Chapter 6 Project Schedule Management PDF
Chapter 6 Project Schedule Management PDF
Welcome to Project
Management Program
Project Schedule
Management
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Overview Of This Session
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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?
Unrealistic
Schedules
Unbalanced
Schedules
Imposed
Schedules
No Support form
Significant others
Holiday's illness
and other changes
Scheduling Pitfalls
Functions of Project Schedule
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
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?
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Plan Schedule management ITTOs
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Plan Schedule Management – T&Ts
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Plan Schedule Management – T&Ts
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Plan Schedule Management – T&Ts
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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
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Plan Schedule Management – T&Ts
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Plan Schedule Management – T&Ts
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Plan Schedule Management – T&Ts
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Plan Schedule Management – T&Ts
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Plan Schedule Management – T&Ts
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Plan Schedule Management – T&Ts
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Plan Schedule Mgmt.– Output
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Schedule management Plan : Contains
Estimation Rules like should estimates be in hours, days, or weeks? Should estimators identify
both the effort and duration. Etc.
The activities should be at a level small enough to estimate, schedule, monitor, and
control.
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
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Define Activities : Inputs
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Scope baseline
The project deliverables, constraints, and assumptions documented in the
project scope baseline are considered while defining activities.
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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
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Decomposition
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Define Activities : Tools and Techniques
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6.3 Sequence Activities
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Logically sequenced with proper precedence relationships, as well as leads and lags to
support later development of a realistic and achievable project schedule.
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• Start-to-Finish. Predecessor must start before the successor can finish. This
dependency is rarely used.
Task Dependency Types
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PDM Method(AON)
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Precedence Diagram Method
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Sequence Activities: Tools and Techniques
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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
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Most project management software for scheduling will handle this situation by
using a project calendar and alternative work-period resource calendars.
Estimate Activity Durations
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Estimate Activity Durations: Inputs
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Activity List
Activity Attributes
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
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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
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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
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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.
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
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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.
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).
= 12
Pert Calculations
Estimate Activity Durations: Tools and
Techniques
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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.
• Prevent padding.
• Formulate a reserve
• Make sure assumptions made during estimating are recorded for later
review.
Other Different Estimation Techniques
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• 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
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D=7 5 F=2
Assume all Schedules are in
days.
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Critical Path helps the PM to
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• Shows which activities have float and can therefore be delayed without
delaying the project.
CPM standard notation descriptions
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Using Critical Path Analysis to Make
Schedule Trade-offs
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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
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.
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Types of Float
Using Critical Path Analysis to Make Schedule
Trade-offs
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• Forward Passing
• Backward Passing
Exercise – Test Yourself
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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
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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
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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
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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
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Resource leveling.
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Applying Calendars
Project calendars and resource calendars identify periods when work is
allowed. Project calendars affect all activities.
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.
• 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
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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.
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6.7 Control Schedule
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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
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Iteration burndown Chart
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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
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Issues to be addressed in schedule control
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Controlling Changes to the Project Schedule
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6.6Control Schedule
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Thank you
Questions?
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