6.1 Plan Schedule Management

The Plan Schedule Management Process defines the policies, procedures, and documents to plan, develop, manage, execute and control projects schedules.  It is the source for how project scheduling will be conducted though out the project life cycle. Other processes also listed on this page affecting the Plan Schedule Management Process are:

• 6.2 Define Activities
• 6.3 Sequence Activities
• 6.4 Estimate Activity Resources
• 6.5 Estimate Activity Duration
• 6.6 Develop Schedule

Figure 9 below illustrates the Inputs, Tools & Techniques and Outputs for Plan Schedule Management.

Figure 9.  Plan Schedule Management: Inputs, Tools & Techniques, and Outputs . Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p.145. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

 Process Definition

As part of the project management plan the schedule management plan, is unique  based on the project's requirements.  It may be formal or informal, broadly defined or very detailed.  However, it needs to contain at least a start and end date and how much flexibility there is to adjust the schedule.   

Process Assessment

Without a planned schedule, monitor and control measures and establish targeted end-dates the project can run wildly out of control and over budget. This process is iterative in that things happen and schedule do sometimes change. But for the most part the schedule should be set by the customer as the components of the project charter are evaluated and defined. Some of the things that may impact the schedule are:

• funding
• culture
• calendar
• procurement
• workforce size
• environmental factors
• organizational factors

 The schedule should be realistic.  Lets face it we all want things now.  Reality hot rod restoration TV has recently shown, if you have a larger enough crew and bank account project times can be drastically reduced.  However that isn't always practical. 

Artifacts

Input

Project Charter are the foundation for many of the planning processes.  The project Charter provide many of the constraints to the milestones to be completed. Below in a project charter developed for PMGT611. see 6.1.1

Tools & Techniques

One of the analytical tools used in to evaluate project schedules is the compression technique.  During PMGT611 we were required to compress schedule for a bicycle build.  The narrative of our compression technique findings can be found below. see 6.1.2

Output

The output of the plan schedule management process is the schedule management plan.  During the course we used the informal method of schedule management planning.  Often the components were include in part of the project scope or scope management plan.  See the essay below for further information. see 6.1.3

6.2 Define Activities

This process spells out the specific action to be accomplished in order to complete project deliverables. The documented outcome of this process is the activities and attributes list and a list of milestones. The completed process breaks down work packages into shorter activities to aid in estimating scheduling executing, monitoring and controlling deliverables within a project.  Figure 10 below illustrates the Inputs, tool & techniques and Outputs for this process.

Figure 10 . Define Activities: Inputs, Tools & Techniques, and Outputs . Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p.149. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

Process Definition

The define activities is where deliverables, identified in the project scope, are broken down to work packages then into step by step defined activities.  Each activities should be to its smallest reasonable level i.e. we shouldn't need to spell out to turn the screw clockwise 15 times for example. 

Process Assessment

Laying out a precise list of activities must be accomplished when scheduling work packages or deliverables. When things are left out of the define activities process unscheduled delays and cost overruns may occur.  Each activities can be assigned value based on time, teams, tools and the facilities required to complete it.  Eventually these will also provide input in to the budgeting process. 

Artifacts

Input

During one of the courses I defined an informal schedule management plan in a discussion based on the importance of scope, cost and schedule. The product is listed below; its relevance is that it provides the milestone and  priorities for the project. see 6.2.1.

Tools & Techniques

Decompression happens a many stages for this initial phase deliverable are broken into work packages.  Included below is a WBS breakdown to decompress deliverables that we in PMGT614 developed in MS Excel for a bicycle project. see 6.2.2

Output

One of the outputs for the define activity process is to identify milestone in the project.  Milestones are key achievement points a that can be used to gage progression of the project and make critical decision on project continuation, schedules or cost. see 6.2.3

6.3 Sequence Activities

Sequencing activities where we plan which order the activities will be accomplished.  This is where we put the cart and the horse in the correct order.  You can't build the wall of the house until the foundation and subfloor are done.  Enough with the metaphors, subject matter experts, precedence diagrams, determining dependency along with evaluation of lead and lag time help to establish a logical sequence of events.  The Input, Tools & Techniques and Outputs for this process are listed in Figure 11.

Figure 11. Sequence Activities: Inputs, Tools & Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p.153. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

Process Definition

Taking all the components from the inputs table above and placing them into a logical order has been made simpler with software.  However a way of doing it without a computer would be to create sticky notes for each activity placing them in order on a wall or preferably a white board so you can draw in the precedencies.  You may find that you move things around as you go until the most acceptable sequence.

Process Assessment

The Sequence activities process organizes the project.  Having it documented in a computer software or other diagrams helps to visualize the project.  It may also illuminate the potential for reducing the overall project time; or find ways make up for lost time somewhere else in the project.  You know the saying about not putting the cart before the horse.  I you know the horse pulls the cart you should get the picture.  

Artifacts

Input

Activities List as a product of the preceding knowledge area makes it appropriate for an input for this one. Understand what you want to accomplish helps you to create a correct sequence of events.  You the saying about not putting the cart before the horse.  Well by seeing both the cart, horse and knowing the horse is to pull the cart, helps to know where to put everything. see 6.3.1

Tools & Techniques

Dependency determination can be accomplished and modified in MS Project very easily.  In PMGT614 I developed a dependency base on the activates list I used above this may give some continuity of how the process can work.  see 6.3.2

Output

One of the outputs for this process is the Schedule work network it provide the flow and critical path for the project.  Below you will find two files one is a document created for the portfolio including the original network which was already in pdf format too include the cover pages.  Because the original was pdf file I was unable to add in the cover pages; but the original Group 3 network diagram pdf is much clearer. see 6.3.3 & 6.3.4 

6.4 Estimate Activity Resources

In the Estimate Activity Resources process we identify the type, quality and quantity of materials, human resources and equipment needed to execute the scheduled activity, work package or Deliverable.   The Inputs, Tools & Techniques and Outputs  for the Estimate Activity Resource process are listed in Figure 12.

Figure 12 . Estimate Activity Resources: Inputs, Tools & Techniques, and Outputs . Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p.161. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

Process Definition

Once the activities are identified and sequenced they must be resourced.  This process assigns the number of widgets, how long it takes to procure them and the characteristics required to complete the activity.  It will also spell out numbers of workers and appropriate expertise need for the activity.  The use of special facilities are also considered i.e.  You may need time in a paint booth to complete the activity.  

Process Assessment

The resourcing process helps further defines cost for the activity.  An activity may take two assemblers and one engineer at different hourly costs; and a special high priced widget to meet the project scope. This process identifies each component, itemizes the cost per work period and establish a activities resource requirements list.  Once complete the budgetary process only needs to deal with the duration of each activity to establish a baseline.

Artifacts

Input

Information in the risk  register can impact the resources in a project.  In the Risk Register below line item #3,  our team was instructed that though the College head want the IT project many of the supporting business leaders for the college were critical due to past project failures.  The business leaders were the funding for most of the school project therefore we had to get them on board or the project would lose funding.  see 6.4.1

Tools & Techniques

Bottom up estimating is a tool for the estimate activity resources.  This cost estimation tool is used to evaluate budgetary resources against each activities then compare it with the proposed budget.  The artifact I've included was a bottom up estimate of a bicycle build we performed in PMGT614. see 6.4.2

Output

There are several products that can be used to demonstrate a Resource breakdown structure.  In keeping with the bicycle build we found a template that worked wonders for us.  see 6.4.3.

6.5 Estimate Activity Durations

The Estimate Activity Durations process establishes an estimated number of work periods, as defined in the schedule management plan, that it will take to complete the activity.  The Inputs, Tools & Techniques and Outputs  for the Estimate Activity Durations process are listed in Figure 13.

Figure 13. Estimate Activity Durations: Inputs, Tools & Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p.166. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

Process Definition

The estimate activity duration procedure take all the activity processes above and adds a time duration for each.  For example it may take two assemblers, and one engineer to complete an activity now we add that it takes five hours.  That is if hours are the established units of measure in the schedule management plan.   

Process Assessment

During this process estimates for the human resource work period use for an activity can be obtained by multiplying the duration by the by the number of resources used for the activity.  You can also show the time it takes to procure items for use, or time for use of a specific facility.  Much of this information is gathered from the someone familiar with the work and how long it takes.

Artifacts

Input

The Organizational Process assets plan an important part of estimating activity duration.  Past performance is usually a good starting indicator of future performance.  In PMGT613 I submitted a blog on Organizational process assets.  see 6.5.1

Tools & Techniques

One of the tools for the estimate activity durations deals with analysis of the process The three-point estimate a process of determining Optimistic, Most likely and Pessimistic results from a schedule, is part of a program evaluation and review technique (PERT) analysis.  In PMGT501 we performed an in-depth PERT study on our Sustainable Home Construction Project See the results below. see 6.5.2

Output

The Activity duration estimated listed as an artifact was developed in PMGT502 as one of the MS Project assignments.  It shows time for each activity and accumulated time estimate for the project thus far.  MS Project is an excellent tool for this process.  see 6.5.3

6.6 Develop Schedule

 Now using all the knowledge areas in the above task regarding activities such as: defining, sequencing, estimating resources, estimating duration and applying that to a calendar solidifies the scheduling process.  This is what is known as the Develop Schedule process.  Applying the tools and techniques to the inputs, all listed in figure 14, are how schedules are developed. 

Figure 14. Develop Schedule: Inputs, Tools & Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p.173. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

Process Definition

Like any scheduling process the develop schedule process is iterative. As the project presses forward changes will be made.  The likelihood they wont is low.  When developing the schedule begin with a start  and finish date.  Then defined milestones; place in the deliverables and break them down into work packages or activities.  In the software we used adding or correcting time in the activities updated the overall schedule. Lag and lead times can also be established.  If you don't have the software it can be done manually. Some of the techniques are Network analysis, Critical Path method, Critical Chain method, Resource optimization, modeling, lead and lag times and schedule compression tools.

Process Assessment

Whether you used scheduling tools like the software we used, MS project, or take the time to perform the tasks manually; the develop schedule process is instrumental in mapping the project processes, progression and helps identify problem points early so they may be mitigated.   

Artifacts

Input

The schedule management plan assist in developing the schedule by spelling out all the components required for the schedule ahead of time.  As noted before this was not necessarily part of our learning at least in its formal form.  Schedule management plans may be informally developed to by inclusion in other parts of the project.  often as part of the WBS if develop in software where all the parameters in the plan are included.  see 6.6.1

Tools & Techniques

A technique used to develop the schedule is the critical path method. It allows the planner to find the path with the least flexibility in time and prioritize it will accomplish the remaining tasks as needed.  Below is an exercise I performed during PMGT501 to evaluate a critical path. see 6.6.2

Output

The last artifact for this process is an image of HR Project schedule I developed in MS Project for PMGT502.  The project schedule has been well discussed in this portfolio and needs no further explanation. see 6.6.3