Chapter 06.pptx

1. CHAPTER 06:
PROJECT SCHEDULE
MANAGEMENT
Giovanni Bambaren

2. 6.1 PLAN SCHEDULE MANAGEMENT

3. 6.1.1 PLAN
SCHEDULE
MANAGEMENT:
INPUTS
1. Project Charter
2. Project Management Plan (PMP)
 Scope Management Plan
 Development Approach (It will help define the
scheduling approach, estimating techniques,
scheduling tools, and techniques for controlling the
schedule.)
3. Enterprise Environmental Factors (EEF)
4. Organizational Process Assets (OPA)

4. 6.1.2 PLAN
SCHEDULE
MANAGEMENT:
TOOLS AND
TECHNIQUES
1. Expert Judgment
2. Data Analysis
 A data analysis technique that can be used for this
process includes but is not limited to alternatives
analysis. Alternatives analysis can include
determining which schedule methodology to use,
or how to combine various methods on the
project.
3. Meetings

5. 6.1.3 PLAN SCHEDULE
MANAGEMENT: OUTPUTS
1. Schedule Management
It is a component of the project management plan that establishes the criteria and
the activities for developing, monitoring, and controlling the schedule. The
management plan may be formal or informal, highly detailed or broadly framed,
based upon the needs of the project, and includes appropriate control thresholds.

6. 6.1.4 PLAN
SCHEDULE
MANAGEMENT:
QUESTIONS
An input that defines hi-level scheduling
information useful for creating the Schedule
Management Plan is the ____________.
The output of the Plan Schedule Management
process is ____________.
Plan Schedule Management is the process of
establishing the policies for developing the
___________.

7. 6.2 DEFINE ACTIVITIES

8. 6.2.1 DEFINE
ACTIVITIES:
INPUTS
1. Project
Management
Schedule
Management Plan
Scope Baseline
2. Enterprise Environmental
Factors (EEF)
3. Organizational Process
(OPA)

9. 6.2.2 DEFINE
ACTIVITIES:
TOOLS AND
TECHNIQUES
1. Expert Judgment
2. Decomposition
3. Rolling Wave Planning
 Rolling wave planning is an iterative planning
technique in which the work to be accomplished in
the near term is planned in detail, while the work
in the future is planned at a higher level. It is a
form of progressive elaboration.
4. Meetings

10. 6.2.3 DEFINE
ACTIVITIES:
OUTPUTS
1. Activity List
 The activity list is a comprehensive list that includes
all schedule activities required on the project. The
activity list also includes the activity identifier and a
scope of work description for each activity in
sufficient detail to ensure that project team
members understand what work is required to be
completed. Each activity should have a unique title
that describes its place in the schedule, even if that
activity title is displayed outside the context of the
project schedule.
2. Activity Attributes

11. 6.2.3 DEFINE
ACTIVITIES:
OUTPUTS
3. Milestone List
 A milestone is a significant point or event in a
project. A 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. Milestones have zero duration
because they represent a significant point or
event.
4. Change Requests
5. Project Management Plan Updates (Schedule,
Cost)

12. 6.2.4 DEFINE
ACTIVITIES:
QUESTIONS
The main output from Define Activities process is called the
____________.
When we provide brief information about later phases of our
project, and plan those phases in detail later, this is called
____________.
Which technique is used to break down Work Packages into
activities?
Which project document has detailed information associated
with each activity?

13. 6.3 SEQUENCE ACTIVITIES

14. 6.3.1 SEQUENCE ACTIVITIES: INPUTS
• Schedule Management Plan
• Scope Baseline
1. Project Management Plan
• Activity Attributes
• Activity List
• Assumption Log
• Milestone List
2. Project Documents

15. 6.3.1 SEQUENCE ACTIVITIES: INPUTS
3. EEFs: Scheduling
management tools, PMIS,
Work Authorization
Systems, etc.
4. OPAs: Some kind of
knowedge base for
scheduling Project
activities.

16. 6.3.2 SEQUENCE
ACTIVITIES:
TOOLS AND
TECHNIQUES
1. Precedence Diagramming Method (PDM)
 Finish-to-start (FS). An activity must finish before
the successor can start. This is the most commonly
used relationship. Example: You must finish
digging a hole before you can start the next
activity of planting a tree.
 Finish-to-finish (FF). An activity must finish before
the successor can finish. Example: You must finish
testing before you can finish documentation.

17. 6.3.2 SEQUENCE
ACTIVITIES:
TOOLS AND
TECHNIQUES
1. Precedence Diagramming Method (PDM)
 Start-to-start (SS). An activity must start before the
successor can start. Example: You must start
designing and wait for two weeks’ lag in order to
have enough of the design completed to start
coding.
 Start-to-finish (SF). An activity must start before
the successor can finish. This dependency is rarely
used.

18. 6.3.2
SEQUENCE
ACTIVITIES:
TOOLS AND
TECHNIQUES

19. 6.3.2 SEQUENCE ACTIVITIES: TOOLS AND
TECHNIQUES
Arrow Diagram Method (ADM)

20. 6.3.2
SEQUENCE
ACTIVITIES:
TOOLS AND
TECHNIQUES
2. Dependency Determination and
Integration
 Mandatory dependencies (Hard logic).
They 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.

21. 6.3.2
SEQUENCE
ACTIVITIES:
TOOLS AND
TECHNIQUES
2. Dependency Determination and
Integration
 Discretionary dependencies. They 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.

22. 6.3.2
SEQUENCE
ACTIVITIES:
TOOLS AND
TECHNIQUES
2. Dependency Determination and
Integration
 External dependencies. They involve a
relationship between project activities
and non-project activities. These
dependencies are usually outside the
project team’s control. For example,
the testing activity in a software
project may be dependent on the
delivery of hardware from an external
source.

23. 6.3.2
SEQUENCE
ACTIVITIES:
TOOLS AND
TECHNIQUES
2. Dependency Determination and
Integration
 Internal dependencies. They involve a
precedence relationship between
project activities and are generally
inside the project team’s control. For
example, if the team cannot test a
machine until they assemble it, this is
an internal mandatory dependency.
The project management team
determines which dependencies are
internal during the process of
sequencing the activities.

24. 6.3.2 SEQUENCE
ACTIVITIES:
TOOLS AND
TECHNIQUES
3. Leads and Lags
 A Lag is the amount of time a successor activity
will be delayed with respect to a predecessor
activity.
 A Lead is the amount of time a successor activity
can be advanced with respect to a predecessor
activity.
4. PMIS

25. 6.3.2 SEQUENCE
ACTIVITIES:
TOOLS AND
TECHNIQUES
Example of Lag:
 You must wait 3 days after purchasing a book in
Amazon before you can start preparing the class
material based on the book content.
 This is an example of a lag of 3 days (Prepare class
material 3 days after the book was purchased.)
Purchase
Book
Prepare
class
3 Days

26. 6.3.2 SEQUENCE
ACTIVITIES:
TOOLS AND
TECHNIQUES
Example of Lead:
 You need to start coding before all the designing
activity is complete. According to the designer you
can start the coding activity 4 hours before all the
design is complete.
 This is an example of a lead of 4 hours (Start
coding 4 hours before designing completes.)
Designing Coding
-4 hours

27. 6.3.3 SEQUENCE
ACTIVITIES:
OUTPUTS
1. Project Schedule Network Diagrams

28. 6.3.3 SEQUENCE ACTIVITIES: OUTPUTS
2. Project Documents Updates
Project documents that may be updated include, but
are not limited to:
 Activity lists,
 Activity attributes,
 Assumption Log,
 Milestone list.

29. 6.3.4
SEQUENCE
ACTIVITIES:
QUESTIONS
We can show Finish-to-Start, Start-to-Start, Finish-to-Finish,
and Start-to-Finish relationships using which technique?
Dependencies which involve legal obligations are referred to as:
If a dependency is due to a factor outside the project, like
government approval, it is called:
A delay caused in the next/successor activity because of waiting
time required to complete the predecessor activity is called a:
If we can start an activity before the preceding activity is
complete, this is an example of a:
The most commonly used type of precedence relationship is:

30. 6.4 ESTIMATE ACTIVITY DURATIONS

31. 6.4.1
ESTIMATE
ACTIVITY
DURATIONS:
INPUTS
1. Project
Management Plan
Schedule Management
Plan
Scope Baseline
2. Project Documents
3. EEFs
4. OPA

32. 6.4.2
ESTIMATE
ACTIVITY
DURATIONS:
TOOLS AND
TECHNIQUES
1. Expert Judgment
2. Analogous Estimating (Top-down)
3. Parametric Estimating
4. Three-point Estimating
5. Bottom-up Estimating
6. Data Analysis (Alternative Analysis, Reserve Analysis)
7. Decision Making
8. Meetings

33. 6.4.3 ESTIMATE ACTIVITY DURATIONS:
TOOLS AND TECHNIQUES
Three-Point Estimating Formulas:
 Triangular Distribution (Simple Average)
 (P + O + M)/3
 Beta Distribution (Weighted Average)
 (P + O + 4M)/6

34. 6.4.3 ESTIMATE ACTIVITY DURATIONS:
TOOLS AND TECHNIQUES
Example
 Jim says that for developing a standard report he will need 10
hours, if he got everything clear and can do it faster could take 5
hours, but if he will have issues with the access or any impediment
could take 12 hours. Using Three-points the triangular distribution
what could be a good estimate duration for this task?
12 + 5 + 10 / 3 = 27 / 3 = 9 hours
Using the Beta Distribution would be:
12 + 5 + 4(10) / 6 = 57 / 6 = 9.5 hours

35. 6.4.3 ESTIMATE ACTIVITY DURATIONS:
TOOLS AND TECHNIQUES - AGILE
T-Shirt Sizing: T-shirt sizing as the name suggests
is simply estimating with sizes like what you would
find on a T-shirts’ label from Extra Small (XS)
through to Extra Large (XL). Example: For an online
movie service, the team has identified six product
features:
 Rate movies
 Browse movies
 Rent movies
 Sell movies
 Review movies
 Sort movies by year

36. T-SHIRT SIZING EXAMPLE

37. T-SHIRT SIZING EXAMPLE
After you with your team identity
the main features you should
break down the main features in
smaller components called User
Stories.

38. T-SHIRT SIZING EXAMPLE
Next step: Classify each
user story as you did
with the main features.
You can use the same t-
shirt sizes based on
complexity for each user
story.

39. PLANNING
POKER
Planning poker: (also called Scrum poker) helps agile teams
estimate the time and effort needed to complete each
initiative on their product backlog. The name from this
gamified technique is planning poker because participants
use physical cards. These cards, which look like playing cards,
estimate the number of story points for each backlog story
or task up for discussion.

40. PLANNING POKER
How Does Planning Poker Work?
 Planning poker brings together stakeholders from
across departments in the organization to reach a
consensus on the estimated effort needed for
several backlog initiatives. For an agile software
organization, stakeholders can include a product
owner, developers, UX designers, QA testers, and
product managers, among others.

41. 6.4.3 ESTIMATE ACTIVITY DURATIONS:
OUTPUTS
1. Duration Estimates
 Activity duration estimates may include some indication of the
range of possible results. For example:
 2 weeks +- 2 days, which indicates that the activity will take at least
eight days and not more than twelve (assuming a five-day
workweek); and
 15 % probability of exceeding three weeks, which indicates a high
probability—85 %—that the activity will take three weeks or less.
2. Basis of Estimates (The amount and type of additional details
supporting the duration estimate vary by application area.)
3. Project Documents Updates (Activity Attributes, Assumption Log,
Lessons Learned Register)

42. 6.4.4 ESTIMATE ACTIVITY DURATIONS:
QUESTIONS
In analogous estimating we use:
• A. Historical information from a previously completed similar project or activity as the basis for
estimating activity durations for the current project.
• B. From past projects you noticed it typically takes 1 hour for the cable vendor to install 20 meters
of cables, so you assign an estimate of 50 hours for installing 1000 meters.
• C. Bottom-up estimates
Building one floor takes 2 months; so, building 12 floors should take 24 months.
This is an example of:

43. 6.4.4 ESTIMATE
ACTIVITY
DURATIONS:
QUESTIONS
3. In Reserve Analysis, we consider whether we
need __________ Reserves for activities.
4. Three-Point Estimating uses the following
durations:
a) Pessimistic
b) Optimistic
c) _________
5. Use of parameters and mathematical
calculations is required during which estimating
technique?

44. 6.5 DEVELOP SCHEDULE

45. 6.5.1
DEVELOP
SCHEDULE:
INPUTS
1. Project Management
Plan
Schedule Management Plan
Scope Baseline
2. Project Documents
3. Agreements
4. EEFs
5. OPAs

46. 6.5.2 DEVELOP SCHEDULE: TOOLS AND
TECHNIQUES
1. Schedule Network Analysis
2. Critical Path Method
 It is the longest path(s) in the
network diagram. By definition all
the activities in the critical path
have zero float.

47. 6.5.2 DEVELOP
SCHEDULE:
TOOLS AND
TECHNIQUES
3. Resource Optimization
4. Data Analysis
 What-If Scenario Analysis
 Simulation
5. Leads and Lags
6. Schedule Compression
7. PMIS
8. Agile release planning

48. 6.5.2 DEVELOP
SCHEDULE:
TOOLS AND
TECHNIQUES
Resource Optimization Techniques
 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. Resource
leveling can be used when shared or critically
required resources are only available at certain
times, or in limited quantities, or over-allocated,
such as when a resource has been assigned to two
or more activities during the same time period or
to keep resource usage at a constant level.

49. 6.5.2 DEVELOP
SCHEDULE: TOOLS
AND TECHNIQUES
Resource Optimization Techniques

50. 6.5.2 DEVELOP
SCHEDULE:
TOOLS AND
TECHNIQUES
Resource Optimization Techniques
 Resource Smoothing. It is a modified form of
resource leveling, where resources are leveled only
within the limits of the float of their activities, so
the completion dates of activities are not delayed.

51. 6.5.2 DEVELOP
SCHEDULE:
TOOLS AND
TECHNIQUES
Data Analysis
 What-If Scenario Analysis. Is the process of
evaluating scenarios in order to predict their effect,
positively or negatively, on project objectives. This
is an analysis of the question, “What if the situation
represented by scenario ‘X’ happens?” A schedule
network analysis is performed using the schedule
to compute the different scenarios, such as
delaying a major component delivery, extending
specific engineering durations, or introducing
external factors, such as a strike or a change in the
permitting process.

52. 6.5.2 DEVELOP
SCHEDULE:
TOOLS AND
TECHNIQUES
Data Analysis
 Simulation. Monte Carlo Analysis is the most
popular simulation technique. This uses computer
software to simulate the outcome of a project,
based on the three-point estimates (optimistic,
pessimistic, and most likely) for each activity and
the network diagram. The simulation can tell you:
 The probability of completing the project on any
specific day.
 The probability of completing the project for any
specific cost.
 The probability of any activity being on the critical
path.
 An indication of the overall project risk.

53. 6.5.2 DEVELOP SCHEDULE: TOOLS AND
TECHNIQUES
Schedule Compression
 Fast Tracking
 Crashing
Agile Release Planning
Agile projects are often divided into
releases and iterations (sprints). An iteration
is a short, timeboxed developed period,
typically one to four weeks in duration. A
release is a group of iterations that results
in the completion of a valuable deliverable
on the project. An agile project will have
one or more releases, each of which will
contain one or more iterations.

54. 6.5.2 DEVELOP
SCHEDULE:
TOOLS AND
TECHNIQUES
Agile Release Planning

55. 6.5.3 DEVELOP
SCHEDULE:
OUTPUTS
1. Schedule Baseline
2. Project Schedule
 Bar Charts
 Milestone Charts
 Project schedule network diagram

56. 6.5.3 DEVELOP SCHEDULE: OUTPUTS
3. SCHEDULE DATA 4. PROJECT CALENDARS 5. CHANGE REQUESTS 6. PROJECT MANAGEMENT
PLAN UPDATES
7. PROJECT DOCUMENTS
UPDATES

57. 6.5.4 DEVELOP
SCHEDULE:
QUESTIONS
1. What is the durarion of a milestone?
2. Which Schedule diagram might be used by
middle management to get summary Schedule
information?
3. You need to have a constant level of resources
because your company HR policies do not allow
for resource fluctuations. The technique used to
work within this constraint is referred to as:
4. If we allocate more resources to shorten the
Schedule duration, this is called:
5. If we perform multiple tasks in paralell that
should be done in sequence, this is called.

58. 6.6 CONTROL SCHEDULE

59. 6.6.1
CONTROL
SCHEDULE:
INPUTS
1. Project Management
Plan (PMP)
Schedule Management Plan
Schedule Baseline
Scope Baseline
Performance Measurement
Baseline
2. Project Documents
3. Work Performance Data
4. OPAs

60. 6.6.2 CONTROL SCHEDULE: TOOLS
AND TECHNIQUES
1. Data Analysis
Earned value analysis
Iteration burndown chart
Performance Reviews
Trend analysis
Variance Analysis
What-if scenario analysis
2. Critical Path
Method (CPM)
3. PMIS 4. Resource
Optimization
5. Leads and Lags 6. Schedule
Compression

61. 6.6.2 CONTROL
SCHEDULE: TOOLS
AND TECHNIQUES
Example of a Burndown Chart:

62. 6.6.3 CONTROL SCHEDULE: OUTPUTS
WORK PERFORMANCE
INFORMATION
SCHEDULE FORECASTS CHANGE REQUESTS PMP UPDATES PROJECT DOCUMENTS
UPDATES

63. 6.6.4
CONTROL
SCHEDULE:
QUESTIONS
Input data indicating which activities have
started and which have finished are referred
Any changes to the Schedule need to go
through which process?
SV and SPI calculations are examples of which
output?

64. SUMMARY
6.1 Plan Schedule
Management
6.2 Define
Activities
6.3 Sequence
Activities
6.4 Estimate
Activity Durations
6.5 Develop
Schedule
6.6 Control
Schedule

65. Schedule Mind Map
6.1
Plan Schedule
Management
Project
Documents
- Exp. Judg.
- Data Analysis
- Meetings
Project
Charter
PMP
Schedule
Mgmt. Plan
6.2
Define
Activities
- Exp. Judg.
- Decomposition
- Rolling Wave Planning
- Meetings
Activity List
Activity Attributes
Milestone List
Change
Request
6.3
Sequence
Activities
- PDM
- Dependency determination
- Leads and Lags
- PMIS
Project Schedule
Network Diagram
6.4
Estimate
Activity
Durations
- Expert Judg.
- Analogous
- Parametric
- Three Points
- Bottom-Up
- Data Analysis
- Decision Making
- Meetings
Duration
Estimates
Bases of
Estimates
6.5
Develop
Schedule
Agreements
- Schedule
Network Analysis
- CPM
- Resource Opt.
- Data Analysis
- Leads and Lags
- Schedule Comp.
- PMIS
- Agile Release
Plan
Schedule baseline
Project Schedule
Schedule Data
Project Calendars
Change Requests
6.6
Control
Schedule
WPD
- Data Analysis
- CPM
- PMIS
- Resource Opt.
- Leads and Lags
- Schedule Comp.
WPI
Change
Requests
Schedule
Forecast