PROJECT SCHEDULING AND

CHECKING
OF PERCENTAGES ON
BARCHART
 Project Schedule Management Magnets Solution Order
1 Plan Schedule
Management
-First is to define the
processes you’ll use to
plan and control your
schedule.
6 Control Schedule
- Finally, monitor and control
changes to the schedule to make sure
that it is kept up to date.
2 Define Activities
-Next you come up with
a list of all of activities
that will need to be
completed.
5 Develop Schedule
- then build the schedule from all of the
estimates and the resource and activity
information you’ve created.
3 Sequence
Activities
- Next is to figure out which
activities needs to come
before others, and put them
in the right order. The main
output here is a project
schedule network diagram,
a picture of how activities
are related.
4 Estimate Activity Durations
- then estimate the time it will take to do each
activity
 PLAN SCHEDULE
1 MANAGEMENT
Plan your Scheduling Process
The Plan Schedule Management your goal is to build a
Schedule Management plan from the other project
management plans, your company’s culture and existing
documents, and the project charter.

Now you know how you’ll track your schedule

-The only output of the Plan Schedule Management
process is the Schedule
Management plan. It describes the way you’ll
estimate your work, track your
progress, and report on it.
 2 DEFINE ACTIVITIES
Use the DEFINE ACTIVITY PROCESS to break down the work

Tools and techniques for Define Activities

• DECOMPOSITION – This means taking the work packages you defined in the Scope
Management processes and breaking them down even further into activities that can be
estimated.

• EXPERT JUDGEMENT –Ask somebody who has done this before to give an opinion on
what activities will be needed to get the job done.

• ROLLING WAVE PLANNING - When you plan this way, you decompose only the activities that
you need to plan for because they’re coming up soon. You leave everything else planned at the
milestone level until it gets closer to the time when you’ll do it.

• MEETINGS - You’ll need to talk to the team to figure out what they think they need to do to
achieve your project’s goals. Getting the team together to discuss the plan will be a useful tool
when you’re defining the activities in your schedule.
3 Sequence Activities
Diagram the relationship between activities
One way to visualize the way activities relate is to create a
network diagram. See how predecessors can get all
complicated? Luckily, a diagram makes sense of them!

Showing the activities in rectangles and their relationships as

arrows is called a precedence diagramming method (PDM).
3 Sequence Activities
MAIN KINDS OF
DEPENDENCIES

Example

F – S = Land must be purchased before road building can start

S – S = Road excavating must start before Asphalt can be laid
F – F = Laying Asphalt must be complete before line painting can be completed
S – F = Road excavating must start before line painting can be completed
3 Sequence Activities
Types Of Dependencies
The sequence of activities can be based on multiple dependencies. Some of them are listed below:
Mandatory Dependency (Hard Logic):
 A mandatory dependency is a natural flow of work being done (e.g. you must give the command to print before you
can print). It may be required by the contract.
Discretionary Dependency (Preferred, Preferential, or Soft Logic):
 A project team cannot easily change other types of dependencies. However, they can change the discretionary
dependency. A discretionary dependency is determined by the project manager and the project team. Discretionary
dependency is quite useful when there is a need to compress the project schedule or fast track the project.
External Dependency:
 Parties outside the project can also influence the project. External Dependency is based on the needs of a party
outside the project (e.g. labor union, regulators, etc)
Lead:
 A lead may be used to indicate that an activity can start before its predecessor activity is completed. For example,
editing of a book may start before the write-up is finished.
Lag:
 A lag is inserted by waiting time between activities, such as requiring to wait for completion of the application testing
before the final roll-out of an application. Sequence Activities process may also result in the identification of new
risks. It may also lead to updates to activity list and activity attributes. 
3 Sequence Activities

Lead:
 A lead may be used to indicate that an activity can start
before its predecessor activity is completed. For example,
editing of a book may start before the write-up is finished.
Lag:
 A lag is inserted by waiting time between activities, such as
requiring to wait for completion of the application testing
before the final roll-out of an application. Sequence
Activities process may also result in the identification of
new risks. It may also lead to updates to activity list and
activity attributes. 
 4 ESTIMATE ACTIVITY
DURATION
Figuring out how long the project will take
Once you’re done with Sequence Activities, you’ve got everything you need to figure out how long each activity will take. That’s
done in a process called Estimate Activity Durations. This is where you look at each activity in the activity list, consider the
scope and the resources, and estimate how long it will take to perform.

ESTIMATION TOOLS AND TECHNIQUES

Expert judgment will come from your project team members who are familiar with the work that has to be done. If you don’t get their opinion, then there’s
a huge risk that your estimates will be wrong!

Analogous estimating is when you look at activities from previous projects that were similar to this one and see how long it took to do similar work for
them. But this only works if the activities and the project team are similar!

Parametric estimating means plugging data about your project into a formula, spreadsheet, database, or computer program that comes up with an estimate.
The software or formula that you use for parametric estimating is built on a database of actual durations from past projects.

Three-point estimates are when you come up with three numbers: a most likely estimate that probably will happen, an optimistic one that represents the
best-case scenario, and a pessimistic
one that represents the worst-case scenario. The final estimate is the average.

Data analysis means using reserve analysis to add extra time to the schedule (called a contingency reserve or a buffer) to account for extra risk. It can also
mean using alternatives analysis to think through all of the possible options to find the most efficient path for delivery.

Meetings help teams to work together when they

estimate the work.
Use the critical path method to avoid big problems
The critical path method is an important tool for keeping your projects on track. Every network diagram has something
called the critical path. It’s the string of activities that, if you add up all of the durations, is longer than any other path
through the network. It usually starts with the first activity in the network and usually ends with the last one. The reason that
the critical path is, well, critical, is that every single activity on the path must finish on time in order for the project to come
in on time. A delay in any one of the critical path activities will cause the entire project to be delayed.
5 DEVELOP THE SCHEDULE
6 CONTROL THE SCHEDULE
Controlling Schedule is the project management activity in which progress on project activities is
compared against Schedule baseline to understand whether project is ahead of the schedule or
behind. Based on the deviation you can plan on corrective or preventive actions and manage changes to
baseline.
PREPARATION OF
BARCHART AND
ANALYSIS