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In my last post, I discussed some terminology PMI uses to discuss the schedule, including the schedule model, the project schedule, the schedule baseline, etc., in order to clarify what these similar-sounding terms mean.

With that preliminary discussion out of the way, let me now list the outputs for this final planning process of the schedule management knowledge area.

6.5.3  Develop Schedule:  Outputs

6.5.3.1  Schedule Baseline

The approval version of a schedule model is known as the schedule baseline.   The schedule model basically just means what we normally think of as the schedule–the word “model” is added to emphasize the fact that it can change as the inputs to the schedule change.   During the monitoring and controlling process, the actual schedule is compared to the schedule baseline in order to determine whether there is any variance, i.e., whether you are ahead of or behind schedule.   If there are change requests made that alter the schedule, the new version becomes the new schedule baseline.

6.5.3.2  Project Schedule

The project schedule, the output of the schedule model that you create with a scheduling software tool such as Microsoft Project, presents activities that are linked and have durations, and attributes such as the resources that will do those activities.   Special key dates known as milestones are also a part of the schedule, as these are the ones that stakeholders are particularly concerned about.   The linkages between the activities are shown in a project schedule network diagram.

The schedule model can be presented in tabular form (like in an Excel spreadsheet), but it can also be represented graphically by a bar chart known sometimes as a Gantt chart.  See examples of such a Gantt chart on p. 219 of the PMBOK Guide.

6.5.3.3  Project Data

These are the inputs to the schedule model; they are important because if they change, the schedule model may chart.   These include such information as:

• Schedule activities
• Activity attributes (additional information on the activities such as their predecessor and successor activities
•  Resource requirements for activities

6.5.3.4  Project calendars

These show the portion of working days that are available for scheduled activities on a given project.

6.5.3.5 Change Requests

If there are any change requests for the schedule proposed as a result of this planning process, these are sent to the process 4.3 Integrated Change Control for approval or rejection.

6.5.5.6 Project Management Plan Updates

• Schedule Management Plan–this plan may be updated to reflect changes in the way the schedule was developed.

6.5.5.7 Project Document Updates

These documents are listed by knowledge area

Integration knowledge area

• Assumption log–may be updated with assumptions revealed as a result of developing the schedule
• Lessons learned register–may be updated with techniques that were efficient and effective in developing the schedule

Schedule knowledge area

• Duration estimates–resource-leveling analysis may require updates in the durations of activities

Resource knowledge area

• Resource requirements–resource-leveling analysis may require updates in the estimates for the types and quantities of resources required

Risk knowledge area

• Risk register–opportunities or threats revealed through the analysis of scheduling assumptions may require updates to the risk register

These are the outputs for this final planning process.   As mentioned above, any changes you have to do to the schedule uncovered during the execution of the project will require you to do the next process, 6.6 Control Schedule, which is covered in the next post.

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