pmp pmbok 5th ch 6 time management

CH6:Project Time Management

ABDULLAH ALKHADRAWY, PMP

Course Instructor: Abdullah Ahmed Al-Khadrawy.

BSc. Civil Engineering 2006 (V.Good HD).

Graduation Project (Project Management)

2006.(Excellent graded)

Certified from Primavera Inc. ® : Advanced user for

Primavera P6 (2008).

Certified from Primavera Inc. ® : Advanced user for

primavera Contract Manager 12 (2009).

Attended courses (PMP, CCE, FIDIC, Project

Management, Arbitration for Engineering Contracts)

[2007-2013]

Certified from PMI ® as PMP ® [email protected]

Schedule model

Representation of the plan for executing the project’s activitiesincluding durations, dependencies, and other planninginformation, used to produce project schedules along withother scheduling artifacts.

Scheduling

6.1 PlanSchedule

6.7 Control

Management Schedule

6.2 Define

Activities

6.3 Sequence

Activities

6.4 EstimateActivity

Resources6.5 Estimate

ActivityDurations

6.6 DevelopSchedule

manage the timely completion of the project

Initiating Planning ExecutingMonitoring andControlling

Closing

6Project TimeManagement

6.1 PlanSchedule

6.7 Control

Management Schedule

6.2 Define

Activities

6.3 Sequence

Activities

6.4 EstimateActivity

Resources6.5 Estimate

ActivityDurations

6.6 DevelopSchedule

manage the timely completion of the project

Initiating Planning ExecutingMonitoring andControlling

Closing

Project TimeManagement

6

6.1 Plan Schedule Management

.1 Project management plan

.2 Project charter

.3 Enterprise environmental factors

.4 Organizational process assets

.1 Expert judgment

.2 Analytical techniques

.3 Meetings

.1 Schedule management plan

establishing the policies, procedures, and documentation for planning,developing, managing, executing, and controlling the project schedule

Planning

6.1 Plan Schedule Management:-

1. Project management plan

2. Project charter

3. Enterprise environmental factors

4. Organizational process assets

Inputs

6.1 Plan Schedule Management:- Inputs

3. Enterprise Environmental Factors• Organizational culture and structure can all influence schedulemanagement;• Resource availability and skills that may influence schedule planning;• Project management software provides the scheduling tool andalternative possibilities for managing the schedule;• Published commercial information, such as resource productivityinformation, is often available from commercial databases that track;• Organizational work authorization systems.

6.1 Plan Schedule Management:- Inputs

4. Organizational process assets• Monitoring and reporting tools to be used;• Historical information;• Schedule control tools;• Existing formal and informal schedule control related policies, procedures, andguidelines;

• Templates;• Project closure guidelines;• Change control procedures; and• Risk control procedures including risk categories, probability definition and impact,and probability and impact matrix.

6.1 Plan Schedule Management:- Tools and Techniques:-

1. Expert judgment

2. Analytical techniques

3. Meetings

6.1 Plan Schedule Management:- Tools and Techniques:-

2. Analytical techniques

• Scheduling methodology,

• Scheduling tools and techniques,

• Estimating approaches,

• Formats,

• Project management software.

• Ways to fast track or crash

6.1 Plan Schedule Management Outputs

1. Schedule Management Plan• Project schedule model development. The scheduling methodology and thescheduling tool

• Level of accuracy. The acceptable range used in determining realistic activityduration.

• Units of measure. Each unit used in measurements is defined for each of theresources.

• Organizational procedures links. The WBS (Section 5.4) provides the frameworkfor the schedule management plan.

• Project schedule model maintenance. The process used to update the status andrecord progress of the project in the schedule model during the execution of theproject is defined.

• Control thresholds. Variance thresholds for monitoring schedule performance.Thresholds are typically expressed as percentage deviations from the parametersestablished in the baseline plan.

6.1 Plan Schedule Management Outputs

1. Schedule Management Plan• Rules of performance measurement. Earned value management (EVM) rules orother physical measurement rules of performance measurement are set. Forexample, the schedule management plan may specify: Rules for establishing percent complete, Control accounts at which management of progress and schedule will be measured, Earned value measurement techniques (e.g., baselines, fixed-formula, percent complete, etc.)• Schedule performance measurements such as schedule variance (SV) and scheduleperformance index (SPI)

• Reporting formats. The formats and frequency for the various schedule reports aredefined.

• Process descriptions. Descriptions of each of the schedule management processes.

Project charterprovides the PMwith authority

Q: Which project managementprocess should a project managerperform to get a formal authorizationfor a project or a project phase?

A. Develop Project Management planB. Develop Project CharterC. Perform Integrated Change ControlD. Direct and Manage Project Execution

B

6.2 Define Activities


.2 Scope baseline



.1 Decomposition

.2 Rolling wave planning

.3 Expert judgment

.1 Activity list

.2 Activity attributes

.3 Milestone list

identifying and documenting the specific actions to be performed to producethe project deliverables

Planning

6.2 Define Activities

1. Schedule management plan

2. Scope baseline



Inputs

6.2 Define Activities:- Tools and Techniques:-

1. Decomposition

2. Rolling wave planning

3. Expert judgment

6.2 Define Activities:- Tools and Techniques:-

2. Rolling wave planning

• an iterative planning technique in which the work tobe accomplished in the near term is planned in detail,while the work in the future is planned at a higher level

• It is a form of progressive elaboration.

•. As more is known about the upcoming events in thenear term, work packages can be decomposed intoactivities.

6.2 Define Activities Outputs

1. Activity list

2. Activity attributes

3. Milestone list


1. Activity list Code Description UOMGENERAL

110 Asset inspections111 Routine inspections km112 Additional inspections each

PAVEMENT MAINTENANCE200 Routine Pavement

201 Pothole repair m2

202 Edge repair m

203 Repair wearing surface m2

204 Correct pavement shape m2

209 Reinstatement of road openings m2

210 Cracks and Joints211 Crack sealing flexible pavement m

2

212 Crack sealing rigid pavement m2

213 Cross-stitching cracks and joints each214 Repair joints m215 Repair spalls m

220 Unsealed Pavement

221 Formation grading km

222 Formation resheetingA km

223 Incorporate new base materialB

m3

224 Formation earthworks m3

225 Initial sealing of formation km

ActivityGroup

Maintenance Activity


2. Activity attributes During the initial stages of the project, they include

• the activity identifier (ID), WBS ID, and activity label or name, and

when completed, may include

• Activity codes, activity description, predecessor activities, successor activities, logicalrelationships, leads and lags, resource requirements, imposed dates, constraints, andassumptions, the person responsible for executing the work, geographic area, or place,calendar the activity is assigned to, and activity type such as level of effort (oftenabbreviated as LOE), discrete effort, and apportioned effort.


3. Milestone list Significant events.

Almost represents start date or finish date, or a standalone event

Maybe mandatory (contractual), or just guidance.

Zero duration & no resources.

6.3 Sequence Activities

identifying and documenting relationships among the project activities

Planning

.1 Precedence diagramming method(PDM).2 Dependency determination.3 Leads and lags


.2 Activity list


.4 Milestone list

.5 Project scope statement

.6 Enterprise environmentalfactors


.1 Project schedule networkdiagrams.2 Project documents updates

Logical Relationships

ActivityActivity

Start to Start (SS)

ActivityActivity

ActivityActivity ActivityActivity



Finish to Start (FS)

Finish to Finish (FF)

Start to Finish (SF)


Start FinishActivityActivity

A t l e a s t o n e p r e d e c e s s o r( F S - o r - S S )

A t l e a s t o n e s u c c e s s o r( F S - o r - F F )

6.3 Sequence Activities:-


2. Activity list


4. Milestone list

5. Project scope statement



Inputs



• Government or industry standards,

•Project management information system (PMIS),

• Scheduling tool,

•Company work authorization systems.

Inputs



• Project files from the corporate knowledge base used for schedulingmethodology,

• Existing formal and informal activity planning-related policies,procedures, and guidelines, such as the scheduling methodology

• Templates

• Related activity attributes information in templates

Inputs

6.3 Sequence Activities :- Tools and Techniques:-

1. Precedence diagramming method (PDM)

2. Dependency determination

3. Leads and lags


ActivityActivity

Start to Start (SS)

ActivityActivity




Finish to Start (FS)

Finish to Finish (FF)

Start to Finish (SF)

6.3 Sequence Activities :- Tools and Techniques:-1. Precedence diagramming method (PDM)

6.3 Sequence Activities :- Tools and Techniques:-1. Precedence diagramming method (PDM)


2. Dependency determination•Mandatory dependencies :- legally or contractually required orinherent in the nature of the work (Hard Logic)

E.g. Construction (form work must be finished beforeconcreting).

•Discretionary dependencies (Soft Logic) :- also (preferred logic)

You have the option to prefer to implement any of the twoactivities before or concurrent the other one.


2. Dependency determination

•External dependencies:- relationship between project activities andnon-project activities OR dependencies are usually outside theproject team’s control

e.g. Delivery of testing hardware for a software project.

•Internal dependencies :- precedence relationship between projectactivities. & inside the project team’s control


3. Leads and lags•Leads: amount of time, the successor can advance the predecessor .e.g. Landscaping can be started, before the building construction totallycompletes.•Lags (Waiting Period)e.g. you can’t dismantle the form for aconcrete poured element, unless you wait for a main period.

6.3 Sequence Activities Outputs

1. Project schedule network diagrams

2. Project documents updates


2. Project documents updatesProject documents that may be updated include, but are not limited to:Activity lists,Activity attributes,Milestone list, andRisk register.

6.4 Estimate Activity Resources

estimating the type and quantities of material, human resources,equipment, or supplies required to perform each activity

Planning

.1 Expert judgment

.2 Alternative analysis

.3 Published estimating data

.4 Bottom-up estimating

.5 Project management software


.2 Activity list


.4 Resource calendars

.5 Risk register

.6 Activity cost estimates



.1 Activity resource requirements

.2 Resource breakdown structure

.3 Project documents updates

6.4 Estimate Activity Resources:-


2. Activity list


4. Resource calendars

5. Risk register

6. Activity cost estimates



Inputs

6.4 Estimate Activity Resources:-


• identifies the working days and shifts on which each specific resource isavailable.

Inputs

5. Risk register

• Risk events may impact resource selection and availability.

6.4 Estimate Activity Resources:- Inputs

7. Enterprise environmental factors• E.g. resource location, availability, and skills.

8. Organizational process assets• E.g. Policies and procedures regarding staffing,•Policies and procedures relating to rental and purchase ofsupplies and equipment, and•Historical information regarding types of resources used forsimilar work on previous projects.

6.4 Estimate Activity Resources:- Inputs

6.4 Estimate Activity Resources:- Tools and Techniques:-

1. Expert judgment

2. Alternative analysis

3. Published estimating data

4. Bottom-up estimating

5. Project management software


1. Expert judgment

•Any group or person with specialized knowledge in resource planning

and estimating can provide such expertise


2. Alternative analysis

•Many schedule activities have alternative methods of accomplishment.

•Using various levels of resource capability or skills, different size

or type of machines, different tools (hand versus automated),

and make- rent-or-buy decisions regarding the resource


3. Published estimating data

• Updated production rates and unit costs of resources for an extensivearray of labor trades, material, and equipment for different countries andgeographical locations within countries.


4. Bottom-up estimating

•Estimating project duration, resources, or cost by aggregating theestimates of the lower-level components of the WBS.

•When an activity cannot be estimated with a reasonable degree ofconfidence, the work within the activity is decomposed into more detail.

•The resource needs are estimated. These estimates are then aggregatedinto a total quantity for each of the activity’s resources.



•E.g.

•Scheduling Software.

•ERP Software (Enterprise Resource Planning).

•Work Sheets.

6.4 Estimate Activity Resources Outputs

1. Activity resource requirements

2. Resource breakdown structure



1. Activity resource requirements* The types and quantities of resources required for each activity in a

work package.

* Aggregated to determine the estimated resources for each work

package and each work period.


2. Resource Breakdown Structure* Hierarchical representation of resources by category and type


3. Project Documents Updatese.g.•Activity list,

•Activity attributes,

•Resource calendars.

6.5 Estimate Activity Durations

estimating the number of work periods needed to complete individual activitieswith estimated resources

Planning

.1 Expert judgment

.2 Analogous estimating

.3 Parametric estimating

.4 Three-point estimating

.5 Group decision-makingtechniques

.6 Reserve analysis


.2 Activity list


.4 Activity resource requirements

.5 Resource calendars

.6 Project scope statement

.7 Risk register

.8 Resource breakdown structure



.1 Activity duration estimates


6.5 Estimate Activity Durations:-


2. Activity list


4. Activity resource requirements


6. Project scope statement

7. Risk register

8. Resource breakdown structure



Inputs

7. Enterprise environmental factors• E.g. Duration estimating databases and other reference data,•Productivity metrics,•Published commercial information, and•Location of team members.8. Organizational process assets• E.g. Historical duration information,•Project calendars,•Scheduling methodology, and•Lessons learned.

6.5 Estimate Activity Durations:- Inputs

6.5 Estimate Activity Durations:- Tools and Techniques:-

1. Expert judgment

2. Analogous estimating

3. Parametric estimating

4. Three-point estimating

5. Group decision-making techniques

6. Reserve analysis

6.5Estimate Activity Durations:- Tools and Techniques:-

2- Analogous Estimating:

oUses historical information, expert judgment.oThink “analogy” – something similaroRelatively quick and low cost to produceoUsed when:o Only limited information available.o Similar project information availableo Estimators have right experience.


6.5 Estimate Activity Durations:- Tools and Techniques:-3- Parametric Estimating:

oUsed to predict total project costs or duration by using project'scharacteristics in a mathematical model .oFor example, if the assigned resource is capable of installing 25 metersof cable per hour, the duration required to install 1,000 meters is 40hours. (1,000 meters divided by 25 meters per hour).ocan produce higher levels of accuracy depending upon thesophistication and underlying data built into the model.


6.5 Estimate Activity Durations:- Tools and Techniques:-4- Three Points Estimating: (Weighted average)

oTriangular Distribution = (O + M + P) / 3

oBeta Distribution = (O + 4M + P) / 6 (Refer to PERT analysis )


6.5 Estimate Activity Durations:- Tools and Techniques:-

6. Reserve analysis

• Contingency reserves, sometimes referred to as time reserves or buffers,into the project schedule to account for schedule uncertainty

Original Duration Buffer

6.5 Estimate Activity Durations Outputs

1. Activity duration estimates


6.6 Develop Schedule

analyzing activity sequences, durations, resource requirements, and scheduleconstraints to create the project schedule model

Planning

.1 Schedule network analysis

.2 Critical path method

.3 Critical chain method

.4 Resource optimization techniques

.5 Modeling techniques

.6 Leads and lags

.7 Schedule compression

.8 Scheduling tool


.2 Activity list


.4 Project schedule networkdiagrams.5 Activity resource requirements.6 Resource calendars.7 Activity duration estimates.8 Project scope statement.9 Risk register.10 Project staff assignments.11 Resource breakdown structure.12 Enterprise environmentalfactors.13 Organizational process assets

.1 Schedule baseline

.2 Project schedule

.3 Schedule data

.4 Project calendars

.5 Project management plan updates


6.6 Develop Schedule:-1. Schedule management plan2. Activity list3. Activity attributes4. Project schedule network diagrams5. Activity resource requirements6. Resource calendars7. Activity duration estimates8. Project scope statement9. Risk register10. Project staff assignments11. Resource breakdown structure12. Enterprise environmental factors13. Organizational process assets

Inputs

6.6 Develop Schedule:- Tools and Techniques:-

1. Schedule network analysis

2. Critical path method

3. Critical chain method

4. Resource optimization techniques

5. Modeling techniques

6. Leads and lags

7. Schedule compression

8. Scheduling tool


1. Schedule network analysis

• Technique that generates the project schedule model.

• Various analytical techniques, such as critical path method, criticalchain method, what-if analysis, and resource optimization techniques tocalculate the early and late start and finish dates for the uncompletedportions of project activities


2. Critical path method• Method used to estimate the minimum project duration and determinethe amount of scheduling flexibility on the logical network paths withinthe schedule model.• Calculates the early start, early finish, late start, and late finish dates forall activities• Without regard for any resource limitations.• Performing a forward and backward pass analysis through theschedule network


2. Critical path method• The critical path is the sequence of activities that represents the longestpath through a project.• The critical path determines the shortest possible project duration.• The resulting early and late start and finish dates are not necessarily theproject schedule, because the critical path method is used to calculate theamount of scheduling flexibility on the logical network paths within theschedule model.

© WILEY 2010

Some Network Definitions• All activities on the critical path have zero slack (0 float)

• Slack defines how long non-critical activities can be delayed withoutdelaying the project

• Slack = the activity’s late finish minus its early finish (or its late startminus its early start)

• Earliest Start (ES) = the earliest finish of the immediately precedingactivity

• Earliest Finish (EF) = is the ES plus the activity time

• Latest Start (LS) and Latest Finish (LF) = the latest an activity can start(LS) or finish (LF) without delaying the project completion


© WILEY 2010

6.6 Develop Schedule:- Tools and Techniques:--Example:

* Find the Critical Path for the next network

© WILEY 2010

NetworkDiagram the-1Step


© WILEY 2010

Add Deterministic Time Estimates and Connected Paths-2Step


© WILEY 2010

: Calculate the Project Completion Times)Con’t(2Step

The longest path (A B D E G I J K ) limits theproject’s duration (project cannot finish in lesstime than its longest path)ABDEGIJK is the project’s critical path



3. Critical chain method (CCM)• Schedule method that allows the project team to place buffers on anyproject schedule path to account for limited resources and projectuncertainties.• It is developed from the critical path method approach and considersthe effects of resource allocation, resource optimization, resourceleveling, and activity duration uncertainty on the critical pathdetermined using the critical path method.• To do so, the critical chain method introduces the concept of buffers andbuffer management.


3. Critical chain method (CCM)• The critical chain method uses activities with durations that do notinclude safety margins, logical relationships, and resource availability• The resource-constrained critical path is known as the critical chain.• The critical chain method adds duration buffers that are non-workschedule activities to manage uncertainty• One buffer, placed at the end of the critical chain, is known as theproject buffer and protects the target finish date from slippage along thecritical chain.


3. Critical chain method (CCM)

• Once the buffer schedule activities are determined, the plannedactivities are scheduled to their latest possible planned start and finishdates.

• Consequently, instead of managing the total float of network paths, thecritical chain method focuses on managing the remaining bufferdurations against the remaining durations of chains of activities.


3. Critical chain method (CCM)


3. Critical chain method (CCM)• Feeding buffers, placed at each point where a chain of dependentactivities that are not on the critical chain feeds into the critical chain.• Feeding buffers thus protect the critical chain from slippage along thefeeding chains.• Duration buffers non-work schedule activities be added to manageuncertainty• Project buffer One buffer, placed at the end of the critical chain

6.6 Develop Schedule:- Tools and Techniques:-3. Critical chain method (CCM)

CPM CCMConsideration for Duration & relation Consider resources conditions & the

uncertainity in additionResources Conditions Considers the optimum status Consider resource allocation, resource

optimization, resource levelingPaths Concept Calculation Custumized by buffersCriticality Critical path (zero float) Critical chain (group of buffer assigned paths)Calculation Forward path & backword path Depend on cpm calculations plus buffersBuffers Not custumized, just float calculation Calculated to cover resources conditions and

uncertainity

6.6 Develop Schedule:- Tools and Techniques:-4. Resource optimization techniques

• Resource leveling. A technique in which start and finish dates areadjusted based on resource constraints with the goal of balancingdemand for resources with the available supply.


• Resource leveling


• Resource Smoothing adjusts the activities of a schedule model suchthat the requirements for resources on the project do not exceed certainpredefined resource limits

• In resource smoothing, , the project’s critical path is not changed andthe completion date may not be delayed, as opposed to resource leveling

• Activities may only be delayed within their free and total float. Thusresource smoothing may not be able to optimize all resources.

6.6 Develop Schedule:- Tools and Techniques:-5. Modeling techniques e.g.

• What-If Scenario Analysis process of evaluating scenarios in order topredict their effect, positively or negatively, on project objectives

• The outcome of the what-if scenario analysis can be used to assess thefeasibility of the project schedule under adverse conditions, and inpreparing contingency and response plans to overcome or mitigate theimpact of unexpected situations.

6.6 Develop Schedule:- Tools and Techniques:-5. Modeling techniques e.g.• Simulation calculating multiple project durations withdifferent sets of activity assumptions.• usually using probability distributions constructed fromthe three-point estimates to account for uncertainty.• The most common simulation technique is Monte Carlo,• in which a distribution of possible activity durations isdefined for each activity and used to calculate adistribution of possible outcomes for the total project.

6.6 Develop Schedule:- Tools and Techniques:-7. Schedule Compression

• To shorten the schedule duration without reducing the project scope, inorder to meet schedule constraints, imposed dates, or other scheduleobjectives. E.g.

• Crashing shorten the schedule duration for the least incremental cost byadding resources.

• Fast tracking in which activities or phases normally done in sequenceare performed in parallel for at least a portion of their duration.

6.6 Develop Schedule:- Tools and Techniques:-7. Schedule Compression

6.6 Develop Schedule:- Tools and Techniques:-8. Scheduling Tool• Automated scheduling tools contain the schedule model and expeditethe scheduling process by generating start and finish dates based on theinputs of activities, network diagrams, resources and activity durationsusing schedule network analysis.• A scheduling tool can be used in conjunction with other projectmanagement software applications as well as manual methods.

6.6 Develop Schedule Outputs

1. Schedule baseline

2. Project schedule

3. Schedule data

4. Project calendars

5. Project management plan updates



1. Schedule baseline• The approved version of a schedule model that can be changed only throughformal change control procedures and is used as a basis for comparison to actualresults.

• It is accepted and approved by the appropriate stakeholders as the schedulebaseline with baseline start dates and baseline finish dates.

• During monitoring and controlling, the approved baseline dates are compared tothe actual start and finish dates to determine whether variances have occurred.

• The schedule baseline is a component of the project management plan.


2. Project schedule (Presentation)• The outputs from a schedule model are schedule presentations. Theproject schedule is an output of a schedule model that presents linkedactivities with planned dates, durations, milestones, and resources.


2. Project schedule (e.g.)• Bar charts (Gantt charts)


2. Project schedule (e.g.)• Milestone charts


2. Project schedule (e.g.)• Project schedule network diagrams


3. Schedule data• Includes at least the schedule milestones, schedule activities, activity attributes, anddocumentation of all identified assumptions and constraints.

• Information frequently supplied as supporting detail includes, but is not limited to:* Resource requirements by time period, often in the form of a resource

histogram;* Alternative schedules, such as best-case or worst-case, not resource-leveled,

or resource-leveled, with or without imposed dates; and* Scheduling of contingency reserves.


3. Project Documents Updates* E.g.

• Activity resource requirements.

• Activity attributes.

• Calendars.

• Risk register.

6.7 Control Schedule

.1 Project management plan

.2 Project schedule

.3 Work performance data

.4 Project calendars

.5 Schedule data


.1 Performance reviews

.2 Project management software

.3 Resource optimizationtechniques.4 Modeling techniques.5 Leads and lags.6 Schedule compression.7 Scheduling tool

.1 Work performance information

.2 Schedule forecasts

.3 Change requests

.4 Project management planupdates.5 Project documents updates.6 Organizational process assetsupdates

monitoring the status of project activities to update project progress andmanage changes to the schedule baseline to achieve the plan.

Monitoring&controlling

6.7 Control Schedule

- As a component of the Perform Integrated Change Control process

concerned with:

• Determining the current status of the project schedule,

• Influencing the factors that create schedule changes,

• Determining if the project schedule has changed, and

• Managing the actual changes as they occur.

6.7 Control Schedule- If any agile approach is utilized, control schedule is concerned with:• Determining the current status of the project schedule by comparing the totalamount of work delivered and accepted against the estimates of work completedfor the elapsed time cycle,• Conducting retrospective reviews (scheduled reviews to record lessons learned)for correcting processes and improving, if required,• Reprioritizing the remaining work plan (backlog),• Determining the rate at which the deliverables are produced, validated, andaccepted (velocity) in given time per iteration (agreed work cycle duration,typically two weeks or one month),• Determining that the project schedule has changed, and• Managing the actual changes as they occur.

6.7 Control Schedule:-

1. Project management plan2. Project schedule3. Work performance data4. Project calendars5. Schedule data6. Organizational process assets

Inputs

6.7 Control Schedule:-


E.g.

•Existing formal and informal schedule control-related policies,

procedures, and guidelines;

• Schedule control tools; and

• Monitoring and reporting methods to be used.

Inputs

6.7 Control Schedule:- Tools and Techniques:-

1. Performance reviews


3. Resource optimization techniques

4. Modeling techniques

5. Leads and lags

6. Schedule compression

7. Scheduling tool



• Trend analysis

• Examines project performance overtime to determine whetherperformance is improving ordeteriorating.

• Graphical analysis techniques arevaluable for understanding performanceto date and for comparison to futureperformance goals in the form ofcompletion dates.



• Critical path method (CPM)• Comparing the progress along the critical path can help determine

schedule status.• The variance on the critical path will have a direct impact on the project end date.

• Critical chain method (CCM)• Comparing the amount of buffer remaining to the amount of buffer

needed to protect the delivery date can help determine schedule status.• The difference between the buffer needed and the buffer remaining can

determine whether corrective action is appropriate.



• Earned value management

• Schedule performance measurements such as schedule variance(SV) and schedule performance index (SPI), are used to assess themagnitude of variation to the original schedule baseline.

• For projects not using earned value management, similar varianceanalysis can be performed by comparing planned activity start orfinish dates against actual start or finish dates to identify variancesbetween the schedule baseline and actual project performance

6.7 Control Schedule Outputs

1. Work performance information

2. Schedule forecasts

3. Change requests

4. Project management plan updates


6. Organizational process assets updates


1. Work performance information* The calculated SV and SPI time performanceindicators for WBS components, in particular thework packages and control accounts, aredocumented and communicated to stakeholders.


2. Schedule Forecasts• Schedule forecasts are predictions of conditions and events in the project’sfuture, & updated and reissued based on work performance informationprovided as the project is executed.


3. Change requests• Modifications to the project scope or project schedule may result in changerequests to the schedule baseline, scope baseline, and/or other components ofthe project management plan.

• Preventive actions may include recommended changes to eliminate or reducethe probability of negative schedule variances..


4. Project management plan updates• include, but are not limited to:•Schedule baseline. related to project scope changes, activity resources, or Theschedule baseline may be updated to reflect changes caused by schedulecompression techniques.• Schedule management plan.• Cost baseline. The cost baseline may be updated to reflect approved changerequests or changes caused by compression techniques.


5. Project Documents Updates• include, but are not limited to:

• Schedule Data.

• Project Schedule.

• Risk Register.


6. Organizational Process Assets Updates• include, but are not limited to:

• Causes of variances,

•Corrective action chosen and the reasons, and

•Other types of lessons learned from project schedule control

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