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Schedule Management

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Schedule Management PMI-SP SCHEDULING PROFESSIONAL Achieve Your Target SCHEDULE MANAGEMENT Mudathir Ali Mohamed PMP., PMI-SP, PMI-RMP Schedule Management Quick Overview Project Schedule Management Process Group Plan Schedule Management Planning Define Activities Planning Sequence Activities Planning Estimate Activity Durations Planning Develop Schedule Planning Control Schedule Monitoring & Controlling Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE Schedule Management Develop Schedule is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create a schedule model for project execution and monitoring and controlling. The key benefit of this process is that it generates a schedule model with planned dates for completing project activities This process is performed throughout the project Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE Schedule Management ITTO Inputs Tools & Techniques Outputs 1. Project management plan 1. Schedule network analysis 1. Schedule baseline • Schedule management plan 2. Critical path method 2. Project schedule • Scope baseline 3. Resource optimization 3. Schedule data 2. Project documents 4. Data analysis 4. Project calendars • Activity attributes • What-if scenario analysis 5. Change requests • Activity list • Simulation 6. Project management plan updates • Assumption log 5. Leads and lags • Schedule management plan • Basis of estimates 6. Schedule compression • Scope baseline • Duration estimates 7. Project management information 7. Project Documents Updates • Lessons learned register system • Activity attributes • Milestone list 8. Agile release planning • Assumption log • Project schedule network diagrams • Duration estimates • Project team assignments • Lessons learned register • Resource calendars • Resource requirements • Resource requirements • Risk register • Risk register 1. Aagreements 3. EEF 4. OPA Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE (Inputs) Schedule Management PROJECT MANAGEMENT PLAN • Schedule management plan identifies the scheduling method and tool used to create the schedule and how the schedule is to be calculated. • Scope baseline The scope statement, WBS, and WBS dictionary have details about the project deliverables that are considered when building the schedule model. PROJECT DOCUMENTS Project documents that can be considered as inputs for this process include • Activity attributes. activity attributes provide the details used to build the schedule model. • Activity list. identifies the activities that will be included in the schedule model. • Assumption log. Assumptions and constraints recorded in the assumption log may give rise to individual project risks that may impact the project schedule • Basis of estimates. The supporting documentation should provide a clear and complete understanding of how the duration estimate was derived. • Duration estimates. It will be used to calculate the schedule. • Lessons learned. can be applied to later phases in the project to improve the validity of the schedule model • Milestone list The milestone list has scheduled dates for specific milestones. • Project schedule network diagrams. contain the logical relationships of predecessors and successors that will be used to calculate the schedule Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE (Inputs) Schedule Management PROJECT DOCUMENTS Project documents that can be considered as inputs for this process include • Project team assignments specify which resources are assigned to each activity. • Resource calendars. contain information on the availability of resources during the project. • Resource requirements. identify the types and quantities of resources required for each activity used to create the schedule model. • Risk register. provides the details of all identified risks, and their characteristics, that affect the schedule model AGREEMENTS Vendors may have an input to the project schedule as they develop the details of how they will perform the project work to meet contractual commitments. ENTERPRISE ENVIRONMENTAL FACTORS • Government or industry standards, and • Communication channels ORGANIZATIONAL PROCESS ASSETS • Scheduling methodology • Project calendar(s). Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE (T&T) Schedule Management SCHEDULE NETWORK ANALYSIS is the overarching technique used to generate the project schedule model. It employs several other techniques such as: • Critical path method • Resource optimization techniques • Modelling techniques Additional analysis includes but is not limited to: • Assessing the need to aggregate schedule reserves to reduce the probability of a schedule slip when multiple paths converge at a single point in time or when multiple paths diverge from a single point in time, to reduce th probability of a schedule slip. • 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. Schedule network analysis is an iterative process that is employed until a viable schedule model is developed Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE (T&T) Schedule Management CRITICAL PATH METHOD The critical path is the longest duration path through a network diagram and determines the shortest time it could take to complete the project. The benefits of Critical Path are : • Helps prove how long the project will take • Helps you determine where to focus your project management efforts • Helps determine if an issue needs immediate attention • Provides a vehicle to compress the schedule during project planning and whenever there are changes • Shows which activities have float and can therefore be delayed without delaying the project Near-Critical Path It is the path that is close in duration to the critical path, The closer in length the near-critical and critical paths are, the more risk the project has, both critical and near critical paths should be focused on. Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE (T&T) Schedule Management CRITICAL PATH METHOD Float (Slack) Total float (slack): is the amount of time an activity can be delayed without delaying the project end date or an intermediary milestone, while still adhering to any imposed schedule Free float (slack) This is the amount of time an activity can be delayed without delaying the early start date of its successor(s) while still adhering to any imposed schedule constraints Project float (slack) : is the amount of time a project can be delayed without delaying the externally imposed project completion date required by the customer or management, or the date previously committed to by the project manager • Activities on the critical path have zero float Float = LS – ES = LF – F Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE (T&T) Schedule Management CRITICAL PATH METHOD Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE (T&T) Schedule Management CRITICAL PATH METHOD Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE (T&T) Schedule Management CRITICAL PATH METHOD Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE (T&T) Schedule Management CRITICAL PATH METHOD Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE (T&T) Schedule Management CRITICAL PATH METHOD • Can there be more than one critical path ? Yes, you can have two, three, or many critical paths. • Do you want there to be? No; it increases risk. • Can a critical path change? Yes. • Can there be negative float? Yes; it n1eans you are behind. • How much float does the critical path have? In planning, the critical path has zero total float. During project executing, if an activity on the critical path is completed earlier or later than planned, the critical path may then have positive or negative float. Negative float on the critical path requires corrective actions or changes to the project to bring it back in line with the plan. • Does the network diagram change when the end date changes? No, not automatically, but the project manager should investigate schedule compression options such as fast tracking and crashing the schedule to meet the new date. Then, with approved changes, the project manager shouid change the network diagram accordingly. • Would you leave the project with negative float? No; you would compress the schedule Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE (T&T) Schedule Management RESOURCE OPTIMIZATION It is used to adjust the start and finish dates of activities to adjust planned resource use to be equal to or less than resource availability, There are two techniques that can achieve this outcome: 1. Resource Levelling Resource leveling is used to produce a resource-limited schedule. Leveling lengthens the schedule and increases cost in order to deal with a limited amount of resources, resource availability, and other resource constraints 2. Resource Smoothing Resource smoothing is a modified form of resource leveling, where resources are leveled only within the limits of the float of their activities, so the completion dates of activities are not delayed. Mudathir Ali Mohamed PMP, PMI-SP, PMI-RMP DEVELOP SCHEDULE (T&T) Schedule Management DATA ANALYSIS Data analysis techniques that can be used for this process include 1. What-if scenario analysis. What-if scenario analysis is the process of evaluating scenarios in order to predict their effect, positive or negative, on project objectives,
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