Projrct management

3. PROJECT SCHEDULING
• PROJECT:
• An individual or collaborative enterprise that is carefully planned to achieve a
particular aim.
• Planned set of interrelated tasks to be executed over a fixed period and within
certain cost and other limitations.

4. • SCHEDULING:
• Scheduling consists of the assignment of starting and completion times for
the various operations to be performed.

5. WHY DO WE NEED A PROJECT SCHEDULE?
The project schedule represents the tasks with:
• start and finish dates of each task
• duration of each task
• dependencies between tasks (predecessors and successors)
• a hierarchy organizing the tasks (using Work Breakdown Structure)
• a graphical Gantt Chart showing the date ranges of the tasks as bars over time

6. • Project schedules are not just for complex projects
• Even a project with only a few tasks can benefit from the project schedule

7. • WBS is a decomposition of a project into smaller components or tasks
• A work breakdown structure (WBS) is a chart in which tasks, of a project are
illustrated to portray their relationships to each other and to the project as a whole.
• WBS is a key project deliverable that organizes the team work in manageable
sections
• WBS provides the necessary framework for detail cost estimating and control

8. • As a project has a definite start and end date,WBS defines the start and end
date of the projects
• Within the project there are phases,WBS makes portions or divides the project into
phases
• Within each phase WBS provides work Units…work units are chunk of works in a
phase..these must be completed before jumping to next phases
• WBS Divides work units into smaller tasks
• A task must be divided even it became a atomic task
• WBS divides a project in different levels

9. Project scope
Phases
Work Units
Tasks

10. • There is no right or wrong way to create a WBS.
• WBS can be drawn on a white Board, Sketch on page using a pencil or being
technical and using a software like Microsoft Project,excel,Visio or
powerpoint……………….

11. =>100% RULE:
• 100 % Rule states that the WBS incudes 100% of the work identified by the project
scope and all deliverables..

12. =>MUTUALLY EXCLUSIVE ELEMENTS:
• It is important that there is no overlap in scope definition between different elements of
awork break down structure
• This ambiguity results in duplicate work or miscommunications about responsibility,cost
accounting etc

13. =>LEVEL OF DETAIL:
• One must decide when to stop dividing into smaller elements
• This will help to determine the duration of activities

14. • It helps more accurately and specifically define and organize the scope of the project(Using
hierarchichal tree structure)
• It helps with assigning responsibilities,resource allocation,monitoring the project and
controlling the project
• This also allows for better estimation of cost,risk and time
• Finally it allows to double check the deliverables, specifics with the stake holders and make
sure that nothing missing or overlapping
• Provides full control on project

15. Communication
Lunch
Meetings
E-mail
Project
Manager
Informal Chats
Phone
Conferences
Web UpdatesFormal
Meetings

18. • Both are the part of project plan
• Usually WBS is developed first and then the project schedule is developed based
on the WBS as each task in the project schedule is task in WBS