1. 1
PLAN
SCHEDULE
MGMT
PMP – PMBOK 5TH
EDITION
COMPLETE TUTORIAL SERIES
CHAPTER 6
THIRD KNOWLEDGE AREA:
PROJECT TIME MANAGEMENT
2
DEFINE
ACTIVITIES
4
ESTIMATE
ACTIVITY
RESOURCES
3
SEQUENCE
ACTIVITIES
5
ESTIMATE
ACTIVITY
DURATIONS
6
CONTROL
SCHEDULE

2. CHAPTER 6 – PROJECT TIME MANAGEMENT
PROJECT TIME MANAGEMENT INCLUDES THE PROCESSES TO MANAGE THE
TIMELY COMPLETION OF THE PROJECT, THEY ARE CONSIST OF:
1. PLAN SCHEDULE MANAGEMENT:
2. DEFINE ACTIVITIES
3. SEQUENCE ACTIVITIES
4. ESTIMATE ACTIVITIES RESOURCES
5. ESTIMATE ACTIVITY DURATIONS
6. DEVELOP SCHEDULE
MNEMONIC: FOR THE FIRST 6: PLANT DE SEED – THESE ARE ALL PART OF PLANNING PROCESS GROUP
7. CONTROL SCHEDULE
THIS IS THE ONLY ONE THAT IS PART OF THE MONITORING & CONTROLLING GROUP

3. CHAPTER 6 – PROJECT TIME MANAGEMENT OVERVIEW
DISTINGUISHING THE PROJECT SCHEDULE PRESENTATION (SCHEDULE) FROM
THE SCHEDULE DATA & CALCULATION THAT PRODUCE THE PROJECT SCHEDULE
• ON SMALLER PROJECTS, DEFINING ACTIVITIES, SEQUENCING ACTIVITIES, ESTIMATING ACTIVITIES RESOURCES,
ESTIMATING ACTIVITY DURATIONS, AND DEVELOPING THE SCHEDULE ARE LINKED SO TIGHTLY THAT THEY ARE
VIEWED AS A SINGLE PROCESS THAT IS PERFORMED BY A SINGE PERSON OVER A SHORT PERIOD OF TIME THEY
ARE NONETHELESS, DISTINCT PROCESSES.

4. (PLANNING PROCESS GROUP)
1. PLAN SCHEDULE MANAGEMENT
Plan Schedule Management: Inputs, Tools & Techniques, & Outputs
INPUTS
1.
2.
3.
4.
Project Management
Plan
Project Charter
Enterprise Environmental
Factors (EEFs)
Organizational Process
Assets (OPAs)
OUTPUTS
TOOLS & TECHNIQUES
1.
2.
3.
•
•
Expert Judgment
Analytical Techniques
Meeting
1.
Schedule Management
Plan
Plan Schedule Management is the process of establishing the policies, procedures,
and documentations for planning, developing, managing, executing & controlling
project schedule.
It’s key benefit is it provides guidance & directions on how the project schedule will be
managed throughout the project

5. 1. Org. Culture & Structure
2. Resource Availability & Skills
3. Scheduling Software
4. Commercially Available Info
5. Org. Work Authorization
Systems
1
ENTERPRISE
ENVIRONME
NT
FACTORS
(EEF)
3
PROJECT
MANAGEMEN
T
PLAN
2
ORGANIZATION
AL
PROCESS
ASSETS
(OPA)
Other Information
4
PROJECT
CHARTER
•
•
Monitoring & Reporting Tools
• Historical Information
• Schedule Control Tools
Existing Formal/Informal Schedule
Control Related to Policies,
Procedures
• Templates
• Project Closure Guidelines
• Change Control Procedures
• Risk Control Procedures
TOOLS &
TECHNIQUE
S
1.
2.
3.
EXPERT JUDGMENT
ANALYTICAL TECHNIQUES
MEETINGS
OUTPUT
OUTPU
T
SCHEDULE
MANAGEMENT
PLAN
SV = Schedule Variance
SPI = Schedule Performance Index

6. OUTPUT: SCHEDULE MANAGEMENT PLAN
PROJECT SCHEDULE
MODEL DEVELOPMENT
• Use scheduling methodology & tool to develop the project schedule model
LEVEL OF ACCURACY
• Use the acceptable range in determining realistic activity duration estimates & may include
contingencies
UNITS OF MEASURE
• Time Measures such as Staff Hours, Days or Weeks; Quantity Measures like Meters, Liters or Cubic
Yards
ORGANIZATIONAL
PROCEDURES LINKS
• The WBS provides the framework for the schedule management plan for consistent schedule estimate
& result
PROJECT SCHEDULE
MODEL MAINTENANCE
• Update & record progress of the project in the schedule model during execution
CONTROL THRESHOLD
• Variance threshold for monitoring performance to agreed upon percentage of deviations
RULES OF PERFORMANCE
MEASUREMENT
• Earned Value Management (EVM) rules, Rules to establish % complete, use of Control Account, Use
SV & SPI
REPORTING FORMAT
• Define the format & frequency for the various schedule reports
PROCESS DESCRIPTIONS
• Document description of each of the schedule management processes

7. (PLANNING PROCESS GROUP)
2. DEFINE ACTIVITIES
Define Activities Inputs, Tools & Techniques, & Outputs
INPUTS
1.
2.
3.
4.
Schedule Management
Plan
Scope Baseline
Enterprise Environmental
Factors (EEFs)
Organizational Process
Assets (OPAs)
OUTPUTS
TOOLS & TECHNIQUES
1.
2.
3.
•
•
Decomposition
Rolling Wave Planning
Expert Judgment
1.
2.
3.
Activity List
Activity Attributes
Milestone List
Define Activities is the process of identifying & documenting specific actions to be
performed to produce the project deliverables.
It’s key benefit is to break down work packages into activities that provide a basis for
estimating, scheduling, executing, monitoring & controlling the project work.

8. 1
ENTERPRISE
ENVIRONME
NT
FACTORS
(EEF)
1. Org. Culture & Structure
2. Project Management
Information System (PMIS)
3. Commercially Available Info
3
SCHEDULE
MANAGEMEN
T
PLAN
2
ORGANIZATION
AL
PROCESS
ASSETS
(OPA)
• Lessons Learned
• Standardized Process
• Templates for Standard Activity List
• Existing Formal/Informal Schedule
Control Related to Policies,
Procedures & Guidelines
ACTIVITY
LIST
TOOLS &
TECHNIQUE
S
4
SCOPE
BASELINE
1.
2.
3.
DECOMPOSITION
ROLLING WAVE PLANNING
EXPERT JUDGMENT
OUTPUT
OUTPU
T
ACTIVITY
ATTRIBUTES
MILESTONE
LIST

9. TOOLS & TECHNIQUES
1. DECOMPOSITION
A TECHNIQUE USE FOR DIVIDING & SUBDIVIDING PROJECT SCOPE & DELIVERABLES INTO
SMALLER MORE MANAGEABLE PARTS.
ACTIVITIES REPRESENTS THE EFFORT NEEDED TO COMPLETE A WORK PACKAGE.
ACTIVITIES PROCESS DEFINES THE FINAL OUTPUT AS ACTIVITIES INSTEAD OF DELIVERABLES
EACH WORK PACKAGE IN WBS IS DECOMPOSED INTO THE ACTIVITIES REQUIRED TO
PRODUCE THE WORK PACKAGE DELIVERABLE
2. ROLLING WAVE PLANNING
AN ITERATIVE PLANNING TECHNIQUE WHERE NEAR TERM WORK IS PLANNED IN DETAIL
WHILE THE WORK IN THE FUTURE IS PLANNED AT HIGH LEVEL.
IT’S A FORM OF PROGRESSIVE ELABORATION WHEREBY WORK CAN EXIST AT VARIOUS
LEVELS OF DETAILS DEPENDING ON WHERE IT IS IN THE PROJECT LIFE CYCLE
3. EXPERT JUDGMENT
PROJECT TEAM MEMBERS OF OTHER EXPERTS WHO ARE EXPERIENCED & SKILLED IN
DEVELOPING DETAILED PROJECT SCOPE STATEMENTS, WBS, AND PROJECT SCHEDULES
CAN PROVIDE THE JUDGMENT

10. OUTPUT: 2. DEFINE ACTIVITIES
ACTIVITY
LIST
• COMPREHENSIVE LIST THAT INCLUDES ALL SCHEDULE ACTIVITIES REQUIRED.
• IT ALSO INCLUDES THE ACTIVITY IDENTIFIER & SCOPE OF WORK DESCRIPTION
FOR EACH ACTIVITY IN SUFFICIENT DETAIL
• EACH ACTIVITY SHOULD HAVE UNIQUE TITLE THAT DESCRIBES ITS PLACE IN THE
SCHEDULE EVEN IF IT’S DISPLAYED OUTSIDE THE CONTEXT OF PROJECT
SCHEDULE
ACTIVITY
ATTRIBUTES
• ACTIVITY IS PERFORMED & MAY HAVE RESOURCES AND COST ASSOCIATED WITH
THE WORK
• ACTIVITIES ATTRIBUTES EXTEND THE ACTIVITY BY IDENTIFYING THE MULTIPLE
COMPONENTS ASSOCIATED WITH EACH ACTIVITY – THEY INCLUDE ACTIVITY
IDENTFIER (ID), WBS ID & ACTIVITY LABEL AND NAME. WHEN COMPLETED MAY
INCLUDE ACTIVITY CODES, DESCRIPTION, PREDECESSOR/SUCCESSOR
ACTIVITIES, LOGICAL RELATIONSHIP, DATE & CONSTRAINTS
• USED FOR SCHEDULE DEVELOPMENT & SORTING PLANNED SCHEDULE
ACTIVITIES IN REPORTS
MILESTONE
LIST
• A MILESTONE IS A SIGNIFICANT POINT OR EVENT IN A PROJECT
• IT IDENTIFIES ALL PROJECT MILESTONES & INDICATES IF THE MILESTONE IS
MANDATORY (REQUIRED BY CONTRACT), OR OPTIONAL (BASED UPON
HISTORICAL INFORMATION)
• IT IS SIMILAR TO REGULAR SCHEDULE ACTIVITIES (SAMA STRUCTURE &
ATTRIBUTES) BUT HAVE ZERO DURATION BECAUSE IT REPRESENT A MOMENT IN
TIME.

11. (PLANNING PROCESS GROUP)
3. SEQUENCE ACTIVITIES
Sequence Activities Inputs, Tools & Techniques, & Outputs
INPUTS
1.
2.
3.
4.
5.
6.
7.
Schedule Management
Plan
Activity List
Activity Attributes
Milestone List
Project Scope Statement
Enterprise Environmental
Factors (EEFs)
Organizational Process
Assets (OPAs)
TOOLS & TECHNIQUES
1.
OUTPUTS
Precedence
1. Activity List
Diagramming Method
2. Activity Attributes
(PDM)
2. Dependency
Determination
3. Leads & Lags
• Sequence Activities is the process of identifying & documenting relationship among the
project activities.
• It’s key benefit is it defines the logical sequence of work to obtain the greatest efficiency
given all project constraints

12. 1. Government or Industry
Standards
2. Project Management Information
System (PMIS)
3. Scheduling Tool; and
4. Company Work Authorization
Systems
Any process that can influence the
Sequence Activities Process such as
Project Files from Corporate Knowledge
Base used for scheduling methodology;
existing formal / informal activity planning
related policies, procedures & guidelines
and template that can be used to
expedite project activities.
6
ENTERPRISE
ENVIRONME
NT
FACTORS
(EEF)
2
ACTIVITY
LIST
1
SCHEDULE
MANAGEMEN
T
PLAN
7
ORGANIZATION
AL
PROCESS
ASSETS
(OPA)
5
PROJECT
SCOPE
STATEMEN
T
4
MILESTON
E
LIST
TOOLS &
TECHNIQUE
S
OUTPUT
OUTPU
T
PROJECT
SCHEDULE
NETWORK
DIAGRAMS
3
ACTIVITY
ATTRIBUT
ES
1.
2.
3.
PROJECT
DOCUMENTS
UPDATES
PRECEDENCE
DIAGRAMMING METHOD
(PDM)
DEPENDENCY
DETERMINATION
LEADS & LAGS

13. TOOLS & TECHNIQUES (1)
1. PRECEDENCE DIAGRAMMING METHOD (PDM)
A TECHNIQUE USED FOR CONSTRUCTING A SCHEDULE MODEL WHERE ACTIVITIES
ARE REPRESENTED BY NODES & GRAPHICALLY LINKED BY ONE OR MORE LOGICAL
RELATIOSHIP TO SHOW THE SEQUENCE.
ACTIVITY ON NODE (AON) IS ONE METHOD OF REPRESENTING A PRECEDENCE
DIAGRAM
THERE ARE FOUR TYPES OF DEPENDENCIES OR LOGICAL RELATIONSHIP:
• FINISH TO START (FS) – SUCCESSOR ACTIVITY CANNOT START UNTIL PREDECESSOR ACTIVITY HAS
FINISHED. I.E. AWARD CEREMONY (SUCCESSOR) CANNOT START UNTIL THE RACE (PREDECESSOR)
HAS FINISHED
• FINISH TO FINISH (FF) – WRITING A DOCUMENT (PREDECESSOR) MUST FINISH BEFORE EDITING
(SUCCESSOR) CAN
• START TO START (SS) – LEVEL CONCRETE (SUCCESSOR) CANNOT BEGIN UNTIL POUR FOUNDATION
BEGINS
• START TO FINISH (SF) – SHIFT B WORKER (SUCCESSOR) CANNOT START UNTIL SHIFT A WORKER
(PREDECESSOR) FINISH
IN PDM FINISH TO START IS THE MOST COMMONLY USED TYPE PRECEDENCE RELATIONSHIP. START TO

14. TOOLS & TECHNIQUES (2)
2. DEPENDENCY DETERMINATION
DEPENDENCY HAS FOUR ATTRIBUTES, BUT TWO CAN BE APPLICABLE AT THE SAME
TIME: MANDATORY EXTERNAL DEPENDENCIES, MANDATORY INTERNAL
DEPENDENCIES, DISCRETIONARY EXTERNAL DEPENDENCIES, DISCRETIONARY
INTERNAL DEPENDENCIES.
•
MANDATORY DEPENDENCIES – LEGALLY/CONTRACTUALLY REQUIRED OR INHERENT IN THE NATURE OF WORK
I.E. CANNOT TEST THE PRODUCT UNTIL PROTOTYPE IS AVAILABLE
•
DISCRETIONARY DEPENDENCIES – A.K.A PREFERRED LOGIC OR SOFT LOGIC BASED ON ESTABLISHED BEST
PRACTICES
MUST BE FULLY DOCUMENTED BECAUSE IT CAN CREATE ARBITRARY TOTAL FLOAT VALUES & LIMIT LATER SCHEDULING
•
EXTERNAL DEPENDENCIES – RELATIONSHIP BETWEEN PROJECT ACTIVITIES & NON PROJECT ACTIVITIES – OUTSIDE OF
PM’S CONTROL
•
INTERNAL DEPENDENCIES – PRECEDENCE RELATIONSHIP BETWEEN PROJECT ACTIVITIES WITHIN CONTROL OF THE PM
3. LEADS & LAGS
LEAD IS THE AMOUNT OF TIME WHEREBY A SUCCESSOR ACTIVITY CAN BE
ADVANCED WITH RESPECT TO A PREDECESSOR ACTIVITY (LANDSCAPING CAN
START BEFORE ROOF IS DONE)
LAG IS WHEN A SUCCESSOR ACTIVITY WILL BE DELAYED WITH RESPECT TO A
PREDECESSOR ACTIVITY (START TO START – TECHNICAL WRITING TEAM MAY

15. OUTPUT: 3. SEQUENCE ACTIVITIES
PROJECT
SCHEDULE
NETWORK
DIAGRAMS
PROJECT
DOCUMENTS
UPDATES
• A PROJECT SCHEDULE NETWORK DIAGRAM IS A GRAPHICAL
RESPRESENTATION OF THE LOGICAL RELATIONSHIPS (DEPENDENCIES) AMONG
PROJECT SCHEDULE ACTIVITIES
• IT CAN MANUALLY PRODUCED OR USING PROJECT MANAGEMENT SOFTWARE.
• IT CAN INCLUDE FULL PROJECT DETAIL O RHAVE ONE OR MORE SUMMARY
ACTIVITIES
• A SUMMARY NARRATIVE CAN ACCOMPANY THE DIAGRAM & DESCRIBE THE
BASIC APPROACH USED TO SEQUENCE THE ACTIVITIES
• ANY UNUSUAL ACTIVITY SEQUENCES WITHIN THE NETWORK MUST BE FULLY
DESCRIBED WITHIN THE NARRATIVE
• ACTIVITY LIST
• ACTIVITY ATTRIBUTES
• MILESTONE LIST; AND
• RISK REGISTER

16. (PLANNING PROCESS GROUP)
4. ESTIMATE ACTIVITY RESOURCES
Estimate Activity Resources Inputs, Tools & Techniques, & Outputs
INPUTS
1.
2.
3.
4.
5.
6.
7.
8.
Schedule Management
Plan
Activity List
Activity Attributes
Resource Calendars
Risk Register
Activity Cost Estimate
Enterprise Environmental
Factors (EEFs)
Organizational Process
Assets (OPAs)
OUTPUTS
TOOLS & TECHNIQUES
1.
2.
3.
4.
5.
•
•
Expert Judgment
Alternative Analysis
Published Estimating
Data
Bottom-Up Estimating
Project Management
Software
1.
2.
3.
Activity Resource
Requirements
Resource Breakdown
Structure
Project Documents
Updates
Estimate Activity Resources is the process of estimating the type & quantities of
material, human resources, equipment, or supplies needed to perform each activity.
It’s key benefit is it identifies the type, quantity, and characteristics of resources
required to complete the activity which allows more accurate cost & duration estimates.

17. A calendar that identifies the working
days & shifts on which specific
resource is available. The info is
crucial to estimating resource
utilization.
They specify when & how long a
resource will be available for the
project
7
ENTERPRISE
ENVIRONME
NT
FACTORS
(EEF)
4
RESOURC
E
CALENDA
RS
Any process that can influence the
Estimate Activities Resources such as :
• Policies & procedures regarding
staffing
• Policies & procedures relating to
rental & purchase of supplies &
equipment, and
• Historical info regarding types of
resources used for similar projects
ACTIVITY
RESOURCE
REQUIREMENTS
1
SCHEDULE
MANAGEMEN
T
PLAN
8
ORGANIZATION
AL
PROCESS
ASSETS
(OPA)
5
RISK
REGISTER
2
ACTIVITY
LIST
TOOLS &
TECHNIQUE
S
1.
2.
3.
OUTPUT
4.
5.
OUTPU
T
RESOURCE
BREAKDOWN
STRUCTURE
3
ACTIVITY
ATTRIBUT
ES
6
ACTIVITY
COST
ESTIMATE
S
EXPERT JUDGMENT
ALTERNATIVE ANALYSIS
PUBLISHED ESTIMATING
DATA
BOTTOM-UP ESTIMATING
PROJECT MGMT SOFTWARE
PROJECT
DOCUMENTS
UPDATES

18. TOOLS & TECHNIQUES – ESTIMATE ACTIVITY
RESOURCES
1. EXPERT JUDGMENT
2. ALTERNATIVE ANALYSIS
3. PUBLISHED ESTIMATING DATA
MANY ORGANIZATIONS ROUTINE PUBLISH UPDATED PRODUCTION RATES & UNIT COST OF
RESOURCES FOR AN EXTENSIVE ARRAYS OF LABOR TRADES, MATERIAL & EQUIPMENT FOR
DIFFERENT COUNTRY OR REGIONS
4. BOTTOM-UP ESTIMATING
A METHOD OF ESTIMATING DURATION OR COST BY AGGREGATING THE ESTIMATE OF THE
LOWER-LEVEL COMPONENTS OF THE WBS. WHEN AN ACTIVITY CANNOT BE ESTIMATED WITH
CONFIDENCE, THE WORK WITHIN THE ACTIVITY IS DECOMPOSED INTO MORE DETAIL.
ACTIVITIES MAY OR MAY NOT HAVE DEPENDENCIES BETWEEN THEM. IF THERE ARE
DEPENDENCIES, THIS PATTERN OF RESOURCE USAGE IS REFLECTED & DOCUMENTED IN
THE ESTIMATED REQUIREMENT OF THE ACTIVITY.
5. PROJECT MANAGEMENT SOFTWARE

19. OUTPUT: 4. ESTIMATE ACTIVITY RESOURCES
ACTIVITY
RESOURCE
REQUIREMEN
TS
• IDENTIFY THE TYPES & QUANTITIES OF RESOURCES REQUIRED FOR EACH
ACTIVITY IN A WORK PACKAGE AND EACH WORK PERIOD
• THESE REQUIREMENT CAN THEN BE AGGREGRATED TO DETERMINE THE
ESTIMATED RESOURCES FOR EACH WORK PACKAGE & PERIOD.
• THE RESOURCE REQUIREMENTS DOCUMENTATION FOR EACH ACTIVITY CAN
INCLUDE THE BASIS OF ESTIMATE FOR EACH RESOURCE AS WELL AS
ASSUMPTIONS OF THE AVAILABILITY & QUANTITIES
RESOURCE
BREAKDOWN
STRUCTURE
• A HIERARCHICAL REPRESENTION OF RESOURCES BY CATEGORY & TYPE, SUCH
AS:
LABOR, MATERIAL, EQUIPMENT & SUPPLIES.
• RESOURCE TYPE MAY INCLUDE THE SKILL LEVEL, GRADE LEVEL, OR OTHER
INFO APPROPRIATE TO THE PROJECT.
• USEFUL FOR ORGANIZING & REPORTING PROJECT SCHEDULE DATA WITH
RESOURCE UTILIZATION INFORMATION
PROJECT
DOCUMENTS
UPDATES
• ACTIVITY LIST
• ACTIVITY ATTRIBUTES
• RESOURCE CALENDARS

20. (PLANNING PROCESS GROUP)
5. ESTIMATE ACTIVITY DURATION
Estimate Activity Duration Inputs, Tools & Techniques, & Outputs
INPUTS
Schedule Management Plan
Activity List
Activity Attributes
Activity Resource
Requirement
5. Resource Calendars
6. Project Scope Statement
7. Risk Register
8. Resource Breakdown
Structure
9. Enterprise Environmental
Factors (EEFs)
10. Organizational Process
Assets (OPAs)
OUTPUTS
TOOLS & TECHNIQUES
1.
2.
3.
4.
5.
1.
2.
3.
4.
6.
•
•
Expert Judgment
Analogous Estimating
Parametric Estimating
Three-point Estimating
Group Decision Making
Techniques
Reserve Analysis
1.
2.
Activity Duration Estimate
Project Documents
Updates
Estimate Activity Duration is the process of estimating the number of work periods
needed to complete individual activities with estimated resources
It’s key benefit is it provides the amount of time each activity will take to complete
(which is a major input into the Develop Schedule process.

21. Assumptions:
• Existing Conditions
• Availability of Information; and
• Length of reporting periods
Constraints:
• Available skilled resources
• Contract terms & requirements
9
ENTERPRISE
ENVIRONME
NT
FACTORS
(EEF)
6
PROJECT
SCOPE
STATEMEN
T
1
SCHEDULE
MANAGEMEN
T
PLAN
10
ORGANIZATION
AL
PROCESS
ASSETS
(OPA)
•
Historical duration information
• Project Calendars
• Scheduling Methodology, and
• Lessons learned
7
RISK
REGISTER
2
ACTIVITY
LIST
TOOLS &
TECHNIQUE
S
1.
2.
3.
4.
5.
OUTPUT
OUTPU
T
ACTIVITY
DURATION
ESTIMATES
6.
PROJECT
DOCUMENTS
UPDATES
3
ACTIVITY
ATTRIBUT
ES
4
ACTIVITY
RESOURC
E
RQRMENT
S
5
RESOURC
E
CALENDA
RS
8
RESOURCE
BREAKDWN
STRUCTUR
E
EXPERT JUDGMENT
ANALOGOUS ESTIMATING
PARAMETRIC ESTIMATING
THREE-POINT ESTIMATING
GROUP DECISION MAKING
TECHNIQUES
RESERVE ANALYSIS

22. TOOLS & TECHNIQUES – ESTIMATE ACTIVITY
DURATIONS
1. EXPERT JUDGMENT
2. ANALOGOUS ESTIMATING
A TECHNIQUE FOR ESTIMATING THE DURATION OF COST USING HISTORICAL DATA FROM A SIMILAR
ACTIVITY/PROJECT. IT USES PARAMETER FROM PREVIOUS SIMILAR PROJECT SUCH AS DURATION,
BUDGET, SIZE, WEIGHT, & COMPLEXITY.
IT IS A GROSS VALUE ESTIMATING APPROACH (SOMETIMES ADJUSTED FOR KNOWN DIFFERENCES IN
COMPLEXITY), IT IS FREQUENTLY USED TO ESTIMATING PROJECT DURATION WHERE THERE IS A LIMITED
DETAILED INFO ON THE PROJECT.
IT IS GENERALLY COST LESS & LESS TIME CONSUMING BUT ALSO LESS ACCURATE
3. PARAMETRIC ESTIMATING
AN ALGORITHM IS USED TO CALCULATE COST OR DURATION BASED ON HISTORICAL DATA & PROJECT
PARAMETERS.
IT USES STATISTICAL RELATIONSHIP BETWEEN HISTORICAL DATA & OTHER VARIABLES.
ACTIVITY DURATION CAN BE QUANTITATIVELY DETERMINED BY MULTIPLYING THE QUANTITY OF WORK TO
BE PERFORMED BY LABOR HOURS PER UNIT OF WORK.
IT HAS HIGHER LEVEL OF ACCURACY DEPENDING ON THE SOPHISTICATION & UNDERLYING DATA BUILT
INTO THE MODEL.
IT CAN BE APPLIED TO A TOTAL PROJECT OR TO A SEGMENT IN CONJUNCTION WITH OTHER ESTIMATING

23. TOOLS & TECHNIQUES – ESTIMATE ACTIVITY
DURATIONS
3. THREE-POINT ESTIMATING
THE ACCURACY OF SINGLE POINT ACTIVITY DURATION ESTIMATE CAN BE IMPROVED BY CONSIDERING
UNCERTAINTY & RISK. THIS CONCEPT ORIGINATES FROM PROGRAM EVALUATION & REVIEW TECHNIQUE
(PERT).
•
MOST LIKELY(TM) – MOST REALISTIC GIVEN THE DURATION, AVAILABILITY OF RESOURCES, DEPENDENCIES &
INTERRUPTIONS
•
OPTIMISTIC (TO) – BASED ON BEST CASE SCENARIO
•
PESSIMISTIC (TP) – BASED ON WORST CASE SCENARIO
•
TRIANGULAR DISTRIBUTION FORMULA: TE = (TO + TM + TP) /3
•
BETA DISTRIBUTION FORMULA: TE = (TO + 4TM + TP) /6
4. GROUP DECISION MAKING TECHNIQUES
5. RESERVE ANALYSIS
DURATION ESTIMATES MAY INCLUDE CONTINGENCY RESERVES CALLED TIME RESERVES OF BUFFERS.
THEY ARE THE ESTIMATED DURATION WITHIN SCHEDULE BASELINE THAT ARE ALLOCATED FOR THE
IDENTIFIED RISKS THAT ARE ACCEPTED.
CONTINGENCY RESERVES ARE ASSOCIATED WITH “KNOWN-UNKNOWNS” WHICH MAY BE ESTIMATED TO
ACCOUNT FOR THIS UNKNOWN AMOUNT OF REWORK. IT MAY BE A PERCENTAGE OF THE ESTIMATED
ACTIVITY DURATION OR FIXED & MAY BE DEVELOPED USING MONTE-CARLO SIMULATION QUANTITATIVE
ANALYSIS

24. OUTPUT: 5. ESTIMATE ACTIVITY DURATION
ACTIVITY
DURATION
ESTIMATES
PROJECT
DOCUMENTS
UPDATES
• QUANTITATIVE ASSESTMENTS OF THE LIKELY NUMBER OF TIME PERIODS THAT
ARE REQUIRED TO COMPLETE AN ACTIVITY.
IT DOESN’T INCLUDE ANY LAGS.
• MAY INCLUDE SOME INDICATION OF THE RANGE OF POSSIBLE RESULT SUCH AS:
2 WEEKS +/- 2 DAYS = WILL TAKE AT LEAST 8 WORK DAYS & NO MORE THAN 12;
AND
15% PROBABILITY OF EXCEEDING THREE WEEKS, WHICH INDICATES A HIGH
PROBABILITY - 85% - THAT THE ACTIVITY WILL TAKE THREE WEEKS OR LESS
• ACTIVITY ATTRIBUTES
• ASSUMPTIONS MADE IN DEVELOPING THE ACTIVITY DURATION ESTIMATE SUCH
AS SKILL LEVELS & AVAILABILITY, AS WELL AS A BASIS OF ESTIMATES FOR
DURATIONS

25. (PLANNING PROCESS GROUP)
6. DEVELOP SCHEDULE
Estimate Activity Duration Inputs, Tools & Techniques, & Outputs
INPUTS
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Schedule Management Plan
Activity List
Activity Attributes
Project Schedule Ntwk
Diagram
Activity Resource
Requirement
Resource Calendars
Activity Duration Estimates
Project Scope Statement
Risk Register
Project Staff Assignments
Resource Breakdown
Structure
Enterprise Environmental
Factors (EEFs)
Organizational Process
OUTPUTS
TOOLS & TECHNIQUES
1.
2.
3.
4.
5.
6.
7.
8.
•
•
Schedule Ntwk Analysis
Critical Path Method
Critical Chain Method
Resource Optimization
Techniques
Modeling Techniques
Leads & Lags
Schedule Compression
Scheduling Tool
1.
2.
3.
4.
5.
6.
Schedule Baseline
Project Schedule
Schedule Data
Project Calendars
Project Mgmt Plan
Updates
Project Documents
Updates
Develop Schedule is the process of analyzing activity sequences, durations, resource
requirements & schedule constraints to create the project schedule model.
It’s key benefit is that by entering schedule activities durations, resource availabilities,
and logical relationship into scheduling tool, it generates a schedule model date of
completions.

26. 4
PROJECT
SCHEDULE
NETWORK
DIAGRAM
7
ACTIVITY
DURATION
ESTIMATE
1.
8
PROJECT
SCOPE
STATEMEN
T
SCHEDULE NETWORK ANALYSIS
2. CRITICAL PATH METHOD
3. CRITICAL CHAIN METHOD
4. RESOURCE OPTIMIZATION
TECHNIQUE
5. MODELING TECHNIQUE
6. LEADS & LAGS
7. SCHEDULE COMPRESSION
8. SCHEDULING TOOL
SCHEDULE
BASELINE
12
ENTERPRISE
ENVIRONME
NT
FACTORS
(EEF)
10
PROJECT
STAFF
ASSIGNMEN
T
PROJECT
SCHEDULE
1
SCHEDULE
MANAGEMEN
T
PLAN
13
13
ORGANIZATION
ORGANIZATION
AL
AL
PROCESS
PROCESS
ASSETS
ASSETS
(OPA)
(OPA)
9
RISK
REGISTER
2
ACTIVITY
LIST
3
ACTIVITY
ATTRIBUT
ES
5
ACTIVITY
RESOURC
E
RQRMENT
S
6
RESOURC
E
CALENDA
RS
11
RESOURCE
BREAKDWN
STRUCTUR
E
TOOLS &
TECHNIQUE
S
OUTPUT
OUTPU
T
SCHEDULE
DATA
PROJECT
CALENDAR
PROJECT
MGMT PLAN
UPDATES
PROJECT
DOCUMENTS
UPDATES

27. 6. DEVELOP SCHEDULE
DEVELOPING AN ACCEPTABLE PROJECT SCHEDULE IS AN ITERATIVE PROCESS THAT
REQUIRES REVIEW & REVISION OD DURATION ESTIMATE TO CREATE THE PROJECT
SCHEDULE MODEL TO ESTABLISH AN APPROVED SCHEDULE THAT SERVES AS A
BASELINE TO TRACK THE PROGRESS.
ONCE THE ACTIVITY START & FINISH DATE HAVE BEEN DETERMINED, IT’S COMMON TO
ASSIGN PROJECT STAFFS TO THE ACTIVITIES & CONFIRM NO CONFLICT WITH THE
RESOURCE CALENDARS.

28. TOOLS & TECHNIQUES – DEVELOP
SCHEDULE
1. SCHEDULE NETWORK ANALYSIS
A TECHNIQUE THAT EMPLOYES VARIOUS ANALYTICAL TECHNIQUES SUCH AS CRITICAL PATH METHOD,
CRITICAL CHAIN METHOD, WHAT IF ANALYSIS & RESOURCE OPTIMIZATION TECHNIQUES TO GENERATES
THE PROJECT SCHEDULE
2. CRITICAL PATH METHOD (CPM)
•
A METHOD TO ESTIMATE THE MINIMUM PROJECT DURATION & DETERMINE SCHEDULING FLEXIBILITY ON THE LOGICAL
NETWORK PATHS WITHIN THE SCHEDULE MODEL.
•
IT CALCULATES EARLY START, EARLY FINISH, LATE START, & LATE FINISH DATES FOR ALL ACTIVITIES WITH NO REGARDS
TO RESOURCE LIMITATIONS BY PERFORMING A FORWARD & BACKWARD PASS ANALYSIS.
•
A CRITICAL PATH IS THE SEQUENCE ACTIVITIES THAT REPRESENTS THE LONGEST PATH THROUGH A PROJECT, WHICH
DETERMINES THE SHORTEST POSSIBLE PROJECT DURATION.
•
THE RESULTING EARLY & LATE START & FINISH DATES ARE NOT NECESSARILY THE PROJECT SCHEDULE, RATHER THEY
INDICATE THE PERIODS WITHIN WHICH THE ACTIVITY COULD BE EXECUTED.
•
IT IS USED TO CALCULATETHE AMOUNT OF SCHEDULING FLEXIBILITY ON THE LOGICAL NETWORK PATHS WITHIN THE
SCHEDULE MODEL
TOTAL FLOAT IS THE AMOUNT OF TIME AN ACTIVITY CAN SLIP BEFORE IT STARTS TO CAUSE DELAY TO THE PROJECT .
•
ANY ACTIVITY OF A CRITICAL PATH IS CALLED CRITICAL PATH ACTIVITY.
•
CRITICAL PATH MAY HAVE POSITIVE, ZERO OR NEGATIVE TOTAL FLOAT DEPENDING ON CONSTRAINTS APPLIED

29. TOOLS & TECHNIQUES – DEVELOP
SCHEDULE
3. CRITICAL CHAIN METHOD (CCM)
•
IS A SCHEDULE METHOD THAT ALLOWS FOR BUFFERS ON ANY PROJECT SCHEDULE PATH TO ACCOUNT FOR LIMITED
RESOURCE & PROJECT UNCERTAINTIES.
•
IT’S DEVELOPED FROM CPM WITH ADDITION OF THE EFFECT OF RESOURCE ALLOCATION, RESOURCE OPTIMIZATION,
RESOURCE LEVELING & ACTIVITY DURATION UNCERTAINTY BY INTRODUCING THE CONCEPT OF BUFFERS & BUFFER
MANAGEMENT.
•
THE RESOURCE CONSTRAINED CIRITICAL PATH METHOD IS THE CRITICAL CHAIN METHOD
4. RESOURCE OPTIMIZATION TECHNIQUE
•
RESOURCE LEVELING: A TECHNIQUE IN WHICH START & FINISH DATES ARE ADJUSTED BASED ON RESOURCE
CONSTRAINTS WITH THE GOAL OF BALANCING DEMAND FOR RESOURCE WITH THE AVAILABLE SUPPLY. IT IS USED
WHEN SHARED RESOURCES ARE ONLY AVAILABLE AT CERTAIN TIMES AND LIMITED
•
RESOURCE SMOOTHING: A TECHNIQUE THAT ADJUST THE ACTIVITIES AS LONG AS THEY DON’T EXCEED CERTAIN
PREDEFINED LIMIT. ACTIVITIES MAY ONLY BE DELAYED WITHIN THEIR FREE & TOTAL FLOAT THIS THIS TECHNIQUE
DOESN’T OPTIMIZE ALL RESOURCES.
5. MODELING TECHNIQUE
•
WHAT IF SCENARIO ANALYSIS: WHAT IF THE SITUATION REPRESENTED BY SCENARIO “X” HAPPENS?
THE OUTCOME CAN BE USED TO ASSES THE FEASIBILITY OF THE PROJECT & PREPARING CONTINGENCY & RESPONSE
PLAN
•
SIMULATION: CALCULATING MULTIPLE PROJECTS DURATIONS WITH DIFFERENT SETS OF ACTIVITY ASSUMPTIONS FROM
THREE-POINT ESTIMATING.
THE MOST COMMON MODELING TECHNIQUE IS MONTE CARLO ANALYSIS

30. TOOLS & TECHNIQUES – DEVELOP
SCHEDULE
6. LEADS & LAGS
7. SCHEDULE COMPRESSION
IS A TECHNIQUE USED TO SHORTEN THE SCHEDULE DURATION WITHOUT
REDUCING THE PROJECT SCOPE IN ORDER TO MEET SCHEDULE CONSTRAINTS.
THEY ARE:
•
CRASHING: USED TO SHORTEN THE SCHEDULE DURATION FOR THE LEAST INCREMENTAL COST BY ADDING
RESOURCES BY APPROVING OVERTIME, EXPEDITED SHIPPING OR BRINGING IN ADDITIONAL RESOURCES.
CRASHING WORKS ONLY ON THE CRITICAL PATH WHERE ADDITIONAL RESOURCES WILL SHORTEN ACTIVITY DURATION.
IT MAY NOT BE ALWAYS VIABLE BECAUSE IT INCREASES RISKS & COSTS.
•
FAST TRACKING: A SCHEDULE COMPRESSION TECHNIQUE IN WHICH ACTIVITIES OR PHASES NORMALLY DONE IS
SEQUENCE ARE PERFORMED IN PARALLEL FOR AT LEAST A PORTION OF THEIR DURATION.
FAST TRACKING MAY RESULT ON REWORK & INCREASED RISK & ONLY WORK ON ACTIVITIES THAT CAN BE OVERLAPPED
FOR EXAMPLE: CONSTRUCTION OF FOUNDATION BEFORE COMPLETION OF ARCHITECTURAL DRAWING
8. SCHEDULING TOOL
•
AUTOMATED SCHEDULING TOOL CONTAIN THE SCHEDULE MODEL & EXPEDITE THE SCHEDULE BY GENERATING START
& FINISH DATES BASED ON THE INPUTS OF ACTIVITIES, NETWORK DIAGRAMS, RESOURCES & ACTIVITIES DURATIONS
USING SCHEDULE NETWORK ANALYSIS.
THIS CAN BE DONE MANUALLY OR USING A PROJECT MANAGEMENT SOFTWARE

31. SCHEDULE
BASELINE
1.
PROJECT
SCHEDULE
SCHEDULE
DATA
PROJECT
CALENDARS
PROJECT
MGMT PLAN
UPDATES
PROJECT
DOCUMENTS
UPDATES
SCHEDULE BASELINE
AN APPROVED VERSION OF A SCHEDULE MODEL THAT CAN ONLY BE CHANGED VIA FORMAL CHANGE CONTROL
PROCEDURES
2.
PROJECT SCHEDULE
OFTEN PRESENTED GRAPHICALLY SUCH AS:
•
•
MILESTONE CHARTS: SIMILAR TO BAR CHART BUT ONLY IDENTIFY START OR COMPLETION (NO ACTIVITY)
•
3.
BAR CHARTS: A.K.A. GANTT CHART WHERE ACTIVITIES ON VERTICAL & DATES ARE ON HORIZONTAL AXIS FROM START
TO FINISH
HAMMOCK ACTIVITY = BROADER & MORE COMPREHENSIVE SUMMARY ACTIVITY
PROJECT SCHEDULE NETWORK DIAGRAMS: A.K.A. PURE LOGIC DIAGRAM WHERE ACTIVITY ON NODE DIAGRAM
FORMAT SHOWING ACTIVITIES & RELATIONSHIP WITHOUT A TIME SCALE
SCHEDULE DATA
A COLLECTION OF INFO FOR DESCRIBING & CONTROLLING THE SCHEDULE THAT INCLUDES SCHEDULE MILESTONE,
ACTIVITIES, ATTRIBUTES & DOCUMENTATION OF ALL IDENTIFIED ASSUMPTIONS & CONSTRAINTS
4.
PROJECT CALENDARS
5.
PROJECT MANAGEMENT PLAN UPDATES
6.
PROJECT DOCUMENTS UPDATES

32. (MONITORING & CONTROLLING PROCESS
GROUP)
7. CONTROL SCHEDULE
Control Schedule Inputs, Tools & Techniques, & Outputs
INPUTS
1.
2.
3.
4.
5.
6.
•
•
Schedule Management
Plan
Project Schedule
Work Performance Data
Project Calendars
Schedule Data
Organizational Process
Assets (OPAs)
OUTPUTS
TOOLS & TECHNIQUES
1.
2.
3.
4.
5.
6.
7.
Performance Reviews
Project Mgmt Software
Resource Optimization
Techniques
Modeling Techniques
Leads & Lags
Schedule Compression
Scheduling Tool
1.
2.
3.
4.
5.
6.
Work Performance Info
Schedule Forecast
Change Requests
Project Management
Plan Updates
Project Documents
Updates
OPAs Updates
Control Schedule is the process of monitoring the status of project activities to update
project progress & manage changes to the schedule baseline to achieve the plan.
It’s key benefit is it provides the means to recognize deviation from the plan and take
corrective actions & thus minimize risk.

33. •
• Existing formal & informal
schedule control related policies
• Schedule Control Tools
Monitoring & Reporting methods
to use
6
ORGANIZATION
AL
PROCESS
ASSETS
(OPA)
1
PROJECT
MANAGEMEN
T
PLAN
5
SCHEDU
LE
DATA
PERFORMANCE REVIEWS
2. PROJECT MANAGEMENT
SOFTWARE
3. RESOURCE OPTIMIZATION
TECHNIQUES
4. MODELING TECHNIQUES
5. LEADS & LAGS
6. SCHEDULE COMPRESSION
7. SCHEDULING TOOL
3
WORK
PERFORMANCE
DATA
2
PROJECT
SCHEDUL
E
4
PROJECT
CALENDAR
S
1.
WORK
PERFORMANC
E
INFORMATION
SCHEDULE
FORECASTS
TOOLS &
TECHNIQUE
S
OUTPUT
OUTPU
T
CHANGE
REQUESTS
PROJECT
MGMT
PLAN
UPDATES
OPAs
UPDATES
PROJECT
DOCUMENTS
UPDATES

34. CONTROL SCHEDULE
UPDATING THE SCHEDULE MODEL REQUIRES KNOWING THE ACTUAL PERFORMANCE DATA.
ANY CHANGE TO SCHEDULE BASELINE MUST GO THROUGH PERFORM INTEGRATED CHANGE
CONTROL PROCESS.
CONTROL SCHEDULE IS CONCERNED WITH:
•
DETERMINING THE CURRENT STATUS OF PROJECT SCHEDULE
•
INFLUENCING THAT FACTORS THAT CREATE SCHEDULE CHANGE
•
DETERMINING IF THE PROJECT SCHEDULE HAS CHANGED
•
MANAGING THE ACTUAL CHANGES AS THEY OCCUR.
IF AGILE APPROACH IS UTILIZED, CONTROL SCHEDULE IS CONCERNED WITH:
•
DETERMINING THE CURRENT STATUS OF THE PROJECT SCHEDULE BY COMPARING THE TOTAL AMOUNT OF WORK DELIVERED
& ACCEPTED AGAINTS THE ESTIMATES OF WORK COMPLETED FOR THE ELAPSED TIME CYCLE
•
CONDUCTING RESTOSPECTIVE REVIEWS (SCHEDULE REVIEWS TO RECORD LESSONS LEARNED) FOR CORRECTING
PROCESSES & IMPROVING
•
REPRIORITIZING THE REMAINING WORK PLAN (BACKLOG)
•
DETERMINING THE RATE AT WHICH THE DELIVERABLES ARE PRODUCED, VALIDATED & ACCEPTED (VELOCITY) IN GIVEN TIME
FOR ITERATION (AGREED WORK CYCLE DURATION, TYPCIALLY TWO WEEKS OR ONE MONTH)
•
DETERMINING THAT THE PROJECT SCHEDULE HAS CHANGED, AND
•
MANAGING THE ACTUAL CHANGES AS THEY OCCUR.

35. TOOLS & TECHNIQUES – CONTROL
SCHEDULE
1. PERFORMANCE REVIEWS
• TREND ANALYSIS – EXAMINES PROJECT PERFORMANCE OVER TIME TO DETERMINE WHETHER PERFORMANCE IS
IMPROVING OR DETERIORATING
• CRITICAL PATH METHOD
• CRITICAL CHAIN METHOD
• EARNED VALUE MANAGEMENT – SCHEDULE VARIANCE (SV) & SCHEDULE PERFORMANCE INDEX (SPI) ARE
USED TO ASSES THE MAGNITUDE OF VARIANCE TO THE ORIGINAL SCHEDULE BASELINE. TOTAL FLOATS AND EARLY
FINISH ARE ESSENTIAL TO THIS
2. PROJECT MANAGEMENT SOFTWARE
3. RESOURCE OPTIMIZATION TECHNIQUES
4. MODELING TECHNIQUES
5. LEADS & LAGS
6. SCHEDULE COMPRESSION
7. SCHEDULING TOOL

36. WORK
PERFORMANC
E
INFORMATION
SCHEDULE
FORECASTS
CHANGE
REQUESTS
PROJECT
MGMT
PLAN
UPDATES
OPAs
UPDATES
PROJECT
DOCUMENTS
UPDATES
1. WORK PERFORMANCE INFORMATION
2. SCHEDULE FORECAST: ESTIMATE OR PREDICTIONS OF CONDITIONS & EVENTS IN THE PROJECT’S
FUTURE BASED ON INFORMATION & KNOWLEDGE AVAILABLE. UPDATED & REISSUED BASED ON WORK
PERFORMANCE INFO.
3. CHANGE REQUESTS
4. PROJECT MANAGEMENT PLAN UPDATES
• SCHEDULE BASELINE; SCHEDULE MANAGEMENT PLAN; AND COST BASELINE
5. PROJECT DOCUMENTS UPDATES
• SCHEDULE DATA
• PROJECT SCHEDULE
• RISK REGISTER
6. ORGANIZATION PROCESS ASSETS (OPA) UPDATES
•
CAUSES OF VARIANCES; CORRECTIVE ACTIONS CHOSEN & ITS REASONS; AND OTHER TYPES OF LESSONS LEARNED FROM
SCHEDULE CONTROL

37. END OF SECOND KNOWLEDGE
AREA:
PROJECT SCOPE
MANAGEMENT