Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®

Project Schedule Management

Pages (173 – 230) / PMBOK 6th Edition

Engr. Saleh Elgebaly- PMP Course 6th Edition – 00966-500800794 – 002-01004040731 – [email protected]
 PROJECT SCHEDULE MANAGEMENT ‫إدارة الجدول الزمني للمشروع‬

 Schedule management plan

 1 Activity list
 2 Activity attributes
 3 Milestone list

 Project schedule network diagrams

 LEADS AND LAGS

 Duration estimates
 Basis of estimates

 Schedule baseline
 Project schedule
 Critical path method

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 PROJECT SCHEDULE MANAGEMENT ‫إدارة الجدول الزمني للمشروع‬

Plan Schedule Management P Estimate Activity Durations P

Define Activities P Develop Schedule P

Sequence Activities P Control Schedule M&C

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PROJECT SCHEDULE MANAGEMENT ‫إدارة الجدول الزمني للمشروع‬

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 PROJECT SCHEDULE MANAGEMENT ‫إدارة الجدول الزمني للمشروع‬

KEY CONCEPTS FOR PROJECT SCHEDULE MANAGEMENT

 For smaller projects, defining activities,

 Project scheduling provides a detailed plan that sequencing activities, estimating activity
represents How and When the project will deliver durations, and developing the schedule
the products, services, and results defined in the model are so tightly linked that they are
project scope and Serves as a Tool for viewed as a single process that can be
communication, managing stakeholders’ performed by a person over a relatively short
expectations, and as a Basis for performance period of time.
reporting.

 The project management team selects a scheduling  When possible, the detailed project schedule should
method, such as Critical Path or an agile approach. remain flexible throughout the project to adjust for
knowledge gained, increased understanding of the
 Then, the project-specific data, such as the activities, risk, and value-added activities.
planned dates, durations, resources, dependencies, and
constraints, are entered into a scheduling tool to create a
schedule model for the project.
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 PROJECT SCHEDULE MANAGEMENT ‫إدارة الجدول الزمني للمشروع‬

TRENDS AND EMERGING PRACTICES IN PROJECT SCHEDULE MANAGEMENT ‫االتجاهات والممارسات الناشئة في إدارة الجدول الزمني للمشروع‬

Iterative scheduling with a backlogrem Ipsum

 This is a form of rolling wave planning based on adaptive life cycles, such
as the agile approach for product development.

 The benefit of this approach is that it welcomes changes throughout the

 development life cycle.

TRENDS

On-demand schedulingpsum
is based on the theory-of constraints and pull-based scheduling
concepts from lean manufacturing to limit a team’s work in progress
in order to balance demand against the team’s delivery throughput.

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 ‫وضع خطة إدارة الجدول الزمني‬
6.1 PLAN SCHEDULE MANAGEMENT

1. Schedule management plan

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 6.1 PLAN SCHEDULE MANAGEMENT ‫وضع خطة إدارة الجدول الزمني‬

PLAN SCHEDULE MANAGEMENT

 Defines schedule management approach for entire project
 Defines how the schedule will be :
1. Developed
2. Managed
3. Executed
4. Controlled

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 6.1 PLAN SCHEDULE MANAGEMENT ‫وضع خطة إدارة الجدول الزمني‬

Plan Schedule Management is the process of :

 Establishing the policies, procedures, and documentation for planning, developing, managing, executing, and
controlling the project schedule.
‫هي العملية التي تحدد السياسات واإلجراءات والوثائق المستخدمة في تخطيط الجدول الزمني للمشروع وتطويره وإدارته وتنفيذه ومراقبته‬

The key benefit of this process is that

 It Provides guidance and direction on how the project schedule will be managed throughout the project.
‫توفر اإلرشاد والتوجيه بشأن كيفية إدارة الجدول الزمني للمشروع على مدار‬

This process is performed once or at predefined points in the project.

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6.1 PLAN SCHEDULE MANAGEMENT ‫وضع خطة إدارة الجدول الزمني‬

Input
Outputs

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6.1 PLAN SCHEDULE MANAGEMENT ‫وضع خطة إدارة الجدول الزمني‬

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 6.1 PLAN SCHEDULE MANAGEMENT ‫وضع خطة إدارة الجدول الزمني‬

PLAN SCHEDULE MANAGEMENT: INPUTS

PROJECT CHARTER
01 Defines the summary milestone schedule that will influence the management of the project schedule.

PROJECT MANAGEMENT PLAN

02 Scope management plan Development approach

03 ENTERPRISE ENVIRONMENTAL FACTORS

04 ORGANIZATIONAL PROCESS ASSETS

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 6.1 PLAN SCHEDULE MANAGEMENT ‫وضع خطة إدارة الجدول الزمني‬

PLAN SCHEDULE MANAGEMENT: TOOLS AND TECHNIQUES

EXPERT JUDGMENT

MEETINGS
 Participants at these meetings may
include the project manager, the
project sponsor, selected project team
members, selected stakeholders,
DATA ANALYSIS anyone with responsibility for
 Alternatives analysis can include schedule planning or execution, and
determining which schedule others as needed.
methodology to use, or how to combine
various methods on the project.

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 6.1 PLAN SCHEDULE MANAGEMENT ‫وضع خطة إدارة الجدول الزمني‬

OUTPUTS
‫مع المشتريات أو الموارد البشرية‬
Project schedule
model Organizational Control thresholds
SCHEDULE MANAGEMENT PLAN development Level of accuracy procedures links

 Is a component of the project

management plan that establishes the
criteria and the activities for
developing, monitoring, and
controlling the schedule.

Reporting formats

Project schedule Rules of

Time-boxing helps to Release and model performance
minimize scope creep iteration length Units of measure maintenance measurement

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 6.2 DEFINE ACTIVITIES ‫تحديد األنشطة‬

Activity list

Activity attributes
DEFINE ACTIVITIES

Milestone list

Change requests

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 6.2 DEFINE ACTIVITIES ‫تحديد األنشطة‬

Define Activities is the process of

 Identifying and documenting the specific actions to be performed to produce the project deliverables.
.‫تحديد األنشطة هي عملية تحديد وتوثيق إجراءات معينة تُنفَّذ كي يتم إنتاج مخرجات المشروع‬

The key benefit of this process is that

 it decomposes work packages into schedule activities that provide a basis for estimating, scheduling,
executing, monitoring, and controlling the project work.
.‫ ومراقبته والتحكم فيه‬،‫ وتنفيذه‬،‫ وجدولته‬،‫سا لتقييم عمل المشروع‬
ً ‫هي تجزئة مجموعات العمل إلى أنشطة للجدول الزمني توفر أسا‬

This process is performed throughout the project.

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 6.2 DEFINE ACTIVITIES ‫تحديد األنشطة‬

Tools &
Input
Techniques Outputs

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6.2 DEFINE ACTIVITIES ‫تحديد األنشطة‬

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 6.2 DEFINE ACTIVITIES ‫تحديد األنشطة‬

DEFINE ACTIVITIES: INPUTS

PROJECT MANAGEMENT PLAN

1. Schedule management plan
2. Scope baseline

03 01
ORGANIZATIONAL PROCESS ASSETS

02 ENTERPRISE ENVIRONMENTAL FACTORS

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6.2 DEFINE ACTIVITIES ‫تحديد األنشطة‬

TOOLS AND TECHNIQUES

EXPERT JUDGMENT

DECOMPOSITION ‫التجزئة‬
 Is a technique used for Dividing and Subdividing the project scope and project
deliverables into smaller, more manageable parts.
 Each work package within the WBS is decomposed into the activities required to
produce the work package deliverables.
 Involving team members in the decomposition can lead to better and more accurate results.

ROLLING WAVE PLANNING ‫التخطيط المتدرج‬

 Rolling wave planning is an iterative planning technique in which the work to be
accomplished in the Near term is planned in Detail, while work further in the Future is
planned at a Higher level.

MEETINGS
 Meetings may be face-to-face, virtual, formal, or informal.
 Meetings may be held with team members or subject matter experts to define the activities
needed to complete the work.

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 6.2 DEFINE ACTIVITIES ‫تحديد األنشطة‬
OUTPUTS
ACTIVITY ATTRIBUTES
ACTIVITY LIST
 When completed, they may include activity descriptions, predecessor
 includes the schedule activities required on activities, successor activities, logical relationships, leads and lags , resource
the project.
requirements, imposed dates, constraints, and assumptions.
 The activity list includes an activity
identifier and a scope of work description
for each activity in sufficient detail to  Activity attributes can be used to identify the place where the work has to be
ensure that project team members performed, the project calendar the activity is assigned to, and the type of
understand what work is required to be effort involved.
completed.

MILESTONE LIST
 Milestone is a significant point or event in a
project.
 Indicates whether the milestone is mandatory,
such as those required by contract, or PROJECT MANAGEMENT PLAN UPDATES
optional, such as those based on historical  Schedule baseline
information.  Cost baseline
 Milestones have Zero duration because they
represent a significant point or event.

CHANGE REQUESTS
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6.2 DEFINE ACTIVITIES ‫تحديد األنشطة‬

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 6.3 SEQUENCE ACTIVITIES ‫تسلسل األنشطة‬

SEQUENCE ACTIVITIES
 Computer-driven - Project management information system ( PMIS ).
 Manual process – ideal for smaller projects and larger projects in the early
days, manual sequencing be preferred.
 Blended approach – combination of manual and computer

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6.3 SEQUENCE ACTIVITIES ‫تسلسل األنشطة‬

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 6.3 SEQUENCE ACTIVITIES ‫تسلسل األنشطة‬

Tools &
Input
Techniques Outputs

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 6.3 SEQUENCE ACTIVITIES ‫تسلسل األنشطة‬

 Every activity except the first and last should be connected to at least one predecessor and at least one successor
activity with an appropriate logical relationship.
 Logical relationships should be designed to create a realistic project schedule. using lead or lag time between
activities.
 performed by using project management software or by using manual or automated techniques.
 The Sequence Activities converting the project activities from a list to a diagram to act as a first step to publish the
schedule baseline.
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 6.3 SEQUENCE ACTIVITIES ‫تسلسل األنشطة‬

 Sequence Activities is the process of

Identifying and documenting relationships among the project activities.
.‫تسلسل األنشطة هي عملية تحديد وتوثيق العالقات بين أنشطة المشروع‬

 The key benefit of this process is that

It defines the logical sequence of work to obtain the greatest efficiency given all project Constraints..

..‫تحدد التسلسل المنطقي للعمل للحصول على أكبر قدر من الكفاءة في ضوء جميع قيود المشروع‬

This process is performed throughout the project.

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 6.3 SEQUENCE ACTIVITIES ‫تسلسل األنشطة‬

TOOLS AND TECHNIQUES  PRECEDENCE DIAGRAMMING METHOD ‫طريقة التخطيط التتابعي‬

FS is the most commonly used type of precedence relationship Start-to-start (SS)

 A logical relationship in which a successor
activity cannot start until a predecessor
activity has started.
For example
Finish-to-start  level concrete (successor) cannot begin
 a successor activity cannot start until a until pour foundation (predecessor) begins.
predecessor activity has finished
For example
 Installing the operating system on a PC
(successor) cannot start until the PC
hardware is assembled (predecessor). Start-to-finish (SF).
 A logical relationship in which a successor
activity cannot finish until a predecessor
activity has started.
For example
Finish-to-finish (FF)  Anew accounts payable system (successor) has
 A logical relationship in which a successor to start before the old accounts
 payable system can be shut down (predecessor).
activity cannot finish until a predecessor
activity has finished.
For example
 writing a document (predecessor) is required to
finish before editing the document (successor)
can finish.
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 6.3 SEQUENCE ACTIVITIES ‫تسلسل األنشطة‬

 Two activities can have two logical relationships at the same time (for example, SS and FF).

 Multiple relationships between the same activities are not recommended, so a decision has to be
made to select the relationship with the highest impact.

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 6.3 SEQUENCE ACTIVITIES ‫تسلسل األنشطة‬

 6.3.2.2 DEPENDENCY DETERMINATION AND INTEGRATION ‫تحديد وتكامل االعتمادية‬

Mandatory dependencies External dependencies

 Mandatory dependencies are those that are legally or  involve a relationship between project activities
contractually required or inherent in the nature of the work. and no project activities.
 These dependencies are usually outside of the
 Where it is impossible to erect the superstructure until project team’s control.
after the foundation has been built

Discretionary dependencies
 Sometimes referred to as preferred logic, preferential logic, or Internal dependencies
soft logic.
 Established based on knowledge of best practices within a
 Involve a precedence relationship between project
particular application area activities and are generally inside the project team’s
 During construction, the electrical work should start after control.
finishing the plumbing work.  For example, if the team cannot test a machine until
 This order is not mandatory and both activities may occur at the they assemble it, there is an internal mandatory
same time (in parallel), but performing the activities in dependency.
sequential order reduces the overall project risk.
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 6.3 SEQUENCE ACTIVITIES ‫تسلسل األنشطة‬

6.3.2.3 LEADS AND LAGS ‫فترات السبق وفترات التأخير‬

 A lead : is the amount of time a successor activity can be advanced with respect to a predecessor activity.
( Starting the activity before completing its predecessor )

) ‫فترة السبق هي مقدار الفترة الزمنية التي بها يمكن تقديم نشاط الحق بالنسبة لنشاط سابق(بدء النشاط قبل انهاء النشاط السايق له‬
 On a project to construct a new office building, the landscaping could be scheduled to start 2 weeks prior to the
scheduled punch list completion

 Leads are used in limited circumstances to advance a successor activity with respect to the predecessor activity

‫وتستخدم فترات السبق في ظروف محدودة لتقديم موعد نشاط الحق بالنسبة لنشاط سابق‬

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 6.3 SEQUENCE ACTIVITIES ‫تسلسل األنشطة‬

 A lag: is the amount of time a successor activity will be delayed with respect to a predecessor activity.
‫هي مقدار الوقت الذي بواسطته سيتم تأخير نشاط الحق فيما يخص نشاط سابق‬

 Waiting time between activities ) ‫( عبارة عن ازمنة انتظار بين النشاطين المتتاليين‬

 A technical writing team may begin editing the draft of a large document 15 days after they begin writing it.

LEAD = - LAG

 Lags are used in limited circumstances where processes require a set period of time to elapse between the
predecessors and successors without work or resource impact.
‫وتستخدم فترات التأخير في ظروف محدودة حيث تتطلب العمليات أن تمضي فترة محددة من الوقت بين األنشطة‬
.‫السابقة والالحقة بال عمل أو تأثير للموارد‬
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 6.3 SEQUENCE ACTIVITIES ‫تسلسل األنشطة‬

OUTPUTS Project Schedule Network Diagram ‫المخطط الشبكي للجدول الزمني‬

Is a graphical representation of the logical relationships, also referred to as dependencies, among the project
schedule activities.
‫ بين أنشطة الجدول الزمني للمشروع‬- ‫ ويشار إليها كاعتماديات أيضا‬- ‫مخطط شبكة الجدول الزمني للمشروع هو عبارة عن عرض رسومي للعالقات المنطقية‬

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6.4 ESTIMATE ACTIVITY DURATIONS ‫تقدير مدد األنشطة‬

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 6.4 ESTIMATE ACTIVITY DURATIONS ‫تقدير مدد األنشطة‬

Estimate Activity Durations is the process of

 Estimating the number of work periods needed to complete individual activities with estimated resources.

.‫تقدير مدد النشاط هي عملية تقدير عدد فترات العمل الالزمة إلكمال األنشطة المنفردة باستخدام الموارد التي تم تقديرها‬

The key benefit of this process is that it

 provides the amount of time each activity will take to complete.

‫توفر مقدار الوقت الالزم لكل نشاط كي يكتمل‬

This process is performed throughout the project

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6.4 ESTIMATE ACTIVITY DURATIONS ‫تقدير مدد األنشطة‬

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6.4 ESTIMATE ACTIVITY DURATIONS ‫تقدير مدد األنشطة‬

Estimating activity durations uses

information from the scope of work,
required resource types or skill
levels, estimated resource
quantities, and resource calendars.

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 6.4 ESTIMATE ACTIVITY DURATIONS ‫تقدير مدد األنشطة‬

Factors for Consideration when Estimating Duration include:

 Law of diminishing returns : ‫قانون العوائد المتناقصة‬

‫ يتم التوصل في النهاية إلى نقطة حيث‬، ‫حينما يزداد أحد العوامل مثل ( مورد ما ) المستخدمة لتحديد المجهود المطلوب إلنتاج وحدة من العمل بينما تظل جميع العوامل األخرى ثابتة‬
.‫تبدأ اإلضافات الخاصة بذلك العمل في الحصول تدريجيًا على زيادات أصغر أو متناقصة في المخرجات‬

 Number of resources : ‫عدد الموارد‬

Increasing the number of resources to twice the original number of the resources does not always reduce the time by half,
as it may increase extra duration due to risk, and at some point adding too many resources to the activity may increase
duration due to knowledge transfer, learning curve, additional coordination, and other factors involved.

‫ فإن إضافة الكثير من الموارد إلى النشاط قد يؤدي‬،‫ وفي نقطة ما‬،‫ ألنه من الممكن ازدياد المدة بسبب المخاطر‬،‫غالبًا ال ينخفض الزمن إلى النصف إذا تم زيادة الموارد إلى الضعف‬
.‫إلى زيادة المدة بسبب نقل المعرفة ومنحنى التعلم والتنسيق اإلضافي وغيرها من العوامل المرتبطة‬

 Motivation of staff: ‫تحفيز العاملين‬

The project manager also needs to be aware of Student Syndrome—or procrastination— when people start to apply
themselves only at the last possible moment before the deadline, and Parkinson’s Law where work expands to fill
the time available for its completion.

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 6.4 ESTIMATE ACTIVITY DURATIONS ‫تقدير مدد األنشطة‬

PROJECT MANAGEMENT PLAN

 Schedule management plan ENTERPRISE ENVIRONMENTAL FACTORS
 Scope baseline Location of team members.

PROJECT DOCUMENTS
1. Activity attributes :
2. Activity list.
3. Assumption log.
4. Lessons learned register.
5. Milestone list.
6. Project team assignments. ORGANIZATIONAL PROCESS ASSETS
7.
8.
Resource breakdown structure.
Resource calendars.
INPUTS
9. Resource requirements.
10. Risk register.

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 6.4 ESTIMATE ACTIVITY DURATIONS ‫تقدير مدد األنشطة‬

TOOLS AND TECHNIQUES

01 - EXPERT JUDGMENT

02 - ANALOGOUS ESTIMATING
MEETINGS- 08 08 02  Estimating the duration or cost of an activity or
a project using Historical data from a similar
activity or project.
01  Used when there is a limited amount of detailed
information about the project.
 Less costly and less time-consuming than other
techniques, but it is also less accurate.

DECISION MAKING- 07 07 03
03 - PARAMETRIC ESTIMATING
 Calculate cost or duration based on historical
05 data and project parameters.
DATA ANALYSIS- 06
 Reserve analysis 04 - THREE-POINT ESTIMATING
06 04  The accuracy of single-point duration estimates may
be improved by considering estimation uncertainty
and risk.
BOTTOM-UP ESTIMATING - 05
 tE = (tO + tM + tP) / 3.
A method of estimating project duration or cost by aggregating the
estimates of the lower level components of the WBS.
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 6.4 ESTIMATE ACTIVITY DURATIONS ‫تقدير مدد األنشطة‬
6.4.2.7 DECISION MAKING ‫صنع القرار‬

 One variation of the voting method that is often used in agile-based projects is called
the fist of five (also called fist to five).

The project manager asks the team to show their level of support for a decision :
 By holding up a closed fist (indicating no support).
 Up to five fingers (indicating full support).
 If a team member holds up fewer than three fingers, the team member is given the
opportunity to discuss any objections with the team.
 The project manager continues the fist-of-five process until the team achieves consensus
(everyone holds up three or more fingers) or agrees to move on to the next decision.

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 6.4 ESTIMATE ACTIVITY DURATIONS ‫تقدير مدد األنشطة‬

6.4.3 ESTIMATE ACTIVITY DURATIONS: OUTPUTS

6.4.3.1 DURATION ESTIMATES

Duration estimates are quantitative assessments of the likely number of time periods that are required to
complete an activity, a phase, or a project.
‫تقديرات المدة هي تقييمات كمية للعدد المحتمل من الفترات الزمنية المطلوبة إلكمال نشاط أو مرحلة أو مشروع‬

Duration estimates do not include any lags..

‫وال تشمل تقديرات المدة أي فترات تأخير‬

 A range of 2 weeks ± 2 days, which indicates that the activity will take at least 8 days and not more than 12
(assuming a 5-day work week).
 A 15% probability of exceeding 3 weeks, which indicates a high probability—85%—that the activity will take 3 weeks or less.

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 6.4 ESTIMATE ACTIVITY DURATIONS ‫تقدير مدد األنشطة‬

OUTPUTS 6.4.3.2 BASIS OF ESTIMATES

The amount and type of additional details supporting the duration estimate vary by application area.

 Supporting detail for duration estimates may include:

 Documentation of the basis of the estimate (i.e., how it was developed),
 Documentation of all assumptions made,
 Documentation of any known constraints,
 Indication of the range of possible estimates (e.g., ±10%) to indicate that the duration is estimated between a
 range of values),
 Indication of the confidence level of the final estimate, and
 Documentation of individual project risks influencing this estimate.

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6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

Develop Schedule is the process of

 analysing activity sequences, durations, resource requirements, and schedule constraints to create a
schedule model for project execution and monitoring and controlling.

‫وضع الجدول الزمني هي عملية تحليل تسلسل األنشطة وفتراتها الزمنية ومتطلبات الموارد والقيود على الجدول الزمني إلنشاء نموذج الجدول‬
.‫الزمني لتنفيذ المشروع ومراقبته والتحكم فيه‬
The key benefit of this process is that

 it generates a schedule model with planned dates for completing project activities.
‫أنها تصدر نموذج للجدول الزمني بتواريخ مخططة الستكمال أنشطة المشروع‬

This process is performed throughout the project.

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6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

Tools &
Techniques Outputs

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6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

The schedule model is used to determine the

planned start and finish dates for project
activities and milestones based on the best
available information

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

 Developing an acceptable project schedule is an iterative process. ‫يعتبر وضع جدول زمني مقبول للمشروع عملية تكرارية‬

 The schedule model is used to determine the planned start and finish dates for project activities and
milestones based on the best available information.

 Schedule development can require the review and revision of duration estimates, resource estimates, and
schedule reserves to establish an approved project schedule that can serve as a baseline to track progress.
 Key steps include defining the project milestones, identifying and sequencing activities, and estimating durations.

 Once the activity start and finish dates have been determined, it is common to have the project staff assigned
to the activities review their assigned activities.

 The staff confirms that the start and finish dates present No conflict with resource calendars or assigned
activities on other projects or tasks and thus are still valid.

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

PROJECT MANAGEMENT PLAN

 Schedule management plan
 Scope baseline
ENTERPRISE ENVIRONMENTAL FACTORS

PROJECT DOCUMENTS
 Activity attributes  Project schedule network diagrams.
 Activity list  Activity list
 Assumption log  Project team assignments.
 Basis of estimates.  Resource calendars.
 Duration estimates  Resource requirements.
 Lessons learned.  Risk register.
 Milestone list.
ORGANIZATIONAL PROCESS ASSETS

AGREEMENTS
 Vendors may have an input to the project
schedule as they develop the details of how INPUTS
they will perform the project work to meet
contractual commitments.

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

TOOLS AND TECHNIQUES  SCHEDULE NETWORK ANALYSIS ‫تحليل شبكة الجدول الزمني‬
 Is the overarching technique used to generate the project schedule model.

 It employs several other techniques such as :

Critical path method Resource optimization techniques

Modelling techniques

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

CRITICAL PATH METHOD

 The critical path method is used to estimate the Minimum project Duration and determine the amount of
schedule Flexibility on the logical network paths within the schedule model.

 This schedule network analysis technique calculates the early start, early finish, late start, and late finish
dates for all activities without regard for any resource limitations by performing a forward and backward pass
analysis through the schedule network

 The critical path is the sequence of activities that represents the longest path through a project, which determines
the shortest possible project duration.

 The longest path has the least total float—usually zero.

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 BY:bySaleh
Prepared Elgebaly
: Saleh Elgebaly PMP®,
PMP®, PMI-,PgMP®
PMI- RMP® RMP®, P3O®
6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

D
Activity
(Days)
Dependency
Critical Path Method (Example)
A 5 Start

B 4 Start
0 5 5 5 3 8 8 9 17
C 3 Start
A D G
D 3 A 0 0 5 6 1 9 9 1 18

E 6 A, B

F 4 C 0 18
0 4 4 5 6 11 11 7 18
G 9 D
Start B E H End
H 7 D, E 1 1 5 5 0 11 11 0 18
Consider all relationships areFS=0 0 18

Example for Activity Form 0 3 3 3 4 7

C F
11 11 14 14 11 18

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

6.5.2.3 RESOURCE OPTIMIZATION ‫االستغالل األمثل للموارد‬

Resource levelling Resource smoothing.

 A technique in which start and finish dates  A technique that adjusts the activities of a
are adjusted based on resource constraints schedule model such that the requirements
with the goal of balancing the demand for for resources on the project do not exceed
resources with the available supply. certain predefined resource limits.
 Can be used when shared or critically  activities may only be delayed within their
required resources are available only at 01
free and total float. Resource smoothing
certain times or in limited quantities, or
02 may not be able to optimize all resources.
are over allocated, such as when a
resource has been assigned to two or
more activities during the same time
period ,or there is a need to keep resource Activities may only be delayed
usage at a constant level. within their free and total float

The project’s critical path is Not

 Resource levelling can often cause the original critical path to change. changed and the completion date
may not be delayed.

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6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

Data analysis

What-if scenario analysis

 Is the process of evaluating scenarios in order to
predict their effect, positive or negative, on
project objectives.

 This is an analysis of the question, “What if the

situation represented by scenario X happens?
Simulation
 The most common simulation
Strike technique is Monte Carlo analysis

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6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

6.5.2.8 AGILE RELEASE PLANNING

 Agile release planning also determines the number of iterations or sprints in the release, and allows the product owner and team
to decide how much needs to be developed and how long it will take to have a releasable product based on business goals,
dependencies, and impediments.

‫كما يحدد تخطيط اإلصدار الرشيق عدد التكرارات أو الفترات في‬

‫اإلصدار ويسمح لمالك المنتج والفريق بالتقرير حول كمية االحتياجات‬
‫الواجب تطويرها والمدة المستغرقة للحصول على منتج قابل لإلصدار بنا ًء‬
.‫على أهداف األعمال واالعتماديات والعقبات‬

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

Schedule compression  Techniques are used to shorten or accelerate the schedule duration without reducing the project scope
in order to meet schedule constraints, imposed dates, or other schedule objectives.

 Crashing
 A technique used to shorten the schedule duration for the least incremental cost by adding
resources.
 Examples of crashing include approving overtime, bringing in additional resources, or paying to
expedite delivery to activities on the critical path.
 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.

Fast tracking
 Technique in which activities or phases normally done in sequence are performed in Parallel for at least
a portion of their duration.
 An example is constructing the foundation for a building before completing all of the architectural
drawings.
 Fast tracking may result in rework and increased risk.
 Fast tracking only works when activities can be overlapped to shorten the project duration on the
critical path.
 Using leads in case of schedule acceleration usually increases coordination efforts between the
activities concerned and increases quality risk.
 Fast tracking may also increase project costs.

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6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

6.5.2.7 project management information system (PMIS)

 Include scheduling software that expedites the process of building a schedule model by generating start and
finish dates based on the inputs of activities, network diagrams, resources, and activity durations.

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

develop schedule: outputs SCHEDULE BASELINE

 Is the Approved version of a schedule model that can be changed only through formal change control
procedures and is used as a basis for Comparison to actual results.

 During monitoring and controlling, the approved baseline dates are Compared to the actual start and
finish dates to determine if Variances have occurred.

 The schedule baseline is a component of the project management plan.

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

PROJECT SCHEDULE

‫يعتبر الجدول الزمني للمشروع مخرج ألحد نماذج الجدول الزمني التي توضح األنشطة المرتبطة مع ما تم التخطيط له من تواريخ ومدد‬
‫ عندئذ‬،‫ إذا تم تخطيط الموارد في مرحلة مبكرة‬.‫ وكحد أدنى يتضمن الجدول تاريخ بداية وتاريخ نهاية مخطط لكل نشاط‬.‫ومعالم وموارد‬
‫يظل الجدول الزمني للمشروع جدول مبدئي حتى يتم التصديق على تعيين الموارد وحتى يتم تحديد تواريخ البدء واالنتهاء‬

Barcharts
• Also known as Gantt charts, bar charts

bar charts represent schedule information where activities

are listed on the vertical axis, dates are shown on the
horizontal axis, and activity durations are shown as
horizontal bars placed according to start and finish dates.
Bar charts are relatively easy to read and are commonly
used.

Depicts the work against calendar

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

PROJECT SCHEDULE

 The project schedule is an output of a schedule model

that presents Linked activities with planned dates,
durations, milestones, and resources.

‫يعتبر الجدول الزمني للمشروع مخرج ألحد نماذج الجدول الزمني التي توضح‬
.‫األنشطة المرتبطة مع ما تم التخطيط له من تواريخ ومدد ومعالم وموارد‬

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

 Although a project schedule model can be presented in tabular form, it is more often presented graphically, using one
or more of the following formats:

1- Milestone charts
 Only identify the scheduled start or completion of major deliverables and key external interfaces
‫تحدد فقط بداية الجدول الزمني أو استكمال التسليمات الرئيسية والواجهات الخارجية الرئيسية‬

ID Activity Name Duration Jan Feb March April

01 Substructure 0
02 Superstructure 0
03 Finishing Works 0

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

2- Bar charts
 Also known as Gantt charts, bar charts represent schedule information where activities are listed on the vertical
axis, dates are shown on the horizontal axis, and activity durations are shown as horizontal bars placed according to
start and finish dates.

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

3- Project schedule network diagrams

 These diagrams are commonly presented in the Activity-on-node diagram format showing activities and
relationships without a time scale, sometimes referred to as a pure logic diagram, or presented in a time-scaled
schedule network diagram format that is sometimes called a logic bar chart.

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 6.5 DEVELOP SCHEDULE ‫وضع الجدول الزمني‬

PROJECT CALENDARS

A project calendar identifies Working days and Shifts that are available for scheduled activities.

CHANGE REQUESTS
 Modifications to the project scope or project schedule may result in change requests to the scope baseline, and/or
other components of the project management plan.

 Preventive actions may include recommended changes to eliminate or reduce the probability of negative schedule
variances.

.‫إن اإلجراءات الوقائية يمكن أن تتضمن بعض التغيرات الموصى بها الستبعاد أو تقليل إمكانية حدوث أي تباين سلبي في الجدول الزمني‬

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6.6 Control Schedule ‫التحكم بالجدول الزمني‬

‫التحكم بالجدول الزمني‬

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 6.6 Control Schedule ‫التحكم بالجدول الزمني‬

 Control Schedule is the process of

 Is the process of monitoring the status of the project to update the project schedule and managing changes to the
schedule baseline.
.‫التحكم بالجدول الزمني هي عملية مراقبة حالة المشروع من أجل تحديث الجدول الزمني للمشروع وإدارة التغييرات التي تطرأ على الخط المرجعي للجدول الزمني‬

 The key benefit of this process is that

 the schedule baseline is maintained throughout the project. .‫هي الحفاظ على الخط المرجعي للجدول الزمني على مدار المشروع‬

This process is performed throughout the project.

َ ‫وتُؤد‬
‫َّى هذه العملية على مدار المشروع‬

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 6.6 Control Schedule ‫التحكم بالجدول الزمني‬

Tools &
Input
Techniques Outputs

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6.6 Control Schedule ‫التحكم بالجدول الزمني‬

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 6.6 Control Schedule ‫التحكم بالجدول الزمني‬

 Updating the schedule model requires knowing the actual performance to date.
‫يتطلب تحديث نموذج الجدول الزمني معرفة األداء الفعلي حتى تاريخه‬

 When work is being contracted, regular and milestone status updates from contractors and suppliers are a
means of ensuring the work is progressing as agreed upon to ensure the schedule is under control.

‫ تعتبر تحديثات الحالة المنتظمة والخاصة بالمعالم من المقاولين والموردين وسائل لضمان تقدم العمل حسب المتفق عليه للتأكد‬،‫حينما يتم التعاقد للعمل‬
‫من السيطرة على الجدول الزمني‬

 Scheduled status reviews and walkthroughs should be done to ensure the contractor reports are accurate and complete.

.‫يجب إجراء مراجعات الحالة والفحوص المجدولة لضمان صحة واكتمال تقارير المقاول‬

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 6.6 Control Schedule ‫التحكم بالجدول الزمني‬
Control Schedule: Tools and Techniques

Trend Analysis
 Examines project performance over Variance analysis
Performance reviews time to determine whether performance
 Measure, Compare, and Analyse schedule is improving or deteriorating.  looks at variances in planned versus
performance Against the schedule baseline actual start and finish dates, planned
such as actual start and finish dates, percent versus actual durations, and variances
complete, and remaining duration for work in float.
in progress.

What-if scenario analysis

Data Analysis  used to assess the various scenarios
1. Earned value analysis guided by the output from the
2. Iteration burn down chart Project Risk Management processes
to bring the schedule model into
alignment with the project
management plan and approved
baseline.
DATA
ANALYSIS

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 6.6 Control Schedule ‫التحكم بالجدول الزمني‬

 Iteration burn down chart .‫مخطط األعمال غير المنجزة التكراري‬

 This chart tracks the work that remains to be completed in the iteration backlog
‫يتتبع هذا المخطط األعمال التي تظل دون إنجاز في سجل األعمال التكراري‬

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 6.6 Control Schedule ‫التحكم بالجدول الزمني‬

Outputs
WORK PERFORMANCE INFORMATION
 Includes information on how the project work is performing compared to the schedule baseline.
Variances in the start and finish dates and the durations can be calculated at the work package level
and control account level. For projects using earned value analysis, the (SV) and (SPI) are
documented for inclusion in work performance reports

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Prepared by : Saleh Elgebaly PMP®, PMI- RMP® ,PgMP® , P3O®