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PMPCAPM

Control Schedule

Control Schedule is the process of monitoring the status of the project to update the project schedule and manage changes to the schedule baseline.

Explanation

Control Schedule is the monitoring and controlling process for the schedule management knowledge area. It involves tracking the current status of project activities, comparing actual progress against the schedule baseline, identifying variances, and taking corrective or preventive actions as needed. This process runs continuously throughout the project execution phase.

Key activities in Control Schedule include reviewing work performance data to assess how activities are progressing, performing schedule variance analysis using Earned Value metrics (SV and SPI), evaluating the impact of changes on the schedule, and updating the schedule model with actual progress. The project manager uses tools such as performance reviews, trend analysis, critical path analysis, resource optimization, and the project management information system (PMIS) to manage the schedule.

When schedule variances are detected, the project manager must determine the cause, assess the impact, and decide on appropriate action. Options include schedule compression (crashing or fast tracking), scope reduction (through change control), resource reallocation, or accepting the delay. Any changes to the schedule baseline must go through the integrated change control process. Control Schedule also generates work performance information and change requests as outputs.

Key Points

  • Monitors project progress against the schedule baseline
  • Uses SV and SPI from Earned Value Management to measure performance
  • Involves variance analysis, trend analysis, and critical path recalculation
  • Changes to the baseline require formal integrated change control

Exam Tip

Control Schedule is a monitoring and controlling process. If the schedule is behind, the project manager should analyze the variance first, then determine corrective action (crashing, fast tracking, etc.).

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