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1CS-413
Time Management (Part 9)
Bilgisayar Mühendisliği Bölümü – Bilkent Üniversitesi – Fall 2009
Dr.Çağatay ÜNDEĞER
InstructorBilkent University, Computer Engineering
Middle East Technical University, Game Technologies
&
General ManagerSimBT Inc.
e-mail : [email protected]
2CS-413
Time Management
• Project Management Components (knowledge areas)– Project Integration Management– Project Scope Management– Project Time Management– Project Cost Management– Project Human Resource Management– Project Communication Management– Project Quality Management– Project Risk Management– Project Procurement Management
3CS-413
Time Management
• Introduction• Activity Definition• Activity Sequencing• Activity Duration Estimation• Schedule Development• Schedule Control
4CS-413
Time Management(Introduction)
• Includes the process required to ensure timely completion of project.
• Follows a “divide and conquer” strategy of breaking down a project into components that can be managed and controlled more easily.
• Once components are determined, – A sequence for doing the work tasks
(schedule) is established, – Resources are assigned to those tasks, – Durations of tasks are estimated.
5CS-413
Time Management(Introduction)
• A project schedule generally created early in the project,– During initiation and planning.
• However,– Schedules are used in execution phases to
help development; and– They will force development team to met
some timing constraints (milestones).
6CS-413
Time Management(Introduction)
• Schedules (except some milestones) may frequently need to be updated as the project progress.
• As project moves forward, – Estimations become more accurate.
• This is reffered as cone of uncertainty [Barry Boehm 1981].
7CS-413
Time Management(Introduction)
• Cone of uncertainty:– A progressively more detailed and
accurate projection of project schedule and duration as project deliverables and activities are specified in more detail.
Feasibility ConceptOperation
RequirementsSpecification
ProductDesign
DetailSpecification
AcceptedSoftware
1
0.1
10
2
0.5
Cone of uncertainty from Boehm
8CS-413
Time Management(Introduction)
• According to PMI;– At very early phases:
• Magnitude estimates: +75% -25%.– After components are specified in more
details, budget is estimated:• Budgetary estimates: +25% -10%.
– When project resources and activities are highly detailed:• Definite estimates: +10% -5%.
9CS-413
Time Management(Major Phases)
• Activity Definition:– Identifying specific activities that must be
performed to produce project deliverables.• Activity Sequencing:
– Identifying and documenting interactivity dependencies.
• Activity Duration Estimation:– Estimating the number of work periods required to
complete individual activities.• Schedule Development:
– Analyzing activity sequences, activity durations, and resource requirements to create a schedule.
• Schedule Control:– Controlling changes to project schedule.
10CS-413
Time Management
• Introduction• Activity Definition• Activity Sequencing• Activity Duration Estimation• Schedule Development• Schedule Control
11CS-413
Activity Definition(Introduction)
• Involves identifying and documenting specific activities that must be performed to produce deliverables and sub-deliverables in work breakdown structures.
12CS-413
Activity Definition(Introduction)
• Work breakdown structures:– Deliverable-Oriented:
• Deliverables are listed in WBS.– Task-Oriented:
• Tasks to produce deliverables are listed in WBS.
13CS-413
Activity Definition(Introduction)
• If WBS is deliverable-oriented,– Activity definition generates activities for
creating deliverables defined in WBS.– So output is called the activity list.
• If WBS is task-oriented,– Activity definition is performed in
coordination with scope definition to determine both deliverables and tasks in WBS.
14CS-413
Activity Definition(Inputs)
• Work breakdown structure• Scope statement• Historical information• Constraints• Assumptions• Expert judgement
15CS-413
Activity Definition(Inputs)
• Work breakdown structure:– A deliverable-oriented WBS
• Scope statement:– Contains project objectives.
• Historical information:– Historical information collected in
previous projects could be helpful for doing estimations.
16CS-413
Activity Definition(Inputs)
• Constraints:– Factors limiting development options.
• Assumptions:– Factors that are accepted as true.
• Expert judgement:– Experts could be very useful in clarifying
inputs.
17CS-413
Activity Definition (Tools & Techniques)
• Templates • Decomposition
18CS-413
Activity Definition (Tools & Techniques)
• Templates:– An activity list from a previous project can
be used as a template for the new project.
– These templates, may also include;• Resource skills and • Required hours of effort for common
activities.
19CS-413
Activity Definition (Tools & Techniques)
• Decomposition:– Involves sub-dividing project work
packages into smaller components.– Final outputs should be described as
activities, not as deliverables.
20CS-413
Activity Definition (Tools & Techniques)
• Decomposition:– Decompose an activity until the activity;
• Can be performed by one person or a well-defined group;
• Has a single, clearly identifiable deliverable;
• Has a known method or technique;• Has well-defined predecessor and
successor steps;• Is measurable so that level of
completion can be determined.
21CS-413
Activity Definition (Tools & Techniques)
• Decomposition:– Rolling wave planning:
• Often, activities for the next few steps can be planned at a sufficient level of detail.
• In this case, rolling wave planning technique is used.
• Closest activities are planned at a detailed level;
• Activities farther in the future are planned only at a general level.
22CS-413
Activity Definition (Outputs)
• Activity list• Supporting detail• Work breakdown structure updates
23CS-413
Activity Definition (Outputs)
• Activity list:– Includes all activities that will be
performed within the project.– Should be an extention to WBS if a
delivery-oriented WBS is used.– Should be clear enough to let team
members understand the content.
24CS-413
Activity Definition (Outputs)
• Supporting detail:– Includes all identified constraint and
assumptions, and other related details.• Work breakdown structure updates:
– Any missing deliverable identified during the activity definition should be integrated to WBS.
25CS-413
Time Management
• Introduction• Activity Definition• Activity Sequencing• Activity Duration Estimation• Schedule Development• Schedule Control
26CS-413
Activity Sequencing(Introduction)
• Involves identifying and documenting interactivity logical relationships.
• Activities must be sequenced accurately to support later development of realistic and achievable schedule.
• In this phase, a network diagram will be generated to identify sequence.
27CS-413
Activity Sequencing(Inputs)
• Activity list• Product description• Mandatory dependencies• Discretionary dependencies• External dependencies• Milestones
28CS-413
Activity Sequencing(Inputs)
• Activity list:– List of activities for producing
deliverables.• Product description:
– Product characteristics may affect sequencing,
– So they should be reviewed to ensure accuracy.
29CS-413
Activity Sequencing(Inputs)
• Mandatory dependencies:– Those that are inherent in the nature of
work being done.– For instance, implementation should be
started before testing.– Also called hard logic.
30CS-413
Activity Sequencing(Inputs)
• Discretionary dependencies:– Those that are defined by the project
management team.– Should be used with care,
• Since they may limit later scheduling options.
– Also called;• Soft logic, • Preferred logic or • Preferential logic.
31CS-413
Activity Sequencing(Inputs)
• External dependencies:– Those that involve a relationship between
project activities and nonproject activities.
– For instance, programming language software should be delivered before implementation starts.
32CS-413
Activity Sequencing(Inputs)
• Milestones:– Deadlines that are forced by the
stakeholders’ requirements.– Milestone events need to be part of
activity sequencing to assure that requirements for meeting milestones are met.
33CS-413
Activity Sequencing (Tools & Techniques)
• Precedence diagramming method (PDM)• Arrow diagramming method (ADM)• Conditional diagramming method• Network templates
34CS-413
Activity Sequencing (Tools & Techniques)
• Precedence diagramming method (PDM):– A method of constructing a project
network diagram;• That uses boxes or rectangles (nodes)
to represent activities, and • Connects them with arrows that show
dependencies.
A D
B E
F
End
C
Start
G
Dummy node Dummy node
35CS-413
Activity Sequencing (Tools & Techniques)
• Precedence diagramming method (PDM):– Has the ability to illustrate four types of
task dependencies among activities.– Types of dependencies:
• Finish-to-start• Start-to-start• Finish-to-finish• Start-to-finish
36CS-413
Activity Sequencing (Tools & Techniques)
• Precedence diagramming method (PDM):– Finish-to-start:
• One activity cannot start until another activity has been completed.
• For instance, programmers cannot start programming until programming language has been chosen.
• The most commonly used logical relationship type.
P.L. chosen Programming
37CS-413
Activity Sequencing (Tools & Techniques)
• Precedence diagramming method (PDM):– Start-to-start:
• The start of sucessor depends on the start of predecessor.
• For instance, programming cannot start until some portion of program design is decided on.
Designing
Programming
38CS-413
Activity Sequencing (Tools & Techniques)
• Precedence diagramming method (PDM):– Finish-to-finish:
• Completion of successor activity depends on the completion of the predecessor.
• For instance, testing a system cannot be finished until programming is completed.
Programming
Testing
39CS-413
Activity Sequencing (Tools & Techniques)
• Precedence diagramming method (PDM):– Start-to-finish:
• Completion of the successor activity depends on the beginning of the predecessor.
• For instance, backuping first version of code segment cannot be completed until programming begins.
• Rarely used.
Programming
Backuping code
40CS-413
Activity Sequencing (Tools & Techniques)
• Arrow diagramming method (ADM):– Another network diagramming technique
that represents project activities as arrows and connects them at nodes to show their dependencies.
1
2
3
4
6
5
7
A = 2
B = 3
F = 2
C = 1
D = 1
E = 5
H = 5
I = 3
J = 4
G = 2
41CS-413
Activity Sequencing (Tools & Techniques)
• Arrow diagramming method (ADM):– Uses only finish-to-start dependencies.– May require use of dummy activities to
define all logical relationships correctly.
1
2
3
4
5
6
A
B
D
C
E
F
Dummy activity
42CS-413
Activity Sequencing (Tools & Techniques)
• Conditional diagramming method:– Used for defining nonsequential activities
such as conditional branches and loops.
Perform testing Implementation Completed?
Perform implementation
Start implementation
End implementation
Yes
No
43CS-413
Activity Sequencing (Tools & Techniques)
• Network templates:– Standardized networks can be used to
accelarate preparation of network diagrams.
– Portions of networks are offen reffered to as subnets or fragnets.
44CS-413
Activity Sequencing (Outputs)
• Project network diagram• Activity list updates
45CS-413
Activity Sequencing (Outputs)
• Project network diagram:– May include full project details or have
summary activities. – Any unusual sequence should be fully
described.• Activity list updates:
– Activity definition process may generate updates to activity lists.
46CS-413
Time Management
• Introduction• Activity Definition• Activity Sequencing• Activity Duration Estimation• Schedule Development• Schedule Control
47CS-413
Activity Duration Estimation(Introduction)
• Process of taking information on project scope and resources, and
– Then developing durations for input to schedules.
• Inputs for estimates of a duration typically originate from person or group on project team who is most familiar with the nature of a specific activity.
• Estimates are often progressively elaborated.
48CS-413
Activity Duration Estimation(Introduction)
• Estimating number of work periods required to complete an activity will often require consideration of elapsed time.
– Weekends and holidays should be considered.
– For instance, • If a task requires 3 days of work, but
first day begins on Friday, • Then elapsed time will be 5 days
because of weekend.
49CS-413
Activity Duration Estimation (Inputs)
• Activity list• Constaints• Assumptions• Resource requirements• Resource capabilities• Historical information• Identified risks
50CS-413
Activity Duration Estimation (Inputs)
• Activity list:– List of activities for producing
deliverables.• Constaints:
– Factors limiting the development options.• Assumptions:
– Factors that are accepted as true.
51CS-413
Activity Duration Estimation (Inputs)
• Resource requirements:– Duration of most activities will be
significantly influenced by the resources assigned to them.
– For instance;• Allocating two people to a task may
halve the time required to complete the task.
• Allocating a half-time person to a task may double the time required to complete task.
52CS-413
Activity Duration Estimation (Inputs)
• Resource requirements:– Increasing number of personnel assigned
to a task does not necessarily mean reducing the time linearly.
– Because additional resources will increase communication overload.
– Also some tasks may not be performed in parallel.
53CS-413
Activity Duration Estimation (Inputs)
• Resource capabilities:– Duration of most activities will be
significantly affected by the capabilities of human and material resources assigned to them.
– For instance, assigning an experienced person to a task will reduce the time required to complete the task.
54CS-413
Activity Duration Estimation (Inputs)
• Historical information:– Likely durations of activities can be
estimated from historical information.– Possible sources:
• Project files• Commercial duration estimation
databases• Project team knowledge
55CS-413
Activity Duration Estimation (Inputs)
• Historical information:– Possible sources:
• Project files: – Records of previous projects that
the organizations in the current project were involved in.
56CS-413
Activity Duration Estimation (Inputs)
• Historical information:– Possible sources:
• Commercial duration estimation databases:
– Some historical information that could be available commercially (e.g. How long a governmental agency usually takes to respond to certain types of requests).
57CS-413
Activity Duration Estimation (Inputs)
• Historical information:– Possible sources:
• Project team knowledge: – Individual members of team may
» Remember previous actuals or estimates, and
» Use their experience.– These estimations are generally
less reliable than documented results.
58CS-413
Activity Duration Estimation (Inputs)
• Identified risks:– Project team should consider identified
risks when producing duration estimates.– Since risks can have significant influence
on durations.– Revise baseline duration estimations for
activities having risks with high probability of impact.
59CS-413
Activity Duration Estimation(Tools & Techniques)
• Expert judgement• Analogous estimating• Quantitatively based durations• Reserve time (contingency)
60CS-413
Activity Duration Estimation(Tools & Techniques)
• Expert judgement:– Durations are often difficult to estimate
Because of number of factors that can influence them.
– Expert judgement should be used if possible, else it would be risky.
61CS-413
Activity Duration Estimation(Tools & Techniques)
• Analogous estimating:– Means using actual duration of a
previous, similar activity as the basis for estimating duration of a future activity.
– Also called top-down estimating.– A form of expert judgement.
62CS-413
Activity Duration Estimation(Tools & Techniques)
• Quantitatively based durations:– Quantities to be performed for each work
category, when multiplied by productivity unit rate, can be used to estimate activity durations ( Quantity x Productivity )
– Quantities: e.g. number of drawings, number of functions.
– Productivity unit rate: e.g. hours per drawing, hours per function.
63CS-413
Activity Duration Estimation(Tools & Techniques)
• Reserve time (contingency):– To reduce risks,
• Project team may add some extra time frame to risky activity durations or elsewhere in schedule.
– This extra time is called;• Time reserve,• Contingency or• Buffer.
– Can be either in percentage or a fixed amount.
64CS-413
Activity Duration Estimation(Outputs)
• Activity duration estimates• Basis of estimates• Activity list updates
65CS-413
Activity Duration Estimation(Outputs)
• Activity duration estimates:– Should always include some indication of
range of possible results.– For instance,
• With high probability, activity will take 2 weeks ±2 days.
66CS-413
Activity Duration Estimation(Outputs)
• Basis of estimates:– Assumptions made in developing
estimates must be documented.• Activity list updates:
– Process may generate updates to activity lists.
67CS-413
Time Management
• Introduction• Activity Definition• Activity Sequencing• Activity Duration Estimation• Schedule Development• Schedule Control
68CS-413
Schedule Development(Introduction)
• Means determining start and finish dates for project activities.
• Schedule development process must often be iterated a number of times prior to determination of final project schedule.
69CS-413
Schedule Development(Inputs)
• Project network diagram• Activity duration estimations• Resource requirements• Resource pool description• Calenders• Constraints• Assumptions• Leads and lags• Risk management plan• Activity attributes
70CS-413
Schedule Development(Inputs)
• Project network diagram:– Shows activity sequencing.
• Activity duration estimations:– Shows number of work periods required
for each activity.• Resource requirements:
– Include number of resources assigned to tasks.
71CS-413
Schedule Development(Inputs)
• Resource pool description:– Stores knowledge of what resources will
be available at what times and in what patterns.
– For instance, a shared or critical resources can be difficult to schedule
• Since their availability may be highly variable.
72CS-413
Schedule Development(Inputs)
• Resource pool description:– Amount of detail may vary in time.– For instance,
• For preliminary schedule,– One may only need to know
number of consultants required.• For final schedule,
– One may need to know which specific consultants are required.
73CS-413
Schedule Development(Inputs)
• Calenders:– Project and resource calenders identify
periods when work is allowed. – Project calenders affect all resources
(e.g. 5 day work in a week).– Resource calenders affect a specific
resource or a category of resources (e.g. A staff may be on vacation, a half-time staff).
74CS-413
Schedule Development(Inputs)
• Constraints:– Factors that will limit the development
options.– Major time constraints:
• Imposed dates• Key events or milestones
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Schedule Development(Inputs)
• Constraints:– Major time constraints:
• Imposed dates:– Restrics activities as to;
» Start no earlier than a specific date or
» Finish no later than a specific date.
76CS-413
Schedule Development(Inputs)
• Constraints:– Major time constraints:
• Key events or milestones:– Completion of certain deliverables by a
specific date may be requested » By customer, sponsor or Other
stakeholders.– Once scheduled,
» These days become expected, and» Often may be moved with great
difficulty.
77CS-413
Schedule Development(Inputs)
• Assumptions:– Factors that are accepted as true.
78CS-413
Schedule Development(Inputs)
• Lead time:– Time required by one task before another
task can begin.– For instance, in start-to-start relation,
• Testing can only be started after some portion of code is implemented.
Implementation
Testing
Lead time
Development
Quality Inspection
Lead time
79CS-413
Schedule Development(Inputs)
• Lag time:– Time delay between completion of one
task and start of its successor.– For instance, in finish-to-start relation,
• Testing can only be started after implemention and compiling code are completed.
Implementation Testing
Lag time (Compiling)
80CS-413
Schedule Development(Inputs)
• Risk management plan:– A plan for detecting, monitoring risks and
minimizing their impacts.• Activity attributes:
– Attributes of activities including;• Responsibility (who),• Geographic area or building (where),• WBS classification (which branch),• Activity type (other details),
81CS-413
Schedule Development (Tools & Techniques)
• Matematical analysis• Duration compression• Simulation• Resource leveling• Project management software• Coding structure
82CS-413
Schedule Development (Tools & Techniques)
• Matematical analysis:– Involves calculating;
• Theoretical early and late start and finish dates for all project activities
– Without regard for any resource pool limitations.
– Result is not a schedule, • But indicate time periods within which
activity could be scheduled – Given resource limits and other
known constraints.
83CS-413
Schedule Development (Tools & Techniques)
• Matematical analysis:– Most widely known techniques:
• Critical path method (CPM)• Graphical evaluation and review
technique (GERT)• Program Evaluation and Review
Technique (PERT)
84CS-413
Schedule Development (Tools & Techniques)
• Matematical analysis:– Critical path method (CPM):
• Calculates a single, deterministic early and late start and finish date for each activity;
• Based on deterministic network logic and duration estimates.
1
2
3 65
6
4
7
Early start
D = 1
Late start Early finish
Late finish
85CS-413
Schedule Development (Tools & Techniques)
• Matematical analysis:– Graphical evaluation and review
technique (GERT):• A network analysis technique that
allows probabilistic network logic and duration estimates.
• Nowadays, not considered as a generally accepted and used scheduling technique.
86CS-413
Schedule Development (Tools & Techniques)
• Matematical analysis:– Program Evaluation and Review
Technique (PERT):• Uses a weighted average duration
estimate to calculate activity durations.
• Nowadays, seldomly used.
87CS-413
Schedule Development (Tools & Techniques)
• Matematical analysis:– Program Evaluation and Review Technique
(PERT):• Optimistic, most likely and pessimistic
durations are used.
88CS-413
Schedule Development (Tools & Techniques)
• Duration compression:– A special case of mathematical analysis;
• That looks for ways to shorten project schedule.
– Techniques:• Crashing• Fast tracking
89CS-413
Schedule Development (Tools & Techniques)
• Duration compression:– Crashing:
• Dedicating extra resources to an activity in an attempt to finish activity sooner than its normal schedule.
• For example, hiring an extra personnel for an activity.
90CS-413
Schedule Development (Tools & Techniques)
• Duration compression:– Fast tracking:
• Means performing activities in parallel that would normally be done in sequence.
• For instance, – Starting to write code before design
is completed.• Often results in rework and usually
increases risks.
91CS-413
Schedule Development (Tools & Techniques)
• Simulation:– A process of calculating different
scenarios and their effects on the project schedule.
– Scenarios, Project and activity durations, are generated using different assumptions, constraints and resource allocations.
92CS-413
Schedule Development (Tools & Techniques)
• Simulation:– Common used types are:
• Monte Carlo simulations• What-if analysis.
93CS-413
Schedule Development (Tools & Techniques)
• Simulation:– Monte Carlo simulations:
• Probabilistic analysis used to calculate a distribution of likely results.
• In our case, we analyze likely task and project durations.
94CS-413
Schedule Development (Tools & Techniques)
• Simulation:– What-if analysis:
• A process of evaluating alternative scenarios
– By observing how changes to selected factors affect other factors and outcomes.
• For instance, asks “what if a major component for a system is delayed”.
95CS-413
Schedule Development (Tools & Techniques)
• Simulation:– What-if analysis:
• Tries to assess the feasibility of schedule under unsuitable conditions.
• Helps preparing contingency/response plans for risks.
96CS-413
Schedule Development (Tools & Techniques)
• Resource leveling:– Any form of network analysis where
resource management issues drive scheduling decisions.
97CS-413
Schedule Development (Tools & Techniques)
• Resource leveling:– Matematical analysis produce early-start
schedules,• But these schedules may not be
feasible during some periods of time because of high resource requirements that exceeded available amount within the project.
– Resource leveling techniques reschedule activites in order to reduce resource requirements.
98CS-413
Schedule Development (Tools & Techniques)
• Resource leveling:– For instance,
• If we have one person and two tasks that were scheduled at the same time,
• Resource leveling may push one of the tasks further in the future.
Implementing A
Implementing B
Implementing A
Implementing B
Initial schedule Resource leveled schedule
99CS-413
Schedule Development (Tools & Techniques)
• Resource leveling:– Allocate scare resource to critical path
activities first approach can be applied;• To develop a schedule that reflects
such contraints.– Often results in a project duration longer
than the preliminary schedule.
100CS-413
Schedule Development (Tools & Techniques)
• Project management software:– Widely used to assist with schedule
development.– These products automate calculation of
matematical analysis and resource leveling,
– Therefore allow rapid consideration of schedule alternatives.
101CS-413
Schedule Development (Tools & Techniques)
• Coding structure:– Use coding structures to help identifying,
sorting, categorizing activities.– For instance,
• Code:– Project phase,– Activity responsibility,– Schedule level, etc.
102CS-413
Schedule Development (Outputs)
• Project schedule• Supporting detail• Schedule management plan• Resource requirement updates
103CS-413
Schedule Development (Outputs)
• Project schedule:– Includes at least planned start and
expected finish dates for each activity.– Remains preliminary until resource
assignments are confirmed.
104CS-413
Schedule Development (Outputs)
• Supporting detail:– Includes at least documentation of all
identified constraints and assumptions.– For instance;
• Resource histograms
• Alternative schedules• Schedule contingency reserves
105CS-413
Schedule Development (Outputs)
• Schedule management plan:– Defines how changes to schedule will be
managed.• Resource requirement updates:
– Resource leveling may have significant effects on resource requiements.
106CS-413
Time Management
• Introduction• Activity Definition• Activity Sequencing• Activity Duration Estimation• Schedule Development• Schedule Control
107CS-413
Schedule Control(Introduction)
• Influencing factors that create schedule changes to ensure that changes are agreed upon.
• Determining that schedule has changed.• Managining actual changes when and as
they occur.• Should be integrated with other control
processes (e.g. integration change control, scope change control...).
108CS-413
Schedule Control(Inputs)
• Project schedule• Performance reports• Change requests• Schedule management plan
109CS-413
Schedule Control(Inputs)
• Project schedule:– The approved project schedule is called
the schedule baseline.– Basis for measuring and reporting project
performance.• Performance reports:
– Provide information on schedule performance.
– For instance, which dates have been met and which have not.
110CS-413
Schedule Control(Inputs)
• Change requests:– May occur in many forms – May require extending schedule or – May allow accelerating it.
• Schedule management plan:– Defines how changes to schedule will be
managed.
111CS-413
Schedule Control(Tools & Techniques)
• Schedule change control system• Performance measurement• Additional planning• Project management software• Variance analysis
112CS-413
Schedule Control(Tools & Techniques)
• Schedule change control system:– A system that defines procedures by
which project schedule may be changed.– Includes tracking systems, paperwork...
• Performance measurement:– Any technique to asses magnitude of
variations that occur.– Helps to decide if schedule variations
requires corrective actions.
113CS-413
Schedule Control(Tools & Techniques)
• Additional planning:– If any changes are required on schedule,
• Includes revising activity durations, activity sequences, and alternative schedules.
114CS-413
Schedule Control(Tools & Techniques)
• Project management software:– Very useful for;
• Tracking planned dates versus actual dates,
• Forecasting effects of schedule changes.
115CS-413
Schedule Control(Tools & Techniques)
• Variance analysis:– During schedule monitoring, regularly
performing variance analysis is important.
– Includes comparison of planned and actual or forcast start and finish dates
• In order to see affects of variations.– Particular attention should be given to
critical and sub-critical activities.
116CS-413
Schedule Control(Outputs)
• Schedule updates• Corrective actions• Lessons learned
117CS-413
Schedule Control(Outputs)
• Schedule updates:– Any modification to schedule information.– Approved schedule updates are called
revisions.• Corrective actions:
– Anything done to bring expected future performance in line with baseline schedule.
118CS-413
Schedule Control(Outputs)
• Lessons learned:– Causes of variances,– Reasoning behind corrective actions,– Other types of lessons learned should be
documented for the future use.