You can refer to my earlier articles on this series here:
- How to remember ITTOs of Project Integration management? and
- How to remember ITTOs of Project Scope Management?
ITTO is an acronym that stands for Inputs, Tools and Techniques, and Outputs.
In this article, we will focus on Project schedule management. (Note: For those who are switching over from PMBOK Guide Fifth Edition to PMBOK Guide Sixth Edition, please note that this knowledge area was earlier referred to as Project Time Management. You also should note that the process “Estimate Activity Resources” is now moved over to Resource Management knowledge area).
What is Project Schedule Management?
You have to consider Project schedule management as a natural continuation of where we left off in scope management. The major work in schedule management starts off by decomposing the WBS from scope management knowledge area into activities.
Project schedule management is the knowledge area in which the team performs the following major work:
- Decomposes the work packages from scope management knowledge area into activities
- Identifies the Interrelationships between activities and arranges the activities in sequence using a schedule network diagram
- Estimates duration required to complete each activity
- Develops a schedule and identifies the critical path
- Monitors the schedule performance of the project and controls any changes to schedule
Process Flow for Project Schedule Management
I have suggested process flow diagrams as a way to remember and map the concepts in mind. Following the same approach, I have given the process flow diagram for Project Schedule Management below.
I have included ONLY the major inputs and outputs, so that it is easier to understand rather than complicating it too much. Please note that it does NOT include ALL inputs and outputs. I have included only those inputs and outputs, which I felt are important. Please refer to PMBOK Guide for a complete list of ITTOs.
The best way to get the ITTOs in your mind is to draw the process flow diagram yourself. It would help your mind to map the inputs and outputs to the processes; and you would not forget it.
Tips to remember ITTOs of Project Schedule Management
- Organizational Process Assets (OPA) is an input to all the processes in Project schedule management. (Note: Please note that OPA is an input to 47 processes; only two processes do not take OPA as an input. They are 5.5 Validate Scope and 11.7 Monitor Risks).
- Enterprise Environmental Factors is an input to all the 5 planning processes of Project schedule management.
- Once schedule management plan is developed in 6.1 Plan Schedule Management, it becomes an input to all the following 5 processes in Project schedule management (6.2, 6.3, 6.4, 6.5 and 6.6).
- Scope baseline is an input to 5 processes In Project schedule management (6.2, 6.3, 6.4, 6.5 and 6.6).
- Work performance data is an input to Control Schedule process; and work performance information is the relevant output from this process.
- Change requests is an output from Control Schedule process. (Note: For all Monitoring & Controlling processes, change requests is an output; the only exception is Perform Integrated Change Control. In this process, change requests is an input and Approved change requests is an output).
- Decomposition is a tool used in 6.2 Define Activities; it is also used in 5.4 Create WBS. In 5.4, the project scope statement is decomposed into work packages; while in 6.2, the work packages are further decomposed into activities.
- The output of 6.4 Estimate Activity Durations include duration estimates and basis of estimates. You will see similar outputs in few other processes. For example, the output of 7.2 Estimate Costs include cost estimates and basis of estimates; the output of 9.2 Estimate Activity Resources include resource requirements and basis of estimates.
- Control Schedule generates schedule forecasts. Similarly, 7.4 Control Costs generates cost forecasts.
Conclusion
What is your approach to remember ITTOs in Project Schedule Management? Do you think the above approach is good? Do you have any other tips that you want me to include in the above list?
Share your opinions and comments in the comments box below. I will continue to work on the process flow diagram for the other knowledge areas.
Certified Risk Management Professional (PMI-RMP)®
An enthusiastic project management practitioner and trainer.
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