PMBOK Chapter 6 - Schedule Management

Define Activities Tools and Techniques

1. Expert Judgement 2. Decomposition 3. Rolling Wave Planning 4. Meetings 6.2 p183

Define Activities Inputs

1. PMP (Schedule management plan, scope baseline) 2. EEF 3. OPA 6.2 p183

Milestone

A significant event or point in a project. 6.2.3.3 p186

Lead

The amount of time a successor activity can be advanced with respect to the predecessor activity. 6.3.2.3 p192

Parkinson's Law

Work expands to fill the time available for its completion. 6.4 p197

Schedule Network Analysis

the overarching technique used to generate the project schedule model. 6.5.2.1 p209

Develop Schedule Inputs

1 Schedule management plan 2 Activity list 3 Activity attributes 4 Project schedule network diagrams 5 Activity resource requirements 6 Resource calendars 7 Activity duration estimates 8 Project scope statement 9 Risk register 10 Project staff assignments 11 Resource breakdown structure 12 Enterprise environmental factors 13 Organizational process assets 6.5 p205

Estimate Activity Durations Inputs

1. PMP (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. EEF 4. OPA 6.4 p195

Define Activities Outputs

1. Activity list 2. Activity attribute 3. Milestone list 4. Change requests 5. PMP updates (Schedule baseline, Cost baseline) 6.2 p183

Analysis techniques used when developing the schedule model

1. Critical path method. 2. Resource leveling 3. Resource smoothing 4. What-if scenario analysis 5. Simulation 6. Assessing the need to aggregate schedule reserves to include the probability of a schedule slip when multiple paths converge at a single point in time or when multiple paths diverge from a single point in time, to reduce the probability of a schedule slip. 7. Reviewing the network to see if the critical path has high-risk activities or long lead items that would necessitate use of schedule reserves or the implementation of risk responses to reduce the risk on the critical path. 6.5.2.1 p209

Information included in the basis of estimates

1. Documentation of the basis of the estimate 2. Documentation of assumptions made 3. Known constraints 4. Range of possible estimates 5. Confidence level of the estimate 6. Project risks that influence the estimate 6.4.3.2 p204

Estimate Activity Durations Outputs

1. Duration estimates. 2. Basis of estimates 3. Project document updates (Activity attributes, assumption log, lessons learned register) 6.4 p195

EEF that influence estimating activity durations

1. Duration estimating databases and other reference data. 2. Productivity metrics 3. Published commercial information 4. Location of team members 6.4.1.3 p199

Control Project Schedule Tools and Techniques

1. Earned value analysis 2. Iteration burndown chart 3. Performance reviews 4. Trend analysis 5. Variance analysis 6. What-if scenario analysis 7. Critical path method 8. PMIS 9. Resource optimization 10. Leads and lags 11. Schedule compression 6.6 p222

OPA the influence the Control Schedule process

1. Existing formal and informal schedule control-related policies 2. Schedule control tools 3. Monitoring and reporting methods to be used 6.6.1.4 p225

Plan Schedule Management Tools and Techniques

1. Expert judgement 2. Alternatives analysis 3. Meetings 6.1 p179

Estimate Activity Durations Tools and Techniques

1. Expert judgement 2. Analogous estimating 3. Parametric estimating 4. Three-point estimating 5. Alternatives analysis 6. Reserve analysis 7. Voting 8. Meetings 6.4 p195

The logical relationships between activities

1. Finish to Start (FS) 2. Finish to Finish (FF) 3. Start to start (SS) 4. Start to finish (SF) 6.3.2.1 p190

EEF that influence the Sequence Activities process

1. Government or industry standards 2. PMIS 3. Scheduling tools 4. Organization work authorization systems 6.3.1.3 p189

OPA the influence estimating activity durations

1. Historical duration information 2. Project calendars 3. Estimating policies 4. Scheduling methodology 5. Lessons learned repository 6.4.1.4 p199

OPA that influence the Plan Schedule Management process

1. Historical information and lessons learned repositories 2. Existing formal and informal schedule development, management, and control-related policies, procedures and guidelines. 3. Guidelines and criteria fr tailoring the organization's set of standard processes and procedures to satisfy the specific needs of the project. 4. Templates and forms 5. Monitoring and reporting tools 6.1.1.4 p180

Factors to consider when estimating duration

1. Law of diminishing returns 2. Number of resources 3. Advances in technology 4. Motivation of staff 6.4 p197

OPA that influence the Define Activities process

1. Lessons learned repository containing historical information regarding activity lists used by similar previous projects. 2. Standardized processes 3. Existing formal and informal activity-planning policies, procedures, and guidelines, such as scheduling methodology, that are considered in developing the activity definitions.

Factors to consider when tailoring Project Schedule Management

1. Life cycle approach 2. Resource availability 3. Project dimensions 4. Technology support 6 p176

Attributes of Activity Dependencies

1. Mandatory 2. Discretionary 3. Internal 4. External 6.3.2.2 p191

Examples of schedule data

1. Milestones 2. Activities 3. Activity attributes 4. Documentation of all identified assumptions and constraints 5. Resource requirements by time period 6. Alternative schedules (best-case, worst-case, resource-leveled, etc.) 7. Applied scheduled reserves 6.5.3.3 p220

EEF that influence the Define Activities process

1. Organizational culture and structure 2. Published commercial information from commercial databases 3. PMIS 6.2.1.2 p184

EEF that influence the Plan Schedule Management process

1. Organizational culture and structure 2. Team resource availability and skills and physical resource availability 3. Scheduling software 4. Commercial databases, sch as standardized estimating data 6.1.1.3 p 180

Sequence Activities Inputs

1. PMP (Schedule management plan, Scope baseline) 2. Project documents (activity attributes, Activity list, Assumption log, Milestone list) 3. EEF 4. OPA 6.3 p187

The processes included in Project Schedule Management

1. Plan schedule management 2. Define activities 3. Sequence activities 4. Estimate activity duration 5. Develop schedule 6. Control schedule 6 p174

OPA that influence the Sequence Activities process

1. Portfolio and program plans and project dependencies and relationships. 2. Existing formal and informal planning-related policies, procedures, and guidelines, such as scheduling methodology that is considered in developing logical relationships. 3. Templates that can be used to expedite the preparation of networks for project activities 4. Lessons learned repository containing historical information that can help optimize the sequencing process. 6.3.1.4 p189

Sequence Activities Tools and Techniques

1. Precedence Diagramming Method 2. Dependency determination and integration 3. Leads and lags 4. PMIS 6.3 p187

Plan Schedule Management Inputs

1. Project charter 2. PMP (Scope management plan, Development approach) 3. EEF 4. OPA 6.1 p179

Established in the Schedule Management Plan

1. Project schedule model development 2. Release and iteration length 3. Level of accuracy 4. Units of measure 5. Organizational procedure links 6. Project schedule model maintenance 7. Control thresholds 8. Rules of performance measurement 9. Reporting formats. 6.1.3.1 p182

Sequence Activities Outputs

1. Project schedule network diagram 2. Project document updates (Activity attributes, Activity list, Assumption log, Milestone list) 6.3 p187

Develop Schedule Outputs

1. Schedule baseline 2. Project schedule 3. Schedule data 4. Project calendars 5. Project management plan updates 6. Project documents updates 6.5 p205

Topics of expertise useful when estimating activity durations

1. Schedule development, management and control 2. Expertise in estimating 3. Discipline or application knowledge 6.4.2.1 p200

Topics of expertise useful when planning schedule management

1. Schedule development, management and control 2. Scheduling methodologies 3. Scheduling software 4. The specific industry for which the project is developed. 6.1.2.1 p181

Control Project Schedule Inputs

1. Schedule management plan 2. Schedule baseline 3. Scope baseline 4. Performance measurement baseline 5. Lessons learned register 6. Project calendars 7. Project schedule 8. Resource calendars 9. Schedule date 10. Work performance data 11. OPA 6.6 p222

Develop Schedule Tools and Techniques

1. Schedule network analysis 2. Critical path method 3. Resource optimization techniques 4. Modeling techniques 5. Leads and lags 6. Schedule compression 7. Scheduling tool 6.5 p205

Control Project Schedule Outputs

1. Work performance information 2. Schedule forecasts 3. Change requests 4. Schedule Management Plan 5. Schedule baseline 6. Cost baseline 7. Performance measurement baseline 8. Assumptions log 9. Basis of estimates 10. Lessons learned register 11. Project schedule 12. Resource calendars 13. Risk register 14. Schedule data 6.6 p222

Project Schedule Network Diagram

A graphical representation of the logical relationships among the project schedule activities 6.3.3.1 p194

Schedule Management Plan

A component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. 6.1.3.1 p181

Management Reserve

A specified amount of the project budget withheld for management control purposes and are intended to address the unknown-unknowns that affect a project. These are not included in the schedule baseline. 6.4.2.6 p202

Activity List

A list of all the activities required to complete the work of the project that also includes an identifier code and the WBS code it's associated with. Activities are broken down from the work package level of the WBS. 6.2.3.1 p185

Path Convergence

A relationship in which a schedule activity has more than one predecessor. 6.3.3.1 p194

Path Divergence

A relationship in which a schedule activity has more than one successor. 6.3.3.1 p194

Fast Tracking

A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. 6.5.2.6 p215

Critical Path Method (CPM)

A schedule management technique that is used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates without regard for resource limitations by performing a forward and backward pass analysis through the schedule network. 6.5.2.2 p210

Resource Leveling

A technique in which start and finish dates are adjusted based on resource constraints with the goal of balancing the demand for resources with the available supply. 6.5.2.3 p211

Resource Smoothing

A technique that adjusts the activities of a schedule model such that the requirements for the resources on the project do not exceed certain predefined resource limits. 6.5.2.3 p211

Precedence Diagramming Method (PDM)

A technique used for constructing a schedule model in which activities are represented by nodes and are graphically linked by one or more logical relationships to show the sequence in which the activities are to be performed. 6.3.2.1 p189

Alternatives Analysis

A technique used to compare various levels of resource capability or skills; scheduling compression techniques; different tools; and make, rent, or buy decisions regarding the resources. 6.4.2.6 p202

Reserve Analysis

A technique used to determine the amount of contingency and management reserve needed for the project 6.4.2.6 p202

Crashing

A technique used to shorten the schedule duration for the least incremental cost by adding resources. 6.5.2.6 p215

Parametric Estimating

An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters. Durations can be quantitatively determined by multiplying the quantity of work to be performed by the number of labor hours per unit of work. Ex: 25 hours/meter = 0.04 meters/hour 1000 meters * 0.04 meters/hour = 40 hours

Three-Point Estimating

An estimating technique in which most likely estimates, optimistic time estimates, and pessimistic time estimates for an activity are given weights and averaged to determine the overall activity estimate. The weight of the various estimates will depend on historical data. Ex: tE = (tO + tM +tP) / 3 or tE = (tO + 4tM + tP) / 6 6.4.2.4 p201

Rolling Wave Planning

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. 6.2.2.3 p185

Project Schedule

An output of the project schedule model that presents linked activities with planned dates, durations, milestones and resources. 6.5.3.2 p217

Project Schedule Network Diagrams

Diagrams commonly presented in the activity-on-node diagram format showing activities and relationships without a time scale, sometimes referred to as pure logic diagrams, or presented in a time-scaled schedule network diagram format that is sometimes called a logic bar chart. 6.5.3.2 p218

Schedule Forecasts

Estimates or predictions of conditions and events in the project's future based on information and knowledge available at the time the schedule is calculated. 6.6.3.2 p228

Project Calendar

Identifies working days and shifts that are available for scheduled activities. 6.5.3.4 p220

Internal Dependencies

Internal relationships to the project or the organization. For example, the project team must create the software as part of the project's deliverable before the software can be tested for quality control. 6.3.2.2 p192

Student Syndrome

Procrastination 6.4 p197

Duration of Estimates

Quantitative assessments of the likely number of time periods that are required to complete an activity, a phase, or a project. 6.4.3.1 p203

Bar Charts (Gantt Charts)

Represent schedule information where the activities are listed on the vertical axis, dates are shown on the horizontal axis and activity durations are shown as horizontal bars placed according to start and finish dates. 6.5.3.2 p217

Contingency Reserve

Reserves that are estimated duration within the schedule baseline baseline which is allocated for identified risks that are accepted (the known-unknowns). 6.4.2.6 p202

Plan Schedule Management Outputs

Schedule management plan

Milestone Charts

Similar to bar charts, but only identify the scheduled tart or completion of major deliverables and key external interfaces. 6.5.3.2 p218

Resource Optimization

Techniques used to adjust the start and finish dates of activities to adjust planned resource use to be equal or less than resource availability. 6.5.2.3 p211

Schedule Compression

Techniques used to shorten or accelerate the schedule duration without reducing the project scope in order to meet schedule constraints, imposed dates, or other schedule objectives. 6.5.2.6 p215

Lag

The amount of time a successor activity will be delayed with respect to the predecessor activity. 6.3.2.3 p193

Total Float

The amount of time that a scheduled activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint. 6.5.2.2 p210

Schedule Baseline

The approved version of the schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results. 6.5.3.1 p217

Schedule Data

The collection of information for describing and controlling the schedule. 6.5.3.3 p220

Activity Attributes

The multiple components associated with each activity. They may include: 1. Unique activity identifier 2. WBS ID 3. Activity label or name 4. Description 5. Predecessor activities 6. Successor activities 7. Logical relationships 8. Leads and lags 9. Resource requirements 10. Imposed dates 11. Constraints 12. Assumptions 6.2.3.2 p186

Develop Schedule

The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create a schedule model for project execution and monitoring and controlling. Process Group: Planning Knowledge Area: Project Schedule Management 6.5 p205

Plan Schedule Management

The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. Process Group: Planning Knowledge Area: Project Schedule Management 6.1 p179

Estimate Activity Durations

The process of estimating the number of work periods needed to complete individual activities with estimated resources. Process Group: Planning Knowledge Area: Project Schedule Management 6.4 p195

What-if Scenario Analysis

The process of evaluating scenarios in order to predict their effect, positive or negative, on project objectives. 6.5.2.4 p213

Sequence Activities

The process of identifying and documenting relationships among the project activities. Process Group: Planning Knowledge Area: Project Schedule Management 6.3 p187

Define Activities

The process of identifying and documenting the specific actions to be performed to produce the project deliverables. Process Group: Planning Knowledge Area: Project Schedule Management 6.2 p183

Control Schedule

The process of monitoring the status of the project to update the project schedule and managing changes to the schedule baseline. Process Group: Monitoring and Controlling Knowledge Area: Project Schedule Management 6.6 p222

Critical Path

The sequence of activities that represents the longest possible path through a project, which determines the shortest possible project duration. 6.5.2.2 p210

External Dependencies

The sequencing of project activities or tasks that involve relationships between project and non-project activities. 6.3.2.2 p192

Discretionary Dependencies

Those dependencies based on knowledge of best practices within a particular application area or some unusual aspect of a project. These are sometimes referred to as preferred or soft logic. 6.3.2.2 p191

Mandatory Dependencies

Those dependencies that are legally or contractually required or are inherent in the nature of the work. These are sometimes referred to as hard logic. 6.3.2.2 p191

Analogous Estimating

a technique for estimating the duration or cost of an activity ir a project using the historical data from a similar activity or project. 6.4.2.2 p201