Florida University Southeast, School of Professional Studies

Name of Department: - Foundations of Project Management Spring 2023 Cohort 03

Course Number &Title – Foundations of Project Management Course (FUSE - SPS - PM 101)

Name; Habtamu Zelalem -Master of Business Valuation (MBV)

Discussion 4

Introduction

Schedule Management Knowledge Area

Schedule management in project management is a knowledge area. The main goal of schedule
management is making sure that all activities of a project are done on planned time and therefore
project is completed on time. What we aim for in this knowledge area is developing a project
schedule and ensuring that project performs in coordination with the agreed schedule.

The project schedule represents the time dimension of the project plan and has information like
when the project would start, when each of the project activities would happen, in what order the
project activities would happen, when project would be completed etc. Usually, a software
system is used to develop the project schedule, the project team can enter the list of activities to
the software as well as their dependencies and the software can produce the project schedule and
the schedule baseline as the output.

Answer# 1A the six processes outlined in the project schedule management knowledge area
are as follows:

1. Plan Schedule Management

2. Define Activities
3. Estimate Activity Durations
4. Sequence Activities
5. Develop Schedule (Creating a project schedule)
6. Control Schedule
Answer # 1B According to discussion 4 command i provide a high-level description of the
only two of the processes are as follows:

1. The sequence activities process

In order to efficiently manage the time, we have to create a project schedule. Therefore we need
to determine when we should conduct each activity in the project. To do so, having knowledge
about the sequence of these activities is of vital significance. The process of sequencing activities
consists of defining the relationship between project activities and documenting these
relationships identified before, in the paper.

Some project activities include priority completion relationships. If this is a priority relationship,
it can be caused by dependence between activities or efficiency considerations. Therefore there
should be a sequence of activities related to internal and external dependencies, constraints, and
assumptions. In this process, the activities included in the activity list which was created at the
end of define activities process, are organized according to the order in which they should be
implemented.

What is the main purpose of the sequence activities process?

The main purpose of sequencing is to bring logical and feasible order of conducting activities
during the execution phase by taking into consideration internal and external dependencies,
assumptions and constraints a feasible sorting with maximum efficiency is the goal. Therefore,
by sequencing, it will ease the whole process of developing a schedule later. Being aware of at
which step you will take the action will contribute to better planning of all activities.

Why is the sequence activities process important?

It is an important process because the essential step of developing a project schedule is to know
priority completion dependencies between activities and we can only determine a definite time
period by defining the sequence of them. For example, if you are carrying out a project about
painting a house lining the wall should come before painting the wall. If this sequence is
neglected, there would be rework or extra usage of resources and mandatory changes on the
schedule.

When to perform sequence activities process?

In the process of sequencing activities, all factors are examined and the activities in the activity
list are sorted and this ranking is reflected in the document. The process of sequence project
activities is implemented immediately after the process of defining the activities and immediately
before the process of creating a schedule. Knowing what to do when and during a project's
lifecycle allows us to better plan when managing project constraints.

The sequence activities process is in the planning process group and schedule management
knowledge area. The main output that we have at the end of the process is schedule network
diagrams. This diagram will be of very much value while we prepare the final schedule.

The main output of the sequence activities process is project schedule network diagrams. These
diagrams are graphical methods that depict the activities included in the schedule, their
dependencies, and the sequence of these activities. In the schedule network diagram, the exact
sequence and logical relationships between the activities are depicted. It is usually created by
using scheduling software.

Inputs of sequence activities process

Activity lists: As it consists of the names of activities to be sequenced, this is the most important
input of the sequencing activities process. The activities in the project's activity list are organized
and shown with a diagram of the order in which they will be implemented.

Activity attributes: This document may consist of useful information which will affect the
sequence of activities. Because it contains information about activities used in this process, this
is also an important input as this information may change the order of activities.

Milestone list: In our project reaching the predefined milestones is one of our objectives.
Therefore we have to take them into consideration while sequencing the activities. Milestones
are usually determined out of control of the project by customers, stakeholders or management
whereas activities are performed inside the project. Therefore, activities must be sequenced by
taking milestones into consideration.

Schedule Management Plan: It is the guide for us to the necessary work of sequencing. The
techniques used, the software to use, the roles and responsibilities about deciding the final logic
of dependencies are included in the plan.

Assumption log: Assumptions and constraints are among the main factors to decide the
dependencies and priority relationships. Assumptions are everything that we think is true about
the project. The assumption log will be an input of this process because we will sequence
activities according to assumptions also.

Organizational Process Assets: Project dependencies mentioned in the portfolio and program
plans, existing planning procedures, templates, and lessons learned repository are useful inputs.

Enterprise Environmental Factors: Existing standards of the industry, Project management

information system, and scheduling software’s in the market are examples of EEF to use.

Tools and techniques used in sequence activities process

Precedence Diagramming Method (PDM): It is a form of data representation that visually

reveals the logical relationships between activities and activities, the priority relationship. It was
developed manually before, today most people use scheduling softwares instead. This method
creates a graphical representation of activities so that the activities in the schedule can be
completed. Accordingly, each activity is represented by a node. By using arrows, dependencies
between activities are shown.

Dependency Determination and Integration: Dependencies are factors that may significantly
affect the ranking of activities. That's why dependencies need to be determined to sort out
activities.

Three different types of dependencies exist in projects. These are mandatory dependencies which
may be also mentioned as hard logic or essential in project management exams, the second is
discretionary dependencies also called soft logic or preferred dependencies and the third is
external dependencies which are caused by parties outside of the project. These first two
dependencies may coexist with external and internal dependencies.
For instance, in a construction work of a roof, the mainline of the roof must be built to lay tiles.
If these two considerations are defined as two activities in the project, at the beginning of the
activity of laying tiles depends on the end of the activity of building the main line of the roof.

Leads and Lags: Lag can be defined as the total amount of time when a successor activity is
delayed after the predecessor activity. And lead is exactly the reverse of a lag. In network
diagrams, it is an acceleration in a successor activity.

Project management information system (PMIS): This system is very useful in almost all
scheduling processes.

2. Control Schedule Process

The process of control schedule is one of the key processes in effective project management. The
process of control schedule like other control processes, takes place and compares the planned
one. Variances are determined by comparing the time values realized within the scope of this
process with the time baseline. When variances are detected, the actions to be taken to get the
timeline back on track are also included in the process of checking the timeline.

The process of control schedule is important for two primary reasons. First, it allows you to spot
and correct deviations from the plan before they cause bigger problems. Second, it helps you
maintain a realistic view of the project timeline, so you can make better decisions about how to
allocate resources and manage expectations. By using a process of control schedule, you can
keep your project on track and ensure that it remains within scope.

Requests for changes are an important output of the process of checking the time schedule.
Because some of the corrective or preventive actions that need to be taken to address deviations
that will be detected during the process may need to go through change control processes, it is
important to track these requests and their associated impacts. The change management process
should be used to evaluate, authorize, and track all changes to the time schedule.

Here are a lot of factors that go into successfully managing a project, and one of the most
important is being able to control the schedule. In order to do that, you need to have a good
process in place and be able to use effective techniques such as earned value analysis. With the
right tools in hand, you can make sure that your project stays on track and meets all of its
deadlines.

In the agile approach, backlog prioritization and stand up, retrospectives are organized to reveal
new information and to record the lessons learned in this process.

Inputs

 Schedule management plan: In order to keep your projects on track, it is important to

have a schedule management plan in place. This document will outline all of the steps
that need to be taken to ensure that your project is completed on time and within budget.
 Lessons learned register: A lessons learned register is a document that captures key
learnings and observations from a project. It can be used to improve future projects and to
help prevent the same types of issues from happening again.
 Project calendars: Calendars are a great way to keep track of your projects and stay
organized. They can help you keep track of due dates, deadlines, and other important
information
 Project schedule: Having a well-organized project schedule is critical to the success of
any project. A project schedule is an outline that shows the beginning and end date of all
 project tasks. It is critical to create a project schedule so you can keep track of the
progress of your project and make sure that everything is on track.
 Resource calendars: The best way to keep track of your resources' availability is through
a resource calendar in project management.
 Schedule data: This is the compilation of data for detailing and regulating the project
schedule.
 Schedule baseline: The approved version of the schedule that is used to compare actual
performance to planned performance is called the schedule baseline.
 Scope baseline: The project scope baseline is the foundation of the project management
plan. It is a document that defines the project's scope, including the work that is to be
done, the work that is not to be done, and the work that is in doubt.
 Performance measurement baseline: A performance measurement baseline (PMB) is a
baseline reference point against which the performance of one or more projects can be
measured.
 Work performance data: Collecting and analyzing work performance data is essential
for understanding how your team is performing and where improvements can be made
 Organizational process assets: By using standardized templates, checklists, and other
resources, you can ensure that your projects are always well-organized and on track

Tools & Techniques

 Earned value analysis: Earned value analysis assists you in measuring how much
progress your team has made on a project, and to track whether you are on schedule and
within budget.
 Iteration burn down chart: This chart illustrates how much work has been completed,
how much work is remaining, and the speed of progress. This information can help
project managers to identify potential problems and make necessary changes.
 Performance reviews: Well it is always important, isn't it?
 Variance analysis: One of the most important aspects of effective project management is
being able to track the progress of the project and identify any variances. A variance
occurs when the actual results of a project differ from the original plan
 Trend analysis: Trend analysis is a research methodology and set of procedures used to
measure, analyze, and interpret changes in data over time. It can be used to identify
patterns and trends in data, and to make predictions about future occurrences.
 What-if scenario analysis: When making big decisions, it's important to consider all of
the possible outcomes. That's where what-if scenario analysis comes in. This type of
analysis allows you to explore different scenarios and see how they might play out.
 Critical path method: The critical path method is used to calculate the minimum amount
of time the project will take to complete. It also helps you identify the risks and
dependencies associated with each task.
 Project management information system (PMIS): Project management information
systems (PMIS) are usually software applications that help project managers collect,
store, and analyze data about their projects. It makes the project work easier.
 Resource optimization: It is important to make sure that you are using your resources in
the most effective way possible. This can mean different things depending on the project.
 Leads and lags: A lead is the amount of time you allow for a task to start early, and a
lag is the amount of time you allow for a task to finish late.
 Schedule compression: In project management, schedule compression is the act of
reducing the time allotted for a project while still meeting the original project objectives.
Control Scope Process
The deliveries that you create within the scope of the project are reviewed by the client
towards the end of the project and the necessary approvals are given by comparing them
with the specified requirements. This process is carried out within a part of the scope
validation process. However, the fact that the product is not accepted by the customer at
this stage of the project management means that it is too late for corrective action. It may
even be necessary to start all over again, take everything from the very beginning. In
order to obtain a PM certificate, one of the monitoring and control processes that we need
to understand is the control scope process. Control of the scope is directly related to the
measurement performance domain and delivery performance domain.

Inputs to the Control Scope Process - Artifacts

 Scope management plan: The scope management plan has been designed to provide
clear direction to the project team regarding the method of identifying, documenting, and
controlling scope as it affects the project
 Lessons learned register: It helps to make all information available to everyone and can
be used for future reference. In some ways, it is the living embodiment of the project
itself, because the experience and knowledge of the people who have worked on the
project are part of this document.
 Organizational process assets: Organizational process assets, or OPA, are key to
sustaining the project management maturity of your organization. Used here as well,
similar to other processes.
 Requirements management plan: Requirements management plan is a document that
defines the strategy of requirements management for a project.
 Change control plan: Change management plan is an essential document in project
management as it helps manage and monitor the implementation of changes that are
required or proposed during the project.
 Configuration management plan: The configuration management plan is the foundation
for controlling changes to a project’s baseline documents.
 Scope baseline: In project management, the scope baseline is a snapshot of the final
agreed-upon product which gives a clear picture of what is to be delivered and any
changes made to that
 Performance measurement baseline: It is a must as a project manager should be able to
measure the performance of every project towards achieving its objectives.
 Requirements documentation: Many projects fail because the requirements are not
properly documented. To avoid this, it is crucial that the specific project requirements are
clearly recorded and agreed upon by stakeholders.
 Requirements traceability matrix: The Requirements Traceability Matrix is an
important tool in the project management process. It is a simple matrix that allows you to
document and move your requirements from initial request, through elaboration
(documentation of the requirement) and into development.

Methods Used in This Process

 Variance analysis: Variance analysis is a way to track your expenditures against your
budget.
 Trend analysis: This can be very beneficial in projects as it helps you identify areas
where performance may be improving or deteriorating based on the current conditions
Answer # 2. Why is the activity sequencing process critical to the successful development
of a project schedule?

What are sequencing activities?

Sequencing activities is a process that recognizes how the tasks of the assignment connect with
one another. Project managers determine what they're trying to accomplish with their efforts and
arrange a logical chain of events that can achieve that goal. They assign numbers that dictate the
moment during production that employees start the task. For example, a responsibility with the
number "2" label proceeds after the completion of the item with the number "1." Managers may
also create a diagram that illustrates the project sequence. The graphic encloses the steps in
shapes, and the arrows between them represent the relationship.

What is project sequencing?

Project sequencing is a process that requires employees to complete tasks in a specific order.
The project has a clear chronology that enables a quality final product. To progress through an
assignment, professionals ensure efficiency with the first step before proceeding to the second
step. For example, when developing a perfume, the start is to assemble the base notes of the
fragrance, followed by the middle notes and finally the top notes. The order enables the perfume
to smell the exact way you intended. Project managers often implement sequencing to provide
clearer directions on the goals of their ventures.

What does a sequencing diagram look like?

Diagrams for sequencing activities typically use a Precedence Diagramming Method (PDM), a
technique that outlines the rules for progressing through a project. It signifies which tasks are
predecessors, items that take place before later steps, and which tasks are successors, items that
follow the earlier items. There are four types of connections between the beginning and ending
responsibilities. They include:

 Finish-to-start: The succeeding activity can't begin until the proceeding activity finishes.
For example, once team members complete the HTML coding for a website, then they
can build the individual web pages.
 Finish-to-finish: Employees can only finish a subsequent task when the first task is also
complete. For instance, the web page construction is not complete until the team finalizes
the website coding.
 Start-to-start: The successor can only begin after its predecessor begins. For example,
professionals can start configuring the web pages once the coding process is underway.
  Start-to-finish: Until the preceding activity begins, the following task can't finish. For

Benefits of project sequencing

Project sequencing can produce several advantages for your organization, including:

Increasing the quality of your work

Project sequencing can improve the deliverables of your assignments. When you review the
performance of each task, you can ensure they operate as you intended. Then you can have
confidence that the work you've already done is effective enough to continue building. The
results can be an efficient product that satisfies the client's expectations. The sequence
emphasizes quality not only at the end of production, but also at the beginning and the middle.

Identifying and resolving issues

The organization of a project sequence can make it easier for managers to evaluate their
progress, which can be essential for long-term assignments. They can consult the chronology to
determine which parts of production are strong and which parts they can improve. For example,
the buttons on the remote don't manipulate the sounds of the television. Engineers know they
installed the volume features in the middle of the sequence, which means they can check the
quality of the steps at that point and the tasks that follow. You can diagnosis the problem and
devise a solution that maintains order.

How to conduct project sequencing

Follow these steps to coordinate a sequence of steps for your next project:

1. Create a project outline

The first step is to think about the scope of your assignment. Visualize how extensive it is
and how long it may take you to complete it. The project scope can help you determine
how to start and end the sequence. For example, if you're designing a line of cookware,
then you know the sequence begins with the assembly of the materials. It ends after
you've tested the product's durability and performance preparing food items. You can also
factor the steps that take place in the middle of the sequence. Contemplate everything you
and your team can do to deliver a quality final product to the client.
 2. Organize the steps chronologically

 Once you have an outline of your steps, the second part of the process is to designate
their places in the chronology. Assign identification numbers so your staff members
know which tasks are predecessors or successors. You can use an organized structure that
allows you to add tasks when you begin to execute your steps. For example, if the client
requests another round of troubleshooting before its release, then the order you've already
defined can easily tell you where to add the second testing procedures.
 It may be helpful to consider how you plan to delegate the steps to the professionals on
your team. For example, if a different individual works on each task, then you might
make the steps specific so they can identify which part they're expected to complete. If
the project is smaller in scale, or you plan to give the team more freedom to choose their
own contributions, then you might make the steps more general.

3. Establish rules for completing every step

 The third step is to create standards for working on the predecessors and successors. The
relationships between each task may depend on the extent of your project. For instance,
to meet the client's deadlines, you decide to work on multiple activities simultaneously.
Then, you can use the sequence to determine the order to check for quality before moving
on to the next phase. If your project is straightforward, then you might require the start of
finish of only one activity at a time. Select a sequencing connection that enables your
team to maintain productivity and ensure your work performs properly.

4. Enter the outline into a diagram

 After you've defined the relationships between your tasks, the fourth step is to create a
diagram. Include the task identification numbers, and place the activities in their rightful
chronological order. Select shapes and patterns so your team can identify when to start
and finish each task. For example, if there's only one arrow between two shapes, then
they know the relationship is finish-to-start. If the arrows extend in a circle, then
employees can start the succeeding tasks, but still need to complete the preceding
activities first. Establish deadlines to inform employees of the time constraints for every
task.

5. Share the diagram with the team

 The final step is to promote the objectives of the project with your team. Encourage them
to reference the diagram to understand the parts of the sequence they're responsible for
 after you delegate the tasks. For instance, if you explain they complete steps two and
three, then they know their work encompasses the first half of the assignment. It may be
beneficial to share the list of assigned tasks with your team as well. When an employee
identifies their duties, they can also see the person who's working on the preceding or
succeeding task. The diagram can help them contact the right individual when they're
finishing their respective tasks.

Reference

 Attached materials
 Lecture video
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