Project Schedule Management Overview | PMBOK Video Course

[Music] hi everyone welcome back to these processes from the project management body of knowledge this one in particular is project schedule management an overview of the

of the entire schedule management here and as you can see where we've gathered our scope for our project and now we're starting to put that into a schedule

so to see how and when these activities and deliverables will be completed and of course the most of this is happening in the planning phase so we're

really planning out the schedule for our project and then ultimately once it's uh once all of the items have been delivered in executing in the executing process group then we just need to control that schedule

and make sure that everything stays on track the processes that you'll see as part of project schedule management are planning schedule management so how is the what's the process for actually planning out the schedule what are the

tools and techniques that we're going to use defining the activities according to the deliverables so the scope that we have now that's turning into activities so that we're

putting those activities and turning them into a schedule that happens over time july august september over the year and now we can see when something is

going to be delivered sequencing those items into those dates estimating their activity durations so how long is it going to take is it going to be that long is it going to be this long

is it going to be really short you know these are the things that we need to estimate up front then ultimately we're developing our schedule based on all of that information and of course once that's

done and the project has been executed or we're delivering on those things for our project then we need to control that schedule and make sure that it stays on track here's an overview of all of the inputs

tools and techniques and outputs that you'll see as part of project schedule management so as you can see there's a lot of project management plan we'll always see this come up as an input

for for all of our processes from now on we've got a lot of project documents being inputs as well and of course a lot of enterprise environmental factors and organizational process assets we've got also for tools and

techniques a lot of expert judgment then of course we've got things new things that you'll see like leads and lags potentially the project management information system

dependency determination and integration and the precedence diagramming method then we've got estimating techniques like analogous estimating parametric estimating three-point estimating and bottom-up estimating

all of these things might be new to you and you'll see these for uh as part of making sure that our schedule is estimated correctly and you know and outlined correctly

and of course outputs we've got you know the basis of our estimates the activity list that we'll see and project network diagrams so schedule network diagrams

where we're outlining and making visual what the project is going to look like and lastly under control schedule things like data analysis the critical path method is also a new

one that you might see leads and lags and schedule compression techniques so how we if we've got a schedule happening over this amount of time how can we compress that so that it only

takes this amount of time key concepts for project schedule management basically schedule management provides a tool for communication and managing

stakeholders expectations as we go along on our project it also forms the basis for reporting so how do what do we plan and what is actually

happening and you know what's the difference there are we tracking better or are we tracking worse the project management team will select a scheduling method so it could be a critical path method could

be an agile approach could be a few different other techniques there as well and the project activities the planned dates durations and the resources required any dependencies and constraints are

entered into a scheduling tool to create a schedule model for the project now that could be something like our network diagram where we're just outlining what that looks like and that will have any of the

dependencies and risks potentially the costs as well so we'll learn a little bit more about this and as you see here it could be a simple activity list even just activities generated

and written down it could be a gantt chart that we'll see more on a network diagram or any other method for smaller projects defining the activities and sequencing the activities

it they're so tightly linked that it could all be done as a single process if we've only got a few things that we need to deliver then we can all do it in the same process and just you know put it in the one

chart and be done with it so that's a little bit easier for your smaller projects example schedule models this is something that we'll see is the network diagram and that's how we'll be calculating the

critical path so the the shortest duration that our project would be able to be completed the bar chart or gantt chart so our

activities over here and our dates up here and these are the activity durations when can something be completed and we can see it very clearly and of

course just a simple activity list can also be used nice and simple um you know when's the date for that activity and that can show us you know a nice easy representation of what needs to be

done for our project trends and emerging practices that you'll see are rolling wave planning so iterative scheduling with a backlog now what that means is we've got a

backlog of work these are our activities and we we actually have also got iterations so between usually around two weeks let's say so every two weeks we want to

be delivering a feature and so with when we're doing that we are taking one of one or two of these backlog items or you know a few of them that will deliver this feature

and then we're planning it out in more detail right before the iteration and then we're taking these ones and we're planning that out in more detail just before the iteration and then lastly

taking these ones and planning that out in more detail just before that iteration as well so initially we'll have a high level idea but right before we're about to do the work then we really get into that

nitty gritty planning that's rolling wave planning requirements are documented in user stories so how is the user actually using that product

this could be done as a given when then or these are different ways of elaborating on user stories prioritized and refined just before development or construction as we saw and the product features are

developed using time boxed periods which are our iterations there so those are the trends and emerging practices that you might see as part of your project you might also see on-demand scheduling so

this could be a kanban system where we've got the the kanban board and we've got our backlog here on the left and we've got in progress and maybe a few other different different

ideas in between all the way over to done and we simply take the cards or activities and we move them across once they are being worked on all the

way until they are finished so this is based on the theory of constraints from the goal by eli goldratt and basically it means that the people in our team will pull that work when they're ready

to work on it so billy is ready to work on this one he puts it in progress um jerry is is still busy so he hasn't got he's still working on one but when he completes it and it's done

he can pull the next one and that goes in to the kanban uh into the kenman board as well so this is much more ideal when the tasks can be made relatively similar in size

so you haven't got someone working on a huge one and someone working on a tiny one you know that that way it's much more even it's easy to to keep that on track as you're going along different tailoring considerations

that you'll see as part of project schedule management are the life cycle approaches so what's the most appropriate life cycle approach that allows for more detailed schedule and that could be our agile as we've

seen previously it could be the waterfall approach where we're doing all of our scope up front and just delivering it in one big bang or agile where we're iteratively

improving over time and delivering a feature during our iterations as well and hopefully taking feedback and putting that in to try and

improve over time resource availability so what are the factors influencing durations so who's available to do the work project dimensions so how the presence of project complexity

how complex is the thing that we're delivering is there a lot of uncertainty so maybe we need to use agile because things will be changing a lot and we need to respond to that or maybe it's not

changing at all and so we really can define all of that scope up front and then just deliver it in one big bang without too much worry and of course technology support so is

technology used to develop record transmit or store project schedule information and is it readily accessible to everyone who needs it considerations for agile that you will

see and adaptive environments so adaptive approaches use short cycles to undertake work and review the results and adapt as necessary so those are our two week iterations or two to four weeks

where we're delivering a feature but in a large organization you might have a mix of this so you might have hybrid approaches where you're defining all of the scope up front but then you're potentially using

a kanban board to manage that work and just pull it across the board and get it all the way to done or maybe you're working with a third party who needs to put something who is creating something for you

and you can't see into that process so there's is a waterfall approach where all their scope is done up front and they're delivering it in one big bang but you're using an agile approach so you can integrate that into your systems

during one of your iterations for example so there are a few different options and you'll see many different variations of your hybrid approaches in larger organizations the role of the

project manager doesn't change depending on whether it's a predictive development life cycle or an adaptive project life cycle however to be successful in adaptive

approaches the project manager will need to be familiar with those tools like scrum and kanman boards using iterations and backlogs servant leadership the whole team approach

all of those different ideas and concepts and to be familiar with those tools and techniques and that is the idea and overview

of project schedule management [Music] you