This document discusses the key processes involved in project schedule management. It describes the seven processes as follows: 1) Plan Schedule Management which establishes policies and documentation for managing the project schedule. 2) Define Activities which identifies specific work to produce deliverables. 3) Sequence Activities which determines the logical order of work. 4) Estimate Activity Resources which estimates resource needs. 5) Estimate Activity Durations which estimates activity timelines. 6) Develop Schedule which analyzes activity details to create a schedule model. 7) Control Schedule which monitors schedule status and manages changes. For each process, it outlines important inputs, tools, and outputs involved in effective schedule management.

1. LECTURER:
ENG.HISHAM ALI, PMP

2. Project Management Processes (47)
 PROCESSES GROUP

3. Project Management Processes
 KNOWLEDGE AREA

4. • Time Management
 Plan Schedule management
 Define Activities
 Sequence Activities
 Estimate Activity Resources
 Estimate Activity Durations
 Develop Schedule
 Control Schedule

5. • 6.1 Plan Schedule Management
 the process of establishing the policies, procedures,
and documentation for planning, developing,
managing, executing, and controlling the project
schedule.
 it provides guidance and direction on how the project
schedule will be managed throughout the project

6. • Schedule Management Plan
 Project schedule model development
The scheduling methodology and the scheduling tool to be used
 Units of measure.
Each unit used in measurements (such as staff hours, staff days...)
 Level of accuracy.
The acceptable range used in determining realistic activity duration
 Control thresholds.
variation to be allowed before some action needs to be taken
 Rules of performance measurement
 Reporting formats.
The formats and frequency for the various schedule reports are
defined.

7. 6.1 Plan Schedule Management
1. Project
management plan
1. Expert judgment
1. Schedule
Management Plan
2. Project Charter
2. Analytical
Technique
3. E.E.F
3. Meetings
4. O.P.A

8. • 6.2 Define Activities
 the process of identifying and documenting the specific
actions to be performed to produce the project deliverables
 to break down work packages into activities that provide
a basis for estimating, scheduling, executing, monitoring,
and controlling the project work

9. WBS Packages
Product Analysis
Product
Deliverables
WBS WBS WBS
Activity Activity
Deliverables
WBS
Activity Activity

12. • 6.2 Define Activities
 Activity List
The activity list is a comprehensive list that includes all
schedule activities required on the project.
 Activity Attributes
Activity attributes extend the description of the activity by
identifying the multiple components associated with each
activity.
 Milestone List
A milestone is a significant point or
event in a project

13. 6.2 Define Activities
1. Schedule
management plan
1. Expert judgment
1. Activity List
2. Scope Baseline 2. Decomposition
2. Activity
Attributes
3. E.E.F
3. Rolling Wave
Planning 3. Milestone List
4. O.P.A

14. • 6.3 Sequence Activities
 the process of identifying and documenting relationships
among the project activities.
 it defines the logical sequence of work to obtain the
greatest efficiency given all project constraints.

15. How to make the sequence ??
 Precedence Diagramming Method (PDM)
 Finish-to-Start (FS)
 Finish-to-Finish (FF)
 Start-to-Start (SS)
 Start-to-Finish(SF)

16.  Types of Dependencies
 Mandatory Dependency(Hard Logic)
 Discretionary Dependency(Preferred-Soft Logic)
 External Dependency
 Internal Dependency
 Leads & Lags
 Lead : overlapping between activities
 Lags : waiting time between activities

17. Project Schedule Network Diagram

18. 6.3 Sequence Activities
1. Schedule
management plan
1. Precedence
diagramming
method (PDM)
1. Project Schedule
Network Diagrams
2. Activity List
2. Dependency
Determination
2. Project
Documents Updates
3. Activity
Attributes
3. Leads & Lags
4. Milestone List
5. Project Scope
Statement
6. E.E.F
7. O.P.A

19. • 6.4 Estimate Activity Resources
 the process of estimating the type and quantities of
material, human resources, equipment, or supplies
required to perform each activity
 It identifies the type, quantity, and characteristics of
resources required to complete the activity

20. • Actions:
 Understand activities and their needs of resources.
 Review historical information and organization polices.
 Check availability of resources.
 Identify skills needed in resources.
 Review cost estimates and make alternative analysis.
 Review resources calendar.
 Quantify resources requirements for each activity.
 Create a resource breakdown structure (RBS).

21. Resource Breakdown Structure

22. 6.4 Estimate Activity Resources
1. Schedule management
plan
1. Expert Judgment
1. Activity Resource
Requirements
2. Activity List 2. Alternative Analysis
2. Resource
Breakdown Structure
3. Activity Attributes
3. Published
Estimating Data
3. Project Documents
Updates
4. Resources Calendar
4. Bottom up
Estimating
5. Risk Register
5. Project Management
Software
6. Activity Cost
Estimates
6. E.E.F
7. O.P.A

23. • 6.5 Estimate Activity Durations
 the process of estimating the number of work periods
needed to complete individual activities with estimated
resources.
 it provides the amount of time each activity will take to
complete.

24. •Tools:
 One point estimating
coming from one source depending on expert or
historical information.
 Analogous Estimating
using historical data from a similar activity or project
to forecast for estimating our activities and used for
limited amount of information.

25. •Tools:
 Parametric Estimating
uses a statistical relationship between historical data
and other variables to calculate activity duration.
1) Regression Analysis (Scatter Diagram)
2) Learning Curve
depend on improvement of performance
3) Heuristics
depend on accepted rules or best practice

26. •Tools:
• Three Point Estimating (optimistic, pessimistic, most likely)
 Triangular Distribution
( simple Average )
 Beta Distribution
( weighted Average )

27. Tools Advantages & Disadvantages

28. 6.5 Estimate Activity Durations
1. Schedule management plan 1. Expert Judgment
1. Activity Duration
Estimates
2. Activity List 2. Analogous Estimating
2. Project Documents
Updates
3. Activity Attributes 3. Parametric Estimating
4. Activity Resource
Requirements
4. Three Point Estimating
5. Resource Calendar
5.Group Decision Making
Technique
6. Project Scope Statement 6.Reserve Analysis
7. Risk Register
8.Resource Breakdown
Structure
9. E.E.F
10. O.P.A

29. • 6.6 Develop Schedule
 the process of analyzing activity sequences, durations,
resource requirements, and schedule constraints to
create the project schedule model.
 We entering schedule activities, durations, resources,
resource availabilities, and logical relationships into the
scheduling tool

30. Schedule Techniques

31. Critical Path Method (CPM)
 method used to estimate the minimum project
duration and determine the amount of scheduling
flexibility on the schedule model.
 Critical Path
the sequence of activities that represents the longest
path through a project, which determines the shortest
possible project duration.

32. Critical Path Method (CPM)

33. Critical path Benefits:
 Determine how long the project will take
 Helps the PM to focus his effort on critical activities
 Helps the PM to assign the best resources to critical path
 Shows the activities which have float to help PM
whenever have change.
 Helps to manage resources throughout the project

34. Float (slack):
 Free Float:
the time an activity can be delayed without delaying
Early start of Successor.
 Total Float:
the time an activity can be delayed without delaying
project end date.
 Project Float:
the time the project can be delayed without delaying
another project.

35. Critical Path Method (CPM)

36. Critical Path Method (CPM)

37. Schedule Compression
 Fast Tracking
By making activities on critical path in parallel not in
sequence. (discretionary dependency)
this technique will increase Risk
 Crashing
by adding or adjusting resources to activities to
compress the schedule.
this technique will increase costs and may increase risk

38. Critical Path Method (CPM)

39. Critical Chain Method
 method that allows the project team to place buffers
on any project schedule path to account for limited
resources and project uncertainties

40. Resource Leveling
 when a resource has been assigned to two or more
activities during the same time period we reallocate
this resources to be at constant level.

41. Modeling Techniques
 What if Scenario
the process of evaluating scenarios in order to predict
their effect, positively or negatively, on project objectives.
 Simulation
calculating multiple project durations with different sets
of activity assumptions, usually using probability
distributions (Monte Carlo analysis)

42. Project Schedule
 Network diagram.
showing dependencies
between activities each others.
 Milestone Chart
to show a summary status
to top management or key stakeholders.
 Bar chart (Gant chart)
to show progress between
project team

43. 6.6 Develop Schedule
1. Schedule management
plan
1. Schedule Network
Analysis
1. Schedule baseline
2. Activity List 2. Critical Path Method 2. Project schedule
3. Activity Attributes 3. Critical chain method 3. Schedule data
4. Project schedule Network
Diagram
4. Resource optimization
techniques
4. Project calendars
5. Activity Resource
Requirements
5. Modeling techniques
5. Project management
plan Updates
6. Resource Calendar 6. Leads and lags
6. Project documents
updates

44. 6.6 Develop Schedule
7. Activity Resource
Estimate
7. Schedule compression
8. Project Scope Statement 8. Scheduling tool
9. Risk Register
10. Project staff Assignment
11.Resource Breakdown
Structure
12. E.E.F
13. O.P.A

45. • 6.7 Control Schedule
 the process of monitoring the status of project activities
to update project progress and manage changes to the
schedule baseline to achieve the plan.
 it provides the means to recognize deviation from the
plan and take corrective and preventive actions.

46. Actions:
 Determining the current status of the project schedule,
 Influencing the factors that create schedule changes,
 Determining if the project schedule has changed,
 Managing the actual changes as they occur.
 Reprioritizing the remaining work plan
 Take a preventive or corrective action by creating change
requests.

47. 6.7 Control Schedule
1. Project management plan 1. Performance reviews
1. Work performance
information
2. Project schedule
2. Project management
software
2. Schedule forecasts
3. Work performance data
3. Resource optimization
techniques
3. Change requests
4. Project calendars 4. Modeling techniques
4. Project management
plan
updates
5. Schedule data 5. Leads and lags
5. Project documents
updates
6. O.P.A 6. Schedule compression 6. O.P.A. Updates
7. Scheduling tool