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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]