7/29/201 Week 4: Lesson: Project Cost and Schedule Control -
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Table of Contents
WEEK 4: LESSON
Advanced Schedule Management
Introduction
Last week, we created our project schedule. We followed the processes found in the
PMBOK® Guide's Project Schedule Management Knowledge Area. Remember that we
started with a WBS and ended with a project schedule. Since time is the indefinite
continuous progress of actuality and events in the past, present, and future regarded
as being unabridged, PMI realizes that one cannot measure time. However, a project
manager can indeed measure the schedule of activities. Therefore, PMI found it
appropriate to rename this knowledge area to Schedule Management in its sixth
edition of the PMBOK® Guide. We are bringing this up because the main textbook
refers to time management as it was published before the latest release of the
PMBOK® Guide. Please keep this in mind as we explore this topic this week.
This week, we start with that project schedule. We will look at the techniques that
can be applied during project planning or during project execution to keep the
project schedule within stakeholder requirements. Let's see what new things we can
learn this week!
Rolling Wave
Not all projects can be entirely planned during the planning stage of a project. But
from all of the examples we have seen so far, a project gets planned in its entirety
during planning. The truth is, it is possible to plan a project to just enough detail in
the near term to just to be able to begin working. Later, as the work progresses,
successive phases are planned. This technique is known as rolling-wave planning.
This process reduces the time needed to begin a project.
Rolling-wave planning is a technique in which phases, deliverables, work packages,
and activities that need to begin in the near term are planned in detail. As these near
completion, the planning for the next set of these tasks begins. This repetitive process
continues throughout the project.
Top
Schedule Compression Techniques
https://devryu.instructure.com/courses/29802/pages/week-4-lesson? 1/1
,7/29/201 Week 4: Lesson: Project Cost and Schedule Control -
8 In many projects, the calculated end date is not in line with stakeholder
62263
expectations. What are the options for a project manager? How can a project
manager bring a project back into the
https://devryu.instructure.com/courses/29802/pages/week-4-lesson? 2/1
, 7/29/201 Week 4: Lesson: Project Cost and Schedule Control -
8 62263
expectations of the key stakeholders?TTahbelree oarfeCtyopnictaellny tthsree methods ava
Fast tracking: This technique involves doing more work in parallel.
Crashing: Crashing involves adding more costs or resources to get the work done faster. Scope
As you can see, each has its advantages and disadvantages. A project manager must weigh e
Fast Tracking
Last week, we discussed the four types of predecessors or dependencies.
Mandatory
Discretiona
ry External
Internal
Mandatory predecessors cannot be removed from the network diagram because
they are due to the type of work being accomplished. Likewise, external
predecessors typically cannot be removed from the network diagram because they
are outside of the project team’s control.
However, internal, discretionary predecessors could be removed from the network
diagram. They are predecessors placed there by the convenience of the project
team. In fast tracking, the project team looks for these types of predecessors
between activities on or near the critical path. These predecessors are then removed
from the network diagram. This allows more activities to be performed in parallel.
Thus, this method shortens the critical path of the project. One drawback of the
method is that it increases the risk to the project because more work is occurring at
the same time.
Crashing
Crashing involves adding moreTroepsources to get the work done faster. It is a critical trade-off
Crashing a Project Schedule
https://devryu.instructure.com/courses/29802/pages/week-4-lesson? 3/1
8 62263
Table of Contents
WEEK 4: LESSON
Advanced Schedule Management
Introduction
Last week, we created our project schedule. We followed the processes found in the
PMBOK® Guide's Project Schedule Management Knowledge Area. Remember that we
started with a WBS and ended with a project schedule. Since time is the indefinite
continuous progress of actuality and events in the past, present, and future regarded
as being unabridged, PMI realizes that one cannot measure time. However, a project
manager can indeed measure the schedule of activities. Therefore, PMI found it
appropriate to rename this knowledge area to Schedule Management in its sixth
edition of the PMBOK® Guide. We are bringing this up because the main textbook
refers to time management as it was published before the latest release of the
PMBOK® Guide. Please keep this in mind as we explore this topic this week.
This week, we start with that project schedule. We will look at the techniques that
can be applied during project planning or during project execution to keep the
project schedule within stakeholder requirements. Let's see what new things we can
learn this week!
Rolling Wave
Not all projects can be entirely planned during the planning stage of a project. But
from all of the examples we have seen so far, a project gets planned in its entirety
during planning. The truth is, it is possible to plan a project to just enough detail in
the near term to just to be able to begin working. Later, as the work progresses,
successive phases are planned. This technique is known as rolling-wave planning.
This process reduces the time needed to begin a project.
Rolling-wave planning is a technique in which phases, deliverables, work packages,
and activities that need to begin in the near term are planned in detail. As these near
completion, the planning for the next set of these tasks begins. This repetitive process
continues throughout the project.
Top
Schedule Compression Techniques
https://devryu.instructure.com/courses/29802/pages/week-4-lesson? 1/1
,7/29/201 Week 4: Lesson: Project Cost and Schedule Control -
8 In many projects, the calculated end date is not in line with stakeholder
62263
expectations. What are the options for a project manager? How can a project
manager bring a project back into the
https://devryu.instructure.com/courses/29802/pages/week-4-lesson? 2/1
, 7/29/201 Week 4: Lesson: Project Cost and Schedule Control -
8 62263
expectations of the key stakeholders?TTahbelree oarfeCtyopnictaellny tthsree methods ava
Fast tracking: This technique involves doing more work in parallel.
Crashing: Crashing involves adding more costs or resources to get the work done faster. Scope
As you can see, each has its advantages and disadvantages. A project manager must weigh e
Fast Tracking
Last week, we discussed the four types of predecessors or dependencies.
Mandatory
Discretiona
ry External
Internal
Mandatory predecessors cannot be removed from the network diagram because
they are due to the type of work being accomplished. Likewise, external
predecessors typically cannot be removed from the network diagram because they
are outside of the project team’s control.
However, internal, discretionary predecessors could be removed from the network
diagram. They are predecessors placed there by the convenience of the project
team. In fast tracking, the project team looks for these types of predecessors
between activities on or near the critical path. These predecessors are then removed
from the network diagram. This allows more activities to be performed in parallel.
Thus, this method shortens the critical path of the project. One drawback of the
method is that it increases the risk to the project because more work is occurring at
the same time.
Crashing
Crashing involves adding moreTroepsources to get the work done faster. It is a critical trade-off
Crashing a Project Schedule
https://devryu.instructure.com/courses/29802/pages/week-4-lesson? 3/1
