Time Management 6.5 Develop Schedule:

Quick Link for Time Management

Time Managment 6.1 define activities

Time Management 6.2 sequence activities

Time Managment 6.3 Estimate Activity Resources

Time Management 6.4 Estimate Activity Durations:

Time Management 6.5 Develop Schedule:

Time Management 6.6 Control Schedule:

Schedule development builds upon the four previous processes (activity list, sequencing, resource estimates and duration estimates) to establish the project schedule. Entering these data into a scheduling tool (usually software such as Microsoft Project or Primavera or others) will establish planned start and finish times for each task. The approved schedule becomes the baseline for tracking progress.

Develop Schedule
Inputs	Tools	Outputs
·         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	·         Schedule network analysis ·         Critical path method ·         Critical chain method ·         Resource leveling ·         What-if scenario analysis ·         Applying leads and lags ·         Schedule compression ·         Scheduling tool	·        Project schedule ·        Schedule baseline ·        Schedule data ·        Project document updates

Nine Key inputs for Develop Schedule:

1.       Activity List: Described in Section 6.1 .3.1.

2.       Activity Attributes: Described in Section 6.1-3.2.

3.       Project Schedule Network Diagrams: Described in Section 6.2.3.1.

4.       Activity Resource Requirements: Described in Section 6.3.3.1.

5.       Resource Calendars: Described in Section 6.3.1.3.

6.       Activity Duration Estimates: Described in Section 6.4.3.1.

7.       Project Scope Statement: As before, any constraints or assumptions from the scope statement should be considered when developing the schedule. PMI@ has-identified two categories of time constraints that may potentially affect the schedule:

·         Imposed dates: Mandates from someone else (customer, upper management, or a court-imposed date). Project management software allows date constraints such as "Start No Earlier Than" and "Finish No Later Than."

·         Key events or major milestones: Completion of certain deliverables might be desired or requested by specified dates.

8.       Enterprise Environmental Factors: Environmental factors that may affect schedule development include organizational scheduling tools.

9.       Organizational Process Assets: Organizational Process Assets that may affect schedule development include:

·         Scheduling methodology

·         Project calendar

Eight Key Toots for Develop Schedule:

1.       Schedule Network Analysis: Techniques that generate the project schedule using a schedule model and various analytical techniques such as critical path method, critical chain method, what-if analysis (simulation), resource leveling and so on.

2.       Critical path Method: Calculates theoretical start and finish dates for all schedule activities without regard to resource limitations. The technique:

·        Uses a forward and backward pass to determine early and late times

·        Calculates available float or slack (float or slack indicates where any flexibility in the schedule exists to delay activities without delaying the project)

·        Determines the critical path (the longest path and has either zero float or the least float available). It is possible to have more than one critical path, which would make the schedule more risky.

Historically, the exam has asked numerous questions about PERT (Program Evaluation and Review Technique) as well as any differences between PERT and CPM (Critical Path Method). The course slides will examine these issues.

3.       Critical Chain Method: This technique modifies the schedule to account for limited resources. The critical path is first determined using a normal process without resource limitations. Next, resource limitations are applied and are source-constrained schedule is produced. The resource-constrained critical path is known as the critical chain.

Non-work activities called duration buffers are added to the end of activity sequences. One of these buffers is known as the project buffer and is placed at the end of the critical chain. Other buffers, called feeding buffers, are placed at any point where non-critical tasks feed into the critical chain. The size of each buffer should reflect the uncertainty associated with that sequence of tasks. Compared to traditional approaches, the schedule is managed by monitoring the duration buffers instead of managing float and the critical path.

4.       Resource Leveling: This technique applies when a schedule has already been produced but one of the following problems exists with resources:

·         There are fewer resources available than the schedule requires

·         Certain resources are only available at specific times

·         Resource usage needs to be kept at a constant level

When any of these resource constraints exist, there are several classic responses that can potentially alleviate the problem. Some people refer to these responses as "heuristics," which are guidelines or rules of thumb.

·         In time periods with too much work for the available resources, some of the work may be moved into other time periods. This is often done by moving tasks with available positive float.

·         Authorize extended hours (overtime) to reduce task durations (work longer hours with the same number of resources).

·         Use alternative processes or technologies to improve durations.

·         Employ fast tracking (tasks in parallel)'

·         Note: Be aware that resource leveling tends to result in a project duration that is longer than originally planned.

5.       What-lf Scenario Analysis: As the name suggests, this analysis uses the power of the computer to consider various potential scenarios. A Monte Carlo simulation calculates numerous potential project durations under differing assumptions and produces a distribution of possible results with associated probabilities. Monte Carlo analysis can, for instance, conduct sensitivity analysis on the potential effects of technical difficulties, a strike, delay in delivery of a major component, and so on. This process provides invaluable feedback about the feasibility of the schedule and may also help in devising contingency plans.

6.       Applying Leads and Lags: Leads and lags may be adjusted to develop viable, realistic schedules. They make it easier to delay or accelerate work.

7.       Schedule Compression: Seeking ways to shorten the schedule without changing the scope. There are two primary techniques:

·         Crashing: Exploring cost and schedule trade-offs to shorten the schedule for the least incremental cost. The technique essentially involves adding resources to critical path activities but will almost always increase project cost,

·         Fast tracking: Doing more activities in parallel (may also apply to overlapping phases of a project, sometimes called concurrent engineering). Note that fast tracking usually increases risk because it requires increased coordination of resources and may result in rework.

8.       Scheduling Tool: Automated scheduling tools make it easier to produce a schedule and to track changes to the schedule.

Four Key Outputs for Develop Schedule:

1.       Project Schedule: PMI@ states that schedules remain preliminary until resource assignments have been confirmed. They also say that the schedule can be presented in summary form (such as a high-level master schedule) or in detail. Possible formats for presentation include:

·         Project schedule network diagrams: which show activity dependencies (logic) and the critical path.

·         Bar charts (also called Gantt charts): which are easy to read and used frequently in presentations. Gantt charts show activity start and finish dates, activity durations, and dependencies. They are especially good for showing progress or variance. They may also be used to display summary tasks, which are sometimes referred to as hammock activities (a group of related schedule activities aggregated at a summary level).

·         Milestone charts: You need to know the definition of a milestone: an important event with zero duration, that is, an important point in time. Milestone charts are a good way to communicate high-level schedule status to customers and upper management.

2.       Schedule Baseline: The approved schedule, which then becomes the plan against which to measure performance. The schedule baseline is a component of the project management plan and is also part of the triple constraint.

3.       Schedule Data: Supporting data for the schedule include:

·         Activities, attributes, assumptions, and constraints

·         Resource requirements by time period (displayed in a resource histogram)

·         Alternative schedules

·         Contingency reserves

4.       Project Document Updates: Documents that may be updated include:

·         Activity resource requirements (especially if resource leveling has been used)

·         Activity attributes (any changes in resources, durations, risks, assumptions, etc.)

·         Calendar (standard working days or weeks, etc.)

·         Risk register