6.5 Develop Schedule | PMBOK Video Course

Developing the Project Schedule

In this section, we will learn about developing the project schedule and its importance in project management. We will also discuss the key steps involved in developing an acceptable project schedule.

Key Steps in Developing a Project Schedule

• Defining project milestones

• Identifying sequencing activities

• Estimating activity durations

• Reviewing assigned activities for conflicts

• Resource calendar comes into play

• Analyzing schedule to determine conflicts and resource leveling

• Using tools and techniques such as:

• Schedule network analysis (critical path method)

• Resource optimization data analysis

• Schedule compression techniques

• Project management information system or PMIS

Inputs, Tools, and Techniques for Developing a Project Schedule

Inputs:

• Project Management Plan:

• Schedule management plan

• Scope baseline

• Project Documents:

• Activity list

• Assumptions

• Basis of estimating durations

• Duration estimates

• Milestone list

• Resource calendars

• Resource requirements

• Agreements with vendors

Tools and Techniques:

• Schedule network analysis (critical path method)

• Resource optimization data analysis

• Schedule compression techniques

• Project management information system or PMIS

Outputs of Developing a Project Schedule

• Schedule baseline: planned dates for completing project activities

• Project schedule: model for project execution and monitoring

• Project calendars: showing working days/hours

• Change requests: out of any changes made during development process

• Updates to the project management plan and documents

Project Schedule Development

This section covers the tools and techniques used in project schedule development, including organizational process assets, scheduling methodology, policies governing schedule module development, and resource optimization techniques.

Schedule Network Analysis

• Schedule network analysis is a key technique for developing project schedules.

• The critical path method is used to determine float or free time available for activities.

• Resource optimization techniques and modeling techniques are also used in this process.

Critical Path Method

• The critical path method estimates the minimum project duration by calculating early start, early finish, late start, and late finish dates for all activities.

• Precedence diagramming method determines what needs to come before or after an activity.

• Forward and backward pass through the scheduled network diagram calculates float and critical path.

Resource Optimization Techniques

Resource Leveling

• Resource leveling uses resources such as people or things needed for the project. It levels out resources by adjusting schedules based on availability of resources.

Resource Smoothing

• Resource smoothing uses existing float to smooth out schedules without impacting the critical path.

Data Analysis Techniques

Monte Carlo Analysis

• Monte Carlo analysis involves analyzing multiple variations of simulations to get a view of what future outcomes might look like.

• Commonly used in finance, risk management, insurance forecasting techniques.

Leads and Lags

• Leads refer to activities that can be performed earlier than scheduled while lags refer to delays between activities.

Lag Time and Schedule Compression Techniques

In this section, the speaker discusses lag time and schedule compression techniques.

Lag Time

• Lag time is the time required to complete an activity before starting another one.

• It can be caused by various reasons such as sending something overseas that takes a certain amount of time.

• The second activity cannot be completed until all the lag time has been undergone.

Schedule Compression Techniques

• Two main schedule compression techniques are crashing and fast tracking.

• Crashing involves adding more resources to compress the schedule.

• Fast tracking involves performing activities at the same time instead of in sequence.

• Fast tracking allows for completing tasks sooner by working in parallel.

Project Management Information System (PMIS)

In this section, the speaker talks about PMIS and release planning.

PMIS

• PMIS is a key tool used to gather information about a project and make it available to everyone who needs it.

• It includes information such as activities, dates, progress against plans, etc.

Release Planning

• Release planning involves rolling wave planning where key features are planned just before each iteration.

• Tasks are planned just before each iteration begins, and items from the backlog are placed into that iteration to work on.

Develop Schedule Process Outputs

In this section, the speaker discusses outputs of the develop schedule process.

Scheduled Baseline

• Scheduled baseline is the approved version of the schedule model that includes network diagrams and activities.

• Once it's been baseline only through formal change control procedures can changes be made.

Monitoring and Controlling

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

• Adjustments may need to be made to activities, cost or schedule of the project.

Project Schedule Outputs

• The project schedule output includes bar charts (Gantt chart), schedule network diagrams, milestone charts, and schedule data.

• Resource requirements, alternative schedules, applied scheduled reserves, and change requests are also outputs of this process.

Project Calendar

• The project calendar identifies the working days and shifts available for scheduled activities for resources.

• It distinguishes time periods in days or parts of days that are available to complete schedule activities.

Change Requests and Preventative Actions

In this section, the speaker talks about change requests and preventative actions.

Change Requests

• Change requests go through the perform integrated change control process 4.6 before being approved by the project sponsor or steering committee.

• They may be needed if changes need to be made over time.

Preventative Actions

• If things are going off track during monitoring and controlling, preventative actions may need to be taken.

• This includes recommended contingency reserves planned in case things go off track.

Developing Schedule as Part of Project Management Body of Knowledge

In this section, the speaker discusses the details for developing a schedule as part of the project management body of knowledge.

Updating Project Management Plan

• The project management plan needs to be updated to bring the schedule back on track.

• Updates may include changes to cost baseline, schedule and manage plan overtime, and updating project documents such as duration estimates, activity attributes, assumptions, lessons learned, risks and resources.

Conclusion

• The section concludes with music playing in the background.