Schedule development is an iterative process that determines start and finish dates for project activities. It relies on the project network diagram, time estimates, and resource estimates to create an approved baseline schedule. Schedule development continues throughout the project as the plan changes and risks occur or are addressed. Key inputs include the project scope statement, activity list, network diagrams, resource requirements, calendars, duration estimates, and the project management plan.

1. Diploma in Project Management
Schedule Development

2. Learn about the Schedule Development in
the Diploma in Project Management
Qualification.
Creating the project schedule is part of the
planning process group. It is calendar-based
and relies on both the project network diagram
and the accuracy of time estimates.

3. Project schedule development, an iterative
process, determines planned start and finish dates for
project activities. Schedule development can require that
duration estimates and resource estimates are reviewed
and revised to create an approved project schedule that
can serve as a baseline against which progress can be
tracked.
Schedule development continues throughout the project as
work progresses, the project management plan
changes, and anticipated risk events occur or disappear as
new risks are identified.

4. Schedule Development: Inputs
Organisational Process Assets. The organisational
process assets of the performing organisation may have
some asset items that can be used in Schedule
Development, such as a project calendar (a calendar of
working days or shifts that establishes dates on
which schedule activities are worked, and nonworking
days on which schedule activities are idle).

5. Project Scope Statement. The project scope statement
contains assumptions and constraints that can impact the
development of the project schedule. Assumptions are those
documented schedule-related factors that, for schedule
development purposes, are considered to be true, real, or
certain. Constraints are factors that will limit the project
management team’s options when performing schedule
network analysis.

6. There are three major categories of time constraints
considered during schedule development:
 Imposed dates on activity starts or finishes can be used to
restrict the start or finish to occur either no earlier than a
specified date or no later than a specified date. While
several constraints are typically available in project
management software, the “Start No Earlier Than” and the
“Finish No Later Than” constraints are the most commonly
used.
 Date constraints include such situations as agreed-upon
contract dates, a market window on a technology project,
weather restrictions on outdoor activities, government-
mandated compliance with environmental remediation,
and delivery of materiel from parties not represented in
the project schedule.

7.  The project sponsor, project customer, or other
stakeholders often dictate key events or major
milestones affecting the completion of certain
deliverables by a specified date. Once scheduled, these
dates become expected and can be moved only
through approved changes.
 Milestones can also be used to indicate interfaces with
work outside of the project. Such work is typically not
in the project database and milestones with constraint
dates can provide the appropriate schedule interface.

8. Activity List. The activity list is a comprehensive list
including all schedule activities that are planned to be
performed on the project.
Activity Attributes. Activity attributes identify the
multiple attributes associated with each schedule activity.
(See section relating to Activity Definition: Outputs for a
more detailed description).

9. Project Schedule Network Diagrams. Project
schedule network diagrams are schematic displays of
the project’s schedule activities and the logical relationship
among them. (See section relating to Activity Sequencing:
Outputs for a more detailed description).
Activity Resource Requirements. This refers to the
identification and description of the types and quantities of
resources required for each schedule activity in a work
package. (See section relating to Activity Resource
Estimating: Outputs for a more detailed description).

10. Resource Calendars. This details the dates on which
specific resources are available and whether they are active
or idle. (See section relating to Activity Resource
Estimating: Outputs for a more detailed description).
Activity Duration Estimates. These are quantitative
assessments of the likely number of work periods that will
be required to complete a schedule activity. (See section
relating to Activity Duration Estimating: Outputs for a more
detailed description).

11. Project Management Plan. The project management
plan contains the schedule management plan, cost
management plan, project scope management plan, and
risk management plan. These plans guide the schedule
development, as well as components that directly support
the Schedule Development process. One such component
is the risk register.
Risk Register. The risk register identifies the project risks
and associated risk response plans that are needed to
support the Schedule Development process.

12. LMIT’s Diploma in Project Management is Now
Endorsed by AIPM – Get Your Diploma of PM and
You’ll Also Receive a Certificate from AIPM.
LMIT provides online training courses for the Cert IV
Project Management BSB41507, the Certificate IV of
Project Management and the Diploma of Project
Management BSB51407 in
Brisbane, Sydney, Melbourne, Perth, Adelaide and
Canberra.