Sample Question Answers

1. The cost estimate model is the basis for baseline scheduling, progress measurement, reporting,
and change management.

2. The project execution plan identifies the means, methods, and activities that the schedule
module should represent.

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Subchapter 2.2 Creating Schedule

The objective of this subchapter is to provide basic knowledge in an outline structure for a study of
the means, methods, and tools necessary for project schedule development process.

The Creating Schedule chapter consists of the following sections:

o Types of Schedules.
o Activities.
o Durations.
o Relationships.
o Constraints and Calendars.
o Cost and Resource Loading.
o Milestones.
o Schedule Quality Analysis and Compliance Review.
o Schedule Basis Documentation.

Each section develops concepts associated with each particular scheduling phase. Figure 14 outlines
the major topics in schedule development.

Figure 14. Creating Schedule

2.2 CREATING SCHEDULE

2.2.1 Types of Schedule

2.2.2 Activities

2.2.3 Durations

2.2.4 Relationships

2.2.5 Constraints &

Calendars

2.2.6 Cost & Resource

Loading

2.2.7 Milestones

2.2.8 Schedule Quality Analysis &

Compliance Review

2.2.9 Schedule Basis

Documentation

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142
2.2.1 Types of Schedules

Introduction and Learning Objectives

Understand the various schedules types and how each may be best suited for application on a
particular project. The type of schedule used is directly related to the size, scope, and complexity of
the project’s planning, reporting, management and controlling needs.

Within the overall schedule, there may be a need to utilize other types of schedule, if required to
address and convey critical aspects of the project.

At key times in the life of a project, the type of schedule may change from one format to another,
such as from a graphical presentation to a simple list of requirements or visa versa. Types of
schedules used during the life cycle of the project may include:
o Milestone.
o Phase.
o Area .
o Process system.
o List.
o Work activity.
o Punch list.
o Commissioning.
o Control level.

During the life cycle of the project different control level schedules may be used to depict the
schedule, contractual issues and concerns, or schedule progress for the various stakeholders.

Related Sections
o Contracts: 1.1.1 - Contract Requirements, 2.1.3 – Schedule Specification, 2.4.1 – Control
Level Schedules
o Resources: 1.2.1 - Identification of Resources, 2.2.3 - Cost and Resource Loading, 2.3.3 - Cost
and Resource Management
o Scope of Work: 1.3.2 - Define Scope of Work, 2.1.1 - Define Schedule Scope
o Relationships: 1.3.7 - Sequencing and Phase Relationships, 2.2.2 - Relationships
o Baseline: 1.3.11 – Baseline Plan, 2.2.9 – Schedule Basis Documentation, 2.3.1 – Baseline
Schedule
o Risk Assessment and Analysis: 1.3.13 - Risk and Recovery Plans, 2.4.7 - Recovery Schedules
o Milestones: 2.2.5 - Milestones
o Progress: 2.3.2 - Tracking Schedule Progress, 2.4.2 - Variances and Trends, 2.4.3 - Schedule
Analysis, 2.4.4 - Schedule Forecasts, 2.4.6 - Progress Reports and Review
o Change Management: 2.3.4 - Schedule Change Management, 2.3.5 – Acceleration
o Schedule: 2.4.1 – Control Level Schedules, 2.4.7 – Recovery Schedules
o Reports: 2.4.6 - Progress Reports and Reviews, 2.4.8 – Management Summary

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Terms to Know
Schedule types:
o Bar charts (sometimes referred to as Gantt charts).
o Critical Path Method (CPM).
9 Arrow diagram method (ADM).
9 Precedence diagram method (PDM).
o Program Evaluation and Review Technique (PERT).
o Linear schedule.
o Line-of-balance.
o Rolling wave.
o Milestone.
o List.
Activity types:
o Milestones.
o Tasks.
o Hammocks and summaries.
o Level-of-effort (LOE).
o Flags.
9 WBS.
9 Independent.
9 Start.
9 Finish.
o Baseline.
o Target.
o Control level.
o Fragmentary and work.
o Recovery.

Key Points for Review

The project may dictate the type of schedule that may be developed to track progress. When
reporting the schedule, the resultant is in graphical format and often does not depict the logic that is
built into the schedule.

Summary
Understand the components of various schedule types and how to choose a particular schedule type
that best fits the need of the program or project.

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Sample Questions for Section 2.2.1

1. What are three requirements that determine what type of schedule should be utilized on a
project?
A. Cost estimate, number of stakeholders, reporting requirements.
B. Project size, scope, complexity.
C. Project size, project variables, phase definition.
D. Risk and recovery plan, milestones, durations.

2. List four different types of schedules most commonly used?

A. Bar and Gantt charts, Critical Path Method and network schedules, linear or line-of-balance,
milestone.
B. Critical Path Method and network schedules, hammocks, rolling wave, milestone.
C. Gantt chart, linear or line of balance, level of effort, work lists.
D. Flags, constraints, estimate, bar chart.

3. Explain why planner-scheduler would choose a linear schedule instead of a network schedule.

4. Explain why different schedules can and should sometimes be used within one project.

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Solutions to Sample Questions for Section 2.2.1

1. B. Project size, scope, complexity.

2. A. Bar and Gantt charts; Critical Path Method and network schedules; linear or line-of-balance;
milestone.

3. A linear schedule is typically used on a project where there are multiple series of repetitive tasks,
as with highway construction or construction of multiple, similar houses. A network schedule is
used when non-repetitive activity arrays are determined. The network is derived from logical
relationships among activities based on their time sequencing.

4. Different schedules should be used within one project based on the phase, system, timeframe,
and complexity of the project. Different schedules are used based on the need of the project at
the time or phase and the need to control that aspect of the project.

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2.2.2 Activities

Introduction and Learning Objectives

Understand the definition of an activity as the plan or phase is converted into a schedule model. The
schedule models the scope of work to be performed and is made up of activities, which reflect items
of direct work or indirect work support. Each activity is an individual element of work that becomes
logically linked to other activities to form the schedule.

An activity has multiple components. Consider that an activity is the equivalent of a record in a
database. Each record has multiple fields of data that define activity scope and characteristics for
reporting and management of the work. The minimum components for an activity are:
o A unique alphanumeric identifier.
o A unique descriptive name, optimally phrased as verb-object.
o A duration

Individual activities have relationships and may have other attributes, such as:
o Cost and resource loading.
o Constraints.

The schedule activity is partly developed from the cost estimate model. The minimum and
maximum allowable activity durations may be dictated by the scheduling specification.

Related Sections
o Contract: 1.1.1 – Contract Requirements,
o Resources: 1.2.1 - Identification of Resources, 2.2.6 - Cost and Resource Loading, 2.3.3 - Cost
and Resource Management
o Scope of Work: 1.3.1 - Define Scope of Work, 2.1.1 - Define Schedule Scope, 2.1.3 –
Schedule Specification
o Phases and Relationships: 1.3.4 - Phase Definition, 1.3.8 - Sequencing and Phase
Relationships, 2.2.4 - Relationships
o Breakdown Structures: 1.3.5 - Establish Work Breakdown Structure, 1.3.6 - Establish
Organization Breakdown Structure, 1.3.7 – Establish Cost Breakdown Structure, 2.1.2 -
Breakdown Structure Relationships
o Estimate: 1.3.10 – Cost Estimate Development, 2.1.5 – Cost Estimate Model
o Schedules: 2.2.1 – Types of Schedules, 2.3.1 – Baseline Schedule, 2.4.1 – Control Level
Schedule, 2.4.7 – Recovery Schedule
o Durations: 2.2.3 – Durations, 2.2.5 – Constraints and Calendars
o Milestones: 2.2.7 - Milestones

Terms to Know
Modeling
Activity:
o Alpha-numeric identifier systems

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 o Descriptive names
o Duration
Activity types:
o Elements of work
o Related support work examples
9 Ordering of long lead-time items which impact the work.
9 Submittal processes: schedules, submitting, approval, etc.
o Dividing of elements of work into increments or units of work, which are spaced over time.
Original duration.
Special types of activities (some may be software specific), including:
o Resource dependent
9 Independent
9 Meeting
o Milestones
o Summary
9 Hammocks and topics
9 WBS
9 Grouping bands
9 Level-of-effort (LOE)
o Flags

Key Points for Review

1. The scheduler should understand the components of each activity and of various elements that
are required to better define and group activities. The scheduler needs to understand the use of
special types of activities such as milestones or hammocks used to manage the scheduling
process.

2. The schedule activity is partly defined by the cost estimate model.

Summary
The activity is the fundamental work element of the schedule. Logical linking of activities, together
with contractual requirements and other constraints, form the schedule model.

Level of detail in an activity must be appropriate for monitoring, managing and reporting the project.
That level of detail should be reviewed with concern to duration, complexity, execution
methodology, cost and risk. The activity must be in conformance with WBS, OBS and CBS.

The type of control level schedule may dictate the type or description of the activity.

148
Sample Questions for Section 2.2.2

1. Which is not a characteristic of an activity?

A. Has a duration
B. Should have at least one predecessor successor
C. Is assigned to a calendar
D. Is constrained in time

2. When activities are logically linked they become?

A. Constraints
B. The schedule
C. Resources
D. Milestones

3. What is an activity, and what are its primary characteristics?

4. What should the level of detail be for activities in the schedule?

5. What are the different activity types?

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Solutions to Sample Questions for Section 2.2.2

1. D. Is constrained in time.

2. B. The schedule.

3. An activity is an individual element of work that is logically linked to other activities to form the
schedule. Its primary characteristics include an overall duration based upon the resources
applied to it (manpower, materials and equipment), a start and completion date that is tied to a
work calendar and has relationships to other activities (predecessor and successors).

4. The level of detail must be appropriate for managing the project with concern to duration,
complexity, methodology, cost and risk.

5. Tasks, milestones, flags, and summary or hammocks.

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2.2.3 Durations

Introduction and Learning Objectives

Understand activity durations as an interactive component of the schedule.

In this section and subsequent sections on cost and resources, each activity is further defined, giving it
strength and character by adding the dimensions of
o Activity duration.
o Activity’s logical place in time.
o Cost.
o Resources.

Duration is the overall estimated time in which an activity is planned to be completed. This
becomes the “Original Duration” for an activity and is an assigned element of the activity. Duration
often includes multiple work elements within the activity scope. For example, the activity described
as “Install concrete” may include the following processes: forming, rebar installation, concrete
placement, formwork stripping, and concrete curing.

The schedule duration, in part, is derived from the Cost Estimate Model and may be limited by the
contract requirements or scheduling specification.

The next section discusses relationships. The relationships define the activities in terms of pure
sequencing logic.

Activity involves action; the activity should be uniquely identified with verb-object, e.g., “Erect steel,”
“Prepare documentation,” etc.

Related Sections
o Contracts / Specifications: 1.1.1 - Contract Requirements, 2.1.3 - Schedule Specifications
o Resources: 1.2.1 - Identification of Resources, 2.2.6 - Cost and Resource Loading, 2.3.3 - Cost
and Resource Management
o Scope of Work: 1.3.1 - Define Scope of Work, 2.1.1 - Define Schedule Scope, 2.1.3 –
Schedule Specification
o Project Goals and Plan : 1.3.2 - Define Project Goal, 1.3.3 - Define Project Plan
o Phase: 1.3.4 - Phase Definition, 1.3.8 – Sequencing/Phase Relationships
o Breakdown Structures: 1.3.5 - Establish Work Breakdown Structure, 1.3.6 - Establish
Organization Breakdown Structure, 1.3.7 – Establish Cost Breakdown Structure and 2.1.2 -
Breakdown Structure Relationships
o Estimate: 1.3.10 - Cost Estimate Development, 2.1.5 - Cost Estimate Model
o Forecasts and Analysis: 1.3.12 - Periodic Forecasts, 2.3.2 - Tracking Schedule Progress, 2.4.4 -
Schedule Forecasts
o Activities: 2.2.2 - Activities
o Constraints and Calendars: 2.2.5 - Constraints and Calendars

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 o Milestones: 2.2.7 - Milestones
o Variances and Trends: 2.4.2 - Variances and Trends, 2.4.3 - Schedule Analysis
o

Terms to Know
Duration
Time
Calendars
Critical path
Activity necking

Figure 15. Understanding Activity Durations

Normal Representation of Duration

Overall Duration
Non-Work Periods - aka “necking”

As graphically demonstrated (Figure 15), an activity duration may not be continuous or contiguous
from start to end. Understanding the implications of modeling activity durations within schedules is
important. Further, as a schedule evolves, it may be prudent to change the activity duration model to
account to change to that activity or related activities by consolidating or splitting activities.

Key Points for Review

Determining the duration of an activity is essential to schedule development. It is necessary to
understand each element of the scope of the activity and its related time. Estimates of detailed work
element time intervals--along with understanding the usage, availability, and constraints of resources--
are analyzed to calculate an activity’s planned duration.

A tried and true means of mathematically determining the duration:

Duration (time) = Work Quantity (units) ÷ Applied Resources (units/time)

Duration increases with the amount of work of the activity, and it decreases with additional resources
applied to the work. However, this is only the initial calculation. As the plan and schedule
development evolves, activity durations are adjusted for better-refined scope, resource utilization,
location considerations, and demonstrated crew productivity.

Summary
Interconnectivity of the activity duration and constraints calendar forms the basis for determining the
timeframe required to complete an activity. The logical linking of multiple activities becomes the
foundation for the project schedule.

The cost estimate model is one of the key elements in determining an activity’s duration.
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Sample Questions for Section 2.2.3

1. Pick the least accurate statement concerning schedule activity durations:

A. They are often determined by examining the quantity of work and the resources that will be
applied to perform that work.
B. Work is always performed continuously from start to finish.
C. There is a “rubber band” for overall duration, depending upon the quantity of work actually
performed and the number of hours of work expended.
D. Planned and assumed productivity factors, location factors, and other considerations are
applied against the optimum duration, to determine a planned duration.

2. Durations are not derived from the following:

A. Cost estimate
B. Resource loading
C. Activity ID
D. Cost

3. Durations may include the following:

A. Multiple elements of the scope of work.
B. Relationships
C. Risk plan
D. Scheduling specification

4. In combining multiple logically tied activities with the duration provides the basis for the
following:
A. Cost estimate model
B. Defines the schedule scope
C. A fragnet schedule duration
D. The baseline schedule

5. Why is it important to understand the interconnectivity between an activity’s duration,

constraints, and calendar?

6. What is a key element in determining the duration of an activity?

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Solutions to Sample Questions for Section 2.2.3

1. B. Work is always performed continuously from start to finish.

2. C. Activity ID

3. A. Multiple elements of the scope of work.

4. D. The baseline schedule.

5. The relationship between an activity’s duration, calendar assignment, and constraints form the
basis for determining the overall timeframe required to complete an activity. One must
understand the how constraints and the activity’s calendar directly affect the activity’s duration,
based on the calendar and constraints imposed on either the start or finish of the activity.

6. A key element in determining the duration of an activity is understanding the scope of the
activity.

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2.2.4 Relationships

Introduction and Learning Objectives

The scheduling process requires that activities be logically linked to form a network schedule model.
The network model is a representation of the project teams’ plan to accomplish the work in a
mutually exclusive and interconnected manner so that the program/project is brought to a successful
completion.

Every activity must have a predecessor and a successor activity with the exception of the first and last
activities. The first activity will only have one or more successor activities. The last activity will have
one or more predecessor activities. Relationships provide a logical link or connection between two or
more activities in a schedule. When a chain of activities of the longest duration are linked together,
they define the critical path in a project schedule.

The project team should understand how various types of relationships affect the schedule model and
the data that it reports. Nesting and grouping of activities is a functional part of scheduling and
models how work is actually performed.

Candidates for AACE International’s Planning and Scheduling certification must have a complete
knowledge of the full range of mechanics used to construct logic diagrams. Candidates must be able
to demonstrate this capability by completing forward and backward passes during the examining
process when only part of the information required to solve the network diagram is provided.

Figure 16. Logical Relationships

Activity A Activity A

Finish To Start Start To Start

Activity B
Lead / Lag
Activity B

Activity A
Start To Finish Finish Activity A

To Finish
Activity B
Lead / Lag Activity B

Activity A

% Lag To Start
Activity B

155
Related Sections
o Activities: 1.3.4 - Phase Definition, 2.2.2 - Activities
o Breakdown Structures: 1.3.5 - Establish Work Breakdown Structure, 1.3.6 - Establish
Organization Breakdown Structure, 1.3.7 – Establish Cost Breakdown Structure and 2.1.2 -
Breakdown Structure Relationships
o Sequencing: 1.3.8 - Sequencing and Phase Relationships
o Baseline: 1.3.11 - Baseline Plan, 2.2.9 - Schedule Basis Documentation, 2.3.1 - Baseline
Schedule
o Forecasts: 1.3.12 - Periodic Forecasts, 2.4.4 - Schedule Forecasts
o Change: 1.3.13 - Risk and Recovery Plan, 2.3.4 - Schedule Change Management, 2.3.5 -
Acceleration, 2.4.7 - Recovery Schedules
o Schedule: 2.1.3 – Schedule Specification, 2.2.1 – Schedule Types, 2.4.1 - Control Level
Schedules, 2.2.8 – Schedule Quality Analysis and Compliance Review
o Durations: 2.2.3 - Durations
o Constraints and Calendars: 2.2.5 - Constraints and Calendars
o Milestones – Section 2.2.7 Milestones
o Trends/Analysis: 2.4.2 – Variances and Trends, 2.4.3 - Schedule Analysis

Terms to Know
Logic ties and relationship types:
o Finish-to-start (FS).
o Start-to -start (SS).
o Finish-to-finish (FF).
o Start-to-finish (SF).
Relationship functional ties.
o Leads and Lags (+ / -)
Schedule network.
Constraints:
o Date.
o Resource.
o Contractual.
o Preferential.
o External.
Calendars.
Critical path.

156
Key Points for Review
1. Understand how to transform an execution plan into a network schedule model. The schedule
model must account for stakeholders and contractual needs and requirements.

2. Understand how the use of various logic relationships, calendars, milestones, and hammocks, are
used to create a schedule model. The schedule model, in addition to meeting the stakeholder
needs, must be able to accommodate change and change management.

3. Understand how the different logic relationships or sequencing between activities and their lags
have an effect on the schedule, critical path and the work to be performed.

Summary
Relationships between a series of activities form the schedule. (Technically, the schedule is created
when prospective dates are assigned to early or late start and finish events of the network.) The
simple logic network is the fundamental tool for building a schedule that reflects the plan for
completing the project.

As schedule activities are linked by relationships the critical path is formed. Revising the logic and
relationships between the various schedule activities may have an affect on the schedule and the
critical path.

157
158
Sample Questions for Section 2.2.4

1. In addition to relationships and lags, which of the following should not be considered when
building a schedule?
A. Constraints
B. Calendars
C. Stakeholders
D. Durations

2. Name and describe the different types of schedule relationships that are used in scheduling
software tools based on the Precedence Diagram Method (PDM).

3. Describe the function of relationship lags.

4. What is a schedule relationship?

159
Solutions to Sample Questions for Section 2.2.4

1. C. Stakeholders

2. Finish-to-Start; Activity A finishes before Activity B starts.

Finish-to-Finish; Activity A finishes when Activity B finishes. The activities finish simultaneously
after running concurrently, but they may start at different times.
Start-to-Start; Activity A starts when Activity B starts. The activities begin simultaneously and run
concurrently, both they may finish at different times.
Start-to-Finish; Activity A starts before Activity B finishes.

3. Relationship lags delay start-finish relationships. One should be careful in determining the lag
duration, since preparation time and the actual delay between activities should be considered.

4. A schedule relationship is a logic link between activities that becomes the fundamental tool in
building a schedule network.

160
2.2.5 Constraints and Calendars

Introduction and Learning Objectives

Understand constraints--types, uses, implications for schedule analysis--and calendars as interactive
components of the schedule model.

Constraints may take on many forms. Constraints are any factors that affect the start, finish
(including intermittent progress) or duration of an activity. Factors may include but are not limited
to calendars, date restraints, and external such as resources, weather or physical in nature.

Constraints may have an impact on the calculation of the critical path and the scheduler should
understand how various scheduling software packages calculate dates, float and the critical based on
the constraints identified and input into the schedule.

Calendars are sequences of actual time developed for functional purposes. Calendars may vary
depending on the purpose for which the calendar is assigned. There may be multiple calendars
contained within a project schedule model. Examples include:
o Global (7-day).
o Workday.
o Resource.
o Weather, environmental, and seasonal.
o Contractor or owner-constrained.
Calendars may have an impact on the calculation of the critical path and the scheduler should be
aware and understand how various scheduling software packages calculate dates, float and the critical
path based on the identified calendars and their input into the schedule.

Figure 17. Work Day Calendar Conventions

Work Week

s M T W T F s
17 18 19 20 21 22 23

F 18 19 G 22 25 H
5 22 25 4 28 29 3

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Related Sections
o Scope of Work: 1.3.1 - Define Scope of Work, 2.1.1 - Define Schedule Scope, 2.1.3 -
Schedule Specification
o Variables: 1.2.4 – Project Variables
o Relationships: 1.3.8 - Sequencing / Phase Relationships, 2.2.4 – Relationships
o Changes: 1.3.13 – Risk and Recovery Plan, 2.3.4 – Schedule Change Management, 2.3.5 –
Acceleration, 2.4.7 – Recovery Schedule
o Schedule: 2.2.1 – Schedule Types, 2.2.9 – Schedule Basis Documentation, 2.3.1. Baseline
Schedule, 2.4.1 – Control Level Schedules, 2.4.7 – Recovery Schedule
o Activities: 2.2.2 – Activities
o Durations: 2.2.3 Durations
o Milestones: 2.2.7 – Milestones
o Acceleration / Change Management: 2.3.4 – Schedule Change Management, 2.3.5 –
Acceleration, 2.4.7 – Recovery Schedule
o Analysis: 2.4.2 – Variances and Trends, 2.4.3 – Schedule Analysis, 2.4.4 – Schedule Forecasts

Figure 18. Calendar Examples in Primavera Software

Terms to Know
Constraints:
o Calendars
o Weather
o Resources:
o Labor

162
 o Material
o Equipment
o Date:
o Start
o Finish
Calendar:
o Types
o Purposes and uses
Critical path

Key Points for Review

1. Constraints include limitations and prescriptions for when events must or must not yet occur that
affect the logic of a schedule model. Constraints may include resource limits or usage profiles.
Constraints must be carefully considered and used only when appropriate. The scheduler should
remember that application of any constraint will either (a) extend the duration of the project or
(b) have no effect on the project duration. Correspondingly, removal of any constraint will (a)
shorten the duration of the project or (b) have no effect on the project duration. Importantly,
unnecessary or inappropriate constraints included in the network, or failure to include essential
constraints, may create or define an artificial critical path and eliminate the true critical path.

2. Project calendars are formulated to reflect specific events, long-running conditions, or

circumstances associated with a project. A project calendar is assigned individually or globally to
each activity, so that the duration of the activity may be allocated based on the characteristics of
the calendar.

3. Activity, calendar and resource constraints will create discontinuous float paths. The path with
the least Total Float value is called the critical or longest path. When analyzing near-critical
paths it is important to review how the constraints interact with schedule calculations to give false
impressions of criticality.

Summary
Combining activity durations, constraints and calendars, forms the underlying basis of a project
schedule model. The resultant linking of the activities provides the identification of the multiple
work paths through the schedule, as well as the critical and near-critical paths.

Understand the affects that constraints and calendars have on the baseline schedule, identification of
the critical path and schedule analysis and forecasting.

163
164
Sample Questions for Section 2.2.5

1. Constraints are factors that affect an activity’s start, finish and/or duration. Which of the following
is not an example of a constraint?
A. Calendar
B. Date restraint
C. Stakeholder
D. Weather

2. Which is not a characteristic of typical project calendars?

A. Multiple
B. Weather, environmental, seasonal
C. Workday
D. Based on the type of schedule used.

3. Project calendars are formulated:

A. For estimates
B. To reflect specific, long-running conditions or circumstances.
C. For relationships
D. For resource loading

4. Calendars along with durations provide the basis for an activity’s estimated:
A. Resources
B. Cost
C. Timeframe
D. Relationships

5. Why are multiple calendars used on a project?

165
Solutions to Sample Questions for Section 2.2.5

1. C. Stakeholder

2. D. Based on the type of schedule used.

3. B. To reflect specific, long-running conditions or circumstances.

4. C. Timeframe

5. Multiple calendars are used to depict various workday scenarios or conditions that can occur on a
project. For example a project may have the following calendars: 5-day work week, 7-day work
week, and exterior calendar to reflect weather days, seasonal, and weekend only work.

166
2.2.6 Cost / Resource Loading

Introduction and Learning Objectives

Understand the principles, procedures, and processes for introducing cost and resource loading into
schedule models. Cost and resource loading incorporates the activity cost estimate and the project
execution plan into the schedule model.

The WBS and OBS are fundamental elements used to assist in resource and cost loading.

Cost and resource loading become the basis for resource leveling and scheduling the initial cash
flow.

Understand the implications of resource leveling on the schedule, especially how the various
scheduling software programs load and level resources.

Figure 19. Example of Resource Profile

ES - LS Resource Profile

10
9
8
7
Equivalent Person

6
5
4
3
2
1
0 Late
1 2 3 4 Early
5 6 7 8 9 10 11 12
Time in Weeks

Related Sections
o Resources: 1.2.1 - Identification of Resources, 2.3.3 – Cost and Resource Management
o Variables – Section 1.2.4 – Project Variables
o Breakdown Structures: 1.3.5 - Establish Work Breakdown Structure, 1.3.6 - Establish
Organization Breakdown Structure, 1.3.7 – Cost Breakdown Structure, 2.1.2 - Breakdown
Structure Relationships
o Estimate: 1.3.10 - Cost Estimate Development, 2.1.5 - Cost Estimate Model
o Forecasts: 1.3.12 – Periodic Forecasts, 2.4.4 – Schedule Forecasts
o Reports: 2.1.3 – Schedule Specification, 2.4.6 - Progress Reports and Review, 2.4.9 –
Management Summary

167
 o Schedules: 2.2.1 – Schedule Types, 2.2.6 – Schedule Basis Documentation, 2.3.1 – Baseline
Schedule, 2.3.2 – Tracking Schedule Forecasts, 2.4.1 – Control Level Schedules
o Activity: 2.2.2 - Activities
o Variances and Trends: 2.4.2 Variances and Trends, 2.4.3 – Schedule Analysis

Figure 20. Example of Resource Leveling

Resource Profile Before & After Leveling

10
9
8
7
Equivalent Person

6
5
4
3
2
1
0
After
1 2 3 4 5 6
Before
7 8 9 10 11 12
Time in Weeks

Terms to Know
Resource loading:
o Resource allocation
o Resource availability
o Resource management
o Front-end
o Back-end
Resource curves and lags
Resource leveling
Cash flow
Code or chart of accounts
Historical data

Key Points for Review

1. Cost and resource loading processes are key elements of complex schedules. Know how resource
assignments are developed and loaded into the schedule. Understand how schedule status
reporting reflects the cost and resource elements of activities.

2. Understand the basic concept of manually resource leveling a schedule model, considering all
the resource constraints. Those constraints may be imposed by stakeholders or the contract and
be internal or external to the project.

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3. Understand how to update a schedule to reflect the utilization of cost and resource elements of
an activity, related activities, and the general and overall progress of the project.

4. Understand how to apply resources and the impact that cost and resource leveling may have on
the project schedule.

Summary
Cost and resource allocations are major elements of a schedule. Effective allocation of costs and
resources imposes a fundamental, underlying requirement for successful project completion.

One must understand how the various scheduling software programs load, allocate, and level cost and
resources, as well as the potential impact the software leveling and calculation routines may have on
the project schedule.

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170
Sample Questions for Section 2.2.6

1. What may be a limit for a number of resources assigned to an activity?

A. Resources assigned to other activities on the project.
B. Availability of resources as a result of external constraints.
C. Stakeholder driven.
D. All of the above.

2. Which of the following would limited resources not affect on a project?

A. Extend the project schedule.
B. No impact.
C. Modify the critical path.
D. Increase the cost of the project.

3. What are the two key fundamental elements of cost and resource loading?

4. Cost and resource loading incorporate what two major elements into the schedule model?

5. What are two outputs of cost and resource loading?

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Solutions to Sample Questions for Section 2.2.6

1. D. All of the above.

2. B. No impact.

3. The WBS and OBS.

4. Cost estimate and project execution plan.

5. Resource leveling and initial cash flow.

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2.2.7 Milestones

Introduction and Learning Objectives

Understand milestones and their effect on the project schedule, when information is converted from
the planning phase to the scheduling phase. Milestones are key events that the project team must
determine and incorporate into the schedule as it is developed.

Milestones for a project may be an imposed or contractual requirement (often with related bonus and
penalty provisions) or an internal metric for progress of the project in part or whole. However in all
cases, schedule milestones should be agreed upon by all stakeholders prior to approval of the project
baseline schedule.

Figure 21. Milestone Schedule Example

Milestone Activities
with Target

Related Sections
o Contracts: 1.1.1 - Contract Requirements
o Goals and Plan: 1.3.2 – Define Project Goals, 1.3.3 – Define Project Plan
o Relationships: 1.3.4 - Phase Definition, 1.3.8 - Sequencing and Phase Relationships, 2.2.4 -
Relationships
o Baseline: 1.3.11 – Baseline Plan, 2.2.9 – Schedule Basis Documentation, 2.3.1 - Baseline
Schedule,
o Reports: 2.1.3 – Schedule Specification, 2.3.2 - Tracking Schedule Progress, 2.4.1 - Control
Level Schedules, 2.4.6 - Progress Reports and Review, 2.4.8 - Management Summary

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 o Schedule: 2.2.1 – Schedule Types, 2.2.8 – Schedule Quality Analysis and Compliance
Review, 2.4.1 – Control Level Schedules, 2.4.7 – Recovery Schedule
o Activities: 2.2.2 –Activities
o Constraints and Calendars: 2.2.5 – Constraints and Calendars

Terms to Know
Milestones:
o Start.
o Finish.
Float:
o Total.
o Free.
Constraints:
o Start.
o Finish.
o Expected finish.

Key Points for Review

Milestones are intermediate or final events, control points that indicate certain goals or objectives
have been achieved. The project team determines them and the planner-scheduler incorporates
them. In some cases, milestones may be tied to contractual requirements.

Summary
Understand the impact milestones have on a project schedule, including the development of the
schedule.
Milestones may be contractual or may be functional, administrative elements of the schedule, but in
all cases they should be mutually agreed by the contractual parties and, perhaps, other stakeholders.

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Sample Questions for Section 2.2.7

1. When should milestones be developed?

A. Prior to identifying the project scope.
B. When defining the schedule scope.
C. Prior to baselining the schedule.
D. When performing schedule updates.

2. Name six examples of milestones.

3. What is a milestone?

4. True or False: Milestones can be tied to payments?

5. True or False: Milestones should be agreed by principal stakeholders?

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Solutions to Sample Questions 2.2.7

1. C. Prior to baselining the schedule.

2. B. Start milestone.
Finish milestone.
Start no sooner than (constraint).
Start no later than (constraint).
Finish no sooner than (constraint).
Finish no later than (constraint).

3. A milestone is a key event (without duration) that serves to indicate that an interim project
requirement has been achieved. A milestone may be a contractual or functional requirement in
the schedule.

4. True.

5. True.

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2.2.8 Schedule Quality Analysis and Compliance Review

Introduction and Learning Objectives

Understand how attributes associated with schedule quality analysis and compliance review ensure
the viability of the scheduling process and the developed schedule model.

Schedule quality analysis is an integral part of developing and reviewing a baseline schedule. It
proves the scope of work representation within the schedule model. Schedule quality analysis is also
an on-going process during the life of the schedule.

Schedule quality analysis must be customer- and product-focused and functionally based. The
process is accomplished by the interaction of all the stakeholders to resolve issues and choices that
may be in conflict.

Schedule quality analysis is multi-leveled, interactive, and repetitive. The key interactive
relationships are among time, cost and quality.

Questions for schedule quality analysis include these:

5. Is the critical path reasonable?
6. Are there multiple critical paths; or could there be, if a few non-critical tasks are
delayed?
7. What activities are near-critical?
8. Does the work flow as planned?
9. Are there space or safety conflicts between concurrent activities?
10. Is there an excessive amount of work being done at any one time?
11. Are there resources enough to support all concurrent activities?
12. Can subs and suppliers meet the schedule?
13. Are any activities scheduled out of season?

Related Sections
o Stakeholders: 1.1.2 - Identification of Stakeholders, 1.2.3 – Stakeholder Considerations, 1.3.9 -
Review by Stakeholders, 2.1.4 - Feedback from Stakeholders, 2.3.6 - Schedule Maintenance
Feedback
o Scope of Work: 1.3.1 – Define Scope of Work, 1.3.2 – Define Project Goals, 1.3.3 – Define
Project Plan, 1.3.4 – Phase Definition, 2.1.1- Define Schedule Scope
o Breakdown Structures: 1.3.5 - Establish Work Breakdown Structure, 1.3.6 - Establish
Organization Breakdown Structure, 1.3.7 – Establish Cost Breakdown Structure and 2.1.2 -
Breakdown Structure Relationships
o Relationships: 1.3.8 - Sequencing and Phase Relationships, 2.2.4 – Relationships
o Schedules: 1.3.11 – Baseline Plan, 2.1.3 - Schedule Specification, 2.2.1, Schedule Types, 2.2.9 –
Schedule Basis Documentation, 2.3.1 – Baseline Schedule, 2.4.1 – Control Level Schedules
o Activities: 2.2.2 – Activities

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o Constraints: 2.2.5 – Constraints and Calendars, 2.2.7 - Milestones
o Critical Path: 2.4.2 – Variances and Trends, 2.4.3 - Schedule Analysis

Terms to Know
Schedule quality analysis.
Schedule compliance review.
Schedule basis.
Baseline schedule.

Key Points for Review

Know how schedule quality analysis and compliance review are used to provide continuous
improvement to the schedule.

Summary
The schedule quality analysis and compliance review process is dynamic and interactive throughout
the project. Effective use of the techniques is most important in the development phase of the
schedule and remains relevant to all reviews and changes to the work.

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Sample Questions for Section 2.2.8

1. Schedule quality analysis is performed?

A. At the beginning of the project.
B. At changes of phases.
C. Throughout the duration of the project.
D. At the beginning and end of a project.

2. The three interactive relationships in a schedule quality analysis are?

A. Safety, quality, time.
B. Cost, safety, time.
C. Time, quality, cost.
D. Safety, cost, time.

3. The end result of a schedule quality analysis is?

A. Continual improvement in the schedule.
B. Schedule acceleration.
C. Tracking schedule progress.
D. Identification of constraints.

4. Schedule quality analysis should be performed by?

A. The scheduler only.
B. The scheduler and project manager.
C. All stakeholders.
D. Only the client.

5. What does a schedule quality analysis and compliance review accomplish?

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Solutions to Sample Questions for Section 2.2.8

1. C. Throughout the duration of the project.

2. C. Time, quality, cost.

3. A. Continual improvement in the schedule.

4. C. All stakeholders.

5. It provides a means to resolve issues between stakeholders and proves the representation of the
scope of work.

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2.2.9 Schedule Basis Documentation

Introduction and Learning Objectives

Understand the documentation required for the project baseline schedule. The baseline schedule
documentation is recorded from the assumptions, constraints, and parameters--as well as from the
contract and supplementary documentation--that goes into the development of the baseline schedule.

The baseline schedule documentation includes a short narrative that describes baseline schedule
development, the critical path, and key characteristics of the schedule model. Each stakeholder’s
input and assumptions are clearly identified.

The baseline schedule provides the documentation and foundation for schedule change or delay and
impact identification and management. As such, it is important to create necessary documentation
so that at a later date the schedule basis can be clearly understood by all. Any changes in the
schedule that result in significant variance from the baseline schedule can be traced to this document
and the proper schedule adjustment developed and incorporated.

When it is necessary to develop a revised baseline schedule, the revised schedule must include the
supporting documentation to support the changes made to the schedule. The schedule basis is
contemporaneously updated throughout the life of the project.

Related Sections
o Contract: 1.1.1 - Contract Requirements
o Stakeholders: 1.1.2 - Identification of Stakeholders, 1.2.3 – Stakeholder Considerations, 1.3.9
- Review by Stakeholders, 2.1.4 - Feedback from Stakeholders, 2.2.8 – Schedule Quality
Analysis and Compliance Review, 2.3.6 – Schedule Maintenance Feedback
o Variables: 1.2.4 - Project Variables
o Scope of Work: 1.3.2 Define Scope of Work, 1.3.3 – Define Project Plan, 2.1.1 Define
Schedule Scope, 2.1.3 - Schedule Specification
o Activity: 1.3.4 - Phase Definition, 2.2.2 – Activities
o Breakdown Structures: 1.3.5 - Establish Work Breakdown Structure, 1.3.6 - Establish
Organization Breakdown Structure, 1.3.7 – Establish Cost Breakdown Structure, 2.1.2 -
Breakdown Structure Relationships
o Relationships: 1.3.8 - Sequencing and Phase Relationships, 2.2.2 – Relationships
o Estimate: 1.3.10 - Cost Estimate Development, 2.1.5 - Cost Estimate Model
o Baseline: 1.3.11 - Baseline Plan, 2.3.1 - Baseline Schedule
o Milestones: 2.2.7 - Milestones
o Schedule Progress: 2.3.2 - Tracking Schedule Progress, 2.4.1 - Control Level Schedule, 2.4.2
- Variance and Trends, 2.4.3 – Schedule Analysis, 2.4.4 - Schedule Forecasts
o Change Management: 2.3.4 - Schedule Change Management, 2.3.5 - Acceleration, 2.4.7 -
Recovery Schedule

Terms to Know
Baseline schedule.
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Constraints.
Critical path.
Variance.
Trend.
Schedule delay, impact, and disruption.
Forecasts.

Key Points for Review

1. Understand how the project scope definition, contract specifications, and the project cost
estimate are critical aspects in the development of the baseline schedule.

2. It is important that schedule assumptions, constraints, and parameters are documented to provide
a basis for schedule progress updating and change management.

3. The baseline schedule documentation is a written narrative with detailed supporting materials to
provide underlying information about the assumptions, constraints, and parameters that went into
the development of the baseline schedule.

Summary
The baseline schedule is a significant document that is the foundation for identifying and analyzing
schedule change. Documentation of the underlying principles that support the assumptions,
constraints, and parameters used to build the schedule are put into a narrative, with supporting
materials to form the complete baseline package.

If changes occur to the schedule and significantly impact the critical path or completion date, the
schedule and supporting documentation may be referenced and the necessary action taken to support
status updating, changes, and rebaselining, as appropriate.

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Sample Questions for Section 2.2.9

1. Which is not an example of critical aspect of schedule documentation?

A. Project scope definition.
B. Contract specifications.
C. Type of schedule used.
D. Project cost estimate.

2. The schedule basis documentation narrative includes the following:

A. Baseline schedule development and schedule change management procedures.
B. Baseline schedule development and critical/near critical path activities.
C. Critical and near-critical path activities and cost estimate model.
D. Schedule change management procedures and cost and resource management guidelines.

3. If the baseline schedule is revised and rebaselined, what should one do to the schedule basis
documentation?
A. Leave it as is.
B. Revise the document as necessary when the rebaseline has been approved.
C. Revise the document at the completion of the project.
D. Revise the document monthly.

4. Why is it important to develop schedule basis documentation?

5. If significant changes impact the critical path or completion date, what is used for analysis?

6. Be prepared to develop a detailed outline for a typical schedule baseline for a mid-sized project.

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Solutions to Sample Questions for Section 2.2.9

1. C. Type of schedule used.

2. B. Baseline schedule development and critical and near-critical path activities.

3. B. Revise the document as necessary when the new baseline has been approved.

4. This documentation provides the assumptions, constraints and parameters that the development
of the baseline schedule is derived. It also provides the foundation for schedule change or delay
and impact identification.

5. The baseline schedule is the significant document used for identifying and analyzing schedule
change.

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Section 2B Schedule Maintenance / Controlling

The objective of this chapter is to provide basic knowledge in an outline structure for studying the
means, methods, and tools necessary for project schedule management and control.

This subchapter consists of two sections:

o Maintain Schedule.
o Output and Deliverables.

Each subchapter develops concepts associated with the particular scheduling phase.
o Schedule results from the plan.
o Scheduling is both cyclical and iterative.
o Scheduling is dynamic.

Schedules are maintained to report progress and to forecast trends, progress, and completion.
Schedules are used to control successful execution.

A schedule models the plan using resources and execution strategy to meet project objectives. The
schedule must accommodate and account for change as it occurs.

Periodic updates are undertaken to measure actual progress achieved. Information obtained in the
updating process, along with trend analysis and forecast of future progress, is reported to stakeholders.
Included within these progress updates is schedule maintenance to account for nominal changes to
the execution plan.

When conditions and assumptions upon which the schedule was based significantly change, the
schedule must be re-examined and updated, as necessary, to develop a new baseline for measuring
further progress. Depending upon the nature of change necessitating a new baseline, the schedule
model may undergo a complete rebaselining or just a significant revision.

As a project is executed, periodic progress reporting, change management, and schedule updating
and forecasting--with reporting to stakeholders--becomes the ongoing work of the scheduler. The
schedule is usually updated on a periodic, contractually stipulated timeframe and provides a basis for
tracking progress, for use as a management tool, for recording and supporting actual performance,
and for providing documentation for changes, delays and impacts.

185
 Figure 22. Schedule Maintenance and Controlling

2B. SCHEDULE MAINTENANCE & CONTROLLING

2.3 MAINTAIN SCHEDULE 2.4 OUTPUT & DELIVERABLES

2.3.1 Baseline 2.4.1 Control Level

Schedule Schedules

2.3.2 Tracking
Schedule Progress 2.4.2 Variances &
Trends
2.3.3 Cost & Resource
Management 2.4.3 Schedule
Analysis
2.3.4 Schedule Change
Management
2.4.4 Schedule
Forecasts
2.3.5 Acceleration
2.4.5 Constructability
2.3.6 Schedule Review
Maintenance Feedback
2.4.6 Progress Reports
& Reviews

2.4.7 Recovery
Schedules

2.4.8 Management
Summary

186
Subchapter 2.3 Maintain Schedule

As a project is executed, periodic progress reporting, change management, schedule updating and
forecasting are required. This process is generally referred to as schedule maintenance.

Maintain Schedule consists of the following elements:

o Baseline Schedule.
o Tracking Schedule Progress.
o Cost and Resource Management.
o Schedule Change Management.
o Acceleration.
o Schedule Maintenance Feedback.

A schedule with key milestones established is used as a performance measurement benchmark or

baseline. As the project moves forward the schedule is updated on a periodic timeframe that provides
the basis for tracking progress and observing trends. Schedule maintenance includes all the functions
associated with documenting progress, accounting for change and reforecast.

Figure 23. Maintain Schedule

2.3 MAINTAIN SCHEDULE

2.3.1 Baseline
Schedule

2.3.2 Tracking
Schedule Progress

2.3.3 Cost & Resource

Management

2.3.4 Schedule Change

Management

2.3.5 Acceleration

2.3.6 Schedule
Maintenance Feedback

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188
2.3.1 Baseline Schedule

Introduction and Learning Objectives

Understand what a baseline schedule is and what its functions are. The baseline schedule derives
from a schedule model to meet the project execution plan and achieve management approval for use
as a baseline.

The baseline schedule is used to measure progress and identify trends and changes. Analysis of the
updated schedule against the baseline will show the impact of any milestone or completion date
variance.

Contract modifications of budget or schedule of any significance create a need for a new baseline
schedule, and progress is then measured against the new and approved baseline. Ideally, conditions
that trigger a schedule rebaselining are contractually delineated.

The baseline schedule identifies the initial critical path and provides the basis for measuring progress.

The baseline schedule will be the foundation for cash flow planning, resource managing, trending for
cost and schedule forecasting, and reporting.

Related Sections
o Stakeholders: 1.1.2 - Identification of Stakeholders, 1.3.9 - Review by Stakeholders, 2.1.4 -
Feedback from Stakeholders, 2.3.6 - Schedule Maintenance Feedback
o Scope of Work –Sections: 1.3.1 - Define Scope of Work, 2.1.1 - Define Schedule Scope,
2.1.3 – Schedule Specification
o Plan and Goals: 1.3.2 – Define Project Goals, 1.3.3 – Define Project Plan
o Phase: 1.3.4 – Phase Definition, 1.3.8 – Sequencing and Phase Relationship
o Estimate: 1.3.10 – Cost Estimate Development, 2.1.5 – Cost Estimate Model
o Baseline: 1.3.11 - Baseline Plan, 2.2.9 - Schedule Basis Documentation
o Delay and Impacts: 1.3.13 – Risk and Recovery Plan, 2.3.4 - Schedule Change Management,
2.3.5 - Acceleration, 2.4.7 - Recovery Schedule
o Specification: 2.1.3 – Schedule Specification
o Activity: 2.2.2 - Activities
o Relationship: 2.2.4 - Relationships
o Milestones: 2.2.7 - Milestones
o Quality: 2.2.8 – Schedule Quality Analysis and Compliance Review
o Progress: 2.3.2 - Tracking Schedule Progress, 2.4.1 – Control Level Schedule, 2.4.2 -
Variances and Trends, 2.4.3 - Schedule Analysis, 2.4.4 - Schedule Forecasts , 2.4.5 -
Constructability Review, 2.4.6 - Progress Reports and Review, 2.4.8 - Management Summary

189