Project Time Management

Project Time Management
PMP Study Group Project Time Management

Project Time Management Definition
A subset of project management that includes: “The processes required to manage timely completion of the project.” PMBoK® Guide, 4th Edition, p. 129 2 2

Project Time Management Processes
6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule 3 3

The Schedule Management Plan
How the project time management processes will be executed is defined in the Schedule Management Plan The Schedule Management Plan is a subsidiary of the Project Management Plan and is produced as part of the Develop Project Management Plan process (Section 4.2: Integration Management) Many of the knowledge area processes include the knowledge area Planning process which defines how the remaining processes will be executed and has the “Knowledge Area Plan” eg, Quality Management Plan The Time Management processes planning occurs in Integration Management and is defined in the Schedule Management Plan 4 4

Project Time Management Processes
Knowledge Area Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing Project Time Management 6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Duration 6.5 Develop Schedule 6.6 Control Schedule Across Project Management Process Groups 5 5

Source: PMBoK® Guide,4th Edition, p.133
6.1 Define Activities Source: PMBoK® Guide,4th Edition, p.133

6.1 Define Activities Inputs Outputs
Definition: “The process of identifying the specific actions to be performed to produce the project deliverables.” PMBoK® Guide, 4th Edition, p. 133 Inputs Outputs Tools & Techniques .1.1 Scope baseline .1.2 .1.3 Enterprise environmental factors Organizational process assets .2.1 Decomposition .2.2 Rolling Wave Planning .2.3 Templates .2.4 Expert Judgment .3.1 Activity List .3.2 .3.3 Activity Attributes Milestone List 7 7

6.1.1 Define Activities Inputs
.1 Scope Baseline The project deliverables, constraints, and assumptions documented in the project scope baseline (section ) are considered explicitly while defining activities .2 Enterprise Environmental Factors Includes availability of project management information systems (PMIS) and scheduling software tools. .3 Organizational Process Assets Existing formal and informal activity planning-related policies, procedures and guidelines, such as the scheduling methodology, that are considered in developing the activity definitions. Lessons-learned knowledge base contains historical information regarding activities lists used by previous similar projects. 8 8

6.1.2 Define Activities Tools and Techniques
.1 Decomposition As applied to defining activities, involves subdividing the project work packages into smaller, more manageable components called activities. .2 Rolling Wave Planning Is a form of progressive elaboration planning where the work to be accomplished in the near term is planned in detail while work far in the future is planned at a high level. .3 Templates Standard activity list or portion of an activity list from previous projects can often be used as a starting point. These can include resource requirements, skill sets, effort hours and other descriptive information. .4 Expert Judgment Experienced team members or other experts experienced and skilled in developing detailed project scope statements, the WBS and project schedules. Decomposition: Activities represent the effort to be done to complete the work packages. Activities are not part of a WBS. A WBS contains only deliverables. The activity list, WBS and EBS dictionary can sometimes be done concurrently. Decomposition in the case of activities begins with the lowest level of the WBS. Templates: in some cases, the templates may be portion of a project’s activities: eg, installing a server, developing typical interfaces, laying a foundation, etc 9 9

6.1.3 Define Activities Outputs
.1 Activity List A comprehensive list including all schedule activities required on the project. The activity list includes the activity identifier and a scope of work description in sufficient detail to ensure the project team members under stand the work to be complete. It does not include any activities that are NOT required as part of the project scope. .2 Activity Attributes Are details about the activity, such as description, predecessors, successors, logical relationships, leads and lags, resource requirements, constraints and assumptions. These evolve over time. .3 Milestone List Identifies significant points or events in the project and indicates whether they are mandatory or optional. Activity attributes can include even the person who will be assigned to do the work, geographical location for the works to be carried out 10 10

6.2 Sequence Activities Source: PMBoK® Guide,4th Edition, p.136 11 11

6.2 Sequence Activities Inputs Outputs
Definition: “The process of identifying and documenting relationships among the project activities.” PMBoK® Guide, 4th Edition, p. 136 Inputs Outputs Tools & Techniques .1.1 Activity List .1.2 Activity Attributes .1.3 Milestone List .1.4 Project Scope Statement .1.5 Organizational Process Assets .2.1 Precedence Diagramming Method (PDM) .2.2 Dependency Determination .2.3 Applying Leads & Lags .2.4 Schedule Network Templates .3.1 Project Schedule network Diagrams .3.2 Project Documentation Updates 12 12

6.2.1 Sequence Activities Inputs
.1 Activity List See .2 Activity Attributes See May describe a necessary sequence of events or relationships. .3 Milestone List See May have specific dates. .4 Project Scope Statement See Project scope description may have information regarding sequencing .5 Organizational Process Assets Project files from the organizational knowledge base may contain information for scheduling methodology. 13 13

6.2.2 Define Activities Tools and Techniques
.1 Precedence Diagramming Method (PDM) PDM is used in Critical Path Methodology (CPM) to construct a project network diagram using boxes (nodes) to represent activities connected by arrows to show the logical relationships that exist between them. There are 4 types of dependencies or relationships: FS, FF, SS, SF (shown on a subsequent slide). Also called AON: Activity On Node. Is most commonly used diagramming method. .2 Dependency Determination There are 3 types of dependencies that define the activity sequencing: Mandatory, Discretionary, and External (these are defined in subsequent slides). .3 Applying Leads and Lags The project management team determines the dependencies requiring leads or lags: Leads: allow acceleration of a successor activity Lag: directs a delay in a successor activity .4 Schedule Network Templates Standardized schedule networks. Portions of networks are called sub-networks or fragment networks which are very useful for repeating activities to produce identical deliverables or common organizational activities. A lead allows an acceleration of the successor activity. For example, a technical writing team can begin writing the second draft of a large document (the successor activity) fifteen days before they finish writing the entire first draft (the predecessor activity). This could be accomplished by a finish-to-start relationship with a fifteen-day lead time. A lag directs a delay in the successor activity. For example, to account for a ten-day curing period for concrete, a ten-day lag on a finish-to-start relationship could be used, which means the successor activity cannot start until ten days after the predecessor is completed. 14 14

Precedence Diagramming Method (PDM) Example
Source: PMBoK® Guide,4th Edition, p.139 15 15

Building a Precedence Diagram
List the activities and relationships Create a start node Draw arrows from start node to the first activity’s node Sequentially arrange all activities from start Repeat process from successors for all activities Double-check for missed relationships 16

PDM Logical Relationships or Dependencies
Finish-to-Start (FS) - Start successor when predecessor completes (most common) Finish-to-Finish (FF) - Successor activity is completed when the predecessor is completed Start-to-Start (SS) - Start successor activity when predecessor starts Start-to-Finish (SF) - Start the predecessor when the successor completes (rarely used) 17 17

Four Relationships Between Tasks: FS, FF, SS, SF
Finish-to-Start (FS): The initiation of the successor activity depends upon the completion of the predecessor activity. Task A Task B Finish Start Pour the concrete Define the requirements Set budget Raise the frame Write the code Select the design 18

Finish-to-Finish (FF): The completion of the successor activity depends upon the completion of the predecessor activity. Task A Task B Finish Bake the turkey Reproduce disks Select design Bake the yams Generate documentation Allocate funding 19

Start-to-Start (SS): The initiation of the work successor activity depends upon the initiation of the predecessor activity. Task A Task B Start Lucy wraps chocolate Install Plumbing Select Design Ethel wraps chocolate Install Wiring Select Vendors 20

Start-to-Finish (SF): The completion of the successor activity depends upon the initiation of the predecessor activity. Task A Initiate project management Start relay runner #2 Go-Live Start Task B Complete proposal Finish relay runner #1 Maintenance contract signed Finish 21

Dependency Types Mandatory Dependencies: Discretionary Dependencies:
Those that may be contractually required or inherent in the nature of the work being done (hard logic) Discretionary Dependencies: Preferred logic, preferential logic or soft logic Based on knowledge of best practices within a particular application area Can limit scheduling options and should be used External Dependencies: Involve a relationship between project and non-project activities Generally outside control of the project team Mandatory Dependencies; Foundation to be built before the walls; design before build, etc External Dependencies: delivery of hardware to begin software testing 22 22

6.3 Estimate Activity Resources
Definition: “The process of estimating the type and quantities of material, people, equipment or supplies required to perform each activity.” PMBoK® Guide, 4th Edition, p. 141 Inputs Outputs Tools & Techniques .1.1 Activity List .1.2 Activity Attributes .1.3 Resource Calendars .1.4 Enterprise Environmental Factors .1.5 Organizational Process Assets .2.1 Expert Judgment .2.2 Alternatives Analysis .2.3 Published Estimating Data .2.4 Bottom-up Estimating .2.5 Project Management Software .3.1 Activity Resource Requirements .3.2 Resource Breakdown Structure .3.3 Project Documentation Updates 23 23

6.3 Estimate Activity Resources

6.3.1 Estimate Activity Resources Inputs
.1 Activity List See .2 Activity Attributes See .3 Resource Calendars Information on which resources are available, for how long and when. May include resource experience, skill level and geographical locations. .4 Enterprise Environmental Factors Includes resource availability and skills. .5 Organizational Process Assets Policies and Procedures regarding staffing. Policies and Procedures regarding rental and purchase of supplies and equipment. Historical information regarding types of resources used on previous projects. 25 25

6.3.2 Estimate Activity Resources Tools and Techniques
.1 Expert Judgment Group or person with specialized knowledge in resource planning and estimating. .2 Alternatives Analysis Evaluating alternative methods of accomplishing project activities: resource skills and capabilities, size and types of machines, different tools, make or buy decisions. .3 Published Estimating Data Published and updated rates and unit costs of resources for an extensive array of labor trades, material, and equipment for different countries and geographical locations within countries. .4 Bottom-Up Estimating Decomposing an activity into more detail to be able to estimate resource needs with more confidence and aggregating the estimates into a total quantity. Dependencies must be documented. .5 Project Management Software (PMIS) Software that has the capability to help plan, organize and manage resource pools and develop resource estimates. Some are capable of providing resource breakdown structures, resource availability, resource rates and various resource calendars to optimize resource utilization. 26 26

6.3.3 Estimate Activity Resources Outputs
.1 Activity Resource Requirements Types and quantities of resources needed for each activity in a work package. Requirements are aggregated to determine estimated resources for each work package. Information includes basis of estimates, assumptions made, availability and quantities to be used. .2 Resource Breakdown Structure Hierarchical structure of the identified resources by resource category and type. (RBS) Categories include labor, materials, equipment, supplies Types include skill level, grade level The RBS is useful for organizing and reporting project schedule data with resource utilization information .3 Project Document Updates Project documents that may need to be updated include: Activity List Activity Attributes Resource Calendars. 27 27

Resource Structure Breakdown Example
This would represent the RBS for a Marketing project to be completed by resources from 2 company branches 28

6.4 Estimate Activity Durations
Definition: “The process of approximating the number of work periods needed to complete individual activities with estimated resources.” Source: PMBoK® Guide,4th Edition, p.146 Inputs Outputs Tools & Techniques .1.1 Activity List .1.2 Activity Attributes .1.3 Activity Resource Requirements .1.4 Resource Calendars .1.5 Project Scope Statement .1.6 Enterprise Environmental Factors .1.7 Organizational Process Assets .3.1 Activity Duration Estimates .3.2 Project Document Updates .2.1 Expert Judgment .2.2 Analogous Estimating .2.3 Parametric Estimating .2.4 Three-point Estimates .2.5 Reserve Analysis 29 29

6.4 Estimate Activity Durations

6.4.1 Estimate Activity Durations Inputs
.1 Activity List See Section .2 Activity Attributes See Section .3 Activity Resource Requirements See Section Resources assigned and their availability affect duration. Skill levels determine efficiency or productivity .4 Resource Calendars See Section Type, quantity, availability and capability of both material and equipment resources affect duration of schedule activities 31 31

6.4.1 Estimate Activity Durations Inputs
.5 Project Scope Statement See Section The constraints and assumptions from the project scope statement must be considered when estimating activity durations. Assumptions: existing conditions, availability of information, length of the reporting periods Constraints: available skilled resources, contract terms and requirements .6 Enterprise Environmental Factors Duration estimating databases Productivity metrics Published commercial information .7 Organizational Process Assets Historical duration information Project calendars Scheduling Methodology Lessons-learned 32 32

6.4.2 Estimate Activity Durations Tools and Techniques
.1 Expert Judgment Experienced resources guided by historical information can provide duration information or maximum activity durations from prior similar projects. Can also assist in determining appropriate estimating methods. .2 Analogous Estimating Used when there is limited amount of detailed information available about the project or project segment and relies heavily on the current project’s similarity to a prior one. Uses parameters such as duration, budget, size, weight and complexity from a previous project to estimate. Less costly and time consuming method of estimating but generally less accurate. Most reliable when previous activities are similar in fact and not just appearance. Estimating methods can be used in combination to improve accuracy. 33 33

.3 Parametric Estimating Uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters such as cost, budget and duration. Produces higher levels of accuracy depending on the sophistication and underlying data built into the models. eg: 100 sq ft of carpet can be laid in 2 hrs, then 1000 sq ft would take 20 hrs. Industrial or professional tables often available for trades to estimate projects Can be applied to a total project or segments of a project. 34 34

.4 Three-Point Estimating Improves duration estimates by considering estimation uncertainty and risk Originated with PERT (Project Evaluation and Review Technique) Uses 3 estimates: Most Likely (tM) duration of the activity given resources likely to be assigned, their productivity, realistic expectations of availability and dependencies on other participants and interruptions Optimistic (tO) estimated duration is based on best-case scenario Pessimistic (tP) estimated duration is based on the worst-case scenario PERT analysis calculates and EXPECTED (tE) using a weighted average of the 3 estimates: tE = tO + 4tM + tP 6 35 35

.5 Reserve Analysis Duration estimates may include contingency reserves to account for schedule uncertainty. The reserve may be a percentage of the estimated duration, a fixed number of work periods, or developed using quantitative analysis. As more information becomes available, the contingency reserve may be adjusted or eliminated. Contingency must be clearly identified in schedule documentation. 36 36

6.4.3 Estimate Activity Durations Outputs
.1 Activity Duration Estimates Quantitative assessments of the likely number of work periods required to complete an activity. Does not include any lags ( ) but may include a range of possible results: 2 weeks + 2 days = 8 – 12 work days (assuming 5 day work week) 15% probability of exceeding 3 weeks (= 85% probability of taking less than 3 weeks) .2 Project Document Updates Activity Attributes. Assumptions made in estimating duration estimates include skill levels and availability. 37 37

6.5 Develop Schedule Outputs Inputs
Definition: “The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule.” PMBoK® Guide, 4th Edition, p. 152 Outputs Inputs Tools & Techniques .1.1 Activity List .1.2 Activity Attributes .1.3 Project Schedule Network Diagrams .1.4 Activity Resource Requirements .1.5 Resource Calendars .1.6 Activity Duration Estimates .1.7 Project Scope Statement .1.8 Enterprise Environmental Factors .1.9 Organizational Process Assets .3.1 Project Schedule .3.2 Schedule Baseline .3.3 Schedule Data .3.4 Project Document Updates .2.1 Schedule Network Analysis .2.2 Critical Path Method .2.3 Critical Chain Method .2.4 Resource Leveling .2.5 What-if Scenario Analysis .2.6 Applying Leads and Lags .2.7 Schedule Compression .2.8 Scheduling Tool 38 38

6.5 Develop Schedule Source: PMBoK® Guide,4th Edition, p.153 39 39

6.5.1 Develop Schedule Inputs
.1 Activity List See Section .2 Activity Attributes See Section .3 Project Schedule Network Diagrams See Section .4 Activity Resource Requirements See Section Resources assigned and their availability affect scheduling. 40 40

6.5.1 Develop Schedule Inputs
.5 Resource Calendars See Section .6 Activity Duration Estimates See Section .7 Project Scope Statement The constraints and assumptions from the project scope statement can impact the development of the project schedule. .8 Enterprise Environmental Factors Scheduling Tool .9 Organizational Process Assets Project calendar Scheduling methodology 41 41

6.5.2 Develop Schedule Tools and Techniques
.1 Schedule network Analysis A technique that generates the project schedule. Calculates the early and late start and finish dates for the uncompleted portions of project activities and uses critical path, critical chain, what-if analysis and resource leveling methods. Some network paths have converging and/or diverging paths that can be identified and used in schedule compression or other analyses. 42 42

.2 Critical Path Analysis Note: See exercise following section (p. 49) Using forward and backward pass analysis through the schedule network, calculates the theoretical early and late start and finish dates for all activities Resource limitations not considered in analysis Generated start and end dates are not necessarily the project schedule, but time periods within which the activity could be scheduled Uses activity durations, logical relationships, leads, lags and other known constraints Generally the path that determines the duration of the project The longest path in the network continued on next slide 43 43

.2 Critical Path Analysis (continued) Dates are affected by activity float - schedule flexibility. Float may be positive, negative or zero. Critical paths have zero or negative float and activities on the critical path are called critical activities. Networks can have multiple critical paths. Adjustments to activity durations, logical relationships, leads and lags, or other schedule constraints may be necessary to produce networks with zero or positive float and minimize schedule risk. Free Float, the amount of time an activity may be delayed without delaying the early start date of any immediate successor activity in the network path can also be determined. Total Float, amount of time that a schedule activity may be delayed from its early start date without delaying the project finish date or violating a schedule constraint. 44 44

.3 Critical Chain Method A schedule network analysis techniques that modifies the project schedule to account for limited resources. After the critical path is identified, resource availability is entered and the resource-limited schedule result is determined. The resulting schedule often has an altered critical path and is known as the critical chain. Uses project and feeder buffers to prevent slippage account for uncertainty. Activities are planned to their latest possible to start and finish dates. Method focuses on managing to remaining buffer durations rather than total float. 45 45

.4 Resource Leveling A schedule network analysis technique applied to a schedule that has already been analyzed by the critical path method. Used when shared or critical resources available only at certain times, in limited quantities, or to keep resource usage at a constant level. Necessary when resources are over-allocated. Can cause the original critical path to change. 46 46

.5 What-If Scenario Analysis Schedule network analysis performed using the schedule to compute different project scenarios. Can assess the feasibility of the project schedule under adverse conditions and in preparing contingency and response plans to overcome or mitigate the impact of unexpected situations. Simulation involves calculating multiple project durations with different sets of activity assumptions Most common is Monte Carlo Analysis (see ). .6 Applying Leads and Lags See Section Refinements applied during network analysis to develop a viable schedule. Monte Carlo Analysis produces a distribution (histogram) of possible activity durations for each activity and calculates a distribution of possible outcomes for the total project 47 47

.7 Schedule Compression Shortens the project schedule without changing scope to meet schedule constraints, imposed dates or other schedule objectives. Crashing - Cost and schedule tradeoffs are analyzed to obtain the greatest amount of compression for least incremental cost. Examples: overtime, additional resources, paying extra for expedited delivery for activities on the critical path Works only when solution will shorten duration May result in increased risk and cost Fast Tracking - Phases or activities normally performed in sequence are performed in parallel. May result in rework and increased risk Works only if activities can be overlapped to shorten duration .8 Scheduling Tool Expedite the process by generating start and finish dates based on the inputs of activities, network diagrams, resources and activity durations. Can be used in conjunction with other project management software applications as well as manual method. 48 48

Calculating the Forward Pass
Critical Path Method: Calculating the Forward Pass (FS Relationships) Set the early start date for the first activity Begin at left, work left to right, top to bottom Use the formulas (ES+ duration = EF) (EF + Lag = ES for Successors) Continue to end of network When a successor has multiple predecessors, use the latest early finish date of the Predecessors as the early start date for the successor 49

Calculating the Backward Pass
Critical Path Method: Calculating the Backward Pass Begin at right, work right to left, top to bottom Continue to start of network When a successor has multiple predecessors, use the earliest late start date of the Predecessors as the late finish date for the successor Set the late finish date of the last task equal to the early finish date of the last task (or set to customer date) Use the formulas (LF – duration = LS) (LS – lag = LF for predecessors) 50

Critical Path Method: Exercise Calculate: Forward Pass Backward Pass
Float Critical Path Finish START Duration = 7 Task A Duration = 6 Task C Duration = 3 Task G Task B Task D Task E Duration = 2 Task H Task F 51

Critical Path Method: Forward Pass 7 7 13 13 16 16 18 3 3 6 6 9 3 5
7 7 13 13 16 Duration = 7 Task A Duration = 6 Task C Duration = 3 Task G 16 18 START Finish Duration = 2 Task H 3 3 6 6 9 Duration = 3 Task B Duration = 3 Task D Duration = 3 Task E 3 5 Duration = 2 Task F 52

Critical Path Method: Backward Pass 7 7 13 13 16 7 7 13 13 16 16 18 16
7 7 13 13 16 Duration = 7 Task A Duration = 6 Task C Duration = 3 Task G 7 7 13 13 16 16 18 START Finish Duration = 2 Task H 16 18 3 3 6 6 9 Duration = 3 Task B Duration = 3 Task D Duration = 3 Task E 7 10 10 13 13 16 3 5 Duration = 2 Task F 11 13 53

Critical Path Method: Float 7 7 7 8 7 7 13 13 16 7 7 13 13 16 16 18 16
7 7 13 13 16 Duration = 7 Task A Duration = 6 Task C Duration = 3 Task G 7 7 13 13 16 16 18 START Finish Duration = 2 Task H 16 18 3 3 6 6 9 Duration = 3 Task B Duration = 3 Task D Duration = 3 Task E 7 10 10 13 13 16 7 7 7 3 5 Duration = 2 Task F 11 13 8 54

Critical Path Method: Critical Path 7 7 7 8 7 7 13 13 16 7 7 13 13 16
7 7 13 13 16 Duration = 7 Task A Duration = 6 Task C Duration = 3 Task G 7 7 13 13 16 16 18 START Finish Duration = 2 Task H 16 18 3 3 6 6 9 Duration = 3 Task B Duration = 3 Task D Duration = 3 Task E 7 10 10 13 13 16 7 7 7 3 5 Duration = 2 Task F 11 13 8 55

6.5.3 Develop Schedule Outputs
.1 Project Schedule Note: See examples on next slide. Minimally includes a planned start and finish date for each activity. Remains preliminary until resource assignments have been made. Project target schedule may be developed with a defined target start and finish for each activity. May be presented in several forms: Milestone Charts - Start and end dates of major deliverables and key external interfaces. Bar Charts - Activities represented by bars displaying start and finish dates and expected durations. Frequently used for management presentations. Project Schedule Network Diagrams - Display bar chart information plus project network logic and project’s critical path schedule activities. 56 56

Project Schedule - Graphic Examples:

.2 Schedule Baseline Specific version of the project schedule: Developed from the schedule network analysis Accepted and approved by the project management team as the schedule baseline with baseline start and finish dates Is a component of the Project Management Plan .3 Schedule Data Minimally includes: schedule milestones, activities, activity attributes and documentation of all identified assumptions & constraints Supporting data may include: Resource requirements by time period – generally in a resource histogram Alternative schedules: best case, worst case, not resource leveled, resource leveled, with or without imposed dates Scheduling of contingency reserves 58 58

.4 Project Document Updates Project documents that may be updated: Activity resource requirements: possibly updated by resource leveling Activity attributes: see section to update any revised resource requirements Calendar: each project may use different calendar units for scheduling Risk Register updated to reflect opportunities or threats perceived through scheduling assumptions 59 59

6.6 Control Schedule Inputs Outputs
Definition: “The process of monitoring the status of the project to update project progress and manage changes to the schedule baseline.” Source: PMBoK® Guide,4th Edition, p.160 Inputs Outputs Tools & Techniques .2.1 Performance Reviews .2.2 Variance Analysis .2.3 Project Management Software .2.4 Resource Leveling .2.5 What-if Scenario Analysis .2.6 Adjusting Leads and Lags .2.7 Schedule Compression .2.8 Scheduling Tool .3.1 Work Performance Measurements .3.2 Organizational Process Assets Updates .3.3 Change Requests .3.4 Project Management Plan Updates .3.5 Project Document Updates .1.1 Project Management Plan .1.2 Project Schedule .1.3 Work Performance Information .1.4 Organizational Process Assets 60 60

6.6 Control Schedule Source: PMBoK® Guide,4th Edition, p.161 61 61

6.6.1 Control Schedule Inputs
.1 Project Management Plan As described in section , contains: The schedule management plan - how the schedule will be managed and controlled. The schedule baseline - comparison with actual results to determine if a change, corrective action or preventive action is necessary. .2 Project Schedule Most recent version with notations to indicate updates, completed and started activities as of a given date. .3 Work Performance Information Information about project progress: which activities have started, their progress and which have finished. .4 Organizational Process Assets Formal & informal schedule control-related policies, procedures and guidelines. Schedule control tools. Monitoring and reporting methods to be used. 62 62

6.6.2 Control Schedule Tools and Techniques
.1 Performance Reviews Measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete and remaining duration Earned Value Management utilizes schedule variance (SV: ) and schedule performance (SPI: ) to measure schedule variance .2 Variance Analysis SV and SPI are used to assess the magnitude of variation to the baseline. Total float variance can also be used to assess variance Most important: determine the cause and degree of variance relative to the schedule baseline and determine if corrective or preventive action is required Stress that a small variance on the critical path may impact the overall project schedule whereas a larger variance on an activity not on the critical path may not If using the critical chain scheduling method ( ) comparing the amount of buffer remaining to the amount of buffer needed to protect the delivery date can help determine schedule status 63 63

.3 Project Management Software Provides the ability to track planned dates versus actual dates and to forecast the effects of changes to the project schedule. .4 Resource Leveling See Section Used to optimize the distribution of work among resources. .5 What-If Scenario Analysis See Section Reviews various scenarios to bring schedule into alignment with plan. .6 Adjusting Leads and Lags Used to find ways to bring project activities that are behind into alignment with the plan 64 64

.7 Schedule Compression See Section Used to find ways to bring project activities that are behind into alignment with the plan. .8 Scheduling Tool Schedule data is updated and compiled into the schedule to reflect actual progress and remaining work to be completed. Used in conjunction with manual methods or other project management software to perform schedule network analysis to generate an updated project schedule. 65 65

6.6.3 Control Schedule Outputs
.1 Work Performance Measurements Document and communicate to stakeholders: Calculated SV and SPI values for WBS components, such as for work packages and control accounts. .2 Organizational Process Assets Causes of Variances. Corrective action chosen and reasons. Other types of lessons learned from project schedule control. .3 Change Requests Schedule variance analysis, results of performance measures, review of progress reports may result in change requests to schedule baseline or other components of the project management plan. All change requests are processed through the Perform Integrated Change Control process (4.5). Preventive actions may include recommended changes to reduce the probability of negative schedule variances. 66 66

6.6.3 Control Schedule Outputs
.4 Project Management Plan Updates Schedule Baseline only in response to approved change requests ( ) related to project scope, activity resources or duration estimates. Schedule Management Plan if the way the schedule is to be managed has changed. Cost Baseline reflects changes caused by compression or crashing techniques. .5 Project Document Updates Include, but not limited to: Schedule Data - To display approved remaining durations and modifications to the work plan, new project schedule network diagrams may be developed; If schedule delays are so severe that measuring performance and progress is no longer realistic, a new target schedule with forecasted start and finish dates is necessary Project Schedule - Updated for updated schedule data to reflect changes and manage the project 67 67

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Project Time Management

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