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6 - PROJECT TIME MANAGEMENT

6.7.1.4 Project calendars

Described in Section 6.6.3.4. A schedule model may require more than one project calendar to allow for
different work periods for some activities to calculate the schedule forecasts.

6.7.1.5 Schedule data

Described in Section 6.6.3.3. Schedule data will be reviewed and updated in the Control Schedule process.

6.7.1.6 organizational Process Assets

Described in Section 2.1.4. The organizational process assets that influence the Control Schedule process
include, but are not limited to:
• Existing formal and informal schedule control-related policies, procedures, and guidelines;

• Schedule control tools; and
• Monitoring and reporting methods to be used.

6.7.2 control Schedule: tools and techniques

6.7.2.1 Performance reviews

Performance reviews measure, compare, and analyze schedule performance such as actual start and
finish dates, percent complete, and remaining duration for work in progress. Various techniques may be used,
among them:

• trend analysis. Trend analysis examines project performance over time to determine whether
performance is improving or deteriorating. Graphical analysis techniques are valuable for understanding
performance to date and for comparison to future performance goals in the form of completion dates.
• critical path method (Section 6.6.2.2). Comparing the progress along the critical path can help
determine schedule status. The variance on the critical path will have a direct impact on the project end
date. Evaluating the progress of activities on near critical paths can identify schedule risk.

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