Course info
May 1, 2015
2h 25m

This course will focus on the topics discussed in Chapter 6, sections 6.6-6.7, of the Project Management Body of Knowledge, more commonly referred to as the PMBOK® Guide. This chapter is dedicated to the Project Time Management knowledge area, one of ten such knowledge areas in the PMBOK® Guide. Viewers learn how to bring together the topics discussed in the previous course – including defining and sequencing project activities and estimating activity resources and durations – to create a project schedule. The critical path and critical chain scheduling methodologies are also discussed at length, before exploring ways to control project schedules and keep the project on track.

About the author
About the author

Casey has experience leading projects in many fields, including healthcare, digital media, mobile app development, consumer product design, education, and event management. He's constantly in pursuit of new challenges and loves to share what he learns along the way with others.

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Section Introduction Transcripts
Section Introduction Transcripts

Resource Optimization and Schedule Compression
Hello and welcome back. In the previous module we discussed developing the project schedule and looked at the critical path and critical chain methods of scheduling. Now we want to look at some resource optimization and schedule compression techniques that you can use to help make sure that your project is as effective and efficient as possible and stays as close to on track as it can from beginning to end. First, we'll look at resource leveling, then resource smoothing. After that we'll look at crashing activities as well as how to fast track them. Let's get started.

The Develop Schedule Process
In this module we're going to discuss the develop schedule process as found in the PMBOK guide. We'll start by overviewing the process as a whole and then we'll take a closer look at the inputs, tools and techniques, and outputs associated with the process. Note that there's not going to be a review at the end of this module. Instead it would be best to return when you're brushing up for the test to this very next segment. Let's go ahead and take a look at the inputs, tools and techniques, and outputs for this process, and you can see that there are a bunch and in fact, you can't even see all of them yet. Let's look at the inputs first. We have the schedule management plan, the activity list, activity attributes, project schedule network diagrams, activity resource requirements, and resource calendars, but wait. There's more. We also have activity duration estimates, project scope statement, the risk register, project staff assignments, the resource breakdown structure, and a variety of enterprise environmental factors and organizational process assets. As for tools and techniques, they include schedule network analysis, the critical path method, the critical chain method, resource optimization techniques, modeling techniques, leads and lags, as well as schedule compression techniques and the scheduling tool that you use for your project. Finally, for outputs we have the schedule baseline, the project schedule, schedule data, project calendars, updates to the project management plan, and updates to various project documents. Let's start with a closer look at the process' inputs.

Controlling Project Schedules
In this final module covering topics from the project time management knowledge area we'll look at controlling project schedules. First, we'll introduce the control schedule process. Then we'll look at a variety of different ways of doing performance reviews and trend analysis. Finally we'll look at the control schedule process components as outlined in the PMBOK guide. Let's get started.