,
Human resources,
Equipment, or
Supplies

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Tips :
Increasing the number of resources to twice the original number of the resources does not
always reduce the time by half, as it may increase extra duration due to risk .
Advances in technology can help to Increase in the output of a manufacturing plant may be
achieved by procuring the latest advances in technology may impact duration and resource
needs
Project manager also needs to be aware of staff and Motivation of staff ,

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6-4 Estimate Activity Durations Input
. 0 1 ,
1- Project management plan
■ Schedule management plan
■ Scope baseline
2- Project documents
■ Activity attributes
■ Activity list
■ Assumption log
■ Lessons learned register
■ Milestone list
■ Risk register where individual project risks may impact resource selection
and availability.
 Project team assignments where the project is staffed when the appropriate
people have been assigned to the team .

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 Resource breakdown structure provides a hierarchical structure of the identified
resources by resource category and resource type.
 Resource calendars. specify when and how long identified project resources will be
available during the project.
 Resource requirements the level to which the resources assigned to the activity meet the
requirements will significantly influence the duration of most activities. For example, if
additional or lower skilled resources are assigned to an activity, there may be reduced
efficiency or productivity due to increased communication, training, and coordination
needs leading to a longer duration estimate
3- Enterprise environmental factors
4- Organizational process assets

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6-4 Estimate Activity Durations Tools & Techniques
1- Expert judgment
 Specialized knowledge in Schedule development and expertise in estimating
2- Analogous estimating
Technique for estimating the duration or cost of an activity or a project using historical
data. It uses parameters from previous projects such as (duration, budget, size, weight, and
complexity)
Relies on actual duration of previous, similar projects
This technique is used when there is a limited amount of detailed information about the
project.
Generally, less costly and less time-consuming than other techniques but it is also less
accurate
Known as top-down estimating
 It can be applied to a total project or to segments of a project and may be used in
conjunction with other estimating methods.

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3- Parametric estimating
• Durations can be quantitatively determined by multiplying the quantity of work to be
performed by the number of labor hours per unit of work.
• For example, duration on a cable installation, the meters of cable multiplied by the number of
labor hours per meter. If the assigned resource is capable of installing 25 meters of cable per
hour, the duration required to install 1,000 meters is 40 hours (1,000 meters divided by 25
meters per hour).
• Parametric schedule estimates can be applied to a total project or to segments of a project, in
conjunction with other estimating methods.
• Parametric estimation is more accurate than analogous estimation.
• Like analogous estimating, parametric estimation uses historical data to calculate cost; however,
it uses statistical data. It takes variables from similar projects and applies them to the current
one.
Example (IT project )
1 program debugged and unit tested per week
10 programs to be corrected
10 programs /1 program per week = 10 weeks

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4-Three-point estimating
Using three-point estimates helps define an approximate range for an activity’s duration
• Most likely (tM): based on the duration of the activity given the resources likely to be
assigned
• Optimistic (tO): based on analysis of the best-case scenario for the activity
• Pessimistic (tP): based on analysis of the worst-case scenario for the activity
Then expected duration (tE) can be calculated.
One commonly used formula is triangular distribution tE= (tO + tM + tP) / 3 .
• Triangular distribution is used when there is insufficient historical data or when using
judgmental data. This technique provides an expected duration and clarify the range of
uncertainty
• This technique minimizes the biased views of the data.
• This technique reduces bias, risk, and uncertainty from the estimation.
• It is more accurate than the analogous and parametric estimating techniques.

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6-4 Estimate Activity Durations Tools & Techniques
5- Bottom-up estimating
• Method of estimating project duration or cost by aggregating the estimates of the
lower level components of the WBS.
• If an activity duration can’t be estimated with reasonable confidence, the work within
the activity is decomposed into more detail.
• These estimates are then aggregated into a total quantity for each of the activity’s
durations
• Activities may or may not have dependencies between them that can affect the
application and use of resources. If there are dependencies, this pattern of resource
usage is reflected and documented in the estimated requirements of the activity.
• This is the most accurate technique and provides reliable results.
• can use this technique when you have all the project details.
• Its most accurate, most time-consuming, and the most costly technique. It is also
known as a “definitive estimate.”

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6-Data analysis
• Alternatives analysis:
 It 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.
 This allows the team to weigh resource, cost, and duration variables to determine an
optimal approach for accomplishing project work.
• Reserve analysis:
• It is used to determine the amount of contingency and management reserve needed
for the project.
• Duration estimates may include contingency reserves, sometimes referred to as
schedule reserves, to account for schedule uncertainty.
• Contingency reserves are the estimated duration within the schedule baseline, which
is allocated for identified risks that are accepted.

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• Contingency reserves are associated with the known-unknowns, which may be
estimated to account for this unknown amount of rework.
• The contingency reserve may be a percentage of the estimated activity duration or a
fixed number of work periods.
• Contingency reserves may be separated from the individual activities and aggregated.
• As more precise information about the project becomes available, the contingency
reserve may be used, reduced, or eliminated.
• Contingency should be clearly identified in the schedule documentation.
• Estimates may also be produced for the amount of management reserve of schedule for the
project. Management reserves are a specified amount of the project budget withheld for
management control purposes and are reserved for unforeseen work that is within scope of the
project.
• Management reserves are intended to address the unknowns that can affect a project.
• Management reserve is not included in the schedule baseline, but it is part of the overall
project duration requirements.
• Depending on contract terms, use of management reserves may require a change to the
schedule baseline.

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7- Decision making
• Includes voting, but in agile projects variation of voting is used called fist of five where project
manager asks the team to show their support by holding up closed fist (no support) up to five
fingers (full support). The manager continues it until the team achieve consensus (three or
more fingers)
8- Meetings
• In agile approach sprint/iteration planning discuss backlog items (user stories).
• The team breaks down user stories to low-level tasks, with estimates in hours, and then
validates that the estimates are achievable based on team capacity over the duration
(iteration).
• This meeting is usually held on the first day of the iteration and is attended by the product
owner, the Scrum team, and the project manager.
• The outcome of the meeting includes an iteration backlog, as well as assumptions, concerns,
risks, dependencies, decisions, and actions.
• Also, when using a predective approach the project team may hold meetings to estimate
activity durations.

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6.3 6-4 Estimate Activity Durations Output
1- Duration Estimates
• Number of time periods that are required to complete an activity.
• Duration estimates do not include any lags
• May include some indication of the range of possible results.
• The estimate can include range (value or percentage) (e.g. 7 weeks ± 1)
2- Basis of Estimates : include
1- Documentation of the basis of the estimate (i.e., how it was developed).
2- Documentation of all assumptions made.
3- Documentation of any known constraints.
4- Indication of the range of possible estimates (e.g., ±10%) to indicate that the duration is
estimated between a range of values).
5- Indication of the confidence level of the final estimate.
6- Documentation of individual project risks influencing this estimate.
3 Project documents updates
• Assumption log

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6.5 Develop Schedule
The process of analyzing activity sequences , durations, resource requirements, and
schedule constraints to create the project schedule model for project execution and
monitoring and controlling
1.Project management plan
• Scope baseline
2.Project documents
•Activity attributes
• Activity list
• Assumption log
• Basis of estimates
• Duration estimates
• Milestone list
•Project schedule network diagrams
• Risk register
3.Agreements
4.EEF
5.OPA
1 Schedule network analysis
2 Critical path method
3Resource optimization
4 Data analysis
• What-if scenario analysis
• Simulation
5 Leads and lags
6 Schedule compression
7Project management information
system
8 Agile release planning
1.Schedule baseline
2.Project schedule
3.Schedule data
4.Project calendars
5.Change requests
6.Project management plan
updates
• Cost baseline
7.Project documents updates
• Assumption log
• Risk register
PLAN Sequence

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Key benefit of this process is that it generates a schedule model with planned dates for
completing project.
Developing an acceptable project schedule is an iterative process
The schedule model determines planned start and finish dates for activities and milestones
 Schedule development can require the review and revision of duration estimates, resource
estimates, and schedule reserves to establish an approved project schedule that can serve
as a baseline to track progress.
 Key steps include defining the project milestones, identifying and sequencing activities, and
estimating durations.
 Once the activity start and finish dates have been determined, it is common to have the
project staff assigned to the activities review their assigned activities.
 The staff confirms that the start and finish dates present no conflict with resource
calendars or assigned activities on other projects or tasks and thus are still valid. The
schedule is then analyzed to determine conflicts with logical relationships and if resource
leveling is required before the schedule is approved and baselined.
 Revising and maintaining the project schedule model to sustain a realistic schedule
continues throughout the duration of the project.

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6.5 Develop Schedule Input
Project management plan
• Scope baseline
Project documents
• Activity list
• Assumption log
• Milestone list
• Project schedule network diagrams
• Risk register
Agreements
Enterprise environmental factors
Organizational process assets

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6.5 Develop Schedule Tools & Techniques
1- SCHEDULE NETWORK ANALYSIS
 Technique used to generate the project schedule model and it’s an iterative process .
 Its Employs several other techniques such as critical path method, resource optimization
techniques and modeling techniques .
 Assessing the need to aggregate schedule reserves to reduce the probability of a
schedule slip when multiple paths converge at a single point in time or when multiple
paths diverge from a single point in time, to reduce the probability of a schedule slip.
 Reviewing the network to see if the critical path has high-risk activities or long lead
Items that would necessitate use of schedule reserves or the implementation of risk
Responses to reduce the risk on the critical path.

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2- Critical Path Method
The critical path is the sequence of activities that represents the longest path through a project,
which determines the shortest possible project duration
‫المسار‬
‫الحرج‬
‫ممكنة‬ ‫مدة‬ ‫أقصر‬ ‫يحدد‬ ‫والذي‬ ، ‫المشروع‬ ‫خالل‬ ‫من‬ ‫مسار‬ ‫أطول‬ ‫تمثل‬ ‫التي‬ ‫األنشطة‬ ‫تسلسل‬ ‫هو‬
‫للمشروع‬
The critical path estimates the minimum project duration and determine the amount of schedule
flexibility on the logical network paths within the schedule model
‫الزمن‬ ‫الجدول‬ ‫نموذج‬ ‫ضمن‬ ‫المنطقية‬ ‫الشبكة‬ ‫مسارات‬ ‫على‬ ‫الجدول‬ ‫مرونة‬ ‫مقدار‬ ‫وتحديد‬ ‫المشروع‬ ‫لمدة‬ ‫األدنى‬ ‫الحد‬ ‫بتقدير‬ ‫الحرج‬ ‫المسار‬ ‫يقوم‬
‫ي‬
Schedule network analysis technique calculates early/late start/finish dates without regard of any
resource limitations .
‫البدء‬ ‫تواريخ‬ ‫بحساب‬ ‫الشبكة‬ ‫تحليل‬ ‫جدولة‬ ‫تقنية‬ ‫تقوم‬
/
‫المبكرة‬ ‫االنتهاء‬
/
‫الموارد‬ ‫على‬ ‫قيود‬ ‫ألي‬ ‫مراعاة‬ ‫دون‬ ‫المتأخرة‬
.
The critical path method is used to calculate the critical path(s) and the amount of total float and free
float or schedule flexibility on the logical network paths within the schedule model
‫المسار‬ ‫لحساب‬ ‫الحرج‬ ‫المسار‬ ‫طريقة‬ ‫ستخدم‬ُ‫ت‬
(
‫المسارات‬
)
‫ومقدار‬ ‫الحرجة‬
‫والسماح‬ ‫اإلجمالي‬ ‫السماحية‬
‫مسارات‬ ‫على‬ ‫الزمني‬ ‫الجدول‬ ‫مرونة‬ ‫أو‬ ‫الحر‬
‫الجدول‬ ‫نموذج‬ ‫ضمن‬ ‫المنطقية‬ ‫الشبكة‬
 A critical path is normally characterized by zero total float on the critical path.
‫الحرج‬ ‫المسار‬ ‫على‬ ‫صفري‬ ‫إجمالي‬ ‫بتعويم‬ ً‫ة‬‫عاد‬ ‫الحرج‬ ‫المسار‬ ‫يتميز‬
.
 Near-Critical Path is close path in duration to the critical path.
‫الحرج‬ ‫المسار‬ ‫إلى‬ ‫المسار‬ ‫في‬ ‫قريب‬ ‫مسار‬ ‫هو‬ ‫القريب‬ ‫الحرج‬ ‫المسار‬
.

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 Example : project to install three sites , the first site, the duration is 1 month, the second
will take 2 months, and the third will require 3 months which is the critical path
It is the longest path (third site with 3 months ) because you cannot complete your project
before finishing this site .
what is the shortest duration to complete the project? third site with 3 months because you
cannot complete your project in less time (critical path ).

1. Draw the network diagram.
For this demonstration we will use the same network diagram used in the Precedence Diagramming
Method.

2. Box the network diagram.

3. Enter durations into the diagram

4. Conduct a forward pass.
Early start date (ES). The earliest time an activity can start
Early finish date (EF). The earliest time an activity can finish
0 2
days
2
A

20 20
Finish
0 3
days
3
A
3 12
days
15
B
15 5
days
20
C
13 3
days
16
F
6 7
days
13
E
0 6
days
6
D
0 0
Start

Identify the critical path???
Critical Path = The longest path through the network
= Start-A-B-C-Finish

Benefits of the Critical Path Method
•It shows a graphical view of the project.
•You can discover and visualize dependencies.
•It aids in project planning, scheduling, and controlling.
•It helps in contingency planning.
•You can see the critical path and identifies critical activities.
•It helps you assign the float to activities and flexibility to float activities.
•It shows you where you can take action to bring projects back on track

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 Project float (slack) is the amount of time a project can be delayed without delaying the externally
imposed project completion date required by the customer or management, or the date previously
committed to by the project manage
Total float (slack) is the amount of time an activity can be delayed without delaying the project
completion date. On a critical path the total float is zero. (The longest path has the least total float—
usually zero.)
𝐅𝐥𝐨𝐚𝐭 = 𝑳𝒂𝒕𝒆 𝑺𝒕𝒂𝒓𝒕 (𝐋𝐒) − 𝑬𝒂𝒓𝒍𝒚 𝑺𝒕𝒂𝒓𝒕 (𝐄𝐒), or
𝐅𝐥𝐨𝐚𝐭 = 𝑳𝒂𝒕𝒆 𝑭𝒊𝒏𝒊𝒔𝒉 (𝐋𝐅) − 𝑬𝒂𝒓𝒍𝒚 𝑭𝒊𝒏𝒊𝒔𝒉 (𝐄𝐅).
Free float is the amount of time that a schedule activity can be delayed without delaying the early
start date of any successor or violating a schedule constraint
FF = ES (of next activity) - EF
Positive total float is caused when the backward pass is calculated from a schedule constraint that
is later than the early finish date that has been calculated during forward pass calculation (there is
more time available for an activity in the project schedule.)
Negative total float is caused when a constraint on the late dates is violated by duration and logic.
Negative float analysis is a technique that helps to find possible accelerated ways of bringing a
delayed schedule back on track.
Conduct a backward pass.

Late finish date (LF). The latest time an activity can finish without causing a schedule slip or violating a
schedule constraint
Late start date (LS). The latest time an activity can start without causing a schedule slip or violating a
schedule constraint
20 20
Finish
20 20
13 3
days
16
F
17 4 20
𝐅𝐥𝐨𝐚𝐭 = 𝑳𝒂𝒕𝒆 𝑺𝒕𝒂𝒓𝒕 (𝐋𝐒) − 𝑬𝒂𝒓𝒍𝒚 𝑺𝒕𝒂𝒓𝒕 (𝐄𝐒), or
𝐅𝐥𝐨𝐚𝐭 = 𝑳𝒂𝒕𝒆 𝑭𝒊𝒏𝒊𝒔𝒉 (𝐋𝐅) − 𝑬𝒂𝒓𝒍𝒚 𝑭𝒊𝒏𝒊𝒔𝒉 (𝐄𝐅).

6 7
days
13
E
10 4 17
0 3
days
3
A
3 0 3
20 20
Finish
20 20
0 6
days
6
D
4 4 10
3 12
days
15
B
3 0 15
15 5 days 20
C
15 0 20
13 3
days
16
F
17 4 20
0 0
Start
0 0
1- Only Activities D, E, and F have total float .
2- No free float .

Identify the total float and free float activity E ???
𝐅𝐥𝐨𝐚𝐭 = 𝑳𝒂𝒕𝒆 𝑺𝒕𝒂𝒓𝒕 (𝐋𝐒) − 𝑬𝒂𝒓𝒍𝒚 𝑺𝒕𝒂𝒓𝒕 (𝐄𝐒),
= 𝑳𝒂𝒕𝒆 𝑭𝒊𝒏𝒊𝒔𝒉 (𝐋𝐅) − 𝑬𝒂𝒓𝒍𝒚 𝑭𝒊𝒏𝒊𝒔𝒉 (𝐄𝐅).
= 4
Free float for E = FF = ES (of next activity) – EF =0

0 0
Start
0 0 0
25 25
Finish
25 0 25
0 8 8
A
0 0 8
20 5 25
C
20 0 25
0 6 6
D
9 9 15
8 7 15
E
15 7 22
15 3 18
F
22 7 25
8 12 20
B
8 0 20
How much the total and free float for activity D ?
1- Only Activities D, E, and F have total float .
2- Activity D has the most, with 9 days of float.

Drawbacks of the Critical Path Method
•The Critical Path Method is an optimal planning tool and assumes that all
resources are available for the project at all times.
•It does not consider resource dependencies.
•There is a chance of misusing float or slack.
•Less attention paid to non-critical activities, though sometimes they may
become critical activities.
•Projects based on the critical path often do not finish on time

Exercise
• Test yourself. Draw a network diagram, and answer the following questions.
You are the project manager for a new project and have figured out the following dependencies:
1. Activity 1 can start immediately and has an estimated duration of 3 weeks.
2. Activity 2 can start after activity 1 is completed and has an estimated duration of 3 weeks.
5. Activity 5 can start after activity 4 is completed and after activity 3 is completed. This activity
takes 4 weeks.
What is duration of critical path , float of activity 3 and 2 , float of the path with longest float ?
How will affect the project if we replace resource working on activity 3 with another less
experienced and activity will take 10 weeks ?
73

Exercise Use the data in this table to answer the
questions that follow:
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3- RESOURCE OPTIMIZATION
used to adjust the start and finish dates of activities to adjust planned resource use to be
equal to or less than resource availability.
 Resource optimization is done after the initial critical path is identified
 We need Resource optimization because Often, you will find that one or more
resources are overallocated . For example, you may have scheduled a resource to
work full time on more than one activity at the same time.
 Examples of resource optimization techniques (Resource leveling and Resource
Smoothing)

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1- Resource Smoothing: A technique that adjusts the activities of a schedule model
such that the requirements for resources on the project do not exceed certain
predefined resource limits .
In resource smoothing:
1. Activities with free and total float may only be delayed.
2. Critical path is not changed and the completion date may not be delayed
3. Resource smoothing may not be able to optimize all resource .
4. Resource smoothing is very similar to resource leveling except smoothing uses
total and free float
There are several ways you can accomplish resources smoothing :
1. adjust the resource assignments so that more tasks are given to team members
who are under-allocated.
2. require the resources to work mandatory overtime – this may not make you the
most popular project manager!
3. split some tasks so that the team member with the pertinent knowledge or skill
performs the critical part of the task and the non-critical part of the task is given to
less skilled team members.
4. Moving team resources from non-critical tasks and assigning them to critical tasks

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Resource leveling (resource based methods) : A technique in which start and finish
dates are adjusted based on resource constraints with the goal of balancing the
demand for resources with the available supply
 Resource leveling can be used when shared or critically required resources are
available only at certain times or in limited quantities or over allocated
 Resource leveling can often cause the original critical path to change
 Available float is used for leveling resources.
 For example, if Sarah is scheduled to work on Activity A and Activity B during
the week of March 1 through March 5, and both activities require five days of
full-time commitment,
Solution :
1-resource leveling would extend the start date of Activity B to begin on March 8
and end on March 12.
2- Another option is to find an available resource who has similar skills as Sarah.
If that person is available March 1 through March 5, you can level the work
across two resources.
In a nutshell, resource leveling attempts to balance out the resource
assignments to get tasks completed without overloading the individual.

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Resource leveling used when
1- resources are over to allocated,
2-resources only available at certain times,
3- resources assigned to more than one activity at a time.
The project manager can accomplish resource leveling in two ways
1- delay the start of a task to match the availability of a team member,
2- adjust the resource assignments so that more tasks are given to a
team members who are under-allocated.

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81

82
Resource leveling Resource Smoothing
It applies the resource constraints to the project
and may result in change in project duration.
We apply resource smoothing after doing
resource leveling and we make use of slack, and
will not result in change of project duration.
Resource Leveling is primarily driven by
resource constraints, like you do not have more
than 45 hours of the given resource for a week.
Resource smoothing is more to do with desired
limits, like we do have 45 hours available for
given resource but we wish that we allocate 38
hours per week so we have some breathing
space.

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4- DATA ANALYSIS
❖ What-If Scenario Analysis:
Evaluating scenarios in order to predict their effect positively or negatively on
project objectives.
“What if the situation represented by scenario ‘X’ happens? )
What? What-if scenario analysis is the process of evaluating scenarios in
order to predict their effect, positively or negatively, on project
objectives.(compute the different scenarios) such as delaying a major
component delivery, extending specific engineering durations,.

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❖ Simulation:
• Simulation models the combined effects of individual project risks and other
sources of uncertainty to evaluate their potential impact on achieving project
objectives.
• The most common simulation technique is Monte Carlo analysis it used to
calculate possible schedule outcomes for the total project based on 3-point
estimates for each activity on network diagram.
Example
Suppose that you have three activities with the following estimates (in months):
From the above table you can see that, according to the PERT estimate (THREE-
POINT ESTIMATING) , you can complete these activities in 17.5 months.
In the best case, you can complete them in 16 months, and in the worst case, 21
months.
Now, if we run the Monte Carlo Simulation for these tasks, five hundred times, it
will show us the following results:

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You can see that there is :
•2% chance of completing the project in 16 months
Benefits of the Monte Carlo Simulation
1-It helps you predict the chances of failure, and schedule and cost overrun.
2- It helps you build a realistic budget and schedule.

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5- LEADS AND LAGS
 Leads are used to advance a successor activity with respect to the predecessor
activity.
 Lags are used where processes require a set period of time to elapse between the
predecessors and successors without work or resource impact

88
6- SCHEDULE COMPRESSION
Schedule compression techniques are used to shorten or accelerate the schedule duration without
reducing the project scope in order to meet schedule constraints, imposed dates, or other schedule
objectives. A helpful technique is the negative float analysis. Techniques that can be used:
• Crashing: Technique used to shorten the schedule duration for the least incremental cost
• Some common ways include:
1- Bringing in more resources: can speed up progress. Sometimes actually extends the duration
because coordination, communication, and conflict actually take more time than they save!
2- Working overtime. Many times, you can work longer hours or work weekends. However, this is useful
only for a couple of weeks. After that, people burn out and are less productive, so this is a short-term fix.
3- Paying to expedite deliverables. This can include overnight shipping and paying bonuses to contractors
for early delivery.
• Crashing works only for activities on the critical path where additional resources will shorten the
activity’s duration.
• Crashing does not always produce a viable alternative and may result in increased risk and/or cost.
• Crashing cannot be applied to all activities.

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 Fast Tracking:
 compression technique in which activities or phases normally done in sequence are performed in parallel
for at least a portion of their duration.
 Fast tracking may result in rework and increased risk.
 Fast tracking only works when activities can be overlapped to shorten duration at critical path.
 Fast tracking may also increase project costs.
Difference Between Fast Tracking and Crashing
1. In fast-tracking, activities are rescheduled to be performed partially or fully in parallel, while in crashing,
you add extra resources to the activities to finish them early.
2. Fast-tracking does not cost you extra money, crashing does.
3. Fast-tracking increases risks. Crashing does not, significantly.
4. use fast-tracking when activities can be overlapped to decrease their duration, while use crashing on
those where adding extra resources can decrease their duration

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7- Project Management Information System (PMIS)
Include scheduling software that expedites the process of building a schedule model

91
8- AGILE RELEASE PLANNING
• Provides a high-level summary timeline
of the release schedule (3-6 months)
• determines the number of iterations or
sprints in the release, and allows the
product owner and team to decide how
much needs to be developed and how
long it will take to have a releasable
product based on business goals
dependencies, and impediments.

92
6.5 Develop Schedule Output
1- Schedule Baseline
1- The schedule baseline is a component of the project management plan.
2- A 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.
3- It is accepted and approved by the appropriate stakeholders as the schedule baseline
with baseline start dates and baseline finish dates.
4- During monitoring and controlling, the approved baseline dates are compared to the
actual start and finish dates to determine if variances have occurred.
Why? It is accepted and approved by the appropriate stakeholders as the schedule
baseline with baseline start dates and baseline finish dates.
How? During monitoring and controlling, the approved baseline dates are compared to
the actual start and finish dates to determine whether VARIANCES have occurred.

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• presents linked activities with planned dates, durations, milestones, and resources.
• If resource planning is done at an early stage, the project schedule remains preliminary until resource
assignments have been confirmed and scheduled start and finish dates are established. This process usually
occurs no later than the completion of the project management plan.
• It can be presented in tabular form using below formats:
1. Bar charts (Gantt charts)
2. Milestone charts
3. Project schedule network diagrams (logical diagram) presented in the activity-on-node diagram
format showing activities and relationships without a time scale,
2- Project Schedule

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Bar charts (Gantt Charts): Represent schedule information 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.
• there are no lines between activities to show interdependencies, nor are assigned resources shown.
Bar charts do not help organize the project as effectively as a WBS and network diagram do.
They are completed after the WBS and the network diagram in the project management process.

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Milestone charts: similar to bar charts, but only identify the scheduled start or completion of major
deliverables and key external interfaces
• Milestones have no duration; they simply represent the completion of activities.
• Milestones may include "requirements are complete" or "design is finished" and are part of the inputs to the
Sequence Activities process.
• Milestone charts are good tools for reporting to management and to the customer .

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Project schedule network diagrams (Pure logic diagram):
• These diagrams are commonly presented in the activity-on-node diagram format showing
activities and relationships without a time scale, sometimes referred to as a pure logic diagram,
or presented in a time-scaled schedule network diagram format that is sometimes called a logic
bar chart.
• Another presentation of the project schedule network diagram is a time-scaled logic diagram.
These diagrams include a time scale and bars that represent the duration of activities with the
logical relationships.
• They are optimized to show the relationships between activities where any number of activities
may appear on the same line of the diagram in sequence.

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3- Schedule Data
• It is the collection of information for describing and controlling the schedule, it includes, at a
minimum, the schedule milestones, schedule activities, activity attributes, and documentation
of all identified assumptions and constraints.
• Information frequently supplied as supporting detail includes but is not limited to:-
1- Resource requirements by time period, often in the form of a resource histogram
2- Alternative schedules, such as best-case or worst-case, not resource-leveled or resource-leveled,
or with or without imposed dates.
3- Applied schedule reserves.
• Schedule data could also include such items as resource histograms, cash-flow projections, order
and delivery schedules, or other relevant information.

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6.5 Develop Schedule Output
4- Project Calendars
• A project calendar identifies working days and shifts that are available for
scheduled activities.
• It distinguishes time periods in days or parts of days that are available to
complete scheduled activities from time periods that are not available for
work.
• A schedule model may require more than one project calendar to allow for
different work periods for some activities to calculate the project schedule.
• The project calendars may be updated.
5- Change Requests
 Modifications to the project scope or project schedule may result in change
requests
 Preventive actions may include recommended changes to eliminate or reduce
the probability of negative schedule variances.

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6- Project Management updates
• Includes Schedule management plan and Cost baseline
7- Project Documents Updates
• Includes activity attributes, Assumption log, Duration estimates, Lesson learned register,
Resource requirements, Risk register

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6 .6 Control Schedule
The process of monitoring the status of the project to update the
project schedule and managing changes to the schedule baseline.
1.Work performance information
2.Schedule forecasts
3.Change requests
4.Project management plan updates
•Schedule management plan
• Cost baseline
•Performance measurement baseline
5.Project documents updates
• Assumption log
• Project schedule
• Risk register
• Schedule data
1 Project management plan
• Scope baseline
• Performance measurement baseline
2Project documents
• Project calendars
• Project schedule
• Schedule data
3 EEF
4 OPA
1.Data analysis
• Earned value analysis
• Iteration burndown chart
• Performance reviews
• Trend analysis
• Variance analysis
• What-if scenario analysis
2.Critical path method
3.Project management information
system
4.Resource optimization
6.Leads and lags
7.Schedule compression
PLAN Sequence

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Key benefit of this process is that the schedule baseline is maintained throughout the
project
Updating the schedule model requires knowing the actual performance to date
Regular and milestone status updates from contractors and suppliers are a means of
ensuring the work is progressing as agreed upon to ensure the schedule is under control
Reviews and walkthroughs should be done to ensure the contractor reports are accurate
 Control Schedule, as a component of the Perform Integrated Change Control process, is
concerned with:-
 Determining the current status of the project schedule.
 Influencing the factors that create schedule changes.
 Reconsidering necessary schedule reserves.
 Determining if the project schedule has changed.
 Managing the actual changes as they occur.

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 When an agile approach is used, Control Schedule is concerned with:-
 Determining the current status of the project schedule by comparing the total amount of work
delivered and accepted against the estimates of work completed for the elapsed time cycle.
 Conducting retrospectives (scheduled reviews to record lessons learned) for correcting
processes and improving, if required.
 Reprioritizing the remaining work plan (backlog).
 Determining the rate at which the deliverables are produced, validated, and accepted (velocity)
in the given time per iteration (agreed-upon work cycle duration, typically 2 weeks or 1 month).
 Determining that the project schedule has changed.
 Managing the actual changes as they occur.

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include but are not limited to:- Schedule management plan , Schedule baseline ,
Scope baseline and Performance measurement baseline.
2- PROJECT DOCUMENTS
include but are not limited to:-
2-1 Lessons learned register: 2-2 Project calendars2-3 Project schedule. 2-4
Resource calendars. 2-5 Schedule data.
3- WORK PERFORMANCE DATA
It contains data on project status such as which activities have started, their progress
(e.g., actual duration, remaining duration, and physical percent complete), and which
activities have finished.
4- OPA
6.6 Control Schedule Input

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6 .6 Control Schedule Tools & Techniques
1- DATA ANALYSIS
• Earned Value Analysis: Schedule performance measurements such as schedule variance (SV) and schedule
performance index (SPI) are used to asses magnitude of variation to original baseline
 SV = EV – PV where:-
(If SV is Positive = Ahead of Schedule,
Neutral = On schedule,
Negative = Behind Schedule)
 SPI = EV/PV where:-
(If SPI is > 1.0 = Ahead of schedule
Exactly 1.0 = On schedule
< 1.0 = Behind schedule)
• Iteration Burndown Chart:
• This chart tracks the work that remains to be completed in the iteration backlog.
• It analyzes the variance with respect to an ideal burndown based on work committed.
• A forecast trend line used to predict the likely variance, and diagonal line represent ideal burndown and daily
actual remaining work is then plotted

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• Performance reviews: Measure, compare, and analyze schedule performance against the schedule
baseline
• Trend analysis: Examines project performance over time to determine whether performance is
improving or
deteriorating. Graphical analysis maybe used.
• Variance analysis: Variance analysis looks at variances in planned versus actual start and finish dates,
planned
versus actual durations, and variances in float. Also determine cause and degree of variance relative to
baseline.
And decide if corrective and preventive action is required.
• What-if scenario analysis: assess the various scenarios guided by the output from the Project Risk
Management
processes to bring the schedule model into alignment with the project management plan and approved
baseline

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6 .6 Control Schedule Output
1- Work Performance Information
• Work performance information includes information on how the project work is
performing compared to the schedule baseline.
• Variances in the start and finish dates and the durations can be calculated at the
work package level and control account level.
• For projects using earned value analysis, the (SV) and SPI) are documented for
inclusion in work performance reports.

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2- Schedule Forecasts
• Schedule updates are forecasts of estimates or predictions of conditions and events in the
project’s future based on information and knowledge available at the time of the forecast.
• Forecasts are updated and reissued based on work performance information provided as the
project is executed.
• The information is based on the project’s past performance and expected future performance
based on corrective or preventive actions. This can include earned value performance
indicators, as well as schedule reserve information that could impact the project in the future.
3- Change Requests
• Schedule variance analysis, as well as reviews of progress reports, results of performance
measures, and modifications to the project scope or project schedule, may result in change
requests to the schedule baseline, scope baseline, and/or other components of the project
management plan.
• Change requests are processed for review and disposition through the Perform Integrated
Change Control process (Section 4.6).
• Preventive actions may include recommended changes to eliminate or reduce the probability
of negative schedule variances.

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4- Project Management Plan Updates
Includes Schedule management plan, Schedule baseline, Cost baseline and Performance
measurement baseline
5- Project Document Updates
Includes (Assumption log, Basis of estimates, Lessons learned register, Project schedule,
Resource calendars, Risk register and Schedule data)

schedule Management v4

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schedule Management v4

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