Develop A Schedule

Video Activity

This lesson focuses on how to develop a schedule. This is the process of reviewing the resources needed, sequencing activities as well as estimating activity durations to develop the schedule. This process brings together the activity list, work breakdown structure, the start and finish dates and sequence activities. This lesson also discusses calc...

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Time
5 hours 14 minutes
Difficulty
Intermediate
CEU/CPE
10
Video Description

This lesson focuses on how to develop a schedule. This is the process of reviewing the resources needed, sequencing activities as well as estimating activity durations to develop the schedule. This process brings together the activity list, work breakdown structure, the start and finish dates and sequence activities. This lesson also discusses calculating the critical path, which shows how activities are depending on one another. [toggle_content title="Transcript"] The last process in time management under planning is developing the schedule. This process takes everything from the planning phase and put it all together. This process reviews the resource needs, sequence activities and as many activity duration to develop the schedule. This process brings together, all the activity lists, the work break down structure, the start and finish dates and the sequence activities. This is where it all comes together. In the end, this process creates the schedule baseline, the project schedule and the project counters. The key inputs to this process are the schedule management plan. If you remember the right beginning of this knowledge area, we put together the rules of putting together each one of these following processes. The activity list gives you what estimates are needed. The network diagram is going to put it in a sequential order or it is going to tell you what needs to go where. Activity resources are requirements that are going to tell you what each activity needs as far as materials, personnel, and equipment. Resource counter is going to tell you when those materials, equipment or people are available. Risk register which is out of the risk knowledge area, it is going to tell you what risk could impact the schedule. Resource breakdown structure, we went over that earlier which is showing you what resources and how they are being used. Project scope statement is telling you what needs to be done...project scope statement what is going to be done. That is out of the scope knowledge area. Activity attributes are telling you what is happening with those activities. Project staff assignments are who is going to be assigned to those specific tasks. Once again, you have enterprise environmental factors and organization process assets. A project manager will use the schedule network analysis, critical path method, critical chain method, resource organization techniques. He might use resource levelling to make sure you don't have people working 30 hours a day. You might want everybody working eight hours a day, which is resource levelling. Modelling techniques so you are using what – if statements in there. We need to rush to speed up the schedule or slow it down, schedule compression and you might use scheduling tools such as Microsoft project. Your result is a schedule baseline. Next is plan timeline for project execution. So it is giving you baseline dates of what the project is going to take. Project might take four years, might take three months. Those are the dates that you are providing. The projects schedule: it's an integrated list, the activities, start and finish dates, resource and sequencing. Former could include a milestone chart, you could use a bar chart or project scheduling network diagram. Project counter shows schedules, resource uses, and availability. We are going to calculate the critical path method right here. I use the same set up as before, looking into each one of these, activity A is going to take me four days, activity B will take me one day, activity C will take me two days, D is one day, E is four days, F is one day, and G is two days. What those activities are, before the exam is arriving you just need to know, in order to do B and C, A needs to be done. In order to complete task B and C and once D is completed I can do E and F. Once those two are complete, I can do G. Now we are going into calculation. The first thing you need to do is a forward pass which I am going to go each one of these tasks and figure out when I can finish. I am going left to right. You start on day one, so you say this is Monday, I put a one in the top left corner. It takes me four days to do task A. If I start on Monday and it takes four days... think of it this way. Monday, Tuesday, Wednesday, Thursday. Thursday, is the fourth day. I start on day one, I add four, cause it takes me four days to do it. If I add one and four, that would be five and it would put me in Friday. Doesn't make sense. So if I start on a Monday and it takes four days I end on a Thursday so I need to subtract one. One plus four minus one gives me four days so I end on the fourth day. I began on the first day I end on the fourth day. Think about Monday, Tuesday, Wednesday and Thursday. The next thing is activities B and C can start once activity A is complete. If I end on a Thursday, I have to start on a Friday. I need to add one. The next thing I want to do is add one and put it in this top left corner. Four plus one is five that makes it Friday if you count Monday, Tuesday, Wednesday, Thursday, Friday. Activity B takes one day, activity C takes two days. If it takes one day, I will end on a Friday. Five plus one, minus one is five. Now this takes two days, five plus two minus one is six. Puts me on a Saturday. Now you can go to activity D. Activity D can only start when I have B and C both complete. So it doesn't start, 5+1, that would give me 6. It's 6+1 which is 7. So you got with the larger number. 7+1-1 is 7. Then activity E will be 7+1 is 8, and then 7+1 down here will also be 8. 8+1-1 is 8. 8+4-1 is 11. Then adding 1 to get to start G, once again we get the higher number. I have to wait until both these tasks are complete so 11+ 1 is 12. It takes two days, minus one is thirteen so from start to finish is thirteen days. Now I need to calculate the backward pass. With the backward pass am subtracting. So it is thirteen minus two, plus one. It is going to be inverse of what we just did. Going backwards am subtracting one and the reason for this am trying to figure out how long I can wait before a task has to be done. Trying to figure out what the critical path is. The critical path is zero slack and it's called critical because that's how long the project will take. If you alter that task at all, like far away for material or if that task took longer, the project gets delayed. If I am not on a critical path then I have a chance of any item being delayed such as equipment coming late and not delaying the end of that project. You are going to go with twelve minus one, which is eleven, and eleven. I want to put this in the bottom right hand part of the box. Eleven minus one plus one is eleven, eleven minus four plus four is eight. Looking at this, I can tell this is the critical path right here. One takes four days to do this but if I take eight minus eight, which is zero or eleven minus eleven that's zero. That means am on a critical path. Next, we are going to move to D. For D I am concerned about the critical path. This has to start on the eighth day. This can start as late as the eleventh day or as early as the eighth day. If you remember, to do E and F, D has to be complete. Once D is done, I don't have to install the fence right away, I can wait till the eleventh day, and I will still be fine for completing this project on time. For D it is seven minus one plus one, which gives me seven. For the next step you take the seven minus one, you transfer here and here which gives you six. B is going to be not on the critical path cause there is a little bit of little room here so six minus five is one, six minus six is zero so C is on a critical path. C has to be done on the fifth day; C has to start on the fifth day and must be done by the sixth day. For A, you are going to transfer the critical path one which is five it is going to be the lower of the two. So five minus one is four then four minus four plus one gives you one. Key thing to take from the backward pass the little number wins and you are basically doing an inverse on the fourth pass you are just subtracting one between each one of these. There is a formula on how each one of these came about. I talked a little bit about slack. Slack is how much time you are going to wait before it starts. To calculate slack you can subtract...you are to subtract right number so early start, late start. Early start is the top left, late start is the bottom left. Early finish is the top right, late finish is the bottom right. Six minus five is one so it's going to wait one day before it impacts the schedule. We have one last path, which is not on a critical path. Eleven minus eight, and now as you get out to do it here, so eleven minus eight, so you three days before you need to install that fence. So you can wait for material, wait for either you personnel to install that fence whatever business or you can just do it right away. As long as you don't go beyond three days, you are not going to impact the finish date of the schedule. These are just also indicating the critical path with zero slack. That's it for the planning phase for time management. The next one is under monitoring and controlling. There is only one, which is control schedule. [/toggle_content]

Video Transcription
00:04
the last process, and time management under planning is developed the schedule. So this process takes everything from the planning phase and puts it all together.
00:15
So this process reviews the resource needs sequence activities and estimating activity durations to develop the schedule.
00:23
This process brings together all the activity list,
00:27
the work breakdown structure, the start to finish states and the sequence activities.
00:32
This is where it all comes together.
00:35
So in the end, this process creates the scheduled baseline,
00:40
the project's schedule and the project calendars.
00:44
Um, the key and puts this process is the schedule management plan. So I remember the very beginning of this knowledge area. We put together the rules for putting together each one of these following processes.
00:57
The activity list gives you what estimates were needed.
01:00
Um,
01:03
the network diagram is gonna put it in a sequential order, or it's gonna tell you
01:07
what needs to go where
01:11
activity resource is. Our requirements are gonna tell you what each activity needs. A ce faras
01:18
materials, personnel and equipment.
01:22
Then resource calendar is gonna let you know when those materials, equipment or people are available
01:30
risk register, which is out of the risk knowledge area that's gonna tell you what risk could impact the schedule.
01:40
Resource breakdown structure. Um, went over that earlier, which is showing you what resource is and, um,
01:48
how they're being used
01:49
projects go.
01:51
Ah, statement
01:53
is telling you
01:55
what needs to be done.
01:57
Project scope statement. Um,
02:00
what's gonna be done? So that's out of the scope knowledge area
02:04
activity attributes
02:07
are telling you
02:08
what's happening with those activities.
02:12
Project staff assignments are who's gonna be assigned to those specific tasks.
02:15
And once again, you have enterprise environmental factors and always a national process. Assets.
02:23
So
02:23
a project manager, we use schedule network analysis, critical path method
02:29
critical chain method,
02:30
resource optimization techniques. So you might use resource leveling toe. Make sure you don't have people working 30 hour days.
02:38
You might want everybody working eight hours, which is resource leveling
02:43
and, um,
02:44
modeling techniques. So you're using What if statements in there
02:49
leans in last two?
02:51
Speed up the schedule or slow it down
02:53
schedule compression. And, uh, you might use scheduling tools such as Microsoft Project.
03:00
Your end result is a scheduled baseline.
03:04
That's the, uh, plan timeline for project execution. That's giving your baseline dates of what the project's gonna take.
03:12
Project might take four years. It might take three months.
03:15
Those are the dates that you're providing
03:19
the project's schedule.
03:21
It's integrated. List the activities. Starting finish states resource and sequencing.
03:25
Um,
03:28
format
03:29
could include Ah, milestone chart.
03:31
You could use a bar chart
03:34
or project scheduling network diagrams,
03:38
projects, calendar
03:40
shows, scheduled resource usage and availability.
03:44
So we're gonna use Thea. We're gonna calculate the critical path method right here.
03:50
So I used the same setup is for before,
03:53
um, looking. It's one of these
03:55
activity A is gonna take me for
03:58
day's activity Be will take me one day activity See will take me two days
04:02
He is one day he is four days f his one day
04:08
Angie's two days
04:09
What those activities are for the exam is irrelevant. You just need to know,
04:14
um,
04:15
in order to do B and C
04:18
hey needs to be done
04:20
nor to do d. I need a complete task. B and C
04:26
once d is complete. I could do enough.
04:28
And then once those two complete Aiken dude G,
04:31
now we're gonna get into calculation.
04:34
So
04:35
the first thing you do is a Ford pass which I'm gonna go each one of these tasks and figure out,
04:43
um, when I can finish,
04:46
I'm going left to right.
04:48
You start on day one.
04:50
So we'll say this is Monday.
04:56
So I put a one in the top left corner.
05:01
It takes me four days to do task A. So if I start on Monday and it takes four days, think of it this way.
05:09
Monday, Tuesday, Wednesday, Thursday, There is this the fourth day.
05:15
So
05:15
I start on day one ad for because it takes me four days to do it.
05:20
But if I had one and four,
05:25
that would be five. That would put me on Friday. Doesn't make sense.
05:29
So if I start on the Monday and I want it and it takes four days, I ended on a Thursday,
05:34
so I need to subtract one.
05:36
So one plus four minus one is me four days. So I end. On the fourth day
05:44
I began on the first day I ended the fourth day. So think about Monday, Tuesday, Wednesday, Thursday.
05:51
The next thing is activities
05:54
B and C can start once activity is complete.
05:58
So if I end on a Thursday, I have to start on a Friday, so I need to add one.
06:05
So the next thing I'm gonna dio is add one
06:09
and put in these top left corner's.
06:13
So four plus one is five, and that makes it Friday, if you count it one day. Tuesday Wednesday Thursday Friday
06:20
activity be takes one day activity See takes two days.
06:27
So if it takes one day,
06:30
I'll end on a Friday. So five plus one minus one is five.
06:35
Now, this takes two days five plus two
06:39
minus 16 So that puts me on a Saturday.
06:46
Now I can go to
06:47
Activity D.
06:53
So
06:55
activity D can only start when I have A B and C both complete.
07:00
So it doesn't start five plus one down. Give me six.
07:03
It's
07:04
six plus one, which is seven. So you go with larger number.
07:16
So
07:17
seven plus one minus one is seven
07:24
than Activity E
07:27
would be
07:28
seven plus one is eight and then seven plus one. Down here we'll also be eight
07:36
a plus one minus +18
07:43
eight plus four minus 1 11
07:49
and then adding one to get to stop G.
07:53
Once again, I go with the higher number
07:55
so I have to wait until both these tasks are complete.
07:59
So 11 plus one is 12.
08:03
It takes two days.
08:05
Uh, minus one is 13.
08:07
So
08:09
from start to finish its 13 days
08:13
now, I need to calculate
08:15
Thea backward pass.
08:18
So with the backward pass, I'm subtracting. So it's
08:22
13 minus two plus one. So it's kind of the inverse of what we just did
08:28
and then
08:31
going backwards.
08:33
I'm subtracting one. And the reason for this is I'm trying to figure out
08:37
how long I can wait before a task has to be done trying to figure out what the critical path is. So the critical path has zero slack, and it's
08:46
calls critical because
08:48
that's how long the project will take. If you alter that task at all like if I had away from material or that task took longer, the project gets delayed.
08:58
If I'm not on the critical path,
09:01
then I have a chance of an item being delayed, such as equipment coming in late
09:07
and not delaying the end date for that project.
09:13
So
09:15
you're gonna go with 12 minus one, which gives 11 11. I'm gonna put these in the bottom right hand part of the box.
09:24
And then,
09:28
um 11 minus one plus one is 11 11 minus four plus one is eight.
09:35
So, looking at this,
09:39
I can tell this is the critical path right here.
09:43
One that takes four days to do this. But if I think eight minus eight
09:48
what zero
09:50
are 11 minus 11. That zero. That means I'm on the critical path.
09:56
Um,
09:58
so next we're gonna
10:00
moved a D
10:01
for D.
10:03
I'm concerned about the critical path. This has to start on the eighth day.
10:09
This instar tw is late as the 11th day or as early as the eighth day.
10:15
So
10:16
if you remember
10:16
to do e enough, he has to be complete.
10:20
So once t is done,
10:22
I don't have to install the fence right away. I can't wait to the 11th day, and I'll still be fine for completing this project on time.
10:31
So for D, it's seven minus one plus one. What's gives me seven.
10:37
And, uh,
10:39
for the next step,
10:41
you take the seven minus one
10:45
transferred hair and hair.
10:48
What gives you six
10:50
being is gonna be
10:54
not on the critical path cause
10:56
there's a little bit of wiggle room here. So six minus five is one
11:00
six months, 60 So C is on the critical path. See? Has to be done
11:05
on the fifth day.
11:07
She has to start on the fifth day. It must be done by the sixth day.
11:13
And then for a
11:15
you're gonna transfer the critical path. One. What's this? Five? It's going with lower of the two.
11:20
So five minutes one is four
11:24
and
11:26
four minus four plus one is the one
11:31
So
11:33
key thing to take from the backward passes, the lower number wins
11:37
and you're basically doing the inverse of the forward past years. That's subtracting one between each one of these.
11:43
There's, ah, formulas on how each one of these came about.
11:50
So I talked a little bit about slack.
11:54
Slack is
11:54
how much time
11:56
you can wait before it starts.
11:58
Calculate slack.
12:01
You can subtract.
12:03
Yet the subtract like number so
12:07
early Start late. Start
12:09
early. Start at the top. Left
12:11
late start is the bottom left.
12:13
Early finish is the top, right?
12:16
Wait. Finishes the bottom right.
12:18
So,
12:22
um, six minus five is one. So that's gonna wait one day
12:26
before, uh,
12:28
before it impacts the schedule
12:31
and then we have one other spot with this. It's not on the critical path
12:37
11 minus eight and knows he could also do it here. 11 minus eight.
12:41
So you have three days
12:43
before you need to install that funds so you can either wait for material.
12:46
Wait for your person, Alto.
12:50
Um, it's all that fence,
12:52
whatever reasons, or you can do it right away. But as long as you don't go beyond three days, you're not gonna impact the finish date for the schedule.
13:01
And these arrows air just indicating the critical path with zero slack.
13:07
So that's it for the planning phase for time management.
13:09
The next one is under monitoring, controlling
13:13
there's only one which is control schedule.
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