Activity Resource Estimating: Tools and Techniques

.2 Activity Attributes Updates The activity attributes Section 6.1.3.2 are updated to include the durations for each schedule activity, the assumptions made in developing the activity duration estimates, and any contingency reserves.

6.5 Schedule Development

Project schedule development, an iterative process, determines planned start and finish dates for project activities. Schedule development can require that duration estimates and resource estimates are reviewed and revised to create an approved project schedule that can serve as a baseline against which progress can be tracked. Schedule development continues throughout the project as work progresses, the project management plan changes, and anticipated risk events occur or disappear as new risks are identified. 6 Figure 6-9. Schedule Development Overview: Inputs, Tools Techniques, and Outputs

6.5.1 Schedule Development: Inputs

.1 Organizational Process Assets The organizational process assets Section 4.1.1.4 of the performing organization may have some asset items that can be used in Schedule Development, such as a project calendar a calendar of working days or shifts that establishes dates on which schedule activities are worked, and nonworking days on which schedule activities are idle. .2 Project Scope Statement The project scope statement Section 5.2.3.1 contains assumptions and constraints that can impact the development of the project schedule. Assumptions are those documented schedule-related factors that, for schedule development purposes, are considered to be true, real, or certain. Constraints are factors that will limit the project management team’s options when performing schedule network analysis. There are two major categories of time constraints considered during schedule development: A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA 143 • Imposed dates on activity starts or finishes can be used to restrict the start or finish to occur either no earlier than a specified date or no later than a specified date. While several constraints are typically available in project management software, the “Start No Earlier Than” and the “Finish No Later Than” constraints are the most commonly used. Date constraints include such situations as agreed-upon contract dates, a market window on a technology project, weather restrictions on outdoor activities, government-mandated compliance with environmental remediation, and delivery of materiel from parties not represented in the project schedule. • The project sponsor, project customer, or other stakeholders often dictate key events or major milestones affecting the completion of certain deliverables by a specified date. Once scheduled, these dates become expected and can be moved only through approved changes. Milestones can also be used to indicate interfaces with work outside of the project. Such work is typically not in the project database and milestones with constraint dates can provide the appropriate schedule interface. .3 Activity List Described in Section 6.1.3.1. .4 Activity Attributes Described in Section 6.1.3.2. .5 Project Schedule Network Diagrams Described in Section 6.2.3.1. .6 Activity Resource Requirements Described in Section 6.3.3.1. .7 Resource Calendars Described in Sections 6.3.3.4. .8 Activity Duration Estimates Described in Section 6.4.3.1. .9 Project Management Plan The project management plan contains the schedule management plan, cost management plan, project scope management plan, and risk management plan. These plans guide the schedule development, as well as components that directly support the Schedule Development process. One such component is the risk register. • Risk Register. The risk register Sections 11.1 through 11.5 identifies the project risks and associated risk response plans that are needed to support the Schedule Development process. A Guide to the Project Management Body of Knowledge PMBOK ® Guide Third Edition 144 2004 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA