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Schedule
Management Plan

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VERSION HISTORY
Version # Date Author Key Differences

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TABLE OF CONTENTS
1 Introduction............................................................................................................................. 5
2 High-Level Workflows and Activities...................................................................................... 5
3 Tools and Environment........................................................................................................... 6
4 Roles & Responsibilities.......................................................................................................... 6
5 Schedule Management Process.............................................................................................. 7
5.1 Schedule Development........................................................................................................8
5.2 Units of Measure and Level of Accuracy...............................................................................8
5.3 Schedule and Model Maintenance.......................................................................................9
5.4 Project Schedule Metrics.....................................................................................................9
5.5 Control Thresholds..............................................................................................................9
5.6 Reporting Formats.............................................................................................................10
5.7 Performance Measurement Rules......................................................................................10
5.8 Schedule Activity and ProgressUpdate..............................................................................11
5.9 Schedule Monitoring.........................................................................................................11
5.10 Schedule Control...............................................................................................................11

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INTRODUCTION TO THE SCHEDULE MANAGEMENT PLAN TEMPLATE
The Schedule ManagementPlaniscreatedduringthe project’sPlanningProcessPhase andisconsidered
a componentof the ProjectManagementPlan(PMP).The Schedule ManagementPlandefineshowthe
projectschedule ismanagedthroughoutthe projectlifecycle.The planprovidesguidance andsets
expectationsforprojectschedulepoliciesandproceduresforplanning,developing,managing,
executing,andcontrollingthe projectschedule.
The projectschedule isthe tool thatcommunicateswhatworkneedstobe performed,whichresources
of the organizationwillperformthe work,andthe timeframesinwhichthatworkneedstobe
performed.The projectschedule shouldreflectall of the workassociatedwithdeliveringthe projecton
time.Withoutafull andcomplete schedule,the ProjectManagerwill be unable tounderstandand
communicate the total costand resourcesneededtodeliverthe project.
The followingsectionsare constructedtomatchthe suggestedheadingstructure forthe Schedule
ManagementPlan.Each sectionprovidesinstructionsanddescriptionstohelpthe readerunderstand
the section’spurpose andhowtocomplete it.
Template style conventionsare asfollows:
Style Convention
Normal text Indicatesplaceholdertextthatcan be usedfor
any project.
[Instructional textinbrackets] [Indicatestextthatisbe replaced/edited/deleted
by the user]
Exampletextin italics Indicatestextthat mightbe
replaced/edited/deleted by theuser
As youcomplete the template,please remembertodelete all instructional text(includingthissection)
and update the followingitems,asapplicable:
 title page
 versionhistory
 table of contents
 headers
 footers
Update the documenttoa minorversion(e.g.,1.1,1.2) whenminimal changesare made anda major
version(e.g.,2.0,3.0) whensignificantchange are made.

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1 Introduction
[Entera high-level introductiontothe Schedule managementplanhere. Itshouldbe abrief but
comprehensive descriptionof the activitiesinvolvedinmanagingthe projectschedule.]
Example:
The projectscheduleis an estimated roadmap showing theplanned projectworkactivitiesthatare used
to achievestated projectobjectives.Schedulesareusefuland importantbecausethey providetheproject
team,sponsors,and Stakeholderswitha snapshotof both theproject’sprogressata given pointin time
as well as a glimpseof what’sahead in the project.The ScheduleManagementPlan purposeisto define
the approach theteamwill useto develop or create theprojectscheduleas well asthe toolsand
techniquesthatare employed to monitorand controlthe projectschedulebased on projectteam
memberprogressinput.A successfully developed projectscheduleinvolvesactivitiessuch asplanning,
identification,analysis,documentation,and prioritization of work.Oncea schedulebaselineis
established,changesto thescheduleare managed through theproject’sChangeControlprocess.
The ProjectManagerreportstheprojectscheduleperformanceinformation duringthenormalproject
statusand sponsormeetings.TheProjectManageralso reportsscheduledeviationsand,if necessary,
providestheProjectSponsorwithoptionsforgetting the projectschedulebackon track and under
control.The ProjectSponsorhastheauthority to approveschedulechangesbroughtforward thoughtthe
project’sChangeControlprocess.
2 High-Level Workflowsand Activities
[Describe the workflowsandactivitiesthatapplytomanagingthe projectschedule.Examplesinclude
describingdevelopmentandreviewactivities,monitoringandcontrol objectives,responsibilities,timing,
and procedures.]
Example:
This section identifiesthe list of ScheduleManagementprocesses,activities,and tasksthatwillbe
defined and implemented to establish and managetheprojectschedule.The identified Schedule
Managementprocessesinclude,butarenotlimited to:
 Develop Project Schedule– An integrated processconsisting of defining activities, sequences,
and required resourcesto complete theprojectdeliverables.
 Monitorand Control Schedule– The processof monitoring and reporting on theprogressof
projectactivities as well as managing progressand changesto theschedulebaselineto achieve
projectobjectives.If necessary,based on factorssuch asprojectsize and complexity,theprocess
may be broken down into sub-processes.Forexample:
 ScheduleActivity andProgress Updates – The processof establishing how and atwhatintervals
projectactivity and progressupdateswillbe collected during the project.
 ScheduleMonitoring – The processof establishing how scheduleprogressupdatesarecompared
to the schedulebaseline.

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 ScheduleControl – The processof establishing the controltoolsand techniquesforhow the
schedulewill be managed and how changeswillbe addressed.
 ScheduleReporting – The processof defining whatschedulereporting metrics and reportsare
necessary forthe project,atwhatintervalsreporting should occur,and to whataudiences.
3 Tools and Environment
[Schedule monitoringandcontrollingactivitiesare supportedwiththe use of a schedulingtool anda
Schedule Managementrepositorythatare capable of supporting the necessaryactivities.A controlled
schedulingtool andrepositoryiscritical forSchedule Managementaswell asRisk,Issue,andChange
Control Managementactivities.It’scommonforthe original projecttimingestimatestochange due to
internal orexternal riskfactorsorissuesthatoccur duringthe project.Usingwell-definedupdating,
monitoring,andcontrol techniques,alongwithaprojectscheduletool andrepository,willallow the
projectteamto developafull understandingof the change impactsto a projectschedule.
Describe the toolsandproceduresusedtodevelop,monitorandcontrol the projectschedule
throughoutthe projectlifecycle.Toolsmayincludecommercialsoftwarepackagesforthe project
schedule itself andthe ScheduleManagementrepository.If atool has notbeenselected,provide the
requirementsforselectingit.Typically,arepositoryisadatabase,spreadsheet,file system, orother
data storage systemthatis createdwitha tool.The repositoryiswhere the projectschedule and
schedule managementdocumentsare maintained.The repositorymustbe auditable topermit
evaluationandunderstandingof projectteamperformance measuredagainstthe projectschedule
baseline overtime.]
Example:
The projectwill usethe department’sshared collaboration site[name] astherepository forall project
schedulerelated artifacts.The schedulewill bedeveloped in the department’sstandard projectschedule
tool using theapproved WorkBreakdown Structuredocumentasitsbasis.The schedulewill be managed
by the processdefined in this schedulemanagementplan.Itwill also be managed asa configured item
through theproject’sconfigurationcontrolprocess.
4 Roles & Responsibilities
Describe whichrolesare goingtobe responsible for performingthe variousactivitiesdescribedinthe
Schedule Managementprocesses.
Example:
Name Role Responsibility
[Name] ProjectSponsorand/or
IT Sponsorand/or
GovernanceGroup
 Reviewsand approvesfinalschedulebaseline
and scheduleprogress reports.
 Providesoverallguidanceand mentoring.
[Name] ProjectManager  Leadsthe teamin thedevelopmentof the
ScheduleManagementPlan and theProject
Schedule.

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Name Role Responsibility
 Leadsthe projectteamin Schedule
Managementrelated activities.
 Reviews,evaluatesand providesfeedbackon
scheduleprogressreportsand time-risk
recommendationsfromtheProjectScheduler.
 Providesregularstatusinformation in
meetingswith theProjectSponsorand
steering committees.
[Name] FunctionalManagers  Reviewsand approvestime estimatesfor
staff reporting to them.
 Notifiesthe ProjectManagerand Project
Schedulerof workload changesthatmay
affectthe schedule.
 Workswith the ProjectManagerand Project
Scheduleron resource schedule-related items
forrisks, issues,and possiblechanges.
[Name] ProjectScheduler  Assistsin the developmentof theSchedule
ManagementPlan.
 Responsibleforthe daily schedule-related
analysisand updateactivities.
 Leadsthe schedulemanagementactivities,
communicatesschedulestatus,maintains the
projectscheduleand providesupdates.
 Makesschedulerisk, issueand change
recommendationsto theProjectManager.
 Is considered thesubjectmatterexpertfor
the ScheduleManagementprocesses.
[Name] ProjectTeam Members  Notifiesthe ProjectManagerand Project
Scheduleraboutpossibleschedulerisks and
issues.
 Assistswith scheduleestimating activities.
 Providesaccuratetime estimatesforproject
workpackages.
 Providesaccurateprogressreporting during
the project.
[Name] Business Partners Reviewsprojectschedule and schedule
managementstatusand progressdocuments.
5 Schedule Management Process
[Define the Schedule Managementprocessclearlyenoughtoidentifythe necessarysteps,activities,and
responsibilitiesforschedule development,updates,monitoringandcontrol forthe entire project
lifecycle.The ProjectManagermustensure the planfacilitatesprojectsuccessanddoesnotbecome an

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overwhelmingtaskandimpactto the project.Thissectionestablishesthe Schedule Management
frameworkthe projectteamwill use duringthe project.]
Example:
Schedulesforthis projectwill be managed attheindividualtasklevel, where each task reflectsa task
identified at the fourthlevel of the approved WorkBreakdown Structure(WBS). Taskdurationswillbe
measured in termsof hoursand/ordays,asappropriate.Criticalpath method will be used to controland
monitorthe schedules.
Schedulevariancesof less than 10% in the SchedulePerformanceIndex (SPI) willmaintain a statusof
normal,so thosevalueswill showa green indicatorin theprojectstatusreports.Schedulevariancesof
+/- 10% in the SPIwill changethestatusof the costto cautionary,so,thosevalueswill be changed to a
yellow indicatorin the projectstatusreports. Schedulevariancesof +/- 20% in the SPIwill changethe
statusof the costto an alert stage,so thosevalueswill be changed to a red indicator in the projectstatus
reports.The red indicatorwill require corrective action fromthe ProjectManagerto bring the SPIbelow
the alert level. Corrective actionswill require a projectchangerequestand be mustapproved by the
ProjectSponsorbeforethey areincluded in theproject’sscope.
5.1 Schedule Development
[Describe the schedulingapproachandtool(s) usedtodevelopthe projectschedule.The schedule
developmentprocessincludesanumberof sub-processes.Thesesub-processesare usedtoplanthe
detailsof schedule taskidentification,taskdurations,sequences,inter-relationships(dependencies),
work effortestimates,andresource assignments.Summarize the scheduledevelopmentapproachthat
the projectteamwill usedtobuildandbaseline the projectschedule.]
Example:
The projectschedulewill be developed fromtheapproved workbreakdown structure (WBS) constructed
as partof the ScopeManagementplanning effort. Theprojectmanagerand projectschedulerwill
identify taskdurationsassociated witheach task.They will also conducta dependency analysisto
determinethe order in which the workmustoccur.Tasks,their associated activities, and durationswill
be entered into the projectschedulesoftwaretoolwith both predecessorand successortasksassigned at
the activitylevel. Tasksizing will be within the project’sestablished workpackagelimitsforboth effort
and duration.Named resourceswillbe assigned to each task.If named resourcesare notknown,then
resourcegroupswill be assigned to the task.Once completed,theProjectManagerwill examinethe
scheduleto ensureit is technically correct and reasonable.Afterthescheduleis approved,theprojectwill
be baselined and putunderconfiguration control.
5.2 Units of Measure andLevel of Accuracy
[Define the unitsof measure usedforeachprojectresource.Examplesincludestaff hoursandstaff days.
Describe the acceptable rangesusedtodetermine the realisticactivitydurationestimates.Include any
existingcontingencies.]
Example:

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Human resourcemeasurementsarehours,days,weeks,and months.No otherfractionsorportionsof
identified measuresare used forthe project.Formeasuring theprojectresource’sactivity durations,the
level of accuracy forthe projectis considered plusor minus10%.
5.3 Schedule Maintenance
[Describe the processusedtoupdate projectstatusandrecord progressinthe schedule.]
Example:
Projectteammembersreport their worktime and progressweekly using the projectschedulesoftware
tool.Team membersare trained on howto record time in the schedulesoftwaretool.TheProject
Managerand ProjectSchedulerreviewthe projectstatusand reportprogressweekly in theproject
schedulesoftwareapplication.
5.4 Project Schedule Metrics
[Describe the schedulemetricsthatwill be usedforthe project.The ProjectManagementBookof
Knowledge(PMBOK) Guide focusesonEarnedValue Management(EVM) formeasuringandmonitoring
schedule.ProjectManagersshouldclearlyunderstandEVMbefore decidingtouse thismethodfor
managingthe projectschedule.A more simplifiedapproachmaybe sufficientdependingtothe project
size andcomplexity.Regardlessof the methodchosen,basicmeasurementssuchasSchedule Variance
(SV) andSchedule Performance Index (SPI)shouldbe trackedandreported.Theseare the mosttypical
performance measuresandshouldbe capturedandtracked.]
Example:
The projectwill useSchedule Varianceand SchedulePerformanceIndex (SPI) asthebasisformeasuring
scheduleperformance.In addition,theprojectwill track two additionaldata pointsin orderto improve
estimation accuracy.
 Percentage of Tasks on Time – Measuresthepercentageof tasksthatfinish on or ahead of their
planned finish date.
 Percentage of Tasks on Budget (Effort) – Measuresthepercentageof tasksthatare completed
within their allocated time budget.
5.5 Control Thresholds
[Specifyanddescribe the agreed-uponvariance thresholdthatisallowedinthe projectschedule before
some actionis necessary.Thresholdsare typicallyexpressedinpercentagesagainstthe baseline.]
Example:
This section describesthe schedulevariance thresholdsagreed upon fortheproject.If a teammember
feels a schedulechangeis necessary,theProjectManagerand theteammeet to review and evaluatethe
change.Theprojectteam determineswhich tasksare affected,calculatesthevariance,and generatesa
list of possiblealternativesforconsideration.If,aftertheevaluation is complete,the ProjectManager
determinesthatany changeexceedsthe established thresholdsorboundaries,a changerequestis
submitted to the ChangeControlBoard (CCB).

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A changerequestis necessary if either of the following two conditionsis true:
 The proposed changeisestimated to increase or reduce theworkpackageduration by 10% or
morewhen compared againstthebaseline.
 The proposed changeisestimated to increase or reduce theoverall projectduration by 10% or
morewhen compared againstthebaseline.
Once theschedule changerequestis reviewed and approved,theProjectManagerand ProjectScheduler
record thechangerequestresult, storethe documentsin the projectrepository,modify theschedule
according to the approved change,and communicatethechangeand impactsto theprojectteam and
Stakeholders.
If the projectteam feels a schedule re-baselineis necessary,a separatechangerequestis submitted for
consideration and approval.
5.6 Reporting Formats
[Define anddescribe how schedulereportingwillbe done duringthe project.Describe the reporttypes
and reportingintervals,responsibleparties,andcontent.A sample table below showsexamplesof
reporting.However,thereare manyotherprojectreportstoconsiderforprojectuse includingtrend,
metricand oversightreports.Thissectionshouldcontainacomplete listof expectedandrequired
reports.Referalsotothe project’sCommunicationsManagementPlanforStakeholderinformation
needs.]
The following scheduled reportswill be availableat the specified time intervals during the project:
Report Frequency Author Reporting Responsibility
ResourceTask Lists and
Work Packages
Weekly ProjectScheduler Generate individualresource
tasklists and workpackages
fromthe scheduling tooland
makethem availableonlineto
projectteammembers.
ProjectScheduleReport Monthly ProjectScheduler Generate theschedule progress
reportfor usein theproject
statusmeeting.
ProjectMasterSchedule
(Ganttchart)
Monthly ProjectScheduler Generate theupdated schedule
Ganttchart foruse in the
projectstatusmeeting.
SponsorProjectReport Monthly ProjectManager Generate theSponsorproject
status reportforpresentation
to the ProjectSponsor.
5.7 Performance Measurement Rules
[Define anddescribe the performance measurementrulesthatare usedforthe project.Examples
include rulesestablishingpercentcomplete,control accounts,andschedule performancemeasuressuch
as Schedule Variance (SV) andthe Schedule Performance Index(SPI).]

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Example:
Performancemeasurecalculationsaremadeusing theprojectschedulesoftware(such asMicrosoft
ProjectProfessional) fortheproject.
5.8 Schedule Activity and Progress Update
[Describe howthe projectteamwill provide activityandprogressupdates.Definehow toaddress
discrepanciesbetweenplannedversusactual hoursforprojectactivities.]
Example:
Activity and progressupdatesareinputby projectteammemberson a monthly basisinto the online
project-scheduling toolidentified fortheproject.The information isreviewed by thefunctionalmanager
to confirmthe accuracy of theinformation provided.TheProjectSchedulerverifiesupdatesarecomplete
forthe monthand reviewsthe resultswith the ProjectManager.Any inputerrorsareprovided to the
functionalmanagersforcorrection by theprojectteam member.
5.9 Schedule Monitoring
[Describe howthe scheduleismonitoredandcomparedagainstthe schedule baseline.Describeany
analysisprocessesusedandhow schedule-relatedconcerns,issuesandrisksare addressed.]
Example:
Projectteammemberswill report taskprogresson monthly basisto the ProjectManager.TheProject
Schedulerwill updatetheproject schedulewith monthly actualsof teammembereffortand informthe
ProjectManagerof theoverall condition of the projectschedulein terms of variancefromplanned.The
ProjectSchedulerwill also report on positive ornegativetrendsregarding schedule performance.
5.10 Schedule Control
[Describe howthe schedulewillbe managedandcontrolledbasedonthe progressinformationprovided
inthe reportingperiod,perceivedprojectrisks,andopenorongoingissues.Describe the techniques
that will be usedto maintainschedulecontrol.Examplesof techniquesinclude critical pathmethod,
floatand free-float,resource histogram, resource leveling,andMonte CarloSimulation.Examplesof
potential methodsandtheirdefinitionsare showninthe followingtable.]
Technique Definition
PerformanceReviews
Performancereviewsmeasure,compare,and analyzeschedule
performance,such asactualstartand finish dates,percentcomplete,and
remaining duration fortheworkin progress.
Critical PathMethod
Critical Path is used to predict projectduration by analyzing thesequence
of activities (networkpath) thathastheleast amountof scheduling
flexibility. Earlier datesarecalculated by a forward passusing a specified
startdate.Later datesare calculated by a backward passstarting froma
specified completion date.
MonteCarlo Simulation MonteCarlo Simulation is a techniqueused to computeand quantify the
total projectcostand/orprojectschedulea numberof times. This is done

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Technique Definition
with inputvalues,selected at randomthrough carefuluseof probability
distributionsorpotentialcosts and/orpotentialdurations.Thepurposeof
the MonteCarlo analysisis to calculate a defined distribution scenario of
possibletotal costsassociated with the projectaswell asa rangeof
possiblecompletion datesforthe project.
ResourceHistogram
A ResourceHistogramis vertical bar chartused to show resource
consumption and availability by timeperiod.Also called a resource-loading
chart.
VarianceAnalysis
VarianceAnalysis is used to determinethe causesof a variance,such asthe
differencebetween an expected result and an actual result.
AdjustLeadsand Lags
Lead -- A modification of a logical relationship thatallowsan acceleration
of the successoractivity.For example,when a taskhasa finish-to-start
dependency with a 10-day lead,the successoractivity can startas much as
10 daysbeforethe predecessoractivity hasfinished.
Lag -- A modification of a logical relationship thatdirects a delay in the
successoractivity.For example,when a taskhasa finish-to-start
dependency with a 10-day lag,the successoractivity can’tstart until 10
daysafterthe predecessoractivity hasfinished.
Adjusting leadsand lagsis used to find waysto bring lagging project
activities into alignmentwith the plan.
Example:
The Critical Path Method will be used for schedule control. The Project Managerwill review the critical
path:
 Monthly
 When a new baseline is required
 When entering a new project phase
 When mitigating schedule-related risks
 As needed to ensure the critical path is maintained