Chapter - 06

Welcome to Project
Management Program

Project Schedule
Management

1
 Overview Of This Session
2

 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

 OVERVIEW OF THIS SESSION

6.1 Plan Schedule Establishing the policies, procedures & documentation for
Management planning, developing, managing, executing and controlling the
project schedule
6.2 Define Identifying and documenting specific actions to be
Activities performed to produce the project deliverables.
The process of identifying and documenting relationships
6.3 Sequence
Activities among the project activities.

6.4 Estimate The process of estimating the number of work periods needed
Activity Durations to complete individual activities with the estimated resources
Analysing activity sequences, durations, resource requirements
6.5 Develop and schedule constraints to create the project schedule model
Schedule
for project execution and monitoring and controlling
6.6 Control Monitoring the status of project to update the project
Schedule schedule and manage changes to schedule baseline.
 What is the Project Schedule?

In project management, a schedule is a listing of project's

milestones, activities, and deliverables, usually with intended
start and finish dates. ...

The project Schedule is fundamental to success of any

project and represents the approved plan for execution and
completion of contracted work scope.
Case Study
Case Study
Scheduling Pitfalls

Unrealistic
Schedules
Unbalanced
Schedules
Imposed
Schedules
No Support form
Significant others
Holiday's illness
and other changes
Scheduling Pitfalls
 Functions of Project Schedule

An accurate Schedule serves many important functions:

1. Coordinates the direction and timing of the work i.e.

getting everyone on same page

2. Listing of the tasks , steps, sequences and the duration of

the work to be performed during the project’s lifecycle

3. Identifies the critical and near-critical paths and the float

that are projected for completing the project

4. Identifies the responsibilities that the parties share in

completing the project
 Functions of Project Schedule

5. Identifies the restraints on the project that are known at

the time

6. Provides the timeline of important and contractual

milestone dates that are identified for the project.

7. Provides the means to assess the resource requirements

and allocations for the project . This helps to identify the
critical resources needed and bottlenecks that the project
may experience.

8. Provides a baseline from which performance and progress

for the project can be measured.
 Functions of Project Schedule

9. Serves as a tool in helping to identify issues and Impacts

that may be associated with the potential changes to the
contractual work scope for the project.

10. Provides a means to simulate the potential impacts that

may result from different options for a proposed change

11. Identifies and establishes the schedule risks for the

projects so that they may be effectively managed
 Work Authorization System
14

✓ A work authorization system is used to coordinate when and in what

order the work is performed so that work and people may properly
interface with other work and other people.
✓ Associated to monitor and control project work process specifically.
✓ This means that there has to be a system under the project manager
which ensures that no work on the project is carried out or started
before the authorization of the project manager. This is a very
important concept to understand. As we know that the project manager
is a person who knows about all the activities going on in a project,
their results and their inter-dependability in detail. He knows which
activity is to start after which one is finished. He cannot afford to have
an electrician or a painter show up to work on a construction site where
the foundations are being laid. Without a proper work authorization
system, things like this are likely to happen
 WHAT IS PROJECT ESTIMATION?
15

“How much will this cost?”

“How long will it take?”
“What am I going to get?”
✓ Software development effort estimation is the process of predicting
the most realistic amount of effort (expressed in terms of person-hours
or money) required to develop or maintain software based on
incomplete, uncertain and noisy input.

✓ Estimating is a critical part of project planning, involving a

quantitative estimate of project costs, resources or duration. One
conundrum in estimating, especially for public-sector projects, is that
bidders sometimes make overly optimistic estimates in order to win the
business.
 WHAT IS PROJECT ESTIMATION?
16

Q: “How much is this going to cost?”

A: “As much as you're willing to spend.”

Q: “How long is this going to take?”

A: “As long as it takes to deliver what you ask.”

Q: “What am I going to get?”

A: “Whatever you tell us you want.”

 Things To Know About Estimating
17
 Things To Know About Estimating
18
 6.1 Plan Schedule Management

To plan for establishing the policies, procedures & documentation for planning,
developing, managing, executing and controlling the project schedule.

Provides guidance and direction on how the project schedule will be managed
throughout the project

This process answers the following questions :

Who will be involved, and what approach will we take to plan the schedule for the project?

What processes and procedures will we use to create the schedule?

Is there a work authorization system in place for the project to use?

Does the organization have a preferred project management software to use for scheduling?

If not, will the work of the project include creating a work authorization system, or selecting a
scheduling software product?
19
 Plan Schedule management ITTOs
20
 Plan Schedule Management – T&Ts

Data Analysis Techniques

Alternative Analysis
1. Determining which scheduling methodology to use and how to combine various
methods on a project .
Gantt Charts
PERT/CPM network model

2. Determining how detailed the schedule need to be.

3. The duration of waves for rolling wave planning and how often it should be
reviewed and updated.
4. An Appropriate Balance Between The Level Of Detail Needed To Manage The
Schedule And The Amount Of Time It Takes To Keep It Up To Date Needs To Be
Reached For Each Project

21
Plan Schedule Management – T&Ts

22
Plan Schedule Management – T&Ts

23
A PERT chart
• Presents a graphic illustration of a project as a network diagram
• consisting of numbered nodes (either circles or rectangles) representing events, or milestones in
the project linked by labelled vectors (directional lines) representing tasks in the project

24
Plan Schedule Management – T&Ts

25
Plan Schedule Management – T&Ts

A PERT chart VS Gantt Chart

26
Plan Schedule Management – T&Ts

27
Plan Schedule Management – T&Ts

The critical path method (CPM), or critical path

analysis (CPA), is an algorithm for scheduling a set of project
activities. It is commonly used in conjunction with the program
evaluation and review technique (PERT).

28
Plan Schedule Management – T&Ts

29
Plan Schedule Management – T&Ts

30
 Plan Schedule Mgmt.– Output
31
Schedule management Plan : Contains

The scheduling methodology and scheduling software

Estimation Rules like should estimates be in hours, days, or weeks? Should estimators identify
both the effort and duration. Etc.

Establishment of a schedule baseline

Identification of the performance KPIs that will be used on the project

Determination of what acceptable variances

Planning for how schedule variances will be identified, managed, communicated

Identification of schedule change control procedures

Reporting formats to be used

 6.2 Define Activities
32
Identifying and documenting the work that is planned to be performed.

Decomposing the work package into the activities.

The activities should be at a level small enough to estimate, schedule, monitor, and
control.

Defining activities is not always done as a separate process.

Provide a basis for estimating, scheduling, executing, and monitoring and controlling the
project work.

Question : Decomposing the work into work packages is done in which process ?

Question : Decomposing work packages into the activities required is done in which process ?
 Define Activities ITTOs
33
 Define Activities : Inputs
34

 Schedule Management Plan

Provides the prescribed level of detail necessary to manage the project

 Scope baseline
The project deliverables, constraints, and assumptions documented in the
project scope baseline are considered while defining activities.

 Enterprise Environmental Factors

Availability of project management information systems
Scheduling software tools.

 Organizational Process Assets

Existing formal and informal activity planning-related policies, procedures,
and guidelines that are considered in developing the activity definitions.
The lessons-learned knowledge base contains historical information
regarding activities lists used by previous similar projects that can be
considered when defining project schedule activities.
 Define Activities : Tools and Techniques

35

 Decomposition
Subdividing the project work packages into smaller, more manageable components
called schedule activities.
The Activity Definition process defines the final outputs as schedule activities
rather than as deliverables, as is done in the Create WBS process
 Decomposition

36
 Decomposition

37
 Define Activities : Tools and Techniques

38

 Rolling Wave Planning

A form of P.E. planning, where the work for near term is planned in detail, while work
far in the future is planned for at a relatively high level of the WBS.
Therefore, schedule activities can exist at various levels of detail in the project‟s life
cycle.
During early strategic planning, when information is less defined, activities might be
kept at the milestone level.
 Define Activities : Tools and Techniques

39
 6.3 Sequence Activities
40

Sequencing activities in the order in which the work will be performed.

Results into network diagram or schedule network diagram

Logically sequenced with proper precedence relationships, as well as leads and lags to
support later development of a realistic and achievable project schedule.

Performed by using project management software or by using manual techniques

or both
 Sequence Activities
41

Activity Sequencing: Inputs, Tools & Techniques, and Outputs

 Sequence Activities: Tools and Techniques

42

 Precedence Diagramming Method (PDM) or Activity-On-Node

(AON)
A method of constructing a project schedule network diagram that uses
boxes or rectangles, referred to as nodes, to represent activities and connects
them with arrows that show the dependencies.

• Finish-to-Start. Predecessor must finish before the successor can start.

This is the most commonly used relationship.

• Finish-to-Finish. Predecessor must finish before the successor can finish

• Start-to-Start. Predecessor must start before the successor can start.

• Start-to-Finish. Predecessor must start before the successor can finish. This
dependency is rarely used.
 Task Dependency Types
43
 PDM Method(AON)
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 Precedence Diagram Method
45
 Sequence Activities: Tools and Techniques

46

 Dependency Determination : Three types of dependencies are used to

define the sequence
1. Mandatory dependencies.
Hard Dependencies / Hard logic
Involve physical limitations, such as on a construction project, it is impossible
to erect the superstructure until foundation is ready.

2. Discretionary Dependencies.
Preferred logic, preferential logic or soft logic.
Create arbitrary total float values and can limit later scheduling options.
Important when analysing fast tracking.

3. External Dependencies.
Involve a relationship between project and non-project activities.
 Sequence Activities: Tools and Techniques

47

 Applying Leads and Lags

 PM determines the dependencies that may require a lead or a lag to

accurately define the logical relationship.

 Lead : A lead allows an acceleration of the successor activity. e.g.

this could be accomplished by a finish-to-start relationship with a
fifteen-day lead Schedule.

 A lag directs a delay in the successor activity.

 Sequence Activities: Tools and Techniques

48

 Leads and Lags

 Sequence Activities: Outputs
49

 Project Schedule Network Diagrams

 A schematic displays of the project's schedule activities and the logical
relationships among them, also referred to as dependencies. A project
schedule network diagram can be produced manually or by using project
management software.
 A summary narrative accompanies the diagram and describes the basic
approach used to sequence the activities. Any unusual activity sequences
within the network are fully described within the narrative.

 Project document updates

The documents that may be updated include Activity lists, activity
attributes,risk register.
 6.4 Estimate Activity Durations
50

 Uses information scope of work, required resource types, estimated resource

quantities, and resource calendars with resource availabilities.

 Amount of work effort required to complete the schedule activity is estimated.

 The amount of resources to be applied to complete the schedule activity is

estimated, and the number of work periods determined.

 Most project management software for scheduling will handle this situation by
using a project calendar and alternative work-period resource calendars.
 Estimate Activity Durations
51
 Estimate Activity Durations: Inputs
52

 Schedule management Plan

Defines the method used and level of accuracy

 Activity List

 Activity Attributes

 Activity Resource Requirements

Will directly affect on the schedule duration, quality and productivity.

 Resource Calendar
Includes the availability of human resources. The type, quantity,
availability, and capability could significantly influence the duration of schedule
activities. For example, if a senior and junior staff member are assigned full
Schedule, a senior staff member can generally be expected to complete a
given schedule activity in less Schedule than a junior staff member.
 Estimate Activity Durations: Inputs
53

 Project Scope Statement

 The constraints and assumptions.
 Information availability
 Existing conditions
 Contract terms and conditions

 Risk Register
The risk register may include identified risks, assumptions, and/or
constraints that should be reflected in the estimates. Through risk
management, the uncertainties are turned into identifiable opportunities
and threats (risks) to avoid padding.
 Estimate Activity Durations: Inputs
54

 Resource Breakdown Structure

Hierarchy of resources as per the skill and category level.

 Enterprise Environmental Factors

Approvals out of project control, other mandatory external dependencies

 Organizational Process Assets

Historical information on the likely durations
 Estimate Activity Durations: Tools and
Techniques
55

 Expert Judgment
Expert judgment, guided by historical information, can be used whenever
possible. The individual project team members. If such expertise is not
available, the duration estimates are more uncertain and risky.

 Analogous Estimating
 Quick estimation based upon historical data. E.g. total efforts it took to
construct the similar building in past. Efforts taken by similar data
migration for another application.

 Most reliable when the previous activities are similar, in fact the
project team members have similar skill sets
 Estimate Activity Durations: Tools and
Techniques
56

 Parametric Estimating
More accurate than analogous.
Uses the relationship between two variables and estimates the durations.
For example, productivity rates can be estimated on a design project by the number of
drawings Schedules labor hours per drawing. A cable installation in meters of cable Schedules
labor hours per meter.

There are two ways an estimator creates parametric estimates:

1. Regression analysis (scatter diagram)- Tracks two variables to see if they are
related and creates a mathematical formula to use in future parametric estimating.

2. Learning curve Example: The 1OOth room painted will take less Schedule than the
first room because of improved efficiency.
 Estimate Activity Durations: Tools and
Techniques
57

Heuristics
A heuristic means a generally accepted rule, or best practice. A schedule
heuristic might be, "Design work is always 15 percent of the total project
length:' The results of parametric estimating can become heuristics.

Analogous is considered top-down and is less accurate than parametric. Analogous

estimating uses an “analogy” – comparing a past similar project to your current project.
Parametric is more accurate, specifically when the underlying data is scalable.
 Estimate Activity Durations: Tools
and Techniques
58

 Three-Point Estimates
Used to understand the level of uncertainty embedded within an estimate.
The accuracy of the activity duration estimate can be improved by considering
the amount of risk in the original estimate. The concept originated with PERT.
Three- point estimates are based on determining three types of estimates:

• Most likely(tm).
• Optimistic(to). .
• Pessimistic(tp).

- Expected activity Duration using Triangular Distribution (Simple Average)

- Expected activity Duration using Beta Distribution (PERT)

 Program Evaluation and Review
Technique (PERT)
59

• PERT is a network analysis technique used to estimate project

duration when there is a high degree of uncertainty about the
individual activity duration estimates

 PERT weighted average formula: O + 4XM + P

6
 Example:
PERT weighted average =
8 workdays + 4 X 10 workdays + 24 workdays = 12 Days
6
where 8 = optimistic Schedule, 10 = most likely Schedule, and 24 =
pessimistic Schedule

= 12
Pert Calculations
 Estimate Activity Durations: Tools and
Techniques
61

 Reserve Analysis
The contingency reserve.
Can be used completely or partially,
Can be reduced or eliminated, as more précis information is available.
Documented along with other related data
Is Considered as a mitigation to the risk to schedule delay.

 Group Decision Making techniques

Involving team members in estimating. Those doing the work are most
likely to have a good understanding of the Schedule required to complete
the effort. Additionally, including team members in the estimating process
increases their buy-in to the resulting schedule.
Brainstorming, NGT, and Delphi technique.
 Role of the Project Manager in estimating
62

• Provide the team or experts with enough information to correctly

estimate each activity.

• Complete a sanity check of the estimates.

• Prevent padding.

• Formulate a reserve

• Make sure assumptions made during estimating are recorded for later
review.
 Other Different Estimation Techniques

63

One-Point Estimation : One estimate per activity

Negative effects on the project:

• It can force people into padding their estimates.
• It hides important information about risks and uncertainties from the project
manager that the project manager needs to better plan and control the project
• .
• It can result in a schedule that no one believes in, thus decreasing buy-in to the
project management process.

• When a person estimates that an activity will take 20 days and it is completed in
15 days, it can make the person who provided the estimate look unreliable.

• It often results in the estimators working against the project manager to protect
themselves, rather than with the project manager to help all involved in the
project
 Estimate Activity Durations: Outputs
64

 Activity Duration Estimates

For example:
• 2 weeks ± 2 days to indicate that the schedule activity will take at least
eight days and no more than twelve (assuming a five-day workweek).
• 15 percent probability of exceeding three weeks to indicate a high
probability—85 percent—that the schedule activity will take three
weeks or less.

 Project document updates

Project documents that may be updated include:
Activity attributes, assumptions made in developing the activity duration
estimate such as skill levels and availability.
 6.6 Develop Schedule
65

 Put the information into a schedule tool to create a schedule model.

The schedule model consists of all the project data that will be used
to calculate the schedule, such as the activities, dependencies, leads
and lags etc.

 Ultimate goal is to create a realistic project schedule that provides a

basis for monitoring project progress for the Schedule dimension of the
project.

 Developing a project schedule is usually an iterative process.

 6.6 Develop Schedule
66
 Develop Schedule: Tools and Techniques

67

 Schedule Network Analysis

Once you have an initial schedule model, you begin schedule network
analysis to create the final schedule. Different techniques are as below.

Critical Path Method

Schedule Compression
Modelling
Resource Optimization
Critical Chain Method
 Develop Schedule: Tools and Techniques

68

 Critical Path Method

 A project network analysis technique used to predict total project duration.
 A critical path for a project is the series of activities that determines the
earliest Schedule by which the project can be completed.
 Simple Example of Determining the
Critical Path
69

 Consider the following C=2 4 E=1

A=2 B=5
project network diagram. start 1 2 3 6
finish

D=7 5 F=2
Assume all Schedules are in
days.

a. How many paths are on this network

diagram?
b. How long is each path?
c. Which is the critical path?
d. What is the shortest amount of Schedule
needed to complete this project?
 Determining the Critical Path for a Project

70
 Critical Path helps the PM to

71

• Prove how long the project will take.

• Helps in determining where to focus your project management.

• Helps determine if an issue needs immediate attention.

• Provides a vehicle to compress the schedule during project and whenever

there are changes.

• Shows which activities have float and can therefore be delayed without
delaying the project.
 CPM standard notation descriptions
72
 Using Critical Path Analysis to Make
Schedule Trade-offs
73

• Total float {slack) : Amount of Schedule an activity can be delayed without

delaying the project end date or an intermediary milestone, while still adhering to
any imposed schedule constraints.

• Free float {slack) : Amount of Schedule an activity can be delayed without

delaying the early start date of its successor(s) while still adhering to any imposed
schedule constraints.
ES (Next Activity) – EF (current activity)

• Project float {slack) Amount of Schedule a project can be delayed without

delaying the externally imposed project completion date required by the customer
or management, or the date previously committed to by the project manager.

Remember : Activities on the critical path have zero float. Critical path activities that are delayed or have dictated dates can
result in negative float. Float is an asset on a project. If you know where you have float, you can use it to help organize and manage the
project.
 Types of Float

TOTAL FLOAT is the spare time available when all preceding

activities occur at the earliest possible times and all succeeding
activities occur at the latest possible times.

FREE FLOAT is the spare time available when all preceding activities
occur at the earliest possible times and all succeeding activities occur at
the earliest possible times.

74
Types of Float
Using Critical Path Analysis to Make Schedule
Trade-offs
76

• Forward Passing
• Backward Passing
 Exercise – Test Yourself

77

Q1. What is the Duration of critical

Path?

Q2. What is the float of activity 3?

Q3. What is the float of activity 2?

Q4. What is the float of the path with

the longest float?

Q5. The resource working on activity 3 is replaced with another resource who is less
experienced. The activity will now take 10 weeks. How will this affect the project?
 Develop Schedule: Tools and Techniques

78

 Schedule Compression
Shortens the project schedule without changing the project scope.

• Crashing
Cost and schedule tradeoffs are analyzed to determine how to
compress the schedule.
Results in increased cost.
Does not always produce a viable alternative.

• Fast tracking
Activities that normally would be done in sequence are
performed in parallel. An example would be to construct the
foundation for a building before all the architectural drawings are
complete.
Usually performed on critical path
Fast tracking can result in rework and increased risk.
 Develop Schedule: Tools and Techniques

79

 Critical Chain Method

• Modifies the project schedule to account for limited resources.
• Combines deterministic and probabilistic approaches.
• Usually done after determining the critical path by entering resource
availability.
• The resulting schedule produces a resource-constrained critical path,
which is usually different than the original.
 Develop Schedule: Tools and Techniques

80

Critical Chain Method helps to overcome the below problems:

Student Syndrome :
(Not starting the task until the last moment )
Parkinson’s Law :
(Delaying (or pacing) completion of the task)
Cherry picking tasks

As a result, the safety which was included at the planning stage is wasted and, if
“Murphy” strikes and problems do occur, tasks over-run.
 Develop Schedule: Tools and Techniques

82

 Scheduling tool
Automated scheduling tools expedite the scheduling process by generating start
and finish dates based on inputs of activities, network diagrams, resources and
activity durations.

 Modelling techniques
 What-if Scenario Analysis
Evaluating the scenarios (risks, delayed activities, bad whether, late
resources) to predict their impact on the project objectives.
A schedule network analysis is done to compute different scenarios like
delaying the major delivery, extending the efforts for some activities,
provisioning the external factors like strike, hardware failure, process
changes etc.
 Simulation
Process of identifying the multiple project durations with different sets of
activity assumptions.
 Develop Schedule: Tools and Techniques

83

 Resource Optimization Techniques

 Resource leveling.

 Addresses the schedule activities that need to be performed to meet

specified delivery dates, to address the situation bsed upon resource
calendars and resource quantities.

 To keep the resource usage at a constant level during specific Schedule

periods of the project work.

 Resource levelling may cause the original critical path to change.

 Produces a resource-limited schedule, someSchedules called a resource-

constrained schedule, with scheduled start dates and scheduled finish
dates.
 Develop Schedule: Tools and Techniques

84

 Applying Calendars
Project calendars and resource calendars identify periods when work is
allowed. Project calendars affect all activities.

Adjusting Leads and Lags

Since the improper use of leads or lags can distort the project schedule,
the leads or lags are adjusted during schedule network analysis to develop a
viable project schedule.

 Schedule Model
Schedule data and information are compiled into the schedule model for
the project. The schedule model tool and the supporting schedule model data
are used in conjunction with manual methods or project management software
to perform schedule network analysis to generate the project schedule
 Develop Schedule: Outputs
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 Project Schedule
 Includes planned start date and planned finish date for each
schedule activity.
 The project schedule can be presented in summary form,
someSchedules referred to as the master schedule or milestone
schedule, or presented in detail.
• Project schedule network diagrams. These diagrams, with activity
date information, usually show both the project network logic and the
project's critical path schedule activities.

• Bar charts. These charts, with bars representing activities, show

activity start and end dates, as well as expected durations.

• Milestone charts. These charts are similar to bar charts, but only
identify the scheduled start or completion of major deliverables and
key external interfaces
 Develop Schedule: Outputs
86

 Schedule Data
Supporting data for the project schedule includes at least the schedule
milestones, schedule activities, activity attributes and documentation of all identified
assumptions and constraints.

 Schedule Baseline
A specific version of the project schedule developed from the schedule
network analysis of the schedule model. it is accepted and approved by the
project management team as schedule baseline with baseline start dates and
baseline finish dates.

 Project document updates

There could be updates to activity resource requirements, activity attributes, risk
register etc.
 Milestone chart
87
 Bar chart
88
 Gantt Charts
89

 Gantt charts provide a standard format for displaying project schedule

information by listing project activities and their corresponding start and
finish dates in a calendar format
 Symbols include:
– A black diamond: milestones or significant events on a project with zero
duration
– Thick black bars: summary tasks
– Lighter horizontal bars: tasks
– Arrows: dependencies between tasks
 Figure :Gantt Chart for Software Launch Project

90
 6.7 Control Schedule
91

 Objective
Determining the current status of the project schedule.
Influencing the factors that create schedule changes.
Determining that the project schedule has changed.
Managing the actual changes as they occur.
Control Schedule is a portion of the Integrated Change Control
process.
 Control Schedule
92
 Iteration burndown Chart
93

 An Iteration burndown chart is a graph that shows how much work the team
has left in their current iteration in order to meet their iteration goal. At the
start of an iteration the team estimates the work for all the tasks they commit
to.
 The sum of all the hours estimated for all the tasks is the starting point for the
graph. Every day the team members work on tasks and the work should
reduce every day. Every day you can plot the remaining amount of work, and
the graph displays a downward trend. Here are some examples:
 Iteration burndown Chart
94
 Issues to be addressed in schedule control

95
 Controlling Changes to the Project Schedule
96

• Perform reality checks on schedules

• Allow for contingencies
• Don‟t plan for everyone to work at 100% capacity all
the
Schedule
• Hold progress meetings with stakeholders and be
clear and honest in communicating schedule issues
 Summary topics of this session
97

 6.1 Plan Schedule Management

 6.2 Define Activities

 6.3 Sequence Activities

 6.4 Estimate Activity Durations

 6.5 Develop Schedule

 6.6Control Schedule
98

Thank you

Questions?

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