Chapter 5 Project Schedule Management

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Chapter 5

Project Schedule Management

A Comprehensive Guide for PMP Certification by Parag Pal

Chapter 5 focuses on **Project Schedule Management**, the knowledge area responsible for ensuring the timely completion of the project. It involves processes for planning, developing, managing, executing, and controlling the project schedule.

This guide will detail the six processes within Schedule Management, from defining activities to controlling the schedule, highlighting key concepts, inputs, tools & techniques, and outputs for each.

5.1 Project Schedule Management Processes Overview

Project Schedule Management includes the processes required to manage the timely completion of the project. This knowledge area is crucial for keeping the project on track and delivering within deadlines.

The 6 Schedule Management Processes are:

• Plan Schedule Management (Planning)
• Define Activities (Planning)
• Sequence Activities (Planning)
• Estimate Activity Durations (Planning)
• Develop Schedule (Planning)
• Control Schedule (Monitoring & Controlling)

Schedule Management Processes by Process Group

This chart shows how the 6 Project Schedule Management processes are distributed across the Process Groups.

Note: Most schedule management processes occur during the Planning phase.

5.2 Plan Schedule Management

This process establishes the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.

5.2.1 Inputs

• Project Management Plan
• Project Documents
• Enterprise Environmental Factors (EEFs)
• Organizational Process Assets (OPAs)

5.2.2 Tools & Techniques

• Expert Judgment
• Data Analysis
• Meetings

5.2.3 Outputs

• Schedule Management Plan: Documents how the project schedule will be managed.

5.3 Define Activities

This is the process of identifying and documenting the specific actions to be performed to produce the project deliverables. It breaks down work packages into detailed activities.

5.3.1 Inputs

• Project Management Plan
• EEFs, OPAs

5.3.2 Tools & Techniques

• Decomposition: Breaking down work packages from the WBS into specific activities.
• Rolling Wave Planning: A form of progressive elaboration where work packages happening soon are decomposed now, and later ones are decomposed later when more details are known.
• Expert Judgment

5.3.3 Outputs

• Activity List: A detailed list of all scheduled activities, each mapping to one work package and having a unique identifier.
• Activity Attributes: More detailed information about each activity (e.g., resources, location, cost, assumptions, constraints, leads and lags, relationships).
• Milestone List: Consists of all major project or phase milestones, which are activities with no duration representing major accomplishments.
• Change Request, Project Management Plan Updates.

5.4 Sequence Activities

This process identifies and documents relationships among the project activities. This technique is what is used to create the network diagram.

5.4.1 Inputs

• Project Management Plan
• Project Documents (Activity Lists, Activity Attributes, Milestone List, Assumption Log)
• EEFs, OPAs

5.4.2 Tools & Techniques

• Precedence Diagramming Method (PDM) / Activity-on-Node (AON): A technique used to build a sequence using activities. Boxes are activities, numbers represent durations.
  • Relationships:
    • Finish-to-Start (FS): Most frequently used. Activity B starts only after Activity A finishes.
    • Finish-to-Finish (FF): Activities need to finish at the same time.
    • Start-to-Start (SS): Activity B can start only after Activity A starts.
    • Start-to-Finish (SF): Activity B cannot finish until Activity A has started (rarely used).
  • Dependencies:
    • Mandatory Dependencies (Hard Logic): Must finish one activity to start the next.
    • Discretionary Dependencies (Soft Logic): Activities do not need to be done in a specific order.
    • External Dependencies: Dependent on activities outside project team control.
    • Internal Dependencies: Dependent on activities within project team control.
  • Leads & Lags:
    • Leads: An overlap between activities (e.g., successor starts before predecessor finishes).
    • Lags: Delays between activities (e.g., waiting for paint to dry).
• Project Management Information System (PMIS)

Common Activity Relationships (PDM)

Activities are linked using logical relationships to form the project network diagram.

Finish-to-Start (FS)

Activity B starts after Activity A finishes.

Activity A (Finish)

Activity B (Start)

Start-to-Start (SS)

Activity B starts after Activity A starts.

Activity A (Start)

Activity B (Start)

Other relationships include Finish-to-Finish (FF) and Start-to-Finish (SF).

5.4.3 Outputs

• Project Schedule Network Diagrams: The diagram showing all activities and their order.
• Project Management Plan Updates.

5.5 Estimate Activity Durations

In this process, you will analyze each activity to determine how long each will take to accomplish. Activities are assigned some kind of duration measurement such as hours, days, weeks, or years.

5.5.1 Inputs

• Project Management Plan
• Project Documents
• EEFs, OPAs

5.5.2 Tools & Techniques

• Expert Judgment
• Analogous Estimating (Top-Down): Uses historical information from similar projects; quick, but less accurate.
• Parametric Estimating: Uses a math algorithm based on historical data and variables (e.g., 1 hour per line of code); can be very accurate.
• Three-Point Estimating (PERT - Program Evaluation and Review Technique): Uses 3 values:
  • Optimistic (O): Best case, least time.
  • Most Likely (M): Realistic case.
  • Pessimistic (P): Worst case, longest time.
  • Formulas:
    • Beta Distribution (normal PERT): (O + 4M + P) / 6 (use if not specified).
    • Triangular Distribution: (O + M + P) / 3.
    • Standard Deviation: (P - O) / 6 (used for range of estimate).
• Bottom-Up Estimating: One of the most accurate methods; breaks down work to lowest levels and aggregates. Very detailed, time-consuming, but accurate.
• Reserve Analysis: Adding extra time (reserves) due to risk.

Estimation Accuracy Comparison

Different estimation techniques offer varying levels of accuracy and effort.

Note: Bottom-Up is generally most accurate but requires significant detail.

PERT Formula Breakdown

The PERT (Beta Distribution) formula weights the most likely estimate more heavily.

Optimistic (O)

Most Likely (M) x 4

Pessimistic (P)

Sum / 6

PERT Estimate

5.5.3 Outputs

• Activity Duration Estimates: Numerical estimation for each activity, often with ranges.
• Basis of Estimates: Explains how estimates were developed, including ranges, assumptions, and constraints.

Exam Tip:

If the exam asks to calculate PERT and doesn't specify what formula to use, always use the Beta distribution. Only use standard deviation when asking for range or variance.

5.6 Develop Schedule

This process analyzes activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. This is an iterative process.

5.6.1 Inputs

• Project Management Plan
• Project Documents (e.g., Activity List, Activity Attributes, Milestone List, Activity Duration Estimates)
• EEFs, OPAs

5.6.2 Tools & Techniques

• Schedule Network Analysis:
  • Critical Path Method (CPM): Defines the longest path through a network diagram, determining the shortest project duration. Activities on the critical path have zero float and are high-risk.
  • Critical Chain Method: Places a project buffer at the end of the project instead of throughout the schedule, building an aggressive schedule.
• Resource Optimization Techniques:
  • Resource Leveling: Adjusts activity dates or resequences activities when resources are limited or over-allocated. May change the critical path.
  • Resource Smoothing: Adjusts activities within their float to ensure the critical path does not change.
• Data Analysis (e.g., What-if Scenarios like Monte Carlo Simulation)
• Leads & Lags
• Schedule Compression:
  • Crashing: Adds more resources to activities to complete them faster (increases cost).
  • Fast Tracking: Does activities in parallel instead of sequentially (increases risk).
• PMIS, Agile release planning.

Exam Tip on Schedule Compression:

Crashing increases cost and fast tracking increases risk. Try to compress the schedule before getting it approved.

5.6.3 Outputs

• Schedule Baseline: Part of the project management plan; can only change with an approved change request. Used to measure project schedule progress.
• Project Schedule: Includes:
  • Bar Chart (Gantt Charts): Time-phased graphical display of activity start/end dates and durations.
  • Milestone Charts: Show only major deliverables/milestones (points in time, no duration).
  • Project Schedule Network Diagrams: Show durations and sequencing of every activity.
• Schedule Data, Project Calendars.
• Change Requests, Project Document Updates, Project Management Plan Updates.

5.7 Control Schedule

This process monitors the status of the project to update project progress and manage changes to the schedule baseline. It's a daily process of keeping your project on schedule.

5.7.1 Inputs

• Project Management Plan
• Project Documents (e.g., Project Schedule, Schedule Data, Schedule Calendar, Change Requests)
• Work Performance Data
• EEFs, OPAs

5.7.2 Tools & Techniques

• Data Analysis:
  • Earned Value Analysis: Series of formulas to numerically analyze project cost and time performance.
  • Iteration Burndown Chart: Used in Agile to track remaining work over time (Y-axis: work remaining, X-axis: duration).
  • Performance Reviews: Tracking planned work vs. actual work completed.
  • What-if Scenarios: Used to help fix or reorganize the schedule.
• Critical Path Method, PMIS, Resource Optimization Techniques, Leads & Lags, Schedule Compression.

Iteration Burndown Chart Example

An Iteration Burndown Chart visually tracks the work remaining against the planned progress in an Agile sprint.

Note: The wavy line shows actual progress, compared to the ideal straight line.

5.7.3 Outputs

• Work Performance Information.
• Change Request.
• Project Schedule Network Diagram, Project Management Plan Updates.

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