How to Build a Useful Project Schedule

Dynamic Schedules Help Project Managers Maintain Control

Aug 22, 2009

A useful project schedule includes tasks, responsibilities, and dependencies mapped over time. A schedule is a living document that can be updated as circumstances change

The purpose of a project schedule is to create a graphic representation of the tasks, time and resources necessary to achieve project objectives. Of the three components of a project schedule—tasks, responsibilities, dependencies—the most useful predictive component is dependencies. That is, what predecessor tasks must be completed before a task is begun and what successor tasks must wait.

Analysis of dependencies helps a manager understand when a project is in danger of falling behind schedule and how to best re-allocate resources. Fear No Project has in insightful discussion on the value of predictive scheduling in project management.

Building the Project Schedule Tasks

In executing contracts for external customers, the project manager (PM) creates the project schedule using the work break down structure (WBS) of billable items in the contract. Working backward from the deliverables list, the PM defines the tasks needed to produce each WBS element.

The task list should be detailed enough to provide insight into how well the work is progressing against the due date and the budget. The Art of Project Scheduling recommends building schedules at a granularity of weeks rather than months (too long) or days (too tight). This level of granularity gives the PM a good indication of project status and identifies potential problems. Any individual task on the schedule should not take longer than two to three weeks from start to completion.

Building the Project Schedule Timeline

Each task is analyzed to define the time it will take to complete. Using the resources available, the PM uses scheduling software to map the time available to the hours required in order to produce the schedule timeline. This is a forward and backward process as the PM seeks to match the external requirements to the development requires and staff availability.

It is a good idea for the PM to use the expertise of team members and leaders in estimating the time required for each task. A professional who has done similar tasks will have a good idea of how long that task will take on the current project. Involving team members in this part of building the project schedule also increases buy-in.

Creating Task Dependencies in the Project Schedule

Dynamic project scheduling tools such as Microsoft Project and FastTrac Scheduler allow the project manager to group tasks based on a dependency between them. That is—Task B cannot begin until Task A is complete. The advantage of using these or similar tools to reflect dependency is that if one of the tasks is moved on the timeline, all dependent activities are move accordingly. The dependencies between tasks are shown graphically with a dependency bar or arrow on the project schedule.

Don’t forget dependencies also include acquisition of hardware, software, and tools and may include training.

The PM should consider the project schedule as a living document that reflects current knowledge and will be adjusted when circumstances require. The advantage to the project manager of creating meaningful task dependencies is that when the schedule is updated, all tasks with a dependency relationship will move together to creating the new schedule. The resulting updated project schedule can then be used to inform senior management or customers or as the basis for re-allocating staff time to tasks that are in the critical path because of the tasks dependent on them.

The copyright of the article How to Build a Useful Project Schedule in Business Project Management is owned by Barbara Brown. Permission to republish How to Build a Useful Project Schedule in print or online must be granted by the author in writing.