PMP s6 2020 v61 Schedule

Target: PMP® Certification
PMP is a registered mark of the Project management Institute, Inc.

1
PMP® Exam Preparation
S Project Schedule Management
14 PLAN SCHEDULE MANAGEMENT S

15 DEFINE ACTIVITIES S
16 SEQUENCE ACTIVITIES S
17 ESTIMATE ACTIVITY DURATIONS S
18 DEVELOP SCHEDULE S
19 CONTROL SCHEDULE S
2
PMP Exam Preparation
* Project Schedule Management. Project Schedule Management includes the processes required to
manage the timely completion of the project.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
3
* Plan Schedule Management. The process of establishing the policies, procedures, and
documentation for planning, developing, managing, executing, and controlling the project schedule.
4
INPUTS OUTPUTS
» Project charter Schedule management plan»
» Project management plan
• Scope management plan
• Development approach
» Enterprise Environment
Factors
» Organizational Process TOOLS & TECHNIQUES
Assets
✓ Expert judgment
✓ Data analysis
✓ Meetings
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 5
2017, Figure 6-3, Page 179.
OUTPUTS
Schedule management plan»
* Schedule Management Plan. A component of the project management plan that establishes the
criteria and the activities for developing, monitoring, and controlling the schedule.
It includes:
• Project schedule model development
• Level of accuracy
• Units of measure
• Organizational procedures links
• Project schedule model maintenance
• Control thresholds
• Rules of performance measurement
• Reporting formats
• Process descriptions
6
* Define Activities. The process of identifying and documenting the specific actions to be performed to
produce the project deliverables.
7
INPUTS OUTPUTS
» Project management plan Activity list »
• Schedule management plan Activity attributes »
• Scope baseline Milestone list »
» Enterprise Environment Change requests »
Factors Project management plan
» Organizational Process updates »
Assets TOOLS & TECHNIQUES • Schedule baseline
• Cost baseline
✓ Expert judgment
✓ Decomposition
✓ Rolling wave planning
✓ Meetings
2017, Figure 6-5, Page 183.
TOOLS & TECHNIQUES
✓ Decomposition
* Decomposition. A technique used for dividing and subdividing the project scope and project
deliverables into smaller, more manageable parts.
9
TOOLS & TECHNIQUES
✓ Rolling wave planning
* Rolling Wave Planning. An iterative planning technique in which the work to be 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 planning.
10
OUTPUTS
Activity list »
* Activity List. A documented tabulation of schedule activities that shows the activity description,
activity identifier, and a sufficiently detailed scope of work description so project team members
understand what work is to be performed.
Activities are, in fact extensions of the WBS and should be detailed enough for all team members to
understand.
It is a project document
11
OUTPUTS
Activity attributes »
* Activity Attributes. Multiple attributes associated with each schedule activity that can be included
within the activity list. Activity attributes include activity codes, predecessor activities, successor
activities, logical relationships, leads and lags, resource requirements, imposed dates, constraints,
and assumptions.
• It can include the activity type:

➢ Apportioned Effort (AE). * An activity where effort is allotted proportionately across
certain discrete efforts and not divisible into discrete efforts.
➢ Discrete Effort (DE). * An activity that can be planned and measured and that yields a
specific output.
➢ Level of Effort (LOE). * An activity that does not produce definitive end products and is
measured by the passage of time.
• It can also include the person responsible for executing the work, geographic area or place where
the work has to be performed, and schedule activity type such as level of effort, discrete effort,
and apportioned effort.
*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
12
OUTPUTS
Milestone list »
* Milestone List. A list identifying all project milestones and normally indicates whether the milestone
is mandatory or optional.
• Mandatory: required by contract
• Optional: based upon historical information
It is a project document
13
* Sequence Activities. The process of identifying and documenting relationships among the project
activities.
14
INPUTS OUTPUTS
» Project management plan Project schedule network
• Schedule management plan diagrams »
• Scope baseline Project documents updates »
» Project documents • Activity attributes
• Activity attributes • Activity list
• Activity list • Assumption log
• Assumption log TOOLS & TECHNIQUES • Milestone list
• Milestone list
» Enterprise Environment ✓ Precedence diagramming method
Factors ✓ Dependency determination and
» Organizational Process integration
Assets ✓ Leads and lags
✓ Project management information
system
2017, Figure 6-7, Page 187.
TOOLS & TECHNIQUES
✓ Precedence diagramming method
(PDM)
* Precedence Diagramming Method (PDM). A technique used for constructing a schedule model in
which activities are represented by nodes and are graphically linked by one or more logical
relationships to show the sequence in which the activities are to be performed.
• Activity-on-node (AON) is one method of representing a precedence diagram

• PDM includes four types of dependencies:
➢ Finish-to-start (FS): most common relationship. If a relationship is not specifically listed
on a diagram assume it is a finish to start.
➢ Finish-to-finish (FF): the finish of one activity is driving the start of another
➢ Start-to-start (SS): the start of one activity is driving the start of another
➢ Start-to-finish (SF): the start of one activity is driving the finish of another
16
TOOLS & TECHNIQUES
(PDM)
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc.,
2017, Figure 6-9, Page 157.
17
TOOLS & TECHNIQUES
(PDM)
Other methods to depicting relationships include:
• Arrow diagramming method (ADM) is a network diagramming technique in which activities are
represented by arrows. ADM is also known as the activity-on-arrow (AOA) method
• Graphical Evaluation and Review Technique (GERT): Allow loops and conditional branches (if
conditions)
18
TOOLS & TECHNIQUES
✓ Dependency determination
• Mandatory dependencies (hard logic): * A relationship that is contractually required or inherent in

the nature of the work.
• Discretionary dependencies: (Preferred or soft logic): * A relationship that is established based on
knowledge of best practices within a particular application area or an aspect of the project where a
specific sequence is desired.
• External dependencies: * A relationship between project activities and non-project activities
• Internal dependencies. Internal dependencies involve a precedence relationship between project
activities and are generally inside the project team’s control
19
TOOLS & TECHNIQUES
✓ Leads and lags
* Lag. The amount of time whereby a successor activity is required to be delayed with respect to a
predecessor activity.
* Lead. The amount of time whereby a successor activity can be advanced with respect to a
predecessor activity.
A LAG B
A
LEAD
B
20
OUTPUTS
Project schedule network
diagrams »
* Project Schedule Network Diagram. A graphical representation of the logical relationships among
the project schedule activities.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) –
Sixth Edition, Project Management Institute, Inc., 2017.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc.,
2017, Figure 6-11, Page 160.
21
OUTPUTS
Project documents updates »
Project documents updates examples:
• Activity lists
• Activity attributes
• Milestone list
• Risk register
22
* Estimate Activity Durations. The process of estimating the number of work periods needed to
complete individual activities with estimated resources.
23
INPUTS OUTPUTS
» Project management plan Duration estimates »
• Schedule management plan Basis of estimates »
• Scope baseline Project documents updates »
» Project documents • Activity attributes
• Activity attributes • Assumption log
• Activity list • Lessons learned register
• Assumption log TOOLS & TECHNIQUES
• Lessons learned register
• Milestone list ✓ Expert judgment
• Project team assignments
• Resource breakdown structure
✓ Analogous estimating
• Resource calendars ✓ Parametric estimating
• Resource requirements ✓ Three-point estimating
• Risk register ✓ Bottom-up estimating
» Enterprise Environment ✓ Data analysis
Factors • Alternatives analysis
» Organizational Process • Reserve analysis
Assets ✓ Decision making
2017, Figure 6-12, Page 195.
INPUTS
» Activity resource
requirements
• Efficiency and productivity must be taken into account when moving from resource requirements
to duration estimates.
• For example if an activity has 16 hours of standard engineer effort estimated and there is
available an above average standard engineer, the duration (in case of 100% allocation) should
be less than 2 days.
25
INPUTS
» Project scope statement
Constraints and assumptions that are listed in the project scope statement may affect activity
durations.
For example:
• Resource availability
• Contract terms and conditions
26
TOOLS & TECHNIQUES
✓ Analogous estimating
* Analogous Estimating. A technique for estimating the duration or cost of an activity or a project using
historical data from a similar activity or project.
Characteristics:
• Limited amount of data available
• Less costly
• Quicker
• Less accurate.
27
TOOLS & TECHNIQUES
✓ Parametric estimating
* Parametric Estimating. An estimating technique in which an algorithm is used to calculate cost or

duration based on historical data and project parameters.
Characteristics:
• Enough data to create statistics
• More costly
• Slower – because a statistical model should be developed
• More accurate
There are two ways to create a parametric estimate:

• Regression analysis (using a scatter diagram) in order to create a mathematical formula to use in
future parametric estimates.
• Learning curve
28
TOOLS & TECHNIQUES
✓ Three-point estimating
• Most likely (tM). The duration of the activity, based on realistic effort assessment for the required
work and any predicted expenses.
• Optimistic (tO). The activity duration based on analysis of the best-case scenario for the activity.
• Pessimistic (tP). The activity duration based on analysis of the worst-case scenario for the activity.
Depending on the assumed distribution of values within the range of the three estimates the expected
duration, tE, can be calculated using a formula. Two commonly used formulas are triangular and beta
distributions. The formulas are:
• Triangular Distribution. tE = (tO + tM + tP) / 3
• Beta Distribution (from a traditional PERT analysis). tE = (tO + 4tM + tP) / 6
Other terms related to Three-point estimating:

• Activity Standard Deviation (SD) is the possible range for the estimate. SD = (P-O)/6
Higher activity SD means riskier activity.
• Task Variance (TV) = SD2
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TOOLS & TECHNIQUES
✓ Group decision-making techniques
More accurate estimates and greater commitment may be obtained by working as a team on estimates.
Example of techniques include:
• Delphi technique
• Nominal group technique
• Brainstorming
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TOOLS & TECHNIQUES
✓ Reserve analysis
There are two types of reserve:

• Contingency Reserve: also known as contingency allowance.
➢ It is used for known unknowns
➢ Part of the schedule baseline
➢ It is calculated as percentage of the estimated duration, a fixed number, or may be
developed by using quantitative analysis methods (for example Monte Carlo simulation)
➢ Contingency reserves can provide for a specific activity, for the whole project, or both.
• Management Reserve
➢ It is used for unknown unknowns
➢ It is not included in the schedule baseline but is part of the overall project duration
requirements
31
OUTPUTS
Activity duration
estimates »
• These are the estimates for each project activity

• May include a range. For example ± 2 days, 20% probability to exceed 5 days.
• Lags are not included in the activity duration estimates
32
OUTPUTS
• Assumptions made
➢ skill levels
➢ availability
➢ basis of estimates for durations
33
* Develop Schedule. The process of analyzing activity sequences, durations, resource requirements,
and schedule constraints to create the project schedule model for project execution and monitoring and
controlling.
34
INPUTS OUTPUTS
» Project management plan Schedule baseline »
• Schedule management plan Project schedule »
• Scope baseline Schedule data »
» Project documents Project calendars »
• Activity list
Change requests »
• Assumption log TOOLS & TECHNIQUES Project management plan
• Basis of estimates updates »
• Duration estimates ✓ Schedule network analysis • Schedule management plan
• Lessons learned register • Cost baseline
• Milestone list
✓ Critical path method
• Project schedule network diagrams ✓ Resource optimization • Activity attributes
• Project team assignments ✓ Data analysis • Assumption log
• Resource calendars • What-if scenario analysis • Duration estimates
• Resource requirements • Simulation • Lessons learned register
• Risk register ✓ Leads and lags • Resource requirements
» Agreements ✓ Schedule compression • Risk register
» Enterprise Environment ✓ Project management information
Factors system
» Organizational Process ✓ Agile release planning
Assets
2017, Figure 6-14, Page 205.
TOOLS & TECHNIQUES
✓ Schedule network analysis
* Schedule Network Analysis. The technique of identifying early and late start dates, as well as early
and late finish dates, for the uncompleted portions of project schedule activities.
It employs different analytical techniques:

• critical path method
• critical chain method
• what-if analysis
• resource optimization
* Path Convergence. A relationship in which a schedule activity has more than one predecessor.
* Path Divergence. A relationship in which a schedule activity has more than one successor.
36
TOOLS & TECHNIQUES
Critical Path Method (CPM). * A method used to estimate the minimum project duration and determine
the amount of scheduling flexibility on the logical network paths within the schedule model.
Critical Path Activity. * Any activity on the critical path in a project schedule.
Critical Path. * The sequence of activities that represents the longest path through a project, which
determines the shortest possible duration.
Total Float (Total Slack). * The amount of time that a schedule activity can be delayed or extended
from its early start date without delaying the project finish date or violating a schedule constraint.
Free Float (Free Slack). * The amount of time that a schedule activity can be delayed without delaying
the early start date of any successor or violating a schedule constraint.
37
TOOLS & TECHNIQUES
Critical Path Related terms
Duration (DU or DUR). * The total number of work periods (not including holidays or other nonworking
periods) required to complete a schedule activity or work breakdown structure component. Usually
expressed as workdays or workweeks. Sometimes incorrectly equated with elapsed time. Contrast with
effort.
Early Finish Date (EF). * In the critical path method, the earliest possible point in time when the
uncompleted portions of a schedule activity can finish based on the schedule network logic, the data
date, and any schedule constraints.
Early Start Date (ES). * In the critical path method, the earliest possible point in time when the
uncompleted portions of a schedule activity can start based on the schedule network logic, the data
date, and any schedule constraints
Late Finish Date (LF). * In the critical path method, the latest possible point in time when the
uncompleted portions of a schedule activity can finish based on the schedule network logic, the project
completion date, and any schedule constraints.
Late Start Date (LS). * In the critical path method, the latest possible point in time when the
uncompleted portions of a schedule activity can start based on the schedule network logic, the project
completion date, and any schedule constraints.
38
TOOLS & TECHNIQUES
EARLY EARLY
DURATION
START FINISH
A
LATE TOTAL LATE
START FLOAT FINISH
39
TOOLS & TECHNIQUES
Total Float (Total Slack). * The amount of time that a schedule activity can be delayed or extended
from its early start date without delaying the project finish date or violating a schedule constraint.
Free Float (Free Slack). * The amount of time that a schedule activity can be delayed without delaying
the early start date of any successor or violating a schedule constraint.
Total Float = LS – ES or LF - EF
40
TOOLS & TECHNIQUES
Forward Pass. * A critical path method technique for calculating the early start and early finish dates by
working forward through the schedule model from the project start date or a given point in time.
Backward Pass. * A critical path method technique for calculating the late start and late finish dates by
working backward through the schedule model from the project end date.
41
TOOLS & TECHNIQUES
Forward Pass
0 2 2 2 4 6
A B
0 0 2 2 0 6
START FINISH
0 3 3 3 1 4
C D
Path A-B = 6
Path 2 2 5 ES DU EF
5 2 6
Path C-D = 4
ACTIVITY NAME
Total Float = LS – ES or Backward Pass
Total Float = LF - EF LS F LF
42
TOOLS & TECHNIQUES
✓ Critical chain method
Critical Chain Method (CCM). * A schedule method that allows the project team to place buffers on
any project schedule path to account for limited resources and project uncertainties.
• There are two types of buffers:

➢ Feeding buffer:
o Placed at the end of a path feeding into the critical chain
o These buffers help protect the critical path from any slippages on the feeding path
➢ Project buffer:
o Placed at the end of critical chain
o These buffers help protect the end date from any slippages on the critical chain
• Instead of managing the total float of network paths, the critical chain method focuses on
managing the remaining buffer durations against the remaining durations of chains of activities.
• The method was developed by Goldratt
• This method tries to strike a balance between what is anticipated for the project from:
➢ Parkinson‟s Law – work will expand to fill the time available
➢ Student syndrome: procrastination
43
TOOLS & TECHNIQUES
✓ Resource optimization techniques
Resource Optimization Techniques. * A technique that is used to adjust the start and finish dates of
activities that adjust planned resource use to be equal to or less than resource availability.
Resource Leveling Resource Smoothing
* A technique in which start and finish dates are * A technique which adjusts the activities of a
adjusted based on resource constraints with the schedule model such that the requirement for
goal of balancing demand for resources with the resources on the project do not exceed certain
available supply. predefined resource limits.
Resources constrained Time constrained
Critical path may change Critical path not allowed to change
All resources issues resolved Not all resources my be optimized
44
TOOLS & TECHNIQUES
✓ Resource optimization techniques
Resource Optimization Techniques. * A technique that is used to adjust the start and finish dates of
activities that adjust planned resource use to be equal to or less than resource availability.
Resource Leveling
45
TOOLS & TECHNIQUES
✓ Modeling techniques
• What-If Scenario Analysis. It is the process of evaluating scenarios in order to predict their effect,
positively or negatively, on project objective
• Simulation. It involves calculating multiple project durations with different sets of activity
assumptions, usually using probability distributions constructed from the three-point estimates
➢ Monte Carlo Simulation. * A process which generates hundreds or thousands of probable
performance outcomes based on probability distributions for cost and schedule on individual
tasks. The outcomes are then used to generate a probability distribution for the project as a
whole.
46
TOOLS & TECHNIQUES
✓ Schedule compression
Schedule Compression. * Techniques used to shorten the schedule duration without reducing the
project scope.
Example of schedule compression techniques:

• Crashing. * A technique used to shorten the schedule duration for the least incremental cost by
adding resources.
➢ Effect: increased costs
• Fast Tracking. * A schedule compression technique in which activities or phases normally done in
sequence are performed in parallel for at least a portion of their duration.
➢ Effect: increased risks
47
OUTPUTS
Schedule baseline »
Schedule Baseline. * The approved version of a schedule model that can be changed only through
formal change control procedures and is used as a basis for comparison to actual results.
48
OUTPUTS
Project schedule »
Project Schedule. * An output of a schedule model that presents linked activities with planned dates,
durations, milestones, and resources.
• It is the working schedule.

• It is expected to change and to be updated with the actual data.
• It may be expressed in different forms:
➢ Bar charts (For example: Gantt chart): simple, easy to read, good to show progress
➢ For control and management communications in bar charts are used Summary
Activities (known also as Hammock Activities). * A group of related schedule
activities aggregated and displayed as a single activity.
➢ Milestone charts: simple, easy to read, good for management presentation
➢ Project schedule network diagram: more complex, show logical relationships, good
for working with team
49
OUTPUTS
Project schedule »
Bar chart example:
50
OUTPUTS
Project schedule »
✓ Microsoft Project - https://products.office.com/en/project/project-and-portfolio-management-

software
✓ Oracle Primavera EPPM - https://www.oracle.com/applications/primavera/products/project-
management.html
✓ ProjectManager.com - https://www.projectmanager.com/
✓ Planhammer - https://planhammer.io
✓ GanttProject - http://www.ganttproject.biz/
✓ Asana - https://asana.com/
Comparison of project management software:
✓ https://en.wikipedia.org/wiki/Comparison_of_project_management_software
51
OUTPUTS
Schedule data »
Schedule Data. * The collection of information for describing and controlling the schedule.
Example of information that may be contained:
• 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
• Scheduling of contingency reserves
52
OUTPUTS
Project calendars »
The project calendars identify working days, time periods and shifts that are available for scheduled
activities.
53
OUTPUTS
• Activity resource requirements

• Calendars
• Risk register
54
* Control Schedule. The process of monitoring the status of the project to update the project schedule
and manage changes to the schedule baseline.
It is concerned with:
• Determining the current status of the project schedule
• Influencing the factors that create schedule changes
• Determining if the project schedule has changed
• Managing the actual changes as they occur
55
“If it is an agile approach it concerns with:

• Determining the current status of the project schedule by comparing the total amount of work
delivered and accepted against the estimates of work completed for 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, and accepted (velocity) in
given time per iteration (agreed work cycle duration, typically two weeks or one month)
• Determining that the project schedule has changed
• Managing the actual changes as they occur”
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Page
187.
56
INPUTS OUTPUTS
» Project management plan Work performance
• Schedule management plan information »
• Schedule baseline Schedule forecast »
• Scope baseline
• Performance measurement
Change requests »
baseline Project management plan
» Project documents TOOLS & TECHNIQUES Updates »
• Lessons learned register • Schedule management plan
• Project calendars • Schedule baseline
✓ Data analysis • Cost baseline
• Project schedule • Earned value analysis
• Resource calendars • Performance measurement
• Iteration burndown chart baseline
• Schedule data • Performance reviews
» Work performance data • Trend analysis
» Organizational Process • Variance analysis • Assumption log
• What-if scenario analysis • Basis of estimates
Assets • Lessons learned register
✓ Critical path method • Project schedule
✓ Project management information • Resource calendars
system • Risk register
✓ Resource optimization • Schedule data
✓ Leads and lags
✓ Schedule compression
2017, Figure 6-22, Page 222.
The pattern of the CONTROL PROCESS:

• Inputs: „Baseline” and „Actual”
• Analyze the gap between „Actual” and „Baseline”
• Outputs: „Change requests”, „Project documents updates”, „PMP Updates”, „OPA updates”, „Work
Performance Information”
58
TOOLS & TECHNIQUES
✓ Performance reviews
Performance Reviews. * A technique that is used to measure, compare, and analyze actual
performance of work in progress on the project against the baseline.
• Trend Analysis. * An analytical technique that uses mathematical models to forecast future
outcomes based on historical results. It is a method of determining the variance from a baseline of a
budget, cost, schedule, or scope parameter by using prior progress reporting periods’ data and
projecting how much that parameter’s variance from baseline might be at some future point in the
project if no changes are made in executing the project.
• Critical path method
• Critical chain method
• Earned value management is used to assess the magnitude of variation to the original schedule
baseline (will be detailed in Cost Management Area)
59
TOOLS & TECHNIQUES
✓ Project management software
Project management software Is used to:

• track planned dates versus actual dates
• report variances to and progress made against the schedule baseline
• forecast the effects of changes to the project schedule model
60
OUTPUTS
Schedule forecast »
Schedule Forecasts. * Estimates or predictions of conditions and events in the project’s future
based on information and knowledge available at the time the schedule is calculated.
61
OUTPUTS
• Schedule Data
• Project schedule
• Risk register
62
14 PLAN SCHEDULE MANAGEMENT T

15 DEFINE ACTIVITIES T
16 SEQUENCE ACTIVITIES T
17 ESTIMATE ACTIVITY DURATIONS T
18 DEVELOP SCHEDULE T
19 CONTROL SCHEDULE T
63
➢ Schedule Management Plan content ➢ Standard Deviation (SD) = (P-O)/6

➢ Apportioned Effort (AE) ➢ Task Variance = SD2
➢ Discrete Effort (DE) ➢ Schedule Network Analysis
➢ Level of Effort (LOE) ➢ Critical Path Method (CPM)
➢ Precedence Diagramming Method (PDM) ➢ Total Float (Total Slack)
➢ Arrow diagramming method (ADM) ➢ Free Float (Free Slack)
➢ Graphical Evaluation and Review Technique (GERT) ➢ Total Float = LS – ES or LF - EF
➢ Dependencies ➢ Critical Chain Method (CCM)
➢ Lead and Lag ➢ Feeding buffer vs Project buffer
➢ Project Schedule Network Diagram ➢ Parkinson‟s Law
➢ Project calendar vs Resource calendars ➢ Resource Leveling vs Resource
➢ Analogous estimating vs Parametric estimating Smoothing
➢ Regression analysis ➢ What-If Scenario Analysis vs
➢ Learning curve Simulation
➢ Triangular Distribution vs Beta Distribution ➢ Monte Carlo Simulation
➢ Pert formula = (P+4M+O)/6 ➢ Crashing vs Fast Tracking
➢ Schedule Baseline vs Project Schedule
➢ Hammock Activity 64
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Target: PMP® Certification

PMP is a registered mark of the Project management Institute, Inc.

14 PLAN SCHEDULE MANAGEMENT S

It is a form of progressive elaboration planning.

• It can include the activity type:

• Activity-on-node (AON) is one method of representing a precedence diagram

Other methods to depicting relationships include:

• Mandatory dependencies (hard logic): * A relationship that is contractually required or inherent in

Project documents updates examples:

* Parametric Estimating. An estimating technique in which an algorithm is used to calculate cost or

There are two ways to create a parametric estimate:

Other terms related to Three-point estimating:

There are two types of reserve:

• These are the estimates for each project activity

Project documents updates examples:

It employs different analytical techniques:

Critical Path Related terms

Critical Path Related terms

Critical Path Related terms

• There are two types of buffers:

Resource Leveling Resource Smoothing

Critical path may change Critical path not allowed to change

All resources issues resolved Not all resources my be optimized

Example of schedule compression techniques:

• It is the working schedule.

Bar chart example:

✓ Microsoft Project - https://products.office.com/en/project/project-and-portfolio-management-

Comparison of project management software:

Project documents updates examples:

• Activity resource requirements

“If it is an agile approach it concerns with:

The pattern of the CONTROL PROCESS:

Project management software Is used to:

Project documents updates examples:

14 PLAN SCHEDULE MANAGEMENT T

➢ Schedule Management Plan content ➢ Standard Deviation (SD) = (P-O)/6

Even if you have Questions

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