Schedule Management
Planning (5)
Initiating (0)
Executing (0)
Monitoring & Controlling (1)
Closing (0)
1. Plan Schedule Mgmt.
2. Define Activities
3. Sequence Activities
4. Estimating Activity Durations
5. Develop Schedule
Control Schedule
Scheduling software
Scheduling metrics
Scheduling tolerance
Approach
Accuracy level of schedules
Methods
Managing
Controlling
Variances
Agile
Length of releases/iterations
Formats of reports
ITTOs
Outputs
Schedule Mgmt. Plan
Inputs
Tools & Techniques
Scope mgmt. plan
Project Charter
Development Approach
EEFs
OPAs
Expert judgements
Data analysis (alternatives analysis)
Meetings
Work Package-->Activities
Milestones-->0 duration
Activity ≠ Task
ITTOs
Outputs
Inputs
TTs
Activity list
Activity Attributes
Milestone list
Like WBS Dictionary
CRs
Revision in
Schedule baseline
Cost baseline
Schedule Mgmt. Plan
Scope Baseline
EEFs
OPAs
Expert Judgements
Decomposition
Meetings
Rolling Wave Planning
Progressive Elaboration
Network Diagram/Schedule Activity Diagram/Activity Network Diagram ✅
Scheduling duration ❌
3 methods
Precedence Diagramming method (PDM)
Activity on Node (AoN)
Arrow Diagramming Method (APM)
Activity on Arrow (AoA)
Graphical Evaluation & Review Technique (GERT)
Start-to-start (SS)
Finish-to-finish (FF)
Start-to-finish (SF)
LAG
LEAD
Dependency Type
Hard Logic (Mandatory)
Soft logic (Discretionary)
External
Internal
Preferred way
Draw Network activities
Assume Finish-to-start (FS)
For Scheduling calculations
2 type of questions
Predecessors given
Successors given
ITTOs
Outputs
Inputs
TTs
Schedule network diagrams
Revision in
Activity list
Activity Attributes
Milestone list
Assumption log
Schedule Mgmt Plan
Scope Baseline
Activity list & attributes
Milestone list
Assumption log
EEFs
OPAs
Precedence diagramming methods
Dependency Determination & Integration
Leads & Lags
PMIS
Same techniques are used for duration & cost of the activities
Techniques
One point estimating
Analogous estimating
Bottom-up estimating
Parametric estimating
*Three point estimating
Top-down estimating
Similar historical
No calculation
Assembling estimations
Standard metrics
Industry requirements
Other sources
Historical data
Do Calculations
Methods
Regression analysis
Learning curve
Heauristic
3 parameters
Optimistic Estimation
Most Likely Estimation
Pessimistic Estimation
2 distributions
Triangular distribution
Simple/Straight
Beta distribution
Estimated Activity duration (or Cost)=(P+M+O)/3
Weighted Avg/PERT
Estimated Activity Duration (or Cost)= (P+4M+O)/6
Std Deviation=(P-O)/6
↑ Std Dev--↑ Risk
If distribution is not mentioned, assume Beta distribution
Important Points
Padding
Extra time /cost to estimation
NOT ALLOWED
3 point estimating helps!
Estimated Activity Duration
Contingency Reserves for Risk
Law of diminishing returns
Experience, capability & resources count
Technology used
Team motivation
ITTOs
Outputs
Duration estimates
Basis of estimates
Constraints, assumptions, risks
Trust level of estimates
Range estimations
Revisions in
Activity attributes
Assumptions log
Lessons Learned Register
Inputs
Schedule Mgmt Plan
Scope Baseline
Activity list & Attributes
Assumption log
Lessons Learned Register
Milestones list
Resources
Project team assignments
Resource breakdown structure
Resource Calendar
Resource Requirements
Risk Register
EEFs
OPAs
TTs
Expert Judgements
Estimating Techniques
Data Analysis
Alternatives analysis
Reserve Analysis
Decision making tools
Voting
Meetings
Schedule Network Analysis
a) Critical Path Method
b) Schedule Compression
c) Monte Carlo Analysis
d) Resource Optimization
e) Agile Release Planning
Path where any delay will cause delay in total project duration
Float/Slack: Other activities can get delayed without affecting proj duration
Float=0
Total float
Free Float
Project float
Without affecting project duration
Without affecting successor's early start date
Without affecting target Proj duration
Calculations
Start of day notation ✅
End of day notation
Search for better options
Fast tracking
Crashing
By rearranging the activities
To run them in parallel
Increasing/adjusting the resources
What if both fast tracking/crashing can't be chosen??
Reduce Scope
Cut Quality
Simulation
S Curve
Resource smoothing
Resource Levelling
Proj duration/delay is NOT considered
Proj duration is considered
ITTOs
Outputs
Project schedule
Network Diagrams
Bar/Gantt chart
Milestone charts
Schedule baseline
Schedule data
Project Calendars
CRs
Revision in
Schedule mgmt. plan
Cost baseline
Resource requirements
Duration estimates
Activity attributes
Assumption log
Lessons learned register
Risk register
Inputs
Schedule mgmt plan
Scope Baseline
Activity attributes & Activity list
Assumption log
Durations estimates
Basis of estimates
Lessons learned register
Milestone list
Proj schedule network diagram
Resource Calendar
Resource Requirements
Agreements
EEFs
TTs
CPM
Schedule network analysis
Resource optimization
Data analysis
What if
Simulation
Leads & Lags
Schedule compression
PMIS
Each iteration=1 feature
Agile release planning
ITTOs
Outputs
Work performance information
Schedule forecasts
CRs
Revision in
Schedule mgmt plan
Schedule baseline
Cost baseline
Perf measurement baseline
Basis of estimates
Resource Calendars
Project schedule & schedule data
Risk register
Lessons Learned register
Inputs
Schedule mgmt plan
Schedule baseline
Scope baseline
Perf mgmt baseline
Lessons Learned Register
Proj Calendars & Resource Calendars
Proj schedule & schedule data
Work Performance data
OPAs
TTs
Data analysis
Earned value analysis
Perf reviews
Trend analysis
Variance analysis
What-if analysis
Iteration Burndown Chart
CPM
PMIS
Resource Optimization
Leads & Lags
Schedule Compression