Chapter 6 - Project Schedule Management

Project Calendars

- Identifies working days and shifts that are available for scheduled activities - It distinguishes time periods in days or parts of days that are available to complete scheduled activities from time periods that are not available. A schedule model may require more than one project calendar to allow for different work periods for some activities to calculate the project schedule. -The project calendars may be updated.

Outputs of Define Activities

1. Activity list 2. Activity attributes 3. Milestone list 4. Change Requests 5. Project Management Plan Updates (schedule baseline and cost baseline)

Tools and Techniques of Control Schedule

1. Data Analysis (Earned Value Analysis, Iteration Burndown Chart, Performance Reviews, Trend Analysis, Variance Analysis, What-if Scenario Analysis) 2. Critical Path Method 3. PMIS 4. Resource Optimization 5. Leads and lags 6. Schedule compression

Outputs of Estimate Activity Durations

1. Duration Estimates 2. Basis of Estimates 3. Project Document Updates (activity attributes, assumption log, lessons learned register)

Tools and Techniques of Estimate Activity Durations

1. Expert judgment 2. Analogous estimating 3. Parametric estimating 4. Three-point estimating 5. Bottom-Up estimating 6. Data Analysis (alternatives analysis, reserve analysis) 7. Decision Making (voting) 8. Meetings

Tools and Techniques of Plan Schedule Management

1. Expert judgment 2. Data Analysis (alternative analysis) 3. Meetings

Tools and Techniques of Define Activities

1. Expert judgment 2. Decomposition 3. Rolling wave planning 4. Meetings

PDM includes 4 types of dependencies or logical relationships.

1. Finish to Start (FS) 2. Finish to Finish (FF) 3. Start to Start (SS) 4. Start to Finish (SF)

Trends and Emerging Practices in Project Schedule Management

1. Iterative scheduling with a backlog 2. On-demand Scheduling

Tailoring Considerations

1. Life cycle approach 2. Resource availability 3. Project Dimensions 4. Technology support

Tools and Techniques of Sequence Activities

1. Precedence diagramming method (PDM) 2. Dependency determination and integration 3. Leads and lags 4. PMIS

Inputs to Plan Schedule Management Process

1. Project Charter 2. Project Management Plan (scope management plan and development approach) 3. EEF (organizational culture and structure, team resource availability and skills and physical resource availability, scheduling software, guidelines and criteria for tailoring the organization's set of standard processes and procedures to satisfy the specific needs of the project, and commercial databases such a standardized estimating data) 4. OPA (historical information and lessons learned repositories; existing formal and informal schedule development, management- and control-related policies, procedures, and guidelines; templates and forms; and monitoring and reporting tools)

Inputs of Define Activities

1. Project Management Plan (Schedule Management Plan and Scope Baseline) 2. Enterprise Environmental Factors (organizational cultures and structure, published commercial information from commercial databases, and PMIS) 3. Organizational Process Assets (lessons learned repository containing historical information regarding activity lists used by previous similar projects; standardized processes; templates that contain a standard activity list or a portion of an activity list from a previous project; and existing formal and informal activity planning-related policies, procedures, and guidelines, such as the scheduling methodology, that are considered in developing the activity definitions)

Inputs to Sequence Activities

1. Project Management Plan (schedule management plan and scope baseline) 2. Project Documents (activity attributes, activity list, assumption log, and milestone list) 3. EEF (government or industry standards, PMIS, scheduling tools, and organization work authorization systems) 4. OPA (portfolio and program plans and project dependencies and relationships; existing formal and informal activity planning-related policies, procedures, and guidelines, such as the scheduling methodology that is considered in developing logical relationship; templates that can be used to expedite the preparation of networks for project activities. Related activity attributes information in templates can also contain additional descriptive information useful in sequencing activities; and lessons learned repository containing historical information that can help optimize the sequencing process)

Inputs of Develop Schedule

1. Project Management Plan (schedule management plan and scope baseline) 2. Project Documents (activity attributes, activity list, assumption log, basis of estimates, duration estimates, lessons learned, milestone list, project schedule network diagrams, project team assignments, resource calendars, resource requirements, risk register) 3. Agreements 4. Enterprise Environmental Factors (government or industry standards and communication channels) 5. Organizational Process Assets (scheduling methodology containing the policies governing schedule model development and maintenance, and project calendar(s))

Inputs of Estimate Activity Duration

1. Project Management Plan (schedule management plan and 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, and risk register) 3. EEF (duration estimating databases and other reference data, productivity metrics, published commercial information, and location of team members) 4. OPA (historical duration information, project calendars, estimating policies, scheduling methodologies, and lessons learned repository)

Inputs of Control Schedule

1. Project Management Plan (schedule management plan, schedule baseline, scope baseline, and performance measurement baseline) 2. Project Documents (lessons learned register, project calendars, project schedule, resource calendars, and schedule data) 3. Work Performance Information 4. Organizational Process Assets (existing formal and informal schedule control-related policies, procedures, and guidelines; schedule control tools; and monitoring and reporting methods to be used)

Outputs to Sequence Activities

1. Project Schedule Network Diagrams 2. Project Documents Updates (activity attributes, activity list, assumption log, and milestone list)

Outputs of Develop Schedule

1. Schedule baseline 2. Project Schedule (presented graphically via bar (or Gantt) charts, milestone charts, or program schedule network diagrams) 3. Schedule data 4. Project Calendars 5. Change Requests 6. Project Management Plan Updates (schedule management plan and cost baseline) 7. Project Document Updates (activity attributes, assumption log, duration estimates, lessons learned register, resource requirements, and risk register)

Tools and Techniques of Develop Schedule

1. Schedule network analysis 2. Critical path method 3. Resource optimization techniques (resource leveling and resource smoothing) 4. Data Analysis (what-if scenario analysis and simulation) 5. Leads and lags 6. Schedule compression 7. PMIS 8 Agile Release Planning

Factors to Consider when estimating duration include

1. The intrinsic nature of the work (eg. constraints imposed on the duration, effort involved, or number of resources) will take a predetermined amount of time to complete regardless of the resource allocation (eg. 24 hours stress test) 2. Law of Diminishing Return 3. Number of Resources (that are expected to be available to accomplish an activity, along with the skill proficiency of those resources) 4. Advances in Technology 5. Motivation of Staff

Outputs of Control Schedule

1. Work Performance Information 2. Schedule Forecasts 3. Change Requests 4. Project Management Plan Updates (schedule management plan, schedule baseline, cost baseline, performance measurement baseline) 5. Project Documents Updates (assumption log, basis of estimates, lessons learned register, project schedule, resource calendars, risk register, and schedule data)

Schedule Management Plan

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

Milestone List

A list identifying all project milestones and normally indicates whether the milestone is mandatory or optional.

Activity List

A list of all the activities required to complete the work of the project that also includes an activity identifier and a scope of work description for each activity in sufficient detail to ensure that the project team members understand what work is required to be completed.

Finish-to-Finish (FF)

A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.

Start-to-Finish (SF)

A logical relationship in which a successor activity cannot finish until a predecessor activity has started.

Finish-to-Start (FS)

A logical relationship in which a successor activity cannot start until a predecessor activity has finished.

Start-to-Start (SS)

A logical relationship in which a successor activity cannot start until a predecessor activity has started.

Bottom-Up Estimating

A method of estimating project duration or cost by aggregating the estimates of the lower-level components of the work breakdown structure (WBS).

Path Convergence

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

Path Divergence

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

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. Fast tracking only works when activities can be overlapped to shorten the project duration on the critical path. Fast tracking may result in rework and increased risk.

Analogous Estimating

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

Resource Leveling

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

Performance Reviews

A technique that is used to measure, compare, and analyze schedule performance against the schedule baseline such as actual start and finish dates, percent complete, and remaining duration for work in progress

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.

Three-Point Estimating

A technique used to estimate cost or duration by applying an average or weighted average of optimistic, pessimistic, and most likely estimates when there is uncertainty with the individual activity estimates.

Crashing

A technique used to shorten the schedule duration for the least incremental cost by adding resources. Crashing works only for activities on the critical path where additional resources will shorten the activity's duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.

Resource Smoothing

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

Gantt Chart

A time and activity bar chart that is used for planning, managing, and controlling major programs that have a distinct beginning and end.

Reserve Analysis

An analytical technique to determine the essential features and relationships of components in the project management plan to establish a reserve for the schedule duration, budget, estimated cost, or funds for a project.

Parametric Estimating

An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters.

Project Schedule

An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources.

Project Schedule Network Diagrams

Contain the logical relationships (or dependencies) of predecessors and successors among the project schedule activities that will be used to calculate the schedule.

Analogous Estimating is generally less

Costly and time consuming but it is also less accurate.

Two schedule compression techniques

Crashing and Fast Tracking

On-demand Scheduling

Does not rely on a schedule that was developed previously for the development of the product or product increments, but rather pulls work from a backlog or intermediate queue of work to be done immediately as resources become available.

The most common type of precedence activity is

Finish to Start (FS)

Iterative scheduling with a backlog

Form of rolling wave planning based on adaptive life cycles. Benefit of this approach is that it welcomes changes throughout the development life cycle

Resource Optimization

Is used to adjust the start and finish dates of activities to adjust planned resource use to be equal to or less than resource availability

The Key Benefit of the Define Activities process is that

It decomposes work packages into schedule activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work

The Key Benefit of the Sequence Activities process is that

It defines the logical sequence of work to obtain the greatest efficiency given all project constraints

The Key Benefit of the Develop Schedule process is that

It generates a schedule model with planned dates for completing project activities.

The Key Benefit of the Plan Schedule Management process is that

It provides guidance and direction on how the project schedule will be managed throughout the project.

The Key Benefit of the Estimate Activity Duration process is that

It provides the amount of time each activity will take to complete.

Lag is shown as positive

Lead is shown as negative

Leads and Lags

Leads are used in limited circumstances to advance a successor activity with respect to the predecessor activity, and 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.

Dependencies can be characterized by 4 attributes

Mandatory or Discretionary and Internal or External. Two of these can be applicable at the same time.

Activity Attributes

Multiple attributes associated with each schedule activity that can be included within the activity list. Activity attributes include activity identifiers, WBS ID, and activity label or name. When completed, they may include activity descriptions, predecessor activities, successor activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions.

Durations can be quantitatively determined by

Multiplying the quantity of work to be performed by the number of labor hours per unit of work.

The Plan Schedule Management process is performed

Once or at predefined points in the project.

The Sequence Activities process is

Performed throughout the project.

Project Scheduling

Provides a detailed plan that represents how and when the project will deliver the products, services, and results defined in the project scope and serves as a tool for communication, managing stakeholders' expectations, and as a basis for performance reporting.

Outputs to Plan Schedule Management

Schedule Management Plan

The critical path is the

Sequence of activities that represents the longest path through a project, which determines the shortest possible project duration.

The least common type of precedence activity is

Start to Finish (SF)

Basis of Estimates

Supporting documentation outlining the details used in establishing project estimates such as assumptions, constraints, level of detail, ranges, and confidence levels.

Schedule Network Analysis

Technique that generates the project schedule. It employs several other techniques such as the critical path method, resource optimization techniques, and modeling techniques.

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.

Free Float

The amount of time a project activity may be delayed without delaying a succeeding activity or the project finish date or violating a schedule constraint; also called slack

Lead

The amount of time whereby a successor activity can be advanced with respect to a predecessor activity.

Lag

The amount of time whereby a successor activity is required to be delayed with respect to a predecessor activity.

Schedule Baseline

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

Schedule Data

The collection of information for describing and controlling the schedule. It includes at least the schedule milestones, schedule activities, activity attributes, and documentation of all identified assumptions and constraints.

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.

Plan Schedule Management

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

Estimate Activity Durations

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

What-If Analysis

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

Sequence Activities

The process of identifying and documenting relationships among the project activities.

Define Activities

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

Control Schedule

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

Discretionary Dependencies

The sequencing of project activities or tasks that are established based on knowledge of best practices within a particular application area or some unusual aspect if the project where a specific sequence is desired, even though there may be other acceptable sequences. defined by the project team and used with care because they may limit later scheduling options. Sometimes referred to as preferred logic, preferential logic, or soft logic.

Mandatory Dependencies

The sequencing of project activities or tasks that are legally or contractually required or inherent in the nature of the work being done on the project. Sometimes referred to as hard logic or hard dependencies

External Dependencies

The sequencing of project activities or tasks that involve relationships between project and non-project activities. Dependencies outside the project team's control

The expected duration (tE) can be calculated using

The triangular distribution tE = (tO + tM + tP)/3

milestone charts

These charts are similar to bar charts, but only identify the scheduled start or completion of major deliverables and key external interfaces

Iteration Burndown Chart

This chart tracks the work that remains to be completed in the iteration backlog. It is used to analyze the variance with respect to an ideal burndown based on the work committed from iteration planning.

Analogous Estimating

This relies on historical information to predict estimates for current projects. Analogous estimating is also known as top-down estimating and is a form of expert judgment. It is frequently used to estimate project duration when there is a limited amount of detailed information about the project.

The Define Activities process is performed

Throughout the project

The Estimate Activity Duration process is performed

Throughout the project.

Earned Value Analysis (EVA)

a standard procedure for measuring a project's progress, forecasting its completion time and cost, and measuring schedule and budget variation

Schedule Network Analysis is an iterative process that is employed until

a viable schedule model is developed.

Optimistic (tO)

activity duration based on analysis of the best case scenario for the activity

Pessimistic (tP)

activity duration based on analysis of the worst case scenario for the activity.

Leads and Lags

amount of time where a successor activity can be advanced or delayed with respect to a predecessor activity.

The outcomes of the what-if analysis can be used to

assess the feasibility of the project schedule under different conditions, and in preparing schedule reserves and response plans to address the impact of unexpected situations.

Negative Total Float

caused when a constraint on the late dates is violated by duration and logic.

Positive Total Float

caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation.

The Critical Path Method 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. (pg. 210)

Most Likely (tM)

estimate based on the duration of the activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the activity, dependencies on other participants and interruptions.

Triangular Distribution

estimate based upon average of most likely, optimistic, and pessimistic scenarios

Internal Dependencies

involve a precedence relationship between project activities and are generally inside the project teams control. 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.

Negative Float Analysis

is a technique that helps to find possible accelerated ways of bringing a delayed schedule back on track.

Critical Path Method (CPM)

is used to estimate the minimum project duration and determine the amount of schedule flexibility on the logical network paths within the schedule model

Simulation

models the combined effects of individual project risks and other sources of uncertainty to evaluate their potential impact on achieving project objectives.

Agile Release Planning

provides a high-level summary timeline of the release schedule based on the product roadmap and the product vision for the product's evolution. It also determines the number of iterations or sprints in the release, and allows the product owner and team to decide how much needs to be developed and how long it will take to have a releasable product based on business goals, dependencies, and impediments.

The most common type is the Monte Carlo analysis in which

risks and other sources of uncertainty are used to calculate possible schedule outcomes for the total project.

The Key Benefit of the Control Schedule process is that the

schedule baseline is maintained throughout the project.

Resource Leveling can be used when

shared or critically required resources are available only at certain times or in limited quantities, or are over-allocated, such as when a resource has been assigned to two or more activities during the same time period, or there is a need to keep resource usage at a constant level

In resource smoothing, as opposed to resource leveling,

the project's critical path is not changed and the completion date may not be delayed. In other words, activities may only be delayed within their free and total float. (In resource leveling, available float is used for leveling resources so the critical path may change). Resource smoothing may not be able to optimize all resources. (page 212)

Revising and maintaining the project schedule model to sustain a realistic schedule continues

throughout the duration of the project.

The Control Schedule process is performed

throughout the project.

The Develop Schedule process is performed

throughout the project.

The longest path has the least

total float - usually zero.

The Schedule Management Plan can establish the following:

• Project schedule model development • Release and iteration length • Level of accuracy • Units of measure • Organizational procedures links • Project schedule model maintenance • Control thresholds • Rules of performance measurement • Reporting formats