Schedule Management Knowledge Area for PMP

Building and Controlling the Project Schedule

Schedule management is one of the most technically demanding knowledge areas on the PMP exam. It requires understanding network diagrams, critical path analysis, resource optimization, and schedule compression techniques. Many candidates find this area challenging because it combines conceptual understanding with mathematical calculations.

The Schedule Management Process Flow

Schedule management follows a logical sequence of six processes:

1. Plan Schedule Management: Define policies, procedures, and documentation for planning and managing the schedule.
2. Define Activities: Identify the specific actions needed to produce deliverables. This is where WBS work packages are decomposed into activities.
3. Sequence Activities: Determine the order and dependencies between activities using network diagrams.
4. Estimate Activity Durations: Estimate the time needed for each activity.
5. Develop Schedule: Analyze sequences, durations, resources, and constraints to create the schedule model.
6. Control Schedule: Monitor schedule status and manage changes.

Activity Sequencing and Dependencies

Understanding dependency types is essential for the exam:

• Finish-to-Start (FS): The most common type. Activity B cannot start until Activity A finishes.
• Start-to-Start (SS): Activity B cannot start until Activity A starts.
• Finish-to-Finish (FF): Activity B cannot finish until Activity A finishes.
• Start-to-Finish (SF): Activity B cannot finish until Activity A starts. Rarely used.

Dependencies can be mandatory (hard logic), discretionary (preferred logic), external (outside the project), or internal (within the project).

The Critical Path Method

The critical path is the longest path through the network diagram and determines the minimum project duration. Activities on the critical path have zero total float — any delay to a critical path activity delays the entire project.

Calculating Float

Float (or slack) is the amount of time an activity can be delayed without affecting the project end date. To calculate:

• Total Float: Late Start minus Early Start (or Late Finish minus Early Finish)
• Free Float: The amount an activity can be delayed without affecting the early start of any successor

Perform a forward pass to calculate early start and early finish dates, then a backward pass to calculate late start and late finish dates. The difference gives you float values.

Estimation Techniques

The PMP exam tests several estimation methods:

• Analogous estimating: Uses historical data from similar activities. Quick but less accurate.
• Parametric estimating: Uses statistical relationships (e.g., cost per square foot, lines of code per hour).
• Three-point estimating: Combines optimistic (O), most likely (M), and pessimistic (P) estimates. PERT formula: (O + 4M + P) / 6.
• Bottom-up estimating: Estimates individual work packages and aggregates. Most accurate but most time-consuming.

Schedule Compression

When the project needs to be completed sooner than the current schedule allows, two primary techniques exist:

• Crashing: Add resources to critical path activities to reduce duration. Increases cost but maintains scope.
• Fast tracking: Perform critical path activities in parallel that were originally planned sequentially. Increases risk but does not increase cost directly.

For the exam, remember that crashing always starts with the critical path activity that offers the most compression for the least cost. Fast tracking can only be applied to activities with discretionary dependencies.

Resource Optimization

Resource leveling adjusts the schedule based on resource constraints, often extending the project duration. Resource smoothing adjusts activities within their float to address resource fluctuations without changing the critical path.

Practice schedule calculations using our formula cheat sheets and test your skills with timed practice exams.