1.
PMP® EXAM PREPARATION
COURSE
PROJECT SCHEDULE
MANAGEMENT
PMP is a registered mark of the Project Management Institute, Inc.

2.
Controlling Process Group
Planning Process Group
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PROJECT SCHEDULE MANAGEMENT
6.1
Plan Schedule
Management
6.2
Define
Activities
6.3
Sequence
Activities
6.5
Develop
Schedule
6.6
Control
Schedule
6.4
Estimate Act.
Durations

3.
Project Schedule
Management includes
the processes
required to ensure the
timely completion of
the project.
PROJECT SCHEDULE MANAGEMENT
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Project scheduling provides a detailed plan on how
and when the project will deliver the products,
services, and results defined in the project scope
and serves as a tool for communication, managing
stakeholders 'expectations, and as a basis for
performance reporting.

4.
PROJECT SCHEDULE MANAGEMENT
6.1 Plan Schedule Management—The process of establishing the policies,
procedures, and documentation for planning, developing, managing, executing,
and controlling the project schedule.
6.2 Define Activities—The process of identifying and documenting the specific
actions to be performed to produce the project deliverables.
6.3 Sequence Activities—The process of identifying and documenting
relationships among the project activities.
6.4 Estimate Activity Durations — The process of estimating the number of work
periods needed to complete individual activities with estimated resources.
6.5 Develop Schedule—The process of analyzing activity sequences, durations,
resource requirements, and schedule constraints to create the project schedule
model.
6.6 Control Schedule—The process of monitoring the status of project activities to
update project progress and manage changes to the schedule baseline to
achieve the plan.
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5.
 Some of the emerging practices for project scheduling methods :
 Iterative scheduling with a backlog.(Iterative= Progressive elaboration)
Rolling Wave planning is a form of Progressive elaboration planning based on
adaptive life cycles. In this technique project team plans for the near future as
detailed as possible, while the work far in the future remains planned on a high
level.
 such as the agile approach for product development. The requirements are documented
in user stories that are then prioritized and refined just prior to construction
 The benefit of this approach is that it welcomes changes throughout the
development life cycle.
 On-demand scheduling. This approach, typically used in a Kanban system, is
based on the theory-of constraints and pull-based scheduling concepts from
lean manufacturing to limit a team’s work in progress in order to balance
demand against the team’s delivery throughput. On-demand scheduling pulls
work from a backlog or intermediate queue of work to be done immediately as
resources become available.
PROJECT SCHEDULE MANAGEMENT
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6.
Controlling Process Group
Planning Process Group
6
PROJECT TIME MANAGEMENT
6.1
Plan Schedule
Management
6.2
Define
Activities
6.3
Sequence
Activities
6.5
Develop
Schedule
6.6
Control
Schedule
6.4
Estimate Act.
Durations
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7.
7
9
Schedule management
plan
.1 Project charter
.2 Project management
plan
• Scope management
plan
• Development
approach
.3 Enterprise
environmental
factors
.4 Organizational process
assets
Inputs Tools & Techniques
Outputs.1 Expert judgment
.2 Data analysis
.3 Meetings
6.1 PLAN SCHEDULE MANAGEMENT
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8.
Plan Schedule Man.
The process of
establishing the policies,
procedures and
documentation for
planning, developing,
managing, executing
and controlling the
project schedule.
key benefit
Provides guidance and
direction on how the
Project Schedule will be
managed throughout
the project
6.1 PLAN SCHEDULE MANAGEMENT
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9.
• A distinct, scheduled portion of work
performed during the course of a
project.*
• An activity is a continuous effort that
consumes any type of resources.
• A milestone is a ZERO duration activity,
usually linked to a major deliverable.
• A significant point or event in a project,
program or portfolio.*
Definitions
• Activity
• Milestone
9
These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Pages 526 & 546.
6.1 PLAN SCHEDULE MANAGEMENT
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10.
Tools & Techniques
.1 Expert judgment
.2 Data analysis
.3 Meetings
6.1 PLAN SCHEDULE MANAGEMENT
(TOOLS & TECHNIQUES)
 EXPERT JUDGMENT
 Expertise should be considered on
o Selecting Scheduling methodologies (e.g., predictive or
adaptive life cycle);
o Scheduling software; and
o The specific industry for which the project is developed.
 DATA ANALYSIS
Alternatives analysis can be used to determine
• Which schedule methodology to use, or how to combine
various methods on the project.
• How detailed the schedule needs to be, the duration of
waves for rolling wave planning, and how often it should
be reviewed and updated.
 MEETINGS
Project teams may hold planning meetings to develop the
schedule management plan. Participants at these meetings
may include anyone with responsibility for schedule planning
or execution, and others as needed.
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11.
Outputs
-Schedule Management
Plan
6.1 PLAN SCHEDULE MANAGEMENT
(OUTPUTS)
 The schedule management plan include:
• The scheduling methodology and the scheduling tool.
• Release and iteration length. When using an adaptive life
cycle, the time-boxed periods for releases, waves, and
iterations are specified.
• Level of accuracy. Level of accuracy(% +/-) + Contingencies
• Units of measure. quantity measures for each resource.
• Organizational procedures links. Link with WBS
• Project schedule model maintenance.
• How schedule will be updated throughout the project
• Control thresholds. Agreed-upon amount of variation to be
allowed before some action needs to be taken.
• Rules of performance measurement. Earned value
management (EVM) rules or other physical measurement
• Reporting formats. The formats for the various schedule
reports .
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12.
Outputs
-Schedule Management
Plan
6.1 PLAN SCHEDULE MANAGEMENT
(OUTPUTS)
Example of a simple Schedule Management Plan
12
Process/Activity
(What?)
Responsibility
(Who?)
Duration /
Frequency
(When?)
Method/Rules/ac
curacy/ forms
(How?)
Budget
associated
(if any)
(How Much?)
define activities Jane 3 weeks Decomposition
(Use OPA)
$2000
Estimating
Resources and
duration
Omar 2 weeks Use OPA and FM’s
and SME’s
$4000
Developing
Network Diagrams
(Diff. Scenarios)
Salma 1 week PDM $2500
Developing
Schedule
Ali 2 week MS Project
Leveling
Acc.: 1 Week
(Coordinate with
Salma)
$6000
Monitoring &
Controlling
Schedule
Ahmed Fortnightly EVM $18,000
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13.
13
PROJECT SCHEDULE MANAGEMENT
Controlling Process Group
Planning Process Group
6.1
Plan Schedule
Management
6.2
Define
Activities
6.3
Sequence
Activities
6.5
Develop
Schedule
6.6
Control
Schedule
6.4
Estimate Act.
Durations
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14.
6.2 DEFINE ACTIVITIES
.1 Project management
plan
• Schedule
management plan
• Scope baseline
.2 Enterprise
environmental
factors
.3 Organizational process
assets
Inputs Tools & Techniques
Outputs.1 Expert judgment
.2 Decomposition
.3 Rolling wave planning
.4 Meetings
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth
Edition, Project Management Institute, Inc., 2017, Figure 6-5, Page 183.
Figure 6-5. Define Activities: Inputs, Tools&
Techniques, and Outputs
.1 Activity list
.2 Activity attributes
.3 Milestone list
.4 Change requests
.5 Project management
plan
updates
• Schedule baseline
• Cost baseline
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15.
Define Activities
The process of
identifying and
documenting the
specific actions to be
performed to produce
the project deliverables
The 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
6.2 DEFINE ACTIVITIES
15
Project X
Work Package Level
1.1 Activity
1.2 Activity
2.1 Activity
3.2 Activity
Activity List / Milestone List
1.
Deliverable
2.
Deliverable
3.
Deliverable
This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 536.
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16.
Inputs
.1 Project management plan
• Schedule management
plan
• Scope baseline
.2 Enterprise environmental
factors
.3 Organizational process
assets
6.2 DEFINE ACTIVITIES (INPUTS)
Scope Baseline
The approved version of:
• WBS
• WBS Dictionary
• Scope Statement
Discussion:
Why not only a Scope Statement?
16
This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017,
AMIDEAST KUWAIT

17.
Tools & Techniques
-Decomposition
-Rolling Wave Planning
-Expert Judgment
-Rolling Wave Planning.
-An iterative planning technique
in which the work to be
accomplished in the near term is
planned in detail, while the
work in the future is planned at
a higher level.
Rolling wave planning is a form
of progressive elaboration
planning
6.2 DEFINE ACTIVITIES (TOOLS & TECHNIQUES)
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18.
1816
1. Control Account. A management control point can be placed at selected
management points of the WBS above the work package level where
scope, budget, actual cost, and schedule are integrated and compared to
earned value for performance measurement.. All work and effort
performed within a control account is documented in a control account
plan.
2. Planning Package. A work breakdown structure component below the
control account with known work content but without detailed schedule
activities.
Code of Account : The numbering system for providing unique identifiers for all
components of the WBS
Chart of Account : The financial numbering system of the organization used to
monitor project costs by category
6.2 DEFINE ACTIVITIES
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19.
19
•Planning Components
• When insufficient definition of the project scope is
available to decompose a branch of the WBS down to
the work package level, the last component in that
branch of the WBS can be used to develop a high-
level project schedule for that component.
WBS
Control
Accounts
Planning
Package
Work
Package
Activities
6.2 DEFINE ACTIVITIES
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20.
Outputs
.1 Activity list
.2 Activity attributes
.3 Milestone list
.4 Change requests
.5 Project management plan
updates
• Schedule baseline
• Cost baseline
6.2 DEFINE ACTIVITIES (OUTPUTS)
Activity List
“A comprehensive list that includes all schedule
activities required on the project.”
20
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute, Inc., 2017, Page 152.
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21.
Outputs
.1 Activity list
.2 Activity attributes
.3 Milestone list
.4 Change requests
.5 Project management plan
updates
• Schedule baseline
• Cost baseline
6.2 DEFINE ACTIVITIES (OUTPUTS)
Activity List
“A comprehensive list that includes all schedule
activities required on the project.”
21
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition,
Project Management Institute, Inc., 2017, Page 152.
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22.
Outputs
.1 Activity list
.2 Activity attributes
.3 Milestone list
.4 Change requests
.5 Project management plan
updates
• Schedule baseline
• Cost baseline
6.2 DEFINE ACTIVITIES (OUTPUTS)
22
 ACTIVITY ATTRIBUTES
Include the unique activity identifier (ID), WBS ID, and
activity label or name, activity descriptions, predecessor
activities, successor activities, logical relationships, leads
and lags , resource requirements, imposed dates,
constraints, and assumptions.
 MILESTONE LIST
 Milestones have zero duration
 Milestone is a significant point or event in a project.
 Milestone is optional but can be mandatory if requested
by the contractor
 Schedule baseline.
 Work packages are progressively elaborated into activities.
Update schedule by milestones or any new activities.
 Cost baseline.
 Define activities, define scope and determine budget are
all done in parallel and can affect each other
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23.
Controlling Process Group
Planning Process Group
23
PROJECT TIME MANAGEMENT
6.1
Plan Schedule
Management
6.2
Define
Activities
6.3
Sequence
Activities
6.5
Develop
Schedule
6.6
Control
Schedule
6.4
Estimate Act.
Durations
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24.
6.3 SEQUENCE ACTIVITIES
.1 Project management
plan
• Schedule
management plan
• Scope baseline
.2 Project documents
• Activity attributes
• Activity list
• Assumption log
• Milestone list
.3 Enterprise
environmental
factors
.4 Organizational process
assets
Inputs Tools & Techniques
Outputs
.1 Precedence diagramming
method
.2 Dependency
determination
and integration
.3 Leads and lags
.4 Project management
information system
Figure 6-7. Sequence Activities:
Inputs, Tools& Techniques, and
Outputs
.1 Project schedule
network
diagrams
.2 Project documents
updates
• Activity attributes
• Activity list
• Assumption log
• Milestone list
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25.
Sequence Activities
The process of
identifying and
documenting the
relationships among
the project activities.
6.3 SEQUENCE ACTIVITIES
25
START FINISH
C
BA
D
E
START FINISHEDCBA
Not Efficient
More Efficient
Schedule activities can be 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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26.
Tools & Techniques
.1 Precedence diagramming
method
.2 Dependency
determination
and integration
.3 Leads and lags
.4 Project management
information system
6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)
In (PDM) Technique (a.k.a. AON):
• Activities are represented in nodes.
• Dependencies are represented in arrows.
26
Activity
• A 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.
• This technique is also called activity on-node (AON), and is
the method used by most project management software
packages.
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27.
Tools & Techniques
.1 Precedence diagramming
method
.2 Dependency
determination
and integration
.3 Leads and lags
.4 Project management
information system
6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)
 Types of Dependencies:
• Finish-to-Start.
A logical relationship in which a successor activity
cannot start until a predecessor activity has finished.
For example, installing the operating system on a PC
(successor) cannot start until the PC hardware is
assembled (predecessor).
• Start-to-start (SS).
A logical relationship in which a successor activity
cannot start until a predecessor activity has started.
For example, level concrete (successor) cannot begin
until pour foundation (predecessor) begins.
27
Activity
1
Activity
2
Activity
1
Activity
2
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28.
Tools & Techniques
.1 Precedence diagramming
method
.2 Dependency
determination
and integration
.3 Leads and lags
.4 Project management
information system
6.3 SEQUENCE ACTIVITIES TOOLS & TECHNIQUES)
• Finish-to-finish (FF).
A logical relationship in which a successor activity
cannot finish until a predecessor activity has finished.
For example, writing a document (predecessor) is
required to finish before editing the document
(successor) can finish.
• Start-to-finish (SF).
A logical relationship in which a successor activity
cannot finish until a predecessor activity has started.
For example, a new accounts payable system
(successor) has to start before the old accounts
payable system can be shut down (predecessor).
Activity
1
Activity
2
Activity
1
Activity
2
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29.
Tools & Techniques
.1 Precedence diagramming
method
.2 Dependency
determination
and integration
.3 Leads and lags
.4 Project management
information system
6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)
Dependencies may be characterized by the
following attributes:
• Hard or Soft Logic:
• Project or Non-Project:
29
Mandatory Discretionary
External Internal
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30.
• Two dependencies can be applicable at the same time in the following ways:
• mandatory external dependencies, mandatory internal dependencies,
discretionary external dependencies, or discretionary internal dependencies.
 Mandatory dependencies.
1. dependencies are sometimes referred to as hard logic or hard dependencies
2. Activities that are legally or contractually required or inherent in the nature of
the work.
3. Often involve physical limitations, such as on a construction project, where it is
impossible to erect the superstructure until after the foundation has been built.
 Discretionary dependencies.
1. Sometimes referred to as preferred logic, preferential logic, or soft logic.
2. Established based on knowledge of best practices within a particular area.
 For example, generally accepted best practices recommend that during
construction, the electrical work should start after finishing the plumbing work.
30
6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)
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31.
Tools & Techniques
.1 Precedence diagramming
method
.2 Dependency
determination
and integration
.3 Leads and lags
.4 Project management
information system
6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)
APPLYING LEADS AND LAGS (TOOLS)
A lead is the amount of time a
successor activity can be advanced
with respect to a predecessor
activity.
For example, on a project to construct a new office
building, the landscaping could be scheduled to start
2 weeks prior to the scheduled punch list completion.
This would be shown as a finish-to-start with a 2-
week lead (FS – 2 weeks lead)
 Lead is often represented as a negative value for
lag in scheduling software.
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32.
Tools & Techniques
.1 Precedence diagramming
method
.2 Dependency
determination
and integration
.3 Leads and lags
.4 Project management
information system
6.3 SEQUENCE ACTIVITIES (TOOLS & TECHNIQUES)
A lag is the amount of time a
successor activity will be delayed
with respect to a predecessor
activity.
For example, a technical writing team may begin
editing the draft of a large document 15 days after
they begin writing it. This can be shown as a start-to-
start relationship with a 15-day lag. (start-to-start plus
15 days lag) or SS + 15 lag
 Project management information systems includes
scheduling software that has the capability to help plan,
organize, and adjust the sequence of the activities;
insert the logical relationships, lead and lag values; and
differentiate the different types of dependencies.
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33.
Outputs
.1 Project schedule
network diagrams
.2 Project documents
updates
• Activity attributes
• Activity list
• Assumption log
• Milestone list
6.3 SEQUENCE ACTIVITIES (OUTPUTS)
A project schedule network diagram is a graphical
representation of the logical relationships, also referred
to as dependencies, among the project schedule
activities.
A summary narrative can accompany the diagram and
describe the basic approach used to sequence the
activities.
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34.
Outputs
.1 Project schedule
network diagrams
.2 Project documents
updates
• Activity attributes
• Activity list
• Assumption log
• Milestone list
6.3 SEQUENCE ACTIVITIES (OUTPUTS)
34
Project Documents Updates
Project documents that may be updated as a
result of carrying out this process include but
are not limited to:
 Activity attributes.
 Activity list.
 Assumption log.
 Milestone list.
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35.
Controlling Process Group
Planning Process Group
35
PROJECT SCHEDULE MANAGEMENT
6.1
Plan Schedule
Management
6.2
Define
Activities
6.3
Sequence
Activities
6.5
Develop
Schedule
6.6
Control
Schedule
6.4
Estimate Act.
Durations
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36.
.1 Project management plan
•Schedule management plan
•Scope baseline
.2 Project documents
•Activity attributes
•Activity list
•Assumption log
•Lessons learned register
•Milestone list
•Project team assignments
•Resource breakdown
structure
•Resource calendars
•Resource requirements
•Risk register
.3 EEF
.4 OPA
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three-point estimating
.5 Bottom-up estimating
.6 Data analysis
• Alternatives analysis
• Reserve analysis
.7 Decision making
.8 Meetings
.1 Duration estimates
.2 Basis of estimates
.3 Project documents
updates
• Activity attributes
• Assumption log
• Lessons learned
register
Inputs Tools & Techniques
Outputs
Figure 6-12. Estimate Activity Durations: Inputs, Tools &
Techniques, and Outputs Page195
6.4 ESTIMATE ACTIVITY DURATIONS
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37.
Estimate Activity
Durations
The process of
estimating the number
of work periods needed
to complete individual
activities with estimated
resources.
The key benefit of this
process is that it provides
the amount of time each
activity will take to
complete
6.4 ESTIMATE ACTIVITY DURATIONS
37
Activity Duration
Estimate
Activity
Res.
Req.
This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 539.
AMIDEAST KUWAIT

38.
6.4 ESTIMATE ACTIVITY DURATIONS
 Estimating activity durations uses information from the the person or group
who is most familiar with the specific activity. The duration estimate is
progressively elaborated.
 In many cases, not only the number of resources that are expected to be
available to accomplish an activity, along with the skill proficiency of those
resources, can determine the activity’s duration but also other factors can
affect activity’s duration.
 Other factors for consideration when estimating duration include:
I. Advances in technology.
Advances in technology, may impact duration and resource needs.
II. Motivation of staff.
The project manager also needs to be aware of Student Syndrome—or
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.
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39.
III. Law of diminishing returns.
Additions of one factor start to yield progressively smaller or diminishing
increases in output.
IV. Number of resources.
Increasing the number of resources to twice the original number of the
resources does not always reduce the time by half
39
6.4 ESTIMATE ACTIVITY DURATIONS
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40.
Tools & Techniques
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three-point estimating
.5 Bottom-up estimating
.6 Data analysis
• Alternatives analysis
• Reserve analysis
.7 Decision making
.8 Meetings
6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)
1. Expert Judgment
Expert judgment, guided by historical information or
similar projects can be used whenever possible
2. Analogous Estimating.
A technique for estimating the duration or cost of an
activity or a project using historical data from a similar
activity or project.
Analogous duration estimating means using the actual
duration of a previous, similar schedule activity as the
basis for estimating the duration of a future schedule
activity.
Analogous estimating is generally less costly and less
time consuming than other techniques, but it is also less
accurate.
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41.
Tools & Techniques
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three-point estimating
.5 Bottom-up estimating
.6 Data analysis
• Alternatives analysis
• Reserve analysis
.7 Decision making
.8 Meetings
6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)
 Parametric Estimating:
 Is an algorithm used to calculate cost or duration
based on historical data and project parameters
 Parametric estimating uses a statistical relationship
between historical data and other variables
 Estimating the basis for activity durations can be
quantitatively determined by multiplying the
quantity of work to be performed by the
productivity rate.
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42.
Tools & Techniques
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three-point estimating
.5 Bottom-up estimating
.6 Data analysis
• Alternatives analysis
• Reserve analysis
.7 Decision making
.8 Meetings
6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)
 Three-Point Estimates
 The accuracy of the activity duration estimate can be improved
by considering the amount of risk in the original estimate.
Three-point estimates are based on determining three types of
estimates:
1.Most likely. The duration of the schedule activity, given the
resources likely to be assigned, their productivity, realistic
expectations of availability for the schedule activity.
2.Optimistic. The activity duration is based on a best-case
3.Pessimistic. The activity duration is based on a worst-case
scenario
– These estimates are used to calculate an expected value and
variance for each activity (based on the Beta distribution)
– Triangular Distribution. tE = (to + tM + tP) / 3
– Beta Distribution (from the traditional PERT technique)
tE = (to + 4 tM + tP) / 6
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43.
Normal Distribution
We use this concept to measure our estimatingquality
“ how accurate were our estimates
Or how spread out our data is”
68.26%
95.46%
99.73%
LCL UCL
+1 σ
+2 σ
+3 σ
-1 σ
-2 σ
-3 σ
Tе, Project
Duration
• Standard deviation of an activity σ = (P – 0) / 6
• Variance of an activity V = [(p – 0) / 6]2
6.4 ESTIMATE ACTIVITY DURATIONS
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44.
44
6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)
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45.
6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)
AMIDEAST KUWAIT 45
Probabilityof
Occurrence
Higher
Lower
Possible DurationsShorter Longer
PessimisticOptimistic
Most Likely (M)
Estimating Techniques:
– Three-Point Estimates:
• In Beta Distribution: TE =(O+4M+P)/6
Tools & Techniques
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three-point estimating
.5 Bottom-up estimating
.6 Data analysis
• Alternatives analysis
• Reserve analysis
.7 Decision making
.8 Meetings

46.
6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)
46
Tools & Techniques
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three-point estimating
.5 Bottom-up estimating
.6 Data analysis
• Alternatives analysis
• Reserve analysis
.7 Decision making
.8 Meetings
 Reserve Analysis.
 An analytical technique to establish a reserve for the
schedule duration (Ex. Contingency and Management
Reserve)
1. Contingency Reserve
• Sometimes referred to as time reserves, buffers,
Schedule Reserve and Known unknowns
• The contingency reserve may be a percentage or a
fixed number of work periods to account for schedule
uncertainty.
• Contingency reserves are the estimated duration
within the schedule baseline, which is allocated for
identified risks that are accepted (known unknowns)
or to account for unknown amount of rework.
AMIDEAST KUWAIT

47.
6.4 ESTIMATE ACTIVITY DURATIONS
(TOOLS & TECHNIQUES)
47
Tools & Techniques
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three-point estimating
.5 Bottom-up estimating
.6 Data analysis
• Alternatives analysis
• Reserve analysis
.7 Decision making
.8 Meetings
• The contingency reserve may be used, reduced, or
eliminated when more information become available.
 Can be separated from the individual activities and
aggregated.
2. Management Reserve
• Management reserves are intended to address the
unknown-unknowns that can affect a project.
• 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.
• Management reserve is not included in the schedule
baseline, but it is part of the overall project duration
requirements.
• Depending on contract terms, use of management reserves
may require a change to the schedule baseline.
AMIDEAST KUWAIT

48.
Controlling Process Group
Planning Process Group
48
PROJECT TIME MANAGEMENT
6.1
Plan Schedule
Management
6.2
Define
Activities
6.3
Sequence
Activities
6.5
Develop
Schedule
6.6
Control
Schedule
6.4
Estimate Act.
Duration
AMIDEAST KUWAIT

49.
Develop Schedule
The process of
analyzing activities
sequencing,
durations, resource
requirements and
schedule constraints
to create the project
schedule model.
6.5 DEVELOP SCHEDULE
49
Start
C E F
A B D
Finish
3 wks 4 wks 2 wks
5 wks2 wks8 wks
This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 537.
AMIDEAST KUWAIT

50.
6.5 Develop Schedule
The process of analyzing activity sequences,
durations, resource requirements, and
schedule constraints to create the project
schedule model.
•Project schedule development, an iterative
process, determines planned
start (ES,LS) and finish dates (EF,LF) for
project activities.
•These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
•Schedule development can require that duration estimates and resource
estimates are reviewed and revised to create an approved project schedule that
can serve as a Baseline against which progress can be tracked.
AMIDEAST KUWAIT 50

51.
.1 Project management plan
• Schedule management plan
• Scope baseline
.2 Project documents
• Activity attributes
• Activity list
• Assumption log
• Basis of estimates
• Duration estimates
• Lessons learned register
• Milestone list
• Project schedule network
diagrams
• Project team assignments
• Resource calendars
• Resource requirements
• Risk register
.3 Agreements
.4 EEF and OAP
6.5 Develop Schedule
.1 Schedule network
analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario
analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
.1 Schedule baseline
.2 Project schedule
.3 Schedule data
.4 Project calendars
.5 Change requests
.6 Project management plan
updates
• Schedule management plan
• Cost baseline
.7 Project documents updates
Inputs Tools & Techniques
Outputs
Inputs
AMIDEAST KUWAIT 51

52.
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
52
Schedule Network Analysis.
The technique of identifying early and late start dates,
as well as early and late finish dates.
Once the schedule model is completed, schedule
network analysis can begin and may take the form of
one or all of the following techniques:
 Critical path method
 PERT
 Schedule compression
 What-if scenario analysis
 Resource leveling
 Critical chain method
 Reviewing the network to see if the critical path has high-
risk activities or long lead items that would necessitate use
of schedule reserves or the implementation of risk
responses to reduce the risk on the critical path.
AMIDEAST KUWAIT

53.
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
53
 Critical Path :
 The critical path is the sequence of activities that
represents the longest path through a project, which
determines the shortest possible project duration. The
longest path has the least total float—usually zero.
 The critical path method calculates the theoretical early
start and finish dates, and late start and finish dates, for
all schedule activities without regard for any resource
limitations.
 On any network path, the total float or schedule
flexibility is measured by the amount of time that a
schedule activity can be delayed or extended from its
early start date without delaying the project finish date or
violating a schedule constraint
AMIDEAST KUWAIT

54.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
Critical Path Method (CPM):
54
Task Identifier Predecessor Duration
(A) Prepare Outline -- 2 days
(B) Create Artwork Prepare Outline 10 days
(C) Create Slides Prepare Outline 8 days
(D) Write Speakers Notes Prepare Outline 14 day
(E) Add Artwork to Slides
Create Artwork, Create
Slides, Write Speakers Notes
2 days
(F) Review & Spell-check Add Artwork to Slides 1 day
AStart C
B
D
E F End
2
10
8
14
2 1
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
AMIDEAST KUWAIT

55.
AMIDEAST KUWAIT 55
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
Start
AStart C
B
D
E F End
2
10
8
14
2 1
A
CRITICAL PATH METHOD
STEP 1: FORWARD PASS

56.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
Critical Path Method (CPM):
56
TF = LS – ES = LF – EF FF = EF- ES smallest
Early Start Early Finish
Duration
Late Start Late Finish
Float
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
AMIDEAST KUWAIT

57.
6.5 DEVELOP SCHEDULE(TOOLS & TECHNIQUES)
• Duration. The total no. of work periods.
• Early Start. The earliest point in time an activity
can start.
• Early Finish. The earliest point of time an activity
can be completed.
• Late Start. The latest point in time an activity can
start without affecting the project end date.
• Late Finish. The latest point in time an activity can
be completed without affecting the project end
date.
• Float. The amount of time an activity can be
delayed without delaying the project finish date.
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
AMIDEAST KUWAIT 57

58.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
58
 Making Time Calculation
 The four time values as associated with each activity are
Early Start (ES), Early Finish (EF), Late Start (LS), and Late
Finish (LF).
 Forward and Backward Pass
 The forward pass through the network determines each
activity’s ES and EF and the project’s duration or the
earliest date a project can finish.
 The backward pass through the network determines
each activity’s LS and LF.
 The calculations assume that activities begin on
the morning of the scheduled start date and end in the
evening of the scheduled finish date
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
AMIDEAST KUWAIT

59.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
59
Total Float (TF)
The total float TF of activity is the maximum time
that activity can be delayed without causing delay in
the final project completion.
It is computed by: TF = LS – ES = LF – EF
Free Float (FF)
Free float is the maximum time activity may be
delayed without affecting the start of the successor
activities.
Free float is equal to the difference between an
activity’s EF and the smallest ES of the following or
succeeding activities. FF = EF- ES smallest
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
AMIDEAST KUWAIT

60.
60
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
CRITICAL PATH METHOD
STEP 1: FORWARD PASS
Start A C E F END
B
D
Task Duration
A 2
B 10
C 8
D 14
E 2
F 1
AMIDEAST KUWAIT

61.
61
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
CRITICAL PATH METHOD
STEP 1: FORWARD PASS
Start A C E F END
B
D
Task Duration
A 2
B 10
C 8
D 14
E 2
F 1
AMIDEAST KUWAIT

62.
62
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
CRITICAL PATH METHOD
STEP 2: BACKWARD PASS
Start A C E F END
B
D
AMIDEAST KUWAIT

63.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
CRITICAL PATH METHOD
STEP 3: FLOAT CALCULATION
Start A C E F END
B
D
AMIDEAST KUWAIT 63

64.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
CRITICAL PATH METHOD
STEP 3: FLOAT CALCULATION
Start A C E F END
B
D
TF = LS – ES = LF – EF
FF = EF- ES smallest
AMIDEAST KUWAIT 64

65.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
CRITICAL PATH METHOD
What is the Total Float and the
Free Float for Activity F and J?
End
3 5 5 8 8 12 12 17
2 B
3
5
2 5
Start
0 2
5 C
4
9
5 9
9 D
8
17
9 17
2 5 5 9 9 14
0 A
2
2
0 2
E
2
F G
3 4
H
5
0 I
2
2
5 7
2 J
1
3
7 8
AMIDEAST KUWAIT 65

66.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
CRITICAL PATH METHOD
What is the Total Float and the
Free Float for Activity F and J?
The calculations are really simple.
For Activity F:
Total Float = LF of F – EF of F => 8 – 5 = 3
Free Float = ES of G – EF of F => 5 – 5 = 0
For Activity J:
Total Float = LF of J – EF of J => 8 – 3 = 5
Free Float = ES of G – EF of J => 5 – 3 = 2
Note: Free float can only occur when two or more
activities share a common successor.
End
3 5 5 8 8 12 12 17
2 B
3
5
2 5
Start
0 2
5 C
4
9
5 9
9 D
8
17
9 17
2 5 5 9 9 14
0 A
2
2
0 2
E
2
F G
3 4
H
5
0 I
2
2
5 7
2 J
1
3
7 8
AMIDEAST KUWAIT 66

67.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
 It is developed from the critical path method
approach.
 Resources are assigned to the activities using the most
likely durations
i.e. the time it would take to complete the activity 50%
of the time.
 The critical chain method introduces the concept of
buffers and buffer management to protect the project
completion date.
 Critical chain schedule removes buffers from individual
tasks and instead creates:
 Project buffer, which is additional time added
before the project’s due date
 Feeding buffers, which are addition time added
before tasks on the critical path
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
AMIDEAST KUWAIT 67

68.
During execution, project resources
focus on completing the current activity
within the 50% duration and avoiding
multitasking
Critical Chain Method - Focuses on
monitoring and controlling buffer usage
against the remaining tasks chain
duration rather than on monitoring and
controlling individual activity completion
dates
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
AMIDEAST KUWAIT 68

69.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
Resource Optimization Tech.:
A. Resource Leveling
B. Resource Smoothing
0
2
4
6
8
10
12
14
16
Mon. 1 Mon. 2 Mon. 3 Mon. 4 Mon. 5
Before Leveling
0
2
4
6
8
10
Mon. 1 Mon. 2 Mon. 3 Mon. 4 Mon. 5
After Leveling
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
AMIDEAST KUWAIT 69

70.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
70
 Resource leveling.
A technique in which start and finish dates
are adjusted based on resource constraints
with the goal of balancing demand for
resources with the available supply.
Used When,
 Resources are only available at certain
times, or in limited quantities
 Resources are over-allocated, or
supplied at a constant level.
Implication
 Can often cause the original critical path
to increase.
Available float is used for leveling
resources. Consequently, the critical path
through the project schedule may change.
AMIDEAST KUWAIT

71.
 Resource Smoothing.
• A resource optimization technique in which free and total float are used without
affecting the critical path.
• 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.
Criteria Resource leveling Resource Smoothing
Project Duration
And Critical Path
May result in change in project
duration.
Make use of float, and will not result in change of
project duration.
Driven By
Resource constraints, like you
do not have more than 45
hours of the given resource for
a week.
Desired limits, like although we have 45 hours
available for given resource, we wish to allocate
38 hours per week so we have some breathing
space.
Mandatory or
optional
The allocation limits identified
in resource leveling must be
applied.
The desired limit identified in resource smoothing
may not be applied in some cases, if we do not
have slack.
Who is done first
The resource leveling is done
first
We apply resource smoothing after applying
resource leveling.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
AMIDEAST KUWAIT 71

72.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
 What-if scenario analysis.
 Is the process of evaluating scenarios in order to
predict their effect, positive or negative, on project
objectives.
 This is an analysis of the question, “What if the
situation represented by scenario X happens?”
scenario analysis can be used to assess the
feasibility of the project schedule under different
conditions, and in preparing schedule reserves and
response plans to address the impact of
unexpected situations.
 Example, delaying a major component delivery,
extending specific engineering durations, or
introducing external factors, such as a strike or a
change in the permit process.
AMIDEAST KUWAIT 72

73.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
 Simulation.
 Simulation models the combined effects of
individual project risks and other sources of
uncertainty to evaluate their potential impact on
achieving project objectives. The most common
simulation technique is Monte Carlo analysis
Simulation involves calculating multiple work
package durations with different sets of activity
assumptions, constraints, risks, issues, or scenarios
using probability distributions and other
representations of uncertainty
 Example, 10% probability that the project will finish
on or before the target date of May 13, while there
is a 90% probability of completing the project by
May 28.
AMIDEAST KUWAIT 73

74.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
 Schedule compression shortens the project schedule
without changing the project scope, to meet
schedule constraints, imposed dates, or other
schedule objectives.
• Schedule compression techniques include:
a) Crashing. Schedule compression technique in which
cost and schedule tradeoffs are analyzed to
determine how to obtain the greatest amount of
compression for the least incremental cost.
 Examples of crashing include approving overtime, bringing
in additional resources, or paying to expedite delivery to
activities on the critical path.
 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.
AMIDEAST KUWAIT 74

75.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
 Fast tracking. A schedule compression technique in
which phases or activities that normally would be
done in sequence are performed in parallel. Fast
tracking can result in REWORK AND INCREASED
RISK.
 Fast tracking only works when activities can be
overlapped to shorten the project duration on the
critical path.
 An example is constructing the foundation for a
building before completing all of the architectural
drawings.
AMIDEAST KUWAIT 75

76.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
Schedule Compression:
Crashing
A (3wks)
B (2wks)
Total Duration (5wks)
2000 $
800$
Before Crashing
A (2wks)
B (2wks)
Total Duration (4wks)
3200 $
800$
After Crashing
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
AMIDEAST KUWAIT 76

77.
6.5 DEVELOP SCHEDULE (TOOLS & TECHNIQUES)
Schedule Compression:
Fast Tracking
A (3wks)
B (2wks)
Total Duration (5wks)
2000 $
800$
Before Fast Tracking
A (3wks)
B (2wks)
Total Duration (4wks)
2000 $
800$
After Fast Tracking
Tools & Techniques
.1 Schedule network analysis
.2 Critical path method
.3 Resource optimization
.4 Data analysis
• What-if scenario analysis
• Simulation
.5 Leads and lags
.6 Schedule compression
.7 PMIS
.8 Agile release planning
AMIDEAST KUWAIT 77

78.
The basic process involved in generating a time-cost (crash) curve is to:
1. Define the project logic
2. Add the duration for each activity
3. Establish the project critical path
4. Calculate the cost of crashing each activity
5. Calculate the cost of crashing per unit time
6. Calculate the most cost-effective crash sequence
7. Check the critical path
8. Crash the network up to crash limit.
Linear (Duration-Cost) Relationship
S = Slope CC = Crash Cost NC = Normal Cost
ND = Normal Duration CD = Crash Duration
*The calculation of slope shows the cost per (day/week) of crashing the project activities.
PMI Example, https://www.pmi.org/learning/library/performing-crash-analysis-alternative-cost-schedule-6750
6.5 Develop Schedule (TOOLS & TECHNIQUES)
AMIDEAST KUWAIT 78

79.
•Review the network diagram and
calculate the critical path.
• Of the various activities, whichones
would you crash and in what order?
a. A, C, E, and F
b. A, B, D, and F
c. A, B, E, and F
d. C, A, F,and G
6.5 Develop Schedule (TOOLS & TECHNIQUES)
AMIDEAST KUWAIT 79

80.
6.5 DEVELOP SCHEDULE (OUTPUT)
AMIDEAST KUWAIT 80
OUTPUT
.1 Schedule baseline
.2 Project schedule
.3 Schedule data
.4 Project calendars
.5 Change requests
.6 Project management plan
updates
• Schedule management plan
• Cost baseline
.7 Project documents updates
• Activity attributes
• Assumption log
• Duration estimates
• Lessons learned register
• Resource requirements
• Risk register
A schedule baseline is the approved version of a schedule
model that can be changed only through formal change
control procedures and is used as a basis for comparison to
actual results.
 It is accepted and approved by the appropriate
stakeholders .
Project schedule network diagrams. These diagrams, 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.
Bar charts are relatively easy to read, and are frequently
used in management presentations.
Milestone charts. These charts are similar to bar charts, but
only identify the scheduled start or completion of major
deliverables and key external interfaces.

81.
– The Project Schedule is a “living” document, whereas the Schedule Baseline
is the “frozen” version of it.
– The Project Schedule is updated as the project is being executed. On the
other hand, Schedule Baseline is only modified as a result of an approved
change request related to project scope changes.
– The Schedule Baseline is a “Target”, whereas the Project Schedule is
updated and reported in order to analyze the project’s current status.
– The Project Schedule is a Project Document. On the other hand the
Schedule Baseline is a part of the Project Management Plan.
AMIDEAST KUWAIT 81
DIFFERENCE BETWEEN BASELINE
SCHEDULE AND PROJECT SCHEDULE

82.
Outputs
-Schedule Baseline
-Project Schedule
-Schedule Data
-Project Calendars
-Project Management Plan
Updates
-Project Documents
Updates
6.5 DEVELOP SCHEDULE (OUTPUTS)
Project Schedule
AMIDEAST KUWAIT 82
Typical GANTT Chart

83.
Outputs
-Schedule Baseline
-Project Schedule
-Schedule Data
-Project Calendars
-Project Management Plan
Updates
-Project Documents
Updates
6.5 DEVELOP SCHEDULE (OUTPUTS)
Project Schedule
AMIDEAST KUWAIT 83
Typical Milestone Schedule

84.
Outputs
-Schedule Baseline
-Project Schedule
-Schedule Data
-Project Calendars
-Project Management Plan
Updates
-Project Documents
Updates
6.5 DEVELOP SCHEDULE (OUTPUTS)
Project Schedule
AMIDEAST KUWAIT 84
Typical Project Schedule (with Schedule Data)

85.
61
Milestone Chart
6.5 DEVELOP SCHEDULE (OUTPUTS)
AMIDEAST KUWAIT 85

86.
Controlling Process Group
Planning Process Group
AMIDEAST KUWAIT 86
PROJECT SCHEDULE MANAGEMENT
6.1
Plan Schedule
Management
6.2
Define
Activities
6.3
Sequence
Activities
6.5
Develop
Schedule
6.6
Control
Schedule
6.4
Estimate Act.
Durations

87.
.1 Data analysis
• Earned value analysis
• Iteration burndown
chart
• Performance reviews
• Trend analysis
• Variance analysis
• What-if scenario
analysis
.2 Critical path method
.3 Project management
information system
.4 Resource optimization
.6 Leads and lags
.7 Schedule compression
.1 Project management plan
• Schedule management plan
• Schedule baseline
• Scope baseline
• Performance measurement
baseline
.2 Project documents
• Lessons learned register
• Project calendars
• Project schedule
• Resource calendars
• Schedule data
.3 Work performance data
.4 Organizational process
assets
6.6 CONTROL SCHEDULE
.1 Work performance information
.2 Schedule forecasts
.3 Change requests
.4 Project management plan
updates
• Schedule management plan
• Schedule baseline
• Cost baseline
• Performance measurement
baseline
.5 Project documents updates
• Assumption log
• Basis of estimates
• Lessons learned register
• Project schedule
• Resource calendars
• Risk register
• Schedule data
Inputs Tools & Techniques
Outputs
Inputs
AMIDEAST KUWAIT 87

88.
Control Schedule
The process of
monitoring the status
of the project
activities to update
project progress and
manage changes to
the schedule baseline
to achieve the plan.
6.6 CONTROL SCHEDULE
This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management
Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page 534.
AMIDEAST KUWAIT 88

89.
TOOLS AND TECHNIQUES
.1 Data analysis
• Earned value analysis
• Iteration burndown
chart
• Performance reviews
• Trend analysis
• Variance analysis
• What-if scenario
analysis
.2 Critical path method
.3 Project management
information system
.4 Resource optimization
.6 Leads and lags
.7 Schedule compression
89
6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)
 Earned value analysis.
 Schedule variance (SV) : = ( EV – PV )
 The Earned Value is the value, or cost, of the successfully
completed activities (BCWP)
 The difference between the earned value and the planned
value can decide if the project is ahead or behind the
planned delivery date, at a given point in time
 Schedule performance index (SPI) : = ( EV / PV )
a measure of schedule efficiency expressed as the ratio of
earned value to planned value
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TOOLS AND TECHNIQUES
.1 Data analysis
• Earned value analysis
• Iteration burndown
chart
• Performance reviews
• Trend analysis
• Variance analysis
• What-if scenario
analysis
.2 Critical path method
.3 Project management
information system
.4 Resource optimization
.6 Leads and lags
.7 Schedule compression
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6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)
Iteration burndown chart.
This chart tracks the work that remains to be completed
in the iteration backlog. It is used to analyze the variance
with respect to an ideal burndown based on the work
committed from iteration planning
AMIDEAST KUWAIT

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TOOLS AND TECHNIQUES
.1 Data analysis
• Earned value analysis
• Iteration burndown
chart
• Performance reviews
• Trend analysis
• Variance analysis
• What-if scenario
analysis
.2 Critical path method
.3 Project management
information system
.4 Resource optimization
.6 Leads and lags
.7 Schedule compression
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6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)
 Performance reviews.
Performance reviews measure, compare, and analyze
schedule performance against the schedule baseline
such as actual start and finish dates, percent complete,
and remaining duration for work in progress.
 Trend analysis.
Examines project performance over time to determine
whether performance is improving or deteriorating.
Graphical analysis techniques are valuable for
understanding performance to date and for comparing
to future performance goals in the form of completion
dates.
 Variance analysis.
Variance analysis looks at variances in planned versus
actual start and finish dates, planned versus actual
durations, and variances in float.
 to determine the cause and degree of variance
AMIDEAST KUWAIT

92.
TOOLS AND TECHNIQUES
.1 Data analysis
• Earned value analysis
• Iteration burndown chart
• Performance reviews
• Trend analysis
• Variance analysis
• What-if scenario analysis
.2 Critical path method
.3 Project management
information system
.4 Resource optimization
.6 Leads and lags
.7 Schedule compression
6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)
 LEADS AND LAGS
Adjusting leads and lags is applied during network
analysis to find ways to bring project activities that
are behind into alignment with the plan.
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OUTPUT
.1 Work performance
information
.2 Schedule forecasts
.3 Change requests
.4 Project management plan
updates
• Schedule management plan
• Schedule baseline
• Cost baseline
• Performance measurement
baseline
.5 Project documents updates
• Assumption log
• Basis of estimates
• Lessons learned register
• Project schedule
• Resource calendars
• Risk register
• Schedule data
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6.6 CONTROL SCHEDULE (TOOLS AND TECHNIQUES)
 WORK PERFORMANCE INFORMATION
Work performance information includes information on
how the project work is performing compared to the
schedule baseline. Variances in the start and finish dates
and the durations can be calculated at the work package
level and control account level. The (SV) and (SPI) are
documented for inclusion in work performance reports
 SCHEDULE FORECASTS
Forecasts are updated and reissued based on work
performance information provided as the project is
executed. 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, as well as
schedule reserve information that could impact the
project in the future.
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THANK YOU
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