PMI-SP cheat sheet

The schedule strategy defines the scheduling approach, method, tool, team roles, and governance before schedule model development.

Scheduling method selection considers project size, complexity, contractual requirements, stakeholder needs, and organizational standards.

A schedule model combines the scheduling method, scheduling tool, and schedule data to produce a dynamic project schedule.

Rolling wave planning elaborates near-term activities in detail while future work remains at a higher summary level.

The schedule management plan defines units, formats, thresholds, control accounts, performance measurement rules, and reporting requirements.

The schedule baseline is the approved schedule version used for performance comparison and changes only through integrated change control.

Milestones have zero duration and mark significant events, deliverables, phase gates, or contractual dates; they are not work activities.

Schedule governance defines variance thresholds, review cadence, approval authority, and escalation rules for schedule changes.

WBS decomposition creates work packages that are further decomposed into schedule activities with attributes, durations, and dependencies.

Precedence Diagramming Method uses nodes for activities and arrows for logical relationships; it supports FS, SS, FF, and SF dependencies.

Finish-to-Start is the most common dependency; leads accelerate a successor and lags delay a successor.

Total float = LS - ES = LF - EF; free float = ES of successor - EF of activity.

The critical path is the longest path through the network and determines the shortest project duration; its total float is typically zero.

Triangular three-point estimate = (O + M + P) / 3; PERT estimate = (O + 4M + P) / 6; PERT standard deviation = (P - O) / 6.

Resource leveling resolves over-allocation and may extend the critical path; resource smoothing uses available float without extending the project finish.

Crashing adds resources or cost to shorten duration; fast tracking overlaps activities and increases risk.

Calendars define working time, shifts, holidays, and nonworking periods used to calculate activity dates and durations.

SV = EV - PV; negative SV indicates behind schedule. SPI = EV / PV; SPI below 1.0 indicates slower than planned progress.

CV = EV - AC; CPI = EV / AC; cost performance is separate from schedule performance but both inform forecasts.

Earned schedule: ES is the point on the PV curve matching current EV; SV(t) = ES - actual time; SPI(t) = ES / actual time.

Negative total float indicates the project cannot meet a constraint or required date without schedule change or corrective action.

Near-critical paths have low total float and can become critical after small delays; monitor float consumption, not only the critical path.

Progress updates record actual start and finish dates, remaining duration, percent complete, and revised forecasts against the baseline.

Corrective actions include crashing, fast tracking, resequencing, resource reassignment, and scope change through integrated change control.

Trend analysis compares schedule performance across periods; what-if analysis models alternative durations, resources, or constraints.

Schedule change control reviews and approves baseline changes and is integrated with scope and cost change control.

Schedule closeout verifies all activities and deliverables are complete, residual float is documented, and control accounts are closed.

The as-built schedule records actual start and finish dates, durations, sequence, and resource use for final comparison.

Final schedule variance compares the approved baseline with the as-built schedule to evaluate delivery performance.

Schedule closeout archives the schedule model, baselines, reports, and change records with version control and retention rules.

Lessons learned capture schedule planning and control successes, failures, root causes, and recommendations for future projects.

Organizational process assets are updated with historical durations, productivity data, templates, and schedule lessons learned.

Resource release, contract closure, and transition to operations are coordinated with schedule closeout.

Post-project schedule reviews document risks, issues, assumptions, and forecast accuracy for organizational learning.

The communication management plan defines stakeholders, information needs, formats, frequency, methods, and escalation paths for schedule reporting.

The stakeholder register records roles, interests, influence, and communication needs used to tailor schedule reports.

Push communication sends reports by email or portal; pull communication lets stakeholders access schedule data; interactive communication supports dialogue.

Executive schedule reports summarize milestones, critical path status, forecast completion, and major variances; detailed reports include activity data.

RACI charts clarify who is responsible, accountable, consulted, and informed for schedule updates and approvals.

Schedule review meetings document progress, variances, forecasts, risks, corrective actions, decisions, and action owners.

Escalation thresholds define when schedule issues move to higher authority for resolution.

Communication cadence and reporting formats are adjusted for stakeholder influence, impact, and information needs.