Chapter 8
Scheduling Projects
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Icebreaker
What are two things you learned from
Scope Planning?
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Scheduling Projects (1 of 2)
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Scheduling Projects (2 of 2)
Overview of the Book
8.1 Plan Schedule Management
8.2 Purposes of a Project Schedule
8.3 Historical Development of Project Schedules
8.4 How Project Schedules Are Limited and Created
8.5 Define Activities
8.6 Sequence Activities
8.7 Estimate Activity Duration
8.8 Develop Project Schedules
8.9 Uncertainty in Project Schedules
8.10 Show the Project Schedule on a Gantt Chart
8.11 PMBOK Guide 7e
8.12 Schedules for Agile Projects
8.13 Using Microsoft Project for Critical Path Schedules
8.14 Summary
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4
Core Objectives
• 8-1 Identify limitations of a project’s schedule and discuss ways to manage
them.
• 8-2 Learn the activity on node (AON) method to develop a project schedule.
• 8-3 Identify potential problems in estimating time accurately and how to
overcome them.
• 8-4 Create a project schedule on a Gantt chart by hand, showing the critical
path and all float.
• 8-5 Describe ways to adjust a project’s sequence logic using leads, lags, and
alternative dependencies.
• 8-6 Build and display the critical path and all float for each activity using MS
Project.
• 8-7 Resolve potential scheduling conflicts.
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Agile Objectives
• 8-8 Describe the process of determining the size of a story.
• 8-9 Explain the product owner’s process of prioritizing work based on value
and risk.
• 8-10 Discuss how a team decides what work it will commit for an iteration.
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8.1 Plan Schedule Management
Plan Schedule Management
Project Time Management Processes
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Project Time Management Processes
1. Plan schedule management
2. Define activities
3. Sequence activities
4. Estimate activity resources
5. Estimate activity durations
6. Develop schedule
7. Control schedule
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8.2 Purposes of a Project Schedule
Questions to Answer
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Typical Questions to Answer in Developing a
Project Schedule
•
When will the project be complete?
•
What is the earliest date a particular activity can start, and when will it end?
•
What activity must be complete before an activity can start?
•
What would happen if the delivery of material is late?
•
Can a key worker take a week of vacation when his/her activity is in progress?
•
If a person is assigned to do two activities, which one must be done first?
•
How many hours do we need from each worker next week or month?
•
Which worker or other resource creates a bottleneck that can halt or delay our project?
•
What will the impact be if the client wants to add an additional module?
•
If the client is willing to spend an extra $10,000, how much faster can the project be completed?
•
Are all of the activities that should have been completed by now actually completed?
•
How many resources are required for the project, and are they available?
•
How much time and effort are required from each resource? • What time constraints are the project likely to encounter?
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8.3 Historical Development of Project
Schedules
Historical Background
Precedence Diagramming Method (PDM)
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Historical Background
In the 1950s, two project scheduling methods were developed:
Program Evaluation and Review
Technique (PERT)
PERT was developed in the Navy’s
Special Program Office and proven
to be useful in research and
development projects involving
individual activities that are hard to
estimate precisely.
Critical Path Method (CPM)
A method used to estimate the
minimum project duration and
determine the amount of schedule
flexibility on the network paths within
the schedule model.
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Precedence Diagramming Method (PDM)
• The more commonly used method of displaying work activities is called
Activity on Node (AON) or the Precedence Diagramming Method
(PDM).
• AON (or PDM) represents scheduled activities with nodes and connects
each activity to one or more other activities with logical relationships or
sequences of performance from left to right.
• The arrow denotes the predecessor–successor relationship only, and the
length of the arrow does not mean anything.
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Exhibit 8.1
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8.4 How Project Schedules Are Limited and
Created
Five Factors of Schedule Constraints
Common Method for Developing a Schedule
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Five Factors That Limit Schedule Creation
1. Logical order
2. Activity duration
3. Resource availability
4. Imposed dates
5. Cash flow
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Common Method for Creating a Schedule
•
•
•
•
•
•
Identify all activities.
Determine logical order.
Estimate time required for that activity.
Assign resources to each activity.
Compare schedule with imposed dates.
Consider project budget and cash flow, quality demands, and risk
factors.
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The Project Manager’s Responsibility
•
•
•
•
•
Resist pressure to dictate a schedule.
Determine a schedule that is possible.
Persuade Stakeholders that the schedule makes sense.
Deliver project according to the agreed-upon schedule.
Within each iteration, team considers level of uncertainty and complexity
with desired outcomes.
• Number of team members as resources is often primary limitation.
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8.5 Define Activities
Define Activities
List Project Milestones
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Define Activities
“What work activities must be completed to create each of these lowest
level project deliverables?”
• The first process in developing a project schedule is to define all of the
work activities.
• The bottom level of a WBS represents the work packages or the lowestlevel deliverables.
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Exhibit 8.2
Work Breakdown Structure with Deliverables Only
COLLEGE FUNDRAISER PROJECT
1. Project Management
2. Location
3. Promotion
4. Entertainment
5. Safety
6. Parking
7. Food
8. Sanitation
9. Volunteers
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Exhibit 8.3 (1 of 2)
Work Breakdown Structure with Activity List Added
COLLEGE FUNDRAISER PROJECT
1. Project Management
2. Location
2.1 CONTACT UNIVERSITY FOR PERMISSION
2.2 DETERMINE IDEAL LOCATION TO MEET CAPACITY
2.3 DETERMINE CONTINGENCY PLAN IN CASE OF INCLEMENT WEATHER
3. Promotion
3.1 PROVIDE TEAM INFORMATION
3.2 PRODUCE PRE-EVENT ADVERTISEMENTS
3.3 DISPLAY WELCOME SIGNS AT ALL ENTRANCES
3.4 SET UP SIGN-IN TABLE
3.5 DISPLAY SIGNS WITH RULES
4. Entertainment
4.1 FIND INFORMATION ABOUT LOCAL NOISE ORDINANCES
4.2 CONTACT LOCAL BANDS
4.3 SET UP STAGE, SPEAKERS, FUN BOOTHS
5. Safety
5.1 DETERMINE LIGHTING NEEDS
5.2 CONTACT LOCAL FIRE DEPARTMENT (EMS)
5.3 CONTACT LOCAL POLICE DEPARTMENT
5.4 OBTAIN PERMISSION TO USE WALKIE-TALKIES
5.5 SET UP FIRST-AID BOOTH
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Exhibit 8.3 (2 of 2)
6. Parking
6.1 FIND ADEQUATE LOTS TO ACCOMMODATE CAPACITY
6.2 COORDINATE SHUTTLE SERVICE FROM LOTS TO SITE
6.3 RESERVE SPECIAL PLACES FOR HANDICAPPED
7. Food
7.1 CONTACT FOOD/BEVERAGE VENDORS FOR CONCESSIONS
7.2 MAKE GOODIE BAGS FOR CHILDREN
7.3 ORDER SUFFICIENT DRINKING WATER
8. Sanitation
8.1 PROVIDE TRASH RECEPTACLES
8.2 PROVIDE ADEQUATE NUMBER OF PORTA-JOHNS
8.3 COORDINATE POST-EVENT CLEAN-UP
8.4 PURCHASE PAPER PRODUCTS AND SOAP
8.5 PROVIDE WASHBASINS
9. Volunteers
9.1 RECRUIT VOLUNTEERS
9.2 PRODUCE A MASTER VOLUNTEER ASSIGNMENT LIST
9.3 MAKE NAME TAGS FOR ALL VOLUNTEERS
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Exhibit 8.4
Work Breakdown Structure with Milestone List
COLLEGE FUNDRAISER PROJECT
1. Project Management
2. Location
2.4 LOCATION CONFIRMED
3. PROMOTION
3.1 PROVIDE TEAM INFORMATION
3.2 PRODUCE PRE-EVENT ADVERTISEMENTS
3.3 DISPLAY WELCOME SIGNS AT ALL ENTRANCES
3.4 SET UP SIGN-IN TABLE
3.5 DISPLAY SIGNS WITH RULES
3.6 PROMOTION FINALIZED
4. Entertainment
4.4 BAND CONTRACT SIGNED
4.5 ENTERTAINMENT ARRANGED
5. Safety
5.6 SAFETY REQUIREMENTS COMPLETED
6. Parking
6.4 ALL PARKING NEEDS ARRANGED
7. Food
7.4 FOOD AND BEVERAGES READIED
8. Sanitation
8.6 ALL SANITATION NEEDS IN PLACE
9. Volunteers
9.4 VOLUNTEERS PREPARED
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8.6 Sequence Activities
Predecessors and Successors
8.6a Leads and Lags
8.6b Alternative Dependencies
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8.6 Predecessors and Successors
Predecessor activity
Successor activity
activity that logically precedes another
activity or activities.
an activity that logically follows
another activity or activities.
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Dependency Types
•
•
•
•
Place a successor activity after its predecessor.
Draw arrow to show the relationship.
Continue until all activities have been placed on the work surface.
Dependencies can be mandatory or discretionary.
Mandatory dependency logical
relationship that must be followed
(generally due to physical or
contractual demands).
Discretionary dependency
a preferred logical relationship,
based on best practices and
judgment.
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Exhibit 8.5
Activity List for Product Upgrade Project
•
•
•
•
•
•
•
Determine product features
Acquire prototype materials
Produce prototype
Design marketing campaign
Design graphics
Conduct marketing
Perform sales calls
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Exhibit 8.6
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8.6a Leads and Lags
Lead
“a modification of a logical relationship
that allows an acceleration of the
successor activity.”
Lag
“a modification of a logical relationship
that directs a delay in the successor
activity.”
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8.6b Alternative Dependencies
RELATIONSHIP
DESCRIPTION
Finish-to-start
(FS),
“a logical relationship in which a successor activity cannot start until a predecessor
activity has finished.”
Finish-to-finish
(FF)
“the logical relationship in which a successor activity cannot finish until a
predecessor activity has finished.” For example, perhaps the graphics could be
designed while the marketing campaign is being designed but could not be
completed until the marketing campaign is completed.”
Start-to-start (SS) “a logical relationship in which a successor activity cannot start until a predecessor
activity has started.” For example, perhaps the graphics design could not start until
the design marketing campaign started.”
Start-to-finish
(SF)
“a logical relationship in which a successor activity cannot finish until a
predecessor activity has started.” This is the least used relationship. An example is
for a project to replace an old system where the new capability must be started
before the old one is completely discontinued.”
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8.7 Estimate Activity Duration
Creating Good Estimates
8.7a Problems and Remedies in Duration
Estimating
8.7b Learning Curves
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Creating Good Estimates
•
•
•
•
•
•
Use a WBS that is complete to understand deliverables.
Exclude any activity that is not part of the WBS in the estimate.
Identify each activity clearly.
Include appropriate contingencies.
Use relevant and sufficient data.
Consider input from all relevant stakeholders, including subject matter
experts (SMEs) in making estimates.
• Conduct an independent review.
• Revise the estimate if there is a major project change.
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Exhibit 8.7
Activity Duration Estimate Example
Time Estimate in Workdays
Activity Name
5
Determine new product features
20
Acquire prototype materials
10
Produce prototype
10
Design marketing campaign
10
Design graphics
30
Conduct marketing
25
Perform sales calls
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Exhibit 8.8
Suggestions for Creating Realistic Time Estimates
1.
Verify all time estimates with the people who are doing the work. Or, even better, have the people doing the work provide the initial estimates of the activity
completion time.
2.
Estimate times of completion of work without initial reference to a calendar. Just consider how long you believe each activity will take under normal working
conditions.
3.
Make sure all time units are identical: hours, workdays, work weeks, months (consider time off for company holidays), etc.
4.
Some people tend to estimate optimistically. Keep in mind the following time constraints:
•
Unexpected meetings
•
Learning curves
•
Competing priorities
•
Vacation
•
Resources or information not available on time
•
Inaccuracy in work instructions
•
Interruptions
•
Emergencies and illness
•
Rework
•
Uncertainties or unknowns
5.
Contrary to point 4, some people estimate pessimistically in order to look good when they finish their project or activities under budget and/or ahead of
schedule. Try to develop an understanding of the estimator’s experience along with their optimistic or pessimistic tendencies, and try to encourage realistic
estimates.
6.
Don’t initially worry about who is going to do the work, and don’t worry about the mandatory deadline. Figure out a realistic estimate first, and then figure out
what to eliminate later.
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Exhibit 8.9
Activity Duration Estimating Problems and Remedies
Potential Activity Duration Estimating
Problem
Remedy
Chapter
Omissions
Refining scope and WBS
Checklists, templates, devil’s
advocate
Lessons learned
7
8
15
General uncertainty in the estimate
Rolling wave planning
Reverse phase schedule
Learning curve
Identify and reduce sources of uncertainty
Manage schedule aggressively
7
9
8
11, 12
14
Special cause variation
Risk analysis
Resolve risk events
3, 11
14
Common cause variation
PERT
Monte Carlo
Project buffer
8
8
9
Merging (multiple predecessors)
Milestones
Reverse phase schedule
Feeding buffer
Manage float
3, 8
9
9
14
Queuing
Staggering project start dates
Resource leveling
Resource buffer
2
9
9
Multitasking
Prioritizing projects
Carefully authorize start of noncritical
activities
2
9, 14
Student syndrome (starting late)
Float
Critical path meetings
8
14
Not reporting early completion of rework
Project culture
Project communications
Contract incentives
Project leadership
Progress reporting
4
6
13
5
14
Source: Adapted from Larry Leach, “Schedule and Cost Buffer Sizing: How to
Account for the Bias between Project Performance and Your Model,” Project
Management Journal 34 (2) (June 2003): 44.
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8.7b Learning Curves (1 of 2)
• The more times someone performs an activity, the better and faster he or
she becomes.
• Rate of improvement can be studied and predicted.
• Rapid learning leads to faster performance times.
• PMs should plan for the amount of learning that takes place.
• PMs should sustain an environment that expects rapid learning.
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Exhibit 8.10
Learning Curve Table
Activity
60%
70%
80%
90%
1
100
100
100
100
2
60
70
80
90
4
36
49
64
81
8
21.6
34.3
51.2
72.9
Time calculated is based upon a rate of improvement.
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8.7b Learning Curves (2 of 2)
Velocity “the sum of the estimates of delivered (i.e., accepted) features per
iteration … measured in the same units as feature estimates whether this is
story points, days, ideal days, or hours that the team delivers.”
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8.8 Develop Project Schedules
8.8a Two-Pass Method
8.8b Enumeration Method
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Develop Project Schedules
Identify the critical path
• Determines project’s earliest possible end date.
• Most critical in terms of time.
• Methods for determining critical path: Two-Pass Method and the
Enumeration Method.
Critical path
“the sequence of schedule activities determining the duration of the project.
Generally, it is the longest path through the project.”
- Practice Standard for Scheduling (PMI)
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8.8a Two-Pass Method
• Used to determine amount of slack each activity has.
• Make two logical passes through the constructed network:
− The forward pass is
“a critical path method technique for calculating the early start and early
finish dates by working forward through the schedule model from the project
start date or a given point of time.”
− The backward pass is
“a critical path technique for calculating the late start and late finish dates by
working backward through the schedule model from the project end date.”
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Exhibit 8.11
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Exhibit 8.12
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Exhibit 8.13
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Exhibit 8.14
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8.8a Float and the Critical Path
Total float
“the amount of time a schedule activity may be delayed from its early start date
without delaying the project end date.”
Free float
“the amount of time a schedule activity can be delayed without delaying the early
start of immediately following schedule activities.”
Compute the critical path based on float (slack).
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Exhibit 8.15
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8.9 Uncertainty in Project Schedules
8.9a Program Evaluation and Review
Technique
8.9b Monte Carlo Simulation
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Uncertainty in Project Schedules
Construct the best possible schedule.
Manage the project very closely.
OR
Estimate a range of possible times each individual activity may take.
Examine the impact of each activity on the entire schedule.
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8.9a Program Evaluation and Review
Technique
• How does variability in duration of individual activities impact the entire
project schedule?
• Sequence activities into a network.
• Create three estimates of time to complete each activity.
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Exhibit 8.16
PERT Time Estimate Example
Activity
Optimistic
Most Likely
Pessimistic
Expected
Determine new
product features
4
5
12
6
Acquire prototype
Materials
16
20
30
21
Produce prototype
8
10
12
10
Design marketing
campaign
9
10
14
10.5
Design graphics
6
10
20
11
Conduct marketing
28
30
50
33
Perform sales calls
20
25
30
25
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8.9a PERT Considerations
Advantages
• Reinforces uncertainty that exists in project schedules.
• Calculations often indicate expected time is longer than “most likely” time.
Difficulties
• Takes more effort to create three estimates.
• No guarantee how good the estimates are.
• May underestimate the risk of a schedule running long.
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Project Managers and PERT
• Infrequently used by Project Managers.
• PMs may informally use three time estimates for key activities.
• PMs may use Monte Carlo simulation instead.
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8.9b Monte Carlo Simulation (1 of 2)
Monte Carlo Analysis is “a computerized mathematical technique that allows
people to account for risk in quantitative analysis and decision making that
furnishes the decision maker with a range of possible outcomes and the
probabilities with which they will occur.”
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8.9b Monte Carlo Simulation (2 of 2)
Advantages
• Flexibility allows more realistic estimates.
• Extent of information provided.
Disadvantages
• Time requirement.
• Software and skill required.
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Exhibit 8.17
New Product Development Schedule in China Example
Week one—Request is received from the customer for a product that is darker than anything we have in our current
offering. Our sales manager forwards the request to our VP of Sales and our R&D department. A quick review of the
potential price versus the cost of materials is completed by the VP of Sales (with finance input), and the product is deemed
saleable at an acceptable margin.
Week two—A trial cook in our “baby cooker” is conducted by our R&D department. Within two attempts, a product that is
within the customer-requested specs is produced. An additional trial is conducted to quickly check repeatability. The trial
product is express shipped to the customer and our China facility for comparison purposes.
Week three—The formulation and related instructions for cooking are communicated to our China operations with a “red
sheet” process. China has anticipated the receipt of this red sheet and can schedule time in production within a week.
Week four—The initial red sheet production is successful and passes the specification tests in China and Louisville.
Week five—Customer confirms purchase order and the first shipment is sent. The product contributes significantly to the
revenues and profitability of the China facility. Success!
Key factors—Strong communication between all the players and a clear understanding of the customer expectations
upfront.
Source: Elaine Gravatte, D. D. Williamson.
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Exhibit 8.18
Initiatives to Improve On-Time Schedule Delivery
Cause of Late Delivery
Initiative
Explanation
Activity variance
Increase activity transparency
Allows for better planning
Increase user participation
Ensures that the product delivered meets the users’
needs
Reduce project size
Ensures that estimates for tasks are more accurate
Manage expectations, e.g., set realistic goals by drawing
from “outside views”
Mitigates optimism bias and misrepresentation
Use packaged software
Provides a standard within which to develop the
system
De-scope
Reduces the number of dependencies
Improve requirements Definition
Ensures that there is no confusion over what is to be
developed and when
Reduce activity coupling
If activity links are reduced, then dependencies exert
less influence
Stage projects (incremental development or iterative
development)
Reduces delay bias by minimizing multitasking,
merging, queuing (i.e., reduces the dependencies)
Activity dependence
Source: Vlasic, Anthony and Li Liu, “Why Information Systems Projects Are Always Late,” Proceedings Project
Management Institute Research and Education Conference 2010 (Oxon Hill, MD, July 2010).
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8.10 Show the Project Schedule on a Gantt
Chart (1 of 2)
Gantt Chart
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8.10 Show the Project Schedule on a Gantt
Chart (2 of 2)
•
•
•
•
•
Easy-to-understand tool.
Horizontal bar chart.
A bar for each activity stretched over a timeline.
Units of time are units used to create schedule.
Chart does not show critical path, predecessor–successor relationship,
or late start and finish dates.
• Use scheduling software.
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8.11 PMBOK Guide 7e
8.11a Team
8.11b Development Approach
8.11c Planning
8.11d Delivery
8.11e Measurement
8.11f Uncertainty
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8.11a Team
• A project schedule is developed with a collaborative effort from the
project team.
• Individual team members possess knowledge about resources, time
required to complete a task.
• Every member of the project team must work with other team members
in deciding resource allocation, sequencing tasks, and optimizing the
project duration.
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8.11b Development Approach
• In the predictive approach, scope can be defined with less ambiguity at
the start of the project.
• The WBS would also help in determining resources required and costs
associated with each activity.
• When uncertainty and risks are associated with defining requirements or
volatility exists in requirements, an adaptive (incremental or iterative)
development approach is preferred.
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8.11c Planning
• A predictive planning approach that creates a WBS broken down to the
lowest level deliverables could be relatively comprehensive and
complete.
• In adaptive methods, high-level themes or epics are used to develop
features that are further decomposed into stories and backlog items.
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8.11d Delivery
• The WBS is used in a predictive plan approaching to develop a
comprehensive schedule.
• While using an adaptive approach wherein a full-blown schedule is not
opted for, a checklist of all the criteria required to be met is developed so
that a deliverable can be considered ready for customer use or “definition
of done” is fulfilled.
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8.11e Measurement
• A project schedule includes milestones along with a timeline and success
criteria for project deliverables in a predictive approach.
• In an adaptive approach, schedules prepared for a sprint are used for
the measurement of progress.
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8.11f Uncertainty
• An effective schedule is not always possible when uncertainty exists in
defining requirements.
• Ambiguity, volatility, complexity, and risk are some of the factors
associated with requirements that may compel the project team to
employ an adaptive approach of developing a schedule one story or
sprint at a time.
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8.12 Schedules for Agile Projects
8.12 Predictive vs. Agile
8.12a Agile Terms
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Exhibit 8.20
Predictive vs. Agile Methods for Scheduling Projects
Scheduling Topics
Predictive
Agile
What are the purposes of a project
schedule?
Agree on end date and establish governance
Set expectations
What primarily limits schedules?
Logical order and individual activity duration
Resources assigned
How are activities defined?
Output of WBS
Output of user stories
How are activities sequenced?
Dependencies with leads and lags
Prioritized by Product Owner,
committed by team
How are durations estimated?
Team and project manager work on details
Team supported by scrum master
use planning poker
How are schedules developed?
Critical path method
Team commits one iteration at a
time
How are schedule uncertainties handled?
PERT or simulation
Prove viability early by prioritizing
high-risk work
How are schedules communicated?
Gantt charts and MS Project
Kanban boards and sticky notes
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8.12a Agile Terms
TERM
DEFINITION
Story point
Estimate by team of complexity and size of specific work in
story form.
Planning poker
Method for team to size-specific stories quickly and relatively.
Right-sized
Ensuring stories are small, understood, and testable.
Definition of ready
Agreement that team understands a story enough to bring into
a sprint.
Risk-based spike
Short time-boxed work to address a specific risk.
Kanban board
Visible information register that communicates work status as to
do, in progress, or done.
Task card
Sticky note or index card showing work item name and other
info.
3C process
Task card with conversations and confirmation of
understanding.
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Exhibit 8.21
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8.13 Using Microsoft Project for Critical Path
Schedules
8.13a Set Up the Project Schedule
8.13b Build the Network Diagram and Identify
the Critical Path
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8.13a Using MS Project for Critical Path
​Setting up the project schedule begins with ensuring the correct
start date for the project is set, and then defining your organization’s working
days, hours, and holidays.​
To build the Logical Network Diagram and identify critical path start by:
1. Setting (or updating) the project start date.
2. Defining your organization’s working and non-working times.
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Set (or Update) the Project Start Date
1. Click Project Tab>>Project Information.
2. Set the start date to 12/4/21.
3. 3. Click OK.
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Define Your Organization’s Working and Nonworking Times
1. Click Project Tab>>Change Working Time.
2. Make sure “Standard (Project Calendar)” is selected in the “For calendar:” box.
3. Use the scroll bar to the right of the calendar to find the date you want to edit.
4. Click on the date you want to edit.
5. Click the Exceptions Tab in the table below the calendar, then click an empty row.
6. Enter a description for the non-working day in the Name column.
7. Click another cell in the same row (or Tab) to review the results.
8. Repeat these steps until all nonworking days are defined.
9. Deleting a row restores the default working hours for that day.
10. Click OK to close the project calendar options.
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Exhibit 8.22
Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation.
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Changing Working Times for a Day
1. Select the day and enter a description in the table below the calendar.
2. Click the Tab key to fill in the Start and Finish dates.
3. Click Details...
4. Choose the “Working Time” radio button and modify the “From:” and “To:”
values in the table.
5. To eliminate one set of work times (such as afternoon), select those times and
click the delete key so only morning times are working.
6. Click OK twice.
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Exhibit 8.23
Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation.
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8.13b Steps to Build the Network Diagram and
Identify the Critical Path
1. Enter tasks and milestones.
2. Edit the timescale.
3. Understand and define task dependencies.
4. Assign task duration estimates.
5. Identify the critical path.
6. Understand the network diagram view.
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Step 1: Enter Tasks and Milestones
1.
Click on the intermediate summary task “Foundation Work” (WBS ID 2.4) to select it.
2.
Click Task Tab>>Insert Group>>Milestone.
3.
You will see a new milestone added to the task list; name it “Construction Begins.”
4.
Tab over to the Start date column, and type in the date 1/10/18. (Note since a milestone typically has zero days of
duration, MS Project automatically populates the Finish column with the same date.).
5.
On the Gantt chart’s right side, you should see a diamond appear along with a date.
6.
Repeat this step for the summary task “County clearance” (WBS ID 5) and type “Construction Complete”
7.
To show the name of the milestone (instead of the date) on the Gantt chart’s graphical side, do the following: a.
Format Tab>>Format>>Bar Styles b. Select Milestone from the list; click the Text Tab. c. In the “Right” field of the
table, change to Name. d. Click OK. e. The milestone name should replace the date on the right side.
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Step 2: Edit the Timescale
1. Right-Click the time scale>>Timescale…
2. Click the Middle Tier Tab.
3. Change Units to Months; Label to January; set Count to 1; set Size to 55.
(Note: Size sets the space between each tick mark on the timescale for that
item).
4. Click the Bottom Tier Tab.
5. Change Units to Weeks; Label to 1/25, 2/1, …; set Count to 1; set Size to 55.
6. Click OK.
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Exhibit 8.24
Source: Microsoft Corporation.
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Step 3: Understand and Define Task Dependencies
1.
2.
3.
4.
Click on the Task Name field to select the predecessor task row.
Press and hold Ctrl while selecting the successor task.
Release Ctrl after you click your selection.
Click the Task Tab>>Schedule Group>>Link Tasks (chain icon). (Delete a dependency
definition by again selecting both tasks and then clicking on Unlink Tasks (broken chain icon)).
5. Adding (or deleting) Task ID numbers in the “Predecessor” column is another way you can
define task dependencies.
A series of dependencies can also be defined or deleted similarly:
1. Select all of the tasks to be linked in a series. (Click and drag with the mouse or Shift-Click
the first and last task in the series).
2. 2. Click the Task Tab>>Schedule Group>> Link Tasks or Unlink Tasks
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Step 4: Assign Task Duration Estimates
1. Click the Duration cell of the task and enter the duration value.
a. If days are being used, an adjustment can be made up or down with the
arrows.
b. A number can also be deleted and then another number typed in the cell.
2. MS Project will automatically determine the duration for each summary task as
you adjust subtask durations.
3. Assign durations to your project.
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Exhibit 8.25
Source: Microsoft Corporation.
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Step 5: Identify the Critical Path
1. Click the Task Tab>>Format Tab>>Bar Styles Group>>check Critical
Tasks.
2. You should now see all your critical tasks shown in red (as in Exhibit
8.25).
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Step 6: Understand the Network Diagram View
1. Click the View Tab>>Task Views Group>>Network Diagram.
(The network diagram appears. Logical links between tasks can be seen as
link lines in blue (non-critical path) and red (critical path)).
2. Zoom the view out using the zoom slider at the bottom right of the screen (or
Ctrl-Scroll).
3. Click the Format Tab>>uncheck Summary Tasks.
4. Click the Format Tab>>Format Group>>Layout>>uncheck “Show page
breaks” and check “Hide all fields except ID” (tasks are denoted by Task ID).
5. 5. Click OK.
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Exhibit 8.26
Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation.
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Exhibit 8.27
Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation.
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Summary
• Project schedules are created by listing all activities that will need to be
performed (define activities): How? By whom? How long? How much?
• Determine predecessors and successors to sequence activities
(sequence activities).
• Estimate how long each activity will take (estimate activity durations).
• Developing schedule is an iterative process.
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