6. PROJECT SCHEDULE MANAGEMENT

6. PROJECT SCHEDULE MANAGEMENT

1. 6.1 Plan Schedule Management

   • It establishes the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
   • .1 Inputs
     • .1 Project charter
       • Defines the summary milestone schedule that will influence the management of the project schedule
     • .2 Project management plan
     • .3 Enterprise environmental factors
     • .4 Organizational process assets
   • .2 Tools & Techniques
     • .1 Expert judgment
     • .2 Data analysis
     • .3 Meetings
   • .3 Outputs
     • .1 Schedule management plan
       • Establishes the criteria and the activities for developing, monitoring, and controlling the schedule
       • Project schedule model development
         • Used in the development of the project schedule model are specified.
       • Release and iteration length
       • Level of accuracy
         • Specifies the acceptable range used in determining realistic activity duration estimates
       • Units of measure.
         • Such as staff hours, staff days, or weeks for time measures, or meters, liters, tons, kilometers, or cubic yards for quantity measures) is defined for each of the resources
       • Organizational procedures links
         • Allowing for consistency with the estimates and resulting schedules.
       • Project schedule model maintenance
         • Used to update the status and record progress of the project in the schedule model
       • Control thresholds.
         • Variance thresholds for monitoring schedule performance
       • Rules of performance measurement.
         • EVM Techniques
       • Reporting formats.

2. 6.2 Define Activities

   • Identify and document the specific actions to be performed to produce the project deliverables.
   • .1 Inputs
     • .1 Project management plan
       • Schedule management plan
         • Defines the schedule methodology, the duration o, nd the level of detail necessary to manage the work.
       • Scope baseline
         • Includes WBS, deliverables, constraints, and assumptions documented
     • .2 Enterprise environmental factors
     • .3 Organizational process assets
   • It decomposes work packages into schedule activities
   • .2 Tools & Techniques
     • .1 Expert judgment
     • .2 Decomposition
       • Used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts
     • .3 Rolling wave planning
       • Is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while work further in the future is planned at a higher level
     • .4 Meetings
       • May be face-to-face, virtual, formal, or informal
   • .3 Outputs
     • .1 Activity list
       • Includes the schedule activities required on the project
     • .2 Activity attributes
       • Extend the description of the activity by identifying multiple components associated with each activity
     • .3 Milestone list
       • Is a significant point or event in a project, have zero duration.
     • .4 Change requests
     • .5 Project management plan updates
       • Schedule baseline
       • Cost baseline

3. 6.3 Sequence Activities

   • Identifying and documenting relationships among the project activities
   • .1 Inputs
     • .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
   • .2 Tools & Techniques
     • .1 Precedence diagramming method (PDM)
       • Finish-to-start (FS).
         • Is the most commonly used type of precedence relationship
       • Finish-to-finish (FF).
         • a successor activity cannot finish until a predecessor activity has finished
       • Start-to-start (SS).
         • a successor activity cannot start until a predecessor activity has started.
       • Start-to-finish (SF).
         • Is very rarely used
     • .2 Dependency determination and integration
       • Mandatory dependencies
         • Are legally or contractually required or inherent in the nature of the work.
       • Discretionary dependencies
         • Both activities may occur at the same time (in parallel)
       • External dependencies.
         • Involve a relationship between project activities and non project activities, are usually outside of the project team’s control
       • Internal dependencies
         • Involve a precedence relationship between project activities and are generally inside the project team’s control.
     • .3 Leads and lags
       • Leads: Is the amount of time a successor activity can be advanced with respect to a predecessor activity.
       • Lags: Is the amount of time a successor activity will be delayed with respect to a predecessor activity
     • .4 Project management information system (PMIS)
       • 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.
   • .3 Outputs
     • .1 Project schedule network diagrams
       • Is a graphical representation of the logical relationships
       • Activities that have multiple predecessor activities indicate a path convergence
       • Activities that have multiple successor activities indicate a path divergence.
     • .2 Project documents updates
       • • Activity attributes • Activity list • Assumption log • Milestone list
   • it is defines the logical sequence of work

4. 6.4 Estimate Activity Durations

   • Estimating the number of work periods needed to complete individual activities with the estimated resources.
   • Provides the amount of time each activity will take to complete.
   • .1 Inputs
     • .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 Enterprise environmental factors
     • .4 Organizational process assets
   • .2 Tools & Techniques
     • .1 Expert judgment
     • .2 Analogous estimating
       • Is a technique for estimating the duration or cost of an activity or a project using historical data from a similar activity or project. It is also less accurate
     • .3 Parametric estimating tE = (tO + tM + tP) / 3.
       • Uses a statistical relationship between historical data and other variables to calculate cost,budget, and duration.
     • .4 Three-point estimating
       • Most likely (tM).
         • Is based on the duration of the activity
       • Optimistic (tO).
         • Activity duration based on analysis of the best-case scenario for the activity
       • Pessimistic (tP).
         • Duration based on analysis of the worst-case scenario for the activity
     • .5 Bottom-up estimating
       • Is a method of estimating project duration or cost by aggregating the estimates of the lower level components of the WBS.
     • .6 Data analysis
       • • Alternatives analysis
         • Used to compare various levels of resource capability or skills; scheduling compression techniques, different tools ; and make, rent, or buy decisions regarding the resources
       • • Reserve analysis
         • Used to determine the amount of contingency and management reserve needed for the project.
     • .7 Decision making
     • .8 Meetings
   • 3.Outputs
     • .1 Duration estimates
       • Are quantitative assessments of the likely number of time periods that are required to complete an activity, a phase, or a project
     • .2 Basis of estimates
     • .3 Project documents updates
       • •Activity attributes • Assumption log • Lessons learned register

5. 6.5 Develop Schedule

   • Analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling.
   • Generates a schedule model with planned dates for completing project activities
   • .1 Inputs
     • .1 Project management plan
     • .2 Project documents
       • Basis of estimates, Duration estimates, Project schedule network diagrams
     • .3 Agreements
     • .4 Enterprise environmental factors
     • .5 Organizational process assets
   • .2 Tools & Techniques
     • .1 Schedule network analysis
       • Used to generate the project schedule model
       • Is an iterative process that is employed until a viable schedule model is developed.
     • .2 Critical path method
       • Used to estimate the minimum project duration and
     • .3 Resource optimization
       • Used to adjust the start and finish dates of activities
     • .4 Data analysis
       • • What-if scenario analysis
         • Process of evaluating scenarios in order to predict their effect, positive or negative, on project objectives
       • • Simulation
         • Involves calculating multiple work package durations with different sets of activity assumptions, constraints, risks, issues, or scenarios using probability distributions . Monte Carlo analysis is most famous example.
     • .5 Leads and lags
       • Leads: are used in limited circumstances to advance a successor activity with respect to the predecessor activity
       • Lags: are used in limited circumstances where processes require a set period of time to elapse between the predecessors and successors without work or resource impact.
     • .6 Schedule compression
       • Used to shorten or accelerate the schedule duration
       • Crashing
         • Used to shorten the schedule duration for the least incremental cost by adding resources
       • Fast tracking
         • The activities or phases are performed in parallel for at least a portion of their duration.
     • .7 Project management information system( PMIS)
     • .8 Agile release planning
       • Provides a high-level summary timeline of the release schedule
   • .3 Outputs
     • .1 Schedule baseline
       • Is the approved version of a schedule model, is used as a basis for comparison to actual results, is a component of the project management plan.
     • .2 Project schedule
       • Is an output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources
         • Bar/Gant charts
         • Milestone charts.
           • Identify the scheduled start or completion of major deliverables and key external interfaces.
         • Project schedule network diagrams
           • Presented in the activity-on-node diagram format showing activities and relationships without a time scale, sometimes referred to as a pure logic diagram
     • .3 Schedule data
       • Is the collection of information for describing and controlling the schedule.
     • .4 Project calendars
       • Identifies working days and shifts that are available for scheduled activities
     • .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

6. 6.6 Control Schedule

   • Analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling.
   • .1 Inputs
     • .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
       • Contains data on project status
     • .4 Organizational process assets
   • .2 Tools & Techniques
     • .1 Data analysis
       • • Earned value analysis
         • Earned value analysis
           • The (SV) and (SPI) are used to assess the magnitud of variation to the original schedule baseline.
         • Iteration burndown chart
           • Is used to analyze the variance with respect to an ideal burndown based on the work committed from iteration planning
         • Performance reviews
           • compare, and analyze schedule performance against the schedule baseline
         • Trend analysis
           • Examines project performance over time to determine whether performance is improving or deteriorating
         • Variance analysis
           • Examine the t variances in planned versus actual start and finish dates, planned versus actual durations, and variances in float
         • What-if scenario analysis
           • Is used to assess the various scenarios guided by the output from the Project Risk Management processes
     • .2 Critical path method
       • Can help determine schedule status
     • .3 Project management information system (PMIS)
     • .4 Resource optimization
       • Involve the scheduling of activities and the resources required by those activities while taking into consideration both the resource availability and the project time.
     • .5 Leads and lags
     • .6 Schedule compression
   • .3 Outputs
     • .1 Work performance information
       • Includes information on how the project work is performing compared to the schedule baseline.
       • For projects using earned value analysis, the (SV) and (SPI) are documented for inclusion in work performance reports
     • .2 Schedule forecasts
       • Schedule updates are forecasts of estimates or predictions of conditions and events in the project’s future based
     • .3 Change requests
     • .4 Project management plan updates
       • • Schedule management plan
         • May be updated to reflect a change in the way the schedule is managed.
       • • Schedule baseline
         • May be updated to reflect changes caused by schedule compression techniques or performance issues.
       • • Cost baseline
         • Are incorporated in response to approved changes in scope, resources, or cost estimates.
       • • Performance measurement baseline
         • Are incorporated in response to approved changes in scope, schedule performance, or cost estimates.
     • .5 Project documents updates
       • • Assumption log
       • • Basis of estimates
       • • Lessons learned register
       • • Project schedule
       • • Resource calendars
       • • Risk register
       • • Schedule data
   • Benefit: The schedule baseline is maintained throughout the project