The plan schedule management process describes how the project should rule will be developed, executed, and controlled as well as how changes will be incorporated into the project schedule.
According to the PMBOK Guide, the primary benefit of this process is that it helps guide can direct how the project schedule be managed.
The only output of this process is the schedule management plan. So, let’s you and I first look at the inputs and the tools and techniques of this process and exam and the schedule management plan itself.
The inputs of this process include the project management plan, project charter, enterprise environmental factors, and Organizational process assets.
The project management plan includes the scope baseline, which in turn is made up of the project scope statement, WBS, and a WBS Dictionary. The project schedule will be derived from the WBS, which includes deliverables and work package levels, so the scope baseline is key to defining the process you will use to develop the schedule management plan.
Enterprise environmental factors include the culture of the organization and availability of resources as well as the project management software and work authorization system the organization uses to assign and track work components.
The organizational process assets that are important to this process, are templates, change control process is, historical information, policies and guidelines for schedule control, control tools for managing a show tools, and Risk control processes and procedures.
You and I have seen all the tools and techniques before, they are expert judgment, analytical techniques and meetings.
The key to this process is the schedule management plan, which is an element of the project management plan. It is the only output of this process, and it serves to describe how the project schedule will be developed, monitored, controlled, and changed.
According to the PMBOK Guide, several elements make up the schedule management plan, so be certain to review all of them. Here are the most important elements:
This refers to the methodology is and tools you will use to develop the schedule, such as Microsoft project, along with the data they contain.
This element describes the rounding you will use when deriving activity duration estimates. As an example, here, you might around to the nearest week, day, or hour depending on the complexity of the project.
This element also concerns activity duration estimates as well as schedule activities. This describes what measure you will use when developing the schedule, such as hours, days, weeks, or some other measure.
Control thresholds refer to the level of variance the should rule can experience before you take action. Again, depending on the complexity of the project, this might be A generous amount of time or very limited amount of time.
You can express thresholds in terms of hours or days. As an example, here, a slippage of greater than three days requires action or, most typically, as a percentage of time.
This refers to where and what measures you will use to verify schedule performance.
This could include designating levels on the WBS and/or determining what type of earned value measurement technique you will use