The critical path in this network diagram is activities A, B, D, and E. This path has the longest total duration of 15 days. Any delay to activities on this path would delay the entire project completion. Activities C and F are not on the critical path and have float.

1. Project Management Professional
PMP® Exam Prep – Week 3
Schedule Management
Prof. Muzette Charles, PMP | mcharles2@pace.edu

2. Schedule Management
Chapter 6
“… includes the processes required to manage the timely completion of the project.”
Process Process Group Key Deliverables
6.1 Plan Schedule Management Planning Schedule Management Plan
6.2 Define Activities Planning Activities List
6.3 Sequence Activities Planning Schedule Network Diagrams
6.4 Estimate Activity Durations Planning Activity Resource Requirements
6.5 Develop Schedule Planning Schedule Baseline
6.6 Control Schedule Monitoring & Controlling Change Requests

3. Schedule Management
Chapter 6
Plan Schedule Management
Process 1
Key Points
 “The process of policies, procedures & documentation for planning, developing, managing, executing & controlling
the project schedule.. throughout the project.”
 Defines units of measurements: Hrs/Days/Wks and Levels of Accuracy: +/- 10%
 Reporting formats: Status meetings ex. Weekly on Thursdays

4. Schedule Management
Chapter 6
Define Activities
Process 2
Key Points
 “The process of identifying & documenting the specific actions to be performed to produce the project deliverables.”
 Work packages are broken down (decomposed) into activities at a level small enough to estimate, schedule, execute,
monitor & control
 Rolling Wave Planning: used in large (Progressively Elaborated) projects, plan as you go, as milestones get closer
 Activity List: list of every activity required to complete project
 Activity Attributes: description of every activity with its’ Predecessor, Successor & Constraints

5. Milestone ListsAll significant points or events in a project
Chapter 6, Topic 2
Schedule Management
Chapter 6

6. Schedule Management
Chapter 6
Sequence Activities
Process 3
Key Points
 “… is the process of identifying & documenting relationships among project activities.”
 Network diagramming how the logical sequence of activities & milestones will be performed to obtain the greatest
efficiency given all constraints
 Justifies time estimates, shows the workflow & interdependencies, identifies areas to compress schedule

7. Schedule Management
Chapter 6
Sequence Activities
Process 3 Key Points
 Precedence Diagramming (PDM) / Activity on Node (AON): Must common to show activities & their dependencies
 Types of Dependencies: Mandatory, Discretionary, External & Internal
 Identify: Predecessor & Successor activities, # of paths
 Finish-to-Start (FS): most commonly used relationship / SF dependency is rarely used
 Lead Time: gives the successor activity time to start before the predecessor finishes
 Lag Time: purposefully delays time between predecessor & successor activities

8. Types of PDM Relationships
 Finish-to-start (FS)
(most common)
Predecessor must be
completed before
successor can begin.
 Start-to-start (SS)
Successor can begin once
the predecessor has
begun.
Chapter 6, Topic 3
Schedule Management
Chapter 6Sequence Activities
Process 3

9.  Finish-to-finish (FF)
Successor can begin
while predecessor is
ongoing, but predecessor
must finish first.
 Start-to-finish (SF)
(most uncommon)
Successor must start
before predecessor can
complete.
Chapter 6, Topic 3
Sequence Activities
Process 3
Schedule Management
Chapter 6

10. To construct a new maintenance vehicle
building, the project manager determines that
installation of the electrical system (task 6)
cannot begin until the roof has been installed
(task 4). What is the PDM relationship between
tasks 6 and 4?
Discussion Question
Answer: Finish-to-start
Task 6, the successor activity, cannot start
until its predecessor, task 4, is completed.
Chapter 6, Topic 3

11. Leads and Lags
Chapter 6, Topic 3
Lead
Amount of time a successor
activity can be advanced in
relationship to a predecessor
LAG
Predecessor
Successor
Lag
Amount of time a successor
activity must be delayed in
relationship to a predecessor
Predecessor
Successor
Schedule Management
Chapter 6

12. What does the following relationship in a
network diagram indicate?
Discussion Question
Answer:
There is a lag in the relationship. Task G
cannot start until 15 days after task F is
ended.
Chapter 6, Topic 3
F G
FS + 15d

13. Schedule Management
Chapter 6
Sequence Activities
Process 3

14. Schedule Management
Chapter 6
Estimate Activity Durations
Process 4
Key Points
 “Estimating the # of work periods needed to complete individual activities with estimated resources.”
 Provides the amount of time each activity will take to complete… is a major input to Develop Schedule process
 Resource Calendar: shows the availability, capabilities, skills of HR & quantity & availability of equipment
 Estimating Tools: Analogous (ave. similar projects), Parametric (historical), Three Point

15. Schedule Management
Chapter 6
Estimate Activity Durations
Process 4
Key Points
 Duration Estimating Tools:
 Analogous Estimating: average of past similar projects
 Parametric Estimating: statistical review of external projects aka Monte Carlo Tech.
 Three Point Estimating: Simple Average (P+O+M)/3 , Weighted Average (P+4M+O)/6
 Standard Deviation: (P – O)/6
 Group Decision: Mostly used to involve Team Members in getting their Buy-In
 Reserve Analysis:
 Management Reserves – funds set aside for Unknown scheduling risks
 Contingency Reserves – funds set aside for Known project risks

16. Analogous Estimating
 Uses historical data from
similar activity or project
and adjusts for differences
 Can be improved by using
higher quality expert
judgment
 Quick and relatively
inexpensive…a good reality
check
Chapter 6, Topic 4
Schedule Management
Chapter 6

17. Parametric Estimating
 An algorithm or rule of thumb.
 How much time is needed PER unit produced—
page, square foot of floor, mile of roadway.
 May be an OPA based on historical internal data.
 May be an external resource (e.g., industry
guidelines).
 Accuracy depends on the quality of the
parametric rates.
Chapter 6, Topic 4
“PER”
Schedule Management
Chapter 6

18. Three-Point Estimating
 tE: expected time estimate
 tM: most likely time estimate
 tO: optimistic time estimate
 tP: pessimistic time estimate
Chapter 6, Topic 4
Based on an averaging of
multiple estimates rather
than a single estimate
Used to estimate time and
cost
Schedule Management
Chapter 6

19. Triangular Estimating
Simple average of
optimistic, most likely,
and pessimistic
estimates
Chapter 6, Topic 4
tE =
tO + tM + tP
3
Optimistic PessimisticMost
likely
Schedule Management
Chapter 6

20. Beta or PERT Distribution
Increasing the number
of estimates and more
heavily weighting the
most likely (to counter
tendency to be
optimistic)
Weighted average
Chapter 6, Topic 4
Optimist
ic
Pessimisti
c
Most
likely
tE =
tO + 4tM + tP
6
Schedule Management
Chapter 6

21. Historically a type of activity has taken 16 weeks.
But the team has never done this before, and you
fear it could take half again as long. Your trusted
assistant thinks it will actually take less time
because of improved product tools—12 weeks.
What would be the PERT estimate for this activity?
A. 14.67 weeks
B. 16.67 weeks
C. 17.33 weeks
D. 25 weeks
Discussion Question
Answer: B
12 (tO) + [4 × 16 (tM)] + 24 (tP) = 16.67 weeks
6
Chapter 6, Topic 4

22. Basis of Estimates
 How estimates were developed
 What assumptions were used
 What constraints were
considered
 What precision range is defined
 How confident the estimates are
Chapter 6, Topic 4
Document!
Schedule Management
Chapter 6
Estimate Activity Durations
Process 4

23. Schedule Management
Chapter 6
Develop Schedule
Process 5
Key Points
 “… activity sequences, durations, resource requirements & schedule constraints are analyzed to generate a schedule
of planned start, finish & milestone dates.”
 Project Schedule is approved, realistic, iterative & serves as the baseline to track progress
 Team members confirm their assigned activities do not conflict with resource calendars or other projects

24. Schedule Management
Chapter 6
Develop Schedule
Process 5
Key Points
Tools - Critical Path Method:
 Is a string of activities that make up the longest path of durations for the project to be completed
 every single activity on the CP must finish on time for the project to finish on time
 A delay on the CP will delay the entire project
 Float/Slack – amount of time an activity can SLIP before it delays the project – Equals Zero on CP
 Total Float, Free Float, Project Float
 ES & EF – how much freedom PM can move Activity Start Dates wo/ causing problems
 LS & LF – How much “play” PM has in the schedule
 Schedule Compression – when a timeframe is unrealistic, compress the schedule wo/ changing the scope
 Fast Tracking or Crashing
 Resource Optimization – adjusting use of resources: Resource Leveling, Smoothing
 Critical Chain Method – assigning each activity to occur as late as possible

25. Critical Path Methodology (CPM)
Used to determine the
shortest possible project
duration and to identify
points of flexibility in the
network logical paths
Chapter 6, Topic 5
Critical path
The sequence of activities
that represents the longest
path toward the project end
point
Activity Name
ES EF
Duration
(Dur)
LS LFTotal Float
Early
Start
Early
Finish
Late
Start
Late
Finish
FORWARD PASS
BACKWARD PASS
Schedule Management
Chapter 6

26. CPM Methods
Same Day
 Assumes project starts
on Day 0.
 Subsequent activities
start on the same day
as the finish of largest
predecessor activity.
Next Day
 Assumes project starts
on Day 1.
 Subsequent activities
start on finish of
largest predecessor
activity plus 1.
Chapter 6, Topic 5
Schedule Management
Chapter 6

27. Step 1 of CPM:
Create Network Diagram and Calculate Path Durations.
1. Create network diagram.
2. Identify possible paths.
3. Sum durations of
activities on each path.
 Projects may have multiple
“near critical” paths.
 The critical path may
change.
Chapter 6, Topic 5
Activity
duration
Possible paths:
A-B-D
A-C-D
Schedule Management
Chapter 6

28. What is the critical path in this network diagram?
Discussion Question
Answer: A-C-D, which represents a project duration of
15 weeks.
Chapter 6, Topic 5
D
4
A
5
B
3
C
6

29. Step 2 of CPM: Do Forward Pass
 Now to begin the
process of finding our
areas of schedule
flexibility!
 What are the ES and
EF for each activity?
Same-day method
ES + Dur = EF
EF of Largest
Predecessor =
Successor ES
Chapter 6, Topic 5
Next-Day Forward Pass Rules
1. ES + (DUR – 1) = EF
2. EF of Largest (Latest) Predecessor + 1 = Successor ES
Schedule Management
Chapter 6

30.  Starting from the latest
possible completion
date, find the LF and LS
for each activity.
Same-day method
LS of Smallest (Earliest)
Successor = Predecessor LF
LS = LF – Duration
Chapter 6, Topic 5
Next-Day Backward Pass Rules
1. For final activity, ES = LS and EF = LF
2. LS of Smallest (Earliest) Successor – 1 = Predecessor LF
3. LS = LF – (DUR – 1)
Schedule Management
Chapter 6
Step 3 of CPM: Do Backward Pass

31. Total float:
The amount of time an
activity can be delayed
or extended from its
original start date
without delaying the
project completion date
or violating constraints
The critical path
always has zero float.
Chapter 6, Topic 5
Total Float Formulas:
LF – EF
LS – ES
D
12
12
15
15
4
0
C
6
6
11
11
6
0
A
1
1
5
5
5
0
B
6
9
8
11
3
3
Activity B has a total float of 3. Its start
could be delayed or its duration extended if
necessary.
Step 4 of CPM: Complete Total Float
Schedule Management
Chapter 6

32. The amount of time an activity can be
delayed without delaying the early
start of any successor or violating a
constraint
Chapter 6, Topic 5
Next day
method
Same
day
method
Schedule Management
Chapter 6
Free Float

33. How much free float does activity C have?
Assume the schedule is using the same day
method.
Discussion Question
Answer: 1
Free float in a same day schedule is calculated by
subtracting an activity’s EF from the ES of its
successor activity.
21 – 20 = 1
Chapter 6, Topic 5

34. Resource Optimization: Resource Leveling
 Start and finish dates are
adjusted to balance demand
for resources with a limited
supply.
 After leveling, the start
dates of tasks B and C have
been adjusted, and the
schedule for A-B-C now lasts
12 weeks rather than 8.
Chapter 6, Topic 5
B
A
2
1
3
5
4
6
8
7
9
11
10
12
Weeks
4
4
General: 10 FTE
Expert: 10 FTE
FTE = Full-
Time-
Equivalent
C
4
Expert: 10 FTE
General: 10 FTE
10
20
30
1-4 5-8 9-12
Team
Members
Weeks
Expert
General
10
20
30
1-4 5-8 9-12
Team
Members
Weeks
Expert
General
C
4
General: 10 FTE
B
4
Expert: 10 FTE
Before Resource Leveling
After Resource Leveling
Start
Start
A
4
General: 10 FTE
Expert: 10 FTE
!
Schedule Management
Chapter 6

35. Resource Optimization: Resource Smoothing
 Schedule float is used to adjust activity
start dates so that access to limited
resources can be aligned with resource
availability.
 Critical path is not changed; end date is
not extended.
 Activities can be delayed only within
their free and total float.
Chapter 6, Topic 5
Schedule Management
Chapter 6

36. Schedule Compression
Crashing Fast Tracking
 Adding resources to
shorten the schedule,
usually for activities on
critical or
near-critical paths
Key risk:
Insufficient benefit for
added cost
 Performing activities in
parallel for all or part of
their durations, thereby
shortening the overall
schedule
Key risk:
Rework
Chapter 6, Topic 5
Schedule Management
Chapter 6

37. What risk is created by a schedule that runs multiple activities
in parallel?
A. Delay to project end date
B. Increased use of resources
C. Loss of control
D. Problems with quality
Discussion Question
Answer: D
This technique is fast tracking. Performing work
in parallel can result in an increased need for
rework of deliverables.
Chapter 6, Topic 5

38. Project Schedule
 Gantt chart
 Customize view for
audiences
 Milestones only for
senior management and
certain stakeholders
 Summary for
stakeholders
 Detailed for project
team
Chapter 6, Topic 5
Schedule Management
Chapter 6

39. Other Scheduling Outputs
Schedule data
 Activity attributes
 Milestones
 Resource histograms
 Alternative schedules
 Contingency reserve
schedules
Project calendar
 Calendar showing available
workdays and assigned work
 May be multiple calendars
(e.g., vacation calendar,
company calendar)
Chapter 6, Topic 5
JAN
01
Schedule Management
Chapter 6

40. Schedule Management
Chapter 6
Control Schedule
Process 6
Key Points
 “Monitor status of project activities to update progress & manage changes to the schedule baseline.”
 PM stays in Control of the project by continuingly measuring the Schedule against the Plan
 Reviewing Work Performance Data & Schedule Performance
 Change Requests: are submitted to take corrective & preventative actions to minimize risks

41. Schedule Management
Chapter 6

42. Schedule Management
Chapter 6 - Review

43. Schedule Management
Chapter 6 - Review

44. Schedule Management
Chapter 6 - Review