8. Project Schedule Management

Rolling Wave

which is a form of progressive elaboration, where the work in the near term is planned in detail, while future work is planned at a higher level or left as a placeholder

Network Diagrams - Critical Path

which is the longest path in within the network diagram.

6.6 Control Schedule

· Control Schedule is the process of monitoring the status of the project to update the project schedule and managing changes to the schedule baseline. · The key benefit of this process is that the schedule baseline is maintained throughout the project. This process is performed throughout the project. · Once I finalize a project schedule, I'm so excited that I want to get started on the project as soon as possible. · The key here is making sure the schedule stays on track. · The Control Schedule process falls under the Monitoring and Controlling Process Group. · It's about monitoring the status of the project activities to update project progress and manage changes to the schedule baseline to stay on plan. · Remember, anytime you're in the Monitor and Control Process Group, you're tracking the project's Planned versus Actuals. · If there's a variance, you may need to submit a change request to bring it back to plan. Inputs: · Let's start with the project management plan, which has a schedule management plan and schedule, scope, and performance measurement baselines. Schedule plan tells you how often you'll update the schedule plus how it'll be controlled. The baselines are used to check project performance by measuring Planned versus Actuals. · The next input is work performance data. This is the raw data collected on project performance. · Project document inputs include project and resource calendars. These may be used to identify working days and shifts available for scheduled activities and when members will join or leave the project. You will use the project schedule to monitor your project. It should be the most recent schedule with changes, updates, and whether activities have been started or completed. · Another is schedule data, which is a collection of information for describing and controlling the schedule. Examples might include milestones, activities, and constraints. · Last is OPAS, which should be looked at before starting this process. Tools & Techniques · data analysis, which compares and analyzes actual performance of work in progress against the baseline. There are several methods you can use. · There's earned value analysis, which calculates the Schedule Performance Index, or SPI, and Schedule Variance, or SV, that show the level of variance from baseline. · Then there's trend analysis that looks to see if the performance has changed over time. You can then look at an Iteration Burndown Chart to see work that still needs to be completed from the backlog. · Next, are performance reviews and variance analysis, which is performed periodically to check Planned versus Actuals, start and finish dates, and percentage complete. · Last, we have what-if scenarios that look at the identified risks to see how they might affect the schedule. · The critical path method allows you to see if the project is veering off course. · The PMIS has a scheduling software used to create the schedule that'll be used to track variances in the project. · Next is resource optimization, which uses resource leveling or smoothing to make sure resources are available for work. · Another tool is leads and lags. This can be used to adjust scheduled activities to bring the schedule back to plan. · One other tool is the use of schedule compression, like fast tracking and crashing, to bring activities that are behind schedule back into alignment. Outputs · The first of four outputs is work performance information. It tells you how the project is performing against the baseline. For example, is the project ahead of schedule or on target with budget? This information is then communicated to stakeholders as a status update. Schedule forecasts is a method used to see how the project will perform in the future without any changes. For instance, let's say your project is behind by one day, you can predict how far behind the schedule will be at completion if nothing changes. · The next output is change requests. · The last two outputs are project management plan updates and project documents updates. · As you can tell, this is a critical process to learn and to perform. It's important to understand the variances in the schedule and make adjustments early and often in order to stay on target.

Decomposition

· Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. Activities represent the effort needed to complete a work package. The Define Activities process defines the final outputs as activities rather than deliverables, as done in the Create WBS process (Section 5.4).

6.2 Define Activities

· Define Activities is the process of identifying and documenting the specific actions to be performed to produce the project deliverables. · The key benefit of this process is that it decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.This process is performed throughout the project. · 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. It is a form of progressive elaboration applicable to work packages, planning packages, and release planning when using an agile or waterfall approach. Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning when information is less defined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work packages can be decomposed into activities. · Have you ever planned a big family reunion? A lot goes into it. You need to identify all the activities that have to be done, in advance. Like knowing how many people will attend, securing a venue, and ordering food and drinks. The Define Activities process is similar, because you're breaking down all the work that needs to be done. This is called decomposition. · Decomposition - It's when WBS work packages are broken down into smaller pieces called schedule activities. This results in an activity list, which can then be estimated for time, cost, and resources before going into the project schedule.(For example, let's say you're building a house. One of the work packages might be a bathroom install. In that case, the work could be broken down into activities, like tile the floor, paint the walls, install shower fixtures, and so on.) · So, how do you know when the activities have been decomposed enough? Well, it's when you can estimate the time and costs, and they can be assigned to an individual or group. Inputs: · The schedule management plan is the first key input, and it explains how you'll define the activities for the project in a level of detail to manage the work. · The scope baseline is another key input, and it contains a scope statement, WBS, and WBS dictionary. The WBS is what you'll decompose into schedule activities. · The other inputs, EES and OPAs, are common inputs. Tools & Techniques: · The first tool and technique is decomposition, which divides the work into smaller, more manageable pieces. · The second is rolling wave planning, which is a form of progressive elaboration, where the work in the near term is planned in detail, while future work is planned at a higher level or left as a placeholder. · Schedules developed early in the project will need to be revisited often to make sure each work package is decomposed to the activity level. · The last tools and techniques are expert judgment and meetings. Outputs: · An activity list is the first output from this process, and it includes an activity identifier, like 1.1 or 1.2.1. It also provides a detailed description of each activity so the person assigned the activity knows what to do. Remember, the activity list isn't in any particular order. It's just a list of activities. You'll put these items in order in the Sequence Activities process. · A second output that accompanies the activity list are the activity attributes. These might include activity codes, logical relationships, and leads and lags. · Another output is the milestone list. These are the key milestones for the project and identify whether they're mandatory or optional. · Change requests are another key output. · The last output will be updating project management plan updates, like the schedule and the scope baselines. · The Define Activities process is needed for each of the remaining processes in this knowledge area. Just like you need to plan all the details for a family reunion, so it goes off without a hitch, the same care needs to be taken with your projects so you and your team are successful.

6.1 Plan Schedule Management

· Plan Schedule Management is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. · The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project. This process is performed once or at predefined points in the project. · The author Napoleon Hill once said, "Plan your work and work your plan." That applies to the plan schedule management process, since this is a process that defines how you'll identify activities, put them in order, estimate durations, and finally, develop the project schedule. This is a plan your team will follow throughout the life of the project. So, it needs to be developed correctly for project success. · Plan schedule management falls under the planning process group. · It essentially tells you how you're going to manage the rest of the processes in this knowledge area, and how the project schedule will be managed throughout the life of the project. · Let's take a look at the ITTOs you're most likely to be asked about on the exam: Inputs: · The main input to this process is a project charter, which has a list of the summary milestones of the project. These milestones drive how the project is managed. · The project management plan contains a scope management plan which explains how scope will be defined, developed, and controlled. · There's also the development approach, like adaptive, agile, or predictive. · The other inputs, EEFs, and OPAs, are common inputs. Tools & Techniques: · The tools and techniques, data analysis, expert judgment, and meetings should be familiar. · A data analysis method used here is alternatives analysis, which outlines the schedule method you'll use, like Agile or Kanban, or end-to-end schedule. Outputs: · The output to this process is a schedule management plan, which is one of the components of the project management plan. · The schedule management plan will explain in detail how to manage the rest of the processes in this knowledge area. · It's important to create a schedule management plan early so you can work your plan throughout the project.

Project Network Diagram

A project network diagram is a great way to sequence activities. (See Screenshot) You'll see that each activity is put in order of how the work will be performed. You'll notice that each activity and milestone is connected to at least one predecessor and at least once successor. If you look at this example again, you'll see that activity A has a successor of activity B. And activity A has to finish before activity B can start. This is called a finish-to-start relationship. Also notice that activities B and C start at the same time. This is called a start-to-start relationship. Another relationship to note is finish-to-finish, which is shown here as activity J can't finish until activity L finishes.

Crashing a project

Adding resources to shorten the schedule duration

Fast Tracking

Moving activities to start earlier than planned, in parallel with other activities

Network Diagrams - Forward Pass

Once you know the critical path, the next thing that we need to do is what we call a forward pass. (Sorta like football) Forward pass - moves from start to finish, or left to right · Forward pass = Early Start +Duration -1 The reason we do minus 1 is because this for A and C, you're going to start this activity on the very first day. It starts at the very beginning of the day, and it ends, at the very end of that day. And you can't count that day twice. It's only one day.

Predecessor vs successor

Predecessor refers to the previous term of a particular term while the successor refers to the next term of a particular term. In order to find the successor of a whole number, one must add one to the particular given number.In order to find a predecessor, one must subtract one from the particular given number.

Project Schedule Management Overview

Project Schedule Management includes the processes required to manage the timely completion of the project. The Project Schedule Management processes are: 6.1 Plan Schedule Management—The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. 6.2 Define Activities—The process of identifying and documenting the specific actions to be performed to produce the project deliverables. 6.3 Sequence Activities—The process of identifying and documenting relationships among the project activities. 6.4 Estimate Activity Durations—The process of estimating the number of work periods needed to complete individual activities with the estimated resources. 6.5 Develop Schedule—The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model for project execution and monitoring and controlling. 6.6 Control Schedule—The process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline. · Have you ever been handed a schedule and wondered how it was created with all the activities, costs, and resources in perfect order? Well, get ready because that's what this whole knowledge area is all about. Showing you how to create that perfect schedule. Project Schedule Management involves the processes that will eventually lead to a project schedule and schedule baseline. For the processes in a planning process group, be sure to remember they're done in order: 1. 6.1 Plan Schedule Management 2. 6.2 Define Activities 3. 6.3 Sequence Activities 4. 6.4 Estimate Activity Durations 5. 6.5 Develop Schedule 6. 6.6 Control Schedule · As I go through each one of these, it'll start to make sense why they're done in order. · There are a lot of ITTOs areas in this knowledge area, but that's okay. Although there are a lot of moving parts, each process feeds into the next in a logical order. · Most projects these days are predictive - Creating a schedule from end to end. · Predictive - methods have a schedule from start to finish · In order to stay competitive in a global market, it's crucial that companies adopt methods that allow for predictive and adaptive approaches. · Adaptive approaches still use a project plan knowing that it could change at any moment based on the needs of the stakeholders. · Adaptive methods have a more flexible schedule that can change(Two examples of an adaptive method are Agile and Kanban). · In Agile the team identifies requirements and documents them through user stories. The stories contain a description of the work that needs to be done. The team then prioritizes the user stories and selects a few that can be done in a prescribed amount of time, called a sprint. · Sprints are often in two to four week segments. When the work is done, the team ends up with something that they can show the customer. Then they start the process all over again. · Kanban is generally used in manufacturing, where all the work is in a queue or a backlog. When a team member is available, they pull the next bit of work from the backlog. This happens constantly until all the work is done. · There is a lot involved in this knowledge area, but it's exciting at after you mastered the content in this chapter, you'll be creating the perfect schedule too.

Finish to Start/ Start to Finish Definition

See screenshot for definitions

Network Diagrams - Backword Pass

Thats literally going from finish to start, moving from right to left · the same rule applies here for a backward pass, you take late finish minus duration plus one. · Backward Pass = Last Date - Duration + 1

6.4 Estimate Activity Durations

The key benefit of this process is that it provides the amount of time each activity will take to complete. This process is performed throughout the project. · Estimate Activity Durations process will explain how to estimate durations without having to pad them. · The Estimate Activity Durations Process is exactly as it sounds. It provides a duration estimate for every activity on the activity list. · To start, those doing the work should be making the estimates. · The duration of an activity can depend on many variables. For example: how many resources are assigned to it, and what the experience level is for each person, what percentage of time the resources are assigned, and when they're available. · If team members don't know the estimate for a particular activity, it's best to include this in risk reserves. · It's also important to consider certain factors when estimating durations: -The first is the law of diminishing returns, which states there will be a point where adding more resources starts to yield a smaller increase in output. -The next is the number of resources. Doubling resources on an activity won't necessarily result in a reduction in time. You might be able to reduce time by using advances in technology, especially if a piece of equipment can do a job faster. -The motivation of staff can have a major impact on durations. · So here are the ITTOs for this process. As you can see, there are quite a few inputs and tools to remember for this process. I'll go over the most important ones for the exam: Inputs: · The schedule management plan is first, and it tells you how to estimate durations and the level of accuracy. There is also the scope baseline, which includes the WBS dictionary. · The next inputs are the activity list and activity attributes. Both are important because they list the activities that need to be estimated. · Resource requirements is next. This input is important since it will have an effect on the duration of each activity. (For example, if you need two senior programmers for two weeks and you receive two junior programmers, you may need to adjust the activity durations to account for the difference in experience.) · Project team assignments can also impact the duration. · Resource calendars are another input, and they're used to show when resources are available, and for how long. The rest of the project documents, risk register, milestone list, resource breakdown structure, assumption log, and lessons learned, should also be examined. · EEFs and OPAs are also common inputs to look at before attempting this process. Tools & Techniques · The first tools and techniques are expert judgment and meetings. · The next are estimating tools, including analogous, parametric, three-point, and bottom-up estimating. · Another tool is decision making. (Examples might include a method called fist of five, where team members vote by showing up to five fingers for full support, or none for no support. There's also alternatives analysis, that looks at different variables to accomplish the work.) · The last tool is reserve analysis, also known as contingency or management reserves, and this is when extra time is added to the schedule to account for uncertainty. Outputs: · The duration estimates is one of the main outputs to this process. These are the estimates given for each activity, and it doesn't include lags. · There's also the basis of estimates, which are the supporting data for how the estimates were determined. · The last output is project documents updates. · Remember, the key output from this process is the activity duration estimates. These are used to develop the project schedule. It's critical to a project's success to estimate activity durations as accurately as possible.

Discretionary dependencies

are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. For example, generally accepted best practices recommend that during construction, the electrical work should start after finishing the plumbing work. This order is not mandatory and both activities may occur at the same time (in parallel), but performing the activities in sequential order reduces the overall project risk. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.

Mandatory dependencies

are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities.

Develop Schedule

is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create a schedule model for project execution and monitoring and controlling.

6.5 Develop Schedule

is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create a schedule model for project execution and monitoring and controlling. · The key benefit of this process is that it generates a schedule model with planned dates for completing project activities. This process is performed throughout the project. · All of the hard work from the previous processes feed into the Develop Schedule process. This process is a big one. · It has 20 different ITTOs. It's a lot of work, but it's worth it to finally see the project schedule · The Develop Schedule process falls under the Planning Process Group. · You take the information from the previous processes, like activities, durations, resources, and dependencies, and develop the project schedule. · The result is a schedule with planned dates for completing activities and the project. Inputs: · The first key input is the schedule management plan. It tells you how to develop the schedule and which tool to use · The next input is the scope baseline which has information from the WBS, the WBS dictionary, and scope statement. · There are several project documents as inputs. I'll focus on those you're likely to be tested on, including the activity list, activity attributes, and the duration estimates. These are important because they list the activities, their details and their durations. · Another input is network diagrams which show the order the activities will be done, along with their successors, predecessors, and dependencies. · Next is resource requirements which identifies the resources needed per activity. · The resource calendars and project team assignments name the person assigned to each activity, when they'll be available and for how long. · Another input is a risk register. This provides a list of risks and their details which may affect a schedule. · Be sure to also review the assumption log, basis of estimates, lessons learned register, agreements, and milestone list. · EEFs and OPAs are common inputs. Tools & Techniques: · The first tool and technique for this process is schedule network analysis. This is a technique of identifying early and late start dates, as well as early and late finish dates for each activity. Also known as the forward and backward passes. When completed, the project schedule is generated. · Next is the critical path method, or CPM. It calculates the longest path in the diagram, representing the shortest amount of time the project can be done. It also looks for flexibility in a schedule, which is also know as float. · Next is resource optimization. It adjusts the schedule based on demand and supply of resources. Examples are resource leveling and smoothing. · Another tool is data analysis, which includes what-if scenario analysis. This is the process of evaluating scenarios in order to predict their effect on project objectives. And simulation, which uploads your schedule into a computer that runs hundreds, if not thousands of calculations to try to identify unknown risks in your schedule. An example of this is Monte Carlo analysis. · Another key tool and technique is leads and lags. · Schedule compression is also a technique used to shorten the schedule duration without reducing the project scope. Here are two examples of this technique: 1. Crashing is when you add resources to an activity to shorten its duration. This only works for activities on the critical path and there are added costs. 2.Fast tracking - This is when you move activities to start earlier than planned, for example, in parallel or overlapping with other activities. This only works for activities on the critical path and there are added risk · The next tools is the PMIS which has the software used to create the schedule. The last is agile release planning. This provides a high-level timeline of releases that includes the number of iterations needed to have a completed project. · Each release shows the number of iterations and features provided to the customer. Outputs: · There are seven outputs to this process: 1. The first one is the schedule baseline which is the approved copy of the schedule. 2. Next is the project schedule. This is typically a graphic representation of the schedule and could be represented in many ways, including bar charts, milestone charts, and network diagrams. 3. Another output is schedule data which includes supporting details for resource requirements, best or worse case scenarios, and schedule reserves. 4. One other output is project calendars. These identify working days and shifts that are available for scheduled activities. 5. The next key output is change requests. 6. The last two outputs are the project management plan updates and the project documents updates. · The Develop Schedule process is critical to the project. It's important to know what the team will be working on, when, and for how long. · The critical path method 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 for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network

Plan Schedule Management Plan

is the process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.

Estimated Activity Duration

is the process of estimating the number of work periods needed to complete individual activities with estimated resources

Sequence Activities

is the process of identifying and documenting relationships among the project activities. The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints. This process is performed throughout the project

6.3 Sequence Activities

is the process of identifying and documenting relationships among the project activities. The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints. This process is performed throughout the project. · When you think of the word sequence, it brings to mind putting items in order, right? Well that's exactly what we'll be doing in this process. Putting the activities you identified in the activity list in order. · The sequence activities process falls under the planning process group. · You might remember that in the defined activities process the activity list is not in any particular order. · In the sequence activities process, we identify how each activity is related with another and then we put them in a logical order. A project network diagram is a great way to sequence activities Inputs: · The first two key inputs are: 1. schedule management plan 2. scope baseline · The plan will tell you how to sequence the activities that are in the scope baseline. · You'll notice the next three inputs are outputs from the defined activities process and they're activities list, activities attributes and milestone list. These provide the specific list and details of activities you'll use to create the project network diagram. · Another input from the project document is the assumption log, which might influence how the activities are sequenced. EEFs and OPAs are common inputs that should be reviewed before starting this process. Tools & Techniques: · It's critical to understand the tools and techniques of this process when developing a network diagram. The first is the precedence diagramming method, or PDM. It's used to create a network diagram with activities shown as nodes or boxes, and the links between the nodes as arrows · The next tool and technique, dependency determination and integration, is how one node is connected to another. It's important to know if it's mandatory or discretionary and if its source is internal or external. A mandatory dependency is one that cannot be broken.(For example, the plumbing has to be installed before the toilet.) · Discretionary dependencies are ones that you'd like to keep, but if you're running short on time, you can move them. (For example, instead of waiting until all the painting is done to lay the carpet, you might choose to paint one room, and then lay carpet so you save time.) · Another key tool and technique is leads and lags. A lead is when you move an activity to start before its predecessor finishes. This can be done but usually adds risk to the project. A lag is the amount of time a successor activity will have to wait when its predecessor is done. · The last tool and technique is a PMIS, which has the scheduling software used to create the network diagram. Outputs · There's one key output to this process, and that's the project schedule network diagrams, which is a graphical representation of all the work that needs to be done and in what order. · The last output is project documents updates. This is a long process with a lot of information. · I recommend going through this video again. It might also be helpful to read the handout for additional details about the tools and techniques

Define Activities

is the process of identifying and documenting the specific actions to be performed to produce the project deliverables.

Control Schedule

is the process of monitoring the status of the project to update the project schedule and managing changes to the schedule baseline.

The Critical Path

is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The longest path has the least total float—usually zero. The resulting early and late start and finish dates are not necessarily the project schedule; rather they indicate the time periods within which the activity could be executed, using the parameters entered in the schedule model for activity durations, logical relationships, leads, lags, and other known constraints. The critical path method is used to calculate the critical path(s) and the amount of total and free float or schedule flexibility on the logical network paths within the schedule model.