6.5 Develop Schedule
• The process of analysing activity sequences, durations,
resource requirements and schedule constraints to create
the project schedule
• All this data is entered into a project scheduling tool which
generates a schedule with planned dates for completing
project activities
• An iterative process with several cycles of refinement
• Baseline Schedule developed in Planning Phase
• Simultaneous with 6.1, 6.2, 6.3 & 6.4
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
BSBPMG503A Manage Project Time
6.5 Develop Schedule
• Inputs to Develop Schedule
 Activity list and attributes
 Project Schedule Network Diagrams – relationships and
dependencies
 Activity Resource Requirements
 Resource Calendars
 Activity Duration Estimates
 Project Scope Statement
 Project Scheduling Tool
 Scheduling Methodology and Standards
 Overall Project Calendar and Priorities
BSBPMG503A Manage Project Time
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
6.5 Develop Schedule
• Tools and techniques to Develop Schedule
Schedule
Network
Analysis
Critical Path
Method
Critical Chain
Method
Scheduling
Tool
Schedule
Compression
Resource
Levelling
What-if
Scenario
Analysis
Applying
Leads &
Lags
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
BSBPMG503A Manage Project Time
Critical Path & Critical Chain
• Critical Path Method
 Was developed in the 1950s by the Dupont Corporation
 The Critical Path Method, abbreviated CPM, or Critical Path
Analysis, is a mathematically based algorithm for scheduling
a set of project activities.
 It takes the activities in the Work Breakdown Structure, the
durations and the interdependencies, and calculates the
longest path through the project.
 It is the longest total duration of all the activities required to
complete a project
 Advanced techniques and calculations (such as early start
and early finish dates, and late start and late finish dates) are
now carried out using project scheduling tools
 Does a forward and backward pass through the schedule
with no regard for resource limitations
Adapted from PMBOK 4th Edition
BSBPMG503A Manage Project Time
Critical Path and Critical Chain
• Critical Chain Method
 Undertakes the same form of analysis and calculations, but
takes into consideration the resource availability and
constraints
 Takes the Critical Path and resource availability to produce a
resource constrained critical path OR Critical Chain
 It is the longest total duration of all the activities required to
complete a project, considering resource availability and
limitations
 Often done simultaneously with Critical Path
Critical Chain
=
Resource Constrained Critical Path
Adapted from PMBOK 4th Edition
BSBPMG503A Manage Project Time
Schedule Compression
Shortens the project schedule without changing project scope
1. Crashing
 Only works for activities where additional resources will
shorten duration
 Does not always produce a viable schedule
 Always results in increased cost
 Sometimes results in increase risk
increased Cost
Crashing
leads to
increased Risk
BSBPMG503A Manage Project Time
Schedule Compression
Shortens the project schedule without changing project scope
2. Fast Tracking
 Phases or activities normally performed sequentially are
performed in parallel
 Only works if activities can be overlapped to shorten duration
 May result in rework and increased risk
 Can result in decreased cost
decreased Cost
Fast Tracking leads to
BSBPMG503A Manage Project Time
increased
Rework
increased
Risk
6.5 Develop Schedule
• The major outputs of this process
 Project Schedule
– Milestone charts
– Bar chart – GANTT charts
– Project Schedule Network Diagrams – PERT Charts
 Schedule Baseline
 Revised Activity Resource Requirements
 Revised Activity Attributes
 Project Calendar
 Revised Risk register
Monitor
Initiation
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
BSBPMG503A Manage Project Time