Three Key Inputs to the Develop Schedule Process
Which THREE of the following are key inputs to the Develop Schedule process?
Quick Answer
The answer is project schedule network diagrams. This input is critical because it visually maps the logical sequence of activities and their dependencies, which forms the backbone of the Develop Schedule process; without this diagram, you cannot perform critical path analysis or determine float. On the PMP exam, this tests your understanding that the schedule network diagram is a direct output of the Sequence Activities process and a mandatory input for developing the schedule, often confused with the project management plan or activity list. A common trap is selecting resource calendars or activity attributes instead, but remember that the network diagram provides the sequencing logic that drives the entire schedule calculation. For a memory tip, think of the network diagram as the “roadmap” of dependencies—without it, you cannot calculate the critical path, so it must be an input to Develop Schedule.
⚠ Common exam trap
PMI often tests the distinction between inputs that are used to build the schedule (like resource requirements, activity list, and network diagrams) versus documents that are outputs of other processes but not directly used in schedule development, such as the risk register or cost baseline.
Answer choices
Why each option matters
Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.
Correct answer & explanation
✓
Resource requirements
Resource requirements (e.g., people, equipment, materials) are key inputs to the Develop Schedule process. They define the availability and capacity constraints that directly affect activity durations and the sequencing of work, enabling the creation of a realistic project schedule.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✓
Resource requirements
Why this is correct
Resource requirements inform duration estimates and scheduling.
- ✓
Activity list
Why this is correct
The activity list provides the activities to be scheduled.
- ✓
Project schedule network diagrams
Why this is correct
Network diagrams show the sequence of activities.
- ✗
Risk register
Why it's wrong here
The risk register is used for risk management, not scheduling.
- ✗
Cost baseline
Why it's wrong here
The cost baseline is an output of budgeting, not an input to scheduling.
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Same concept, more angles
3 more ways this is tested on PMP
These questions test the same concept from different angles. Work through them to make sure you can recognise it however the exam phrases it.
Variation 1. Your project is in the planning phase, and you need to develop the schedule. You have identified the activities and their dependencies. The team estimates that the project will take 12 months. However, the sponsor requires completion in 10 months. The project has a fixed deadline. What should you do FIRST?
medium- A.Inform the sponsor that the deadline is unrealistic and request a 12-month schedule.
- B.Reduce the project scope without formal change control to shorten the schedule.
- ✓ C.Apply crashing or fast tracking to the critical path to try to meet the 10-month deadline.
- D.Add more resources to all activities to reduce duration.
Why C: The project has a fixed deadline, so the first step is to explore schedule compression techniques like crashing (adding resources to critical path activities) or fast tracking (performing activities in parallel) to meet the 10-month constraint without changing scope or quality. This aligns with PMBOK's guidance to analyze the critical path and apply compression before escalating or altering scope.
Variation 2. A project manager is developing the schedule for a new product development project. Which TWO techniques can be used to compress the schedule?
medium- ✓ A.Fast tracking
- B.Monte Carlo analysis
- C.Critical chain method
- ✓ D.Crashing
- E.Resource leveling
Why A: Fast tracking and crashing are schedule compression techniques. Resource leveling adjusts resources but does not compress the schedule. Monte Carlo analysis is a simulation technique. Critical chain method adds buffers.
Variation 3. A project manager is developing the project schedule. Which TWO techniques can be used to compress the schedule without changing project scope?
easy- ✓ A.Fast tracking
- B.Critical chain method
- ✓ C.Crashing
- D.Resource leveling
- E.Monte Carlo simulation
Why A: Fast tracking is a schedule compression technique that involves performing activities in parallel that would normally be done sequentially. Crashing is another schedule compression technique that involves adding or increasing resources to critical path activities to shorten their duration. Both techniques aim to shorten the project schedule without altering the project scope, though crashing typically increases cost and fast tracking can increase risk.
JA
Written by Johnson Ajibi, MSc IT Security
Senior Network & Security Engineer · founder of Courseiva
This PMP practice question is part of Courseiva's free PMI certification practice question bank. Courseiva provides original exam-style practice questions with explanations, topic-based practice, mock exams, readiness tracking, and study analytics to help learners prepare for the PMP exam.