Project Scheduling

To organize all the tasks for a given project, project managers create well-structured timetables. Work breakdown structures, or WBS, are used in tandem with project schedules to decompose projects into smaller, attainable milestones. Without a project schedule, managing a project is like building a house with only a picture of your dream home and a wooden hammer.

Compare two scenarios: first where your project details are scattered everywhere, and the second, where you maintain a centralized data repository for your project plan. It is not hard to tell which project will be more sufficient.

This example show's what a project schedule does. It brings together all the project-related information in one place that improves communication between managers and stake holders.

Additionally, a project schedule helps prioritize tasks. Creating a work breakdown structure and dividing the project into simpler tasks are the first steps in project scheduling. Following the enlistment of tasks, the project manager will be able to select the appropriate technique for evaluating their criticality and prioritizing them.

Terminology and definitions which are important to know.

1. Activity - Task or tasks that required by the project (recourses required)

2. Event - These occur when task or set of activities completed and take up no resources..

3. Network - Combination of activities and events together and how they are connected together during the project.

4. Path - Used to describe a number of connected activities between any two events.

5. Critical - These are objectives and events that if they are not met, the whole project will suffer. The critical path consists of activities that connect the start and end of the project.

There are two activities network methods, they are AOA and AON.

· AOA stands for activity on an arrow. Network show as arrow

· AON stands for Activity on a node. This network show activity as an arrow and as a node.

Activities are represented as boxes and arrows show the relationship between them. The diagram on the right illustrates how each activity begins and progresses.

The Critical Path

Project duration is estimated using the forward pass method of finding the critical path. From start to finish, the longest path through the network of actions/events is determined by assessing each path and comparing its duration. According to the shortest path with the least amount of float, the earliest completion date can be determined.

Float

In addition to determining the LFT and EFT (latest and earliest finish times), the backward pass method is also used to determine float.

EST Early start Time is the earliest time the activity can begin.

LST Late start Time is the latest time the activity can begin and still allow the project to be completed on time.