6 - Project Time Management

- 6

Unit 6
6 -

Agenda

1. Define Activities .
2. Sequence
Activities.
3. Estimate Activity
Resources .
4. Estimate Activity
Durations.
5. Develop Schedule.
6. Control Schedule.

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.2
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.6
2

6 - Project Time Management

- 6
6.1 Define Activities:
The process of identifying the specific actions to be
performed to produce the project deliverables.
6.2 Sequence Activities:
The process of identifying and documenting
relationships among the project activities.
6.3 Estimate Activity Resources:
The process of estimating the type and quantities of
material, people, equipment, or supplies required to
perform each activity.
6.4 Estimate Activity Durations:
The process of approximating the number of work
periods needed to complete individual activities with
estimated resources.
6.5 Develop Schedule:
The process of analyzing activity sequences, durations,
resource requirements, and schedule constraints to
create the project schedule.
6.6 Control Schedule:
The process of monitoring the status of the project to
update project progress and managing changes to the
schedule baseline.

: 6-1

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: 6-2
.
: 6-3

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: 6-4

.
: 6-5


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: 6-6


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Conflicts in Projects

0.40

Schedules

23%

17%

15%

0.35

27%
Priorities

0.30
0.25

Manpower

0.20

Technical opinions

0.15

Procedures
0.10

Cost

0.05

Personality
conflicts

0.00

Project Formation

Early Pha ses

Middle Pha ses

End Pha ses

25.00%
20.00%

20%
20%

17%
17%

14%
14%

15%
15%

15.00%
10.00%

13%
13%

5.00%
0.00%
Schedules

Priorities

Manpow
er

Technical

opinions

Procedures

10%
10%

11%
11%

Cost

Personality

conflicts

Reasons For Updating Examples

-
Controlling is monitoring, updating and corrective
actions.

Unforeseen events that causes delay.

Errors in activities duration and
network logic.
New information available( e.g.,
underground conditions).
Procurement delays.
Change in scope and/or design.
Available for craftsmen.
Accidents in equipment, employees,
etc.
Unexpected weather, flood, storm,
etc.
New people involved in the project.

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5

Frequency of Updating

Three methods for defining
Updating Intervals
Uniform intervals (e.g., Monthly,
Weekly):

Advantages : Becomes routine & Fit

easily with business reporting
periods( labor payment schedule,
accounting periods, project status
reports to owners).
Project milestones:
Disadvantage : milestones tend to be
random & variable.
Intervals of decreasing lengths:
Reasons : Criticality of the project
increases toward the end of the
project.

:
:
:
(
, ,
,
.)

: ()
:
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:
:
.

Planning & Scheduling

Planning :
What you want to do (
Activities ).
How you will do it ( Methods,
Procedures, Materials,
Sequence of Activities).
Where you will do it.
Who will do it ( Men,
Machines ).

Scheduling :
When it will be done (
Network or Bar Chart to Serve
As an Operating Time Table
With An Estimate of
Completion Dates) .

:
. ) (
, (
,,
.)
.
. ) (

:
(

.( ,

.

6.1 Define Activities ( Planning )

) ( 6 -1
Define

Activities is the
process of

identifying the

specific actions
to be performed

to produce the

project
deliverables.
.
8

Activities vs. WBS

The Create WBS process
identifies the deliverables at the
lowest level in the Work
Breakdown Structure, the work
package.
Project work packages are
typically decomposed into
smaller components called
activities that represent the work
necessary to complete the work
package.
Activities provide a basis for
estimating, scheduling executing,
and monitoring and controlling
the project work ( As Needed ) .

( )
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9

6.1 Define Activities

1 - 6
Inputs

Tools & Techniques

1.Scope baseline
2.Enterprise
environmental
factors
3.Organizational
process assets

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

Inputs

Tools & Techniques

10

. .1
.2

.
.3
.

. .1
.2
.
. .3
. .4
Source: PMBOK Guide Fourth Edition, page 133

Outputs
1.Activity list
2.Activity
attributes
3.Milestone list

Outputs
. .1
. .2
.3
. ) (

6.1 Define Activities

1 - 6
.1 .
.2
.
.3 .




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11

1. Scope baseline
2. Enterprise
environmental factors
3. Organizational
process assets:
Existing formal and
informal activity
planning-related
policies, procedures
and guidelines.
Lessons learned
knowledge base.

6.1 Define Activities

1 - 6

1. Decompositi
on
2. Rolling wave
planning
3. Templates
4. Expert
judgment

. .1
.2
.
. .3
. .4
12

6.1 Define Activities

1- 6

1. Activity list .
2. Activity
.
attributes

3. Milestone .) (
list
13

Activity List

The activity list is a
comprehensive list
including all schedule
activities required on the
project.
The activity list 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.

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14

Activity List

( )

,
533

20
75
30
10
5
20
25
35
30
20
90
20
20
20
10
25
20
120
120
5
10
0

3
4
5
6
7
8
9,12
10
11
12
13,14,15
19
19
16,19
17
18
23
20,22
21,22
22
23
-

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.

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23

Activity Attributes

Responsibility (who will
do the work).
Geographic Area (where
the work will be
performed).
Activity Type (summary
or detailed).
WBS Classification (for
ordering and sorting).

(
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(
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(
. )

(
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16

Milestones list
) (
A milestone is a
significant point or event
in the project.
A milestone list identifies
all milestones and
indicates whether the
milestone is mandatory,
such as those required by
contract, or optional,
such as those based upon
historical information.

( )

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17

Milestones list
) (

Significant events within the project

schedule .
They are not work activities .
There are no duration for the Milestone ,
duration = 0 .
Summary of project milestones included
in the project charter .
The customer , sponsor and project
manager may impose milestone (s) .
Uses as checkpoints to control the project
.
When works goes well that means the
milestone related to that work has been
meet .
A list of milestones becomes part of the
PM plan and is included in the project
scope management plan and WBS
dictionary .

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. 0 = ,

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18

Scheduling Techniques

Bar Chart(Gantt Chart).
Milestone Chart:
For reporting to Management.
Milestones is Important event
and has no duration.

Networking :
Arrow Diagramming
Method(ADM).
Precedence Diagramming
Method(PDM).
Program Evaluation and Review
Technique(PERT).
Graphical Evaluation and
Review Technique(GERT) (Allow
for looping, repetition, and
conditional branches).

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19

Bar Chart Gantt Chart

-
Advantages:

Easy to understand.
Easy to prepare.
Easy to update.
Shows Progress or status
better than networks.
Example: Compares
planned & actual activities
bar (Project Progress).

Disadvantages :
Unclear relationships.
Weak project control.

:
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20

Bar Chart Gantt Chart

-
Activity

Duration

21

Milestones

2006
ACTIVITY

Q3

Q4

2007
Q1

Q2

Q3

Q4

Q1

Concept
Engineering
Procurement
Construction
MC
Closing
22

Arrow Diagramming Method

Arrow relationships or activity on arrow

Activity

EVENT

Dummy Activity

C
Allow One Relationship
Finish to Start (FS)

G

)FS(
23

Precedence Diagramming Method

Precedence relationships or Activity on Node Method.

FS3 (or Lag=3)

Activity

B
3

FF 2

A
2

D
3

C
3

Allow Activities overlapping by having 3 or

more relationships :
1. Start-to-Start (SS).
2. Finish-to-finish (FF).
3. Start-to-Finish (SF).
4. Finish-to-Start (FS).

F
7

G
5

SS1

FS

E
5

:
. .1
. .2
. .3
. .4

24

6.2 Sequence Activities ( Planning )

) ( 2.6
Sequence

Activities is the
process of

identifying and

documenting
relationships

among the
project
.
activities.
25

6.2 Sequence Activities

2.6
Inputs
1.
2.
3.
4.

Activity list
Activity attributes
Milestone list
Project scope
statement
5. Organizational process
assets

Inputs
. .1
. .2
( .3
.)
. .4
. .5
26

Tools & Techniques

Outputs

1. Precedence
diagramming method
(PDM)
2. Dependency
determination
3. Applying leads and
lags
4. Schedule network
templates

1. Project schedule
network diagrams
2. Project document
updates

Tools & Techniques

. (PDM)
. ) (

.

.

Outputs
.1
.2
.3
.4

Source: PMBOK Guide Fourth Edition, page 136

.1

.
.2
.

6.2 Sequence Activities

2.6

1. Activity list
2. Activity
attributes
3. Milestone list
4. Project scope
statement
5. Organizational
process assets

. .1
. .2
( .3
.)
. .4
. .5
27

6.2 Sequence Activities

2.6

1. Precedence
diagramming
method (PDM) .
2. Dependency
determination .
3. Applying leads
and lags .
4. Schedule
network
templates.

.1
. (PDM)
.2
. ) (
.3
.
.4
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28

Precedence Diagramming Method (PDM)

. (PDM)
PDM is a method used in
Critical Path Methodology
(CPM) for constructing a
project schedule network
diagram.
It uses boxes or rectangles,
referred to as nodes, to
represent activities, and
connects them with arrows
that show the logical
relationships that exist
between them.
This technique is called
Activity-On-Node (AON) and is
the method used by most
project management software
packages.

( CPM)

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.

( AON)

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29

PDM or AON Precedence Diagramming Method

) AON (( PDM)

FINISH

START

30

Task Dependencies
) (
Finish-to-start (FS) :

The initiation of the successor activity

depends upon the completion of the
predecessor activity.

Finish-to-finish (FF) :

The completion of the successor activity

depends upon the completion of the
predecessor activity.

Start-to-Start (SS) :

The initiation of the successor activity

depends upon the initiation of the
predecessor activity.

Start-to-finish (SF) :

The completion of the successor activity

depends upon the initiation of the
predecessor activity.

: ) FS(

.
:(FF)

:(SS)

.

:(SF)

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31

Task Dependencies
) (
Type of interdependency or Precedence Relationship
( )
Finish to start (FS)
Task 1 has to finish for Task 2 to start

Description

(FS)
2 1 ) (
Start to Start (SS)
Task 1 has to start for Task 2 to start
(SS)
2 1 ) (
Finish to Finish (FF)
Task 1 has to finish for Task 2 to finish
(FF)
2 1 ) (

2
1
2
1
2

Start to Finish (SF)

Task 1 has to start for Task 2 to finish
32

((SF) -
2 1 ) (

1
2

Dependency Determination
) (
Three types of
dependencies are
used to define the
sequence among
the activities:
Mandatory
dependencies
Discretionary
dependencies
External
dependencies

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Dependency Determination
) (
Mandatory Dependencies (Hard
Logic):
Are inherent in the nature of
work(Can involve physical
limitations).
Example #1: Putting up a dry wall
before painting it.
Example #2: Design a product then
manufacture it.

Discretionary Dependencies
(Soft Logic or preferred logic):
Are fully documented since they
can create arbitrary total float
values and can limit later
scheduling options.
Are defined by the project
management team(Example: Best
Practices).
Example : Procurement can begin at
any time after the preparation of the
bill of materials.

:) (

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. : 2

(
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:
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34

Dependency Determination
) (
External Dependencies :
Involves a relationship
between project activities
and non - project activities
(that are not under the
direct control of the
project manager).
Example :
Testing of a software
depends on the delivery of
a hardware from an
external source.
A subcontractors activity
on your Critical Path
Method Network.

:


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:


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Leads and Lags

) (
A lead allows an

acceleration of

the successor
.
activity.
A lag directs a

delay in the

successor
.
activity.
36

Lag Time

Lag Time : is a delay between a task and its predecessor. It is
usually expressed using a specific amount of time.

1
FS = +2 Days

. ( ) :
.
37

Lead Time

Lead Time : is an overlap between a task and its predecessor. In
project management software, lead time may be expressed as a
negative number in the lag field.

1
FS = - 2 Days

2
. ( ) :
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38

Relationships Between Activities according to Lag and Lead

Activity A
FS = 0

Activity A
SS = 0

Activity A
FF = 0

Activity B

Activity B

Activity B

Activity A

Activity A

Activity A
FS = +?

SS = +?

Activity B
Activity A
FS = -?
Activity B

Activity B

FF = +?
Activity B

Activity A

Activity A

SS = -?

FF = -?

Activity B

Activity B

39

6.2 Sequence Activities

2.6
1. Project schedule
network diagrams
2. Project document
updates
Activity lists
Activity
attributes
Risk register

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40

6.3 Estimate Activity Resources ( Planning )

) ( 3-6
Estimate Activity
Resources is the
process of
estimating the type
and quantities of
material, people,
equipment or
supplies required to
perform each
activity.

.
41

6.3 Estimate Activity Resources

3-6
Inputs
1.
2.
3.
4.

Activity list
Activity attributes
Resource calendars
Enterprise
environmental factors
5. Organizational process
assets

Inputs
. .1
. .2
. .3
.4
.
. .5
42

Tools & Techniques

1. Expert judgment
2. Alternatives analysis
3. Published estimating
data
4. Bottom-up estimating
5. Project management
software

Tools & Techniques

. .1
. .2
.3
( .4
. )
. .5
Source: PMBOK Guide Fourth Edition, page 142

Outputs
1. Activity resource
requirements
2. Resource breakdown
structure
3. Project document
updates

Outputs
.1
.
. .2
.3
.

6.3 Estimate Activity Resources

3-6

1. Activity list
2. Activity attributes
3. Resource
calendars
4. Enterprise
environmental
factors
5. Organizational
process assets

. .1
. .2
. .3
.4
.
.5
.
43

6.3 Estimate Activity Resources

3-6

1. Expert judgment .
2. Alternatives
analysis .
3. Published
estimating data .
4. Bottom-up
estimating .
5. Project
management
software .

. .1
. .2
. .3
( .4
. )
.5
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44

6.3 Estimate Activity Resources

3-6

1. Activity
resource
requirements
2. Resource
breakdown
structure
3. Project
document
updates

.1
.
.2
.
.3
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45

Activity Resource Requirements

Identifies the types and
quantities of resources
required for each activity in a
work package.
These requirements can then
be aggregated to determine
the estimated resources for
each work package.
The amount of detail and the
level of specificity of the
resource requirements
descriptions can vary by
application area.
The resource requirements
documentation for each
activity can include the basis
of estimate for each resource,
as well as the assumption that
were made in determining
which types of resources are
applied, their availability and
what quantities are used.

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46

Resource Breakdown Structure

The Resource Breakdown
Structure is a hierarchical
structure of the identified
resources by resource
category and resource type.
Resource categories include
labor, material, equipment,
and supplies.
Resource types can include the
skill level, grade level or other
information as appropriate to
the project.
The resource breakdown
structure is useful for
organizing and reporting
project schedule data with
resource utilization
information.

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47

Project Document Updates

Activity list .

Activity
.
attributes .

Resource
.
calendars .
48

6.4 Estimate Activity Durations ( Planning )

) ( 4 -6
Estimate Activity
Durations is the
process of
approximating the
number of work
periods needed to
complete individual
activities with
estimated resources.

.
49

6.4 Estimate Activity Durations

4 -6
Tools & Techniques

Inputs
1. Activity list
2. Activity attributes
3. Activity resource
requirements
4. Resource calendars
5. Project scope statement
6. Enterprise environmental
factors
7. Organizational process
assets

1.
2.
3.
4.
5.

Tools & Techniques

Inputs
.
.
.
.
.

.
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50

Expert judgment
Analogous estimating
Parametric estimating
Three-point estimates
Reserve analysis

.1
.2
.3
.4
.5
.6
.7

. .1
. .2
. .3
.4
.
. .5
Source: PMBOK Guide Fourth Edition, page 146

Outputs
1. Activity duration estimates
2. Project document updates

Outputs
. .1
.2
.

Activity Duration Compared to Effort

Elapsed time

The time that shows on

the calendar. Includes
the holidays and week
ends.

Duration

The number of working

days. It does not
include holidays or
week ends.

Working time

(Effort) The actual

aggregated time. It
adds the working time
of all the involved
resource.

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51

6.4 Estimate Activity Durations

4 -6
1. Activity list
2. Activity attributes
3. Activity resource
requirements
4. Resource calendars
5. Project scope
statement
6. Enterprise
environmental factors
7. Organizational
process assets

. .1
. .2
. .3
. .4
. .5
.6
.
. .7
52

6.4 Estimate Activity Durations

4 -6

1. Expert judgment
2. Analogous
estimating
3. Parametric
estimating
4. Three-point
estimates
5. Reserve analysis

. .1
. .2
. .3
.4
.
. .5
53

Analogous Estimating

Actual duration of a
previous, similar activity
is basis for estimating the
future activity.
A form of expert
judgment.
Most reliable when:
Activities are really similar.
Individuals preparing the
estimates have needed
expertise.

.

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:

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54

Parametric Estimating

Parametric estimating uses a
statistical relationship
between historical data and
other variables to calculate an
estimate for activity
parameters, such as cost,
budget and duration.
Activity durations can be
quantitatively determined by
multiplying the quantity of
work to be performed by labor
hours per unit of work.
This technique can produce
higher levels of accuracy
depending upon the
sophistication and underlying
data built into the model.

(
)

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55

Three-Point Estimates

This concept originated
with the Program
Evaluation and Review
Technique (PERT). PERT
uses three estimates to
define an approximate
range for an activitys
duration:
Most likely .
Optimistic .
Pessimistic.

PERT analysis calculated

an expected activity
duration using a weighted
average of these three
estimates.

.
( - ) PERT (
PERT .)

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.
PERT

.
56

Three-Point Estimates (Probabilistic Estimate)

) (
OT = Optimistic time

PT = Pessimistic Time

MT = Most likely time

ET = Estimated time

S.D. = Standard Deviation

(ET) = OT + 4MT + PT
6

S.D. = PT OT
6

Final Time Estimat (FTE) = ET + / - S.D

57

)Three-Point Estimates (Probabilistic Estimate

( )
= PT

= OT

= ET

= MT

= S.D.

S.D. = PT OT
6

(ET) = OT + 4MT + PT
6

ET( -\+ ) =

58

Reserve Analysis

Also called time buffer,
reserve, or contingency.
Added by project team to
an activity as a recognition
of project risk.
Either a percent of
estimated duration, or fixed
duration.
Should be documented.
As more precise information
about the project becomes
available, the contingency
reserve may be

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%
,
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59

6.4 Estimate Activity Durations

4 -6

1. Activity
duration
estimates .
2. Project
document
updates.

.

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60

6.5 Develop Schedule ( Planning )

) ( 6-5
Develop Schedule is
the process of analyzing
activity sequences,
durations, resource
requirements, and
schedule constraints to
create the project
schedule.
Developing an
acceptable project
schedule is often an
iterative process.

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61

6.5 Develop Schedule

6-5
1. Activity list
2. Activity attributes
3. Project schedule network
diagrams
4. Activity resource requirements
5. Resource calendars
6. Activity duration estimates
7. Project scope statement
8. Enterprise envi. factors
9. Organizational process assets

Inputs

1.
2.
3.
4.
5.
6.
7.
8.

Schedule network analysis

Critical path method
Critical chain method
Resource leveling
What-if analysis
Applying leads and lags
Schedule compression
Scheduling tool

Tools & Techniques

. .1

.

.
.
. ) (
.
.


62

Outputs

Tools & Techniques

Inputs

.2
.3
.4
.5
.6
.7
.8
.9

.
.
.
.
.
.
.
.

.1
.2
.3
.4
.5
.6
.7
.8

Source: PMBOK Guide Fourth Edition, page 152

1.
2.
3.
4.

Project schedule
Schedule baseline
Schedule data
Project Document Updates

Outputs

.
.
.
.

.1
.2
.3
.4

Schedule Constraints
( )
Two categories of

constraints are

directly related to

scheduled
:
development:
Imposed dates.

. ) (
Key events and
major

milestones.
.
63

6.5 Develop Schedule

5 - 6
1.
2.
3.
4.

5.
6.
7.
8.
9.

Activity list
Activity attributes
Project schedule network
diagrams
Activity resource
requirements
Resource calendars
Activity duration
estimates
Project scope statement
Enterprise environmental
factors
Organizational process
assets

. .1
. .2
.3
.
. .4
. ) (.5
. .6
. .7
.8
. .9
64

Calendars

(

) .

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65

Project and
resource calendars
identify when work
is allowed.
Project calendars
affect all resources.
Resource calendars
affect only that
resource or group
of resources.

6.5 Develop Schedule

5 - 6
1. Schedule network
analysis
2. Critical path method
3. Critical chain method
4. Resource leveling
5. What-if analysis
6. Applying leads and
lags
7. Schedule compression
8. Scheduling tool

. .1
. .2
. .3
. .4
. .5
. .6
. .7
. .8
66

Schedule Network Analysis

Schedule Network Analysis is a
technique that generates the
project schedule.
To calculate the early and late
start and finish dates for the
uncompleted portions of project
activities.
It employs various analytical
techniques, such as:

Critical path method

Critical chain method
What-if analysis
Resource leveling

.


.

67

Critical Path Method

The critical path method calculates

the theoretical early start and finish
dates, and late start and finish dates
without regard for any resource
limitations.
This is done by performing a forward
and backward pass analysis through
the schedule network.
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
scheduled, given activity durations,
logical relationships, leads, lags, and
other known constraints.

.


.






.

68

Float
) (
Total Float: The amount of
time that an activity may be
delayed from its early start
without delaying the project
finish date.
Free Float: The amount of
time that an activity can be
delayed without delaying
the early start of any
immediately following
activities.

:



.

:




. ( )

69

Calculating Path and Float

:
( = ) ES
(
\ )
.
( + ES = ) EF
.
( \ ) :
( = ) EF

.
( = ) LS
( ) EF .

(- ES LF = )F
70

Forward Pass:
Early Start (ES) = Total of task
durations for all precedent
(necessary) tasks
Early Finish (EF) = ES + Task
Duration
Backward Pass:
Late Finish (LF) = Last day of
project Duration of sequential
(necessary) tasks to end of
project
Late Start (LS) = LF Task
Duration
Float
= LF ES Task Duration

Task Coding Convention

ES

EF

A
LF

DU

LS

71

Early Start = ES
= ES
Early Finish= EF
= EF
Late Start = LS
= LS
Late Finish= LF
= LF
Duration = DU
= DU

1- Construct the Network Diagram

1
B

E
72

2- Apply the Task Duration

2

73

3- Calculate the Forward Pass

3
1

10

3
13

15

74

13

4- Calculate the Backward Pass

) ( 4
1

B
6
0

10

D
10

10

13
13

A
0

13

E
1
75

15

13

F
7

13

15

5- Calculate Floats
) ( 5
1

B
6
0

D
10

10

TF=5
FF=2

TF=5
FF=0

10

TF=3
FF=3

13
13

A
0

15

13

TF=0
FF=0

E
1
76

TF=0
FF=0

13

F
7

TF=0
FF=0

13

TF=0
FF=0

15

- Determine The Critical Path6

6
1

B
6
0

D
10

10

TF=5
FF=2

TF=5
FF=0

10

TF=3
FF=3

13
13

A
0

15

13

TF=0
FF=0

E
1
77

TF=0
FF=0

13

F
7

TF=0
FF=0

13

TF=0
FF=0

15

Resource Leveling

Resource Leveling is
necessary when resources are
over-allocated such as when
the resource is:
Assigned to two or more
activities during the same time
period.
Shared or critical required
resources are only available at
certain times.
Only available in limited
quantities.

Resource leveling can often

cause the original critical path
to change.
It mostly results in extended
schedule.

:

.

(
. )

.

.

.
78

Resource Leveling

4 Days

3 Days

2
After
79

Before

Resource Leveling

4 Days

3 Days

2
2

2
2

80

What-If Scenario Analysis

Calculation of multiple project
durations with different sets of
activity assumptions.
What-if analysis using the logic
in the network diagram.
Monte Carlo Analysis:
The most common technique.
Distribution of probable results is
defined for each activity, then
used to determine the
distribution of probable results
for the total project.
Also used in Project Risk
Management.

.


.
:
.

,
.

.
81

Schedule Compression

Fast tracking: A schedule
compression technique in
which phases or activities
normally performed in
sequence are performed in
parallel.
Crashing: A schedule
compression technique in
which cost and schedule
tradeoffs are analyzed to
determine how to obtain
the greatest amount of
compression for the least
incremental cost.

(
:)


.
:




.
82

6.5 Develop Schedule

5 - 6
.1 :
( ).
(
).
.

.2 .
.3 .
.4 :

83

.
.
.
.

Project schedule:
Milestones charts
Bar charts
Project schedule
network diagrams

Schedule baseline
Schedule data
Project document
updates:
Activity resource
requirements
Activity attributes
Calendar
Risk register

1.

2.
3.
4.

6.6 Control Schedule ( Controlling )

) ( 6-6
Control Schedule
is the process of

monitoring the

status of the

project to update

project progress

and manage

changes to the
.
schedule baseline.

84

6.6 Control Schedule

6-6
Inputs
1. Project management plan
2. Project schedule
3. Work performance
information
4. Organizational process
assets

Inputs
.

.
.
.

85

.1
.2
.3
.4

1.
2.
3.
4.
5.
6.
7.
8.

Tools & Techniques

Outputs

Performance reviews
Variance analysis
PM software
Resource leveling
What-if analysis
Adjusting leads and lags
Schedule compression
Scheduling tool

1. Work performance
measurements
2. Organizational process
assets updates
3. Change requests
4. PM plan updates
5. Project documents updates

Tools & Techniques

Outputs

.
.
.
.


.
.
.

.1
.2
.3
.4
.5
.6
.7
.8

Source: PMBOK Guide Fourth Edition, page 160

.

.
.

.
.

.1
.2
.3
.4
.5

6.6 Control Schedule

6-6

1. Project
management
plan
2. Project schedule
3. Work
performance
information
4. Organizational
process assets

. .1
.2
.
. .3
.4
.
86

6.6 Control Schedule

6-6
.1 .
.2 .
.3 .
.4 .
.5

.6 .
.7 .
.8 .
87

1.
2.
3.
4.
5.
6.

Performance reviews
Variance analysis
PM software
Resource leveling
What-if analysis
Adjusting leads and
lags
7. Schedule compression
8. Scheduling tool

Performance Reviews

Performance Reviews measure,
compare, and analyze schedule
performance such as actual start
and finish dates, percent
complete, and remaining
duration for work in progress.
If earned value management
(EVM) is utilized the schedule
variance (SV) and schedule
performance index (SPI) are used
to assess the magnitude of
schedule variations.
An important part of schedule
control is to decide if the
schedule variation requires
corrective action or not.

.

-EVM -
( SV)
( SPI)
.



.

88

Variance Analysis

Schedule performance
measurements (SV, SPI) are
used to assess the
magnitude of variation to
the original schedule
baseline.
The total float variance is
also an essential planning
component to evaluate
project time performance.
Important aspects schedule
control include determining
the cause and degree of
variance relative to the
schedule baseline and
deciding whether corrective
or preventive action is
required.

) SV)(SPI(

.


.





.

89

6.6 Control Schedule

6-6
.1 .

SV
SPI

.2 .
.

.


.

.3 .
.4 .
.5 .
90

Work performance
measurements :
SV
SPI

1.

Organizational process
assets updates :
Causes of variances
Corrective action chosen
and the reasons
Other types of lessons
learned from project
schedule control

Change requests .
PM plan updates .
Project documents
updates .

2.

3.
4.
5.

Questions?