Open Standard · M2 Planning & Scheduling
Logic
Knowledge
Articles and chapters
- M1.5 — Data Quality, Integration & Traceability21 Oct 2026
By the end of this section, the learner should be able to establish and operate a project-controls data environment in which important information is complete enough, accurate enough, timely enough, consistent enough and traceable enough to support management decisions.
- M1.3 — Integrated Baselines21 Oct 2026
By the end of this section, the practitioner should be able to establish, test and explain an integrated project baseline that brings authorised scope, schedule, budget, assumptions, progress rules and accountability into one coherent reference position.
- M6.5 — Claims & Forensic Analysis20 Oct 2026
1. Practical outcome The learner should be able to preserve relevant records, define a forensic question, establish a reliable chronology, test cause and effect across schedule and cost, distinguish facts from assumptions and produce reproducible findings. They should understand how project-controls…
- M6.4 — Assurance & Control Reviews17 Oct 2026
1. Practical outcomeThe learner should be able to plan and conduct a proportionate review of project-controls data, processes and outputs; test evidence against stated criteria; identify material weaknesses; communicate their consequences; and verify corrective action. They should distinguish…
- M6.3 — Baseline Change & Configuration Control17 Oct 2026
1. Practical outcomeThe learner should be able to turn a bounded approval into a verified revision of the affected scope, schedule, budget, progress, risk and configuration records. They should preserve previous baselines, maintain relationships between approved, forecast and as-built information,…
- M5.1 — Performance Measures & Indicators17 Oct 2026
1. Practical outcomeThe learner should be able to turn a project objective and a management decision into a small, coherent set of performance measures. They should define what each measure means, calculate it from controlled evidence, establish an appropriate reference and response threshold,…
- M4.4 — Risk Response & Control17 Oct 2026
1. Practical outcomeBy the end of this section, the learner should be able to turn an analysed threat or opportunity into a controlled management response that is proportionate, owned, time-bound and integrated with the way the project is actually delivered. They should be able to distinguish a…
- M4.3 — Quantitative Risk Analysis17 Oct 2026
1. Practical outcomeBy the end of this section, the learner should be able to take a defined project objective, a credible current schedule or cost model, and a selected set of material uncertainties and turn them into a transparent quantitative view of possible outcomes. They should be able to…
- M4.1 — Risk Identification & Assessment17 Oct 2026
1. Practical outcomeBy the end of this section, the learner should be able to establish a disciplined risk-identification process that finds, frames and records uncertainty before it is scored or modelled. They should be able to distinguish risks from issues, assumptions, dependencies, decisions…
- M2.5 — Schedule Forecasting & Analysis17 Oct 2026
1. Practical outcomeBy the end of this section, the learner should be able to take a credible current schedule and use it to forecast likely future outcomes, explain what is driving those outcomes, test alternative scenarios, assess the effect of uncertainty and management interventions, and…
Discussions
4,155 discussions
- 5repliesCan we agree it is not a good idea to have "meetings" in schedules, even pre-construction or prep meetings?Planning, Scheduling & Programming Discussionby John Reeves· 3 years ago
- 5repliesImproving EVM IndicesPlanning, Scheduling & Programming Discussionby Peter Holroyd· 3 years ago
- 5repliesContractor claims baseline was never approved? wouldn't it be the defacto BL either way?Planning, Scheduling & Programming Discussionby John Reeves· 3 years ago
- 5repliesMPX File Import to P6 v17.12 IssuePlanning, Scheduling & Programming Discussionby J OBrien· 4 years ago
- 5repliesContractual Dates, in the pastPlanning, Scheduling & Programming Discussionby Dean Pearcy· 4 years ago
- 5repliesGlobal Change Resources retaining "Budgeted Units/Time"Planning, Scheduling & Programming Discussionby David Cartwright· 4 years ago
- 5repliesProject Calendar in Word Document - P6Planning, Scheduling & Programming Discussionby Jithin Kambhikanam· 4 years ago
- 5repliesLevel of Effort (LOE) - Activity TypePlanning, Scheduling & Programming Discussionby Suhaila Tsu· 5 years ago
- 5repliesIs there a rule to measure ratio : Qty of Task / Qty of linksPlanning, Scheduling & Programming Discussionby Frederic Fasquelle· 5 years ago
- 5repliesprojected NTP and contractual dates vs actual startPlanning, Scheduling & Programming Discussionby John Reeves· 5 years ago
1,031–1,040 of 4,155
Blogs
Thought leadership
- How Project Planners Should Deal with a Difficult Client PMO17 Oct 2026
Ten ways to keep your client happy, protect your construction programme and build stronger working relationships.Every construction planner knows that keeping the client happy matters. But what…
Sunchana Johnston
- Sunchana’s P6 Lancelot Meets OPC Star Wars10 Aug 2026
Several months ago, I was engaged as the planning lead with one of the most significant infrastructure organisations.My assignments appeared straightforward: to provide independent planning expertise and advise senior stakeholders on the most appropriate software solution to support the extensive…
Sunchana Johnston
- Managing Project Assumptions & Risks4 Sept 2023
We make hundreds of assumptions and take small risks daily. Without them, we would spend innumerable hours worrying about everything. We assume our car will start. Our air conditioner will work. The weather forecast is accurate. These daily assumptions are banal. Recovering from these risks may be i
Alan Zucker
- Work = Life Priorities4 Dec 2020
Balancing our work and home lives is a challenge that nearly everyone faces. I was a single parent for many years and managed large teams and projects in Fortune 100 companies. It was not always easy. Recently, I was talking to an old friend and former colleague. When we worked together, she did not
Alan Zucker
- Forming a Team? Plan for Success5 Nov 2018
Remember the last time you joined a new team or organization. What was it like? Was it awkward? Did you make decisions easily? Were expectations clear? Did the team gel immediately?You probably answered “No” to these questions. High-performing teams do not form quickly or naturally.
Alan Zucker
- Reorganizations: Managing Your Feelings5 Apr 2017
A phrase heard at many organizations is, “The only constant is change.” Reorganizations, restructurings, and layoffs have become a regular event. These events reshape the work-landscape at the individual and team level:
Alan Zucker
Jobs
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- ManchesterPermanent EmploymentCivil / Building / E&M£100-130,000
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- LondonPermanent EmploymentTBC
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