Chapter 3 was reorganized to emphasize good
practices in the areas of model management, model
creation, maintenance, analysis, and communication
and reporting. • Chapter 4 remains focused on the
various components of a schedule model. The
update introduces the concept of four required
component groups in addition to two optional
components groups. This refi nement was
developed to address areas of concern raised from
the 2007 edition, broadening the scope of coverage
to earned value, risk, and the application of
resources. • Chapter 5 was rewritten to continue to
allow for the assessment of a schedule model within
the more complex guidelines of multiple required
and optional components. It also addressed a
concern expressed from the previous edition
concerning the assessment process.
T his practice standard is consistent with the
PMBOK ® Guide— Fourth Edition. It also
includes information from accepted project
management practices from many industries. The
Project Management Institute standards program will
continue to periodically update this standard as part
of the overall planned evolution of PMI standards
documents. Comments from project management
practitioners are both requested and welcome.
1
1
Practice Standard for Scheduling — Second Edition
©2011 Project Management Institute, 14 Campus
Blvd., Newtown Square, PA 19073-3299 USA
CHAPTER 1
INTRODUCTION
This chapter is designed to provide an overview of
the content of this practice standard. This chapter is
divided into the following sections:
1.1 Project Scheduling 1.2 Why Scheduling 1.3
Overview 1.4 Purpose 1.5 Applicability Each
section provides additional information on the
content and terminology used in this practice
standard.
1.1 Project Scheduling
Project scheduling is the application of skills,
techniques, and intuition acquired through
knowledge and experience to develop effective
schedule models. The schedule model integrates
and logically organizes various project components,
such as activities, resources, and logical
relationships, to enhance the likelihood of successful
project completion within the baseline duration.
T he terms schedule model, schedule model
instance, and presentations are defi ned in the
glossary of the standard. These terms are described
below:
Schedule model is a dynamic representation of the
plan for executing the project activities developed by
the project stakeholders, applying a selected
scheduling method to a scheduling tool using
project-specifi c data. The schedule model can be
processed by a scheduling tool to produce various
schedule model instances.
Schedule model instance is a copy of the schedule
model, that has been processed by a schedule tool
and has reacted to inputs and adjustments made to
the project specifi c data within the scheduling tool
(completed update cycle), that is saved for record
and reference, such as data date version, target
schedule models, and the baseline schedule model.
The instances produce various schedule
presentations such as critical paths, resource profi
les, activity assignments, record of
accomplishments, etc., and can provide time-based
forecasts throughout the project’s life cycle. When
used together, the instances support analysis, such
as variance analysis.
Presentation is an output from schedule model
instances, used to communicate project-specifi c
data for reporting, analysis, and decision making.
