This document discusses project schedule management from a project management perspective, emphasizing the importance of time, scope, and cost as part of the triple constraint. It outlines the processes involved in schedule planning, development, optimization, and control, including key concepts like critical path and schedule baselining. Additionally, it highlights the dangers of deviating from the schedule and the necessity for planned changes.

1. Project ManagementSchedule ManagementMOHAMMAD K. KIWANPMO MANAGERIMAGE TECHNOLOGIESPart of Project Management Awareness Sessions

2. Schedule/Time ManagementIt is from Project Management perspective and NOT personal development/management perspective (the latter is a topic under human development and human skills)Schedule & Time are used interchangeably in PM context.July 20, 20092

3. The triple constraintEvery project is constrained in different ways by its:Scope: What work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project?Time: How long should it take to complete the project? What is the project’s schedule?Cost: What should it cost to complete the project? What is the project’s budget?July 20, 20093

4. The triple constraint triangleJuly 20, 20094ScopeTimeQualityCost

5. Project ScheduleIf before 10 years or more, most people will think of a project schedule as the project plan.Project Schedule ≠ Project Plan, but is part of it.Project Schedule contains time, scope and sometimes other knowledge areas.July 20, 20095

6. Schedule PlanningUsually it should start from the very first of the project (or sometimes a draft one is done during presales/contract)In contracted environment, the schedule start and end are sometimes defined or restricted.You need to schedule within these limitsJuly 20, 20096

7. Schedule DevelopmentYou need to know scope first (including project scope)You should schedule ALL of your work (Planning, PM Activities, meetings, Design, Developments, Quality work, Risk work, Approval, Documentation, Training, Lessons Learned, Traveling, …)July 20, 20097

8. July 20, 20098

9. Schedule Development (Cont.)Schedule tasks (scope) must be mostly derived from the WBS.A standard estimation process will give the estimated durations of each task.Dependencies will follow from team input.Resource Assignments will be done.July 20, 20099

10. Schedule Optimization/FinalizationYou need to handle resource overallocations.You may need to make schedule compression using techniques like fast tracking and crashing.The schedule must be approved both INTERNALLY and EXTERNALLY.July 20, 200910

11. July 20, 200911

12. Some keywords in Scheduling literatureCritical Path: the path that will determine project duration.Slack, Float, BufferActivity/TaskMilestone/deadlineNetwork Diagram / Gantt ChartsDuration, Work, Assignment percentage (Units)Man days, Calendar days, durationEstimates: Bottom up, top down (analogous), parametric. Also: one point, three point (PERT), estimate with range. Also: ROM, budgetary, Definite.July 20, 200912

13. Schedule ControlFirst of all, Project Schedule should be realistic. There is no value in a schedule which we all know will not work.Project Schedule must be baselined.In all projects, there will be changes to the schedule, but these must be planned and/or controlled changes.July 20, 200913

14. Schedule Control (cont.)It is very dangerous to work not according to the schedule. (Results: Random work, unproductive work, irrelevant work, …)Schedule control sometimes comes also with other type of control (e.g. scope, risk, …)July 20, 200914

15. Questions?July 20, 200915

16. Thank YouJuly 20, 200916