Scribd
Upload
112 views3 pages

Steps To Developing A Project Schedule

The document outlines six steps for managing project schedules: 1) create a work breakdown structure, 2) estimate durations, 3) determine resources, 4) identify predecessors, 5) determine milestones, and 6) identify dependencies. It then provides details on each step, including examples for creating a work breakdown structure and identifying dependencies between tasks.

Uploaded by

Ujjal Regmi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
112 views3 pages

Steps To Developing A Project Schedule

The document outlines six steps for managing project schedules: 1) create a work breakdown structure, 2) estimate durations, 3) determine resources, 4) identify predecessors, 5) determine milestones, and 6) identify dependencies. It then provides details on each step, including examples for creating a work breakdown structure and identifying dependencies between tasks.

Uploaded by

Ujjal Regmi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 3

Practical steps in managing project schedules

Steps to developing a project schedule:

 Step 1: Create a work breakdown structure


 Step 2: Estimate durations
 Step 3: Determine resources
 Step 4: Identify predecessors
 Step 5: Determine milestones
 Step 6: Identify dependencies
Step 1: Create a Work breakdown structure (WBS)
Definition - WBS A Work Breakdown Structure (WBS) is used for estimating the project
scope by breaking it down into easily manageable components, or bites. WBS is the
hierarchical list of project’s phases, tasks and milestones. A WBS is very useful in
planning a project and makes a complex project more manageable. The WBS is designed
to help break down a project into manageable chunks that can be effectively estimated,
managed and supervised. A WBS also provides the basis for detailed duration and cost
estimating. It gives accuracy in estimating a project by calculating how much time and
effort is required to accomplish a task or activity, thereby aggregating to estimate effort
required to complete a superior component in the hierarchy.
Estimation techniques:
Following estimation techniques are commonly used in estimating a project scope:-
Top-down estimating: This technique is very useful in estimating the project when only
high level requirements are known in a project and it is then decomposed progressively
into smaller activities and work-packets. For example, activity excavation is broken top-
down into activities ‘Pouring concrete’ and ‘Cure and strips formation’.

Bottom-up estimating: This technique is used when requirements are known at a


discrete level where the smaller work pieces are then aggregated to estimate the entire
project. This is usually used when the information is only known in smaller pieces. For
example, lower level activities as building ‘Walls’, ‘Flooring’, ‘Roofing’, ‘Doors &
windows’ may be individually estimated to arrive at duration required to complete
‘External Construction’.
WBS for a House Construction Project:
The project is broken down into activities which is further decomposed into sub tasks or
sub activities. The tasks done to complete the project are called activities. An activity is
the lowest level subset in the project phase that is executed to accomplish a component
of the project.
Define broader activities in the project:
Begin by listing the high level activities (called summary tasks) required to do the
project. Start mapping the lower level pieces or activities in hierarchy to the summary
tasks. The high level activities (summary tasks) to construct a house are:
1. Foundation
2. External Construction
3. Internal Construction
Define detail activities The project is broken down into lower level activities, subtasks
and work packages till we arrive at a sufficient level of detail that supports the project
plan.

Step 2: Estimate task duration


Once list of activities are identified, estimate the task duration for all activities as to how
much effort by duration is required to perform each activity. To estimate the task
duration, make sure the activity is detailed enough to estimate how much effort each
activity or sub-activity will require to complete.
For example, to calculate how much time is required to complete the ‘Excavation’ for
constructing the house, you may need to know what is involved in doing excavation and
how much time is required to complete each activity in excavation. List the set of
activities required to do excavation on the site and estimate the duration of each
activity.

Step 3: Determine the Resources requirements:


Determine the personnel and non-personnel resources required to perform all activities.
For example, the excavation work may require following resources: Project Manager –
Work duration 16 hours Site Grading Contractor – Work duration 80 hours
1. Create Resource Table of all resources who will work on the project
2. Assign or Allocate resources to activities
Step 4: Identify the dependencies between tasks:
After identifying all the activities and timeline necessary to complete the project, we
identify and define the immediate predecessors of all activities. This will determine the
sequence in which the activities may be performed. For example, excavation work will
be carried out before the steel erection can be done. Hence, predecessor to ‘1.2 Steel
erection’ activity will be ‘1.1 Excavation’.

Step 5: Identify Dependencies:


In a project, a dependency is a link between tasks or activities or elements. There are
four kinds of dependencies:-
Finish to start (FS): A FS B = B can't start before A is finished or B will start only after A is
finished. For example, concrete must cure before it can be used. Therefore, the builder
pours the concrete, waits four days and then builds the walls on the concrete.
Finish to finish (FF): A FF B = B can't finish before A is finished, i.e., B will finish only after
A is finished. For example, Foundations excavation cannot be completed unless elevator
pit excavation is complete.
Start to start (SS): A SS B = B can't start before A starts, i.e., B can start only if A has
started. For example, Curing cannot be started unless pouring for foundation has
started.
Start to finish (SF): A SF B = B can't finish before A starts, i.e., B can finish only after A has
started. For example, Pouring & curing is a parallel activity and Pouring can finish only
after curing has started.

Download free:
 Download +300 Planning and Schedule Free Templates
 Project Status Report Excel Template
 Excel sheet to make Time schedule and cash flow
 PMBOK® Guide Sixth Edition Summarized PDF
About the Author:
Nitesh Srivastava, PMP is a software IT professional with 12+ years experience into
consulting, solution design and project management. Nitesh has having exposure into
multiple domains and has worked with major clients like CBA, SBSA, JPMorgan, SASOL,
Hewlett Packard, BestSeller etc. He has been working with HCL Technologies Ltd as a
Project Manager. He has previously worked with Rapiscan Systems and KPIT Cummins.
He is currently working as an Independent Consultant in Bangalore.
References: simplilearn.com

You might also like

pFad - Phonifier reborn

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.

Note: This service is not intended for secure transactions such as banking, social media, email, or purchasing. Use at your own risk. We assume no liability whatsoever for broken pages.


Alternative Proxies:

Alternative Proxy

pFad Proxy

pFad v3 Proxy

pFad v4 Proxy