The document discusses planning project schedule management which includes establishing policies and procedures for planning, developing, managing, executing, and controlling the project schedule. It discusses defining activities by identifying and documenting specific actions to produce deliverables. Key information about each activity such as owners, deliverables, assumptions, and dependencies must be documented. A schedule is then created by analyzing activity sequences, durations, resources, and constraints to develop a project schedule model using techniques like bar charts and critical path method. The process also involves planning human resource and cost management which includes identifying roles and responsibilities, assessing staffing needs over time, and estimating costs of completing all activities.

1. Project Management
Part 2

2. Plan Schedule Management
“The process of establishing the policies,
procedures, and documentation for planning,
developing, managing, executing, and controlling
the project schedule.”
(PMBOK 6.1)
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

3. Define Activities
“The process of identifying and documenting the
specific actions to be performed to produce the
project deliverables.”
(PMBOK 6.2)
Activities are usually derived from the lowest level of
the project WBS.
Project activities may also be called tasks, work
packages, “stories,” or other names.
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

4. Document Activity Information
• Identify a single owner for each task
• Clearly define the output deliverables of each
project task
• Document key assumptions for all tasks
• Collect and store all task data

5. Activity Ownership
Ownership: Many owners = No owner
• Assign one, and only one, owner per task
• Owners plan, estimate, monitor and report task
data
• Owners are not necessarily „doers‟

6. Activity Staffing
In addition to the activity owner, determine all
contributors expected to participate in the
work.
Capture:
• Names
• Roles and skills
• Availability

7. Measurable Deliverables
• Owners specify the deliverable(s) for each lowest-level task
• Define the deliverables clearly
• Tasks with several deliverables may need further break down
• Determine measures and completion criteria
• Capture key assumptions

8. Project Milestones
In addition to activities, projects also contain milestones,
which are “moments in time” and have no (or almost
no) work or duration. Examples of milestones:
• Project start
• Project end
• Life cycle transitions or phase gates
• Significant events or decisions
• Links between projects
Also document all project milestones.

9. Sequence Activities
“The process of identifying and documenting relationships
among the project activities.”
(PMBOK 6.3)
• Dependency relationships generally follow work flow.
• Every identified activity must precede another activity (or
milestone).
• Every identified activity must follow another activity (or
milestone).
• Activity linkages are based on logic, not dates.
Determine and thoroughly document all project activity
dependencies.
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

10. Finish-to-Start Dependencies
The predecessor activity must completed before the
successor activity can begin. This is by far the most common
linkage type.
For example:
When linking activities, always check for activities in between
that you may have missed, and add them to the WBS.
Install Electricity
Test Equipment

11. Start-to-Start Dependencies
Two (or more) activities in the project must start
simultaneously. For most projects, this dependency
type is not common.
For example:
Monitor test
Conduct test

12. Finish-to-Finish Dependencies
The finish of one (or more) project activities is constrained by
the completion of another activity. Also relatively rare, but
occurs when activity deliverables need to be used or combined
promptly because they will change (cool, dry, harden, etc.).
For example:
Set the support posts
Pour the concrete

13. Start-to-Finish Dependencies
This type of dependency is defined mostly for symmetry.
There are few, if any, cases best modeled using it in
typical projects.
For example:
Go live with new system
Operate the legacy system

14. Dependency Leads and Lags
Leads provide overlap dependencies. Leads often occur
in “compressed” schedules.
Design Application
Note: The visibility of logical work flow is concealed.
Lead = 2 weeks
Write Software
2.3-8
Lags are a delay in a dependency.
Paint the first coat
Lag = 1 day
Paint the second coat

15. Sequencing Continuity
Ensure that all activities (and milestones) are part of a
continuous workflow that extends back to the project
start and forward to the project end.
• Most linkages are finish-to-start (default for tools).
• Avoid most use of “fixed date” logic.
• Find and fix all workflow gaps.
Visit Customers
Analyze Data
Specify Product
S
E
Missing dependency

16. Project Estimation Terms
Effort: Total personal time spent working on
a activity
Duration: Workdays required to complete a
activity
Calendar time: Total number of days on the calendar
to complete a activity

17. Estimate Activity Durations
“The process of estimating the number of work
periods needed to complete individual activities
with estimated resources.” (PMBOK 6.5)
– Initial duration estimates relate to project time
management.
– Calendar duration estimates include both workdays
and non-workdays
– Effort (resource) estimates relate to project cost,
and are measured in “person hours” or similar units.
Effort and duration estimates must be consistent.
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

18. Initial Duration Estimates
Initial project estimates are:
• Best provided by task owners
• Based on activity details:
•Duration estimates are based on history
•Effort assessments are based on staffing assumptions

19. Project Estimates
Estimates
Project
Information
Activity
Information
Assumptions
Estimating Process
Archived
Metrics

20. Activity Estimates
Project
Specifics
People and
Teams
Non-Project
Factors
Good estimates take into account:
• History base
• Project specifics
• People and team variables
• Non-project factors
History
Base
Duration
Estimates
Calendar
Time
Effort
Estimates

21. 3-Point Estimates
TIME
tpteto
1% 50% 99%
0 tm
te
tp tm4
6
to
to = “Optimistic” estimate
tm = “Most likely” estimate
tp = “Pessimistic” estimate
te = “Expected” estimate
3-point estimates originated with
“PERT” (Program Evaluation and
Review Technique), and can help
account for risk.

22. Activity Information Database
WBS
Code
Task
Owner
Completion
Criteria
Task
Name
Duration
Estimate
Task information such as this may be documented in a project
scheduling tool, in a spreadsheet, a notebook, or a file cabinet...
3.2 ABC XYZNo testing
errors
Write
Software
15 days

23. 2.3-2
“The process of analyzing activity sequences, durations,
resource requirements, and schedule constraints to
create the project schedule model.” (PMBoK 6.6)
Initial schedules are based on bottom-up analysis of
workflow, not on arbitrary date targets.
Formats:
• Network or precedence diagrams emphasize logical relationships.
• Bar or Gantt diagrams display timing.
Develop Schedule
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

24. ©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

25. ©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

26. Create Network Diagrams
2.5
Develop
Test Plan
7 d
2.4
Document
System
5 d
2.3
Design
System
15 d
3.1
Build
Hardware
10 d
3.2
Write
Software
8 d
3.4
Assemble
Prototype
18 d
. . .
. . .
Initial network precedence diagrams can use sticky
notes and penciled arrows to show the project as
sequences of defined activities and milestones.

27. Create Bar or Gantt Charts
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

28. Analyze Project Critical Path (Critical
Path Method—CPM)
= Critical path task
• A Critical Path (CP) network path with the longest duration.
• Any CP activity slip will delay the project.
• To shorten the schedule, you must shorten the CP.
• CP focuses management analysis and tracking.
2.3-14
= Non-critical path task
Start End

29. Critical Path Analysis
• The project critical path (or paths) is the longest, and
least flexible, path through the network.
• To determine:
• Calculate the early schedule using forward path analysis.
• Calculate the late schedule using backward path analysis.
• The calculated difference between Late and Early
schedules = Float, or Slack.
• Non-critical tasks have a positive float, showing
flexibility.
• Critical tasks have no (or negative) float.
2.3-13

30. CPM Example
Work Days
Task C (5 days)
Start End
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Task A (5 days)
Task B (10 days)
2.3-15
ES= EF=
Task A
DUR=5 FI=
LS= LF=
ES=1 EF=1
Start
DUR=0 FI=
LS= LF=
ES= EF=
Task B
DUR=10 FI=
LS= LF=
ES= EF=
End
DUR=0 FI=
LS= LF=
ES= EF=
Task C
DUR=5 FI=
LS= LF=
1 5 6 15
1 5
15 15
15 15
6 15
11 15
1 5
1 1
0
10
0 0
0

31. Plan Human Resource Management
“The process of identifying and documenting
project roles, responsibilities, required skills,
reporting relationships, and creating a staffing
management plan.” (PMBOK 9.1)
Develop:
• Updated staffing roster (from project initiation)
• Responsibility analysis
• Strategy for managing resources
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

32. Roles and Responsibilities
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

33. Delegating Responsibility
Ownership: Many owners = No owner
• Assign one, and only one, owner for each defined
project activity.
• Owners plan, initially estimate, monitor, and report on
activities.
• Owners are not necessarily “doers.”

34. Analyze Responsibilities
Responsibility Assignment Matrix (RAM) in RACI format
Activities
Staff
Hawkeye Margaret Trapper Radar TBA
Activity
1.1.1
A R C R
Activity
1.1.2
C A
Activity
1.2.1
R A C RRR
Activity
1.2.2
C R R A

35. RACI Matrix Definitions
Define “RACI” roles for project work for each
defined activity:
• R: Responsible (Contributor, does work)
• A: Accountable (Owner—one “A” per activity)
• C: Consulted (Approvers, decision makers)
• I: Informed (Receives information)
Include a “TBA” column in a RACI analysis to track
staffing or other unmet needs.

36. Estimates for Staffing
When estimating effort, consider:
• Skills and experience of staff
• Availability
• Competing priorities
• Number of hours per day for project work
• Interruptions
• Team communications and meetings
• Geographic separation
• Other work factors

37. Consider Non-Project Factors
• Holidays and paid time off
• Scheduled vacations
• Off-site meetings
• Other responsibilities
• Equipment downtime
• Scheduled sick leave
• …

38. Assess Resource Timing
2.4-4
March 7 March 14 March 21 March 28 April 4 . . .
Hawkeye Pierce 20 23 45 25 3
B. J. Hunnicut 4 4 4 4 4
Charles Winchester 12 12 12 12 12
Radar O’Reilly 80 80 90 168 70
Margaret Hoolihan 26 26 26 26 26
Example using a spreadsheet:
Using the project workflow analysis, “stack up” all effort estimates to determine
staffing overcommitments.
Project management scheduling tools may be useful for complex projects.
Resource histograms can be generated If staffing and activity data are accurately
entered.

39. Resource Histogram Example
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

40. Estimate Other Resources
• Contract staffing
• Materials
• Equipment
• Travel
• Services required
• Other direct project expenses

41. Plan Cost Management
“The process that establishes the policies,
procedures, and documentation for planning,
managing, executing, and controlling project
costs.” (PMBOK 7.1)
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

42. Estimate Costs
“The process of developing an approximation of
the monetary resources needed to complete
project activities.” (PMBOK 7.2)
Use the quantities estimated for each identified
resource (hours, days, kilograms, pages, scheduled
trips, etc.) to calculate the cost for each to the
project.
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

43. Activity Cost Estimates
Includes the cost of staff effort assessed for each activity as
part of duration analysis, plus:
• Outsourcing costs (Contract fees, Potential penalties…)
• Hardware and other equipment purchases
• Charges for use of shared or rented equipment
• Supplies and required components
• Software acquisition and licenses
• Communications: Audio, Video, Computer networking
• Services: Shipping costs, Duplicating, Printing, etc.
• Travel expenses
• Other direct expenses

44. Types of Cost Estimates
• Rough Order of Magnitude (ROM) estimates
– Made without any detailed engineering data
– May use past experience
– Accuracy ± (25-75)% within the scope of the project
• Plan (or budgetary) estimates
– Prepared from initial plans
– Based on WBS
– Accuracy ± (10-25)%
• Definitive (or detailed) estimates
– Prepared from well-defined engineering data, vendor quotes, unit
prices, etc.
– Based on analysis of specific WBS low-level activities
– Accuracy ± (5-10)%

45. Determine Budget
“The process of aggregating the estimated costs of
individual activities or work packages to establish
an authorized cost baseline.” (PMBOK 7.3)
Sum all estimated costs required for each project
activity to determine the overall bottom-up
assessed cost of the project.
©2013 Project Management Institute A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

46. Overall Project Budget
An overall bottom-up project budget includes:
• Costs estimated for every defined project activity
• Any additional direct expenses that will be carried
by the project (overhead, etc.)
• All management cost reserve or contingency
funding allocated to the project
For tracking and analysis, all costs may be
apportioned to lowest-level WBS activities.

47. Thank You
hkbhadraa@gmail.com