Which TWO are inputs to the Control Schedule process? (Choose two.)
Trap 1: Schedule forecasts
Schedule forecasts are a key output of the Control Schedule process, not an input. These forecasts are estimates or predictions of future project conditions and events, such as the Estimated Completion Date (EAC) or Estimated Time to Complete (ETC), based on the current work performance and schedule performance. The Control Schedule process analyzes current schedule status and trends to generate these forward-looking projections, which are then communicated to stakeholders to inform future decision-making.
- A
Schedule data
Schedule data, which encompasses detailed information like activity attributes, milestones, and the schedule itself, is an output of the Control Schedule process rather than an input. While schedule data is initially developed in the Develop Schedule process, the Control Schedule process updates this data to reflect actual progress, variances, and approved changes, producing updated schedule data as a result of its execution. Therefore, it represents the outcome of monitoring and controlling activities, not the raw information fed into them.
- B
Project management plan
The Project Management Plan is a crucial input to the Control Schedule process because it contains several components that guide how the schedule will be managed and controlled. Specifically, the Schedule Management Plan component defines the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. Additionally, the scope baseline and performance measurement baseline within the Project Management Plan provide the reference points against which actual schedule performance is measured and compared.
- C
Work performance data
Work performance data serves as a vital input to the Control Schedule process, providing the raw observations and measurements gathered during project execution. This data includes critical information such as actual start and finish dates of activities, actual durations, percentage of work physically completed, and the remaining duration for incomplete activities. Analyzing this raw performance data against the schedule baseline allows the project team to identify variances and assess the current status of the project schedule.
- D
Organizational process assets
Organizational Process Assets (OPAs) are typically inputs to planning processes, such as Develop Schedule, where they provide historical information, templates, and established procedures for creating the schedule. However, OPAs are not directly listed as a primary input to the Control Schedule process itself, which focuses on comparing actual performance to the schedule baseline and managing changes. While organizational policies might indirectly influence how control is performed, OPAs do not provide the direct operational data or plans needed for schedule control.
- E
Schedule forecasts
Why it fails: Schedule forecasts are a key output of the Control Schedule process, not an input. These forecasts are estimates or predictions of future project conditions and events, such as the Estimated Completion Date (EAC) or Estimated Time to Complete (ETC), based on the current work performance and schedule performance. The Control Schedule process analyzes current schedule status and trends to generate these forward-looking projections, which are then communicated to stakeholders to inform future decision-making.