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8.3 Schedule Management

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Project Management Professional PMP

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1 Chapter 1: Introduction & Fundamentals

1.1 About the PMP Exam 1.2 What is a Project? 1.3 Project, Program & Portfolio Management 1.4 The Project Manager Role 1.5 PMBOK 7 Principles Overview 1.6 Performance Domains Overview 1.7 What Changed in the July 2026 PMP Exam

2 Chapter 2: People Domain Part 1

2.1 Managing Conflict 2.2 Leading a Team 2.3 Supporting Team Performance 2.4 Empowering Team Members 2.5 Training & Development 2.6 Building a Team 2.7 Removing Impediments

3 Chapter 3: People Domain Part 2

3.1 Negotiating Project Agreements 3.2 Collaborating with Stakeholders 3.3 Building Shared Understanding 3.4 Engaging Virtual Teams 3.5 Defining Team Ground Rules 3.6 Mentoring Stakeholders 3.7 Emotional Intelligence

4 Chapter 4: Process Domain - Planning

4.1 Determining Project Methodology 4.2 Integrating Project Planning 4.3 Planning & Managing Scope 4.4 Planning & Managing Schedule 4.5 Planning & Managing Budget 4.6 Planning & Managing Quality 4.7 Planning & Managing Resources 4.8 Planning & Managing Procurement

5 Chapter 5: Process Domain - Execution & Control

5.1 Executing with Urgency for Value 5.2 Managing Communications 5.3 Assessing & Managing Risks 5.4 Engaging Stakeholders 5.5 Managing Project Changes 5.6 Establishing Project Governance 5.7 Managing Project Issues 5.8 Managing Project Artifacts 5.9 Knowledge Transfer & Closure

6 Chapter 6: Business Environment Domain

6.1 Planning & Managing Compliance 6.2 Evaluating & Delivering Benefits 6.3 External Environment Changes 6.4 Supporting Organizational Change

7 Chapter 7: Agile & Hybrid Approaches

7.1 Agile Mindset & Values 7.2 Scrum Framework 7.3 Kanban & Lean 7.4 Extreme Programming (XP) 7.5 Hybrid Project Management 7.6 Agile Planning & Estimation 7.7 Agile Metrics & Tools

8 Chapter 8: Predictive (Waterfall) Approaches

8.1 Predictive Lifecycle 8.2 Scope Management 8.3 Schedule Management 8.4 Cost Management 8.5 Quality Management 8.6 Risk Management Process 8.7 Procurement & Contracts 8.8 Change Control

8.3 Schedule Management

Key Takeaways Explain This Topic AI

PDM (Precedence Diagramming Method) uses four relationship types: Finish-to-Start (most common), Start-to-Start, Finish-to-Finish, and Start-to-Finish (rare)

Critical Path Method (CPM) identifies the longest path through the network, determining minimum project duration with zero float

Float (slack) is calculated as LS - ES or LF - EF, representing how long an activity can be delayed without impacting the project end date

Crashing adds resources to critical path activities to reduce duration at the lowest incremental cost per time unit saved

  • Fast-tracking performs sequential activities in parallel, reducing duration but increasing risk of rework
  • Last updated: October 2026

Schedule management involves defining activities, sequencing them logically, estimating durations, and developing and controlling the project schedule. In predictive projects, the schedule is established during planning and managed through formal change control.

Schedule Management Processes

  • Process Purpose Key Output
  • Plan Schedule Management Define policies and procedures Schedule Management Plan
  • Define Activities Break WBS into schedulable activities Activity List, Milestone List
  • Sequence Activities Identify dependencies between activities Network Diagram
  • Estimate Activity Durations Determine time needed for each activity Duration Estimates
  • Develop Schedule Create the project schedule Schedule Baseline
  • Control Schedule Monitor status and manage changes Work Performance Information
  • Precedence Diagramming Method (PDM)

PDM is the most common method for creating network diagrams in project scheduling. Activities are represented as nodes (boxes), and dependencies are shown as arrows connecting them.

Four Types of Logical Relationships

Relationship Notation Description Example

Finish-to-Start (FS) FS Successor cannot start until predecessor finishes Foundation must finish before walls can start

Start-to-Start (SS) SS Successor cannot start until predecessor starts Testing can start when development starts

Finish-to-Finish (FF) FF Successor cannot finish until predecessor finishes Documentation must finish when coding finishes

Start-to-Finish (SF) SF Successor cannot finish until predecessor starts Night shift ends when day shift starts

  • Relationship Usage
  • Finish-to-Start (FS) is the most common relationship
  • Start-to-Finish (SF) is the least common and rarely used
  • Leads and Lags

Term Definition Example

Lead Amount of time a successor can start BEFORE predecessor finishes FS -2 days: Start 2 days before predecessor finishes

Lag Amount of time a successor must wait AFTER predecessor finishes FS +3 days: Wait 3 days after predecessor finishes

Dependency Types

Understanding why activities are dependent helps with schedule optimization:

  • Dependency Type Description Flexibility
  • Mandatory (Hard Logic) Required by nature of work Cannot be changed
  • Discretionary (Soft Logic) Based on best practices or preferences Can be modified
  • External Relationship to non-project activities Outside project control
  • Internal Within project team's control Team can adjust
  • Critical Path Method (CPM)

The Critical Path Method is the most important schedule analysis technique. It identifies the longest path through the network diagram, which determines the minimum project duration.

CPM Calculations

  • Calculation Formula Purpose
  • Forward Pass ES of successor = EF of predecessor Calculate earliest start and finish dates
  • EF = ES + Duration
  • Backward Pass LS = LF - Duration Calculate latest start and finish dates
  • LF of predecessor = LS of successor
  • Total Float Float = LS - ES = LF - EF Time activity can slip without delaying project
  • Free Float EF - ES of successor Time activity can slip without delaying successor
  • Critical Path Characteristics
  • The critical path is the longest path through the network
  • Activities on the critical path have zero float
  • Any delay on the critical path delays the entire project
  • A project can have multiple critical paths
  • The critical path can change during project execution
  • CPM Calculation Example

Consider this network with durations in days:

  • Activity Duration Predecessor
  • A 3 None
  • B 4 A
  • C 2 A
  • D 5 B
  • E 3 C
  • F 2 D, E

Forward Pass:

  • A: ES=0, EF=3
  • B: ES=3, EF=7
  • C: ES=3, EF=5
  • D: ES=7, EF=12
  • E: ES=5, EF=8
  • F: ES=12 (max of D and E finish), EF=14
  • Project Duration: 14 days
  • Critical Path: A → B → D → F
  • Float Analysis

Float (also called slack) represents schedule flexibility:

Types of Float

  • Type Definition Impact
  • Total Float Time an activity can slip without delaying project end Project impact
  • Free Float Time an activity can slip without delaying any successor Activity impact
  • Project Float Difference between imposed deadline and CPM end date Overall buffer
  • Negative Float

Negative float indicates the project is behind schedule:

  • Schedule shows project will finish AFTER the required deadline
  • Requires schedule compression to meet the deadline
  • Common cause: Imposed deadlines, late starts, extended activities
  • Schedule Compression Techniques

When the schedule needs to be shortened, two primary techniques are available:

Crashing

Crashing involves adding resources to critical path activities to reduce their duration:

  • Aspect Description
  • How It Works Add people, equipment, or overtime
  • Selection Criteria Choose activities with lowest crash cost per day
  • Limitation Only works on critical path activities
  • Risk Increases cost; diminishing returns apply
  • Crash Cost Calculation
  • Crash Cost per Day = (Crash Cost - Normal Cost) / (Normal Duration - Crash Duration)
  • Activity Normal Duration Crash Duration Normal Cost Crash Cost Crash Cost/Day
  • A 10 days 8 days $10,000 $14,000 $2,000/day
  • B 8 days 6 days $8,000 $14,000 $3,000/day
  • C 12 days 9 days $15,000 $21,000 $2,000/day
  • Decision: Crash Activity A or C first (lowest cost per day saved)
  • Fast-Tracking

Fast-tracking involves performing sequential activities in parallel:

  • Aspect Description
  • How It Works Overlap activities that were planned sequentially
  • Requirement Activities must be able to run in parallel
  • Limitation Only works with discretionary dependencies
  • Risk Increases risk of rework; quality may suffer
  • Crashing vs. Fast-Tracking
  • Factor Crashing Fast-Tracking
  • Cost Impact Increases cost May or may not increase cost
  • Risk Impact Lower risk Higher risk (rework)
  • Resource Impact Requires additional resources Uses existing resources differently
  • Best Use When budget is available When time is critical
  • Schedule Baseline

The Schedule Baseline is the approved version of the schedule that provides the basis for performance measurement:

  • Components
  • Approved start and finish dates for all activities
  • Milestone dates
  • Resource assignments
  • Schedule reserve (if applicable)

Changes to the baseline require formal integrated change control .

  • Key Takeaways
  • PDM uses four relationship types, with Finish-to-Start being most common
  • The Critical Path is the longest path and determines minimum project duration
  • Float = LS - ES = LF - EF measures schedule flexibility
  • Crashing adds resources to reduce duration at additional cost
  • Fast-tracking performs sequential activities in parallel, increasing risk
  • The Schedule Baseline is the approved schedule used for performance measurement

Loading diagram... Critical Path (Red) vs. Non-Critical Activities (Green)