PROJECT SCHEDULING

Guideline

PUBLIC
PROJECT IDENTIFICATION
Project Name CPI Project Number
<Project Name>
Customer Name Customer Number
<Customer Name>
SAP Project Manager Customer Project Manager
<SAP Project Manager> <Customer Project Manager>

DOCUMENT IDENTIFICATION
Author Document Location (repository/path/name)
<Author> <Document location>
Version Status Date (YYYY-MM-DD) Document Classification
2 Final <Date> Public

REVISION HISTORY
Version Date Description
1 February 4, 2010 Initial
2 November 24, 2015 Various updates
3 January 30, 2018 Updated template

2
TABLE OF CONTENTS
APPROACH.......................................................................................................................................................... 4
Creating the Program/Project Schedule............................................................................................................ 4
Step 1 – Create the Program/Project Summary................................................................................................ 4
Step 2 – Create the Phase Summaries.............................................................................................................. 4
Step 3 – Add Deliverables and Sub-deliverables.............................................................................................. 4
Step 4 – Add Tasks.............................................................................................................................................. 4
Step 5 – Define the Task Types.......................................................................................................................... 5
Step 6 – Define Task Durations.......................................................................................................................... 5
Step 7 – Linking Tasks........................................................................................................................................ 5
Step 8 – Defining Milestones.............................................................................................................................. 5
Step 9 – Assigning Resources to Tasks............................................................................................................ 5
Step 10 – Creating the Schedule Baseline........................................................................................................ 6
Managing the Program/Project Schedule.......................................................................................................... 6
Updating Tasks.................................................................................................................................................... 6
Closing Tasks...................................................................................................................................................... 6
Reporting Schedule Results............................................................................................................................... 6
Using the Gantt Chart to Show Progress.......................................................................................................... 6
Maintaining Schedule Currency and Updates................................................................................................... 6
Creating Effective Reports.................................................................................................................................. 6
Headers, Footers, and Labels for Schedule Reports.......................................................................................7
Schedule Report Legends.................................................................................................................................. 7
Advanced Options............................................................................................................................................... 7
Project/Program Interfaces................................................................................................................................. 7
Internal Dependencies........................................................................................................................................... 7
External Dependencies......................................................................................................................................... 7
Schedule Symbols for Interfaces........................................................................................................................... 7
Interface Management........................................................................................................................................... 7
REFERENCES AND RELATED GUIDELINE....................................................................................................... 8

3
Project Schedule Guidelines provide assistance in helping to prepare the Project Schedule. They are intended to
supplement the project planning and scheduling approach described in the SAP Project Management
Methodology (PM Methodology and PM Handbook) and the related SAP Field Services PM Methodology
Knowledge Area Guidelines (Scope, Time, and Cost) and SAP references.

APPROACH
The Project Schedule is typically created by the Project Manager, Program Manager, or designate – working
closely with members of the planning team -- and is used to plan and manage tasks over the entire lifecycle of
the project. The use of these guidelines help build consistency in scheduling techniques across the enterprise,
ensuring that the Project Manager benefits from scheduling best practices and the Project Management Office
can provide effective oversight of assigned projects and provide consistent project status information to
members of the project organization. The following key steps are suggested for developing and maintaining a
project schedule, as well as some additional advanced techniques for dealing with internal and external
dependencies.

Creating the Program/Project Schedule

Step 1 – Create the Program/Project Summary

Begin building the project schedule with a summary line -- typically the project or program name. This line
becomes the summary and rollup for time duration of all Phases, Deliverables, and Tasks. This top line permits
collapsing the project to a single line and provides a summary of start and end dates.
Enter the start date of the project. This date, together with identified dependencies, will be used to determine
subsequent start dates for tasks.

Step 2 – Create the Phase Summaries

Major subdivisions of the program/project are Phases. SAP Activate implementation methodology uses the
following phases:
 Prepare
 Explore
 Realize
 Deploy
All project schedules should have the appropriate Phases as the first level of indenture following the
Project/Program Summary.

Step 3 – Add Deliverables and Sub-deliverables

The project team defines the deliverables and sub-deliverables in the Work Breakdown Structure (WBS). These
elements are added to the project schedule under the appropriate life-cycle phase.

Step 4 – Add Tasks

Add defined tasks under the deliverables. Tasks are used to describe the work necessary to produce the
deliverables. It is at this level that the project team will add estimates and apply the logic to create the project
schedule.

4
Step 5 – Define the Task Types
Project Scheduling tools (e.g. Microsoft Project) allow for two types of tasks, Effort Driven Tasks and Fixed
Duration Tasks. Effort Driven Tasks change as the amount of labor is applied while Duration Driven Tasks
remain unchanged regardless of the number of labor hours (people) applied.
Example:
 Effort Driven Task - Software Testing is identified to require 10 days (80 hours). One person can
complete the task in 10 days while two people can complete it in five days (In reality, two people may
take more than five days, due to tasking complexities).
 Fixed Duration Task - Code Review (a one day meeting) with four people will still take one day if only
two or four people attend.
For each task entered, select the desired task type.

Step 6 – Define Task Durations

Define duration for each task. To maintain adequate control on the project tasks exceeding 80 hours should be
subdivided into smaller tasks. Smaller durations are strongly recommended for critical tasks that require
additional control.

Step 7 – Linking Tasks

Tasks should be linked to allow adequate modeling the project tasks. The best practices for assigning logic or
connectivity between tasks includes the following:
 Connect all tasks at the detail (lowest level) – Summary level connections lose the control over the
details.
 Connect tasks in a “finish-to-start” relationship – Use “start-to-start” and “finish-to-finish” only when
necessary. Avoid “start-to-finish” relationships.
 Use positive lag as necessary – Positive lag indicates a delay between two or more linked tasks.
 Avoid negative lag on connection/relationship – It gives a “start date” based on an unknown date.
Linking tasks (also referred to as applying schedule logic) allow the schedule tool to adjust the schedule to
accommodate changes. With each task appropriately linked to its predecessor and successor, the scheduling
tool provides real time support to the project manager and project team in terms of critical path analysis and
schedule impact based on actual data entered.

Step 8 – Defining Milestones

Add milestones to the schedule to indicate a significant event or control point in a schedule. This example is the
transition Milestone that allows the project to proceed based on funding. Milestones are added with zero duration
and no resources assigned. They are typically represented as diamonds on a Gantt chart output.

Step 9 – Assigning Resources to Tasks

Resources (people, equipment, etc.) are required to complete tasks. As a good practice, all tasks should have at
minimum one resource assigned. Resources may be loaded at varying percentages on each task. However, to
simplify scheduling mechanics, whenever possible, it is recommended that resources be assigned at the 100
percent level for each appropriate task.

5
Step 10 – Creating the Schedule Baseline
When approved, save the project schedule baseline. Approval to Baseline the schedule is the responsibility of
the Program/Project Manager. The baseline schedule will be used to compare actual progress as the project is
executed.

Managing the Program/Project Schedule

Updating Tasks
Tasks should be updated to reflect the completion of work. Tasks can be updated in three different ways as
follows:
 Enter the actual start date and the expected actual duration.
 Enter the actual start date and the percentage completed so far.
 Enter the actual start date, the actual duration so far, and the remaining duration needed to complete the
task.
Tip: Detailed tracking of tasks use the Update Tasks Dialog Box. For quicker, broader tracking, when
detailed tracking is not necessary, use the Update Project Dialog Box.

Closing Tasks
Once work is completed on a task, close it. Once closed (i.e., 100 percent complete), the task should not be
opened again for additional work. If additional work is required, a new task should be opened to complete any
additional work.

Reporting Schedule Results

Using the Gantt Chart to Show Progress

Use the Gantt chart to show progress. It is recommended that it be printed in Landscape mode. Fit the Gantt
chart to one page. If the Gantt chart exceeds one page in the landscape mode, then determine if there is a better
way to present the information.

Maintaining Schedule Currency and Updates

Schedules should be maintained and updated at least on a weekly basis. The update cycle and the cutoff on
data (currency of information) is the responsibility of the Program/Project Manager. The Program/Project
Manager also typically decides who will receive the updated schedules and documents this information in the
project’s Communications Matrix.
Tip: When working with large schedules set Calculation to Manual (Tools - Options - Calculation
options) to permit faster working rather than a calculation with each operation. (Remember to reset it to
Automatic after the schedule is developed)

Creating Effective Reports

6
Headers, Footers, and Labels for Schedule Reports
Labelling schedule reports is important for identification and tracking the dates the reports are produced. In the
Header (under page setup), place the Program/Project Name in the center. In the Footer, place on the left side
the file name, system date, and system time (i.e., date/time report is printed). In the center of the Footer insert
the page number as “Page _ of _ Pages.” On the left side, place the Program/Project Manager’s name and
telephone number. Use the default font for all entries in the Footer.

Schedule Report Legends

Legends are the key to the symbols used in the Gantt chart. Print schedule reports without the Legend as the
default position. Print the Legend only upon request of the user.

Advanced Options

Project/Program Interfaces
There are typically two types of interfaces that need to be identified and placed in the schedule:
 Dependencies on other program products
 Dependencies on external sources (e.g., vendor products such as Oracle Database Releases and facility
availability for installations).

Internal Dependencies
Dependencies (interfaces) with other Programs must be identified and placed in the schedules of both projects
to establish a point in time for the handover of a product or service that is mutually agreeable to both
Program/Project Managers and consistent with the delivery requirements of the receiving program. Frequent
tracking and agreement that the delivery is going to be made on time is required to ensure there is no impact on
the receiving program.

External Dependencies
Dependencies (interfaces) with external sources, such as vendors delivering products, must be identified and
tracked on a continuous basis to ensure any potential slippage is addressed early on. The interfaces are placed
in the schedule at the point of expected receipt, but the management of those interfaces is continuous.

Schedule Symbols for Interfaces

Use Milestones as the Interface Points, i.e., zero duration. Label interface milestone similar to the following
examples: “Deliver Hardware Component to Program ABC” for the delivery. “Receive Hardware Component
from Program XYZ” for the receiving program.”

Tip: When schedules are combined into a Master Schedule, these may be electronically linked using the
DDE feature.

Interface Management
Interfaces must be actively managed to ensure the best possible solution or the earliest identification of a
mismatch in meeting the time requirements. Once there is agreement between the delivering and receiving

7
parties, the Interface Point Milestones should be fixed (made fixed dates in the schedule). A schedule of
contacts between the parties should be established for updating or confirming the validity of the date. Any
indication that the delivery will negatively impact the receiving program should be immediately addressed and
contingency actions planned.

REFERENCES AND RELATED GUIDELINE

 Using Microsoft Project 2000 (Special Edition) -- by Tim Pyron
 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) Fourth Edition

8
www.sap.com/contactsap

© 2018 SAP SE or an SAP affiliate company. All rights reserved.

No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP SE or an SAP affiliate company.

The information contained herein may be changed without prior notice. Some software products marketed by SAP SE and its distributors contain proprietary software components of other software vendors.
National product specifications may vary.

These materials are provided by SAP SE or an SAP affiliate company for informational purposes only, without representation or warranty of any kind, and SAP or its affiliated companies shall not be liable
for errors or omissions with respect to the materials. The only warranties for SAP or SAP affiliate company products and services are those that are set forth in the express warranty statements
accompanying such products and services, if any. Nothing herein should be construed as constituting an additional warranty.

In particular, SAP SE or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related presentation, or to develop or release any functionality
mentioned therein. This document, or any related presentation, and SAP SE’s or its affiliated companies’ strategy and possible future developments, products, and/or platform directions and functionality are
all subject to change and may be changed by SAP SE or its affiliated companies at any time for any reason without notice. The information in this document is not a commitment, promise, or legal obligation
to deliver any material, code, or functionality. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. Readers are
cautioned not to place undue reliance on these forward-looking statements, and they should not be relied upon in making purchasing decisions.

SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE (or an SAP affiliate company) in Germany and other
countries. All other product and service names mentioned are the trademarks of their respective companies. See http://www.sap.com/corporate-en/legal/copyright/index.epx for additional trademark
information and notices.