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device can create 1,000 units per hour If you add more operators to the piece of equipment, it will still only be able to create 1,000 units per hour The activities in your schedule that are of fixed duration have a correlation between your time estimates and the actual completion of the program Your final considerations for the program schedule are internal and external dependencies within your program Vendors, laws, inspectors, even approval and payments from customers are all examples of external dependencies External dependencies are any contributions to your program that are out of the program manager s control External dependencies can become risks if they don t deliver to the program as expected Internal dependencies can become risks to the program as well Internal dependencies are contributions to the program s forward progress from the constituent projects, management decisions, other programs, and internal stakeholder decisions Internal and external dependencies can also be considered one of the following: Mandatory dependencies The program activities must happen in this particular order; there s no other way of scheduling the program work For example, the concrete must cure before the framing of the building can begin A mandatory dependency is also known as hard logic Discretionary dependencies The program activities don t have to happen in a particular, set order For example, you might normally paint the walls and then install the carpet, but you could install the carpet first and then paint the walls if you wanted to Discretionary dependencies are also known as soft logic All of these inputs will contribute to schedule development process The goal of the process, as its name implies, is to create a program schedule to predict when the program work, and the project work, should take place in order to complete the program as quickly as reasonable
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Creating the Program Schedule
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The program schedule is the planned timeline for when the program work will be completed As you know, the program is composed of lots of projects This means that in order to create an accurate program schedule, there must be accurate project schedules The project schedule for each project ideally uses the approach in time estimating, network diagramming, and resource estimating to determine its completion dates There s a logical approach to calculating project duration estimates: 1 Project scope is considered and approved for each constituent project in the program 2 Project scope is decomposed into the project s work breakdown structure 3 An activity list for each WBS is generated 4 The required resources for each activity are considered to determine the duration of the project tasks 5 The activities are sequenced in the order in which they are to be completed; this is the creation of the network diagram for each project
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6 Approved changes to the project scope will cause the WBS, activity list, and network diagrams to be updated to reflect the approved changes NOTE Program projects require an analysis of the critical path, the longest path to project completion, while programs are more concerned about the completion of the program milestones For your PgMP examination, you may be challenged to calculate a project s float, critical path, or both I ve included on the CD a video that explains the concept of the critical path and how to calculate float Enjoy! The duration of each project will contribute to the earliest possible date the program can be completed The program schedule is not only dependent on the completion of the projects within the program, but also on the completion of non-project program activity, such as risk assessment, communication demands, issue management, and closing the program, among other activities The schedule development process usually generates the schedule management plan This plan defines how the schedule will be created, monitored, and controlled throughout the program life cycle The schedule management plan will become part of the program management plan
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