5

Project Schedule
Management

CTEC210
Fundamentals of
Project Management
Project Schedule Management

1 Plan Schedule Management 4 Estimate Activity Duration

 Guidance for managing  Time needed to implement
project schedule
5 Develop Schedule
2 Define Activities  Analysis of patterns
 Identify activities  Fine tuning
 Constraints
 Assumptions 6 Control Schedule
 Controlling changes
3 Sequence Activities
 Task order
 Interdependencies
 Phases and gates
2
 6.1 Plan Schedule Management
The process of establishing the policies, procedures, and documentation for
planning, developing, managing, executing, and controlling the project schedule

Inputs Tools and Outputs

• Project management plan
Techniques • Schedule
• Expert judgment
• Project charter management
• Data analysis
• Enterprise environmental plan
• Meetings
factors
• Organizational process
assets

Adapted from Figure 6-3, A Guide to the Project Management Body of Knowledge (PMBOK® 3
Guide) – Sixth Edition, Project Management Institute, Inc., 2017. Copyright and all rights reserved.
Material from this publication has been reproduced with the permission of PMI.
Plan Schedule Management:
Outputs
 Schedule management plan
 Project schedule model development
 Release and iteration length
 Level of accuracy
 Units of measure
 Organizational procedures link
 Project schedule model maintenance
 Control thresholds
 Rules of performance measurement
 Reporting formats

4
6.2 Define Activities
The process of identifying the specific actions to be performed to
produce the project deliverables

Inputs Tools and Outputs

• Project management plan
Techniques • Activity list
• Expert judgment
• Enterprise environmental • Activity
• Decomposition
factors Attributes
• Rolling wave
• Organizational process • Milestone list
planning
assets • Change
• Meetings
requests
• Project
management
plan updates

Adapted from Figure 6- 5, A Guide to the Project Management Body of Knowledge (PMBOK® 5
Guide) - Sixth Edition, Project Management Institute, Inc., 2017. Copyright and all rights reserved.
Material from this publication has been reproduced with the permission of PMI.
Defining Activities

 WBS identifies the deliverables at lowest level

called work packages.
 Work packages are further decomposed to
activities. An activity or task has an expected
duration, a cost, and resource requirements
 Activity definition involves developing a more
detailed WBS and supporting explanations to
understand all the work to be done so you can
develop realistic cost and duration estimates

6
Activity Lists and Attributes

 An activity list is a tabulation of activities to be

included on a project schedule that includes:
 The activity name
 An activity identifier or number
 A brief description of the activity
 Activity attributes provide more information
such as predecessors, successors, logical
relationships, leads and lags, resource
requirements, constraints, imposed dates,
and assumptions related to the activity
7
Milestones
 A milestone is a significant event that
normally has no duration
 It often takes several activities and a lot of
work to complete a milestone
 They’re useful tools for setting schedule
goals and monitoring progress
 Examples include obtaining customer sign-off
on key documents or completion of specific
products

8
6.3 Sequence Activities
The process of identifying and documenting relationships among
the project activities

Inputs Tools and Outputs

• Project
management plan
Techniques
• Precedence • Project schedule
• Project documents
diagramming method network diagram
• Enterprise
• Dependency • Project documents
environment
determination and updates
factors
integration
• Organizational
• Leads and lags
process assets
• Project management
information system

Adapted from Figure 6-7, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) -
Sixth Edition, Project Management Institute, Inc., 2017. Copyright and all rights reserved. Material
from this publication has been reproduced with the permission of PMI. 9
Sequencing Activities

 Involves reviewing activities and determining

dependencies
 A dependency or relationship is the
sequencing of project activities or tasks
 You must determine dependencies in order to
use critical path analysis

10
Three Types of Dependencies

 Mandatory dependencies: inherent in the nature of the

work being performed on a project, sometimes referred to
as hard logic, e.g., you need to finish the foundation before
starting to put the building structure in place.

 Discretionary dependencies: defined by the project team;

sometimes referred to as soft logic and should be used with
care since they may limit later scheduling options, e.g., it is
recommended to complete all the design work before
starting to develop the code for a software application.

 External dependencies: involve relationships between

project and non-project activities, e.g., dependency on a
supplier to provide raw material, etc.
11
 Network Diagrams

 Network diagrams are the preferred

technique for showing activity sequencing
 A network diagram is a schematic display of
the logical relationships among, or
sequencing of, project activities
 Main network diagramming format is the
Precedence Diagramming Method (PDM)

12
Sequence Activities:
Tools and Techniques
 Precedence diagramming method (PDM)
 Basis for Gantt charts
 Most commonly used approach

Advertise Hire Train

Plan Test
Design Purchase Install

Boxes identify Arrows show

the tasks the sequence
13
Sequence Activities:
Tools & Techniques - Leads and Lags

14
Activity Dependencies Internal and
External
Start is based on
the finish time of
predecessor
Finish is
Finish to start dependency based on the
First activity finish time of
predecessor
Second activity
Finish to finish dependency
First activity
Second activity
Start is based
Start to start dependency on the start
First activity time of
Second activity predecessor
Start to finish dependency
First activity Finish is based
Second activity on the start time
of predecessor

15
Sequence Activities: Outputs

 Project schedule network diagrams

 Can be a manual document or computerized
 Can be detailed or summary format
 Often in the form of a Gantt chart
 MS Project generates both Gantt and network diagrams
 Can take other forms, such as PERT chart
 Project documents updates
 Activity attributes and list will change as a result of
 New activities identified during the sequencing
 Re-ordering of the activities
 Update assumption log and milestone list as
needed
16
Scheduling Example:
Park Improvement Project
Seeding and Sodding

Plants

Service
Building Greenhouse

Plants

Access Pathway

17
 Park Improvement Example:
Scope Definition – WBS
PARK IMPROVEMENT

1.0 EXTERNAL WORKS 2.0 GREENHOUSE 3.0 SERVICE BUILDING 4.0 ADMINISTRATION

1.1 Order& Deliver 2.1 Foundations 3.1 Foundations 4.1 Sign Contract
Plant Materials

1.2 Grading 2.2 Structure 3.2 Structure 4.2 Hand Over

1.3 Planting 2.3 Services 3.3 M&E Services

1.4 Seeding &

Sodding 2.4 Finishes 3.4 Finishes

1.5 Complete Access

Pathway

18
 Precedence Diagram
Park Improvement Project
1.1 Order &
Deliver Plant 1.3 Planting
Materials 1.5 Complete
Access
Pathway
1.4 Seeding &
1.2 Grading
Sodding

4.1 Sign 2.1 G-House 2.2 G-House 2.3 G-House 2.4 S Bldg 4.2 Hand
Contract Foundations Structure M&E Services Finishes Over

3.1 S Bldg 3.2 S Bldg 3.3 S Bldg 3.4 S Bldg

Foundations Structure M&E Services Finishes

19
Gantt Chart (incomplete)
Park Improvement Project
This activity
list is in Activity
WBS format sequencing
is shown by
arrows

Activity
durations are
still the
default value
- just one day

20
6.4 Estimate Activity Durations
Assessing the number of work periods likely to be needed to
complete individual activities with estimated resources

Inputs Tools and Outputs

• Project management Techniques • Duration
plan estimates
• Expert judgment
• Project documents • Basis of
• Analogous
• Enterprise environmental estimates
estimating
factors • Project
• Parametric
• Organizational process documents
estimating
assets updates
• Three-point
estimates
• Bottom-up
estimating
• Data analysis
• Decision making
• Meetings

Adapted from Figure 6-12 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) -
Sixth Edition, Project Management Institute, Inc., 20017 Copyright and all rights reserved. Material
21
from this publication has been reproduced with the permission of PMI.
Duration Estimates

 Estimate how long each task will take

 What resources are available to be allocated to each task?
 Sources for estimates:
 Personal Experience / Knowledge / Records
 Information from other peoples experience etc.
 Published information

22
 Effort Versus Duration
 Duration = Task estimate/Productivity
Availability
Availability factor is used to take into consideration the fact that resources
are not available to work on the activity 100% of the time (sickness, vacation,
education, ….etc). A factor of 75% is sometimes used for longer term
activities, this factor could be higher for shorter term activities.

 The formula used for the labor cost is:

Cost = Task estimate x Unit Cost
Productivity
Productivity factor is used to take into account the fact that the resources,
when available, are not working with 100% efficiency (interruptions, breaks,
meetings, personal stuff,….). A factor of 80% is sometimes used. This factor
depends on the skill level, experience, ….of the resource.

23
 PERT Method
Probability

t = (o+4m+p)/6
Where
t = the estimated time
o = optimistic time
m = most likely time
p = pessimistic time t
o m p

Program Evaluation and Review Technique (PERT) was developed by Booz Allen Hamilton
in 1958 to simplify the planning and scheduling of large complex projects.
24
 Precedence Diagram with Duration
Park Improvement Project
1.1 Order/Deliver 1.3 Planting
Plant Materials
3 3 1.5 Complete
Access Pathway
2
1.2 Grading 1.4 Seeding &
Sodding
2 4

4.1 Sign 2.1 G-House 2.2 G-House 2.3 G-House 3.4 G Bldg 4.2 Hand
Contract Foundations Structure M&E Services Finishes Over
1 3 5 5 4 1

3.1 S Bldg 3.2 S Bldg 3.3 S Bldg 3.4 S Bldg

Foundations Structure M&E Services Finishes
4 7 10 2

25
Gantt with Duration Estimates
Park Improvement Project

Activity
durations
Gantt bars now
have been
illustrate durations
entered
and sequence

26
 6.5 Develop Schedule
Process of analyzing activity sequences, durations, resource
requirements and schedule constraints to create a project schedule

Inputs Tools and Outputs

• Project management plan
• Project documents Techniques • Schedule baseline
• Agreements • Schedule network analysis • Project schedule
• Enterprise environmental • Critical path method • Schedule data
factors • Resource optimization • Project calendars
• Organizational process techniques • Project management plan
assets • Data analysis updates
• Leads and lags • Project documents
• Schedule compression updates
• Project management
information system
• Agile release planning

Adapted from Figure 6-14 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) -
27
Sixth Edition, Project Management Institute, Inc., 2017. Copyright and all rights reserved. Material from
this publication has been reproduced with the permission of PMI.
Critical Path Method (CPM)

 CPM is a network diagramming technique used

to predict total project duration
 A critical path for a project is the series of
activities that determines the earliest time by
which the project can be completed
 The critical path is the longest path through the
network diagram and has the least amount of
slack or float
 Slack or float is the amount of time an activity
may be delayed without delaying a succeeding
activity or the project finish date

28
The Critical Path:
The series of activities that...
 Determine the earliest possible completion
date for the project
 Forms the longest total anticipated duration
period
 Can change the project completion date, if
any are delayed
 Have total float equal to zero
These all have the same meaning!
29
The Critical Path ...
Non-critical tasks
Planning can “float” and do
Initiation
not affect the end
date
Definition
Design
Documentation

Implementation
Production Critical path
Installation tasks have
no float
Transition
Training
Testing Critical path tasks must
Handover finish on time or the project
Completion completion will be delayed

30
More Critical Path ...

If non-critical task
Planning
takes more time, then
Initiation
it can become a
Definition “critical” activity also
Design
Documentation

Implementation 2 critical paths

Production
Installation

Transition
Training
Testing
Handover
Completion

31
Using Critical Path Analysis to Make
Schedule Trade-offs

 A forward pass through the network diagram

determines the early start (ES)and finish
dates (EF)
 A backward pass determines the late start
(LS) and late finish (LF) dates

32
Critical Path Method

 Determine the earliest possible completion date

for the project
 Forms the longest total anticipated duration
period
 Can change the project completion date, if any
are delayed
 Has total float equal to zero
 The total float , which again is the time an
activity can be delayed without affecting the final
end date of the project, is:
Total Float = LS - ES or LF - EF
PDM Diagram Start/Finish Dates ES EF

Park Improvement Project WBS Task

Duration
1 4 4 7 LS LF
1.1 Order/Deliver 1.3 Planting
Plant Materials 8 10
3 3 1.5 Complete
15 18 19 22 Access Pathway
2
1 3 4 8 22 24
1.2 Grading 1.4 Seeding &
Sodding
2 4
16 18 18 22

0 1 1 4 4 9 9 14 14 18 24 25
4.1 Sign 2.1 G-House 2.2 G-House 2.3 G-House 3.4 G Bldg 4.2 Hand
Contract Foundations Structure M&E Services Finishes Over
1 3 5 5 4 1
0 1 7 10 10 15 15 20 20 24 24 25

1 5 5 12 12 22 22 24
3.1 S Bldg 3.2 S Bldg 3.3 S Bldg M&E 3.4 S Bldg
Foundations Structure Services Finishes
4 7 10 2
1 5 5 12 12 22 22 24
34
 PDM Diagram Critical Path
Park Improvement Project
1 4 4 7
1.1 Order/Deliver 1.3 Planting
Plant Materials 8 10
3 3
1.5 Complete
15 18 19 22 Access Pathway
2
1 3 4 8 22 24
1.2 Grading 1.4 Seeding &
Sodding
2 4
16 18 18 22

0 1 1 4 4 9 9 14 14 18 24 25
4.1 Sign 2.1 G-House 2.2 G-House 2.3 G-House 3.4 G Bldg 4.2 Hand
Contract Foundations Structure M&E Services Finishes Over
1 3 5 5 4 1
0 1 7 10 10 15 15 20 20 24 24 25

1 5 5 12 12 22 22 24
3.1 S Bldg 3.2 S Bldg 3.3 S Bldg M&E 3.4 S Bldg
Foundations Structure Services Finishes
4 7 10 2
1 5 5 12 12 22 22 24
35
 ES EF
WBS Task
Duration

The Network Diagram- Exercise LS LF

B F
4 4
K
4

C G
3 3

0
A D H L N
2 2 5 8 3

E I J M
5 6 8 4

36
The Network Diagram- Forward Pass ES EF
WBS Task
2 6 6 10 Duration
B F LS LF
10 14
4 4
K
4
2 5 5 8
C G
3 3

0 2 2 4 4 9 9 17 25 28
A D H L N
2 2 5 8 3

2 7 7 13 13 21 21 25
E I J M
5 6 8 4

37
The Network Diagram- Reverse Pass
2 6 6 10 ES EF
B F WBS Task
10 14
4 4 Duration
13 17 17 21 K LS LF
4
2 5 5 8 21 25
C G
3 3
14 17 18 21

0 2 2 4 4 9 9 17 25 28
A D H L N
2 2 5 8 3
0 2 10 12 12 17 17 25 25 28

2 7 7 13 13 21 21 25
E I J M
5 6 8 4
2 7 7 13 13 21 21 25

38
 The Critical Path
Float =
11 Days
2 6 6 10
B F
10 14
4 4
13 17 17 21 K
4
2 5 5 8 21 25
C G
F= 12D 3 3
F=13D
14 17 18 21 F= 8D

0 2 2 4 4 9 9 17 25 28
A D H L N
2 2 F= 8D 5 8 3
F= 8D
0 2 10 12 12 17 17 25 25 28

2 7 7 13 13 21 21 25
The E I J M
Critical 5 6 8 4
2 7 7 13 13 21 21 25
Path F= 0

F= Total Foat 39
Using the Critical Path to Shorten a
Project Schedule
 Two main techniques for shortening
schedules
 Crashing shortening durations of critical
activities/tasks by adding more resources or
overtime
 Fast tracking activities by doing them in parallel
or overlapping them

40
Crashing & Fast-Tracking

Normal activity dependencies A

First activity
Activities are initially B
Second activity
sequenced using relevant C
dependencies
Third activity

Crashing A
First activity
Tasks are compressed by B
providing additional
Second activity C
resources
Third activity

Fast-Tracking A
First activity
Tasks are overlapped if B
“soft” dependencies
Second activity allow C
forThird
the activity
overlap

41
Resource Leveling Heuristics

 When our schedule has been developed, we

must check the Resource Allocation to see
that the projected resources are indeed
available.
 Our fully developed schedule may indicate
that two or more Activities requiring scarce
resources are occurring simultaneously, and
a “leveling” of resources is required.

42
Resource Leveling Heuristics

43
Scheduling with RESOURCE
Constraints
 If we only have a limited resource pool and our
original assumptions were based on unlimited
resources, then we have the following possibilities:
 Review original duration calculations
 Review original Network Logic
 Look at possible Activity overlaps
 Use “Float” times to “balance” resources
 Work additional hours with available resources
 Extend Project Duration

44
Scheduling with TIME Constraints

 If our Project must be complete by a FIXED date,

and our Monitoring system indicates that we are
behind the planned rate of progress, then we may
have to consider the following possibilities:
 Review original duration calculations
 Review original network logic
 Add more resources to shorten activity durations
 Work additional hours with existing resources
 Look at possible activity overlaps

45
Agile Release Planning

 Provides a high-level summary timeline of the

release schedule (typically three to six months)
 Basis the release on the product roadmap and
the product vision for the product’s evolution
 Determines the number of iterations or sprints in
the release as decided by the product owner
and team
 Take CKPM 217 Agile Project Management
and CKPM 219 Mobile Project Management to
learn more
46
6.6 Control Schedule
Process of monitoring the status of the project to update project
progress and manage changes to the schedule baseline

Inputs Tools and Outputs

• Project
Techniques • Work performance
• Data analysis
management plan information
• Critical path method
• Project documents • Schedule forecasts
• Project management
• Work performance • Change requests
information system
data • Project management
• Resource optimization
• Organizational plan updates
Leads and lags
process assets • Project documents
• Schedule comparison
updates

Adapted from Figure 6-22, A Guide to the Project Management Body of Knowledge (PMBOK® 47
Guide) - Sixth Edition, Project Management Institute, Inc., 2017. Copyright and all rights reserved.
Material from this publication has been reproduced with the permission of PMI.
Control Schedule: T&T
Data Analysis
 Earned value analysis
 Iteration burndown chart
 Performance reviews
 Trend analysis
 Variance analysis
 What-if scenario analysis

48
Iteration Burndown Chart

49
Control Schedule: Outputs

 Project management  Project documents

plan updates updates
 Schedule management  Assumption log
plan  Basis of estimates
 Schedule baseline  Lessons learned
 Cost baseline register
 Performance  Project schedule
measurement baseline  Resource calendars
 Risk register
 Schedule data
50