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Lecture – 6
MONITORING AND CONTROLLING
PROJECT SCHEDULE MANAGEMENT

Shahzad Ahmed Qadri (P.E,PMP)

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 Project Management Framework
(10 – Knowledge Areas & 5 Process Groups)
Integration Management
Project Management Knowledge Areas (PMBOK)

Initiation
Scope Management
49
Schedule Management
P Planning
Cost Management R
O
Quality Management C
E Implementation/
Resource Management S Execution
S
Communication Management E
Monitoring, Evaluation &
S
Control
Risk Management

Procurement Management

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Closure 3
Stakeholders Management
 Project Time
This Management
used to be
How long will itproject
take? management
Are we on time or schedule?

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 Importance of Project Schedules (Time)
 Delivering projects on time is one of the biggest challenge for P.M

 Time has the least amount of flexibility; it passes no matter what

happens on a project.

 Schedule issues are the main reason of conflicts on projects,

especially during the second half of projects.

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Gantt Chart

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 Project Schedule Management
 Project Schedule Management includes all the
processes required to manage the timely completion of
the project.

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 Project Time Management
 Processes of Project
Schedule Management
1. Plan Schedule Management
2. Define Activities
3. Sequence Activities
4. Estimate Activity Duration
5. Develop Schedule
6. Control Schedule

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 Knowledge Area Process Group Map
Knowledge Project Management Process Groups
Areas
Initiation Planning Execution Controlling Closing

Project Time 1.Plan Schedule 7. Control

Management Schedule
Management
2. Define Activities
3. Sequence
Activities
4.Estimate Activity
Duration
5.Develop
Schedule

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 Project Schedule Management
6.1 Plan Schedule Management

The process of establishing the policies, procedures, and

documentation for planning, developing, managing, executing, and
controlling the project schedule.

6.2 Define Activities

The process of identifying and documenting the specific actions
to be performed to produce the project deliverables.

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 Project Time Management
6.3 Sequence Activities
The process of identifying and documenting relationships
among the project activities
6.4 Estimate Activity Durations
The process of estimating the number of work periods needed to
complete individual activities with estimated resources.

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 Project Time Management
6.5 Develop Schedule
The process of analyzing activity sequences, durations, resource
requirements, and schedule constraints to create the project
schedule model

6.6 Control Schedule

The process of monitoring the status of project activities to update
project progress and manage changes to the schedule baseline to
achieve the plan.

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6.2 Define Activities

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 Define Activities
 Define Activities is the process of identifying and documenting
the specific actions to be performed to produce the project
deliverables.

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 Hierarchical Breakdown of the WBS

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 Define Activities

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6.3 Sequence Activities

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6.3 Sequence Activities

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6.3 Sequence Activities in Project
Management

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 A simple Project Network Diagram
Activity List for a Simple Project - Going office for an interview

Activity Description Immediate

Predecessor
A Bath/Shower -
B Dressing A
C Making Breakfast B
D Making up C
E Taking Breakfast D
F Drive to Office E
 Sequence Activities
 Types of Dependencies

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 Sequence Activities
 Dependencies Attributes
1. Mandatory Dependencies/Hard Logic/Hard Dependencies

2. Discretionary Dependencies/Preferred Logic/Soft Logic

3. External Dependencies

4. Internal Dependencies

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 Sequence Activities
 Leads and Lags
 Lead

 A lead is the amount of time whereby a successor activity can be

advanced with respect to a predecessor activity.

 Construct a new office building and the landscaping

 Lag
 A lag is the amount of time whereby a successor activity will be
delayed with respect to a predecessor activity.

 Wall Paint work with a lag of 7 days after plastering.

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 Sequence Activities
 Method of Sequencing/Networking Diagrams:
1. Precedence Diagramming Method (PDM) or Activity on node

2. Arrow Diagramming Method (ADM)

Most network diagrams are created by using PDM

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 Sequence Activities
 Precedence Diagramming Method (PDM) Exp 1:

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 Sequence Activities
 Exp 1: Solution

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 Sequence Activities
 Precedence Diagramming Method (PDM) Exp 2:

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 Sequence Activities
 Exp 2:Solution

 Identify path with Durations ?

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 Sequence Activities
Possible path with Durations
 PATH 1: ABEH = 18 WEEKS

 PATH 2: ABDFH = 29 WEEKS

 PATH 3: ACDFH = 30 WEEKS

 PATH 4:ACGH = 22 WEEKS

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 Sequence Activities
 Precedence Diagramming Method (PDM)

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 Sequence Activities
 Precedence Diagramming Method (PDM) Exp 2:

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 Sequence Activities
 Exp 2:Forward Pass and Backward pass

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 Sequence Activities
 Exp 2:Activity Slack & Critical Path

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 Sequence Activities
 Critical Path:

 Near Critical Path

 Float or Slack

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6.5 Estimate Activity Duration

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 Estimate Activity Durations:
 Estimate Activity Duration: Tools and Techniques
A. One Point Estimating
1. Expert Judgment

2. Analogues Estimating

3. Parametric Estimating

B. Three Point Estimating

C. Group Decision-Making Techniques

D. Reserve Analysis

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6.6 Develop Schedule

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 Develop Schedule
 The process of analyzing activity sequences, durations,
resource requirements, and schedule constraints to create
the project schedule model.

 Developing an acceptable project schedule is often an

iterative process.

 Schedule development can require the review and revision

of duration estimates and resource estimates to create an
approved project schedule/baseline to track progress.

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Develop Schedule :Tools and Techniques
1. Schedule Network Analysis

 Generate the schedule model by using:

 Critical path method

 What-if analysis

 Resource optimization techniques

 Leads and Lags

 Schedule compression techniques

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Develop Schedule : Tools and Techniques

1. Critical Path Method

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 Develop Schedule :Tools and Techniques
2. Resource Optimization Techniques
 Adjust the schedule model due to demand and supply of resources

A. Resource leveling.
 Resource leveling is used to deal with
 The limited amount of resources/demand and supply

 Abnormal allocation of resources and other resource constraints

 Start and finish dates are adjusted to deal with limited resources

 Leveling lengthens the schedule and increases the cost

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 Develop Schedule :Tools and Techniques
A. Resource Leveling

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 Develop Schedule :Tools and Techniques
A. Resource Leveling

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 Develop Schedule :Tools and Techniques
2. Resource Optimization Techniques
B. Resource Smoothing

 Resource smoothing is the modified form of resource leveling, where

resources are leveled only within the limits of the float of their activities

 The completion date does not delayed

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 Develop Schedule :Tools and Techniques
3. Modeling Techniques

A. What-If Scenario Analysis

 A schedule network analysis is performed using the schedule to

compute the different scenarios, such as delaying a major component
delivery, extending specific activity, or introducing external factors,
such as a strike or a change in the permitting process.

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 Develop Schedule :Tools and Techniques
4. Leads and Lags

 Leads and lags are refinements applied during network analysis to

develop a viable schedule by adjusting the start time of the successor
activities.

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 Develop Schedule :Tools and Techniques
5. Schedule Compression

 Schedule compression techniques are used to shorten the schedule

duration without reducing the project scope, in order to meet schedule
constraints, imposed dates, or other schedule objectives.

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Develop Schedule :Tools and Techniques
5. Schedule Compression

A. Crashing

 Technique used to shorten the schedule duration for the least

incremental cost by adding resources.

 Examples
 Overtime

 Additional resources

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Develop Schedule :Tools and Techniques

5. Schedule Compression

A. Crashing

 Crashing works only for activities on the critical path where additional
resources will shorten the activity’s duration.

 Crashing does not always produce a viable alternative and may result
in increased risk and/or cost.

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Develop Schedule :Tools and Techniques
5. Schedule Compression

A. Crashing

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Develop Schedule :Tools and Techniques
5. Schedule Compression

B. Fast tracking

 Schedule compression technique in which activities or phases

normally done in sequence are performed in parallel for at least a
portion of their duration.

 Example: constructing the foundation for a building before completing

all of the architectural drawings.

 Fast tracking may result in rework and increased risk.

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Develop Schedule :Tools and Techniques
5. Schedule Compression

B. Fast tracking

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 Develop Schedule

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 Gantt Chart

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6.6 Control Schedule

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 Knowledge Area Process Group Map
Knowledge Project Management Process Groups
Areas
Initiation Planning Execution Controlling Closing

Project Time 1.Plan Schedule

Management 6. Control
Management
Schedule
2. Define Activities
3. Sequence
Activities
4.Estimate Activity
Duration
5.Develop
Schedule

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 Control Schedule
 The process of monitoring the status of project activities to
update project progress and manage changes to the
schedule baseline to achieve the plan.

 Schedule Control is to know the status of the Schedule,

influence factors that cause schedule changes, manage
changes when they occur.

 Importance of the Process`

 It recognize deviation from the plan and take corrective and
preventive actions and thus minimize risk

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 Sample Tracking Gantt Chart

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 Control Schedule
1. Data analysis

 Earned Value analysis & Earned value management

 Performance analysis

2. Critical path method

3. Project management information system

4. Resource optimization

5. Leads and lags

6. Schedule compression

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 Working with People and Tools
 Though tools and techniques equip you with knowledge , strong
leadership helps Projects succeed more than good PERT, CPM or
Gantt charts do.

 Project managers should use:

 Empower People

 Motivate HR

 Discipline

 Negotiation

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 Questions

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 Thanks

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