Project Schedule Management

Process Inputs T&T K.W & Short Explanation Outputs

project charter Expert Judgment

prjoct management plan Schedule Managemen Plan ( Not the

Data Analysis alternative analysis , determining
( scope managemen plan ,, project schedule ) : schedule model
Plan Schedule Management which schedule methodology to use
development approach ) ,, accuracy level ,, measure units ,
attended to develop the schedule control thresholds ,, repoting formats
EEF Meetings
management plan
OPA

Decomposition dividing and subdividing the project

project charter Activity List
work packages into activities

Define Activities while work further in the future is

project management plan Rolling Wave Planning planned at a higher level Activity Attributes
,,,,progressive elaboration
EEF, OPA Milestone List
Change Request
project charter Precedence Diagramming Method Project Schedule Network Diagram
project management plan FINISH TO START commonly Graphical representation of the logical
EEF, OPA FINISH TO FINISH relationships
START TO START
START TO FINISH rarely
Dependency Determination & Integeration
Mandatory dependencies Legally , Contractually , inherent in
the nature of the work
Descretionary dependencies Preferred Logic ,, Soft Logic
,,Knowledge of best practices
Sequence Activities Outside ,, Governement ,, between
External dependencies project activities & non project
activivties
Internal dependencies Inside the project team control
Leads & Lags
Lead ( starting activity before finish prior activity )

Lag ( waiting time between activities )

Expirt Judgement Duration Estimates

Project management plan Historical Data ,,, less costly les time Note : do not include any lag
Analogous Estimate
less accurate

Project documents Parametric Estimating Historical Data + Project Parameters

Activity attributes Three Point Estimating Uncertainty and Risk
activity list Bottom - Up Estimating ( the best accuracy ) Aggregating
compare Various levels of resource
capability or skills to determine an
Data Analysis ( Alternatives analysis )
Estimate Activity Duration optimal approach for complete
Milestone list project work
Resource calendars Reserve Analysis

Contingeny reserves estimated duration within schedule

Risk Register
baseline ,,,,known-unknowns

Not included in schedule baseline ,,,

Management reserves part of overall project duration ,,,,
may require a change to the schedule
EEF, OPA baseline ,,,, unknown-unknowns
Decision Making : Voting ( fist - of - five ) in agile projects
Schedule Network Analysis Schedule Baseline
Critical Path Method Estimate minimum project duration ,,,
Project management plan Project Schedule ( Bar Chart
is longest path through a project ,,,
,Milestone Chart
Activities have Zero Total Float
Project documents Change Request
Ageements Note : TF=(LF-EF)=(LS-ES)
EEF, OPA FF = ESB-EFA
TF: amount of time that a schedule activity canbe
delayed without delaying the project finish date
FF: amount of time that a schedule activity canbe
delayed without delaying the early start date of
successor
Resource Optimization
start & finish dates are adjusted
based on resource constraints ,,this
Resource Leveling can often cause changing of original
critical path ,,, ( Resource-Limited
Develop Schedule
scheduling )
critical path is not changed &
completion date not be delayed ,,,
Resource Smoothing activities may only delayed within
their free and total float ,, ( Time-
Limited scheduling )
Data analysis
What-if scenario Strike
Simulation
Schedule Compression
Crashing works only for activities on
Crashing Critical Path ,,, By adding resources
or applicate overtime

Fast Tracking Activities are performed Parallel ,,,

may result in rework and increase risk
compare schedule performance
Project Documents Update
Project management plan Performance Reviews against the schedule baseline
Trend Analysis Improving or deteriorating
Project documents
Control Schedule
Work Performance Data
OPA

Eng. Moemen Barakat , PMPⓇ , Fidic 2017 , 6Sigma , Business

Continuity Let’s Think & Discuss
Mob : +966/545669454