Project Scheduling

1. Topic 9:
Project Scheduling

2. Topic 9 : Project Scheduling
 Project scheduling is a mechanism to communicate what tasks need to get done
and which organizational resources will be allocated to complete those tasks in
what timeframe.
 The following are the steps needed to schedule a project:
o Define Activities : Create Work Breakdown Structure (WBS) and a
deliverables diagram and organize them by mapping out the tasks .
o Do Estimates : Determine the time and effort it will take to complete them.
o Determine Dependencies : Place a bit of slack in your schedule to
accommodate these related tasks.
o Assign Resources : Finalize the planned schedule by deciding what
resources you are going to need to get those tasks done on time.

3.  Estimate Activity Duration Inputs
o This process has several tools and techniques ;-
-Expert Judgement, -Analogous Estimating, -Parametric Estimating
-Three-Point Estimating, -Group decision-making techniques, -Reserve Analysis
 3 Point Estimating
o Three-point estimating uses three estimates that when averaged come up with
final estimate.
• Most likely estimate – assumes there are no disaster and activity can be
completed as planned
• Optimistic estimate – fastest time frame in which your resource can
complete the activity
• Pessimistic – Assumes the worst happens and it takes much longer than
planned to get the activity completed
o Formula to calculate the expected duration : E = (O + P + M) / 3
o E=Expected, O = Optimistic, M = Most Likely
o The formula for standard deviation which helps to determine the confidence level
as below : E : (Pessimistic – Optimistic) / 6

4.  Expert Judgement - The staff members who will perform activities will most
accurately estimate them
 Analogous Estimating ( also called as top-down estimating, an expert
judgement) - Actual duration of a similar activity completed on previous project
will be used to determine the duration of current activity.
 Bottom Up Estimating – Is the most accurate approach to estimate cost and
duration. Setting the estimates of the amount of work, duration and cost at the
task level lets you combine them into estimates of higher-level deliverables and
the project as a whole
 Parametric Estimating - Quantitatively based estimating method that multiplies
the quantity of work by the rate or uses an algorithm in conjunction with historical
data to determine the cost, budget or duration estimates.

5.  Group decision-making techniques (brainstorming and the Delphi or nominal
group techniques)
o Brainstorming is an old-age technique where all participants have an
opportunity to speak up.
o Delphi technique is similar to brainstorming in that you involve subject matter
experts in determining estimates.
 Reserve Analysis
o Contingency reserve - a portion of time added to the schedule to account
for risk
o Management reserve - used for unknown events that have not been
previously identified

6. Resource Optimization Techniques
 Resource Leveling - also called as resource-based method is used when the
resources are overallocated and only available at certain times or when they are
assigned to more than one activity at a time. The purpose to use this technique is
to balance out the resource assignments to get tasks completed without
overloading the individual.
 Resource Smoothing - Resource smoothing accommodates resource availability
by modifying activities within their float times without changing the critical path or
project end date. More tasks are given to team members who are under allocated
.
 Reverse Resource - This technique requires the resources to be scheduled in
reverse order in order to assign this key resource at the correct time.

7. Modeling techniques
 Include the use of what-if scenario analysis and simulation
o What-If scenario : uses different sets of activity assumptions to produce
multiple project durations
o Simulation use a range of probable activity durations for each activity, and
those ranges are then used to calculate a range of probable duration results
for the project itself.
o Monte Carlo is a simulation technique that runs the possible activity durations
and schedule projections many many times to come up with the schedule
projections and their probability, critical path duration estimates and float
time.

8. Schedule Compression
 Mathematical analysis that’s used to shorten the project schedule duration without
changing the project scope in order to accomplish all activities sooner than
estimated.
o Crashing – accomplished by adding resources to the critical path.Crashing
the schedule can lead to increased risk and increased cost.
o Fast tracking – Performing 2 tasks or project phase in parallel that were
previously scheduled to start sequentially. It increases the project risk and
might cause the project team to re-work the tasks.

9. Project schedule can be presented in many forms ;
 Project schedule network diagram
 Gantt chart
 Milestone
Start
Activity
1
Activity
2
Activity
3 Activity
5
Activity
4 Activity
6
Task Name Jan Feb Mar Apr May
Planning
Design
Implementation
Milestone Scheduled date Actual Date Responsible
Testing completed 04/12/19 - Rachel
Acceptance and Signoff 07/12/19 15/12/19 Cindy
Project Closure 15/12/19 31/12/19 Carmen