Open Standard · M2 Planning & Scheduling
Logic
Knowledge
Articles and chapters
- M2.5 — Schedule Forecasting & Analysis21 Oct 2026
By 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.
- M2.4 — Progress Updating & Schedule Control21 Oct 2026
1. Practical outcomeBy the end of this section, the learner should be able to take an approved schedule and turn it into a trustworthy current control model at each reporting cycle. They should be able to establish a clear data date, collect and validate actual progress, record actual starts and acomplishments.
- M2.3 — Resources, Productivity & Schedule Optimisation21 Oct 2026
By the end of this section, the learner should be able to test whether a logically valid schedule is actually deliverable with the people, skills, equipment, facilities and other constrained resources available to the project. They should be able to distinguish resource demand from capacity.
- M2.2 — Logic, Critical Path & Float21 Oct 2026
The learner should be able to construct and analyse a logically linked schedule, choose relationships, recognise missing or inappropriate logic, distinguish logic from constraints, identify critical and near-critical paths, understand total and free float, recognise negative or unusually high float.
- 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.
- 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.
- M2.1 — Planning & Schedule Development21 Oct 2026
By the end of this section, the learner should be able to turn authorised scope and an agreed delivery strategy into a credible, structured and maintainable project schedule that explains what work must be performed, in what broad sequence, and over what durations and calendars etc.
- 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,…
Discussions
4,155 discussions
- 0repliesTypical compressor/metering station schedulePlanning, Scheduling & Programming Discussionby Abdesalam Obeidat· 11 years ago
- 0repliesHow to Make Critical Path Drag a Standard PM Metric?Planning, Scheduling & Programming Discussionby Stephen Devaux· 11 years ago
- 0repliesTips for giving Relationships b/w ActivtiesPlanning, Scheduling & Programming Discussionby Arslan Shahid· 11 years ago
- 0repliesAnswers to the May 22nd PM Puzzler: Computing Drag Cost in Human LivesPlanning, Scheduling & Programming Discussionby Stephen Devaux· 11 years ago
- 0repliesWeekend Puzzler: Computing Critical Path Drag on a Project to Save LivesPlanning, Scheduling & Programming Discussionby Stephen Devaux· 11 years ago
- 0repliesWhat's Costing Time? CPM vs. Critical Path AnalysisPlanning, Scheduling & Programming Discussionby Stephen Devaux· 11 years ago
- 4repliesFree float last activity without successor ?Planning, Scheduling & Programming Discussionby Floris Gering· 11 years ago
- 2repliesTime schedule in tender phasePlanning, Scheduling & Programming Discussionby Haytham Saad· 11 years ago
- 0repliesWBS for Train ManufacturingPlanning, Scheduling & Programming Discussionby Sarah Kian· 11 years ago
- 0repliesNew MIT Paper: Using Critical Path Drag to Optimize Manufacturing ThroughputPlanning, Scheduling & Programming Discussionby Stephen Devaux· 11 years ago
1,101–1,110 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
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