Page 173 -

6 - PROJECT TIME MANAGEMENT

6.1.1.4 organizational Process Assets

Described in Section 2.1.4. The organizational process assets that influence the Plan Schedule Management
process include, but are not limited to:

• Monitoring and reporting tools to be used;
• Historical information;

• Schedule control tools;
• Existing formal and informal schedule control related policies, procedures, and guidelines; 6
• Templates;

• Project closure guidelines;
• Change control procedures; and

• Risk control procedures including risk categories, probability definition and impact, and probability and
impact matrix.

6.1.2 Plan Schedule Management: tools and techniques

6.1.2.1 Expert Judgment

Expert judgment, guided by historical information, provides valuable insight about the environment and
information from prior similar projects. Expert judgment can also suggest whether to combine methods and how to
reconcile differences between them.

Judgment based upon expertise in an application area, Knowledge Area, discipline, industry, etc., as appropriate
for the activity being performed, should be used in developing the schedule management plan.

6.1.2.2 Analytical techniques

The Plan Schedule Management process may involve choosing strategic options to estimate and schedule the
project such as: scheduling methodology, scheduling tools and techniques, estimating approaches, formats, and
project management software. The schedule management plan may also detail ways to fast track or crash (Section
6.6.2.7) the project schedule such as undertaking work in parallel. These decisions, like other schedule decisions
affecting the project, may affect project risks.

©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fifth Edition 147
®

Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.