Developing and Controlling The Project Schedule (PMBOK® Guide Fifth Edition) Course Transcript

Course Transcript
Developing and Controlling the Project

Schedule (PMBOK Guide Fifth Edition)
Course Overview
Read the Course Overview.
Develop Schedule
| 1. Introduction to Project Scheduling |
| 2. Overview of Scheduling Tools and Techniques |
| 3. Critical Path Method |
| 4. Completed Project Schedule |
Control Schedule
| 1. Control Schedule Inputs |
| 2. Monitoring and Measuring Schedule Performance |
| 3. Schedule Variance and Schedule Performance Index |
Course Overview
Timing on a project is critical. One of the most common questions asked by project
managers is, "By when will you have it done?" So the schedule is the foundation for
managing a project and ensuring its success.
A project manager's job includes making sure that all of the individual work activities in a
project happen at the right time and in the right order. If they don't, delays in completing one
activity can set off a domino effect that cascades through the remainder of the project.
To prevent this, the project manager develops a project schedule to help keep a project on
track.
Reflect
What, do you think, are the benefits of a good project schedule for a project?
Enter your thoughts in the text box provided.
Write down your response or enter it in a text file in your word-processor application (or in a text
editor such as Notepad) and save it to your hard drive for later viewing.
Putting all the work activities of a project into an accurate schedule helps coordinate the
activities of all project team members and prevents delays.
The schedule identifies when workers and equipment will be needed, so it also makes it
clear when valuable resources are free to work on other tasks or projects.
By optimizing the use of resources, an accurate schedule reduces waste.
The project schedule is a communication tool. It helps create agreement among everyone
involved in a project about when work activities will occur and when project milestones will
be reached.
It also helps you manage changes, because the effect of changes in a project can be
measured against the baseline provided by the schedule.
This course explores the tools and processes needed to build a schedule. It covers schedule
network analysis techniques such as the critical path method. And it outlines different
schedule formats such as milestone charts, bar charts, and project schedule network
diagrams.
This course also explains the inputs, tools and techniques, and outputs for the Control
Schedule process. This process consists of evaluating the progress of a project and revising
the schedule accordingly.
It includes calculating schedule variance and the schedule performance index to determine
the size and impact of change.
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Introduction to Project Scheduling

Learning Objective
After completing this topic, you should be able to
match the inputs to developing a project schedule with the reasons they are needed
for creating a project schedule
1. Introducing the Develop Schedule process

It's often said that details are the strings that hold everything together. In the case of a
project, the details in the project schedule are what you use to ensure that the project stays
on track and that all activities for reaching its objectives are accounted for.
The project schedule is an output of the Develop Schedule process. It identifies what
activities the team needs to perform to complete a project, who is going to perform these
activities, and when they are going to take place.
Question
What roles do you think a project schedule plays in a project?
Options:
1. Coordinates the activities of team members
2. Helps the project manager optimize the use of resources
3. Eliminates the need for reserve time from a project
4. Helps communication with the project team and stakeholders
5. Prevents activities from exceeding the planned durations
6. Provides a baseline against which progress can be tracked
Answer
The project schedule coordinates activities, helps the project manager optimize
the use of resources, provides a baseline against which progress can be tracked,
and serves as a communication tool. However, it can't prevent activities from
taking longer than planned in practice, and may be updated, based on the
changing status of a project. It should also factor in reserve time to leave some
room for contingencies.
Correct answer(s):
1. Coordinates the activities of team members
2. Helps the project manager optimize the use of resources
4. Helps communication with the project team and stakeholders
6. Provides a baseline against which progress can be tracked
The project schedule is important for several reasons:
it coordinates the activities of team members, so that the right activities occur at the
right time and in the right sequence
it helps optimize the use of resources, by making it clear exactly when particular
resources are needed
it provides a baseline for monitoring performance and tracking actual progress, and
it aids communication with the project team and stakeholders, by providing a

baseline against which progress can be reported
The Develop Schedule process fits in the Planning Process Group it involves planning
exactly how project time will be used.
Graphic
Other Project Time Management processes that fit in the Planning Process
Group include Plan Schedule Management, Define Activities, Sequence
Activities, Estimate Activity Resources, and Estimate Activity Durations. The
Control Schedule process fits in the Monitoring and Controlling Process Group.
It also falls in the Project Time Management Knowledge Area, where it follows on from five
other processes. These are Plan Schedule Management, Define Activities, Sequence
Activities, Estimate Activity Resources, and Estimate Activity Durations.
The project schedule is usually highly detailed. It can take various forms but typically
includes columns for recording activity descriptions, activity identifiers, resources, calendar
units, and the project schedule time frame.
Graphic
A sample project schedule contains activities such as Provide new product Z
deliverable, and rows for design, build, and test activities. Equipment in the
Resources column include computers and servers. Resources also include team
members. The schedule time frame is divided into periods and contains
horizontal bars.
Consider an example of a project schedule completed with the help of project management
software.
Select each feature of the schedule for more information about it.
Activity identifier
The activity identifier is a code, consisting of numbers, letters, or both, that

uniquely identifies an activity. Each activity's identifier is also recorded in the
activity list.
The activity identifier column is highlighted. From top to bottom the column reads:
1.1.MB, 1.1.1, 1.1.1D, 1.1.1B, 1.1.1T, 1.1.1M1, and 1.1.2.
Activity description
Each activity is described using the name assigned to it in the activity list.
The activity description column is highlighted. From top to bottom the column reads
Provide New Product Z Deliverable - Begun, Work Package 1 - Develop Component 1,
Design Component 1, Build Component 1, Test Component 1, Component 1 - Completed,
and Work Package 2 - Develop Component 2.
Resources
The schedule identifies both the equipment and the human resources or project
team members assigned to each activity.
The Equipment and Team member columns under the Resources column are highlighted.
For the activity Design component 1 the following resources are allocated: in the
Equipment column there are 3 computers and 1 server. In the Team member column there
are John, Dave, and Chris.
Calendar units
Calendar units are the units of time used to schedule activities and monitor their
durations. Depending on the type of project, weeks or hours may be used.
The Calendar units column is highlighted. 20 is assigned to the Design component
activity.
Project schedule time frame
The project schedule time frame summarizes the project planning with respect to
scheduling of activities, durations, project milestones, and deliverables. Important
features in the project schedule time frame are the duration bars, data date line,
and precedence arrows.

A Gantt chart is shown, depicting the project activities, sequencing, and durations in the
form of a network diagram.
In the project schedule time frame the horizontal duration bars represent the duration of
each activity, running from its planned start date to its planned finish date.
Graphic
A duration bar within the project schedule time frame column is highlighted. This
rectangular bar extends from Period 1 to Period 3.
Each duration bar is positioned in relation to the periods listed across the top of the time
frame pane, which together represent the total project duration.
The shaded area of the bar represents the percentage of the task that has been completed
thus far.
The data date line is a vertical line that appears in the time frame pane. It reflects either the
current date or a future data date that was entered into the software for forecasting
purposes.
Graphic
The data date line is highlighted. This dotted line is found in the Project schedule
time frame column and runs down the center of the Period 3 column.
Precedence relationship arrows identify the relationships between the activities represented
as duration bars. These tell you the sequence in which the activities must occur, where this
sequence is important.
Graphic
The arrows connecting the duration bars are highlighted.
Question
Where would you look for information about the status of a particular activity?
Options:
1. Duration bars
2. Activity identifiers
3. Activity descriptions
Answer
Option 1: This is the correct option. The shaded area of the duration bar
represents the percentage of the activity that has been completed thus far, and
so indicates the status of the activity.
Option 2: This is an incorrect option. An activity identifier is simply a code that
identifies an activity. The shaded area of the duration bar indicates the
percentage of work completed for the activity and so shows its status.
Option 3: This is an incorrect option. An activity description merely indicates
what the activity includes. The shaded area of the duration bar indicates the
percentage of work completed for the activity and so shows the status of the
activity.
Correct answer(s):
1. Duration bars
2. Develop Schedule process inputs

The inputs of the Develop Schedule process include the key outputs of some of the other
processes in the Project Time Management Knowledge Area.
Graphic
An excerpt of Figure 6-17 of the PMBOK Guide - Fifth Edition shows that five of
the Project Time Management processes provide inputs to the Develop Schedule
process: Plan Schedule Management, Define Activities, Sequence Activities,
Estimate Activity Resources, and Estimate Activity Durations.
Seven of the 13 inputs for the Develop Schedule process are from Project Time
Management processes:
schedule management plan

Plan Schedule Management supplies the schedule management plan.
the activity list

Define Activities provides the activity list.
activity attributes
Define Activities provides the activity attributes.
project schedule network diagrams

Sequence Activities provides project schedule network diagrams.
activity resource requirements

Estimate Activity Resources provides activity resource requirements.
the resource breakdown structure, and

Estimate Activity Resources provides the resource breakdown structure.
activity duration estimates

Estimate Activity Durations provides activity duration estimates.
Select each input to learn more about how it's used in the process of developing a project
schedule.
Schedule management plan
The schedule management plan outlines the methods and tools that should be
used for all scheduling activities for a project, including the plan for creating the
project schedule and methods for calculating the schedule.
Activity list
The activity list is a list of all the activities or tasks that must be performed to
complete a project. All of these activities must be included in a project schedule.
Activity attributes
Activity attributes are details of how and when activities must be performed.
Project managers often used this information to categorize activities into phases
and plan the schedule accordingly. For example, activities may be catalogued as
design, development, or production activities.
Project schedule network diagrams
A network diagram highlights the relationships among activities. For example, it

will indicate whether one activity must be completed before another can begin.
These dependencies take into account the time and resources needed for each
activity.
Activity resource requirements
Activity resource requirements describe the types and quantities of resources

needed to complete each activity. Project managers use this information to
schedule the required materials and human resources for activities.
Resource breakdown structure
The resource breakdown structure provides a hierarchical outline of resources

organized by category and type. It facilitates resource analysis and reporting on
how resource utilization.
Activity duration estimates
Activity duration estimates are informed estimates of how long each activity will
take to be completed. You need this information to create the overall project
timeline.
Question
Match each of five inputs to descriptions of its uses in the Develop Schedule
process.
Options:
A. Project schedule network diagrams
B. Resource breakdown structure
C. Activity list and activity attributes
D. Activity duration estimates
E. Activity resource requirements

F. Schedule management plan
Targets:
1. Identify scheduling constraints in terms of the required sequence of
activities
2. Organizes resources according to categories and types
3. Identifies the what, who, where, and how of project activities
4. Describes the types and quantities of resources needed
5. Includes directions for creating the project schedule
6. Assist in developing the overall timeline for a project
Answer
Project schedule network diagrams identify constraints in terms of the
sequencing of activities. These must be taken into account during project
scheduling.
The resource breakdown structure provides a hierarchical outline of resources
organized by category and type.
The activity list and activity attributes contain details about each of the activities
that must be performed to complete a project. They're an input for the Develop
Schedule process because they enable project managers to assess whether
activities must be performed by specific workers, in specific locations, and in
specific ways.
Activity resource requirements identify the resources required for completing
activities. When developing a schedule, the project manager compares this
information to when the required resources will be available.
The schedule management plan outlines the methods and tools that should be
used for all scheduling activities for a project.
Activity duration estimates indicate how long each activity will take to complete.
This information must be included in the project schedule, and assessed as part
of developing the overall project timeline.
Correct answer(s):
Target 1 = Option A
Target 2 = Option B
Target 3 = Option C
Target 4 = Option E
Target 5 = Option F
Target 6 = Option D
The Develop Schedule process has six other inputs that are provided by elements outside
the Project Time Management Knowledge Area.
Graphic
Three processes from outside the Project Time Management Knowledge Area
provide inputs to the Develop Schedule process: Identify Risks, Define Scope,
and Acquire Project Team. The enterprise or organization also provides inputs.
risk register
Identify Risks provides the risk register.
project scope statement

Define Scope provides the project scope statement.
Resource calendars
Acquire Project Team provides resource calendars.
Project staff assignments

Acquire Project Team provides resource project staff assignments.
organizational process assets, and

The enterprise or organization provides organizational process assets.
enterprise environmental factors

The enterprise or organization provides enterprise environmental factors.
Select each of the last six inputs to learn more about its use in the Develop Schedule
process.
Risk register
The risk register is created during the Identify Risks process. It provides the
details about all identified risks, such as the nature of the event and the potential
impact. You will use the risk register to identify any risks that may affect the
schedule model.
Project scope statement
The project scope statement is particularly helpful in the Develop Schedule

process because it lists the constraints and assumptions for the project. Most
constraints and assumptions affect cost and time, so they must be factored into
this process.
Resource calendars
Resource calendars show when team members are committed to other projects,
are on vacation, or are otherwise unavailable to a project. They also identify the
time when specific project team members or pieces of equipment are required.
This can help determine when particular activities that require the resources must
be scheduled.
Project staff assignments
Using the tools and techniques of the Acquire Project Team process, you select
and assign the staff members to your project. Documents such as the team
directory specify which team members are assigned to each activity. You will use
this information as you prepare a detailed schedule.
Organizational process assets
Among the organizational process assets that the Develop Schedule process
makes use of are the project calendar and the organization's scheduling
methodology. The project calendar shows the days and hours when work on the
project can occur, accounting for holidays or other times when a company is
closed. It may also limit a project team to working only at particular times so as
not to disrupt an organization's ongoing operations.
Enterprise environmental factors
Enterprise environmental factors are any aspects of the external environment or

internal organizational environmental factors that can affect a project, and may
affect the scheduling process. For example, the scheduling software that's
available will affect how the project schedule is created.
Question
Match six inputs for the Develop Schedule process with their roles in the
development of a project schedule.
Options:
A. Project scope statement
B. Resource calendars
C. Enterprise environmental factors
D. Organizational process assets
E. Risk register
F. Project staff assignments
Targets:
1. Identifies constraints and assumptions that must be factored into the
schedule
2. Identifies the times when project resources are available
3. Provides information about what scheduling software is available
4. Identify when project work can be scheduled to occur
5. Describes potential adverse events that may affect the schedule

6. A list of project team members along with their associated activities
Answer
The project scope statement outlines the project's scope and includes
information such as project milestones. In addition, it outlines constraints and
assumptions, which must be taken into account during project scheduling.
Resource calendars show when specific resources will be available for use on a
project.
Enterprise environmental factors can influence the development of the project
schedule. For instance, the type of particular scheduling software may determine
what can and can't be included in the schedule when it is created.
The project calendar, which is an example of an organizational process asset,
identifies the times when project work can be scheduled to occur. Other
organizational process assets like the organization's scheduling methodology
may also influence the way the schedule is created.
The risk register provides describes the characteristics of all identified risks. You
will use the risk register to identify any risks that may affect the schedule model.
Project staff assignments are found in documents such as the team directory
which specify which team members are assigned to each activity.
Correct answer(s):
Target 1 = Option A
Target 2 = Option B
Target 3 = Option C
Target 4 = Option D
Target 5 = Option E
Target 6 = Option F
Sonya is managing a project to organize and host a sales conference. Consider how she
uses the available scheduling software which is an enterprise environmental factor that
affects the process to draw up a project schedule.
Step 1: Sonya begins by entering the identifier and name of each
activity that must be scheduled. She finds this information in the
project's activity list.
The Task name column identifies the main activities and subdivides
them into subactivities. For example, the first listed activity is
"Choose conference venue." It includes the tasks "Assess conference
needs," "Get three different quotes," and "Make booking."
Step 2: Sonya then enters the planned duration of each activity,
using the activity duration estimates. The software will convert
this data into duration bars in the project timeline.
Duration is entered in the Duration column for each activity and for
each task. For example, 3.33 days duration is assigned to the
"Choose conference venue" activity.
Step 3: She uses the project schedule network diagram to identify
any dependencies, which determine the order in which activities must
be sequenced. The software will represent these dependencies as
precedence relationship arrows linking relevant duration bars.
Details about the required sequences of activities and tasks are
entered in a Predecessor column. A software-generated Gantt chart
displays a duration bar for each activity and task, and includes
precedence relationship arrows between the bars where dependencies
have been recorded.
Step 4: Based on activity resource requirements, activity
attributes, project staff assignments, and the resource calendar,
Sonya allocates the required resources for each activity.
Required resources for each activity and task are entered in a
Resource column in the project schedule.
Step 5: Finally, Sonya has a look at the project scope statement to
check for important constraints and assumptions. She notes the
constraint that the conference must take place in June, so she
confirms that the schedule dates allow for this.
The start dates for each activity and task are highlighted.
Step 6: She also uses a comments feature in the software to record
the assumptions and constraints, as well as any schedule related
risks she notices in the risk register, so that she won't forget
about them.
In the Notes column, a notes feature is used to display in pop-up
boxes, alongside the activities or tasks to which they relate.
Once the project schedule has been developed, it will guide all project work and provide a
baseline against which progress can be measured. It should be updated when necessary.
3. Summary
Inputs for the Develop Schedule process include the schedule management plan, activity
list, activity attributes, activity resource requirements, activity duration estimates, risk
register, project staff assignments, resource breakdown structure, and the project scope
statement. They also include resource calendars, project schedule network diagrams,
organizational process assets, and enterprise environmental factors. Each of the inputs
provides specific information used in the development of a project schedule, or influences
this process.
Back to top
Overview of Scheduling Tools and Techniques

Learning Objective
match schedule network analysis techniques with their characteristics
1. The scheduling tool

Developing a realistic, accurate schedule for a project isn't an easy task. It involves
integrating a lot of information and based on this, determining the optimal start and finish
dates for activities. It also involves testing that the schedule you arrive at is feasible and
making adjustments where necessary.
Tools and techniques for the Develop Schedule process help you do this.
Graphic
The tools and techniques of the Develop Schedule process are schedule network
analysis, critical path method, critical chain method, resource optimization
techniques, modeling techniques, leads and lags, schedule compression, and
scheduling tool.
2. Schedule network analysis techniques

Schedule network analysis is a technique that assists in generating the project management
schedule. This method is used to research data in order to manage project funds and time
efficiently.
The Develop Schedule process includes four schedule network analysis techniques.
They are the critical path method, the critical chain method, resource optimization, and whatif scenario analysis.
These four techniques build on one another. You will need to use all of them to arrive at the
dates you finally include in the schedule.
In a schedule network diagram, the longest full path linking activities that must be performed
in sequence is known as the critical path. Together, the estimated durations of the activities
on this path represent the shortest time in which a project can be completed.
Graphic
A schedule network diagram displays a node for each of eight activities. Activities
A, C, F, G, H, and I fall on the longest full path in the diagram. Activity B is
positioned above activity C, and activities D and E are positioned below activity
C. These activities all lie on separate paths.
Question
Why do you think it's important to know which activities lie on the critical path?
Options:
1. These activities include all work that must be completed for objectives to be
met
2. It's important to schedule these activities before any others
3. Changes to the durations of any of these activities may alter the project's
end date
Answer
Option 1: This option is incorrect. All activities, including those outside the critical
path, represent work that must be completed to meet project objectives.
Option 2: This option is incorrect. Critical activities will be scheduled based on

their dependencies, as will other project activities. They aren't necessarily
included in the schedule ahead of other activities.
Option 3: This is the correct option. If the duration of an activity on the critical
path is extended it will delay the end date of the project. If the duration of an
activity on the critical path is shortened it may shorten the duration of the project.
Correct answer(s):
3. Changes to the durations of any of these activities may alter the project's end
date
Changes to the estimated duration of critical path activities in other words, activities that lie
on the critical path will affect a project's end date. In this path, for example, activities A, C,
F, G, H, and I are critical in terms of the project's scheduled duration.
You use the critical path method, or CPM, to determine the critical path in the network
diagram. This is then used to calculate the minimum total project duration, based on
estimates of how long critical activities will take to complete.
Once you know this, you add the duration of the activities on the critical path to the project's
start date to determine its theoretical end date.
Graphic
Activity A's duration is one day, activity B is two days, activity C is seven days,
activity D is four days, activity E is five days, and activity F is two days.
Based on these dates, you can also calculate different estimates of the dates at which each
critical activity must start and finish.
Graphic
For example, activity B's duration is two days. It starts August 2 and ends at the
close of business on August 3.
The theoretical dates for all activities are determined without regard for any resource
limitations.
The critical chain method uses estimates that are based on limited resource availability to
determine a more realistic critical path. You enter resource availability into the schedule and
add duration buffers to the network diagram.
Each buffer is represented as a non-work activity, and is a reserve period in which work on
any activities that are running late can be completed.
The goal is to manage a project so that it can complete when planned, despite unavoidable
delays and uncertainties.
For example, if equipment for the next phase of a project is delivered three days late, a
three-day buffer period in the schedule will keep this from throwing the project off track.
Graphic
Three outputs are listed, one of which is highlighted Digging the trenches. The
estimated time for this output is five days. The buffer period is three days.
Question
Match the critical path and chain methods to their characteristics. Not all
characteristics will be used.
Options:
A. Critical path method
B. Critical chain method
Targets:
1. Determines theoretical project start and finish dates using estimates of how
long critical activities will take to complete
2. Factors in possible delays by adding non-work activities to the schedule
3. Identifies the longest time it may take to complete the project
4. Analyzes resource limitations and removes non-work activities to reduce
project duration
Answer
CPM involves identifying the minimum possible duration of a project, based on
estimates of how long each activity on the project's critical path will take to
complete. Based on the duration, you can calculate project start and finish dates.
The critical chain method involves adding buffers in the form of non-work
activities to the schedule. These are designed to help absorb possible delays in
completing activities.
CPM determines the least time it may take to complete a project, based on the
durations of activities in its critical path.
The critical chain method does involve analyzing resource limitations, but adds
rather than removes non-work activities to the schedule.
Correct answer(s):
Target 1 = Option A
Target 2 = Option B
Target 3 =No Option Specified.
3. Resource optimization, what-if scenarios

The resources allocated for each activity can affect how activities must be scheduled.
For example, assigning more resources to an activity might mean it can be completed faster.
And if particular team members, experts, or pieces of equipment are available only at certain
times, it can affect the start and finish dates of activities for which these resources are
required.
This is where resource optimization techniques come in. They involve adjusting the
resources allocated to activities to optimize both resource use and the schedule.
The aim of resource optimization is to ensure that demand doesn't exceed availability. So
you use this technique when resources have been over-allocated, are only available at
specific times, or are limited in numbers.
Before you use resource optimization, you must have already identified a project's critical
path.
Moving resources from noncritical to critical activities can help reduce a project's total
planned duration. For example, when developing a new computer game, designing the
game is a critical activity, but preparing a product manual isn't. In the schedule, the project
manager may be able to move some technicians off preparing the manual and onto game
design to make sure the project can finish on time.
Graphic
The first node in the diagram is project approval. Next are four nodes that appear
stacked in a column: product manual, which has no successor tasks, game
design, develop gaming engine, and artwork. The rest of the nodes are on the
same level in sequence: compile game (Beta release), testing, update
implementation, and finish release.
The resource optimization technique can also involve increasing the estimated duration of an
activity because of a resource constraint for example, based on the earliest date when
required equipment can be delivered.
Another useful set of techniques are called modeling techniques, such as simulation and
what-if scenario analysis. In what-if scenario analysis, you test the feasibility of the draft
schedule by assessing a series of worst-case scenarios, based on the activity assumptions.
For example, how will it affect the project if equipment is delivered late or if bad weather
delays construction?
The results modeling techniques are used to prepare appropriate contingency and response
plans, outlining how the project can finish on time despite possible delays.
Question
Match the two schedule network analysis techniques with their characteristics.
One of the characteristics doesn't match to either technique.
Options:
A. Resource optimization
B. Modeling techniques
Targets:
1. Reallocates people and equipment where necessary to optimize both
resource use and the schedule
2. Measures the effects of possible delays on the project schedule
3. Establishes an estimate of the least time required to complete a project
without regard to resources
Answer
Resource optimization involves shifting resources for example, from noncritical
to critical activities to optimize resource use and the schedule. In some cases, it
also involves altering activity durations based on resource constraints.
Modeling techniques, such as what-if scenario analysis, involve investigating the
impacts of possible delays and problems on the project schedule. This assists in
the design of contingency plans.
This describes CPM. Based on the dependencies among activities and their
estimated durations, the critical path method determines the minimum total
duration of a project without regard for resource limitations.
Correct answer(s):
Target 1 = Option A
Target 2 = Option B
4. Leads and lags and schedule compression

Another technique for developing a reliable schedule is leads and lags.
A lead occurs when an activity can begin before a predecessor activity completes. For
example, an editor may edit a manuscript chapter by chapter, instead of waiting for the entire
manuscript to be completed, to save time. The start-to-start relationship between these
activities creates a lead.
Graphic
A partial schedule network diagram shows the first activity is plan outline, then
write manuscript. A node for edit manuscript appears somewhat below write
manuscript with the overlapping area shaded in. The overlap is titled "Lead".
A lag, on the other hand, delays a successor activity. For example, if cement must dry before
the next scheduled activity can start, the finish-to-start relationship between these activities
represents a lag.
Graphic
A partial schedule network diagram shows the first activity is lay foundation. A
line that connects it to the next activity is labeled Lag: finish-to-start relationship;
3 weeks; cement drying. The second activity is build wall.
The technique of applying leads and lags to the schedule is essentially a three-step process.
1. First you consider possible leads and lags in the schedule during the Sequence
Activities process. This is when you're creating the schedule network diagram and
plotting activity dependencies and relationships.
2. You apply specific leads and lags in terms of dates to the schedule, once you've identified
the project's critical path and estimated its start and finish dates.
3. Finally, once you've applied all the other scheduling techniques and a draft schedule is
complete, you adjust leads and lags by going back over them and changing them as
necessary to ensure the schedule is viable.
Another technique is schedule compression. This involves reducing a project's duration for
example, so the project can end by an agreed date without changing its scope.
Two ways you can do this are known as crashing and fast tracking.
Graphic
A flow diagram show that crashing and fast tracking are two examples of
schedule compression which is a tool and technique of Develop Schedule.
Crashing involves speeding up activities, which can in result in an increase in risk to the
project. One method of speeding up activities is to assign more resources to those activities.
Crashing involves making tradeoffs between costs and the schedule. If more resources are
allocated, an activity can often be completed faster but this means spending more on
resources. Crashing usually involves considering various alternatives, and choosing the one
that represents the best compromise between keeping costs in line and getting project
duration down.
Graphic
A table lists three alternative sets of resources, including different numbers of
programmers, technicians, computers, and servers, for an activity. With each
alternative, the activity's cost and duration changes.
The table shows that with the fewest resources, the activity can be completed
within 6 months at a cost of $500,000. With the largest amount of resources, the
activity can be completed within 3.2 months at a cost of $750,000. An alternative

with a middle amount of resources will enable the activity to be completed within
4 months at a cost of $625,000.
Crashing can also involve identifying which activities are really critical and removing
activities that are important but not critical.
Graphic
In a schedule network diagram, nodes representing two activities have been
crossed out.
Sometimes this can make it necessary to resequence the activities that are left, and may
mean changing a project's critical path.
Graphic
An arrow in the schedule network diagram indicates that a noncritical activity will
be moved onto the project's critical path.
Question
Aside from the schedule, which aspects of a project do you think crashing is most
likely to impact?
Options:
1. Costs
2. Scope
3. Risk
Answer
Crashing often has implications for project costs, since you'll need to pay more
workers. It also increases the risk since speeding up activities can increase the
risk of error.
Correct answer(s):
1. Costs
3. Risk
Fast tracking involves scheduling two or more activities to be performed in parallel, instead
of one at a time. This helps speed up a project. For example, having technicians test each
module of a program as it's finished instead of waiting for the whole program to be
completed can save time.
Graphic
In a schedule network diagram, activities 0, 2, 5, 6, 7, and 8 fall on the critical
path and are lined up in sequence. Activity 6 is then removed from the critical
path and placed below activity 5.
A down side to fast tracking is that it may increase project risk. Fast tracking can only be
used if activities can be safely overlapped.
For example, testing modules while development work continues instead of testing a finished
and integrated program may mean errors could be missed.
Question
Match the two schedule network analysis techniques with their characteristics.
Not all characteristics may be used.
Options:
A. Schedule compression
B. Leads and lags
Targets:
1. Involves reducing activity durations by allocating more resources or
resequencing activities
2. Makes use of the longest full path in the project schedule network diagram
to determine the project's minimum duration
3. Explores worst-case scenarios in terms of their impact to test the feasibility
of the schedule
4. Involves modifying the schedule to include advances and delays on
activities
Answer
Schedule compression decreases a project's duration, using either crashing or

fast tracking. Crashing can involve assigning more resources to activities or
eliminating activities that aren't necessary for achieving project objectives. Fast
tracking involves scheduling two or more activities to be performed in parallel.
CPM uses a project's critical path the longest set of activities that must be
performed in sequence to estimate the project's minimum duration.
Modeling techniques aim to test the feasibility of the schedule by evaluating the
impacts of possible worst-case scenarios. This aids in the preparation of
contingency and response plans.
Identifying leads and lags occurs after the other techniques and makes use of the
draft schedule. It is used to create a more reliable and viable schedule.
Correct answer(s):
Target 1 = Option A
Target 4 = Option B
The scheduling tool helps you create a schedule that is based on the inputs of the activities
you've identified, network diagrams you've created, resources you've assigned, and
durations you've estimated for a project.
You use the scheduling tool in conjunction with either project management software or
manual scheduling techniques.
Reflect
What do you think are the benefits of using a scheduling tool instead of
developing a schedule manually?
Type your thoughts in the text box provided and then select the Compare button
to find out about some of the benefits.
editor such as Notepad) and save it to your hard drive for later viewing and for comparison with the
alternate opinion that follows.
Benefits of scheduling tools
- saves you time

- automatically does much of the tedious work of calculating the schedule
- helps prevent errors you might make in manual calculations
- provides a professional layout for the schedule, making it easier to
communicate the information it contains to the project team and stakeholders
Many project scheduling tools are available and can help make scheduling easier, faster,
and more accurate. These automated tools can generate start and finish dates based on
various inputs, such as activities, network diagrams, resources, and activity durations. These
are very helpful in planning a successful project schedule.
Graphic
A computer-generated project schedule has columns labeled Task Name and
Resources. One section of the schedule contains a calendar with bar graph that
indicates the task durations as well as the project's critical path.
5. Summary
Tools and techniques for the Develop Schedule process include the scheduling tool you use
to create the schedule and four schedule network analysis techniques the critical path
method, also known as CPM, critical chain method, resource optimization, and modeling
techniques. They also include leads and lags, and techniques for schedule compression.
Supplement
Selecting the link title opens the resource in a new browser window.
Follow-on Activity
Access the follow-on activity Scheduling Techniques to help you familiarize

yourself with your company's scheduling techniques.
Back to top
Critical Path Method

Learning Objective
apply the critical path method in a given scenario
1. Introduction
Once you have the network diagrams for the activities, as well as the activity duration
estimates, you can begin scheduling the project. This topic focuses on one of the key
techniques for developing a project schedule: the critical path method, also known as CPM.
In a schedule network diagram, the critical path is the longest full path linking activities that
must be performed in sequence. It's important to identify this path, because if one activity is
delayed, the end date of your project is delayed too.
Graphic
A schedule network diagram displays a node for each of eight activities. Activities
A, C, F, G, and H fall on the longest, full path in the diagram. Activity B is
positioned above activity C, and activities D and E are positioned below activity
C. These activities all lie on separate paths.
Using CPM involves using a schedule network diagram, the project start date, and activity
durations to calculate the project's critical path.
Once you've identified the start and finish dates for each activity, you can calculate the
project's total duration. This then allows you to estimate the project's earliest finish date.
Graphic
In a schedule network diagram, the estimated duration in number of days
displays alongside each activity node. To calculate the project's minimum
duration, the estimated durations for the activities on the critical path are added.
In this example, the result is a value of 19 days.
You then add the project's duration to a given start date to arrive at a finish date. You will
also need to subtract one day if the first day is a working day. For example, if the project
starts on November 5 and the first day is included as a working day, the project finish date
would actually be November 23. This is because you would finish at the end of the business
day on the 23rd.
Graphic
In this example, the duration of 19 days is added to the start date of November 5
and one day is subtracted. This gives a finish date of November 23.
Alternatively, you could work back from a given finish date to arrive at a start date.
Working within the project start and finish dates, you can then identify possible start and
finish dates for each activity based on its estimated duration.
CPM provides a way to calculate four time boundaries:
the early start date, which is the earliest possible start date for each activity to begin
the early finish date, which is the earliest date each activity can end
the latest start date, which is the latest possible time for each activity to begin, and
the latest finish date, which is the latest date each activity can end
Question
Why is CPM useful?
Options:
1. It aims to get the most productivity out of the least time and expense
2. It identifies the shortest period of time in which the project can be completed
3. It enables you to plan for the unexpected by adding duration buffers to
activities
4. It identifies start and finish dates for activities
Answer
Option 1: This option is incorrect. Schedule compression is used to decrease the
duration of the timeline while maximizing productivity.
Option 2: This option is correct. CPM makes use of the critical path and its
duration to arrive at the shortest project duration.
Option 3: This option is incorrect. The critical chain, not path, method enables
you to add appropriate buffers to non-work activities to counter missed deadlines
and a lack of resources.
Option 4: This option is correct. CPM makes use the forward pass, backward
pass, and float to arrive at early and late start and finish dates for project
activities.
Correct answer(s):
2. It identifies the shortest period of time in which the project can be completed
4. It identifies start and finish dates for activities
2. The forward pass

CPM involves completing three steps. You perform a forward pass through the network
diagram, and then a backward pass to check your initial results. Finally, you calculate the
float for each activity to determine the critical path.
The first step in CPM is performing a forward pass through the schedule network diagram so
you can establish the early start and finish dates for each activity.
The forward pass attempts to determine the early start and early finish dates for all activities.
This is done so that resources, such as project team members and equipment, can be
allocated as soon as possible.
This is important because allocating resources assists in determining project expenditure
and therefore establishing the project budget.
When performing a forward pass, you begin with the first activity in the network diagram and
move forward.
Graphic
A schedule network diagram represents activities A to D. Activity A is succeeded
by activities B and C, which are placed one above the other. Activities B and C
lead to activity D.
A project manager is managing a project to host a corporate year-end function. She has
already drawn up an activity list and a schedule network diagram.
Graphic
An activity list identifies each activity and its duration. Activity A is Liaise with
client and has a duration of 5 days. Activity B is Purchase materials and has a
duration of 3 days. Activity C is Design invitations, with a duration of 10 days.
Activity D is Package invitations and has a duration of 7 days.
A schedule network diagram includes nodes for activities A to D. Activity A is
succeeded by activities B and C which are placed one below the other and are
in turn succeeded by activity D.
To perform a forward pass on the network diagram, she begins by recording the earliest date
activity A can start as May 1 because this is the first activity in the project.
Graphic
A table for recording the name of each activity, its duration, and its early start and
finish dates displays. The early start date for activity A is recorded as May 1.
Then she adds the duration of the activity A to its early start date and subtracts 1 to calculate
its early finish date, which in this case is May 5.
Activity B has an estimated duration of three days and can start only after activity A finishes.
So the early start date for activity B is on May 6 and its early finish date is on May 8.
Activity C can start on the same day as activity B, May 6. It has a duration of ten days, so its
early finish date is May 15.
Activity D can start only after both activities B and C are complete. So the soonest activity D
can start is after activity C ends. That means activity D begins on May 16. The duration of
activity D is 7 days. Adding seven days to May 16 and subtracting 1 gives you an early finish
date of May 22.
Question
In this schedule network diagram, which are the early start and finish days for
activity C? Note: "Day 1" would be the first day of project work.
The schedule network diagram displays activities A to D. Activity A, which has a
duration of 5 days, is succeeded by activity B, which has a duration of 3 days,
and activity C, which has a duration of 10 days. Activities B and C occur in
parallel and are both succeeded by activity D, which has a duration of 7 days.
Options:
1. Day 6 and day 15
2. Day 5 and day 15
3. Day 3 and day 13
Answer
Activity C would begin the day after activity A finishes (Day 1+ 5 days -1 = Day 5).
The early start of activity C would therefore be Day 6 and the earliest it would
finish would be Day 15 (Day 6 + 10 days -1 = Day 15).
Correct answer(s):
1. Day 6 and day 15
Some project managers find it useful to record activities' start and finish times in the network
diagram. The early start is usually filled in on the top left corner of each activity block, with
the early finish shown in the right corner.
Question
A simple schedule network diagram represents the required sequence of
activities A to D, and their durations.
Based on the diagram, what is the early finish date for the project?
The schedule network diagram contains activities A to D. Activity A, which has a
duration of 10 days, is succeeded by activity B, which has a duration of 5 days,
and activity C, which has a duration of 8 days. Activities B and C occur in parallel
and are both succeeded by activity D, which has a duration of 3 days.
Options:
1. Day 26
2. Day 21
3. Day 18
4. Day 22
Answer
Option 1: This option is incorrect. To determine the early finish date, you don't
add the durations of all activities. In this example, work on activities B and C can
run at the same time. You don't add the duration of activity B to the total duration
because it will complete within the time assigned for activity C.
Option 2: This option is correct. To determine the early finish date in this case,
you add the durations of activities A, C, and D, but exclude the duration of activity
B. This is because activity B will be completed during the time allocated for
activity C.
Option 3: This option is incorrect. Work on activity D can begin only once the
longer of the two preceding activities activity C completes. So in this example,
you need to add the durations of activities A, C, and D, but exclude the duration
of activity B.
Option 4: This option is incorrect. When determining early start and finish dates,
don't forget to subtract one from each finish date.
Correct answer(s):
2. Day 21
3. The backward pass

The second step in determining the critical path for a project is to perform a backward pass
through the schedule network diagram.
You perform the backward pass to establish the latest start and finish dates for the project to
remain on schedule.
In a backward pass, you start at the end of the project and work back, subtracting the
estimated duration of each preceding activity.
To begin the backward pass, the late finish date will either be a hard date that's been set or
the early finish date of the last activity in the project. An example of a hard date may be a
deadline, such as an April 15 tax deadline, that determines the project's end date. This
example uses the early finish date as the late finish date, which is day 22.
Graphic
A schedule network diagram contains activities A to D. The diagram begins with
activity A, which has an estimated duration of 5 days, an early start date of 1 day,
and an early finish date of 5 days. This activity is succeeded by activities B and
C, which take place in parallel. Activity B has an estimated duration of 3 days, an
early start date of 6 days, and an early finish date of 8 days. Activity C has an
estimated duration of 10 days, an early start date of 6 days, and an early finish
date of 15 days. Activities B and C are then succeeded by Activity D which has
an estimate duration of 7 days, an early start date of 16 days, an early finish date
of 22 days, and a late finish date of 22 days.
To calculate the late start date, you subtract the duration of activity D from the late finish
date. You also add one day because the last day of the project is included as a working day.
In this case, the calculation is day 22 minus seven days plus one which equals day 16.
As you work backward through the schedule network diagram, the late finish date for
activities B and C will fall on the working day preceding the late start date of activity D. So
because the late start date for activity D is day 16, the late finish dates for activities B and C
are day 15.
To calculate the late start date for activity B, you subtract the activity duration of three days
from the late finish date of day 15 and then add one day. This will give you a late start date
of day 13.
Graphic
The late start calculation for activity B is 15 minus 3 plus 1 equals 13.
Similarly, you subtract the duration of ten days for activity C from its late finish date of day 15
and then add one day. This gives you a late start date of day 6.
Graphic
The late start calculation for activity C is 15 minus 10 plus 1 equals 6.
The early and late start and end dates can differ for activities that are performed in parallel.
This is true for activities B and C.
When activities occur in parallel, the smaller of the late start values of the activities is used to
calculate the late finish date for the preceding activity. In this case, activity C has the earlier
late start value of day 6.
The late finish date for activity A will therefore be day 5 because it is the work day preceding
activity C's late start date. This will in turn give a late start of day 1, when the duration of five
days is subtracted from the late finish date and one day is added.
The late start date should usually be the same as the early start date for the first activity in a
schedule network diagram. Any other result may indicate that you've made an error, unless
there is a hard end date and you're starting the project in advance to give yourself an extra
buffer.
Question
A project manager has begun a backward pass through this network diagram.
What are the late start and finish dates for activity B?
A project schedule network diagram displays activities A to D. Activity A has a
duration of 10 days, its early start date is day 1, and its early finish date is day 10.
Activity B has a duration of 5 days, its early start date is day 11, and its early
finish date is day 15. Activity C happens in parallel to activity B. Activity D follows
activity B and C. Its duration is 3 days, its early start date is day 19, its early finish
date is day 21, its late start date is day 19, and its late finish date is day 21.
Options:
1. Day 14 and day 18
Answer
Option 1: This option is correct. The late finish date of activity B is day 18
because it is the working day preceding activity D's late start date. The late start
date of day 14 for activity B is calculated by subtracting the activity duration from
the late finish date and adding one day. So you subtract five from 18 and add
one.
Option 2: This option is incorrect. The early start and finish dates are not simply
reused. The working day preceding the late start date of activity D is used as the
late finish date of activity B.
Option 3: This option is incorrect. The activity duration must be subtracted from
the late finish date and one day must be added to account for all the working
days.
Correct answer(s):
4. Calculating the float

When there's a difference between the early finish date of an activity and the early start date
of an activity that immediately follows it, the difference is called slack time, or float. It's the
amount of time that an earlier activity can be delayed without affecting the completion time of
the project.
Graphic
A schedule network diagram represents Activities A to D. Activity A is succeeded
by activities B and C, which are placed one above the other. In turn, activities B
and C lead to activity D. The early finish date of activity B is day 15 and the early
start date of activity D is day 19.
The final step in the CPM is to find the activities that lie on the project's critical path by
calculating their float. The critical path is sometimes defined as the longest path through the
network diagram and contains no float.
Graphic
A project schedule network diagram represents activities A to D.
The easiest way to find the critical path is to find the activities where the early start date is
the same as the late start date. If the two dates are the same, there's no float available for
that activity, and it must lie on the critical path.
Graphic
Activity A's early and late start dates are both 1. Activity C's early and late start
dates are both 6. Activity D's early and late start dates are both 16.
You can also calculate the float for each activity by subtracting the late start date from the
early start date, or by subtracting the late finish date from the early finish date.
In this example, since there is only one start and end activity, they will both be on critical
path. If there were multiple first activities, the longest one would be included. If there were
multiple end activities, the zero or near zero float task that finishes last would be on the
critical path.
Graphic
In a schedule network diagram starting activity A and finishing activity D are
highlighted.
And because activity C has zero float, it also lies on the critical path.
Graphic
In a schedule network diagram starting activity A, activity C, and finishing activity

D are highlighted.
In this case, activity B is the only activity with a non-zero float. Because activities A, C, and D
have zero float time, they fall on the project's critical path.
If any of the activities on the critical path aren't completed on time, all of the activities that
follow it will run late too.
So it's important to prevent this, for example by ensuring enough resources are allocated for
completing critical activities.
Now it's time to practice all the steps in the critical path method together. A project manager
has been hired to organize a charity dinner. She creates a schedule network diagram and
activity list for the project, and now needs to identify the critical path in the diagram.
Graphic
An activity list contains three columns, namely, Activity ID, Activity name, and
Duration. The Activity ID lists activities A to F. The Activity name column lists the
activities in order of A to F, which reads as follows: Liaise with client, Source and
hire staff, Arrange entertainment, Source and rent equipment, Train staff, and
Rehearsal. The Activity duration column lists the durations for activities A to F in
order and reads as follows: 4 days, 10 days, 3 day, 8 days, 7 days, and 5 days.
A schedule network diagram is shown with activities A to F. The diagram begins
with activity A, which has a duration of 4 days, and is succeeded by activities B,
C, and D, which occur in parallel. Activity B has a duration of 10 days, activity C
has a duration of 3 days, and activity D has a duration of 8 days. Activities B, C,
and D are all succeeded by activity E which has a duration of 7 days. Activity E is
then succeeded by activity F which has a duration of 5 days.
Supplement
Job Aid
Access the job aid Critical Path Calculations to refer to the calculations used in
the CPM.
Question
What is the early start day for activity F in this project?
A schedule network diagram is shown with activities A to F. The diagram begins

with activity A, which has a duration of 4 days, and is succeeded by activities B,
C, and D, which occur in parallel. Activity B has a duration of 10 days, activity C
has a duration of 3 days, and activity D has a duration of 8 days. Activities B, C,
and D are all succeeded by activity E which has a duration of 7 days. Activity E is
then succeeded by activity F which has a duration of 5 days.
Options:
1. Day 26
2. Day 22
3. Day 16
4. Day 31
Answer
The early start day for activity F is day 22. Go to the next page for the schedule
network diagram that displays the correct days in the forward pass.
Correct answer(s):
2. Day 22
By making use of a forward pass, the project manager is able to calculate the early start and
finish days for all activities.
Graphic
A schedule network diagram shows early start and finish dates:
Activity A starts on day 1 and finishes on day 4. Activity B starts on day 5 and
finishes on day 14. Activity C starts on day 5 and finishes on day 7. Activity D
starts on day 5 and finishes on day 12. Activity E starts on day 15 and finishes on
day 21. Activity F starts on day 22 and finishes on day 26.
Question
What is the late start date for activity C in the project?
A schedule network diagram shows early start and finish dates:
Activity A starts on day 1 and finishes on day 4. Activity B starts on day 5 and
finishes on day 14. Activity C starts on day 5 and finishes on day 7. Activity D
starts on day 5 and finishes on day 12. Activity E starts on day 15 and finishes on
day 21. Activity F starts on day 22 and finishes on day 26.
Options:
1. Day 5
2. Day 12
3. Day 11
Answer
The late start date for activity C is day 12. Working back from F to E to C, the late
finish for C must be day 14. Subtract three from 14 and add one, that gives you
12.
Correct answer(s):
2. Day 12
Question
Which activities fall on the critical path in this network diagram?
A schedule network diagram shows early start and finish dates as well as late
start and finish dates:
Activity A early starts on day 1 and early finishes on day 4. Activity A late starts
on day 1 and late finishes on day 4. Activity B early starts on day 5 and early
finishes on day 14. Activity B late starts on day 5 and late finishes on day 14.
Activity C early starts on day 5 and early finishes on day 7. Activity C late starts
on day 12 and late finishes on day 14. Activity D early starts on day 5 and early
finishes on day 12. Activity D late starts on day 7 and late finishes on day 14.
Activity E early starts on day 15 and early finishes on day 21. Activity E late starts
on day 15 and late finishes on day 21. Activity F early starts on day 22 and early
finishes on day 26. Activity F late starts on day 22 and late finishes on day 26.
Options:
1. Activity A
2. Activity B
3. Activity C
4. Activity D
5. Activity E
6. Activity F
Answer
Option 1: This option is correct. Activity A has zero float in other words the
early and late start dates are the same and so it falls on the critical path.
Option 2: This option is correct. Activity B has zero float in other words the
Option 3: This option is incorrect. Activities on the critical path must have zero
float time. In other words, the early and late start dates must be the same.
Option 4: This option is incorrect. Activities on the critical path must have zero
float time. In other words, the early and late start dates must be the same.
Option 5: This option is correct. Activity E has zero float in other words the
Option 6: This option is correct. Activity F has zero float in other words the
Correct answer(s):
1. Activity A
2. Activity B
5. Activity E
6. Activity F
After performing a forward and backward pass on the network diagram to determine the start
and finish dates, the project manager analyzes the diagram to establish a critical path.
Graphic
A schedule network diagram shows early start and finish dates as well as late
start and finish dates:
Activity A early starts on day 1 and early finishes on day 4. Activity A late starts
on day 1 and late finishes on day 4. Activity B early starts on day 5 and early
finishes on day 14. Activity B late starts on day 5 and late finishes on day 14.
Activity C early starts on day 5 and early finishes on day 7. Activity C late starts
on day 12 and late finishes on day 14. Activity D early starts on day 5 and early
finishes on day 12. Activity D late starts on day 7 and late finishes on day 14.
Activity E early starts on day 15 and early finishes on day 21. Activity E late starts
on day 15 and late finishes on day 21. Activity F early starts on day 22 and early
finishes on day 26. Activity F late starts on day 22 and late finishes on day 26.
The project manager uses the start and finish dates to establish which activities have floats
and which don't. Those that have zero float, in this example activities A, B, E, and F, fall on
the critical path.
5. Summary
The critical path is one of the techniques for developing a project schedule. It identifies the
shortest period of time in which the project can be completed. The critical path method
involves completing three steps. You perform a forward pass through the network diagram,
perform a backward pass to check your initial results, and then calculate the float for each
activity to determine the critical path.
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Completed Project Schedule

Learning Objectives
recognize different types of project schedules and the purposes for each type
recognize examples of the various outputs of the Develop Schedule process
1. Types of project schedules

The outputs of the Develop Schedule process include the project schedule, schedule
baseline, schedule data, project calendars, project management plan updates, and project
documents updates.
The completed project schedule outlines exactly how time in a project will be used, to
coordinate all aspects of achieving project objectives.
Graphic
A sample project schedule lists activities and the tasks they include, and the
resources assigned to them. It also includes a timeline, on which a duration bar
represents each activity and its start and end date.
It shows when every activity is scheduled to begin and end, as well as the overall start and
finish date for a project.
It may also identify the resources assigned for each activity and task.
Trying to manage a project without a documented schedule would be like trying to manage a
system of trains without any timetables. In any project, everyone involved relies on the
schedule to ensure the right work is done at the right times.
The schedule may be considered preliminary until resources are assigned to activities, start
and finish dates are established, and all other planning processes are complete. It's then
finalized and added to the project management plan.
The project schedule is usually presented graphically, using one or more of the following
formats:
milestone charts, which represent only key events known as milestones for a
project
A sample milestone chart represents the position of each activity's milestone as a diamond shape
positioned on a project timeline, which is divided into five periods. The chart also includes
Activity identifier, Activity name, and Calendar units columns.
bar charts, in which each activity is represented by a duration bar, and

A sample bar chart represents each activity as a horizontal bar. The length of each bar identifies
its duration, and the placement of each bar on the timeline identifies its start and end dates of an
activity.
project schedule network diagrams, which represent the sequencing of activities and
their dependencies
A sample project schedule network diagram represents each activity as a node. The placement of
the nodes identifies their sequence, and arrows linking the nodes identify any dependencies
between activities.
A project's milestones are first identified during the Define Activities process, which produces
the milestone list as an output.
Graphic
The other Planning processes of the Project Time Management Knowledge Area
are Plan Schedule Management, Sequence Activities, Estimate Activity
Resources, Estimate Activity Durations, and Develop Schedule.
In a milestone chart, each milestone has zero duration and is sometimes called a milestone
activity. It may mark an event such as the completion of a major deliverable.
Graphic
A schedule consists of columns Activity identifier, Activity description, Calendar
units, and project schedule time frame. The time frame is further divided into five
columns ranging from Period 1 to Period 5. The schedule had four different
milestones, all of which have a calendar unit of zero. The first milestone is for the
activity Provide new product X deliverable Begun. It falls in Period 1. The
second milestone Component 1 Completed falls in the second half of Period 3.
The third milestone is Component 2 Completed, which falls in the first half of
Period 3. The final milestone is Provide new product Z deliverable Finished,
which falls in Period 5. For each milestone, the diamond is either solid or only an
outline.
A milestone chart, which you can create using project management software, may contain
detailed information about each milestone for example, its activity ID, activity description,
the time period in which it falls, and whether meeting the milestone is optional or mandatory.
Or it may take the form of a simple table that lists milestones, their scheduled dates, and
as a project progresses the actual dates when they're reached.
Graphic
A table contains Milestone, Scheduled date, and Actual date columns. The
milestone "Sign-off on deliverables," for example, is recorded as scheduled to be
complete by April 12. Its actual date of completion is also April 12.
Reflect
What do you think is the benefit of using a milestone chart?
Type your thoughts in the text box provided and then select the Compare button
for an answer.
Benefit of milestone charts

You may have noted that a milestone chart provides a quick, at-a-glance way to
check project progress in terms of significant events or achievements. It makes it
easier to review milestones so they aren't missed and to report progress on
meeting them.
A bar chart is another schedule format. It contains schedule information that's rolled up to
the level of the main deliverables in the work breakdown structure, or WBS. Because a bar
chart is easy to read at a glance, it's useful for reporting summary schedule information. It's
also helpful when answering stakeholder questions like "Where do we stand at the
moment?" and "How much is there left to do?"
Graphic
A sample WBS identifies three main deliverables as "Develop Component 1",
"Develop Component 2", and "Integrate Components." A corresponding bar chart
schedule identifies each of these and the calendar units required to complete the
relevant work. It also represents the work for each deliverable as a duration bar
plotted under a horizontal timeline on which periods are marked.
Each activity is represented by a horizontal bar plotted on a project timeline to show when
it's scheduled to start and finish. The length of the bar corresponds to an activity's estimated
duration. Shading on the bars shows how much of each activity has been completed.
Graphic
The project schedule contains ID, Task name, Duration, and Date columns. The
Date column is subdivided into days, and represents the timeline. Each activity is
displayed as a horizontal bar plotted in relation to a project timeline. The length of
each bar corresponds to the duration of the activity it represents. Arrows link bars
to represent dependencies between activities.
A data date line in the timeline marks the time up to which actual schedule information has
been recorded. So it identifies the "as of" date for the progress reported in the chart. It's
typically represented as a vertical dotted line that marks the current date in the timeline.
In a bar chart, you can also choose to represent a project's critical path. This is a stepped
line, running from left to right, and down, to cover the duration bar for each critical activity.
Graphic
To the bar chart, a line identifying the critical path has been added. It runs from
left to right across the timeline and is stepped to include the duration bars of
critical activities.
Select each duration bar in the sample bar chart for details of the information it provides
about a project's progress.
Bar 1
The first bar is fully shaded to indicate that work on the corresponding task is
complete. The task was scheduled to have a duration of three days, and the
shaded bar shows that it was completed within this time.
Bar 2
Like the first bar, the second bar is fully shaded to show that work on the
corresponding task is completed. The task had a planned duration of one day, and
the shaded bar runs from day 3 to day 4 of the project which shows the task
was completed on schedule.
Bar 3
Half of the third bar is shaded, but this is the point at which the data date line
intersects the bar. So the corresponding task, which is 50% complete, is running
exactly on schedule.
Bar 4
Only a quarter of the fourth bar is shaded and the data date line falls after the
shaded section. This indicates work on the task is running late. The project
manager may want to consider allocating additional resources to speed up the
task.
Bar 5
The fifth bar has no shading, indicating that work on the task it represents hasn't
started yet. But this isn't yet a concern, because the placement of the bar shows
work is scheduled to begin only on day 7.
Bar charts quickly and easily convey the status of the project. As such, they can be used to
update stakeholders as to schedule performance as outlined in the communications plan.
The third format that you may use to display a project schedule is a project schedule network
diagram. A project schedule network diagram provides a graphical view of the flow of
activities in a project, and of their logical dependencies.
Graphic
A sample project schedule network diagram represents each of seven activities
as a node. Activity A is succeeded by activities B, C, and D, which all take place
concurrently and so are placed one above the other. Activities C and D are
succeeded by activities E, F, and G, each of which is placed in sequence from left
to right to indicate that they must be performed in sequence.
It's especially useful because it typically indicates the critical path for a project by way of a
red highlighted path through the diagram. If activities on this path finish later than planned,
the project as a whole will finish later than planned too.
Graphic
In the schedule network diagram, a highlighted path connects activities A, C, E, F,
and G.
A project schedule network diagram can include other information, at the discretion of the
project manager. For example, it often includes estimates of each activity's duration and
early and late start dates. It could also include details of allocated resources.
Graphic
In a project schedule network diagram, each activity node is labeled with an
estimated duration and with early and late start and finish dates. The early start
and finish dates are shown in the top left and right corners of the activity nodes,
and the late start and finish dates are shown in the bottom left and right corners.
The audience for a schedule in this format is primarily the project team, including members
who are carrying out the work and managers who need detailed scheduling and resource
information.
Project schedule network diagrams can have one of two different formats.
Select each format to learn more about it.
Activity-on-node format
The activity-on-node format is used for activity sequencing and calculating a

project's critical path. It often includes the start and finish dates for each activity.
For example, in this project schedule network diagram for a software development
project, the Design component 1 activity is scheduled to run from April 9 to April
18. It can start only after the first activity completes, and can run in parallel to the
Design component 2 activity.
The critical path between critical activities is highlighted in red.
A project schedule network diagram for a software development project is shown with
start and finish dates for each activity.
Logic bar chart format
The logic bar chart format has the display advantages of a bar chart it
represents each activity as a bar on a timeline, which makes it easier to visualize
durations. In addition, it uses precedence relationship arrows to identify activity
dependencies. The diagram also identifies milestones and their positions on the
timeline.
Question
Project managers make use of various schedule formats to assist them in
managing the project schedule and reporting progress to stakeholders.
Match each of the formats with its purpose.
Options:
A. Milestone charts
B. Bar charts
C. Project schedule network diagrams
Targets:
1. Focus on key events and their progress, and are used by project managers
for monitoring and reporting purposes
2. Summarize schedule data in a format that's easy to understand and suitable
for reporting progress to all stakeholders
3. Provide a detailed view of all activities, including their sequence and
dependencies, and is used by the project team
Answer
A milestone chart is a summarized view of schedule data for significant events,
such as the completion of particular deliverables. It makes it easy for the project
manager to review progress in terms of milestones, and to report on this.
Bar charts provide an at-a-glance summary of the schedule and of progress
made so far, at the level of work packages. They're often used to report progress
to stakeholders.
A project schedule network diagram represents each activity, the sequencing of
activities, and any dependencies among them. It may also include information
such as activity durations, and start and finish dates. It's used primarily by the
project team.
Correct answer(s):
Target 1 = Option A
Target 2 = Option B
Target 3 = Option C
2. Develop Schedule outputs

The schedule baseline is the current, approved version of the project schedule. It's
developed through schedule network analysis, and then reviewed and accepted by the
project management team. The schedule baseline contains the start and finish dates for
activities. It may include resource assignments, but they are not necessary.
The schedule baseline is an output of the Develop Schedule process, which is one of the
Planning processes. It guides what work is completed during the executing processes, and
in what order. And in the monitoring and controlling processes for a project, you'll be able to
use it to compare what you planned to do against what has actually been done.
Once plans for any area of a project are completed, it doesn't mean they won't be altered.
Most often, plans are frequently updated based on how a project unfolds.
This is also true of the schedule baseline, which is revisited and adjusted where necessary
as a project progresses.
When schedule changes are approved, the altered schedule becomes the new schedule
baseline and the previous baseline becomes obsolete. Old versions are archived according
to the project's configuration management system.
There are many steps involved in the schedule becoming baselined.
Step 1: When the project schedule is approved by the project board,
it becomes the schedule baseline which is like a snapshot of the
schedule at the current time.
Step 2: The baseline then comes under the control of the
configuration management system and must be given a version number
to identify it. For example, the first baselined schedule may be
marked as "Project Schedule, version 1.0."
Step 3: When schedule changes are approved and the schedule baseline
is updated, the old version is archived and the updated version
becomes the new baseline. Accordingly, it will be given a new
version number for instance, version 1.1 or version 2.0.
Step 4: Finally, any new version of the baseline must be approved
and signed off by either the project sponsor or the key
stakeholders. After this, the project manager should provide the
sponsor and stakeholders with regular updates.
Question
What do you think is the main characteristic that a project schedule should
include in order to qualify as a schedule baseline?
Options:
1. Assigned resources
2. Activity durations
3. The start and finish dates for each activity
Answer
Option 1: This is an incorrect option. Although assigned resources may be
included in the schedule, the schedule can only be baselined once start and
finish dates have been determined for each activity, and for the project as a
whole.
Option 2: This is an incorrect option. Although activity durations are to be
included in the schedule, the schedule can only be baselined once start and
finish dates have been determined for each activity, and for the project as a
whole.
Option 3: This is the correct option. Before a schedule can be baseline it must
include start and finish dates for each activity, and for the project as a whole. This
information is a necessary component of the schedule baseline.
Correct answer(s):
3. The start and finish dates for each activity
Schedule data is another output of the Develop Schedule process and is made up of
information the project team used to create the project schedule.
Schedule data includes all the information used as inputs to develop the schedule, as well as
information you gather during the process.
The amount and type of data varies according to the nature of a project, and it's up to the
project manager to judge what's relevant. But generally, it's safer to have too much
documentation than too little.
Examples of information used to develop the schedule are milestones, activities, activity
attributes, assumptions, and constraints.
Resource histograms are an example of data you generate during the process of creating a
schedule.
Graphic
A resource histogram contains a timeline represented by weeks 1 to 5 on the
horizontal axis and staff hours listed in increments of five hours on the vertical
axis. The charts shows that ten staff hours are needed for week 1, 15 hours for
week 2, 5 hours for week 3, ten hours for week 4, and 20 hours for week 5.
A resource histogram is essentially a bar chart that indicates how many staff hours are
required for each time period. It may also show how many hours a particular resource is
required.
Resource histograms are particularly useful because they give project managers and their
teams a quick view of exactly what resources are required when, and for how long.
There are many different types of histograms you can construct depending on the
information you need to show at a given time.
Select each of the two example histograms to learn more about them.
Histogram A
Resource histograms typically display staff hours needed on one axis and periods
of time like days, weeks, months, or years on the other axis. For example, this
histogram for a construction project indicates that in January, 195 staff hours will
be required.
A sample resource histogram includes staff hours in intervals of 25, from 155 to 235, on
its vertical axis. It includes months from January to April on its horizontal axis. A vertical
bar for each month indicates the required number of staff hours.
Histogram B
Projects usually involve staff with various skills and qualifications. You can use a
histogram to indicate exactly when particular types of staff will be needed, and for
how long. For example, this histogram for a software development project shows
that for every time period you need only one project manager. However, you need
six analysts for Period 3 and four analysts for Period 4.
A sample resource histogram includes number of staff on its vertical axis and time
periods, from 1 to 18, on the horizontal axis. Each bar contains up to three different types
of shading. A legend specifies that violet shading relates to the project manager, light blue
to analysts, and orange shading to programmers.
Alternative schedules may be included in schedule data to provide information about bestcase and worst-case scenarios.
For example, one of your alternative schedules may show what the finish dates would be if
you did not use resource leveling to shorten the schedule. Another alternative may show the
schedule without crashing or fast-tracking factored in.
Additional types of schedule data include the following:
the contingency reserves incorporated in the schedule, to account for likely delays to
activities
A table identifies activities, their estimated durations, and the contingency reserve allocated to
them. For example, the activity of choosing a conference value has an estimated duration of 5 time
units, and a contingency reserve of 3 time units.
cash-flow projections, aligned with the time periods represented in the schedule, and
In a project schedule, a row labeled "Expected cash on hand" identifies the expected cash flow for
each time period in the project.
order and delivery schedules, which are based on information from the procurement
management plan and used as communication tools for the project team
A project schedule includes three vertical, dashed lines to identify each of three delivery dates, and
where activities fall in relation to these.
Question
Which are examples that could directly produce information that should be
included in schedule data?
Options:
1. The project manager compiles list of all the milestones the project must
achieve before it is completed
2. The project manager records equipment delivery dates, as well as how they
will affect the sequencing of activities
3. The project manager inserts additional reserve days for each activity to be
used if the project runs behind schedule
4. The project manager meets with an agent selling a project management
software product
5. The project manager creates a project organization chart to facilitate the
assignment of roles and responsibilities
Answer
Option 1: This option is correct. Milestones are always included in the schedule
to mark significant events and their dates. So these form part of the schedule
data.
Option 2: This option is correct. Delivery dates must be taken into account when
sequencing activities to ensure that required resources will be available at the
right times. So these dates are included as schedule data.
Option 3: This option is correct. Contingency reserves must be calculated into
the schedule to provide realistic estimates of start and finish dates. Contingency
reserve data forms part of the schedule data.
Option 4: This option is incorrect. Although project management software is
made use of when creating the schedule, it only houses the data and makes
managing a project easier.
Option 5: This option is incorrect. This information is irrelevant to the creation of
the schedule.
Correct answer(s):
1. The project manager compiles list of all the milestones the project must
achieve before it is completed
2. The project manager records equipment delivery dates, as well as how they
will affect the sequencing of activities
3. The project manager inserts additional reserve days for each activity to be
used if the project runs behind schedule
Project calendars are another output of the Develop Schedule process. They tell your
scheduling software the exact dates and hours during which project activities can be
performed.
You may use a standard calendar made up of five working days per week, and eight working
hours per day. Other types of calendars may reflect a six day work-week, night shifts, or 24hour work days.
Graphic
A project calendar that shows the working days per week are from Monday to
Friday. The working times are from eight a.m. to noon, and from one p.m. until
five p.m.
When project managers develop the project schedule, they may find it necessary to add
days or working hours to the standard times. Therefore project calendars are updated
regularly during the life cycle of a project.
Since the schedule is an important component of the project management plan, you should
expect one of the outputs of the Develop Schedule process is to update the project
management plan. Two of the components that get updated are the schedule baseline and
the schedule management plan.
A final output of the Develop Schedule process is project documents updates.
Examples of project information you may have to update as a result of developing the
schedule are activity resource requirements, activity attributes, calendars, and the risk
register.
Updates to activity resource requirements are a common output of the Develop Schedule
process. Resource leveling can have a significant effect on initial estimates and, as a result,
the types, quantities, or timing of the required resources may have to be adjusted.
As you develop the schedule, you may also realize that changes must be made to planned
activities for example, because of resource limitations.
These amendments are listed as changes to the activity attributes and must be recorded
and communicated to the project team responsible for performing the activities.
Updates may also need to be made to the project risk register. In the register, you should
record any opportunities or threats to the project, based on scheduling assumptions.
Question
Select the documents that you may need to create or update as a result of
developing the project's schedule?
Options:
1. Activity resource requirements
2. Project management plan
3. Project calendars
4. Risk register
5. Organizational process assets
6. Requirements documentation
Answer
Option 1: This option is correct. Techniques like resource leveling that you use
while developing a schedule may make it necessary to update the type, quantity,
or timing of the resources required for completing activities.
Option 2: This option is correct. During the Develop Schedule process, the
schedule baseline is developed, which needs to be incorporated into the project
management plan. The schedule management plan - a subsidiary plan of the
project management plan - may also need to be updated.
Option 3: This is a correct option. Project calendars indicate the times when
project work can occur. As a result of developing a schedule, the project manager
may have to alter these times.
Option 4: This option is correct. The risk register should be updated with any
opportunities or threats associated with assumptions on which the schedule is
based.
Option 5: This option is incorrect. The process of developing a schedule doesn't
typically require updates to organizational process assets, although these are an
input for the process.
Option 6: This is an incorrect option. Although requirements documentation may
be updated throughout a project, the process of developing a schedule is unlikely
to require this type of document update.
Correct answer(s):
1. Activity resource requirements
2. Project management plan
3. Project calendars
4. Risk register
3. Summary
The Develop Schedule process has six outputs the project schedule, schedule baseline,
schedule data, project calendars, project management plan updates, and project documents
updates. The project schedule may be presented in one or more formats, such as a
milestone or bar chart, or as a project schedule network diagram.
The schedule baseline is the approved version of the schedule, and includes all activity and
project start and end dates. It's updated as a project progresses. Schedule data includes all
the information used to develop a schedule, as well as information that becomes available
as a result of the process. When the developed schedule affects other project information,
such as activity resource requirements, activity attributes, calendars, risk registers, and the
project management plan, the relevant documents must be updated.
Back to top
Control Schedule Inputs

Learning Objective
identify information and documents that are required to control the project schedule
1. Schedule management
The pilot of an airplane receives a constant stream of information air speed, altitude,
compass readings, weather conditions, and more. The pilot needs this data to keep the
plane on course until it reaches its destination. Similarly, a project manager needs constant
input from a range of sources to ensure that a product is delivered on time and within
specifications.
The Control Schedule process provides you with clear methods of receiving information that
keeps your project on track and within schedule.
Unlike other processes in the Project Time Management Knowledge Area, the Control
Schedule process is not part of the Planning Process Group. It forms part of the Monitoring
and Controlling Process Group.
Graphic
An excerpt of Table 3-1 from PMBOK Guide - Fifth Edition shows that other
processes in the Project Time Management Knowledge Area are Plan Schedule
Management, Define Activities, Sequence Activities, Estimate Activity Resources,
Estimate Activity Durations, and Develop Schedule.
The Control Schedule process includes these four aspects of schedule management:
ensuring there's a way to check on the current status of the project schedule at all
times
influencing the factors that could cause schedule changes in other words, being
proactive and using preventive measures to avoid schedule slippage
having a monitoring system that alerts the project manager whenever there is a
change that threatens the schedule, and
managing changes as they occur by putting them through the project's change
control system
The Perform Integrated Change Control process contains specific procedures for controlling
changes in general. The Control Schedule process is a component of this group. As with all
change control, you need to ensure that the management of the project schedule is
integrated with budget, scope, quality, and risk management for a project.
Although the types of schedule changes and delays differ from project to project, they can be
handled using similar processes. And they must all be checked in terms of how they affect
the scope and the budget of a project.
For example, a project manager is working on an advertising campaign project for a major
client. She learns that the usual supplier will be three days late in delivering paper for a set
of brochures for the client.
This will cause an unacceptable delay, since the client wants the brochures out at least five
days before a television advertisement is aired. So the project manager needs to find a new
supplier.
The change in supplier affects procurement relationships and the budget, because the
company enjoys favored status with the original supplier. Additionally, the paper from the
new supplier needs to be of the same or similar quality to the paper ordered from the original
supplier.
Question
Identify aspects of schedule management that are involved in the Control
Schedule process.
Options:
1. Proactively influencing the factors that may cause schedule changes
2. Having a way to check on the current status of the project schedule at all
times
3. Having a monitoring system that alerts the project manager whenever there
is a change that threatens the schedule
4. Managing changes as they occur by putting them through the project's

change control system
5. Ensuring that the schedule is in both summary and milestone formats to
provide an at-a-glance overview of the project's progress
6. Estimating durations for each project activity recorded in the activity list for
the project
Answer
Option 1: This option is correct. To manage schedules effectively, project
managers need to influence the factors that could result in schedule changes. So
they need to be proactive and use preventive measures to prevent schedule
slippage.
Option 2: This is a correct option. To manage the schedule effectively, project
managers need to know the current status of the project schedule. So they must
have ways to check this status whenever necessary.
Option 3: This option is correct. To be able to respond quickly to changes in the
schedule, project managers need a monitoring system that alerts them to these
changes.
Option 4: This option is correct. Changes to the schedule need to be managed
using the project's change control system to ensure they integrate with budget,
scope, quality, and risk management, and that only appropriate changes are
made.
Option 5: This option is incorrect. The methods that a project manager uses to
review a project's progress are specific to the project and the manager's
organization. Presenting the schedule in summary and milestone formats can be
useful but isn't an aspect of schedule management.
Option 6: This is an incorrect option. Estimating activity durations is part of
developing a schedule for the project, rather than of managing and controlling
this schedule.
Correct answer(s):
1. Proactively influencing the factors that may cause schedule changes
2. Having a way to check on the current status of the project schedule at all times
3. Having a monitoring system that alerts the project manager whenever there is
a change that threatens the schedule
4. Managing changes as they occur by putting them through the project's change
control system
2. Inputs for schedule control

To control the project schedule effectively, you need information. The sources of this
information are inputs to the Control Schedule process. They include the project
management plan, the project schedule, work performance data, project calendars,
schedule data, and organizational process assets.
Select each input of the Control Schedule process for more information about it.
Project management plan

Project schedule
The most recent version of the project schedule includes notations to reflect
updates and to show which activities have been started or completed.
You need to revise the schedule whenever necessary, so it reflects approved
changes in project deadlines and milestones.
Work performance data
Work performance data includes the captured status of how much work has been
performed by work groups or individuals. It provides the actual dates and
durations of work activities. You use this data to compare work performed against
the original plan for the project.
Project calendars
Project calendars provide information on work periods for activities, and this
information is used to calculate schedule forecasts.
Schedule data
Schedule data includes schedule milestones, schedule activities, activity

attributes, and documentation of all identified assumptions and constraints. All of
this information is critical when monitoring the status of project activities so you
can track when the schedule isn't going as planned.
Organizational process assets
Organizational process assets that serve as inputs to the Control Schedule

process include schedule control tools; policies, procedures, and guidelines for
controlling the schedule; and monitoring and reporting methods.
A project manager is working on a documentary project for an independent media production

company. She checks the schedule baseline in the project management plan to assess the
start and end dates for conducting interviews with the documentary subjects.
Graphic
An activity list table has five columns Activity, Description, Resource, Start date,
and End date. One activity, Interviews, is listed. The activity is described as
"Conduct interviews with three key figures." The Resource is C. Parker. The start
date is August 1 and the end date is August 22.
She realizes that the start date for the interviews will probably need to be delayed because
the interviewer will be unavailable on August 1.
She knows she needs to change the schedule to accommodate this, so she checks the
schedule management plan information in the project management plan to review the
circumstances under which changes are allowed and how these changes should be made.
The project manager checks her company's schedule control tools and policies, procedures,
and guidelines for controlling the schedule. She also reviews the monitoring and reporting
methods - part of the organizational process assets - outlined by the production company.
These tell her how she needs to record and process the change. They also identify what
cost control processes may be needed if the schedule goes over time or if she needs to hire
an additional interviewer.
Once the project manager is sure of when and how changes to the schedule can be made,
she checks the most recent version of the project schedule, and pulls work performance and
schedule data for the affected tasks.
These inputs help her identify which activities have been started and completed, and the
current status of each activity in progress. She notes that the second draft of the
documentary interview script is likely to be completed three days before the deadline.
So she sees that the interviews could begin two days before the planned start date. This
would allow time for the interviewer to be away, without affecting the end date for the activity
or the cost of hiring the interviewer.
Graphic
A sample activity list shows the initial start date, August 1, has been changed to
the new start date, July 29. The end date remains August 22.
Question
What items are required to control the project schedule?
Options:
1. The project management plan
2. The project schedule and project calendars
3. Work performance and schedule data
4. Monitoring and reporting methods
5. Schedule control tools
6. Activity lists
7. Project budget
Answer
Option 1: This is a correct option. The schedule baseline and schedule
management plan in the project management plan are inputs for the Control
Schedule process. The schedule baseline provides the basis for measuring and
reporting schedule performance, and the schedule management plan outlines
when schedule changes are allowed and how to process these changes.
Option 2: This option is correct. The current project schedule provides
information on the progress of activities, with notifications of updates, actual start
and completion dates, and the progress of activities in progress. The schedule is
based on the project calendars that specify the working hours per day, and
working days per week.
Option 3: This is a correct option. Work performance data provides the actual
dates and durations of work activities. You use this information to compare work
performed against the original plan for the project. Schedule data includes
milestones and any scheduling information that a project manager should know
in order to control the schedule.
Option 4: This option is correct. Monitoring and reporting methods are examples
of organizational process assets you can use to monitor the schedule and report
on the progress of project activities. Policies, procedures, and guidelines for
controlling the schedule are another example of organizational process assets
used when controlling the schedule.
Option 5: This option is correct. Schedule control tools are organizational
process assets you use to control the schedule. Policies, procedures, and
guidelines for controlling the schedule are another example of organizational
process assets.
Option 6: This option is incorrect. The list of activities for the project is already
reflected in the tasks in the schedule. However, activity attributes - such as
imposed dates, constraints, leads, lags, and assumptions - are examples of
schedule data that is in fact useful when controlling the schedule.
Option 7: This is an incorrect option. The project budget assists in cost control
rather than schedule control.
Correct answer(s):
1. The project management plan
2. The project schedule and project calendars
3. Work performance and schedule data
4. Monitoring and reporting methods
5. Schedule control tools
3. Summary
The Control Schedule process involves four main aspects of schedule management. These
are ensuring that you can check the current status of the project schedule at all times,
influencing the factors that could cause schedule changes, using a monitoring system to
detect changes that may threaten the schedule, and managing changes as they occur using
the project's change control system.
Inputs into this process include the project management plan, the project schedule, work
performance data, project calendars, schedule data, and various organizational process
assets.
Back to top
Monitoring and Measuring Schedule

Performance
Learning Objectives
match schedule control tools and techniques with uses
recognize examples of the outputs of the Control Schedule process
1. Monitoring performance
To control a project schedule, project managers must be able to answer two questions. The
first is, "How do I know a project is on schedule?" The second is, "How do I get a project that
isn't on schedule back on track?"
The tools and techniques for controlling project schedules provide the answers to these two
important questions.
You use these as the basis for bringing performance back in line with the schedule and,
when necessary, for changing the schedule to match actual performance.
The tools you use during the Control Schedule process can be grouped into three categories
tools for monitoring performance, those for controlling variance, and organizational tools
for controlling the schedule.
The tool you use to monitor schedule performance is performance reviews. During
performance reviews, you measure and analyze schedule performance information using
critical path method, schedule variance, schedule performance index, and trend analysis.
These analyses allow you to determine the cause of the variance and decide whether
corrective or preventive action is required.
Suppose a project involves developing a model for a new product. To monitor the schedule,
the project manager needs to use performance monitoring tools.
Team members report progress as they complete tasks. Then you enter those dates into the
tracking system.
Graphic
A table shows that the Planning activity began on its planned start date, July 15.
Its planned completion date is July 30, but this completion has not been entered
into the system. A warning symbol indicates that the activity is running behind
schedule.
You measure performance for each activity. In this case, the Planning activity is behind
schedule. This may impact on the critical Model A activity, which is scheduled to start on
August 1.
Graphic
The Planning activity is followed by the Model A activity. This activity is a critical
activity and has August 1 as its planned start date.
You also keep an eye on noncritical activities to ensure that slippage doesn't occur.
Graphic
The Review activity is highlighted. It has a planned start date of September 1 and
planned end date of September 14.
Question
Match schedule control techniques for monitoring schedule performance with
their uses. Each technique may match to more than one use.
Options:
A. Performance reviews
B. Variance analysis
Targets:
1. To provide schedule information about completed and ongoing activities
2. To assess the severity of delays or other schedule problems
3. To determine whether delays affect activities on the critical path
4. To calculate performance problems with the schedule
Answer
Project managers rely on performance reviews to obtain information about actual
schedule performance. This information is then compared to planned
performance.
Variance analysis gives project managers a way to determine the severity of
schedule delays and to determine when changes are needed.
Project managers review performance using schedule network diagrams. This
helps them to determine whether delays will affect critical path activities.
Project managers use variance analysis to calculate schedule performance
problems. They would use SV and SPI to do so.
Correct answer(s):
Target 1 = Option A
Target 2 = Option B
Target 3 = Option A
Target 4 = Option B
2. Controlling variance
Once you have identified schedule variances, you need to access a new set of tools to
control them.
Control activities typically involve adjusting the baseline plan to reflect current project
realities.
You often need to re-plan activity durations, so you use many of the same techniques you
used during the initial Develop Schedule process.
The techniques for controlling schedule variance include resource optimization techniques,
modeling techniques, leads, lags, and schedule compression.
Select each technique for more information on how it can be used to control variance.
Resource optimization techniques
Resource optimization techniques are schedule network analysis techniques you

use to distribute work evenly among resources. You apply the techniques to a
schedule you have analyzed using the critical path method. Typically, it involves
reallocating resources from noncritical to critical activities.
Modeling techniques
You use modeling techniques, such as what-if scenario analysis and simulation, to
evaluate the possible outcomes of various methods for bringing the schedule back
into alignment with the plan.
Leads and lags
If your variance analysis has determined that leads and lags applied to the
schedule during planning have contributed to schedule variance, they should be
adjusted to ensure that the schedule is both realistic and viable.
Schedule compression
Schedule compression involves crashing or fast tracking to bring activities back

on schedule without changing the project scope.
Crashing involves analyzing cost and schedule tradeoffs to determine how the
greatest amount of compression for the least cost can be achieved. Fast tracking
is where activities normally performed in sequence are performed in parallel.
A project manager notes that a critical software development activity is running behind
schedule.
Graphic
A sample schedule shows that Activity 1.1 Provide new product Z deliverable
has an estimated duration of 120 days. It is scheduled to begin half-way through
the first period of the project and to end half-way through the fifth period. It is
currently half-way through period three.
Activity 1.1.1 Work package 1 Develop component A is estimated to take 67

days. It is scheduled to begin half-way through period 1 and to end close to the
finish of period 3. It is currently half-way through period 3.
In response to work performance information and an approved change request, the manager
applies a resource optimization technique by pulling a computer programmer from another
project to help speed up delivery.
Additionally, the project manager uses what-if scenario analysis to compare the likely impact
of adjusting the budget with that of adjusting the project's scope to reduce schedule
slippage. The budget could be adjusted to include overtime pay for the project team or the
scope could be adjusted to reduce the functionality of the software component.
Adjusting leads and lags also helps to control the schedule. For example, a technical expert
is needed to complete a specific task, but the expert you need may not be available for three
days, so a lag is added to the schedule.
When you hear that the expert will be available two days sooner than planned, you reduce
the lag to one day.
To compress the schedule using fast tracking, a team of programmers can design
functionality for computer interface menus at the same time as the design team is
developing the look and feel of the user interface. Examples of crashing could include
approving overtime, and bringing in and paying for additional resources to expedite delivery.
Graphic
Two tasks depicted as duration bars on a chart are carried out simultaneously
and so extend at the same speed.
Question
Match the techniques for controlling schedule variance with their uses.
Options:
A. Resource optimization
B. What-if scenario analysis
C. Adjusting leads and lags
D. Schedule compression
Targets:
1. To distribute work evenly among resources by reallocating resources from
noncritical to critical activities
2. To evaluate the impacts of various possible actions for bringing the
schedule back into alignment with the plan
3. To reduce schedule variance by adjusting delays and overlaps in the
schedule
4. To bring activities back on schedule without changing the project scope
Answer
Resource optimization is a schedule network analysis technique used to
distribute work evenly among resources. Typically, this involves the reallocation
of resources from noncritical to critical activities. You can also use extended
hours or methods to increase resource productivity to shorten durations on
critical tasks.
You use what-if scenario analysis to review various scenarios to help you bring
the schedule into alignment with the plan.
Improper use of leads and lags in the schedule can contribute to schedule
variance. So leads and lags should be adjusted to ensure that the schedule is
both realistic and viable.
Schedule compression involves crashing or fast tracking to bring activities back
on schedule without changing the project scope.
Correct answer(s):
Target 1 = Option A
Target 2 = Option B
Target 3 = Option C
Target 4 = Option D
3. Organizational tools
Organizational tools for controlling the schedule have two main purposes. They enable you
to store and retrieve schedule data or provide guidelines for managing schedule changes.
The key organizational tool for controlling the schedule is project management software. It
enables you to store and quickly retrieve schedule data.
The scheduling tool is part of the project management software you use for the project. This
tool facilitates reporting, measuring variances, and forecasting the effects of control efforts.
The automatic functions of the tool simplify the process of using modeling techniques and
the testing of various schedule compression approaches. The data is automatically updated
within the schedule.
Project management software allows you to track planned and actual dates, and to forecast
the effects of project schedule changes. The scheduling tool, supporting schedule data, and
other software tools are used in combination when performing schedule network analyses.
They can also be used to generate updated project schedules.
A project manager consults the project management software and determines that she can
facilitate a reduction in the duration of a component development activity by hiring an extra
software developer.
The project manager also consults the company-wide resource calendar for information on
available resources, to check whether any existing developers could be used for the activity.
Once she has the information, she adjusts the schedule using the scheduling tool in the
company's project management software.
Question
Why would you use project management software for schedule control activities?
Options:
1. You can store and quickly retrieve up-to-date schedule information
2. You can forecast the effects of schedule changes
3. You can reallocate resources from noncritical to critical activities
4. You can decide on the type of action to take when changes happen to the
schedule
Answer
Option 1: This is a correct option. Project management software allows you to

store and quickly retrieve up-to-date schedule information.
Option 2: This is a correct option. The scheduling tool is part of the project
management software. It helps you forecast the effects of schedule changes.
Option 3: This is an incorrect option. You would use resource optimization, not
project management software, to reallocate resources from noncritical to critical
activities.
Option 4: This is an incorrect option. You use variance analysis to decide
whether corrective or preventive action is required as a result of a change in
schedule.
Correct answer(s):
1. You can store and quickly retrieve up-to-date schedule information
2. You can forecast the effects of schedule changes
4. Outputs
Project managers can tell if they're controlling the schedule effectively by reviewing the
outputs of the Control Schedule process. These outputs include work performance
information, change requests, and schedule forecasts. They also include updates to the
project management plan, project documents, and organizational process assets.
Select each output of the Control Schedule process for more information about it.
Work performance information
Schedule control activities, such as monitoring and measuring performance, may

result in requests to update the schedule baseline or other aspects of the project
management plan. To estimate the degree to which a change will impact the
schedule and the severity of that impact, you need to calculate work performance
information such as the SPI.
These measurements also need to be documented and communicated to
stakeholders.
Change requests
A review of progress reports and performance measures can result in requests for
changes to the schedule baseline. Change requests are then reviewed using the
Perform Integrated Change Control process.
Types of change requests that are generated by the Control Schedule process
may include changes to start dates, finish dates, activity durations, or project
milestones.
Schedule forecasts
As work performance information is provided during project execution, schedule

forecasts - which are estimates or predictions of conditions or events in the
project's future - are updated and reissued.
Project management plan updates
Once change requests have been approved, you may need to update the
schedule baseline, the schedule management plan, and the cost baseline. The
cost baseline is often updated to reflect changes due to schedule compression
techniques.
Project documents updates
Project documents you may need to update as a result of the Control Schedule
process include schedule data, the project schedule, and the risk register. New
project schedule network diagrams are developed to display approved remaining
durations and the updated work plan. In extreme cases, a new target schedule
with revised target start and finish dates is needed. If schedule compression has
been performed, new risks may be identified that would require an update to the
risk register.
Organizational process assets updates
You will update lessons learned documentation as necessary following schedule

control activities. This information will include causes of variance, corrective
actions, and the rationale behind any corrective actions taken.
The Control Schedule process is an iterative process. Project managers perform schedule
control activities frequently throughout the life of the project.
For example, the project manager records the schedule variance and the SPI for a milestone
activity, which is running behind schedule.
She also drafts a change request to fix the activity's low schedule performance index.
Once the change request is approved, the project manager prepares schedule forecasts and
updates the schedule baseline, schedule data, and schedule management plan to reflect the
change.
At the end of the phase, the project manager records the lessons learned. She documents
the reasons why the activity was running behind schedule, how the poor performance was
corrected, and the rationale behind changing the schedule baseline rather than altering
scope or making a human resource change.
Question
What are examples of the outputs of the Control Schedule process?
Options:
1. Schedule variance measurements
2. Change requests
3. Updates to the schedule baseline
4. Schedule forecasts
5. Updates to the lessons learned log
6. Return on investment figures
7. Updates to the risk register
Answer
Option 1: This is a correct option. Work performance measurements such as the
schedule performance index and schedule variance are outputs of the Control
Schedule process. They enable performance monitoring and communication
about progress to project stakeholders.
Option 2: This option is correct. Change requests are outputs of the Control
Schedule process. These requests contain proposed corrective or preventive
actions designed to bring schedule performance in line with the schedule
baseline.
Option 3: This is a correct option. Updates to project management plan
components such as the schedule and cost baselines are made as a result of
schedule changes made through the Control Schedule process.
Option 4: This option is correct. As work performance information becomes
available and changes are made to the schedule baseline, schedule forecasts
are updated based on the new information.
Option 5: This is a correct option. Updates to organizational process assets such
as lessons learned and control processes and procedures are made as a result
of changes made to the schedule, reports of these changes, and new processes
and procedures that are developed in response to changes are recorded and
adopted.
Option 6: This is an incorrect option. Return on investment figures relate to the
project budget. They aren't generated through the Control Schedule process.
Option 7: This is a correct option. Risk register updates may be included as part
of project documents updates, which is an output of the Control Schedule
process. The risk register and the risk response plans that it contains may need
to be updated as a result of schedule compression techniques being used.
Correct answer(s):
1. Schedule variance measurements
2. Change requests
3. Updates to the schedule baseline
4. Schedule forecasts
5. Updates to the lessons learned log
7. Updates to the risk register
5. Summary
Performance reviews are used to monitor schedule performance.
Once schedule performance issues have been identified, you can use resource optimization
techniques, modeling techniques, leads and lags, and schedule compression to control the
variance between scheduled and actual dates and durations.
Project management software is an organizational tool that facilitates controlling the

schedule.
Outputs of the Control Schedule process include work performance measurements, change
requests, schedule forecasts, and updates to project management plan components, project
documents, and organizational process assets.
Back to top
Schedule Variance and Schedule

Performance Index
Learning Objectives
calculate schedule variance for the given project information
determine if a project is on schedule by calculating the schedule performance index
1. Calculating schedule variance

Even short delays in the schedule, if they are numerous, can spell disaster for a project. The
Control Schedule process is in place to help you determine the current status of the project
schedule, determine the size and impact of any deviations from the original schedule
management plan, and mitigate risks associated with these deviations.
This topic focuses on performance review techniques you can use to determine the size and
impact of schedule variances.
One performance review technique is called earned value management. It involves
comparing actual project schedule performance against the planned schedule.
Two measures that are used in earned value management are schedule variance and
schedule performance index, or SPI.
Calculating both schedule variance and the SPI involves using financial values to determine
if a project is on schedule and if not, by how far the project is off schedule. This doesn't
mean they measure actual project costs. Instead, they measure the financial value of the
work performed up to a given date, relative to the value of the work scheduled to have been
completed by this date.
Schedule variance is the difference between earned value and planned value at any chosen
point in the project. So you calculate it using the formula earned value minus planned value,
or SV = EV - PV.
Select each variable in the formula for more information about it.
Graphic
SV equals EV minus PV.
EV
You calculate the earned value for each activity by multiplying its approved cost
estimate by the percentage of work actually completed on the activity up to a
chosen date. So if an activity valued at $500 is 50% complete, the earned value
estimate for this activity will be $250. If an activity is 100% complete, its earned
value is its full budgeted value.
You then add the earned value for each activity to get a total.
PV
Planned value is the budgeted cost of all the work scheduled to be completed by
a chosen date. If work on an activity isn't scheduled to have been fully completed
by the given date, you multiply the percentage of work that was scheduled to be
completed by the activity's budgeted cost. So if an activity with a budgeted cost of
$1,000 is due to be 50% complete at the specified time, its planned value will be
$500.
Consider this example. A video production company is creating a documentary. The project
is scheduled to take 120 days. After the first 30 days, the project manager calculates the
schedule variance for the project.
The project includes four main activities. The first three of these should be completed by this
stage. The fourth activity is scheduled to be 50% complete.
Graphic
A table includes five columns Activity, Planned end date, Budgeted cost,
Planned completion by day 30, and Actual percent complete.
The first activity, Research, has a planned end date of Day 7, a budgeted cost of
$30,000, a planned completion of 100% by day 30, and is 100% complete.
The second activity, Script, has a planned end date of day 25, a budgeted cost of
$35,000, a planned completion of 100% by day 30, and is 100% complete.
The third activity, Narrator auditions, has a planned end date of day 20, a
budgeted cost of $15,000, planned completion of 100% by day 30, and is 100%
complete.
The final activity, Taped interviews, has a planned end date of day 60, a
budgeted of $100,000, a planned completion of 50% by day 30, and is 35%
complete.
The planned value for the first three activities is the sum of their planned budgets because
these activities should be 100% complete. So it is the sum of $30,000, $35,000, and
$15,000, or $80,000 in total.
Reflect
Given the information provided, what do you think the total planned value is for
the fourth activity of taping interviews?
The fourth activity, Taping interviews, has a planned end date of day 60, a
planned budget of $100,000, a planned completion of 50% by day 30, and is
35% complete.
Enter your answer in the text box provided and then select the Compare button to
review the correct answer.
Total planned value

The fourth task should be 50% completed at this point. So the planned value for
this task should be 50% of the activity's total budget of $100,000 in other words,
$50,000.
The planned value for the period is the sum of the budgeted value for the first three activities
plus 50% of the budgeted cost for the fourth activity. This totals $130,000.
Graphic
The calculation is 30,000 plus 35,000 plus 15,000 plus fifty percent of 100,000,
which is 50,000.
Next you need to calculate the earned value for the period. The first three activities have
been completed as scheduled, so the budgeted cost of $80,000 for research, script, and
narrator auditions has been earned.
Graphic
Earned value for the first three tasks is calculated as the sum of $30,000,
$35,000, and $15,000, which gives $80,000.
However, the taping interviews activity is only 35% complete. So the earned value of the task
is 35% of the budgeted cost of $100,000. The earned value of the activity is $35,000.
Graphic
Earned value for the activity of taping interviews is calculated as 35% of
$100,000, which gives $35,000.
By adding the totals $80,000 and $35,000 you determine that the total earned value for
the period is $115,000.
Graphic
Earned value for all the activities is calculated as the sum of $80,000 and
$35,000, which gives $115,000.
Question
Suppose the activity of taping interviews is 80% completed. The activity has a
planned cost of $100,000 and a planned completion of 50%.
What is the earned value of the activity?
Options:
1. $80,000
2. $50,000
3. $30,000
4. $60,000
Answer
Option 1: This is the correct option. Because the activity is 80% complete, its
earned value is 80% of the budgeted cost of $100,000, or $80,000.
Option 2: This is an incorrect option. To calculate earned value, you multiply the
completed percentage of work by the budget for the activity.
Option 3: This option is incorrect. You calculate earned value by multiplying the
budgeted cost of the activity by the actual percentage of work completed.
Option 4: This option is incorrect. You calculate earned value by multiplying the
budgeted cost of the activity by the actual percentage of work completed.
Correct answer(s):
1. $80,000
Once you have the planned value and the earned value for a given period, you calculate the
schedule variance by subtracting the planned value from the earned value.
Graphic
Schedule variance equals earned value minus planned value, or SV = EV - PV.
In the documentary example, the earned value is $115,000 and the planned value is
$130,000. So the schedule variance for this period is -$15,000.
Question
The schedule variance calculated for the documentary project is -$15,000.
What do you think this indicates about the project's current status?
Options:
1. The project is on schedule
2. The project is behind schedule

3. The project is ahead of schedule
Answer
If the schedule variance is a negative value, it means the project is behind
schedule. If the project were on schedule, the schedule variance would equal
zero. If the project were ahead of schedule, the schedule variance would be a
positive value.
Correct answer(s):
2. The project is behind schedule
The schedule variance quantifies how far the project is ahead of or behind schedule. If the
schedule variance is equal to zero, the project is exactly on schedule.
Graphic
SV equals 0.
If the schedule variance is a positive value, the project is ahead of schedule. More work has
been completed than was planned.
Graphic
SV equals positive 30,000 dollars.
If the schedule variance is a negative value, the project is behind schedule. Work that was
planned for completion has not yet been performed.
Graphic
SV equals negative 15,000 dollars.
Select each scenario for examples of schedule variance.
Graphic
Behind schedule, SV equals negative 15,000 dollars.
On schedule, SV equals zero.
Ahead of schedule, SV equals positive 30,000 dollars.
Behind schedule
The project manager for the video production company calculated the schedule
variance by subtracting the planned value from the earned value. The result was $15,000. The documentary project was behind schedule.
On schedule
If the planned percentage of work had been completed for all the activities in the
documentary project, earned value would equal planned value. So subtracting
earned value from the planned value would give a schedule variance of zero.
Ahead of schedule
The activity of taping interviews had a planned completion of 50%. If the activity
was 80% completed instead of 35% completed by the measurement date, the
total earned value for the project would have been $160,000. Given the planned
value of $130,000, this would result in a schedule variance of $30,000 a positive
value showing the extent to which the project is ahead of schedule.
Case Study: Question 1 of 3

Scenario
For your convenience, the case study is repeated with each question.
A project manager for a book publisher reviews her current project on day 30.
She wants to calculate any schedule variance.
Access the learning aid Book Publishing for details of each task.
Answer the questions in the given order.
Question
What is the planned value for this period?
Options:
1. $36,000
2. $48,000
3. $26,400
4. -$32,000
Answer
Option 1: This is the correct option. In this example, the first three activities are
scheduled to have been completed, so you add their full budgeted costs
$10,000, $5,000, and $9,000. To this figure, you add half the budgeted cost of
the activity that's scheduled to be 50% completed $12,000. This gives a total
planned value of $36,000.
Option 2: This option is incorrect. You need to sum the total budgeted amounts
for the activities scheduled to be completed. But to this figure, you add only 50%
of the budgeted cost for the fourth activity, which is scheduled to be 50%
completed as of the review date.
Option 3: This option is incorrect. The planned value of the project to date is the
budgeted cost of all the work scheduled to have been completed. To calculate
this, you multiply each activity's budgeted cost by the percentage of work
completed on it. You then sum the values for each of the activities.
Option 4: This is an incorrect option. Planned value is the budgeted cost of all
the work scheduled to be completed by a chosen date. It cannot be a negative
number.
Correct answer(s):
1. $36,000

Scenario
Question
What is the earned value for this period?
Options:
1. $12,000
2. -$12,000
3. $36,000
4. $26,400
Answer
Option 1: This option is incorrect. The earned value is the budgeted cost of all
completed activities plus the percentage of the budget of any activity actually
completed at this point. The first three tasks are completed so you add the full
budgeted cost for each task, giving you a total of $24,000. The value of the
partially complete task is 10% of $24,000 or $2,400. So the total earned value is
$26,400.
Option 2: This is an incorrect option. The earned value is the sum of the actual
values of all completed or partially completed tasks at this point. This value can't
be a negative number.
Option 3: This option is incorrect. The planned value is $36,000. Since only 10%
of the first section of the book has been written, the earned value for this task is
$2,400. Add that to the earned values of the first three activities $10,000,
$5,000, and $9,000 and you get a total earned value of $26,400.
Option 4: This is the correct option. The first three activities are 100% complete.
So for these activities, you add 100% of the budgeted costs $10,000, $5,000,
and $9,000 to get $24,000. The final activity is only 10% complete, so its
earned value is a tenth of the budgeted cost of $24,000 in other words, $2,400.
The total earned value for the period is the sum of all the earned values. In this
case, $24,000 plus $2,400 gives you a total earned value of $26,400.
Correct answer(s):
4. $26,400

Scenario
Question
What is the schedule variance for this period?
Options:
1. $9,600
2. -$9,600
3. $12,000
4. -$12,000
Answer
Option 1: This is not the correct choice. The schedule variance is equal to the
earned value minus the planned value. As of the date of the project review, the
earned value is less than the planned value, so the project variance cannot be a
positive value.
Option 2: This is the correct option. The budgeted costs for work completed as
of the review date, including the partially completed task, is $26,400. The
planned value of the work is $36,000. The earned value is $9,600 less than the
planned value.
Option 3: This option is incorrect. The earned value for the period is $26,400.
The schedule variance is the earned value less the planned value ($36,000). So
in this case, it is -$9,600.
Option 4: This option is incorrect. The schedule variance is equal to the earned
value minus the planned value. In this case the earned value is $26,400 and the
planned value is $36,000, giving a schedule variance of -$9,600.
Correct answer(s):
2. -$9,600
2. Schedule performance index

By itself, the monetary value of the schedule variance doesn't tell a complete story. It
describes how much work is ahead of schedule or behind schedule, but it doesn't put the
variance in the context of the whole project.
For example, say you have a schedule variance of $10,000. If your total project budget is $5
million, a variance of $10,000 is not as serious as a variance of $10,000 in a $75,000
project. You need a measure that communicates the health of your project, regardless of its
size.
The SPI provides a ratio of work completed to the planned cost of the work. This measure
allows you to gauge the severity of variances in the schedule and compare variances
between projects of different sizes.
The formula for calculating SPI is earned value divided by planned value. For example, if the
earned value of a project is $75,000 and the planned value is $60,000, the SPI is 1.25.
That's good. It means that more work has been completed than planned.
The video production company's documentary project had a planned value of $130,000 as of
day 30.
Given that the earned value for the project on day 30 is $115,000, the SPI for the project at
this point is $115,000 divided by $130,000.
The result, rounded to two decimal places, is 0.88. That means that less work has been
completed than planned.
Graphic
EV on day 30 equals 115,000 dollars. SPI equals 115,000 divided by 130,000.
SPI equals 0.88.
Question
If the earned value and the planned value of the documentary project were both
$130,000 as of day 30, what would the SPI be?
Options:
1. 1
2. 0
3. 13
4. 0.1
Answer
You calculate SPI by dividing the earned value by the planned value. So in this
case you divide $130,000 by $130,000, which gives you a value of 1.
Correct answer(s):
1. 1
If the earned and planned values are equal, the project is on schedule and the SPI is equal
to 1. SPI values of less than 1 show that the project is behind schedule. Values greater than
1 show that the project is ahead of schedule.
The video production company's documentary project has an SPI of 88% on day 30. This
means that work on the project is 12% behind schedule and the team is completing only 88
cents worth of every dollar that was scheduled to be spent.
If the project had completed $160,000 worth of work by day 30, the SPI would have been
$160,000 divided by $130,000. The result in this case, rounded to two decimal places, would
be 1.23.
With an SPI of 1.23, the project would be 23% ahead of schedule and the team would be
completing $1.23 worth of work for every dollar scheduled to be spent.
Question
Match each SPI value to the status it indicates a project has. More than one
value can be linked to each status.
Options:
A. 0.72
B. 1
C. 1.34
D. 0.15
E. 1.26
Targets:
1. Behind schedule
2. On schedule
3. Ahead of schedule
Answer
Any SPI that is less than 1 indicates that the project is behind schedule.
An SPI of 1 indicates that the project is currently on schedule.
Any SPI that is greater than one shows that the project is ahead of schedule.
Correct answer(s):
Target 1 = Option D, Option A
Target 2 = Option B
Target 3 = Option E, Option C
It's useful to calculate both schedule variance and the SPI to control a project schedule. This
work performance information is useful in determining the size and the impact of schedule
changes. In turn, this allows for informed decisions to be made when approving or denying
the changes.
Graphic
SV equals EV minus PV.
SPI equals EV divided by PV.
Supplement
Job Aid
Access the job aid Calculating Schedule Variance and SPI to review the
calculations for schedule variance and the SPI.

Scenario
Suppose you're managing a project to publish a book. You want to calculate the
SPI for the project at the current date and determine the significance of the SPI
value.
Access the learning aid Book Publisher for project details.
Question
What is the SPI for the project, rounded to two decimal points?
Answer
Correct answer(s):
1. 0.77
2. .77

Scenario
Suppose you're managing a project to publish a book. You want to calculate the
SPI for the project at the current date and determine the significance of the SPI
value.
Access the learning aid Book Publisher for project details.

Question
Which statement describes the project's current status?
Options:
1. It is behind schedule
2. It is on schedule
3. It is ahead of schedule
Answer
Option 1: This is the correct option. The work is progressing at 77 cents for
every planned dollar. So the project is behind schedule.
Option 2: This is an incorrect option. If the project were exactly on schedule, its
SPI would be a value of 1.
Option 3: This option is incorrect. An SPI value greater than 1 would indicate
that the project is ahead of schedule. An SPI of 0.77 means the project is actually
running behind schedule.
Correct answer(s):
1. It is behind schedule
3. Summary
To determine the size and impact of a change in schedule, you can calculate the schedule
variance, or SV, and the schedule performance index, otherwise known as SPI, at particular
dates in the schedule.
To calculate these figures, you first need to calculate the planned value and the earned value
of the work up to the selected point in the schedule. Schedule variance is equal to the
earned value minus the planned value. If the result is zero, the project is on schedule.
Negative numbers indicate that the project is behind schedule, and positive numbers
indicate that the project is ahead of schedule.
To calculate the SPI, you divide the earned value by the planned value. A result of 1 means
that the work is on schedule. Results of less than 1 show that the project is behind schedule,
and results greater than 1 show that the project is ahead of schedule.
Supplement
Follow-on Activity
Access the follow-on activity Measuring Schedule Performance to guide you in

finding out how schedule performance is measured in your organization.
Back to top
2016 Skillsoft Ireland Limited

Developing and Controlling The Project Schedule (PMBOK® Guide Fifth Edition) Course Transcript

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Developing and Controlling The Project Schedule (PMBOK® Guide Fifth Edition) Course Transcript

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Developing and Controlling the Project

Introduction to Project Scheduling

1. Introducing the Develop Schedule process

The project schedule is important for several reasons:

it aids communication with the project team and stakeholders, by providing a

The activity identifier is a code, consisting of numbers, letters, or both, that

Project schedule time frame

and precedence arrows.

2. Develop Schedule process inputs

schedule management plan

the activity list

project schedule network diagrams

activity resource requirements

the resource breakdown structure, and

activity duration estimates

Schedule management plan

Project schedule network diagrams

A network diagram highlights the relationships among activities. For example, it

Activity resource requirements

Activity resource requirements describe the types and quantities of resources

Resource breakdown structure

The resource breakdown structure provides a hierarchical outline of resources

Activity duration estimates

E. Activity resource requirements

project scope statement

Project staff assignments

organizational process assets, and

enterprise environmental factors

Project scope statement

The project scope statement is particularly helpful in the Develop Schedule

Project staff assignments

Organizational process assets

Enterprise environmental factors

Enterprise environmental factors are any aspects of the external environment or

5. Describes potential adverse events that may affect the schedule

Overview of Scheduling Tools and Techniques

match schedule network analysis techniques with their characteristics

1. The scheduling tool

2. Schedule network analysis techniques

Option 2: This option is incorrect. Critical activities will be scheduled based on

3. Resource optimization, what-if scenarios

4. Leads and lags and schedule compression

activity can be completed within 3.2 months at a cost of $750,000. An alternative

Schedule compression decreases a project's duration, using either crashing or

Benefits of scheduling tools

- saves you time

Access the follow-on activity Scheduling Techniques to help you familiarize

Critical Path Method

apply the critical path method in a given scenario

2. The forward pass

3. The backward pass

4. Calculating the float

In a schedule network diagram starting activity A, activity C, and finishing activity

A schedule network diagram is shown with activities A to F. The diagram begins

Completed Project Schedule

recognize examples of the various outputs of the Develop Schedule process

1. Types of project schedules

bar charts, in which each activity is represented by a duration bar, and

Benefit of milestone charts

The activity-on-node format is used for activity sequencing and calculating a

Logic bar chart format

2. Develop Schedule outputs