Nazlawi Business college

Chapter 6
(Project Schedule Management)
Process Name Inputs output Tools and Techniques
Plan Schedule 1. Project charter 1. Schedule 1. Experts Judgment
Management 2. Project management plan management 2. Data analysis
3. Enterprise Environmental plan 3. Meetings
Factors
4. Organizational Process
Assets
Define 1. Project management plan 2. Activity list 1. Experts Judgment
Activities 2. Enterprise Environmental 3. Activity attributes 2. Decomposition
Factors 4. Milestone list 3. Rolling wave
3. Organizational Process 5. Change requests planning
Assets 6. Project 4. Meetings
management
plan updates
Process Name Inputs output Tools and Techniques
Sequence 1. Project management plan 1. Project 1. Precedence
Activities 2. Project documents schedule diagramming
3. Enterprise Environmental network method(PDM)
Factors diagram 2. Dependency
4. Organizational Process Assets 2. Project determination
documents 3. Leads and lags
updates 4. PMIS
Estimate 1. Project management plan 1. Duration 1. Experts Judgment
Activity 2. Project documents estimates 2. Analogous
Duration 3. Enterprise Environmental 2. Basis of estimating
Factors estimates 3. Parametric
4. Organizational Process Assets 3. Project estimating
documents 4. Three-point
updates estimating
5. Bottom up
estimating
6. Data analysis
7. Decision making
8. Meetings
Process Name Inputs output Tools and Techniques
Develop 1. Project management 1. Schedule baseline 1. Schedule
Schedule plan 2. Project schedule network analysis
2. Project documents 3. Schedule data 2. Critical path
3. Agreements 4. Project calendars method
4. Organizational assets 5. Project 3. Critical chain
management method
plan updates 4. Resource
6. Project optimization
documents techniques
updates 5. Data analysis
7. Change requests 6. Leads and lags
8. Project 7. PMIS
management 8. Agile release
plan updates planning
Control • Project management 1. Work 1. Data analysis
Schedule plan performance 2. Critical path
• Project documents information method
• Work performance data 2. Schedule forecasts 3. PMIS
• Organizational Process 3. Change requests 4. Resource
Assets 4. Project optimization
management 5. Leads and lags
plan updates 6. Schedule
5. Project compression
documents
updates
 Introduction

• Project Schedule Management includes the

processes required to manage timely
completion of the project.
• The project schedule management processes
and their associated tools and techniques are
documented in the schedule management
plan. The schedule management plan is
contained in, or is a subsidiary plan of, the
project management plan.
 Key concept of project time management
• Project scheduling provides a detailed plan that represents how and when the
project will deliver the products services, and results defined in the project scope
• serves as a tool for communication, managing stakeholder’s expectations, and as a
basis for performance reporting
• The project management team selects a scheduling method, such as critical path or
agile approach
• The project-specific data, such as the activities, planned dates, durations, resources,
dependencies, and constraints, are entered into a scheduling tool to create a
schedule model for the project. The result is a project schedule
• the detailed project schedule should remain flexible throughout the project to
adjust for knowledge gained, increased understanding of the risk, and value-added
activities.
• There are two main practicing for scheduling methods (Iterative scheduling with a
backlog & On-demand scheduling.)
• Iterative scheduling with a backlog is a form of rolling wave planning based on
adaptive life cycles where requirements are documents in user stories. This
approach is often used to deliver incremental value to the customer or when
multiple teams can concurrently develop a large number of features that have few
interconnected dependencies. The benefit of this approach is that it welcomes
changes throughout the development life cycle.
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• On-demand scheduling used in a Kanban (a system for scheduling

inventory control and replenishment) system. On-demand scheduling
does not rely on a schedule that was developed previously but pulls
work from a backlog or intermediate queue of work to be done
immediately as resources become available. Tasks are relatively similar
in size and scope. It’s used in projects that evolve the product
incrementally in operational environment
• Adaptive approaches use short cycles to undertake work, these cycles
provide rapid feedback on the approaches and suitability of
deliverables and generally manifest as iterative scheduling and on-
demand, pull-based scheduling
• If a business analyst is assigned to a project, requirement-related
activities are the responsibility of that role
• Eliciting, documenting and managing stakeholder requirements Is a
responsibility of a business analyst in projects where business analysts
collaborate with project managers to manage the project scope
 Plan Schedule Management
(Planning Process Group)
• The process of establishing the policies,
procedures, and documentation for planning,
developing, managing, executing, and
controlling the project schedule.
• Key benefit of this process is that it provides
guidance and direction on how the project
schedule will be managed throughout the
project.
• This process is performed once or at
predefined points in the project
Plan Schedule Management Inputs
• 1- Project Charter
• As it defines the summary milestone schedule
that will influence the management of the
schedule
• 2- Project Management Plan
• Includes Scope management plan and
Development approach (schedule approach
and techniques)
• 3- Enterprise Environmental Factors
• 4- Organizational Process Assets
 Plan Schedule Management Tools
and Techniques
• 1- Expert Judgment
• specialized knowledge in previous similar projects
in development, methodologies and software.
• 2- Data Analysis
• Alternative analysis: determine which schedule
methodology to use, or how to combine various
methods on the project
• 3- Meetings
• Meeting may include: Project manager, Sponsor,
team members and selected stakeholders
 Plan Schedule Management Outputs
• 1- Schedule Management Plan
• It maybe formal or informal, highly detailed, or broadly framed
• The schedule management plan is a component of the project management plan that
establishes the criteria and the activities for developing, monitoring, and controlling the
schedule. It includes;
– Project schedule model development: Scheduling methodology and tool to be used in the
project
– Release and iteration length: In adaptive life cycle the time-boxed periods for releases, waves
and iterations are specified.
• Time-boxed periods: durations which the team works steadily toward completion of a
goal, and this helps to minimize scope creep
– Level of accuracy: Specifies the acceptable range used in determining realistic activity
durations
– Units of measure: Each unit of measurement is defined for each of the resources
– Organizational procedures links: WBS provides the framework for the schedule management
plan allowing for consistency with the estimates and resulting schedules.
– Project schedule model maintenance: Update the status and record progress of the project
– Control thresholds: Variance thresholds for monitoring schedule performance to indicate an
agreed-upon amount of variation to be allowed before some action needs to be taken. Usually
in %
– Rules of performance measurement: Earned value management (EVM) or other
measurement rules are set
– Reporting formats. The formats and frequency for the various schedule reports are defined.
Define Activities (Planning Process Group)

• Define Activities is the process of identifying and

documenting the specific actions to be
performed to produce the project deliverables.
• Key benefit of this process is that it decomposes
work packages into schedule activities that
provide a basis for estimating, scheduling,
executing, monitoring, and controlling the
project work.
• This Process is performed throughout the project
 Define Activities Inputs
• 1- Project Management Plan
• Includes (Schedule management plan and
Scope baseline)
• 2- Enterprise Environmental Factors
• PMIS
• 3- Organizational Process Assets
 Define Activities Tools & Techniques
• 1- Expert Judgment
• 2- Decomposition
• Technique used for dividing and subdividing the project scope and project
deliverables into smaller, more manageable parts. Activities represent the
effort needed to complete a work package.
• The activity list, WBS, and WBS dictionary can be developed either
sequentially or concurrently
• 3- Rolling Wave Planning
• Iterative planning technique in which the work to be accomplished in the
near term is planned in detail, while work further in the future is planned
at a higher level
• It is a form of progressive elaboration and it’s applicable on work packages
• 4- Meetings
 Define Activities Outputs
• 1- Activity List
• Includes the schedule activities required on the project.
• Projects that use agile/rolling wave techniques the activity list will be updated periodically
• activity list includes activity identifier and scope of work description for each activity
• 2- Activity Attributes
• Identifies component associated with each activity which evolves over time
• At early stages it will include activity identifier, WBS ID, and activity name
• At later stages/completed will include descriptions, predecessor, activities, successor activities,
logical relationships, leads and lags resource requirements, constraints, and assumptions.
• 3- Milestone List
• Significant point or event in a project which has zero duration
• They can be mandatory (required by contract) or optional
• 4- Change Requests
• Once the project has been baselined, the progressive elaboration of deliverables into activities
may reveal work that was not initially part of the project baselines
• Change requests are processed through the Perform Integrated Change Control process
• 5- Project Management Updates
• Schedule baseline
• Cost baseline
 Sequence Activities (Planning Process
Group)
• Sequence Activities is the process of identifying and documenting
relationships among the project activities.
• Key benefit of this process is that it defines the logical sequence of
work to obtain the greatest efficiency given all project constraints.
• This process is performed throughout the project
• Every activity except the first and last should be connected to at least
one predecessor and at least one successor activity with an appropriate
logical relationship
• Leads and lags may be used to support realistic and achievable project
schedule.
• Sequence Activities process concentrates on converting the project
activities from a list to a diagram to act as a first step to publish the
schedule baseline.
 Sequence Activities Inputs
• 1- Project Management Plan
• Includes Schedule management plan & Scope
baseline
• 2- Project documents
• Includes (Activity attributes, Activity list,
Assumption log and Milestone list)
• 3- Enterprise Environmental Factors
• 4- Organizational Process Assets
 Sequence Activities Tools & Techniques
• 1- Precedence Diagramming Method (PDM)
• Technique used for constructing a schedule model in which activities are represented by nodes
and are graphically linked by one or more logical relationships to show the sequence in which
the activities are to be performed
• Predecessor activity is an activity that logically comes before a dependent activity in a
schedule
• PDM includes four types of dependencies or logical relationships
• Finish-to-start (FS): successor activity cannot start until a predecessor activity has finished.
• Finish-to-finish (FF): successor activity cannot finish until predecessor activity has finished
• Start-to-start (SS): successor activity cannot start until a predecessor activity has started
• Start-to-finish (SF): successor activity cannot finish until a predecessor activity has started
• Finish-to-start (FS) is the most commonly used type of precedence relationship
• Start –to-finish (SF) is the least used type of precedence relationship

• Two activities can have two logical relationships at the same time. However Multiple
relationships between the same activities are not recommended. Usually the relationship with
highest impact is selected
 2- Dependency Determination and Integration

• Dependencies may be characterized by the

following attributes: mandatory or discretionary,
internal or external. Dependency has four
attributes, but two can be applicable at the same
time in the following ways: mandatory external
dependencies, mandatory internal dependencies,
discretionary external dependencies, or
discretionary internal dependencies. Determining
the dependencies take place in Sequence Activities
Process.
 2

• Mandatory dependencies: are legally or contractually required. They often

involve physical limitations. They often called “hard logic or hard
dependencies”
• Discretionary dependencies: are established based on knowledge of best
practices at some unusual aspect of the project where a specific sequence is
desired. Some activities can occur at same time (parallel) but performing
them in sequential order reduces the overall project risk. Discretionary
dependencies they create total float values which can limit scheduling
options. Discretionary dependencies also called “logic, preferential logic, or
soft logic)
• External dependencies: involve a relationship between project activities
and non-project activities and usually outside the project team’s control.
• Internal dependencies: involve a precedence relationship between project
activities and are generally inside the project team’s control.
 3

• 3- Leads and Lags

• Lead is the amount of time a successor activity
can be advanced with respect to a predecessor
activity. Lead is often represented as a negative
value for lag in scheduling software (SS -10)
• Lag is the amount of time a successor activity
will be delayed with respect to a predecessor
activity. And it is often represented as a Positive
value for lag in scheduling software (SS+ 10)
 4
• 4- Project Management Information System
(PMIS)
• Scheduling software that has the capability to
help plan, organize the schedule like (MS
Project & Primavera)
 Sequence Activities Outputs

• 1- Project Schedule Network Diagrams

•  graphical representation of the logical relationships
also refereed as dependencies
•  Activities that have multiple predecessor activities
indicate a path convergence. Activities that have
multiple successor activities indicate a path divergence
• 2- Project Documents updates
•  Includes (Activity attributes, Activity list, Assumption
log and Millstone list)
Estimate Activity Duration (Planning Process
Group)
• Estimate Activity Durations is the process of estimating the number of work
periods needed to complete individual activities with estimated resources
• Key benefit of this process is that it provides the amount of time each activity
will take to complete
•  This process is performed throughout the project
•  Estimating activity durations uses information from (Scope of work, required
resources, skill levels, resources quantities, resource calendars, constraint,
effort involved and resources types)
•  Duration estimate is progressively elaborated and it considers quality and
availability of data
•  Usually the number of resources and skill proficiency of resources may
determine the activity’s duration
•  It’s not simple straight line or linear relationship when estimating the
duration with resources
 2
• There are factors to consider when estimating the duration
• Law of diminishing returns: When one factor used to determine the effort
required to produce a unit of work is increased while all other factors remain
fixed a point will eventually be reached at which additions of that factor
start to yield progressively smaller or diminishing increases in output.
• Number of resources: Increasing the number of resources to twice the
original number of the resources does not always reduce the time by half, as
it may increase extra duration due to risk
• Advances in technology: Increase in the output of a manufacturing plant
may be achieved by procuring the latest advances in technology may impact
duration and resource needs
• Motivation of staff: Project manager also needs to be aware of Student
Syndrome (procrastination), when people start to apply themselves only at
the last possible moment before the deadline, and Parkinson’s Law where
work expands to fill the time available for its completion
 Estimate Activity Inputs
• 1- Project Management Plan
• Includes (Schedule management plan and Scope baseline)
• 2- Project Documents
• Includes (Activity attributes, Activity list, Assumption log, Lessons
learned register, Milestone list, Project team assignments, Resource
breakdown structure, Resource calendars, Resource requirements
and Risk register)
–  Resource calendars influence the duration of schedule activities due to the
resources availability, type and attributes. Resource calendars specify when
and how long identified project resources will be available during the project
• 3- Enterprise Environmental Factors
• 4- Organizational Process Assets
 Estimate Activity Tools & Techniques
• 1- Expert Judgment
• Specialized knowledge in Schedule development and expertise in estimating
• 2- Analogous Estimating
• Technique for estimating the duration or cost of an activity or a project using historical data. It
uses parameters from previous projects such as (duration, budget, size, weight, and
complexity)
• Relies on actual duration of previous, similar projects
• This technique is used when there is a limited amount of detailed information about the
project.
• Generally, less costly and less time-consuming than other techniques but it is also less accurate
• 3- Parametric Estimating
• Technique in which an algorithm is used to calculate cost or duration based on historical data
and project parameters
• Uses a statistical relationship between historical data and other variables to calculate activity
duration and cost
• Durations can be quantitatively determined by multiplying the quantity of work to be performed
by the number of labor hours per unit of work
• This technique can produce higher levels of accuracy
 2
• 4- Three-Point Estimating
• Using three-point estimates helps define an approximate range for an
activity’s duration
• Most likely (tM): based on the duration of the activity given the resources
likely to be assigned
• Optimistic (tO): based on analysis of the best-case scenario for the activity
• Pessimistic (tP): based on analysis of the worst-case scenario for the activity
• Then expected duration (tE) can be calculated. One commonly used formula
is triangular distribution
• tE= (tO + tM + tP) / 3 . In Beta Distribution (PERT) tE= (tO + 4tM + tP) / 6
• Triangular distribution is used when there is insufficient historical data or
when using judgmental data. This technique provides an expected duration
and clarify the range of uncertainty
 3
• 5- Bottom-Up Estimating:
• Method of estimating project duration or cost by aggregating the estimates of the
lower level components of the WBS.
• If an activity duration can’t be estimated with reasonable confidence, the work within
the activity is decomposed into more detail.
• These estimates are then aggregated into a total quantity for each of the activity’s
durations
• 6- Data Analysis
• Alternatives analysis: Helps in determining optimal approach for accomplishing
project work by comparing various levels of resources capability, scheduling
techniques &
• Reserve analysis: determine the amount of contingency and management reserve
needed for the project. Duration estimates may include contingency reserves
(schedule reserves,) to account schedule uncertainty.
• Contingency reserves are associated with the known-unknowns (unknown amount of
work). It may be a percentage of estimated activity duration or fixed number of work
periods.
 4
• Management reserves are a specified amount of the project budget withheld
for management control purposes and are reserved for unforeseen work that
is within scope of the project. It addresses unknown-unknowns that can
affect a project. However, Management reserve is not included in the
schedule baseline but it is part of the overall project duration requirements.
• 7- Decision making
• Includes voting, but in agile projects variation of voting is used called fist of
five where project manager asks the team to show their support by holding
up closed fist (no support) up to five fingers (full support). The manager
continues it until the team achieve consensus (three or more fingers)

• 8- Meetings
• In agile approach sprint/iteration planning discuss backlog items (user
stories).
 Estimate Activity Outputs:
• 1- Duration Estimates
• Quantitative assessments of the likely number of time periods that
are required to complete an activity, phase or project and it does
not include any lags
• The estimate can include range (value or percentage) (e.g. 7 weeks
± 1)
• 2- Basis of estimates
•  Provide clear and complete understanding how the duration
estimate was derived
• 3- Project Documents Updates
• Includes Activity attributes, Assumption log and Lessons learned
register.
Develop Schedule (Planning Process Group)
• Develop Schedule is the process of analyzing activity sequences,
durations, resource requirements, and schedule constraints to create a
schedule model for project execution and monitoring and controlling
• Key benefit of this process is that it generates a schedule model with
planned dates for completing project.
• This process is performed throughout the project
• Developing an acceptable project schedule is an iterative process
• The schedule model determines planned start and finish dates for
activities and milestones
• After activities has been determined, project staff is assigned to
review the activities has no conflict with resource calendars or
relationships
 2
• There are factors to consider when estimating the duration
• Law of diminishing returns: When one factor used to determine the effort
required to produce a unit of work is increased while all other factors remain
fixed a point will eventually be reached at which additions of that factor
start to yield progressively smaller or diminishing increases in output.
• Number of resources: Increasing the number of resources to twice the
original number of the resources does not always reduce the time by half, as
it may increase extra duration due to risk
• Advances in technology: Increase in the output of a manufacturing plant
may be achieved by procuring the latest advances in technology may impact
duration and resource needs
• Motivation of staff: Project manager also needs to be aware of Student
Syndrome (procrastination), when people start to apply themselves only at
the last possible moment before the deadline, and Parkinson’s Law where
work expands to fill the time available for its completion
 Develop Schedule Inputs
• 1- Project Management Plan
• Includes (Schedule management plan and Scope baseline)

• 2- Project Documents
• Includes (Activity attributes, Activity list, Assumption log, Basis of estimates,
Duration estimates, Lessons learned, Milestone list, Project schedule network
diagrams, Project team assignments, Resource calendars, Resource requirements
and Risk register)

• 3- Agreements

• 4- Enterprise Environmental Factors

• 5- Organizational Process Assets

 Develop Schedule Tools & Techniques
• 1- Schedule Network Analysis
• Technique used to generate the project schedule model and
it’s an iterative process
• Employs several other techniques such as critical path
method, resource optimization techniques and modeling
techniques
• Assessing the need to aggregate schedule reserves to
reduce the probability of a schedule slip
• Reviewing the network to see if the critical path has high-
risk activities or long lead items that would necessitate use
of schedule reserves
 2- Critical Path Method
• The critical path estimates the minimum project duration and determine the amount of schedule flexibility
on the logical network paths within the schedule model
• The critical path is the sequence of activities that represents the longest path through a project, which
determines the shortest possible project duration
• Schedule network analysis technique calculates early/late start/finish dates without regard of any resource
limitations
• Total float (slack) is the amount of time an activity can be delayed without delaying the project completion
date. On a critical path the total float is zero.
• Free float is the amount of time that a schedule activity can be delayed without delaying the early start
date of any successor or violating a schedule constraint
• Positive total float is caused when the backward pass is calculated from a schedule constraint that is later
than the early finish date that has been calculated during forward pass calculation (there is more time
available for an activity in the project schedule.)
• Negative total float is caused when a constraint on the late dates is violated by duration and logic. Negative
float analysis is a technique that helps to find possible accelerated ways of bringing a delayed schedule back
on track.
• Negative Float - results when the time difference between the late dates and the early dates (start or finish)
of an activity is negative. Negative float it means excess time is not available for an activity so that activity
must have to start before their predecessor activities complete in order to meet a target finish date in a
project schedule else the project is bound to be delayed.
• The critical path method is used to calculate the critical path(s) and the amount of total and free float or
schedule flexibility on the logical network paths within the schedule model
 3- Resource Optimization
• Resource leveling: A technique in which start and finish dates are adjusted based
on resource constraints with the goal of balancing the demand for resources with
the available supply
•  Resource leveling can be used when shared or critically required resources are
available only at certain times or in limited quantities or over allocated
•  Resource leveling can often cause the original critical path to change
•  Available float is used for leveling resources.

• Resource Smoothing: A technique that adjusts the activities of a schedule model

such that the requirements for resources on the project do not exceed certain
predefined resource limits
•  Critical path is not changed and the completion date may not be delayed
•  Activities with free and total float may only be delayed.
•  Resource smoothing may not be able to optimize all resource
•  Resource smoothing is very similar to resource leveling except smoothing uses total
and free float
 4- Data Analysis
• What-if scenario analysis: process of evaluating scenarios in
order to predict their effect (positive or negative) on the project.
It’s used to computer the different scenarios that might affect the
project.it helps in assessing the feasibility and address the impact
on unexpected situations

•  Simulation: models the combined effects of individual project

risks and other sources of uncertainty to evaluate their potential
impact on achieving project objectives. Most common technique is
Monte Carlo analysis. Where risk and other uncertainties are used
to calculate possible schedule outcome for the project. It involves
calculating multiple work package durations with different sets of
activity assumptions using probability distribution.
 5- Leads and Lags

• Leads are used to advance a successor activity

with respect to the predecessor activity.
• Lags are used where processes require a set
period of time to elapse between the
predecessors and successors without work or
resource impact
 6- Schedule Compression
• Schedule compression techniques are used to shorten or accelerate the
schedule duration without reducing the project scope in order to meet
schedule constraints, imposed dates, or other schedule objectives. A helpful
technique is the negative float analysis. Techniques that can be used:
• Crashing: Technique used to shorten the schedule duration for the least
incremental cost by adding resources. Examples (overtime, additional
resources). Crashing works only for activities on the critical path where
additional resources will shorten the activity’s duration. Crashing does not
always produce a viable alternative and may result in increased risk and/or
cost.

• Fast Tracking: compression technique in which activities or phases normally

done in sequence are performed in parallel for at least a portion of their
duration. Fast tracking may result in rework and increased risk. Fast tracking
only works when activities can be overlapped to shorten duration at critical
path. Fast tracking may also increase project costs.
 7- Project Management Information System (PMIS)

• Include scheduling software that expedites

the process of building a schedule model
 8- Agile Release Planning

• Provides a high-level summary timeline of the

release schedule (3-6 months)
• determines the number of iterations or
sprints in the release, and allows the product
owner and team to decide how much needs to
be developed and how long it will take to have
a releasable product based on business goals
dependencies, and impediments.
 Develop Schedule Outputs
• 1- Schedule Baseline:
• Approved version of a schedule model that
can be changed only through formal change
procedure and used as comparison to actual
results. And is part of project management
plan
 2- Project Schedule

• Output of a schedule model that presents linked

activities with planned dates, durations milestones,
and resources.
• If resource planning is done at an early stage, the
project schedule remains preliminary until resource
assignments have been confirmed and scheduled
start and finish dates are established
• The project schedule may be presented in summary
form, sometimes referred to as the master schedule
or milestone schedule
 2
• Project schedule is usually presented in graphical form using one or more of
the following formats:
• Bar charts (Gantt Charts): Represent schedule information where activities are
listed on the vertical axis, dates are shown on the horizontal axis, and activity
durations are shown as horizontal bars placed according to start and finish
dates.
• Milestone charts: similar to bar charts, but only identify the scheduled start or
completion of major deliverables and key external interfaces
• Project schedule network diagrams (Pure logic diagram): commonly
presented in the activity-on-node diagram format showing activities and
relationships without a time scale. usually show both the project network logic
and the project’s critical path schedule activities.

• Another presentation of it is time-scaled logic diagram: include a time scale

and bars that represent the duration of activities with the logical relationships
 3- Schedule Data

• collection of information for describing and

controlling the schedule includes (milestones,
activities, attributes and documentation for
assumptions and constraints). May also
resource histograms and cash flow
projections, order and delivery schedule.
 4- Project Calendars

• Identifies working days and shifts that are

available for scheduled activities. It
distinguishes available working dates from
periods that are not available for work. Project
may have more than one project calendar.
Calendars may be updated
 5- Change Requests
• Modifications to the project scope or project
schedule may result in change requests
• Preventive actions may include recommended
changes to eliminate or reduce the probability
of negative schedule variances.
 6-Project Management updates

• Includes Schedule management plan and Cost

baseline .
• 7- Project Documents Updates
• Includes activity attributes, Assumption log,
Duration estimates, Lesson learned register,
Resource requirements, Risk register
 Control Schedule (Monitor & Controlling
Process Group)
• Control Schedule is the process of monitoring the status of the
project to update the project schedule and managing changes to
the schedule baseline.
• Key benefit of this process is that the schedule baseline is
maintained throughout the project
– This process is performed throughout the project
– Updating the schedule model requires knowing the actual performance
to date
– Regular and milestone status updates from contractors and suppliers are
a means of ensuring the work is progressing as agreed upon to ensure
the schedule is under control
– Reviews and walkthroughs should be done to ensure the contractor
reports are accurate
 Control Schedule Inputs
• 1- Project Management Plan
• Includes (Schedule management plan, Schedule baseline,
Scope baseline and Performance measurement baseline)
• 2- Project Documents
• Includes (Lessons learned register, Project calendars, Project
schedule, Resource calendars and Schedule data)
• 3- Work Performance Data
• contains data on project status such as which activities have
started, their progress and which activities have finished
• 4- Organizational Process Assets
 Control Schedule Tools & Techniques
• 1- Data Analysis
• Earned Value Analysis: Schedule performance measurements such as schedule variance (SV)
and schedule performance index (SPI) are used to asses magnitude of variation to original
baseline
• Iteration Burn down Chart: This chart tracks the work that remains to be completed in the
iteration backlog. It analyzes the variance with respect to an ideal burn down based on work
committed. A forecast trend line used to predict the likely variance, and diagonal line represent
ideal burn down and daily actual remaining work is then plotted .
• Performance reviews: Measure, compare, and analyze schedule performance against the
schedule baseline
• Trend analysis: Examines project performance over time to determine whether performance is
improving or deteriorating. Graphical analysis maybe used.
• Variance analysis: Variance analysis looks at variances in planned versus actual start and finish
dates, planned versus actual durations, and variances in float. Also determine cause and degree
of variance relative to baseline. And decide if corrective and preventive action is required.
• What-if scenario analysis: assess the various scenarios guided by the output from the Project
Risk Management processes to bring the schedule model into alignment with the project
management plan and approved baseline
 2
• 2- Critical Path Method
• 3- Project Management Information System
(PMIS)
• 4- Resource Optimization
• 5- Leads and Lags
• 6- Schedule Compression
 Control Schedule Outputs
• 1- Work Performance Information
• Work performance information includes information on how the project work is performing
compared to the schedule baseline Variances. Variances can be calculated at work package
level
• 2- Schedule Forecasts
• estimates or predictions of conditions and events in the project’s future based on
information and knowledge available at the time of the forecast
• The information is based on the project’s past performance and expected future
performance based on corrective or preventive actions
• This can include earned value performance indicators, and schedule reserve information
• 3- Change Requests
• 4- Project Management Plan Updates
• Includes Schedule management plan, Schedule baseline, Cost baseline and Performance
measurement baseline
• 5- Project Document Updates
• Includes (Assumption log, Basis of estimates, Lessons learned register, Project schedule,
Resource calendars, Risk register and Schedule data)