PMBOK Chapter 6: Project Schedule Management

The Schedule Management Plan can establish the following:

- Project Schedule Model Development (methodology & Tools are specified) - Release and iteration length (In adaptive life cycle, time-boxed periods are specified) -Level of Accuracy (acceptable ranges in activity durations & contingencies) -Units of measure (Defined for each resource) -Organizational procedures links (WBS) - Project Schedule Model Maintenance (Process to update status & record progress is defined) -Control Thresholds (Percentage deviations from established parameters in baseline) -Rules of Performance Measurement (Physical measurement rules of performance are set) -Reporting Formats (formats and frequency for various reports are defined)

What are the 5 Outputs of the Define Activities Process?

1. Activity List 2. Activity Attributes 3. Milestone List 4. Change requests 5. Project Management Plan Updates (Schedule Baseline, Cost Baseline)

What are the 6 Tools & Techniques of the Control Schedule Process?

1. Data Analysis (Earned value analysis, Iteration burndown analysis, Performance reviews, Trend Analysis, Variance Analysis, What-if Scenario analysis) 2. Critical Path Method 3. Project Management Information System 4. Resource Optimization 5. Leads and Lags 6. Schedule Compression

What are the 3 Outputs of the Estimate Activity Durations Process?

1. Duration Estimates 2. Basis of Estimates 3. Project document Updates (Activity Attributes, Assumption Log, Lessons Learned Register)

What are the 8 Tools & Techniques of the Estimate Activity Durations Process?

1. Expert Judgement 2. Analogous Estimating 3. Parametric Estimating 4. Three-point Estimating 5. Bottom-up Estimating 6. Data Analysis (Alternative Analysis, Reserve Analysis) 7. Decision Making (Voting) 8. Meetings

What are the 3 Tools & Techniques of the Plan Schedule Management Process?

1. Expert Judgement 2. Data Analysis (Alternative analysis) 3. Meetings

What are the 4 Tools & Techniques of the Define Activities Process?

1. Expert Judgement 2. Decomposition 3. Rolling wave Planning 4. Meetings

What are the four types of dependencies or logical relationships in the precedence diagramming method (PDM)?

1. Finish-to-start (FS) - A logical relationship in which a successor activity cannot start until a predecessor activity has finished 2. Finish-to-finish (FF) - A logical relationship in which a successor activity cannot finish until a predecessor activity has finished 3. Start-to-start (SS) - A logical relationship in which a successor activity cannot start until a predecessor activity has started. 4. Start-to-finish (SF) - A logical relationship in which a successor activity cannot finish until a predecessor activity has started.

What are the 4 Tools & Techniques of the Sequence Activities Process?

1. Precedence Diagramming Method 2. Dependency Determination and Integration 3. Leads and Lags 4. Project Management Information System

What are the 4 Inputs of the Plan Schedule Management Process?

1. Project Charter 2. Project Management Plan (Scope Management Plan, Development Approach) 3. EEFs 4. OPAs

What are the 3 inputs of the Define Activities Process?

1. Project Management Plan (Schedule Management Plan, Scope Baseline) 2. EEFs 3. OPAs

What are the 4 Inputs of the Estimate Activity Durations Process?

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. EEFs 4. OPAs

What are the 4 Inputs of the Sequence Activities Process?

1. Project Management Plan (Schedule Management Plan, Scope Baseline) 2. Project documents (Activity attributes, Activity list, Assumption Log, Milestone list) 3. EEFs 4. OPAs

What are the 5 Inputs of the Develop Schedule Process?

1. Project Management Plan (Schedule Management Plan, Scope Baseline) 2. Project documents (Activity attributes, Activity list, Assumption log, Basis of Estimates, Duration estimates, Lessons learned register, Milestone list, Project schedule network diagrams, project team assignments, resource calendars, resource requirements, risk register) 3. Agreements 4. EEFs 5. OPAs

What are the 4 Inputs of the Control Schedule Process?

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 4. OPAs

What are the 2 Outputs of the Sequence Activities Process?

1. Project Schedule Network Diagrams 2. Project Document Updates (Activity attributes, Activity List, Assumption Log, Milestone List)

What are the 7 Outputs of the Develop Schedule Process?

1. Schedule Baseline 2. Project schedule 3. Schedule Data 4. Project Calendars 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)

What is the 1 Output of the Plan Schedule Management Process?

1. Schedule Management Plan

What are the 8 Tools & Techniques for the Develop Schedule Process?

1. Schedule Network Analysis 2. Critical Path Method 3. Resource Optimization 4. Data Analysis (What-if Scenario Analysis, Simulation) 5. Leads and Lags 6. Schedule Compression 7. Project Management Information System 8. Agile Release Planning

What are the 7 Outputs of the the Control Schedule Process?

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, Schedule Data)

Iteration Burndown Chart

A chart that 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. -A forecast trend line can be used to predict the likely variance at iteration completion and take appropriate actions during the course of the iteration.

Schedule Management Plan

A component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. May be: - Formal or Informal - Highly detailed or Broadly Framed - Includes appropriate control thresholds

Successor Activity

A dependent activity that logically comes after another activity in a schedule.

Project Scheduling provides what?

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 reports.

Activity List

A documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description so project team members understand what work is to be performed.

Project Schedule Network Diagram

A graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities. It can include full project details, or have one or more summary activities. Commonly presented in the activity-on-node format

Bottom-up Estimating

A method of estimating project duration or cost by aggregating the stimates of the lower level components of the WBS. Work with an activity is decomposed into more detail. The detail durations are estimated. These estimates are then aggregated into a total quantity for each of the activity's durations.

Logic Bar Chart (Gantt Chart)

A project Schedule Network Diagram showing activities and relationship in a time-scaled format 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. This is a component of the Project Management Plan.

Pure logic Diagram

A project scedule network diagram showing acitvities and relationships without a time scale

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. This may result in rework and increased risk. This only works when activities can be overlapped to shorten the project duration on the critical path. May also increase project costs.

Crashing

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

Management Reserves

A specified amount of the project budget withheld for management control purposes and are reserved for unforseen work that is within scope of the project. Not included in the schedule baseline, but is part of the overall project duration requirements.

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. Frequently used to estimate project duration when there is a limited amount of detailed information about the project. Generally it is less costly and less time-consuming but also less accurate

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. Can cause the original critical path to change.

Resource Smoothing

A technique that adjusts the activities of a schedule model such that the requirements for resources on the project do not exceed certain predefined resource limits. The project's critical path is not changed and the completion date may not be delayed.

Variance Analysis

A technique to determine the cause and degree of variance relative to the schedule baseline, estimating the implications of those variances for future work to completion, and deciding whether corrective or preventive action is required.

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.

Activity Convergence vs. Activity Divergence

Activities that have multiple predecessor activities indicate a path convergence. Activities that have multiple successor activities indicate a path divergence.

Predecessor activity

An activity that logically comes before a dependent activity in a schedule

Parametric Estimating

An estimating technique in which an algorithm is used to calculate cost or duration based on historical data and project parameters. Uses a statistical relationship. This can produce higher levels of accuracy depending on the sophistication and underlying data built into the model.

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. Work packages can be decomposed into activities through the project life cycle.

Adaptive Planning

Defines a plan but acknowledges that once work starts, the priorities may change and the plan needs to reflect this new knowledge.

Discretionary Dependencies (Soft Logic/Preferred Logic/Preferential Logic)

Dependencies 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.

Mandatory Dependencies (Hard Logic/Hard Dependencies)

Dependencies that are legally or contractually required or inherent in the nature of the work.

Time-boxed Periods

Duration during which the team works steadily toward completion of a goal. It helps to minimize scope creep as it forces the team to process essential features first, then other features when time permits.

Project Calendar

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 for work.

Three-Point Estimating

Improves estimates by considering estimation uncertainty and risk. Activity Durations: -Most Likely (tM): realistic expectations -Optimistic (tO): Best-case scenario -Pessimistic (tP): Worst-case scenario

Project Schedule Management

Includes the processes required to manage the timely completion of the project.

Internal Dependencies

Involve a precedence relationship between project activities and are generally inside the project team's control.

What are the four attributes of dependency?

Mandatory or Discretionary Internal or External

Simulation

Models the combined effects of individual project risks and other sources of uncertainty to evaluate their potential impact on achieving project objectives. -The most common technique is Monte Carlo Analysis

Agile Release Planning

Provides a high-level summary timeline of the release schedule based on the product road map and the product vision for the product's evolution.

Duration Estimates

Quantitative assessments of the likely number of time periods that are required to complete an activity, a phase, or a project. Do not include any lags. May include some indication of the range of possible results.

Milestone Chart

Similar to bar charts, but only identify the schedule start or completion of major deliverables and key external interfaces.

Basis of Estimates

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

Lead

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

Lag

The amount of time a successor activity will 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. This is a component of the Project Management Plan.

Schedule Data

The collection of information for describing and controlling the schedule. Includes at minimum: schedule milestones; schedule activities; activity attributes; and documentation of all identified assumptions and constraints.

Contingency reserves

The estimated duration within the schedule baseline, which is allocated for identified risks that are accepted. Associated with the knowns & unknowns. May be used, reduced, or eliminated as more precise information becomes available.

6.5 Develop Schedule

The process of analyzing activity sequences, duration's, resource requirements, and schedule constraints to create a schedule model for project execution and monitoring and controlling. This process is performed throughout the project.

6.1 Plan Schedule Management

The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. This process is performed once or at predefined points in the project

6.4 Estimate Activity Durations

The process of estimating the number of work periods needed to complete individual activities with estimated resources. This process is performed throughout the project.

What-if Scenario Analysis

The process of evaluating scenarios in order to predict their effect, positive or negative, on project objectives. The outcome of the analysis can be used to assess the feasibility of the project schedule under different condition, and in preparing schedule reserves and response plans to address the impact of unexpected situations.

6.3 Sequence Activities

The process of identifying and documenting relationships among the project activities. This process is performed throughout the project. The process concentrates on converting the project activities from a list to a diagram to act as a first step to publish the schedule baseline.

6.2 Define Activities

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

6.6 Control Schedule

The process of monitoring the status of the project to update the project schedule and managing changes to the schedule baseline. This process is performed throughout the project.

Critical Path

The sequence of activities that represents the longest path through a project, which determines the shortest possible duration. The longest path has the least total float (usually 0)

Schedule Network Analysis

The technique used to generate the project schedule model. It employs several other techniques such as critical path method, resource optimization techniques, and modeling techniques.

Schedule Forecasts

Updates or predictions of condition and events in the project's future based on information and knowledge available at the time of the forecast. Updated and reissued based on work performance information provided as the project is executed. The information is based on the project's past performance and expected future performance based on corrective or preventive actions.

Resource Optimization

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

Data Analysis- Alternative Analysis

Used to compare various levels of resource capability or skills; scheduling compression techniques; different tools (manual vs. automatic); and make, rent, or buy decision regarding the resources. Allows team to weigh resource, cost, and duration variables

Data Analysis- Reserve Analysis

Used to determine the amount of contingency and management reserve needed for the project.

Critical Path Method

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

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.

Triangular Distribution

When there is insufficient historical data or when using judgemental data. Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration. Expected Duration (tE)=(tO+tM+tP)/3

Activity Attributes

extend the description of the activity by identifying multiple components associated with each activity such as: unique ID; WBS ID; Activity label or name; descriptions, predecessor activities; successor activities; logical relationships; leads and lags; resource requirements; imposed dates; constraints; and assumptions.

Milestone List

identifies all project milestones and indicates whether the milestone is mandatory, such as those required by contract, or optional, such as those based on historical information.

External Dependencies

involve relationships between project and non-project activities. These dependencies are usually outside of the project team's control.