Project Mangement - overview of the Schedule Management knowledge area within project management. Describes the 6 processes within schedule management and the process groups impacted. Blog: https://agile-mercurial.com YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg Twitter: https://twitter.com/agile_mercurial Tumblr: https://agilemercurial.tumblr.com/

1. Project Schedule
Management
Knowledge Area
Project Management Processes

2. Overview of Schedule
Management Knowledge Area
• Ensuring Project Items are
Completed on Time
• Relationship of Activities
• Schedule of Performing of
Activities

3. Overview of
Schedule
Management
Knowledge
Area
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Duration
6.5 Develop Schedule
6.6 Control Schedule

4. Project Schedule
Management
• Schedule Management involves the
processes needed to manage completion of
the project on time
• The process is used to produce the Project
Schedule

5. 6.1 Plan
Schedule
Management-Planning Process Group

6. The Plan Schedule
Management Process
Is the process concerned with
laying the framework for the other
five Schedule Management
Processes and defining how they
will be conducted.

7. 6.1 Plan Schedule
Management
• Occurs in the Planning Process Group
• Concerned with establishing of
procedures, policies, planning, managing,
and documenting the project schedule
• Used to create the Schedule
Management Plan

8. Schedule
Management Plan
• Provides guidance in creation of the schedule
• What needs to be done to create the schedule?
• Lays out how planning the schedule will be done
• The methodology to be used, such as Critical Path
Method
• Defines the tools to create the schedule
• Indicates software tools that will be used
• Instructs on the managing and control of the project
• Managing the schedule compared to the
schedule baseline
• Methods for measuring performance of the schedule
• Variance management, schedule change control

9. 6.2 Define
Activities-Planning Process Group

10. The Define Activities
Process
Is the process for identifying
activities that will be performed
during the project in order to
produce the project deliverables
and documenting those activities

11. 6.2 Define Activities
• Occurs in the Planning Process Group
• The work packages from the WBS
(Created in Project Scope
Management) are broken down into
smaller activities
• Improves the estimating of scheduling
• Should include the project team to
help define the activities

12. Outputs of the Define
Activities List Process
• Activity List
• The project activities that need to be
performed
• Activity Attributes
• Details regarding the activity list
• Milestones
• Key events that occur in the project schedule
• They are not an activity and have no duration
• Change Requests
• If activities are defined through progressive
elaboration (or Rolling Wave Planning) it may
result in changes to the planned scope

13. 6.3 Sequence
Activities-Planning Process Group

14. The Sequence
Activities Process
• Concerned with identifying the
relationships of the activities
defined in the Define Activities
process

15. 6.3 Sequence
Activities
• Occurs in the Planning Process Group
• A Network Diagram should be created to
show the sequence of activities in a visual
way
• Work is conducted to identify relationships
between activities

16. Sequence
Activities -
Dependencies
• A requirement that must be considered before
another requirement can be worked on; the
nature of the work includes this dependency
Mandatory
Dependency:
• An optional dependency that can be removed or
altered at the discretion of the project team
Discretionary
Dependency:
• A dependency that is coming from outside of the
project such as organizational rules/processes or
government regulations
External
Dependency:
• The relationship between project activities that
may be include resource availability being able to
move to the next activitiy
Internal
Dependency:

17. Lead Time
The following activity starts before the preceding
activity finishes

18. Lag Time
The time between the start of the next activity
and the end of the previous activity

19. Precedence
Diagramming Method
(PDM)
A method to create a
Network Diagram

20. Precedence Diagramming Method
Boxes that
represent
activities
Arrows
indicating
dependencies
Similar to a
process flow
chart

21. PDM
Relationships
Finish to Start (FS)
Start to Start (SS)
Finish to Finish (FF)
Start to Finish (SF)

22. 6.4 Estimate
Activity Duration-Planning Process Group

23. The Estimate Activity
Duration Process
• Process of estimating how long
activities will take to complete to
the required state

24. 6.4 Estimate Activity
Duration
• Occurs in the Planning Process Group
• Determine approximately how long each
activity will take to complete
• More accurate estimations can occur
with activities that are clearly understood
• Unclear items may include padded time
to allow for future clarifications that may
take longer than expected – risk
management

25. Techniques of Activity
Estimations
• One-Point Estimation
• Each estimator submits an estimate for the activity
• Parametric Estimation
• Using historical records to collect average completion
times for activities and using that as a basis to
estimate current activities
• Analogous Estimation
• Similar activities are examined for their actual
completion times and used to estimate for the
current activity

26. Techniques of Activity
Estimations –
PERT Analysis
• Three estimates are provided for each activity
• Optimistic Estimate (O) – Best case scenario for
activity completion times
• Most Likely Estimate (M) - The most likely
completion time of the activity
• Pessimistic Estimate (P) – Worst case scenario
for activity completion duration
• Using the average of the estimates to estimate the
activity
• Triangular Distribution
• Beta Distribution
• Used for time and cost estimates

27. Managing Schedule Risks
Contingency Reserve:
Extra time placed in the schedule on an activity
in case a risk actualizes
Management Reserve:
Extra money/budget held for the purposes of
combating unforeseen or unexpected risk
actualization

28. 6.5 Develop
Schedule-Planning Process Group

29. The Develop Schedule
Process
• Using the outputs of the prior
processes to develop the project
schedule with planned/estimated
start and completion dates

30. 6.5 Develop
Schedule
• Occurs during the Planning Process
Group
• Create a model using the estimations of
the activities and the planned sequence
to create a model of the schedule
• Time based activities are laid out in
sequence and indicate the resource
responsible for completing the activity

31. Requirements to Complete A Schedule
Project Scope
Statement
Network Diagram Activity List
Time Estimates of
Activities
Resource
Requirements Needed
to Complete Activities
Resource Availability
Schedules

32. Critical Path Method (CPM)
• Popular schedule Network Analysis technique
• The longest path from the beginning to the end
through the schedule
• Gives an idea of how long the project should
take to be fully completed

33. Float/Slack
• The time an activity can be delayed without impacting
other activities or delays in the project
• Total Float is the time an activity can be delayed without
impact to the project duration
• Free Float is the time an activity can be delayed without
impacting the early start date of another activity
• Project Float is the time that an activity can be delayed
without impacting customer imposed project completion
date

34. Critical Path
Activities
Should be Zero
Float Days

35. Calculating Float
Late Start (LS) – Early Start (ES)
Late Finish(LF) – Early Finish (EF)

36. 6.6 Control
Schedule-Monitoring & Controlling Process Group

37. The Control Schedule
Process
• The process of working to ensure
that the progress of the project
remains on track or changes
against the scheduled baseline
are managed appropriately

38. 6.6 Control
Schedule
• Occurs during the Monitoring &
Controlling Process Group
• Current progress is measured against the
scheduled baseline
• Root causes of changes should be found
and eliminated if possible to prevent
excessive changes to the schedule
baseline

39. Controlling the
Schedule
• Activities may be re-estimated
• Unclear areas may be clarified and need to be
estimated again
• Review the schedule to determine if the project is on
schedule
• Distribute work to available resources
• Resource leveling
• Adjust the projects progress
• Prepare reports on the status of the project compared
to the schedule
• Manage the change control process regarding the
schedule

40. Sources
• A Guide to the Project Management Body of Knowledge – PMBOK 6th
Edition
• https://www.pmi.org/
Joshua Render
https://agile-mercurial.com