DPI UNIT 5 - Theory (2) - Schedule

International Project Management
Unit 5. International Project Planning
International Business Project Management

Degree in International Relations
Faculty of Law
University of Alicante

2. Project Schedule. Scheduling and resourcing
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1. Defining the Project Scope. Work Breakdown Structure (WBS)

3. Project Budget and CBS. Cost Planning
4. Risk Management
5. Quality Management
6. Techniques, technology and associated tools
2
Project Scheduling
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2. Project Schedule. Scheduling and resourcing Unit 5. International Project Planning

Project Schedule Management includes

the processes required to manage the
timely completion of the project.
4
Project Schedule Management Unit 5. International Project Planning

Plan Process of establishing the policies, procedures, and documentation for

Schedule planning, developing, managing, executing, and controlling the project
Mgmnt schedule.
Define Process of identifying and documenting the specific actions to be
Activities performed to produce the project deliverables .
Sequence Process of identifying and documenting relationships

Activities among the project activities.
Estimate Process of estimating the number of work periods

Activity needed to complete individual activities with the
Duration estimated resources.
Develop
Process of analyzing activity sequences,
Schedule durations, resource requirements, and
schedule constraints to create the project
schedule model.
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Plan Schedule Management Process. OUTPUTS Unit 5. International Project Planning

Schedule Management Plan

Component of the project plan that
establishes the criteria and activities for
developing, monitoring, and controlling
the schedule. It may be formal or informal,
highly or less detailed depending on
project needs.
The Schedule management plan can establish:
Schedule Release and Level of

model iteration accuracy
length
Rules of
Units of Control performance
measure Thresholds measurement
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Define Activities Process 2. Project Schedule. Scheduling and resourcing
INPUTS TOOLS & TECHNIQUES
Scope Baseline Decomposition
The project WBS, deliverables, and Each work package within the WBS is
acceptance criteria documented in decomposed into the activities required to
the scope baseline are considered produce the work package deliverables.
explicitly while defining activities. Involving team members in the decomposition
can lead to better and more accurate results .
7
Define Activities. OUTPUTS

• Activity List. It includes a scope of work

description for each activity in detail to
ensure that project team members
understand what work is required to be
completed.
• Activity attributes. They extends the
description of the activity by identifying
multiple components associated such as:
• Activity identifier (ID)
• WBS ID and activity label or name.
• Activity descriptions, predecessor
activities, successor activities, logical
relationships
• Resource requirements, imposed
8 dates, constraints, assumptions, etc.
Activity List. Example Unit 5. International Project Planning

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Milestone List. A milestone is a significant point or event in a project. A milestone list

identifies all project milestones and indicates whether the milestone is mandatory
(required by contract) or optional (based on historical information). Milestones have
zero duration.
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Milestone Icons
!"#$%&'()*+,#-(*%.*/01/21.1'*+,#-
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Sequence Activities Process 2. Project Schedule. Scheduling and resourcing
Defines the logical sequence

of work to obtain the greatest
efficiency.
• Every activity except the first and last should be connected to at least one
predecessor and at least one successor activity with an appropriate logical
relationship.
• Dependencies or logical relationships should be considered to create a realistic
Project schedule.
• Sequencing can be performed by using project management software or by using
manual or automated techniques.
• The Sequence Activities process concentrates on converting the project activities
from a list to a diagram to act as a first step to publish the schedule baseline.
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Sequence Activities. Tools &Techniques 2. Project Schedule. Scheduling and resourcing
Determination and integration of dependencies

A dependency means that one activity is dependent on another
Internal Dependencies External Dependencies
A dependency that implies a Dependency between a project activity

precedence relationship between and a non-project activity performed by
two project activities. people who are not part of the project
The project team has control over team.
the dependency. The project team does not have complete
control over the dependency.
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Mandatory or Hard Logic Discretionary Dependencies,

Dependencies Preferential Logic or Soft Logic
Legally required, contractually required Based on knowledge of best practice

or inherent to the nature of the work. within a particular application area or
Technical dependencies are not aspect where a specific sequence is
necessarily mandatory. required, even if other acceptable
Mandatory dependencies should not be sequences exist.
confused with the assignment of When rapid execution techniques are
schedule constraints in the scheduling used, they should be reviewed and
tool. modified.
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Precedence Diagramming Method (PDM)
• Technique used for constructing a schedule model in which activities are

represented by nodes and are graphically linked by one or more logical
relationships to show the sequence in which the activities are to be
performed.
• Provides and easy-to-follow graphical representation of the network (project
network diagram), introducing also improved logical relationships (in
addition to finish-to-start) and leads and lags.
15
Precedence Diagramming Method (PDM). Types of dependencies:

Finish-to-start (FS). A logical relationship in which a successor activity cannot start
until a predecessor activity has finished.
Finish-to-finish (FF). A logical relationship in which a successor activity cannot finish
until a predecessor activity has finished.
Start-to-start (SS). A logical relationship in which a successor activity cannot start
until a predecessor activity has started.
Start-to-finish (SF). A logical relationship in which a predecessor activity cannot
finish until a successor activity has started.
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PDM. Types of Dependencies
Finish-to-start (FS) Finish-to-Finish (FF)

The successor activity starts when the The predecessor and successor activity
predecessor activity ends. One activity is end at the same time.
performed after another.
Start-to-Start (SS) Start-to-finish (SF)

Predecessor and successor activity start The predecessor activity can start when
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at the same time. the successor activity ends.

Types of Dependencies
In a solar panel installation, the underground installation must be completed

before the panels are installed. According to the PDM method, what kind of
logical relationship exists between the two activities?
1. Finish to start
2. Finish to finish
3. Start to start
4. Start to finish
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To make a birthday cake, we have considered that, as soon as we bake the

dough, we could prepare the icing. What is the dependency between the two
activities?
1. Finish to start
2. Finish to finish
3. Start to start
4. Start to finish
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A new gas pipeline is being built. The construction and installation of the new
pipeline must first be completed before demolishing the old pipeline. What kind
of dependency do you identify between the two activities?
1. Finish to start
2. Finish to finish
3. Start to start
4. Start to finish
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We ordered several bouquets for our VIP participants. The florist has started to
work on them but confirms that he will only finish invoicing and charging for his
work when he has delivered them to us.
1. Finish to start
2. Finish to finish
3. Start to start
4. Start to finish
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Sequence Activities. Outputs 2. Project Schedule. Scheduling and resourcing
Project Schedule Network Diagram

A graphical representation of the logical
relationships/dependencies among the
project schedule activities.
The diagram may be accompanied by a
summary describing the basic approach
used to sequence the activities.
Path convergence Path divergence
Activities that Activities that

have multiple have multiple
predecessor successor
activities activities
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Estimate Activity Duration Process 2. Project Schedule. Scheduling and resourcing
• The process provides the amount of time each activity will take to complete.
• It is performed throughout the project and progressively elaborated.
• It uses information from the scope of work, required resource types or skill
levels, estimated resource quantities, resource calendars and the schedule
network analysis technique used.
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Estimate Activity Duration 2. Project Schedule. Scheduling and resourcing
Tip Basic rules for estimating

• Assume that resources will only be productive less than 80 per cent of their
time.
• Resources working on multiple projects take longer to complete tasks
because of time lost switching between them.
• People are generally optimistic and often underestimate how long tasks will
take.
• Make use of other people’s experiences and your own.
• Ensure that the person responsible for creating the product is also
responsible for creating the effort estimates.
24
Estimate Activity Duration 2. Project Schedule. Scheduling and resourcing
Tip Basic rules for estimating

• Number of resources. Increasing the number of resources to twice the original
number does not always reduce the time by half, as it may increase extra
duration due to risk, to knowledge transfer, learning curve, additional
coordination…
• Motivation of staff. Be aware of Student Syndrome—or procrastination— when

people start to apply themselves only at the last possible moment before the
deadline and Parkinson’s Law where work expands to fill the time available
for its completion.
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Estimate Activity. OUTPUTS 2. Project Schedule. Scheduling and resourcing
Duration Estimates
• Quantitative assessments of the likely number of time periods that are
required to complete an activity, a phase, or a project.
• Duration estimates may include some indication of the range of possible
results, either un unit of measurement (hours, days...) o in percentage
probability.
• Duration estimates must not include any leads or lags.
26
Develop Schedule Process 2. Project Schedule. Scheduling and resourcing
• The schedule model makes it

possible to establish an approved
project schedule that will serve as a
baseline.
• Determines the planned start and

finish dates for project activities and
milestones based on the best
available information .
• Staff must confirm that the dates present no conflict with their resource calendars
or assigned activities on other projects or tasks.
• The schedule is analyzed to determine conflicts with logical relationships and if

resource leveling is required before the schedule is approved and baselined.
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Develop Schedule. Tools & Techniques 2. Project Schedule. Scheduling and resourcing
Critical Path Method
• The critical path method is used to estimate the minimum project duration
and determine the amount of schedule flexibility on the logical network
paths.
• Analysis technique that calculates early start, early finish, late start, and late
finish dates for all activities.
• Critical path represents the longest path through a project, which determines
the shortest possible project duration. Critical path/longest path has zero total
float.
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Critical Path Method 2. Project Schedule. Scheduling and resourcing
ES EF
Early Start Duration Early Finish
Activity
LS LF
Late Start Total Float Late Finish
• The total float or schedule flexibility is measured by the amount of time that a
schedule activity can be delayed from its early start date without delaying the
project finish date or violating a schedule constraint.
• Critical paths may have positive, zero, or negative total float depending on the
constraints applied. Many software packages allow to define the parameters used
to determine the critical path(s).
• Adjustments to activity durations (adding more resources or reducing scope),
logical relationships (adjustments to discretionary dependencies), leads and lags,
or other schedule compression techniques may be necessary to produce network
29 paths with a zero or positive total float.
Steps to develop 1. Draw all nodes and depencencies

2. Start by filling in the duration of the
activities
3. Forward path:
ES EF • ES + Duration = EF
Early Start Duration Early Finish • In the case of convergence, the ES of the
successor activity will be the higest value
Activity among its predecessors.
4. Backward path:
LS LF • Last activity: EF = LF
Late Start Total Float Late Finish • LF – EF = Total Float
• LF – Duration = LS
• In the case of convergence, the LF of the
predecessors activities will be the lowest
value among its successors.
5. Activities on the Critical Path have zero
total float
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Activity Predecessor Duration
A - 6
0 6 6 6 4 10 19 5 24
B - 3 Activity A Activity C Activity H
0 0 6 6 0 10 19 0 24
C A 4
D B,C 5 10 5 15 15 4 19 19 2 21 24 2 26
Activity D Activity E Activity I Activity J
E D 4 0 3 3
10 0 15 15 0 19 22 3 24 24 0 26
F B 7 Activity B
7 7 10
G F 4
3 7 10 10 4 14
H E 5 Activity F Activity G
13 10 20 20 10 24
I E 2
J G,H,I 2
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Autonomous work
Activity Predecessor Duration Activity Predecessor Duration
A - 5 A - 3
B - 6 B A 2
C A 4 C A 4
D A 3 D - 3
E A 1 E B, D, C 2
F E 4 F E 2
G D, F 14 G E 3
H B 12 H E 4
I H, C, G 2 I F, G, H 4
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Schedule Compression Techniques

Normal
Fast Tracking
Schedule compression
techniques are used to
shorten or accelerate the
Crashing schedule duration without
reducing the project scope
in order to meet schedule
constraints, imposed dates,
or other schedule objectives.
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Fast Tracking
Crashing
High Risk
• Technique used to shorten
the schedule duration at
the lowest incremental
cost by adding resources.
Fast Tracking • Only works for activities
• Technique in which activities on the critical path
or phases normally done in • May result in increased
sequence, are performed in costs and risk.
parallel for at least a portion Crashing
of their duration High Cost
• Activities are overlapped
• Fast tracking may result in
rework, increased risk and
costs.
34
Agile Release Planning (Long-Term Planning)

• Provides a high-level summary timeline of the release schedule (typically 3 to 6
months) based on the product roadmap and vision.
• Determines the number of iterations or sprints in the release and allows the product
owner and team to decide how much development and how long it will take to have
a releasable product based on business goals, dependencies, and impediments.
• Defines what feature will be available at the end of each iteration.
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Develop Schedule. OUTPUTS 2. Project Schedule. Scheduling and resourcing
Project Schedule
• A schedule model that presents linked
activities with planned dates,
durations, milestones, and resources.
• Includes a planned start date and
planned finish date for each activity.
• Can be presented in summary form,
sometimes referred to as the master
schedule or milestone schedule or in
detailed form.
• Often presented graphically using
one or more of the following formats:
§ Bar / Gantt charts
§ Milestone charts
§ Project schedule network
diagrams
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Project Schedule
Bar / Gantt Chart

Bar or Gantt charts represent schedule information where activities are listed on
the vertical axis, dates are shown on the horizontal axis, and activity durations
are shown as horizontal bars placed according to start and finish dates.
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Project Schedule
Milestone Charts
Bar chart that only identifies the scheduled start or completion of major
deliverables and milestones
38
Project Schedule
Project Network diagrams

Commonly presented in the activity-on-node diagram format showing activities
and relationships without a time scale. Also referred as a “logic” diagram.
Usually show both the project network logic and the project’s critical path
schedule activities.
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Schedule Baseline
• A schedule baseline is the approved version (by the appropriate stakeholders) of a
schedule model that can be changed only through formal change control
procedures and is used as a basis for comparison to actual results.
• During monitoring and controlling, the approved baseline dates are compared to
the actual start and finish dates to determine if variances have occurred.
• The schedule baseline is a component of the project management plan.
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Software – Interfaces
41
Software - Interfaces
42

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International Project Management

Unit 5. International Project Planning

International Business Project Management

Unit 5. International Project Planning

Unit 5. International Project Planning

1. Defining the Project Scope. Work Breakdown Structure (WBS)

2. Project Schedule. Scheduling and resourcing Unit 5. International Project Planning

Project Schedule Management includes

Project Schedule Management Unit 5. International Project Planning

Plan Process of establishing the policies, procedures, and documentation for

Sequence Process of identifying and documenting relationships

Estimate Process of estimating the number of work periods

Plan Schedule Management Process. OUTPUTS Unit 5. International Project Planning

Schedule Management Plan

Schedule Release and Level of

INPUTS TOOLS & TECHNIQUES

Scope Baseline Decomposition

Define Activities. OUTPUTS

• Activity List. It includes a scope of work

Activity List. Example Unit 5. International Project Planning

Define Activities. OUTPUTS

Milestone List. A milestone is a significant point or event in a project. A milestone list

Define Activities. OUTPUTS

Defines the logical sequence

Determination and integration of dependencies

Internal Dependencies External Dependencies

A dependency that implies a Dependency between a project activity

Mandatory or Hard Logic Discretionary Dependencies,

Legally required, contractually required Based on knowledge of best practice

Precedence Diagramming Method (PDM)

• Technique used for constructing a schedule model in which activities are

Precedence Diagramming Method (PDM). Types of dependencies:

PDM. Types of Dependencies

Finish-to-start (FS) Finish-to-Finish (FF)

Start-to-Start (SS) Start-to-finish (SF)

Precedence Diagramming Method (PDM)

In a solar panel installation, the underground installation must be completed

Precedence Diagramming Method (PDM)

To make a birthday cake, we have considered that, as soon as we bake the

Precedence Diagramming Method (PDM)

Precedence Diagramming Method (PDM)

Project Schedule Network Diagram

Path convergence Path divergence

Activities that Activities that

Tip Basic rules for estimating

Tip Basic rules for estimating

• Motivation of staff. Be aware of Student Syndrome—or procrastination— when

• The schedule model makes it

• Determines the planned start and

• The schedule is analyzed to determine conflicts with logical relationships and if

Critical Path Method

Steps to develop 1. Draw all nodes and depencencies

Activity Predecessor Duration

Schedule Compression Techniques

Agile Release Planning (Long-Term Planning)

Bar / Gantt Chart

Project Network diagrams

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