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The document outlines key processes in project schedule management, emphasizing the development and control of schedules to ensure timely project completion. It details procedures for planning, defining, sequencing activities, estimating durations, developing, and controlling schedules, while also introducing emerging practices such as iterative and on-demand scheduling. Additionally, it describes essential outputs such as the schedule management plan and activity lists, critical for effective project execution and monitoring.

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PMP® EXAM PREPARATION COURSE PROJECT SCHEDULE MANAGEMENT PMP is a registered mark of the Project Management Institute, Inc.
Controlling Process Group Planning Process Group AMIDEAST KUWAIT 2 PROJECT SCHEDULE MANAGEMENT 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Durations
Project Schedule Management includes the processes required to ensure the timely completion of the project. PROJECT SCHEDULE MANAGEMENT AMIDEAST KUWAIT 3 Project scheduling provides a detailed plan on how and when the project will deliver the products, services, and results defined in the project scope and serves as a tool for communication, managing stakeholders 'expectations, and as a basis for performance reporting.
PROJECT SCHEDULE MANAGEMENT 6.1 Plan Schedule Management—The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. 6.2 Define Activities—The process of identifying and documenting the specific actions to be performed to produce the project deliverables. 6.3 Sequence Activities—The process of identifying and documenting relationships among the project activities. 6.4 Estimate Activity Durations — The process of estimating the number of work periods needed to complete individual activities with estimated resources. 6.5 Develop Schedule—The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. 6.6 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. AMIDEAST KUWAIT 4
 Some of the emerging practices for project scheduling methods :  Iterative scheduling with a backlog.(Iterative= Progressive elaboration) Rolling Wave planning is a form of Progressive elaboration planning based on adaptive life cycles. In this technique project team plans for the near future as detailed as possible, while the work far in the future remains planned on a high level.  such as the agile approach for product development. The requirements are documented in user stories that are then prioritized and refined just prior to construction  The benefit of this approach is that it welcomes changes throughout the development life cycle.  On-demand scheduling. This approach, typically used in a Kanban system, is based on the theory-of constraints and pull-based scheduling concepts from lean manufacturing to limit a team’s work in progress in order to balance demand against the team’s delivery throughput. On-demand scheduling pulls work from a backlog or intermediate queue of work to be done immediately as resources become available. PROJECT SCHEDULE MANAGEMENT AMIDEAST KUWAIT 5
Controlling Process Group Planning Process Group 6 PROJECT TIME MANAGEMENT 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Durations AMIDEAST KUWAIT
7 9 Schedule management plan .1 Project charter .2 Project management plan • Scope management plan • Development approach .3 Enterprise environmental factors .4 Organizational process assets Inputs Tools & Techniques Outputs.1 Expert judgment .2 Data analysis .3 Meetings 6.1 PLAN SCHEDULE MANAGEMENT AMIDEAST KUWAIT
Plan Schedule Man. The process of establishing the policies, procedures and documentation for planning, developing, managing, executing and controlling the project schedule. key benefit Provides guidance and direction on how the Project Schedule will be managed throughout the project 6.1 PLAN SCHEDULE MANAGEMENT 8AMIDEAST KUWAIT
• A distinct, scheduled portion of work performed during the course of a project.* • An activity is a continuous effort that consumes any type of resources. • A milestone is a ZERO duration activity, usually linked to a major deliverable. • A significant point or event in a project, program or portfolio.* Definitions • Activity • Milestone 9 These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Pages 526 & 546. 6.1 PLAN SCHEDULE MANAGEMENT AMIDEAST KUWAIT
Tools & Techniques .1 Expert judgment .2 Data analysis .3 Meetings 6.1 PLAN SCHEDULE MANAGEMENT (TOOLS & TECHNIQUES)  EXPERT JUDGMENT  Expertise should be considered on o Selecting Scheduling methodologies (e.g., predictive or adaptive life cycle); o Scheduling software; and o The specific industry for which the project is developed.  DATA ANALYSIS Alternatives analysis can be used to determine • Which schedule methodology to use, or how to combine various methods on the project. • How detailed the schedule needs to be, the duration of waves for rolling wave planning, and how often it should be reviewed and updated.  MEETINGS Project teams may hold planning meetings to develop the schedule management plan. Participants at these meetings may include anyone with responsibility for schedule planning or execution, and others as needed. AMIDEAST KUWAIT 10
Outputs -Schedule Management Plan 6.1 PLAN SCHEDULE MANAGEMENT (OUTPUTS)  The schedule management plan include: • The scheduling methodology and the scheduling tool. • Release and iteration length. When using an adaptive life cycle, the time-boxed periods for releases, waves, and iterations are specified. • Level of accuracy. Level of accuracy(% +/-) + Contingencies • Units of measure. quantity measures for each resource. • Organizational procedures links. Link with WBS • Project schedule model maintenance. • How schedule will be updated throughout the project • Control thresholds. Agreed-upon amount of variation to be allowed before some action needs to be taken. • Rules of performance measurement. Earned value management (EVM) rules or other physical measurement • Reporting formats. The formats for the various schedule reports . 11AMIDEAST KUWAIT
Outputs -Schedule Management Plan 6.1 PLAN SCHEDULE MANAGEMENT (OUTPUTS) Example of a simple Schedule Management Plan 12 Process/Activity (What?) Responsibility (Who?) Duration / Frequency (When?) Method/Rules/ac curacy/ forms (How?) Budget associated (if any) (How Much?) define activities Jane 3 weeks Decomposition (Use OPA) $2000 Estimating Resources and duration Omar 2 weeks Use OPA and FM’s and SME’s $4000 Developing Network Diagrams (Diff. Scenarios) Salma 1 week PDM $2500 Developing Schedule Ali 2 week MS Project Leveling Acc.: 1 Week (Coordinate with Salma) $6000 Monitoring & Controlling Schedule Ahmed Fortnightly EVM $18,000 AMIDEAST KUWAIT
13 PROJECT SCHEDULE MANAGEMENT Controlling Process Group Planning Process Group 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Durations AMIDEAST KUWAIT
6.2 DEFINE ACTIVITIES .1 Project management plan • Schedule management plan • Scope baseline .2 Enterprise environmental factors .3 Organizational process assets Inputs Tools & Techniques Outputs.1 Expert judgment .2 Decomposition .3 Rolling wave planning .4 Meetings Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 6-5, Page 183. Figure 6-5. Define Activities: Inputs, Tools& Techniques, and Outputs .1 Activity list .2 Activity attributes .3 Milestone list .4 Change requests .5 Project management plan updates • Schedule baseline • Cost baseline AMIDEAST KUWAIT 14
Define Activities The process of identifying and documenting the specific actions to be performed to produce the project deliverables The key benefit of this process is that it decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work 6.2 DEFINE ACTIVITIES 15 Project X Work Package Level 1.1 Activity 1.2 Activity 2.1 Activity 3.2 Activity Activity List / Milestone List 1. Deliverable 2. Deliverable 3. Deliverable This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 536. AMIDEAST KUWAIT
Inputs .1 Project management plan • Schedule management plan • Scope baseline .2 Enterprise environmental factors .3 Organizational process assets 6.2 DEFINE ACTIVITIES (INPUTS) Scope Baseline The approved version of: • WBS • WBS Dictionary • Scope Statement Discussion: Why not only a Scope Statement? 16 This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, AMIDEAST KUWAIT
Tools & Techniques -Decomposition -Rolling Wave Planning -Expert Judgment -Rolling Wave Planning. -An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. Rolling wave planning is a form of progressive elaboration planning 6.2 DEFINE ACTIVITIES (TOOLS & TECHNIQUES) 17AMIDEAST KUWAIT
1816 1. Control Account. A management control point can be placed at selected management points of the WBS above the work package level where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement.. All work and effort performed within a control account is documented in a control account plan. 2. Planning Package. A work breakdown structure component below the control account with known work content but without detailed schedule activities. Code of Account : The numbering system for providing unique identifiers for all components of the WBS Chart of Account : The financial numbering system of the organization used to monitor project costs by category 6.2 DEFINE ACTIVITIES AMIDEAST KUWAIT
19 •Planning Components • When insufficient definition of the project scope is available to decompose a branch of the WBS down to the work package level, the last component in that branch of the WBS can be used to develop a high- level project schedule for that component. WBS Control Accounts Planning Package Work Package Activities 6.2 DEFINE ACTIVITIES AMIDEAST KUWAIT
Outputs .1 Activity list .2 Activity attributes .3 Milestone list .4 Change requests .5 Project management plan updates • Schedule baseline • Cost baseline 6.2 DEFINE ACTIVITIES (OUTPUTS) Activity List “A comprehensive list that includes all schedule activities required on the project.” 20 Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 152. AMIDEAST KUWAIT
Outputs .1 Activity list .2 Activity attributes .3 Milestone list .4 Change requests .5 Project management plan updates • Schedule baseline • Cost baseline 6.2 DEFINE ACTIVITIES (OUTPUTS) Activity List “A comprehensive list that includes all schedule activities required on the project.” 21 Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 152. AMIDEAST KUWAIT
Outputs .1 Activity list .2 Activity attributes .3 Milestone list .4 Change requests .5 Project management plan updates • Schedule baseline • Cost baseline 6.2 DEFINE ACTIVITIES (OUTPUTS) 22  ACTIVITY ATTRIBUTES Include the unique activity identifier (ID), WBS ID, and activity label or name, activity descriptions, predecessor activities, successor activities, logical relationships, leads and lags , resource requirements, imposed dates, constraints, and assumptions.  MILESTONE LIST  Milestones have zero duration  Milestone is a significant point or event in a project.  Milestone is optional but can be mandatory if requested by the contractor  Schedule baseline.  Work packages are progressively elaborated into activities. Update schedule by milestones or any new activities.  Cost baseline.  Define activities, define scope and determine budget are all done in parallel and can affect each other AMIDEAST KUWAIT
Controlling Process Group Planning Process Group 23 PROJECT TIME MANAGEMENT 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Durations AMIDEAST KUWAIT
6.3 SEQUENCE ACTIVITIES .1 Project management plan • Schedule management plan • Scope baseline .2 Project documents • Activity attributes • Activity list • Assumption log • Milestone list .3 Enterprise environmental factors .4 Organizational process assets Inputs Tools & Techniques Outputs .1 Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system Figure 6-7. Sequence Activities: Inputs, Tools& Techniques, and Outputs .1 Project schedule network diagrams .2 Project documents updates • Activity attributes • Activity list • Assumption log • Milestone list AMIDEAST KUWAIT 24
Sequence Activities The process of identifying and documenting the relationships among the project activities. 6.3 SEQUENCE ACTIVITIES 25 START FINISH C BA D E START FINISHEDCBA Not Efficient More Efficient Schedule activities can be logically sequenced with proper precedence relationships, as well as leads and lags to support later development of a realistic and achievable project schedule. AMIDEAST KUWAIT
Tools & Techniques .1 Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES) In (PDM) Technique (a.k.a. AON): • Activities are represented in nodes. • Dependencies are represented in arrows. 26 Activity • A 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. • This technique is also called activity on-node (AON), and is the method used by most project management software packages. AMIDEAST KUWAIT
Tools & Techniques .1 Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)  Types of Dependencies: • Finish-to-Start. A logical relationship in which a 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 hardware is assembled (predecessor). • Start-to-start (SS). A logical relationship in which a successor activity cannot start until a predecessor activity has started. For example, level concrete (successor) cannot begin until pour foundation (predecessor) begins. 27 Activity 1 Activity 2 Activity 1 Activity 2 AMIDEAST KUWAIT
Tools & Techniques .1 Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system 6.3 SEQUENCE ACTIVITIES TOOLS & TECHNIQUES) • Finish-to-finish (FF). A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. For example, writing a document (predecessor) is required to finish before editing the document (successor) can finish. • Start-to-finish (SF). A logical relationship in which a 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). Activity 1 Activity 2 Activity 1 Activity 2 AMIDEAST KUWAIT 28
Tools & Techniques .1 Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES) Dependencies may be characterized by the following attributes: • Hard or Soft Logic: • Project or Non-Project: 29 Mandatory Discretionary External Internal AMIDEAST KUWAIT
• Two dependencies can be applicable at the same time in the following ways: • mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.  Mandatory dependencies. 1. dependencies are sometimes referred to as hard logic or hard dependencies 2. Activities that are legally or contractually required or inherent in the nature of the work. 3. Often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built.  Discretionary dependencies. 1. Sometimes referred to as preferred logic, preferential logic, or soft logic. 2. Established based on knowledge of best practices within a particular area.  For example, generally accepted best practices recommend that during construction, the electrical work should start after finishing the plumbing work. 30 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES) AMIDEAST KUWAIT
Tools & Techniques .1 Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES) APPLYING LEADS AND LAGS (TOOLS) A lead is the amount of time a successor activity can be advanced with respect to a predecessor activity. For example, on a project to construct a new office building, the landscaping could be scheduled to start 2 weeks prior to the scheduled punch list completion. This would be shown as a finish-to-start with a 2- week lead (FS – 2 weeks lead)  Lead is often represented as a negative value for lag in scheduling software. AMIDEAST KUWAIT 31
Tools & Techniques .1 Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES) A lag is the amount of time a successor activity will be delayed with respect to a predecessor activity. For example, a technical writing team may begin editing the draft of a large document 15 days after they begin writing it. This can be shown as a start-to- start relationship with a 15-day lag. (start-to-start plus 15 days lag) or SS + 15 lag  Project management information systems includes 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. AMIDEAST KUWAIT 32
Outputs .1 Project schedule network diagrams .2 Project documents updates • Activity attributes • Activity list • Assumption log • Milestone list 6.3 SEQUENCE ACTIVITIES (OUTPUTS) A project schedule network diagram is a graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities. A summary narrative can accompany the diagram and describe the basic approach used to sequence the activities. AMIDEAST KUWAIT 33
Outputs .1 Project schedule network diagrams .2 Project documents updates • Activity attributes • Activity list • Assumption log • Milestone list 6.3 SEQUENCE ACTIVITIES (OUTPUTS) 34 Project Documents Updates Project documents that may be updated as a result of carrying out this process include but are not limited to:  Activity attributes.  Activity list.  Assumption log.  Milestone list. AMIDEAST KUWAIT
Controlling Process Group Planning Process Group 35 PROJECT SCHEDULE MANAGEMENT 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Durations AMIDEAST KUWAIT
.1 Project management plan •Schedule management plan •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 • Activity attributes • Assumption log • Lessons learned register Inputs Tools & Techniques Outputs Figure 6-12. Estimate Activity Durations: Inputs, Tools & Techniques, and Outputs Page195 6.4 ESTIMATE ACTIVITY DURATIONS AMIDEAST KUWAIT 36
Estimate Activity Durations The process of estimating the number of work periods needed to complete individual activities with estimated resources. The key benefit of this process is that it provides the amount of time each activity will take to complete 6.4 ESTIMATE ACTIVITY DURATIONS 37 Activity Duration Estimate Activity Res. Req. This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 539. AMIDEAST KUWAIT
6.4 ESTIMATE ACTIVITY DURATIONS  Estimating activity durations uses information from the the person or group who is most familiar with the specific activity. The duration estimate is progressively elaborated.  In many cases, not only the number of resources that are expected to be available to accomplish an activity, along with the skill proficiency of those resources, can determine the activity’s duration but also other factors can affect activity’s duration.  Other factors for consideration when estimating duration include: I. Advances in technology. Advances in technology, may impact duration and resource needs. II. Motivation of staff. The project manager also needs to be aware of Student Syndrome—or procrastination—when people start to apply themselves only at the last possible moment before the deadline, and Parkinson’s Law where work expands to fill the time available for its completion. AMIDEAST KUWAIT 38
III. Law of diminishing returns. Additions of one factor start to yield progressively smaller or diminishing increases in output. IV. Number of resources. Increasing the number of resources to twice the original number of the resources does not always reduce the time by half 39 6.4 ESTIMATE ACTIVITY DURATIONS AMIDEAST KUWAIT
Tools & Techniques .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 6.4 ESTIMATE ACTIVITY DURATIONS (TOOLS & TECHNIQUES) 1. Expert Judgment Expert judgment, guided by historical information or similar projects can be used whenever possible 2. Analogous Estimating. A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. Analogous duration estimating means using the actual duration of a previous, similar schedule activity as the basis for estimating the duration of a future schedule activity. Analogous estimating is generally less costly and less time consuming than other techniques, but it is also less accurate. 40AMIDEAST KUWAIT
Tools & Techniques .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 6.4 ESTIMATE ACTIVITY DURATIONS (TOOLS & TECHNIQUES)  Parametric Estimating:  Is an algorithm used to calculate cost or duration based on historical data and project parameters  Parametric estimating uses a statistical relationship between historical data and other variables  Estimating the basis for activity durations can be quantitatively determined by multiplying the quantity of work to be performed by the productivity rate. 41AMIDEAST KUWAIT
Tools & Techniques .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 6.4 ESTIMATE ACTIVITY DURATIONS (TOOLS & TECHNIQUES)  Three-Point Estimates  The accuracy of the activity duration estimate can be improved by considering the amount of risk in the original estimate. Three-point estimates are based on determining three types of estimates: 1.Most likely. The duration of the schedule activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the schedule activity. 2.Optimistic. The activity duration is based on a best-case 3.Pessimistic. The activity duration is based on a worst-case scenario – These estimates are used to calculate an expected value and variance for each activity (based on the Beta distribution) – Triangular Distribution. tE = (to + tM + tP) / 3 – Beta Distribution (from the traditional PERT technique) tE = (to + 4 tM + tP) / 6 42AMIDEAST KUWAIT
Normal Distribution We use this concept to measure our estimatingquality “ how accurate were our estimates Or how spread out our data is” 68.26% 95.46% 99.73% LCL UCL +1 σ +2 σ +3 σ -1 σ -2 σ -3 σ Tе, Project Duration • Standard deviation of an activity σ = (P – 0) / 6 • Variance of an activity V = [(p – 0) / 6]2 6.4 ESTIMATE ACTIVITY DURATIONS AMIDEAST KUWAIT 43
44 6.4 ESTIMATE ACTIVITY DURATIONS (TOOLS & TECHNIQUES) AMIDEAST KUWAIT
6.4 ESTIMATE ACTIVITY DURATIONS (TOOLS & TECHNIQUES) AMIDEAST KUWAIT 45 Probabilityof Occurrence Higher Lower Possible DurationsShorter Longer PessimisticOptimistic Most Likely (M) Estimating Techniques: – Three-Point Estimates: • In Beta Distribution: TE =(O+4M+P)/6 Tools & Techniques .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
6.4 ESTIMATE ACTIVITY DURATIONS (TOOLS & TECHNIQUES) 46 Tools & Techniques .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  Reserve Analysis.  An analytical technique to establish a reserve for the schedule duration (Ex. Contingency and Management Reserve) 1. Contingency Reserve • Sometimes referred to as time reserves, buffers, Schedule Reserve and Known unknowns • The contingency reserve may be a percentage or a fixed number of work periods to account for schedule uncertainty. • Contingency reserves are the estimated duration within the schedule baseline, which is allocated for identified risks that are accepted (known unknowns) or to account for unknown amount of rework. AMIDEAST KUWAIT
6.4 ESTIMATE ACTIVITY DURATIONS (TOOLS & TECHNIQUES) 47 Tools & Techniques .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 • The contingency reserve may be used, reduced, or eliminated when more information become available.  Can be separated from the individual activities and aggregated. 2. Management Reserve • Management reserves are intended to address the unknown-unknowns that can affect a 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 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. AMIDEAST KUWAIT
Controlling Process Group Planning Process Group 48 PROJECT TIME MANAGEMENT 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Duration AMIDEAST KUWAIT
Develop Schedule The process of analyzing activities sequencing, durations, resource requirements and schedule constraints to create the project schedule model. 6.5 DEVELOP SCHEDULE 49 Start C E F A B D Finish 3 wks 4 wks 2 wks 5 wks2 wks8 wks This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 537. AMIDEAST KUWAIT
6.5 Develop Schedule The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. •Project schedule development, an iterative process, determines planned start (ES,LS) and finish dates (EF,LF) for project activities. •These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017. •Schedule development can require that duration estimates and resource estimates are reviewed and revised to create an approved project schedule that can serve as a Baseline against which progress can be tracked. AMIDEAST KUWAIT 50
.1 Project management plan • Schedule management plan • Scope baseline .2 Project documents • Activity attributes • Activity list • Assumption log • Basis of estimates • Duration estimates • Lessons learned register • Milestone list • Project schedule network diagrams • Project team assignments • Resource calendars • Resource requirements • Risk register .3 Agreements .4 EEF and OAP 6.5 Develop Schedule .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning .1 Schedule baseline .2 Project schedule .3 Schedule data .4 Project calendars .5 Change requests .6 Project management plan updates • Schedule management plan • Cost baseline .7 Project documents updates Inputs Tools & Techniques Outputs Inputs AMIDEAST KUWAIT 51
Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) 52 Schedule Network Analysis. The technique of identifying early and late start dates, as well as early and late finish dates. Once the schedule model is completed, schedule network analysis can begin and may take the form of one or all of the following techniques:  Critical path method  PERT  Schedule compression  What-if scenario analysis  Resource leveling  Critical chain method  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. AMIDEAST KUWAIT
Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) 53  Critical Path :  The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The longest path has the least total float—usually zero.  The critical path method calculates the theoretical early start and finish dates, and late start and finish dates, for all schedule activities without regard for any resource limitations.  On any network path, the total float or schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint AMIDEAST KUWAIT
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) Critical Path Method (CPM): 54 Task Identifier Predecessor Duration (A) Prepare Outline -- 2 days (B) Create Artwork Prepare Outline 10 days (C) Create Slides Prepare Outline 8 days (D) Write Speakers Notes Prepare Outline 14 day (E) Add Artwork to Slides Create Artwork, Create Slides, Write Speakers Notes 2 days (F) Review & Spell-check Add Artwork to Slides 1 day AStart C B D E F End 2 10 8 14 2 1 Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT
AMIDEAST KUWAIT 55 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) Start AStart C B D E F End 2 10 8 14 2 1 A CRITICAL PATH METHOD STEP 1: FORWARD PASS
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) Critical Path Method (CPM): 56 TF = LS – ES = LF – EF FF = EF- ES smallest Early Start Early Finish Duration Late Start Late Finish Float Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT
6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) • Duration. The total no. of work periods. • Early Start. The earliest point in time an activity can start. • Early Finish. The earliest point of time an activity can be completed. • Late Start. The latest point in time an activity can start without affecting the project end date. • Late Finish. The latest point in time an activity can be completed without affecting the project end date. • Float. The amount of time an activity can be delayed without delaying the project finish date. Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT 57
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) 58  Making Time Calculation  The four time values as associated with each activity are Early Start (ES), Early Finish (EF), Late Start (LS), and Late Finish (LF).  Forward and Backward Pass  The forward pass through the network determines each activity’s ES and EF and the project’s duration or the earliest date a project can finish.  The backward pass through the network determines each activity’s LS and LF.  The calculations assume that activities begin on the morning of the scheduled start date and end in the evening of the scheduled finish date Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) 59 Total Float (TF) The total float TF of activity is the maximum time that activity can be delayed without causing delay in the final project completion. It is computed by: TF = LS – ES = LF – EF Free Float (FF) Free float is the maximum time activity may be delayed without affecting the start of the successor activities. Free float is equal to the difference between an activity’s EF and the smallest ES of the following or succeeding activities. FF = EF- ES smallest Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT
60 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) CRITICAL PATH METHOD STEP 1: FORWARD PASS Start A C E F END B D Task Duration A 2 B 10 C 8 D 14 E 2 F 1 AMIDEAST KUWAIT
61 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) CRITICAL PATH METHOD STEP 1: FORWARD PASS Start A C E F END B D Task Duration A 2 B 10 C 8 D 14 E 2 F 1 AMIDEAST KUWAIT
62 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) CRITICAL PATH METHOD STEP 2: BACKWARD PASS Start A C E F END B D AMIDEAST KUWAIT
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) CRITICAL PATH METHOD STEP 3: FLOAT CALCULATION Start A C E F END B D AMIDEAST KUWAIT 63
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) CRITICAL PATH METHOD STEP 3: FLOAT CALCULATION Start A C E F END B D TF = LS – ES = LF – EF FF = EF- ES smallest AMIDEAST KUWAIT 64
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) CRITICAL PATH METHOD What is the Total Float and the Free Float for Activity F and J? End 3 5 5 8 8 12 12 17 2 B 3 5 2 5 Start 0 2 5 C 4 9 5 9 9 D 8 17 9 17 2 5 5 9 9 14 0 A 2 2 0 2 E 2 F G 3 4 H 5 0 I 2 2 5 7 2 J 1 3 7 8 AMIDEAST KUWAIT 65
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) CRITICAL PATH METHOD What is the Total Float and the Free Float for Activity F and J? The calculations are really simple. For Activity F: Total Float = LF of F – EF of F => 8 – 5 = 3 Free Float = ES of G – EF of F => 5 – 5 = 0 For Activity J: Total Float = LF of J – EF of J => 8 – 3 = 5 Free Float = ES of G – EF of J => 5 – 3 = 2 Note: Free float can only occur when two or more activities share a common successor. End 3 5 5 8 8 12 12 17 2 B 3 5 2 5 Start 0 2 5 C 4 9 5 9 9 D 8 17 9 17 2 5 5 9 9 14 0 A 2 2 0 2 E 2 F G 3 4 H 5 0 I 2 2 5 7 2 J 1 3 7 8 AMIDEAST KUWAIT 66
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)  It is developed from the critical path method approach.  Resources are assigned to the activities using the most likely durations i.e. the time it would take to complete the activity 50% of the time.  The critical chain method introduces the concept of buffers and buffer management to protect the project completion date.  Critical chain schedule removes buffers from individual tasks and instead creates:  Project buffer, which is additional time added before the project’s due date  Feeding buffers, which are addition time added before tasks on the critical path Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT 67
During execution, project resources focus on completing the current activity within the 50% duration and avoiding multitasking Critical Chain Method - Focuses on monitoring and controlling buffer usage against the remaining tasks chain duration rather than on monitoring and controlling individual activity completion dates 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) AMIDEAST KUWAIT 68
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) Resource Optimization Tech.: A. Resource Leveling B. Resource Smoothing 0 2 4 6 8 10 12 14 16 Mon. 1 Mon. 2 Mon. 3 Mon. 4 Mon. 5 Before Leveling 0 2 4 6 8 10 Mon. 1 Mon. 2 Mon. 3 Mon. 4 Mon. 5 After Leveling Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT 69
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) 70  Resource leveling. A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. Used When,  Resources are only available at certain times, or in limited quantities  Resources are over-allocated, or supplied at a constant level. Implication  Can often cause the original critical path to increase. Available float is used for leveling resources. Consequently, the critical path through the project schedule may change. AMIDEAST KUWAIT
 Resource Smoothing. • A resource optimization technique in which free and total float are used without affecting the critical path. • 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. Criteria Resource leveling Resource Smoothing Project Duration And Critical Path May result in change in project duration. Make use of float, and will not result in change of project duration. Driven By Resource constraints, like you do not have more than 45 hours of the given resource for a week. Desired limits, like although we have 45 hours available for given resource, we wish to allocate 38 hours per week so we have some breathing space. Mandatory or optional The allocation limits identified in resource leveling must be applied. The desired limit identified in resource smoothing may not be applied in some cases, if we do not have slack. Who is done first The resource leveling is done first We apply resource smoothing after applying resource leveling. 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) AMIDEAST KUWAIT 71
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning  What-if scenario analysis.  Is the process of evaluating scenarios in order to predict their effect, positive or negative, on project objectives.  This is an analysis of the question, “What if the situation represented by scenario X happens?” scenario analysis can be used to assess the feasibility of the project schedule under different conditions, and in preparing schedule reserves and response plans to address the impact of unexpected situations.  Example, delaying a major component delivery, extending specific engineering durations, or introducing external factors, such as a strike or a change in the permit process. AMIDEAST KUWAIT 72
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning  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 Simulation involves calculating multiple work package durations with different sets of activity assumptions, constraints, risks, issues, or scenarios using probability distributions and other representations of uncertainty  Example, 10% probability that the project will finish on or before the target date of May 13, while there is a 90% probability of completing the project by May 28. AMIDEAST KUWAIT 73
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning  Schedule compression shortens the project schedule without changing the project scope, to meet schedule constraints, imposed dates, or other schedule objectives. • Schedule compression techniques include: a) Crashing. Schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost.  Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path.  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. AMIDEAST KUWAIT 74
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning  Fast tracking. A schedule compression technique in which phases or activities that normally would be done in sequence are performed in parallel. Fast tracking can result in REWORK AND INCREASED RISK.  Fast tracking only works when activities can be overlapped to shorten the project duration on the critical path.  An example is constructing the foundation for a building before completing all of the architectural drawings. AMIDEAST KUWAIT 75
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) Schedule Compression: Crashing A (3wks) B (2wks) Total Duration (5wks) 2000 $ 800$ Before Crashing A (2wks) B (2wks) Total Duration (4wks) 3200 $ 800$ After Crashing Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT 76
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) Schedule Compression: Fast Tracking A (3wks) B (2wks) Total Duration (5wks) 2000 $ 800$ Before Fast Tracking A (3wks) B (2wks) Total Duration (4wks) 2000 $ 800$ After Fast Tracking Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT 77
The basic process involved in generating a time-cost (crash) curve is to: 1. Define the project logic 2. Add the duration for each activity 3. Establish the project critical path 4. Calculate the cost of crashing each activity 5. Calculate the cost of crashing per unit time 6. Calculate the most cost-effective crash sequence 7. Check the critical path 8. Crash the network up to crash limit. Linear (Duration-Cost) Relationship S = Slope CC = Crash Cost NC = Normal Cost ND = Normal Duration CD = Crash Duration *The calculation of slope shows the cost per (day/week) of crashing the project activities. PMI Example, https://www.pmi.org/learning/library/performing-crash-analysis-alternative-cost-schedule-6750 6.5 Develop Schedule (TOOLS & TECHNIQUES) AMIDEAST KUWAIT 78
•Review the network diagram and calculate the critical path. • Of the various activities, whichones would you crash and in what order? a. A, C, E, and F b. A, B, D, and F c. A, B, E, and F d. C, A, F,and G 6.5 Develop Schedule (TOOLS & TECHNIQUES) AMIDEAST KUWAIT 79
6.5 DEVELOP SCHEDULE (OUTPUT) AMIDEAST KUWAIT 80 OUTPUT .1 Schedule baseline .2 Project schedule .3 Schedule data .4 Project calendars .5 Change requests .6 Project management plan updates • Schedule management plan • Cost baseline .7 Project documents updates • Activity attributes • Assumption log • Duration estimates • Lessons learned register • Resource requirements • Risk register 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.  It is accepted and approved by the appropriate stakeholders . Project schedule network diagrams. These diagrams, usually show both the project network logic and the project's critical path schedule activities. Bar charts. These charts, with bars representing activities, show activity start and end dates, as well as expected durations. Bar charts are relatively easy to read, and are frequently used in management presentations. Milestone charts. These charts are similar to bar charts, but only identify the scheduled start or completion of major deliverables and key external interfaces.
– The Project Schedule is a “living” document, whereas the Schedule Baseline is the “frozen” version of it. – The Project Schedule is updated as the project is being executed. On the other hand, Schedule Baseline is only modified as a result of an approved change request related to project scope changes. – The Schedule Baseline is a “Target”, whereas the Project Schedule is updated and reported in order to analyze the project’s current status. – The Project Schedule is a Project Document. On the other hand the Schedule Baseline is a part of the Project Management Plan. AMIDEAST KUWAIT 81 DIFFERENCE BETWEEN BASELINE SCHEDULE AND PROJECT SCHEDULE
Outputs -Schedule Baseline -Project Schedule -Schedule Data -Project Calendars -Project Management Plan Updates -Project Documents Updates 6.5 DEVELOP SCHEDULE (OUTPUTS) Project Schedule AMIDEAST KUWAIT 82 Typical GANTT Chart
Outputs -Schedule Baseline -Project Schedule -Schedule Data -Project Calendars -Project Management Plan Updates -Project Documents Updates 6.5 DEVELOP SCHEDULE (OUTPUTS) Project Schedule AMIDEAST KUWAIT 83 Typical Milestone Schedule
Outputs -Schedule Baseline -Project Schedule -Schedule Data -Project Calendars -Project Management Plan Updates -Project Documents Updates 6.5 DEVELOP SCHEDULE (OUTPUTS) Project Schedule AMIDEAST KUWAIT 84 Typical Project Schedule (with Schedule Data)
61 Milestone Chart 6.5 DEVELOP SCHEDULE (OUTPUTS) AMIDEAST KUWAIT 85
Controlling Process Group Planning Process Group AMIDEAST KUWAIT 86 PROJECT SCHEDULE MANAGEMENT 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Durations
.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 .1 Project management plan • Schedule management plan • Schedule baseline • Scope baseline • Performance measurement baseline .2 Project documents • Lessons learned register • Project calendars • Project schedule • Resource calendars • Schedule data .3 Work performance data .4 Organizational process assets 6.6 CONTROL SCHEDULE .1 Work performance information .2 Schedule forecasts .3 Change requests .4 Project management plan updates • Schedule management plan • Schedule baseline • Cost baseline • Performance measurement baseline .5 Project documents updates • Assumption log • Basis of estimates • Lessons learned register • Project schedule • Resource calendars • Risk register • Schedule data Inputs Tools & Techniques Outputs Inputs AMIDEAST KUWAIT 87
Control Schedule The process of monitoring the status of the project activities to update project progress and manage changes to the schedule baseline to achieve the plan. 6.6 CONTROL SCHEDULE This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 534. AMIDEAST KUWAIT 88
TOOLS AND TECHNIQUES .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 89 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)  Earned value analysis.  Schedule variance (SV) : = ( EV – PV )  The Earned Value is the value, or cost, of the successfully completed activities (BCWP)  The difference between the earned value and the planned value can decide if the project is ahead or behind the planned delivery date, at a given point in time  Schedule performance index (SPI) : = ( EV / PV ) a measure of schedule efficiency expressed as the ratio of earned value to planned value AMIDEAST KUWAIT
TOOLS AND TECHNIQUES .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 90 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES) Iteration burndown chart. This chart tracks the work that remains to be completed in the iteration backlog. It is used to analyze the variance with respect to an ideal burndown based on the work committed from iteration planning AMIDEAST KUWAIT
TOOLS AND TECHNIQUES .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 91 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)  Performance reviews. Performance reviews measure, compare, and analyze schedule performance against the schedule baseline such as actual start and finish dates, percent complete, and remaining duration for work in progress.  Trend analysis. Examines project performance over time to determine whether performance is improving or deteriorating. Graphical analysis techniques are valuable for understanding performance to date and for comparing to future performance goals in the form of completion dates.  Variance analysis. Variance analysis looks at variances in planned versus actual start and finish dates, planned versus actual durations, and variances in float.  to determine the cause and degree of variance AMIDEAST KUWAIT
TOOLS AND TECHNIQUES .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 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)  LEADS AND LAGS Adjusting leads and lags is applied during network analysis to find ways to bring project activities that are behind into alignment with the plan. AMIDEAST KUWAIT 92
OUTPUT .1 Work performance information .2 Schedule forecasts .3 Change requests .4 Project management plan updates • Schedule management plan • Schedule baseline • Cost baseline • Performance measurement baseline .5 Project documents updates • Assumption log • Basis of estimates • Lessons learned register • Project schedule • Resource calendars • Risk register • Schedule data 93 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)  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. The (SV) and (SPI) are documented for inclusion in work performance reports  SCHEDULE FORECASTS 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. AMIDEAST KUWAIT
THANK YOU 94

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Project Management Presentation material

  • 1.
    PMP® EXAM PREPARATION COURSE PROJECTSCHEDULE MANAGEMENT PMP is a registered mark of the Project Management Institute, Inc.
  • 2.
    Controlling Process Group PlanningProcess Group AMIDEAST KUWAIT 2 PROJECT SCHEDULE MANAGEMENT 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Durations
  • 3.
    Project Schedule Management includes theprocesses required to ensure the timely completion of the project. PROJECT SCHEDULE MANAGEMENT AMIDEAST KUWAIT 3 Project scheduling provides a detailed plan on how and when the project will deliver the products, services, and results defined in the project scope and serves as a tool for communication, managing stakeholders 'expectations, and as a basis for performance reporting.
  • 4.
    PROJECT SCHEDULE MANAGEMENT 6.1Plan Schedule Management—The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. 6.2 Define Activities—The process of identifying and documenting the specific actions to be performed to produce the project deliverables. 6.3 Sequence Activities—The process of identifying and documenting relationships among the project activities. 6.4 Estimate Activity Durations — The process of estimating the number of work periods needed to complete individual activities with estimated resources. 6.5 Develop Schedule—The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. 6.6 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. AMIDEAST KUWAIT 4
  • 5.
     Some ofthe emerging practices for project scheduling methods :  Iterative scheduling with a backlog.(Iterative= Progressive elaboration) Rolling Wave planning is a form of Progressive elaboration planning based on adaptive life cycles. In this technique project team plans for the near future as detailed as possible, while the work far in the future remains planned on a high level.  such as the agile approach for product development. The requirements are documented in user stories that are then prioritized and refined just prior to construction  The benefit of this approach is that it welcomes changes throughout the development life cycle.  On-demand scheduling. This approach, typically used in a Kanban system, is based on the theory-of constraints and pull-based scheduling concepts from lean manufacturing to limit a team’s work in progress in order to balance demand against the team’s delivery throughput. On-demand scheduling pulls work from a backlog or intermediate queue of work to be done immediately as resources become available. PROJECT SCHEDULE MANAGEMENT AMIDEAST KUWAIT 5
  • 6.
    Controlling Process Group PlanningProcess Group 6 PROJECT TIME MANAGEMENT 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Durations AMIDEAST KUWAIT
  • 7.
    7 9 Schedule management plan .1 Projectcharter .2 Project management plan • Scope management plan • Development approach .3 Enterprise environmental factors .4 Organizational process assets Inputs Tools & Techniques Outputs.1 Expert judgment .2 Data analysis .3 Meetings 6.1 PLAN SCHEDULE MANAGEMENT AMIDEAST KUWAIT
  • 8.
    Plan Schedule Man. Theprocess of establishing the policies, procedures and documentation for planning, developing, managing, executing and controlling the project schedule. key benefit Provides guidance and direction on how the Project Schedule will be managed throughout the project 6.1 PLAN SCHEDULE MANAGEMENT 8AMIDEAST KUWAIT
  • 9.
    • A distinct,scheduled portion of work performed during the course of a project.* • An activity is a continuous effort that consumes any type of resources. • A milestone is a ZERO duration activity, usually linked to a major deliverable. • A significant point or event in a project, program or portfolio.* Definitions • Activity • Milestone 9 These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Pages 526 & 546. 6.1 PLAN SCHEDULE MANAGEMENT AMIDEAST KUWAIT
  • 10.
    Tools & Techniques .1Expert judgment .2 Data analysis .3 Meetings 6.1 PLAN SCHEDULE MANAGEMENT (TOOLS & TECHNIQUES)  EXPERT JUDGMENT  Expertise should be considered on o Selecting Scheduling methodologies (e.g., predictive or adaptive life cycle); o Scheduling software; and o The specific industry for which the project is developed.  DATA ANALYSIS Alternatives analysis can be used to determine • Which schedule methodology to use, or how to combine various methods on the project. • How detailed the schedule needs to be, the duration of waves for rolling wave planning, and how often it should be reviewed and updated.  MEETINGS Project teams may hold planning meetings to develop the schedule management plan. Participants at these meetings may include anyone with responsibility for schedule planning or execution, and others as needed. AMIDEAST KUWAIT 10
  • 11.
    Outputs -Schedule Management Plan 6.1 PLANSCHEDULE MANAGEMENT (OUTPUTS)  The schedule management plan include: • The scheduling methodology and the scheduling tool. • Release and iteration length. When using an adaptive life cycle, the time-boxed periods for releases, waves, and iterations are specified. • Level of accuracy. Level of accuracy(% +/-) + Contingencies • Units of measure. quantity measures for each resource. • Organizational procedures links. Link with WBS • Project schedule model maintenance. • How schedule will be updated throughout the project • Control thresholds. Agreed-upon amount of variation to be allowed before some action needs to be taken. • Rules of performance measurement. Earned value management (EVM) rules or other physical measurement • Reporting formats. The formats for the various schedule reports . 11AMIDEAST KUWAIT
  • 12.
    Outputs -Schedule Management Plan 6.1 PLANSCHEDULE MANAGEMENT (OUTPUTS) Example of a simple Schedule Management Plan 12 Process/Activity (What?) Responsibility (Who?) Duration / Frequency (When?) Method/Rules/ac curacy/ forms (How?) Budget associated (if any) (How Much?) define activities Jane 3 weeks Decomposition (Use OPA) $2000 Estimating Resources and duration Omar 2 weeks Use OPA and FM’s and SME’s $4000 Developing Network Diagrams (Diff. Scenarios) Salma 1 week PDM $2500 Developing Schedule Ali 2 week MS Project Leveling Acc.: 1 Week (Coordinate with Salma) $6000 Monitoring & Controlling Schedule Ahmed Fortnightly EVM $18,000 AMIDEAST KUWAIT
  • 13.
    13 PROJECT SCHEDULE MANAGEMENT ControllingProcess Group Planning Process Group 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Durations AMIDEAST KUWAIT
  • 14.
    6.2 DEFINE ACTIVITIES .1Project management plan • Schedule management plan • Scope baseline .2 Enterprise environmental factors .3 Organizational process assets Inputs Tools & Techniques Outputs.1 Expert judgment .2 Decomposition .3 Rolling wave planning .4 Meetings Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 6-5, Page 183. Figure 6-5. Define Activities: Inputs, Tools& Techniques, and Outputs .1 Activity list .2 Activity attributes .3 Milestone list .4 Change requests .5 Project management plan updates • Schedule baseline • Cost baseline AMIDEAST KUWAIT 14
  • 15.
    Define Activities The processof identifying and documenting the specific actions to be performed to produce the project deliverables The 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 6.2 DEFINE ACTIVITIES 15 Project X Work Package Level 1.1 Activity 1.2 Activity 2.1 Activity 3.2 Activity Activity List / Milestone List 1. Deliverable 2. Deliverable 3. Deliverable This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 536. AMIDEAST KUWAIT
  • 16.
    Inputs .1 Project managementplan • Schedule management plan • Scope baseline .2 Enterprise environmental factors .3 Organizational process assets 6.2 DEFINE ACTIVITIES (INPUTS) Scope Baseline The approved version of: • WBS • WBS Dictionary • Scope Statement Discussion: Why not only a Scope Statement? 16 This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, AMIDEAST KUWAIT
  • 17.
    Tools & Techniques -Decomposition -RollingWave Planning -Expert Judgment -Rolling Wave Planning. -An iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. Rolling wave planning is a form of progressive elaboration planning 6.2 DEFINE ACTIVITIES (TOOLS & TECHNIQUES) 17AMIDEAST KUWAIT
  • 18.
    1816 1. Control Account.A management control point can be placed at selected management points of the WBS above the work package level where scope, budget, actual cost, and schedule are integrated and compared to earned value for performance measurement.. All work and effort performed within a control account is documented in a control account plan. 2. Planning Package. A work breakdown structure component below the control account with known work content but without detailed schedule activities. Code of Account : The numbering system for providing unique identifiers for all components of the WBS Chart of Account : The financial numbering system of the organization used to monitor project costs by category 6.2 DEFINE ACTIVITIES AMIDEAST KUWAIT
  • 19.
    19 •Planning Components • Wheninsufficient definition of the project scope is available to decompose a branch of the WBS down to the work package level, the last component in that branch of the WBS can be used to develop a high- level project schedule for that component. WBS Control Accounts Planning Package Work Package Activities 6.2 DEFINE ACTIVITIES AMIDEAST KUWAIT
  • 20.
    Outputs .1 Activity list .2Activity attributes .3 Milestone list .4 Change requests .5 Project management plan updates • Schedule baseline • Cost baseline 6.2 DEFINE ACTIVITIES (OUTPUTS) Activity List “A comprehensive list that includes all schedule activities required on the project.” 20 Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 152. AMIDEAST KUWAIT
  • 21.
    Outputs .1 Activity list .2Activity attributes .3 Milestone list .4 Change requests .5 Project management plan updates • Schedule baseline • Cost baseline 6.2 DEFINE ACTIVITIES (OUTPUTS) Activity List “A comprehensive list that includes all schedule activities required on the project.” 21 Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 152. AMIDEAST KUWAIT
  • 22.
    Outputs .1 Activity list .2Activity attributes .3 Milestone list .4 Change requests .5 Project management plan updates • Schedule baseline • Cost baseline 6.2 DEFINE ACTIVITIES (OUTPUTS) 22  ACTIVITY ATTRIBUTES Include the unique activity identifier (ID), WBS ID, and activity label or name, activity descriptions, predecessor activities, successor activities, logical relationships, leads and lags , resource requirements, imposed dates, constraints, and assumptions.  MILESTONE LIST  Milestones have zero duration  Milestone is a significant point or event in a project.  Milestone is optional but can be mandatory if requested by the contractor  Schedule baseline.  Work packages are progressively elaborated into activities. Update schedule by milestones or any new activities.  Cost baseline.  Define activities, define scope and determine budget are all done in parallel and can affect each other AMIDEAST KUWAIT
  • 23.
    Controlling Process Group PlanningProcess Group 23 PROJECT TIME MANAGEMENT 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Durations AMIDEAST KUWAIT
  • 24.
    6.3 SEQUENCE ACTIVITIES .1Project management plan • Schedule management plan • Scope baseline .2 Project documents • Activity attributes • Activity list • Assumption log • Milestone list .3 Enterprise environmental factors .4 Organizational process assets Inputs Tools & Techniques Outputs .1 Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system Figure 6-7. Sequence Activities: Inputs, Tools& Techniques, and Outputs .1 Project schedule network diagrams .2 Project documents updates • Activity attributes • Activity list • Assumption log • Milestone list AMIDEAST KUWAIT 24
  • 25.
    Sequence Activities The processof identifying and documenting the relationships among the project activities. 6.3 SEQUENCE ACTIVITIES 25 START FINISH C BA D E START FINISHEDCBA Not Efficient More Efficient Schedule activities can be logically sequenced with proper precedence relationships, as well as leads and lags to support later development of a realistic and achievable project schedule. AMIDEAST KUWAIT
  • 26.
    Tools & Techniques .1Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES) In (PDM) Technique (a.k.a. AON): • Activities are represented in nodes. • Dependencies are represented in arrows. 26 Activity • A 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. • This technique is also called activity on-node (AON), and is the method used by most project management software packages. AMIDEAST KUWAIT
  • 27.
    Tools & Techniques .1Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)  Types of Dependencies: • Finish-to-Start. A logical relationship in which a 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 hardware is assembled (predecessor). • Start-to-start (SS). A logical relationship in which a successor activity cannot start until a predecessor activity has started. For example, level concrete (successor) cannot begin until pour foundation (predecessor) begins. 27 Activity 1 Activity 2 Activity 1 Activity 2 AMIDEAST KUWAIT
  • 28.
    Tools & Techniques .1Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system 6.3 SEQUENCE ACTIVITIES TOOLS & TECHNIQUES) • Finish-to-finish (FF). A logical relationship in which a successor activity cannot finish until a predecessor activity has finished. For example, writing a document (predecessor) is required to finish before editing the document (successor) can finish. • Start-to-finish (SF). A logical relationship in which a 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). Activity 1 Activity 2 Activity 1 Activity 2 AMIDEAST KUWAIT 28
  • 29.
    Tools & Techniques .1Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES) Dependencies may be characterized by the following attributes: • Hard or Soft Logic: • Project or Non-Project: 29 Mandatory Discretionary External Internal AMIDEAST KUWAIT
  • 30.
    • Two dependenciescan be applicable at the same time in the following ways: • mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.  Mandatory dependencies. 1. dependencies are sometimes referred to as hard logic or hard dependencies 2. Activities that are legally or contractually required or inherent in the nature of the work. 3. Often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built.  Discretionary dependencies. 1. Sometimes referred to as preferred logic, preferential logic, or soft logic. 2. Established based on knowledge of best practices within a particular area.  For example, generally accepted best practices recommend that during construction, the electrical work should start after finishing the plumbing work. 30 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES) AMIDEAST KUWAIT
  • 31.
    Tools & Techniques .1Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES) APPLYING LEADS AND LAGS (TOOLS) A lead is the amount of time a successor activity can be advanced with respect to a predecessor activity. For example, on a project to construct a new office building, the landscaping could be scheduled to start 2 weeks prior to the scheduled punch list completion. This would be shown as a finish-to-start with a 2- week lead (FS – 2 weeks lead)  Lead is often represented as a negative value for lag in scheduling software. AMIDEAST KUWAIT 31
  • 32.
    Tools & Techniques .1Precedence diagramming method .2 Dependency determination and integration .3 Leads and lags .4 Project management information system 6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES) A lag is the amount of time a successor activity will be delayed with respect to a predecessor activity. For example, a technical writing team may begin editing the draft of a large document 15 days after they begin writing it. This can be shown as a start-to- start relationship with a 15-day lag. (start-to-start plus 15 days lag) or SS + 15 lag  Project management information systems includes 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. AMIDEAST KUWAIT 32
  • 33.
    Outputs .1 Project schedule networkdiagrams .2 Project documents updates • Activity attributes • Activity list • Assumption log • Milestone list 6.3 SEQUENCE ACTIVITIES (OUTPUTS) A project schedule network diagram is a graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities. A summary narrative can accompany the diagram and describe the basic approach used to sequence the activities. AMIDEAST KUWAIT 33
  • 34.
    Outputs .1 Project schedule networkdiagrams .2 Project documents updates • Activity attributes • Activity list • Assumption log • Milestone list 6.3 SEQUENCE ACTIVITIES (OUTPUTS) 34 Project Documents Updates Project documents that may be updated as a result of carrying out this process include but are not limited to:  Activity attributes.  Activity list.  Assumption log.  Milestone list. AMIDEAST KUWAIT
  • 35.
    Controlling Process Group PlanningProcess Group 35 PROJECT SCHEDULE MANAGEMENT 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Durations AMIDEAST KUWAIT
  • 36.
    .1 Project managementplan •Schedule management plan •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 • Activity attributes • Assumption log • Lessons learned register Inputs Tools & Techniques Outputs Figure 6-12. Estimate Activity Durations: Inputs, Tools & Techniques, and Outputs Page195 6.4 ESTIMATE ACTIVITY DURATIONS AMIDEAST KUWAIT 36
  • 37.
    Estimate Activity Durations The processof estimating the number of work periods needed to complete individual activities with estimated resources. The key benefit of this process is that it provides the amount of time each activity will take to complete 6.4 ESTIMATE ACTIVITY DURATIONS 37 Activity Duration Estimate Activity Res. Req. This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 539. AMIDEAST KUWAIT
  • 38.
    6.4 ESTIMATE ACTIVITYDURATIONS  Estimating activity durations uses information from the the person or group who is most familiar with the specific activity. The duration estimate is progressively elaborated.  In many cases, not only the number of resources that are expected to be available to accomplish an activity, along with the skill proficiency of those resources, can determine the activity’s duration but also other factors can affect activity’s duration.  Other factors for consideration when estimating duration include: I. Advances in technology. Advances in technology, may impact duration and resource needs. II. Motivation of staff. The project manager also needs to be aware of Student Syndrome—or procrastination—when people start to apply themselves only at the last possible moment before the deadline, and Parkinson’s Law where work expands to fill the time available for its completion. AMIDEAST KUWAIT 38
  • 39.
    III. Law ofdiminishing returns. Additions of one factor start to yield progressively smaller or diminishing increases in output. IV. Number of resources. Increasing the number of resources to twice the original number of the resources does not always reduce the time by half 39 6.4 ESTIMATE ACTIVITY DURATIONS AMIDEAST KUWAIT
  • 40.
    Tools & Techniques .1Expert 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 6.4 ESTIMATE ACTIVITY DURATIONS (TOOLS & TECHNIQUES) 1. Expert Judgment Expert judgment, guided by historical information or similar projects can be used whenever possible 2. Analogous Estimating. A technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. Analogous duration estimating means using the actual duration of a previous, similar schedule activity as the basis for estimating the duration of a future schedule activity. Analogous estimating is generally less costly and less time consuming than other techniques, but it is also less accurate. 40AMIDEAST KUWAIT
  • 41.
    Tools & Techniques .1Expert 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 6.4 ESTIMATE ACTIVITY DURATIONS (TOOLS & TECHNIQUES)  Parametric Estimating:  Is an algorithm used to calculate cost or duration based on historical data and project parameters  Parametric estimating uses a statistical relationship between historical data and other variables  Estimating the basis for activity durations can be quantitatively determined by multiplying the quantity of work to be performed by the productivity rate. 41AMIDEAST KUWAIT
  • 42.
    Tools & Techniques .1Expert 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 6.4 ESTIMATE ACTIVITY DURATIONS (TOOLS & TECHNIQUES)  Three-Point Estimates  The accuracy of the activity duration estimate can be improved by considering the amount of risk in the original estimate. Three-point estimates are based on determining three types of estimates: 1.Most likely. The duration of the schedule activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the schedule activity. 2.Optimistic. The activity duration is based on a best-case 3.Pessimistic. The activity duration is based on a worst-case scenario – These estimates are used to calculate an expected value and variance for each activity (based on the Beta distribution) – Triangular Distribution. tE = (to + tM + tP) / 3 – Beta Distribution (from the traditional PERT technique) tE = (to + 4 tM + tP) / 6 42AMIDEAST KUWAIT
  • 43.
    Normal Distribution We usethis concept to measure our estimatingquality “ how accurate were our estimates Or how spread out our data is” 68.26% 95.46% 99.73% LCL UCL +1 σ +2 σ +3 σ -1 σ -2 σ -3 σ Tе, Project Duration • Standard deviation of an activity σ = (P – 0) / 6 • Variance of an activity V = [(p – 0) / 6]2 6.4 ESTIMATE ACTIVITY DURATIONS AMIDEAST KUWAIT 43
  • 44.
    44 6.4 ESTIMATE ACTIVITYDURATIONS (TOOLS & TECHNIQUES) AMIDEAST KUWAIT
  • 45.
    6.4 ESTIMATE ACTIVITYDURATIONS (TOOLS & TECHNIQUES) AMIDEAST KUWAIT 45 Probabilityof Occurrence Higher Lower Possible DurationsShorter Longer PessimisticOptimistic Most Likely (M) Estimating Techniques: – Three-Point Estimates: • In Beta Distribution: TE =(O+4M+P)/6 Tools & Techniques .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
  • 46.
    6.4 ESTIMATE ACTIVITYDURATIONS (TOOLS & TECHNIQUES) 46 Tools & Techniques .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  Reserve Analysis.  An analytical technique to establish a reserve for the schedule duration (Ex. Contingency and Management Reserve) 1. Contingency Reserve • Sometimes referred to as time reserves, buffers, Schedule Reserve and Known unknowns • The contingency reserve may be a percentage or a fixed number of work periods to account for schedule uncertainty. • Contingency reserves are the estimated duration within the schedule baseline, which is allocated for identified risks that are accepted (known unknowns) or to account for unknown amount of rework. AMIDEAST KUWAIT
  • 47.
    6.4 ESTIMATE ACTIVITYDURATIONS (TOOLS & TECHNIQUES) 47 Tools & Techniques .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 • The contingency reserve may be used, reduced, or eliminated when more information become available.  Can be separated from the individual activities and aggregated. 2. Management Reserve • Management reserves are intended to address the unknown-unknowns that can affect a 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 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. AMIDEAST KUWAIT
  • 48.
    Controlling Process Group PlanningProcess Group 48 PROJECT TIME MANAGEMENT 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Duration AMIDEAST KUWAIT
  • 49.
    Develop Schedule The processof analyzing activities sequencing, durations, resource requirements and schedule constraints to create the project schedule model. 6.5 DEVELOP SCHEDULE 49 Start C E F A B D Finish 3 wks 4 wks 2 wks 5 wks2 wks8 wks This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 537. AMIDEAST KUWAIT
  • 50.
    6.5 Develop Schedule Theprocess of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. •Project schedule development, an iterative process, determines planned start (ES,LS) and finish dates (EF,LF) for project activities. •These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017. •Schedule development can require that duration estimates and resource estimates are reviewed and revised to create an approved project schedule that can serve as a Baseline against which progress can be tracked. AMIDEAST KUWAIT 50
  • 51.
    .1 Project managementplan • Schedule management plan • Scope baseline .2 Project documents • Activity attributes • Activity list • Assumption log • Basis of estimates • Duration estimates • Lessons learned register • Milestone list • Project schedule network diagrams • Project team assignments • Resource calendars • Resource requirements • Risk register .3 Agreements .4 EEF and OAP 6.5 Develop Schedule .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning .1 Schedule baseline .2 Project schedule .3 Schedule data .4 Project calendars .5 Change requests .6 Project management plan updates • Schedule management plan • Cost baseline .7 Project documents updates Inputs Tools & Techniques Outputs Inputs AMIDEAST KUWAIT 51
  • 52.
    Tools & Techniques .1Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) 52 Schedule Network Analysis. The technique of identifying early and late start dates, as well as early and late finish dates. Once the schedule model is completed, schedule network analysis can begin and may take the form of one or all of the following techniques:  Critical path method  PERT  Schedule compression  What-if scenario analysis  Resource leveling  Critical chain method  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. AMIDEAST KUWAIT
  • 53.
    Tools & Techniques .1Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) 53  Critical Path :  The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The longest path has the least total float—usually zero.  The critical path method calculates the theoretical early start and finish dates, and late start and finish dates, for all schedule activities without regard for any resource limitations.  On any network path, the total float or schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint AMIDEAST KUWAIT
  • 54.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) Critical Path Method (CPM): 54 Task Identifier Predecessor Duration (A) Prepare Outline -- 2 days (B) Create Artwork Prepare Outline 10 days (C) Create Slides Prepare Outline 8 days (D) Write Speakers Notes Prepare Outline 14 day (E) Add Artwork to Slides Create Artwork, Create Slides, Write Speakers Notes 2 days (F) Review & Spell-check Add Artwork to Slides 1 day AStart C B D E F End 2 10 8 14 2 1 Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT
  • 55.
    AMIDEAST KUWAIT 55 6.5DEVELOP SCHEDULE (TOOLS & TECHNIQUES) Start AStart C B D E F End 2 10 8 14 2 1 A CRITICAL PATH METHOD STEP 1: FORWARD PASS
  • 56.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) Critical Path Method (CPM): 56 TF = LS – ES = LF – EF FF = EF- ES smallest Early Start Early Finish Duration Late Start Late Finish Float Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT
  • 57.
    6.5 DEVELOP SCHEDULE(TOOLS& TECHNIQUES) • Duration. The total no. of work periods. • Early Start. The earliest point in time an activity can start. • Early Finish. The earliest point of time an activity can be completed. • Late Start. The latest point in time an activity can start without affecting the project end date. • Late Finish. The latest point in time an activity can be completed without affecting the project end date. • Float. The amount of time an activity can be delayed without delaying the project finish date. Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT 57
  • 58.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) 58  Making Time Calculation  The four time values as associated with each activity are Early Start (ES), Early Finish (EF), Late Start (LS), and Late Finish (LF).  Forward and Backward Pass  The forward pass through the network determines each activity’s ES and EF and the project’s duration or the earliest date a project can finish.  The backward pass through the network determines each activity’s LS and LF.  The calculations assume that activities begin on the morning of the scheduled start date and end in the evening of the scheduled finish date Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT
  • 59.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) 59 Total Float (TF) The total float TF of activity is the maximum time that activity can be delayed without causing delay in the final project completion. It is computed by: TF = LS – ES = LF – EF Free Float (FF) Free float is the maximum time activity may be delayed without affecting the start of the successor activities. Free float is equal to the difference between an activity’s EF and the smallest ES of the following or succeeding activities. FF = EF- ES smallest Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT
  • 60.
    60 6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) CRITICAL PATH METHOD STEP 1: FORWARD PASS Start A C E F END B D Task Duration A 2 B 10 C 8 D 14 E 2 F 1 AMIDEAST KUWAIT
  • 61.
    61 6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) CRITICAL PATH METHOD STEP 1: FORWARD PASS Start A C E F END B D Task Duration A 2 B 10 C 8 D 14 E 2 F 1 AMIDEAST KUWAIT
  • 62.
    62 6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) CRITICAL PATH METHOD STEP 2: BACKWARD PASS Start A C E F END B D AMIDEAST KUWAIT
  • 63.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) CRITICAL PATH METHOD STEP 3: FLOAT CALCULATION Start A C E F END B D AMIDEAST KUWAIT 63
  • 64.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) CRITICAL PATH METHOD STEP 3: FLOAT CALCULATION Start A C E F END B D TF = LS – ES = LF – EF FF = EF- ES smallest AMIDEAST KUWAIT 64
  • 65.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) CRITICAL PATH METHOD What is the Total Float and the Free Float for Activity F and J? End 3 5 5 8 8 12 12 17 2 B 3 5 2 5 Start 0 2 5 C 4 9 5 9 9 D 8 17 9 17 2 5 5 9 9 14 0 A 2 2 0 2 E 2 F G 3 4 H 5 0 I 2 2 5 7 2 J 1 3 7 8 AMIDEAST KUWAIT 65
  • 66.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) CRITICAL PATH METHOD What is the Total Float and the Free Float for Activity F and J? The calculations are really simple. For Activity F: Total Float = LF of F – EF of F => 8 – 5 = 3 Free Float = ES of G – EF of F => 5 – 5 = 0 For Activity J: Total Float = LF of J – EF of J => 8 – 3 = 5 Free Float = ES of G – EF of J => 5 – 3 = 2 Note: Free float can only occur when two or more activities share a common successor. End 3 5 5 8 8 12 12 17 2 B 3 5 2 5 Start 0 2 5 C 4 9 5 9 9 D 8 17 9 17 2 5 5 9 9 14 0 A 2 2 0 2 E 2 F G 3 4 H 5 0 I 2 2 5 7 2 J 1 3 7 8 AMIDEAST KUWAIT 66
  • 67.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES)  It is developed from the critical path method approach.  Resources are assigned to the activities using the most likely durations i.e. the time it would take to complete the activity 50% of the time.  The critical chain method introduces the concept of buffers and buffer management to protect the project completion date.  Critical chain schedule removes buffers from individual tasks and instead creates:  Project buffer, which is additional time added before the project’s due date  Feeding buffers, which are addition time added before tasks on the critical path Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT 67
  • 68.
    During execution, projectresources focus on completing the current activity within the 50% duration and avoiding multitasking Critical Chain Method - Focuses on monitoring and controlling buffer usage against the remaining tasks chain duration rather than on monitoring and controlling individual activity completion dates 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) AMIDEAST KUWAIT 68
  • 69.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) Resource Optimization Tech.: A. Resource Leveling B. Resource Smoothing 0 2 4 6 8 10 12 14 16 Mon. 1 Mon. 2 Mon. 3 Mon. 4 Mon. 5 Before Leveling 0 2 4 6 8 10 Mon. 1 Mon. 2 Mon. 3 Mon. 4 Mon. 5 After Leveling Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT 69
  • 70.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) 70  Resource leveling. A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing demand for resources with the available supply. Used When,  Resources are only available at certain times, or in limited quantities  Resources are over-allocated, or supplied at a constant level. Implication  Can often cause the original critical path to increase. Available float is used for leveling resources. Consequently, the critical path through the project schedule may change. AMIDEAST KUWAIT
  • 71.
     Resource Smoothing. •A resource optimization technique in which free and total float are used without affecting the critical path. • 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. Criteria Resource leveling Resource Smoothing Project Duration And Critical Path May result in change in project duration. Make use of float, and will not result in change of project duration. Driven By Resource constraints, like you do not have more than 45 hours of the given resource for a week. Desired limits, like although we have 45 hours available for given resource, we wish to allocate 38 hours per week so we have some breathing space. Mandatory or optional The allocation limits identified in resource leveling must be applied. The desired limit identified in resource smoothing may not be applied in some cases, if we do not have slack. Who is done first The resource leveling is done first We apply resource smoothing after applying resource leveling. 6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES) AMIDEAST KUWAIT 71
  • 72.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning  What-if scenario analysis.  Is the process of evaluating scenarios in order to predict their effect, positive or negative, on project objectives.  This is an analysis of the question, “What if the situation represented by scenario X happens?” scenario analysis can be used to assess the feasibility of the project schedule under different conditions, and in preparing schedule reserves and response plans to address the impact of unexpected situations.  Example, delaying a major component delivery, extending specific engineering durations, or introducing external factors, such as a strike or a change in the permit process. AMIDEAST KUWAIT 72
  • 73.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning  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 Simulation involves calculating multiple work package durations with different sets of activity assumptions, constraints, risks, issues, or scenarios using probability distributions and other representations of uncertainty  Example, 10% probability that the project will finish on or before the target date of May 13, while there is a 90% probability of completing the project by May 28. AMIDEAST KUWAIT 73
  • 74.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning  Schedule compression shortens the project schedule without changing the project scope, to meet schedule constraints, imposed dates, or other schedule objectives. • Schedule compression techniques include: a) Crashing. Schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost.  Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path.  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. AMIDEAST KUWAIT 74
  • 75.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning  Fast tracking. A schedule compression technique in which phases or activities that normally would be done in sequence are performed in parallel. Fast tracking can result in REWORK AND INCREASED RISK.  Fast tracking only works when activities can be overlapped to shorten the project duration on the critical path.  An example is constructing the foundation for a building before completing all of the architectural drawings. AMIDEAST KUWAIT 75
  • 76.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) Schedule Compression: Crashing A (3wks) B (2wks) Total Duration (5wks) 2000 $ 800$ Before Crashing A (2wks) B (2wks) Total Duration (4wks) 3200 $ 800$ After Crashing Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT 76
  • 77.
    6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES) Schedule Compression: Fast Tracking A (3wks) B (2wks) Total Duration (5wks) 2000 $ 800$ Before Fast Tracking A (3wks) B (2wks) Total Duration (4wks) 2000 $ 800$ After Fast Tracking Tools & Techniques .1 Schedule network analysis .2 Critical path method .3 Resource optimization .4 Data analysis • What-if scenario analysis • Simulation .5 Leads and lags .6 Schedule compression .7 PMIS .8 Agile release planning AMIDEAST KUWAIT 77
  • 78.
    The basic processinvolved in generating a time-cost (crash) curve is to: 1. Define the project logic 2. Add the duration for each activity 3. Establish the project critical path 4. Calculate the cost of crashing each activity 5. Calculate the cost of crashing per unit time 6. Calculate the most cost-effective crash sequence 7. Check the critical path 8. Crash the network up to crash limit. Linear (Duration-Cost) Relationship S = Slope CC = Crash Cost NC = Normal Cost ND = Normal Duration CD = Crash Duration *The calculation of slope shows the cost per (day/week) of crashing the project activities. PMI Example, https://www.pmi.org/learning/library/performing-crash-analysis-alternative-cost-schedule-6750 6.5 Develop Schedule (TOOLS & TECHNIQUES) AMIDEAST KUWAIT 78
  • 79.
    •Review the networkdiagram and calculate the critical path. • Of the various activities, whichones would you crash and in what order? a. A, C, E, and F b. A, B, D, and F c. A, B, E, and F d. C, A, F,and G 6.5 Develop Schedule (TOOLS & TECHNIQUES) AMIDEAST KUWAIT 79
  • 80.
    6.5 DEVELOP SCHEDULE(OUTPUT) AMIDEAST KUWAIT 80 OUTPUT .1 Schedule baseline .2 Project schedule .3 Schedule data .4 Project calendars .5 Change requests .6 Project management plan updates • Schedule management plan • Cost baseline .7 Project documents updates • Activity attributes • Assumption log • Duration estimates • Lessons learned register • Resource requirements • Risk register 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.  It is accepted and approved by the appropriate stakeholders . Project schedule network diagrams. These diagrams, usually show both the project network logic and the project's critical path schedule activities. Bar charts. These charts, with bars representing activities, show activity start and end dates, as well as expected durations. Bar charts are relatively easy to read, and are frequently used in management presentations. Milestone charts. These charts are similar to bar charts, but only identify the scheduled start or completion of major deliverables and key external interfaces.
  • 81.
    – The ProjectSchedule is a “living” document, whereas the Schedule Baseline is the “frozen” version of it. – The Project Schedule is updated as the project is being executed. On the other hand, Schedule Baseline is only modified as a result of an approved change request related to project scope changes. – The Schedule Baseline is a “Target”, whereas the Project Schedule is updated and reported in order to analyze the project’s current status. – The Project Schedule is a Project Document. On the other hand the Schedule Baseline is a part of the Project Management Plan. AMIDEAST KUWAIT 81 DIFFERENCE BETWEEN BASELINE SCHEDULE AND PROJECT SCHEDULE
  • 82.
    Outputs -Schedule Baseline -Project Schedule -ScheduleData -Project Calendars -Project Management Plan Updates -Project Documents Updates 6.5 DEVELOP SCHEDULE (OUTPUTS) Project Schedule AMIDEAST KUWAIT 82 Typical GANTT Chart
  • 83.
    Outputs -Schedule Baseline -Project Schedule -ScheduleData -Project Calendars -Project Management Plan Updates -Project Documents Updates 6.5 DEVELOP SCHEDULE (OUTPUTS) Project Schedule AMIDEAST KUWAIT 83 Typical Milestone Schedule
  • 84.
    Outputs -Schedule Baseline -Project Schedule -ScheduleData -Project Calendars -Project Management Plan Updates -Project Documents Updates 6.5 DEVELOP SCHEDULE (OUTPUTS) Project Schedule AMIDEAST KUWAIT 84 Typical Project Schedule (with Schedule Data)
  • 85.
    61 Milestone Chart 6.5 DEVELOPSCHEDULE (OUTPUTS) AMIDEAST KUWAIT 85
  • 86.
    Controlling Process Group PlanningProcess Group AMIDEAST KUWAIT 86 PROJECT SCHEDULE MANAGEMENT 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.5 Develop Schedule 6.6 Control Schedule 6.4 Estimate Act. Durations
  • 87.
    .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 .1 Project management plan • Schedule management plan • Schedule baseline • Scope baseline • Performance measurement baseline .2 Project documents • Lessons learned register • Project calendars • Project schedule • Resource calendars • Schedule data .3 Work performance data .4 Organizational process assets 6.6 CONTROL SCHEDULE .1 Work performance information .2 Schedule forecasts .3 Change requests .4 Project management plan updates • Schedule management plan • Schedule baseline • Cost baseline • Performance measurement baseline .5 Project documents updates • Assumption log • Basis of estimates • Lessons learned register • Project schedule • Resource calendars • Risk register • Schedule data Inputs Tools & Techniques Outputs Inputs AMIDEAST KUWAIT 87
  • 88.
    Control Schedule The processof monitoring the status of the project activities to update project progress and manage changes to the schedule baseline to achieve the plan. 6.6 CONTROL SCHEDULE This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 534. AMIDEAST KUWAIT 88
  • 89.
    TOOLS AND TECHNIQUES .1Data 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 89 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)  Earned value analysis.  Schedule variance (SV) : = ( EV – PV )  The Earned Value is the value, or cost, of the successfully completed activities (BCWP)  The difference between the earned value and the planned value can decide if the project is ahead or behind the planned delivery date, at a given point in time  Schedule performance index (SPI) : = ( EV / PV ) a measure of schedule efficiency expressed as the ratio of earned value to planned value AMIDEAST KUWAIT
  • 90.
    TOOLS AND TECHNIQUES .1Data 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 90 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES) Iteration burndown chart. This chart tracks the work that remains to be completed in the iteration backlog. It is used to analyze the variance with respect to an ideal burndown based on the work committed from iteration planning AMIDEAST KUWAIT
  • 91.
    TOOLS AND TECHNIQUES .1Data 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 91 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)  Performance reviews. Performance reviews measure, compare, and analyze schedule performance against the schedule baseline such as actual start and finish dates, percent complete, and remaining duration for work in progress.  Trend analysis. Examines project performance over time to determine whether performance is improving or deteriorating. Graphical analysis techniques are valuable for understanding performance to date and for comparing to future performance goals in the form of completion dates.  Variance analysis. Variance analysis looks at variances in planned versus actual start and finish dates, planned versus actual durations, and variances in float.  to determine the cause and degree of variance AMIDEAST KUWAIT
  • 92.
    TOOLS AND TECHNIQUES .1Data 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 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)  LEADS AND LAGS Adjusting leads and lags is applied during network analysis to find ways to bring project activities that are behind into alignment with the plan. AMIDEAST KUWAIT 92
  • 93.
    OUTPUT .1 Work performance information .2Schedule forecasts .3 Change requests .4 Project management plan updates • Schedule management plan • Schedule baseline • Cost baseline • Performance measurement baseline .5 Project documents updates • Assumption log • Basis of estimates • Lessons learned register • Project schedule • Resource calendars • Risk register • Schedule data 93 6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)  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. The (SV) and (SPI) are documented for inclusion in work performance reports  SCHEDULE FORECASTS 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. AMIDEAST KUWAIT
  • 94.