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Project

Scheduling Prepared by: Ar. Brigette Faye S. Cortez

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. A
project schedule is a document collecting all the
work needed to deliver the project on time.

How to Schedule
a Project?

1. What needs to be done?

2. When will it be done?
3. Who will do it?

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Project Scheduling
Process

PLAN SCHEDULE MANAGEMENT

The groundwork for a good project schedule is to
establish the procedures, company policies, and
documentation guidelines that will govern your
project.
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Project Scheduling
Process

DEFINE PROJECT ACTIVITIES

In the case of complex projects, it may be helpful to
organize these tasks in the form of at, a chart
visualizing tasks and their sub-tasks.
One challenge in this part of the project scheduling
Prepared by: Ar. Brigette Faye S. Cortez
process is knowing how to divide activities. Consider
the 8/80 rule, which states that a single activity
should take between eight and eighty work hours.

Activities should also be measurable, easily

estimated, and related to both a project deliverable
and a budgeted cos

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Project Scheduling
Process

DETERMINE DEPENDENCIES
Once you have all the project activities listed, think
through each one carefully to identify which tasks
rely on others to be completed.

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Project Scheduling
Process

SEQUENCE ACTIVITIES
After you’ve established the dependencies among
your activities, you can sequence them. At this point,
you aren’t assigning any time to your activities in
terms of work hours or due dates. Instead, you’re
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focusing on the order in which all project activities
should be done so that the most efficient flow is
created.

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Project Scheduling
Process

ESTIMATE RESOURCES
Each activity in your project will require resources in
the form of personnel, subcontractor costs, tools
(physical and/or digital tools like software
programs), and workspace. Make sure to consider
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other resources that are specific to your industry or
project. Estimate the resources needed for each
project activity.

Project Scheduling
Process

ESTIMATE DURATION
Underestimating will, of course, put you behind
schedule and ultimately frustrate your customer.

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Project Scheduling
Process

DEVELOP PROJECT SCHEDULE

At this point, you should have all the information
you need to develop your project schedule. Taking
into consideration the duration and resource
requirements of each activity, as well as their
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dependencies and proper sequence, you can assign
start dates and due dates for each activity.

There are multiple models and formulas for

developing the project schedule, including critical
path, critical chain, and resource leveling among
others.

Project Scheduling
Process

MONITOR AND CONTROL

This step involves running reports and assessing
progress against the schedule, managing
performance, and communicating with the team

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Job
Activities

BY AREA OF RESPONSIBILITY
Items done by the general contractor and
each of its subcontractors are separated.

BY CATEGORY OF WORK
distinguished by craft or crew requirements
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distinguished by equipment requirements

distinguished by materials

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Job
Activities

BY DISTINCT STRUCTURAL
ELEMENTS
Footings, walls, beams such as concrete,
timber, or steel.

BY LOCATIONPrepared
ONby: Ar.THE PROJECT
Brigette Faye S. Cortez

when different times or different crews will

be involved

WITH REGARD TO OWNER'S/

CONTRACTOR'S BREAKDOWN
OF THE WORK

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Rules for
EVALUATE ACTIVITIES ONE A TIME,
Estimating INDEPENDENTLY OF ALL OTHERS.

Activity For a given activity, assume that materials, labor,

equipment, and other needs will be available when
required. If there is a fundamental reason to believe
Durations that this will not be true, then the use of a preceding
restraint may be in order.

FOR EACH ACTIVITY, ASSUME A NORMAL

LEVEL OF MANPOWER AND/OR EQUIPMENT.
Prepared by: Ar. Brigette Faye S. Cortez The optimum insofar as expedient completion and
minimum costs are concerned. A normal level may be
dictated by the availability of labor and equipment.

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Rules for IF TIME UNITS OF WORKING DAYS ARE BEING

Estimating USED, ASSUME A NORMAL WORKDAY
Do not consider overtime or multiple shifts unless this
Activity typical or a part of the standard workday.

Durations CONCENTRATE ON ESTIMATING THE

DURATION OF THE INDIVIDUAL ACTIVITY AND
IGNORE ALL OTHER TIME CONSIDERATIONS.
The completion date of he project must be put
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entirely out of mind. Otherwise, there is apt to be an
effort made, consciously or unconsciously, to fit the
activities within the total time available.

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Rules for
USE CONSISTENT TIME UNITS THROUGHOUT.
Estimating When using the working day as a time unit, it must be
remembered that weekends and holidays are not
Activity included.

Durations ASSUME NORMAL WEATHER CONDITIONS IN

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ESTIMATING THE DURATION NEEDED TO
ACCOMPLISH EACH ACTIVITY.
Some operations are sensitive to the effects of
weather and may not be performed at all or will take
longer to complete if necessary climatic conditions
are absent.

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Scheduling Tasks

• Project meetings, reviews or audits

• Testing where there are several cycles
• Reporting and other communications like
newsletters
• Submitting timesheets
• Creating back ups of your project data

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REFERENCE

Seng, Melissa, 2019 How on Earth Will I Get This Done? The Basics of Project Scheduling. https://kissflow.com/project-
management/basics-of-project-scheduling/

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