Project Scheduling Steps for a Successful Management

Project Scheduling Steps for a Successful Management
Project Scheduling Steps for a Successful Management

Project Scheduling Steps for a Successful Management

Creating a serviceable project schedule is an indispensable activity for a project’s successful completion. Most of the project managers suffer from poor schedules that lead wrong decisions. Poorly created schedules involve inadequate number of activities and resources required to complete the tasks. As a result of this, project performance measurement becomes a serious problem. In this article we will disscuss the importance of project scheduling and project scheduling steps for a successful project management.

What Is Project Scheduling?

Project Scheduling is a process of determining what tasks need to get done and which resources will be allocated to complete those tasks in a given period. A project schedule is a document that involves all the efforts needed to complete the project on time. Without a fine and complete workschedule, the project manager can not make performance calculations necessary to deliver the project on time. Also it is not possible to make effective resource and cost management without a full and accurate workschedule. In order to create an efficient workschedule, some basic project scheduling steps must be followed.

What Are The Project Scheduling Steps?

There are seven basic steps needed to be taken to improve the efficiency of a workschedule.

1. Project Scope Should Be Analyzed and Work Breakdown Structure Should Be Created.

The first step of project scheduling involves establishing the policies and creating procedures for creating and managing the project schedule. At the beginning of a scheduling process, a time management plan which includes standarts, performance measurement methods, updating period etc. should be prepared. Then  should be fully analyzed. Because the project schedule must reflect the whole project scope in order to analyze the whole projects performance. The Work Breakdown Structure (WBS), which is a hierarchical structure of the project deliverables should be created at this step.

2. Activities Should Be Determined

The goal of the activity determination step is to identify all the activities required to complete the project. In order to identify all the activities, project scope must be analyzed and stakeholder’s requirements must be defined. Activities are listed and grouped under specific Work Breakdown Structure levels. For example several procurement activities are grouped under procurement WBS and product development activities are grouped under research and development WBS. At this step, activity types such as task dependent, milestone, level of efffort should also be determined to represent different types of tasks.

3. Resources Should Be Determined

Resources of a project consist of labor, materials, equipments, subcontractors, employees etc. Resource planning and allocation is one of the most critical steps in project scheduling. Poor resource planning results in project delays and cost overruns. Identification of the resources, resource quantities and their availability should be determined at this step. Also, activity resource assignments must be done at this step. It is important to decide the detail level of resources in order to avoid multiple resources to a given task. Resources should represent the nature of the task.

4. Activity Durations Should Be Determined

Activity duration is the quantity of working period required to complete the task. Estimating activity durations within a project can be difficult depending on the crew compositions and project execution plan. There are some basic tools used to determine activity durations which are Expert Judgement, Analogous Estimating,Parametric Estimating and Three point estimation.

Depending on the project requirements, activity durations can be defined in hours, days or weeks. There are many duration types used in project scheduling tools. Commonly used duration types are Fixed Duration &Units, Fixed Duration and Units/Time, Fixed Units, Fixed Units/Time.

5. Activity Dependencies Should Be Determined

Each activity should have at least one predecessor and one successor. If you do not obey this rule, The Critical Path(CPM) of your schedule may be wrong and your schedule will not be realistic.
Dependencies are the relationships among activities which determine the order in which activities need to be performed. There are four (4) types of dependency relationships which are below:

• FS: Finish to Start

• SS: Start to Start
• SF: Start to Finish
• FF: Finish to Finish

6. The Schedule Should Be Detailed and Analyzed

In this step, the accuracy of the schedule should be examined and if needed, the schedule can be detailed. The target of this step is to validate the project schedule correctly models the planned work. If needed, a resource levelling process can be performed and resource assignments can be analyzed again.

7. Monitoring and Controlling

Monitoring and controlling the project schedule is the final step which must be performed  throughout the project’s life cycle. Project performance reporting is a part of this step which uses inputs created at previous steps. Monitoring and controlling requires the comparison of planned and actual dates, durations, resource quantities and performance measurement.

Earned Value Management techniques can be used, Schedule Performance Index (SPI), Schedule Variance (SV) , Cost Performance Index (CPI) and Cost Variance (CV) can be calculated to demonstrate the performance of each task and the whole project.


In this article we reviewed seven basic project scheduling steps for a successful project management. By the help of project management softwares such as Oracle Primavera P6 and Microsoft Project Professional, it is very easy to develop convenient work schedules. A well coordinated project schedule enables the project manager to see problems early, to increase productivity and to control the project instead of the project having control of him.

External References

Schedule Management Plan



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