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I'm Belinda Goodrich and today's learning point is the schedule knowledge area. In the PMBOK guide sixth edition, there are six processes that we use to work on our project schedule. The first five are all in planning and then we have one in monitoring controlling. So, the first process in planning is going to be to plan schedule management. That's where we create our subsidiary plan, the schedule management plan, giving us direction and instruction and details on how we're going to manage our schedule. We have four processes that are going to lead to the development of the schedule. Now I always tell people when you think about these processes, a lot of them are
baby-step processes, meaning that in reality you're doing them
concurrently with other processes. You're doing them all at once as one big step or one effort. But in the PMBOK guide, they've broken them down into baby steps.
So, the first one we're going to do is define our activities. We're going to use D composition to break down those work packages into our schedule activities. That's going to give us our activity list, our activity attributes and our milestone list. Then once we have all those activities defined, the next step is going to be to
sequence them. So, our next process is sequence activities and that is where we identify our predecessors or successors, understand any leads or legs that we have. Also understand what type of dependencies, mandatory, discretionary, internal and external. The objective here is to create the shortest schedule possible by understanding where those relationships exist.
Then we estimate our activity durations using our estimating techniques of analogous parametric re-point and bottom up and then finally we put it all together into our schedule and that's going to be our living schedule that we'll be working on throughout our project and our schedule baseline, which becomes part of our project management plan. Our last process for developing our schedule or managing our schedule is over there in monitor control and it is controlling our schedule. That's where we get to do some earned value, where we look at our schedule variance and our schedule performance index. Again, we're going to be comparing our actual progress against that baseline, doing a variance analysis to see are we performing as anticipated, are we improving, are we deteriorating, and what is the likelihood of achieving our schedule objectives?