PROJECT SCHEDULE
MANAGEMENT
WEEK 13: CONTROL SCHEDULE PROCESS
TOOLS & TECHNIQUES AND OUTPUTS
CONTROL
SCHEDULE
LAST WEEK WE COVERED INPUTS FOR
STEP 6 OF PROJECT SCHEDULE
MANAGEMENT I.E., CONTROL
SCHEDULE. THIS WEEK, WE WILL
COVER THE TOOLS & TECHNIQUES
AND OUTPUTS FOR THE SAME
PROCESS.
CONTROL
SCHEDULE
CONTROL SCHEDULE IS THE PROCESS
OF MONITORING THE STATUS OF THE
PROJECT TO UPDATE THE PROJECT
SCHEDULE AND MANAGING CHANGES
TO THE SCHEDULE BASELINE. THE KEY
BENEFIT OF THIS PROCESS IS THAT
THE SCHEDULE BASELINE IS
MAINTAINED THROUGHOUT THE
PROJECT. THIS PROCESS IS
PERFORMED THROUGHOUT THE
PROJECT.
THE INPUTS, TOOLS AND TECHNIQUES,
AND OUTPUTS OF THIS PROCESS ARE
DEPICTED IN FIGURE 6-22.
DATA FLOW
DIAGRAM
UPDATING THE SCHEDULE MODEL
REQUIRES KNOWING THE ACTUAL
PERFORMANCE TO DATE. ANY CHANGE TO
THE SCHEDULE BASELINE CAN ONLY BE
APPROVED THROUGH THE PERFORM
INTEGRATED CHANGE CONTROL PROCESS
(SECTION 4.6).
CONTROL SCHEDULE PROCESS
CONTROL SCHEDULE, AS A COMPONENT OF THE PERFORM
INTEGRATED CHANGE CONTROL PROCESS, IS CONCERNED WITH:
• DETERMINING THE CURRENT STATUS OF THE PROJECT SCHEDULE,
• INFLUENCING THE FACTORS THAT CREATE SCHEDULE CHANGES,
• RECONSIDERING NECESSARY SCHEDULE RESERVES,
• DETERMINING IF THE PROJECT SCHEDULE HAS CHANGED, AND
• MANAGING THE ACTUAL CHANGES AS THEY OCCUR.
DATA FLOW DIAGRAM FOR DEVELOP SCHEDULE
WHEN AN AGILE APPROACH IS USED, CONTROL SCHEDULE IS CONCERNED WITH:
• DETERMINING THE CURRENT STATUS OF THE PROJECT SCHEDULE BY COMPARING THE TOTAL AMOUNT OF WORK
DELIVERED AND ACCEPTED AGAINST THE ESTIMATES OF WORK COMPLETED FOR THE ELAPSED TIME CYCLE;
• CONDUCTING RETROSPECTIVES (SCHEDULED REVIEWS TO RECORD LESSONS LEARNED) FOR CORRECTING PROCESSES
AND IMPROVING, IF REQUIRED;
• REPRIORITIZING THE REMAINING WORK PLAN (BACKLOG);
• DETERMINING THE RATE AT WHICH THE DELIVERABLES ARE PRODUCED, VALIDATED, AND ACCEPTED (VELOCITY) IN THE
GIVEN TIME PER ITERATION (AGREED-UPON WORK CYCLE DURATION, TYPICALLY 2 WEEKS OR 1 MONTH);
• DETERMINING THAT THE PROJECT SCHEDULE HAS CHANGED; AND
• MANAGING THE ACTUAL CHANGES AS THEY OCCUR.
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. SCHEDULED STATUS REVIEWS AND WALKTHROUGHS SHOULD BE DONE TO ENSURE THE CONTRACTOR REPORTS
ARE ACCURATE AND COMPLETE.
CONTROL SCHEDULE: TOOLS & TECHNIQUES
1. DATA ANALYSIS
• EARNED VALUE ANALYSIS
• ITERATION BURNDOWN CHART
• PERFORMANCE REVIEWS
• TREND ANALYSIS
• VARIANCE ANALYSIS
• WHAT-IF SCENARIOS
2. CRITICAL PATH METHOD
3. PROJECT MANAGEMENT INFORMATION SYSTEM
4. RESOURCE OPTIMIZATION
5. LEADS AND LAGS
6. SCHEDULE COMPRESSION
CONTROL SCHEDULE: OUTPUTS
1. WORK PERFORMANCE INFORMATION
2. SCHEDULE FORECAST
3. CHANGE REQUESTS
4. PROJECT MANAGEMENT PLAN UPDATES
• SCHEDULE MANAGEMENT PLAN
• SCHEDULE BASELINE
• COST BASELINE
• PERFORMANCE MEASUREMENT BASELINE
5. PROJECT DOCUMENTS UPDATES
• ASSUMPTION LOG
• BASIS OF ESTIMATES
• LESSONS LEARNED REGISTER
• PROJECT SCHEDULE
• RESOURCE CALENDAR
• RISK REGISTER
REFERENCES
PMI, Project Management Body of Knowledge [PMBOK], 6, PMI ISBN: 9781628251845
