Applied Schedule Management - Santos

2015 PMI Scheduling Conference
Presenter: Renato Santos, PMP, PMI-SP, Green Belt Six Sigma

Title: Applied Schedule Management Robust Schedule TrackingThe Missing Link
Date: Wednesday, 17 June 2015
TOPIC AGENDA:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Introduction What is the Missing Link of Schedule Management?

Overview of Planning and Scheduling
What PMBOK said about Schedule Management Process?
Control Schedule Process What is Missing ?
Applied Schedule Management A Simplified Processes that work!
Schedule Specifications
BUSTER Schedule Management Road Map
TRACKER Robust Tracking Techniques- The Missing Link Revealed
Un-excusable Delay
Excusable Delay
Detailed Schedule Development : A step by Step Procedure
Summary
References
Q&A
1. Introduction:
Missing link A metaphor for Schedule Management!
1. Introduction
PROBLEM: 71% of projects failed to finish on time
Can we fix the problem of schedule management ?
What is the missing link ? Can we fill this gap ?
Where is the Missing Link :
1. People and Culture
2. Schedule Management Knowledge and experiences
3. Technology Project Management Software
4. How about the Scheduling Process ? The way we Control Schedule
We can find a way a simple way to address this overarching
problem of schedule management!
1. Introduction:
PLANNING
Develop schedule
Missing link
EXECUTION
Control schedule
1. Introduction:
Why do so many professionals say they are project managing, when

what they are actually doing if fire fighting - Collin Bentley ,1997
RE-ACTIVE
Never underestimate the possibility of stating the obvious!

PRO-ACTIVE
2. Overview of Planning and Scheduling

What are the objectives of Planning?
Why do we need to schedule?
Why do we need to plan and schedule our project?
Planning can:
1. Provides an organized outline to assist in understanding the means, methods,
and techniques necessary in the Planning process.
2. Orchestrate smooth transition to Execution Phase.
3. Make sure you can ACT and decide right on a timely manner and not just to
REACT when issue crops up.
Planning makes PRO-ACTIVE project management !
Scheduling can:
1. Serve as a tool for communication
2. Provides a visual representation of a game plan.
3. Answer the critical question of Projects, when can you finish the project?
4. Help in managing stakeholder expectations
5. Serve as a basis for performance reporting
6. can run a what-if scenario which aid the PM to analyze and decide avoiding
being REACTIVE!
Scheduling is the application of skill, techniques, and intuition acquired

through knowledge and experience to develop effective schedule model.
PMI Practice Standard for Scheduling 2nd Edition page 1

The Basic Definition
Planning is the process of deciding
WHAT to do and HOW to do it
Scheduling provides a detailed plan that represents

HOW and WHEN the project will be deliver

The Basic Concept
PLANNING and SCHEDULING

If done properly and effectively, can reduce unnecessary time and effort of
achieving the goal.

A good plan and schedule is like a road map.
One can always see how much he has

progressed towards his project goal
And how far he is from his destination.
Project Management is what you dowhen you dont do schedule!

Result when key stakeholders involved in the planning effort are:
Fully integrated and collaborated schedule

Full Schedule buy-in
Sense of Ownership and Accountability
Owners expectations can be managed
3. Schedule Management Processes

The PMBOK Guide 5th Edition defines Project Time Management as a 7 steps processes
Project Time/ Schedule Management includes the processes

required to manage the timely completion of the project.
Plan Schedule
Management
Define
Activities
Sequence
Activities
Estimate
Activity
Resources
Estimate
Activity
Durations
Develop
Schedule
Control
Schedule

The PMBOK Guide defines Project Scheduling as a 7 steps process
And where it fits in with the Project Management Process Groups.
PROCESS
PROCESS GROUP
Plan Schedule Management
Planning
Define Activities
Planning
Sequence Activities
Planning
Estimate Activity Duration
Planning
Estimate Activity Resources
Planning
Develop Schedule
Planning
Control Schedule
Monitoring and Controlling
Starting from Plan Schedule Management to Develop Schedule belongs under Planning Process group.

The final output is a schedule model
Schedule needs to be managed to be effective
Activities need to be tracked to guarantee on time completion
Schedule Model
Plan Schedule
Management
Define
Activities
Sequence
Activities
Planning
Estimate
Activity
Resources
Estimate
Activity
Duration
Develop
Schedule
Control
Schedule
Monitoring/
Controlling
Schedule Model is a representation of the plan for executing the projects

activities including durations, dependencies, and other planning information, used to
produce a project schedule along with other scheduling artifacts.
PMBOK Guide 5th edition

1. Plan Schedule Management
Is the process of establishing the policies, procedures, and documentation for planning,
developing, managing, executing, and controlling the project schedule.
2. Define activities
Is the process of identifying and documenting the specific actions to be performed to
produce the project deliverables
3. Sequence activities
Is the process of identifying and documenting the specific actions to be performed to
4. Estimate Activity Resources
Is the process of estimating the type and quantities of materials, human resources,
equipment or supplies to perform each activity.

5. Estimate Activity Durations
Is the process of estimating the number of work periods needed to complete individual
activities with estimated resources.
6. Develop Schedule
Is the process of analyzing activity sequences, durations, resource requirements, and
schedule constraints to create the project schedule model.
7. Control Schedule
Is the process of monitoring the status of project activities to update project progress and
manage changes to the schedule baseline to achieve the plan.
Note: The control schedule process by its definition is more focus toward on
corrective action.
4. Control Schedule Process - Missing Link

Monitoring the status of project activities and updating project progress
is not enough to guarantee finishing on time.
Control schedule which is focus toward corrective action is futile
It has to be PRO-ACTIVE .
Need to be able to trace the trail of each activities even before it start
Need to be able to track the activity status through to its finish and know
if it is progressing as planned.
There has to be an aggressive way of TRACKING the activities !
A TRACKING Technique which will defy DELAY !
5. Applied Schedule Management Process that work!

Schedule Management Road Map
Specification +
Baseline Schedule
Update the Schedule
Store a Frag-net
Tracking
Extension of Time
Recovery Plan
Schedule
Specification and
a BUSTER ?

Well written Schedule Specification.
It defines the scope and type of processes and procedures to be used on how
to generate and manage a project schedule that work effectively.
Making sure everybody is on the same page in terms of scheduling
It is a Rule of Engagement
There are several good schedule specs out there like NAS of USACE

Key Benefits of Schedule Specification.
Collaboration
Transparency
Tracking
Performance Measurement
Rule of Engagement
Compliance

BU S T E R
Baseline Plan is the collection of all agreed and validated game plans as the
by-product of project planning i.e. Schedule, QC Plan, H&S Plan, Cost
Plan, Project Management Plan which serves as the benchmark against all
measurements are evaluated against.
The baseline plan is an end result of the planning process
Baseline Schedule is the approved version of a schedule model that can be

changed only through formal control procedures and is used as a basis for
comparison to actual results.
PMBOK Guide 5th Edition

Process that works!: Schedule Management Road Map
BU S T E R
1. The baseline plan should be agreed upon by the contracting parties in all
major project aspects, this include all subcontractors.
2. Serves as the bench-mark.
3. A subcontractor focuses on only its work scope and necessary coordination
and interfacing with related trade work, hence a baseline schedule should
be integrated and considered other external schedules and constraints.
4. A baseline plan should not be changed unless stakeholders agree,
presumably in compliance with any established procedures for rebaselining.
5. On the side of the reviewer, one should not arbitrarily reject a schedule just
because of minor, inconsequential deviations from the specifications.
6. Significant changes to the scope of work can cause the previous baseline to
be a poor representation of the work and to be of little value for work status
reporting.

BU S T E R
Update Schedule is The schedule is dynamic and recurrent
need to be updated to track progress, forecast trends, estimate completion
and to control variation
Keeping the schedule updated as practical as possible usually weekly or
monthly is logical and ensure the usefulness of a schedule.
Periodic forecasts provide information on the health of a project and assist
in the prediction of future conditions and report against project deliverables
and milestones.

BU S T E R
Store a Frag-net is a series of events of changes and delays incorporated
into schedule model constitute a FRAGNET.
properly inserted fragnet onto the current schedule and re-run the schedule
to determine the impact.
Substantiate a potential claims.

BU S T E R
Tracking Tracing the trail of activities by monitoring its predecessor and
successor to anticipate potential issue.
Tracking the resource allocation is vital in making sure an activity gets started.
It requires explicit understanding of the baseline and current scope of works.
Tracking amplified Controls
A Hotlist is a record of Critical Path activities

A watch list is a collection of near critical activities.

BU S T E R
Tracking Focus on
Focusing on activities that are on the Critical Path

Work front Synchronize with Priorities
Laser Focus on Hotlist Activities
Protect the activities on the near critical path and put in a watch list
for monitoring
Evaluate and validate Long Lead Items
Revisit Resource Allocation if supports the phasing plan
Emphasis should be given to Preventive Plans avoiding

recovery plan.

BU S T E R
Extension of time
The first step in performing Time impact Analysis (TIA) is to have a
good and agreed Baseline Schedule to compare the delay against.
Simple Cause and Effect Relationship
Prompt Notification
Analysis of contemporaneous Time Impact helps promotes
awareness of Delay & Mitigation
Always consider presence of Concurrent delays

BU S T E R
Fundamental of TIA
Baseline Schedule is Agreed

Periodic Updates
Timely Notices of Delays
Contractor Use a Frag-net
Recognized / Agreed the impact on a periodic basis.
Agreed on Entitlement
Administer the Contract

BU S T E R
Recovery Plan
Recovery Plan is use to recuperate any lost time and bring the
schedule back on track.
Schedule compression proposed potential solution to impacts
caused by slippage or change
Crowded activities shown on recovery schedule going on at the
same time is usually not realistic and often not achievable
As the recovery schedule is developed, the project team must be
aware of the risks associated by the schedule compression.
Crashing
Fast Tracking
6. Robust Tracking Technique s- The Missing Link Revealed
Un-excusable Delay
Excusable Delay
Trace & Track Activity Trail
Trace & Track Activity Trail
Run a Critical Path
Run a Critical Path
Add a Frag-net
Add a Frag-net
Create a Recovery Plan
Concurrent Delay
Kick-Off a scheduling Meeting
Keep them informed (Notices)
Execute Schedule Compression
EOT
Re-assess the Progress
Re-baseline
6. Robust Tracking Techniques - The Missing Link Revealed

Tracking when there is Un-excusable Delay
R
A
C
K
E
R
Trace & Track the Activity

Trace the trail of an activity even before it start
1 step forward 2 steps backward
Track the WIP (Work in progress)
Validate ECD (Estimate Completion Date)
Avoid Bad Multi-tasking
Re-visit Resource Allocation
Run a Critical Path
Add a Frag-net
Shop Drawing
Procurement
Slab Concreting
Masonry Wall

T Trace & Track Activity Trail

R Run Critical Path
Re-run critical path
Focus on the Critical Path
Put Near Critical on Watch list
A
C
K
E
R
Add a Frag-net


R Run Critical Path
A
Add a Frag-net
The Frag-net shall identify the predecessors
to the new activities and demonstrate the
impacts to successor activities.
C
K
E
R



R Run Critical Path
A
Add a Frag-net

A good recovery schedule is one that was developed prompt ,
backed up by a timeline, supported by top management and
fully coordinated with other involved parties.
K
E
R



R Run Critical Path
A
Add a Frag-net
C Create a Recovery Plan

K Kick-Off a Scheduling Meeting
The key is to make sure all the key people are present this includes the PM,
scheduler, PMT members, SME, Project sponsors and subcontractors
E
R



R Run Critical Path
A
Add a Frag-net

K Kick-Off a scheduling Meeting
E

Participation and commitment of the subcontractors are
crucial in the success of a recovery plan


R Run Critical Path
A
Add a Frag-net

K Kick-Off a scheduling Meeting
E Execute Schedule Compression
R

Constantly evaluate the status of activities to see if the schedule is
recovering from delay.
Repeat the process, Keep on Tracking, and Communicating
6. Robust Tracking Techniques- The Missing Link Revealed
Un-excusable Delay
Excusable Delay
Trace Activity Trail
Trace Activity Trail
Run a Critical Path
Run a Critical Path
Add a Frag-net
Add a Frag-net
Create Recovery Plan
Concurrent Delay
Kick-Off a schedule summit
EOT
Repeat the process
Re-baseline

Tracking when there is Excusable Delay

R Run Critical Path
A
Add a Frag-net
Concurrent Delays
A concurrent delay occurs when two or more independent
causes of delay overlap in time
Concurrent delay although difficult to assess due to its
complexity still relies on basic of critical path principle.
K
E
R

EOT
Re-baseline


R Run Critical Path
A
Add a Frag-net
Concurrent Delays
Keep them Informed (Notice)

Notice allows contractor to strengthen its rights to pursue additional time
and cost for any unforeseen undesirable events that may later arise
Keep contemporaneous records
E
R
EOT
Re-baseline


R Run Critical Path
A
Add a Frag-net
Concurrent Delays
Keep them Informed (Notices)
Extension of Time (EOT)

Every time there is a contract change or the contractor think he is
entitled to an extension of time, the contractor shall submit a TIA.
Re-baseline

T Trace Activity Trail

R Run Critical Path
A
Add a Frag-net
Concurrent Delays
Keep them Informed (Notices)
Extension of Time (EOT)
Re-baseline
Once the changes approved the old baseline schedule need
to be updated and re-issue as a new baseline schedule.
7. Schedule Development- with the aid of software: A Step by Step Procedure

Create
WBS
Subdividing deliverables into smaller, more manageable components.
The lowest level of the WBS component is also called WORK PACKAGES
It can be represented by a series of numbers, letters, or a combination of

both which is called CODE OF ACCOUNTS
WBS
A hierarchical decomposition of the total scope of work to be carried out by

the project team to accomplish the project objectives and create the required
deliverables.
PMBOK-Guide 5th Edition
The final output of this process is the SCOPE BASELINE
7. Schedule Development- with the aid of software

Create
WBS
Define
Schedule
Activities
Process of identifying and documenting the specific actions to be performed to

The main input of this process is the SCOPE BASELINE
The main output of this process is the ACTVITY LIST
Provide a basis for estimating, scheduling, executing monitoring and controlling

the project work.
Each Activity Name shall have an identifier and a unique description

Create
WBS
Define
Schedule
Activities
Define/
Estimate
Resources
Estimating what and how many resources will be needed for an activity to be
completed
Resources are the money, material, manpower, machines (equipment and tools),
and time used to complete activities in a project.
Resource is not unlimited
The type of Resources required can come from the cost estimate
By assigning resources to scheduled activities, costs and hours will be integrated

into the schedule

Create
WBS
Define
Schedule
Activities
Define/
Estimate
Resources
Determine
Calendars/
Working
Time
Calendars define the working and nonworking time for a project
Calendars define the length of the workweek, holidays, and exceptions.
Calendars will need to be modified for holidays/non-work periods and other

calendars may need to be created
Many scheduling specifications require that weather delay allowances be

incorporated into the calendar.

Create
WBS
Define
Schedule
Activities
Define/
Estimate
Resources
Determine
Calendars/
Working
Time
Estimate
Activity
Durations
Estimating the number of work periods need to complete the individual activities
with estimated resources.
People actually doing the work is the best source of input (i.e. subcontractors)
The duration estimate is progressively elaborated
Some scheduling specifications require that activity durations should not more
than 15 days in duration
Expert Judgement
Analogous Estimating
Parametric Estimating
Three-Point Estimating
Group-Decision Making
Reserve Analysis

Create
WBS
Estimate
Activity
Durations
Define
Schedule
Activities
Define/
Estimate
Resources
Determine
Calendars/
Working
Time
Sequence
Activities
Types of Activity Relationships:

Finish-to-Start (FS)
Start-to-Start (SS)
Finish-to-Finish (FF)
Start-to-Finish (SF)
It defines the logical sequence of work to obtain the greatest

efficiency given all project constraints.
A task dependency is the relationship between two tasks in

which one task depends on the start or finish of another task in
order to begin or end.
A Predecessor relationship defines the activity that must
occur prior to another activity
A Successor relationship defines the activity that must
occur after another activity

Create
WBS
Define
Schedule
Activities
Estimate
Activity
Durations
Define/
Estimate
Resources
Determine
Calendars/
Working
Time
Sequence
Activities
LAG time is an offset or delay between tasks that have a dependency.
Lag can be used with all activity types and enter lag time as a positive value
Care should be used with negative lags because they can affect risk analysis
One activity may finish before its predecessor is complete if using a negative lag.
Most scheduling specifications do not allow negative lags

Create
WBS
Estimate
Activity
Durations
Define
Schedule
Activities
Sequence
Activities
Define/
Estimate
Resources
Determine
Calendars/
Working
Time
Schedule
the
Project
The scheduling software will calculated schedule model start and finish dates.
Microsoft Project calculates the schedule automatically.
In Primavera software, the data date should be reviewed and adjusted prior to
scheduling.
The data date is a point in time when the status of the project is recorded,
sometimes also called as-of date or status date.

Create
WBS
Estimate
Activity
Durations
Define
Schedule
Activities
Sequence
Activities
Define/
Estimate
Resources
Schedule
the
Project
Determine
Calendars/
Working
Time
Eliminate
Schedule
Flaws/ Errors
Loop is basically a circular reference that the software cannot recognized

Logic loops occur when the network path contains circular logic, a path of
successors for an activity includes at least one activity that is also designated as a
predecessor to the activity.
Activity A
Activity B
Activity C
The software cannot break out of the loop and stops the calculating process.

Create
WBS
Estimate
Activity
Durations
Define
Schedule
Activities
Sequence
Activities
Define/
Estimate
Resources
Schedule
the
Project
Determine
Calendars/
Working
Time
Eliminate
Schedule
Flaws/ Errors
Open end activities are activities with no predecessor nor successor relationship to
other activities in the schedule
There should only be 2 open ended activities on any schedule
There are scheduling software that produce log report for open end activities
Open-end activities often contain an excessive amount of positive total float

Create
WBS
Estimate
Activity
Durations
Define
Schedule
Activities
Sequence
Activities
Define/
Estimate
Resources
Schedule
the
Project
Determine
Calendars/
Working
Time
Eliminate
Schedule
Flaws/ Errors
Analyze
Critical
Path
The Longest amount of time that it will take you to get to the end of the
project.
Any impact on the critical path will impact the overall project timeline.
A critical activity is an activity with zero or negative total float.
Critical Path is the sequence of activities that represent the longest path through
the project, which determines the shortest possible project duration.
PMBOK-Guide 5th Edition

Create
WBS
Estimate
Activity
Durations
Analyze
Critical
Path
Define
Schedule
Activities
Sequence
Activities
Define/
Estimate
Resources
Schedule
the
Project
Determine
Calendars/
Working
Time
Eliminate
Schedule
Flaws/ Errors
Assign
Constraints
Constraint is a limiting factor that affects the execution of a project,program,portfolio,or

process.
Could be any interim milestone that must meet for the client as well as a finish date.
Constraints are imposed schedule restrictions (such as dates) that cannot be built
into the logic
They require manual entry of dates and can limit the schedules flexibility

Create
WBS
Estimate
Activity
Durations
Analyze
Critical
Path
Define
Schedule
Activities
Sequence
Activities
Define/
Estimate
Resources
Schedule
the
Project
Determine
Calendars/
Working
Time
Eliminate
Schedule
Flaws/ Errors
Assign
Constraints
Constraints can be defined as one of the following:

As Late As Possible
Finish No Earlier Than
Finish No Later Than
Must Finish On
Must Start On
Start No Earlier Than
Start No Later Than

Create
WBS
Estimate
Activity
Durations
Analyze
Critical
Path
Define
Schedule
Activities
Sequence
Activities
Assign
Constraints
Define/
Estimate
Resources
Schedule
the
Project
Determine
Calendars/
Working
Time
Eliminate
Schedule
Flaws/ Errors
Determine
the
Finish Date
Contract Award give us a determination of how many days the schedule has to take
i.e. 360 cd.
End date can be calculated from NTP and adjust the schedule as necessary.

Create
WBS
Estimate
Activity
Durations
Analyze
Critical
Path
Define
Schedule
Activities
Sequence
Activities
Assign
Constraints
Define/
Estimate
Resources
Schedule
the
Project
Determine
the
Finish Date
Determine
Calendars/
Working
Time
Eliminate
Schedule
Flaws/ Errors
Resource &
Cost load the
Activities
Cost and resource assignments are made at the activity level

At first assume unlimited resources are available
But once the final logic is created, resource allocation need to be adjusted for optimization.
Resource curves may be used to control how resource are spread over the duration of an activity

Create
WBS
Estimate
Activity
Durations
Analyze
Critical
Path
Calculate
Activity Project
Budgets
Define
Schedule
Activities
Sequence
Activities
Assign
Constraints
Define/
Estimate
Resources
Schedule
the
Project
Determine
the
Finish Date
Determine
Calendars/
Working
Time
Eliminate
Schedule
Flaws/ Errors
Resource &
Cost load the
Activities
The schedule software will calculate budgets for each activity based on the
resource loadings.
An activitys budget is the sum of all of its resource budgets.
The scheduling software will need to be organized so that the project cost total
will be displayed. This can be done by organizing the activity codes to be
summarized.

Create
WBS
Estimate
Activity
Durations
Analyze
Critical
Path
Calculate
Activity Project
Budgets
Define
Schedule
Activities
Sequence
Activities
Assign
Constraints
Create
Activity
Codes
Define/
Estimate
Resources
Schedule
the
Project
Determine
the
Finish Date
Determine
Calendars/
Working
Time
Eliminate
Schedule
Flaws/ Errors
Resource &
Cost load the
Activities
Activity codes enable you to categorize activities into logical

groups based on your organization's criteria
They are values assigned to project activities to organize
them into manageable groups for updating, analyzing, and
reporting

Create
WBS
Estimate
Activity
Durations
Analyze
Critical
Path
Calculate
Activity Project
Budgets
Define
Schedule
Activities
Sequence
Activities
Assign
Constraints
Create
Activity
Codes
Define/
Estimate
Resources
Schedule
the
Project
Determine
the
Finish Date
Apply Critical
Chain and
Insert
Buffet Time
Determine
Calendars/
Working
Time
Eliminate
Schedule
Flaws/ Errors
Resource &
Cost load the
Activities
Protect the Critical Path

Add Project Buffer Time on Critical Path
and place it at the end
Insert Feeding Buffer Time on Non
Critical Path Activities
CRITICAL CHAIN. The longest path of dependency of

both task and RES.

Create
WBS
Estimate
Activity
Durations
Analyze
Critical
Path
Calculate
Activity Project
Budgets
Define
Schedule
Activities
Define/
Estimate
Resources
Schedule
the
Project
Sequence
Activities
Assign
Constraints
Create
Activity
Codes
Determine
the
Finish Date
Apply Critical
Chain and
Insert
Buffet Time
Determine
Calendars/
Working
Time
Eliminate
Schedule
Flaws/ Errors
Resource &
Cost load the
Activities
Set Target
and Baseline
Schedule
A baseline or target schedule is a project plan that can be

compared to the current schedule to measure progress.
The baseline schedule should not be modified once approved
7. Epilogue
The Missing Link of Schedule Management
We need to make sure that our project schedule is on Track
Practice BUSTER when implementing Schedule Management,
Be sure not to deviate from the Baseline and missed any opportunity to improve the
critical Apply the concept of TRACKER when we execute the schedule monitoring &
controlsBecause Schedule Activities need not only be monitor and controls, it must be
tracked!
To schedulers...Now we learned the recipe of a good schedule, make sure your schedule is
simple and usefulBecause useful schedules are those that are actually used!
Everything we have learned thus far makes sense only if it is applied in real world projects.
A good scheduler is only as good as the schedule model.
For the Project manager and Senior Management to acknowledge
the value of schedule as a coordination tool and not just for contract compliance
Because when your project is completed within scope, on time
and within budget Your Schedule Management is a
www.PMI.org
Thank you , appreciated your time!
Questions?
www.PMI.org
References:
-Patrick Waver on his Improving Schedule Management PMI 2009 Global
Congress Proceedings-KL Malaysia
-PMBOK-Guide 5th Edition
-PMI Practice Standard for Scheduling 2nd Edition page 1
-AACE Planning & Scheduling Professional Certification Study Guide 1st Ed.
-Critical Chain by Eliyahu Goldratt
www.PMI.org

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2015 PMI Scheduling Conference

Presenter: Renato Santos, PMP, PMI-SP, Green Belt Six Sigma

Introduction What is the Missing Link of Schedule Management?

Missing link A metaphor for Schedule Management!

Why do so many professionals say they are project managing, when

Never underestimate the possibility of stating the obvious!

2. Overview of Planning and Scheduling

Why do we need to plan and schedule our project?

2. Overview of Planning and Scheduling

Scheduling is the application of skill, techniques, and intuition acquired

2. Overview of Planning and Scheduling

Scheduling provides a detailed plan that represents

2. Overview of Planning and Scheduling

PLANNING and SCHEDULING

2. Overview of Planning and Scheduling

PLANNING and SCHEDULING

One can always see how much he has

And how far he is from his destination.

Project Management is what you dowhen you dont do schedule!

2. Overview of Planning and Scheduling

PLANNING and SCHEDULING

Fully integrated and collaborated schedule

3. Schedule Management Processes

Project Time/ Schedule Management includes the processes

3. Schedule Management Processes

Plan Schedule Management

Estimate Activity Duration

Estimate Activity Resources

Monitoring and Controlling

3. Schedule Management Processes

Schedule Model is a representation of the plan for executing the projects

3. Schedule Management Processes

3. Schedule Management Processes

4. Control Schedule Process - Missing Link

5. Applied Schedule Management Process that work!

Update the Schedule

5. Applied Schedule Management Process that work!

5. Applied Schedule Management Process that work!

5. Applied Schedule Management Process that work!

Baseline Schedule is the approved version of a schedule model that can be

5. Applied Schedule Management Process that work!

5. Applied Schedule Management Process that work!

5. Applied Schedule Management Process that work!

5. Applied Schedule Management Process that work!

A Hotlist is a record of Critical Path activities

5. Applied Schedule Management Process that work!

Focusing on activities that are on the Critical Path

Emphasis should be given to Preventive Plans avoiding

5. Applied Schedule Management Process that work!

5. Applied Schedule Management Process that work!

Baseline Schedule is Agreed

5. Applied Schedule Management Process that work!

6. Robust Tracking Technique s- The Missing Link Revealed

Trace & Track Activity Trail

Trace & Track Activity Trail

Run a Critical Path

Run a Critical Path

Create a Recovery Plan

Kick-Off a scheduling Meeting

Keep them informed (Notices)

Execute Schedule Compression

Re-assess the Progress

6. Robust Tracking Techniques - The Missing Link Revealed

Trace & Track the Activity