Chapter 8

Scheduling Projects

Kloppenborg | Anantatmula | Wells, Contemporary Project Management: Plan-Driven and Agile Approaches, 5 th Edition. © 2023
Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1
 Icebreaker

What are two things you learned

from Scope Planning?
Scheduling Projects (1 of 2)
Scheduling Projects (2 of 2)
Overview of the Book
8.1 Plan Schedule Management
8.2 Purposes of a Project Schedule
8.3 Historical Development of Project Schedules
8.4 How Project Schedules Are Limited and Created
8.5 Define Activities
8.6 Sequence Activities
8.7 Estimate Activity Duration
8.8 Develop Project Schedules
8.9 Uncertainty in Project Schedules
8.10 Show the Project Schedule on a Gantt Chart
8.11 PMBOK Guide 7e
8.12 Schedules for Agile Projects
8.13 Using Microsoft Project for Critical Path Schedules
8.14 Summary
 Core Objectives
• 8-1 Identify limitations of a project’s schedule and discuss ways to
manage them.
• 8-2 Learn the activity on node (AON) method to develop a project
schedule.
• 8-3 Identify potential problems in estimating time accurately and
how to overcome them.
• 8-4 Create a project schedule on a Gantt chart by hand, showing the
critical path and all float.
• 8-5 Describe ways to adjust a project’s sequence logic using leads,
lags, and alternative dependencies.
• 8-6 Build and display the critical path and all float for each activity
using MS Project.
• 8-7 Resolve potential scheduling conflicts.
 Agile Objectives
• 8-8 Describe the process of determining the size of a story.
• 8-9 Explain the product owner’s process of prioritizing work based on
value and risk.
• 8-10 Discuss how a team decides what work it will commit for an
iteration.
8.1 Plan Schedule Management

Plan Schedule Management

Project Time Management Processes
 Project Time Management Processes
1. Plan schedule management
2. Define activities
3. Sequence activities
4. Estimate activity resources
5. Estimate activity durations
6. Develop schedule
7. Control schedule
8.2 Purposes of a Project Schedule

Questions to Answer
 Typical Questions to Answer in
Developing a Project Schedule
• When will the project be complete?
• What is the earliest date a particular activity can start, and when will it end?
• What activity must be complete before an activity can start?
• What would happen if the delivery of material is late?
• Can a key worker take a week of vacation when his/her activity is in progress?
• If a person is assigned to do two activities, which one must be done first?
• How many hours do we need from each worker next week or month?
• Which worker or other resource creates a bottleneck that can halt or delay our project?
• What will the impact be if the client wants to add an additional module?
• If the client is willing to spend an extra $10,000, how much faster can the project be completed?
• Are all of the activities that should have been completed by now actually completed?
• How many resources are required for the project, and are they available?
• How much time and effort are required from each resource? • What time constraints are the project
likely to encounter?
8.3 Historical Development of Project
Schedules

Historical Background
Precedence Diagramming Method (PDM)
 Historical Background
In the 1950s, two project scheduling methods were developed:

Program Evaluation and Critical Path Method (CPM)

Review Technique (PERT)
A method used to estimate the
PERT was developed in the minimum project duration and
Navy’s Special Program Office determine the amount of
and proven to be useful in schedule flexibility on the
research and development
network paths within the
projects involving individual
activities that are hard to schedule model.
estimate precisely.
 Precedence Diagramming Method
• The more commonly used(PDM)
method of displaying work activities
is called Activity on Node (AON) or the Precedence
Diagramming Method (PDM).
• AON (or PDM) represents scheduled activities with nodes and
connects each activity to one or more other activities with
logical relationships or sequences of performance from left to
right.
• The arrow denotes the predecessor–successor relationship only,
and the length of the arrow does not mean anything.
Exhibit 8.1
8.4 How Project Schedules Are
Limited and Created

Five Factors of Schedule Constraints

Common Method for Developing a Schedule
 Five Factors That Limit Schedule
1. Logical order Creation
2. Activity duration
3. Resource availability
4. Imposed dates
5. Cash flow
 Common Method for Creating a
• Identify all activities.
Schedule
• Determine logical order.
• Estimate time required for that activity.
• Assign resources to each activity.
• Compare schedule with imposed dates.
• Consider project budget and cash flow, quality demands, and
risk factors.
 The Project Manager’s Responsibility
• Resist pressure to dictate a schedule.
• Determine a schedule that is possible.
• Persuade Stakeholders that the schedule makes sense.
• Deliver project according to the agreed-upon schedule.
• Within each iteration, team considers level of uncertainty and
complexity with desired outcomes.
• Number of team members as resources is often primary
limitation.
8.5 Define Activities

Define Activities
List Project Milestones
 Define Activities
“What work activities must be completed to create each of these
lowest level project deliverables?”

• The first process in developing a project schedule is to define all

of the work activities.

• The bottom level of a WBS represents the work packages or the

lowest-level deliverables.
 Exhibit 8.2
Work Breakdown Structure with Deliverables Only
COLLEGE FUNDRAISER PROJECT
1. Project Management
2. Location
3. Promotion
4. Entertainment
5. Safety
6. Parking
7. Food
8. Sanitation
9. Volunteers
 Exhibit 8.3 (1 of 2)
Work Breakdown Structure with Activity List Added
COLLEGE FUNDRAISER PROJECT
1. Project Management
2. Location
2.1 CONTACT UNIVERSITY FOR PERMISSION
2.2 DETERMINE IDEAL LOCATION TO MEET CAPACITY
2.3 DETERMINE CONTINGENCY PLAN IN CASE OF INCLEMENT WEATHER
3. Promotion
3.1 PROVIDE TEAM INFORMATION
3.2 PRODUCE PRE-EVENT ADVERTISEMENTS
3.3 DISPLAY WELCOME SIGNS AT ALL ENTRANCES
3.4 SET UP SIGN-IN TABLE
3.5 DISPLAY SIGNS WITH RULES
4. Entertainment
4.1 FIND INFORMATION ABOUT LOCAL NOISE ORDINANCES
4.2 CONTACT LOCAL BANDS
4.3 SET UP STAGE, SPEAKERS, FUN BOOTHS
5. Safety
5.1 DETERMINE LIGHTING NEEDS
5.2 CONTACT LOCAL FIRE DEPARTMENT (EMS)
5.3 CONTACT LOCAL POLICE DEPARTMENT
5.4 OBTAIN PERMISSION TO USE WALKIE-TALKIES
5.5 SET UP FIRST-AID BOOTH
 Exhibit 8.3 (2 of 2)
6. Parking
6.1 FIND ADEQUATE LOTS TO ACCOMMODATE CAPACITY
6.2 COORDINATE SHUTTLE SERVICE FROM LOTS TO SITE
6.3 RESERVE SPECIAL PLACES FOR HANDICAPPED
7. Food
7.1 CONTACT FOOD/BEVERAGE VENDORS FOR CONCESSIONS
7.2 MAKE GOODIE BAGS FOR CHILDREN
7.3 ORDER SUFFICIENT DRINKING WATER
8. Sanitation
8.1 PROVIDE TRASH RECEPTACLES
8.2 PROVIDE ADEQUATE NUMBER OF PORTA-JOHNS
8.3 COORDINATE POST-EVENT CLEAN-UP
8.4 PURCHASE PAPER PRODUCTS AND SOAP
8.5 PROVIDE WASHBASINS
9. Volunteers
9.1 RECRUIT VOLUNTEERS
9.2 PRODUCE A MASTER VOLUNTEER ASSIGNMENT LIST
9.3 MAKE NAME TAGS FOR ALL VOLUNTEERS
 Exhibit 8.4
Work Breakdown Structure with Milestone List
COLLEGE FUNDRAISER PROJECT
1.Project Management
2.Location
2.4 LOCATION CONFIRMED
3.PROMOTION
3.1 PROVIDE TEAM INFORMATION
3.2 PRODUCE PRE-EVENT ADVERTISEMENTS
3.3 DISPLAY WELCOME SIGNS AT ALL ENTRANCES
3.4 SET UP SIGN-IN TABLE
3.5 DISPLAY SIGNS WITH RULES
3.6 PROMOTION FINALIZED
4.Entertainment
4.4 BAND CONTRACT SIGNED
4.5 ENTERTAINMENT ARRANGED
5.Safety
5.6 SAFETY REQUIREMENTS COMPLETED
6.Parking
6.4 ALL PARKING NEEDS ARRANGED
7.Food
7.4 FOOD AND BEVERAGES READIED
8.Sanitation
8.6 ALL SANITATION NEEDS IN PLACE
9.Volunteers
9.4 VOLUNTEERS PREPARED
8.6 Sequence Activities

Predecessors and Successors

8.6a Leads and Lags
8.6b Alternative Dependencies
 8.6 Predecessors and Successors
Predecessor activity Successor activity
activity that logically precedes an activity that logically follows
another activity or activities. another activity or activities.
 Dependency Types
• Place a successor activity after its predecessor.
• Draw arrow to show the relationship.
• Continue until all activities have been placed on the work surface.
• Dependencies can be mandatory or discretionary.

Mandatory dependency Discretionary dependency

logical relationship that must a preferred logical
be followed (generally due to relationship, based on best
physical or contractual practices and judgment.
demands).
 Exhibit 8.5
Activity List for Product Upgrade Project
• Determine product features
• Acquire prototype materials
• Produce prototype
• Design marketing campaign
• Design graphics
• Conduct marketing
• Perform sales calls
Exhibit 8.6
 8.6a Leads and Lags

Lead Lag
“a modification of a logical “a modification of a logical
relationship that allows an relationship that directs a delay in
acceleration of the successor the successor activity.”
activity.”
 8.6b Alternative Dependencies
RELATIONSHIP DESCRIPTION
Finish-to-start “a logical relationship in which a successor activity cannot start until a
(FS), predecessor activity has finished.”
Finish-to- “the logical relationship in which a successor activity cannot finish until
finish (FF) a predecessor activity has finished.” For example, perhaps the graphics
could be designed while the marketing campaign is being designed but
could not be completed until the marketing campaign is completed.”
Start-to-start “a logical relationship in which a successor activity cannot start until a
(SS) predecessor activity has started.” For example, perhaps the graphics
design could not start until the design marketing campaign started.”
Start-to-finish “a logical relationship in which a successor activity cannot finish until a
(SF) predecessor activity has started.” This is the least used relationship. An
example is for a project to replace an old system where the new
capability must be started before the old one is completely
discontinued.”
8.7 Estimate Activity Duration

Creating Good Estimates

8.7a Problems and Remedies in
Duration Estimating
8.7b Learning Curves
 Creating Good Estimates
• Use a WBS that is complete to understand deliverables.
• Exclude any activity that is not part of the WBS in the estimate.
• Identify each activity clearly.
• Include appropriate contingencies.
• Use relevant and sufficient data.
• Consider input from all relevant stakeholders, including subject
matter experts (SMEs) in making estimates.
• Conduct an independent review.
• Revise the estimate if there is a major project change.
 Exhibit 8.7
Activity Duration Estimate Example
Time Estimate in Activity Name
Workdays
5 Determine new product features
20 Acquire prototype materials
10 Produce prototype
10 Design marketing campaign
10 Design graphics
30 Conduct marketing
25 Perform sales calls
 Exhibit 8.8
Suggestions for Creating Realistic Time Estimates
1. Verify all time estimates with the people who are doing the work. Or, even better, have the people doing the work provide the initial
estimates of the activity completion time.
2. Estimate times of completion of work without initial reference to a calendar. Just consider how long you believe each activity will take under
normal working conditions.
3. Make sure all time units are identical: hours, workdays, work weeks, months (consider time off for company holidays), etc.
4. Some people tend to estimate optimistically. Keep in mind the following time constraints:
• Unexpected meetings
• Learning curves
• Competing priorities
• Vacation
• Resources or information not available on time
• Inaccuracy in work instructions
• Interruptions
• Emergencies and illness
• Rework
• Uncertainties or unknowns
5. Contrary to point 4, some people estimate pessimistically in order to look good when they finish their project or activities under budget
and/or ahead of schedule. Try to develop an understanding of the estimator’s experience along with their optimistic or pessimistic
tendencies, and try to encourage realistic estimates.
6. Don’t initially worry about who is going to do the work, and don’t worry about the mandatory deadline. Figure out a realistic estimate first,
and then figure out what to eliminate later.
 Exhibit 8.9
Activity Duration Estimating Problems and Remedies
Potential Activity Duration
Estimating
Problem Remedy Chapter

Omissions Refining scope and WBS

7
Checklists, templates, devil’s
8
advocate
15
Lessons learned

General uncertainty in the estimate Rolling wave planning 7

Reverse phase schedule 9
Learning curve 8
Identify and reduce sources of uncertainty 11, 12
Manage schedule aggressively 14

Special cause variation Risk analysis 3, 11

Resolve risk events 14

Common cause variation PERT 8

Monte Carlo 8
Project buffer 9

Merging (multiple predecessors) Milestones 3, 8

Reverse phase schedule 9
Feeding buffer 9
Manage float 14

Queuing Staggering project start dates 2

Resource leveling 9
Resource buffer 9

Multitasking Prioritizing projects 2

Carefully authorize start of noncritical 9, 14
activities

Student syndrome (starting late) Float 8

Critical path meetings 14

Not reporting early completion of Project culture 4 Source: Adapted from Larry Leach, “Schedule and Cost Buffer
rework Project communications 6 Sizing: How to Account for the Bias between Project Performance
Contract incentives 13
Project leadership 5 and Your Model,” Project Management Journal 34 (2) (June 2003):
Progress reporting 14 44.
 8.7b Learning Curves (1 of 2)
• The more times someone performs an activity, the better and
faster he or she becomes.
• Rate of improvement can be studied and predicted.
• Rapid learning leads to faster performance times.
• PMs should plan for the amount of learning that takes place.
• PMs should sustain an environment that expects rapid learning.
 Exhibit 8.10
Learning Curve Table

Activity 60% 70% 80% 90%

1 100 100 100 100
2 60 70 80 90
4 36 49 64 81
8 21.6 34.3 51.2 72.9

Time calculated is based upon a rate of improvement.

 8.7b Learning Curves (2 of 2)
Velocity “the sum of the estimates of delivered (i.e., accepted)
features per iteration … measured in the same units as feature
estimates whether this is story points, days, ideal days, or hours
that the team delivers.”
8.8 Develop Project Schedules

8.8a Two-Pass Method

8.8b Enumeration Method
 Develop Project Schedules
Identify the critical path
• Determines project’s earliest possible end date.
• Most critical in terms of time.
• Methods for determining critical path: Two-Pass Method and the
Enumeration Method.

Critical path
“the sequence of schedule activities determining the duration of the
project. Generally, it is the longest path through the project.”
- Practice Standard for Scheduling (PMI)
 8.8a Two-Pass Method
• Used to determine amount of slack each activity has.
• Make two logical passes through the constructed network:
− The forward pass is
“a critical path method technique for calculating the early start
and early finish dates by working forward through the schedule
model from the project start date or a given point of time.”
− The backward pass is
“a critical path technique for calculating the late start and late
finish dates by working backward through the schedule model
from the project end date.”
Exhibit 8.11
Exhibit 8.12
Exhibit 8.13
Exhibit 8.14
 8.8a Float and the Critical Path
Total float
“the amount of time a schedule activity may be delayed from its early
start date without delaying the project end date.”

Free float
“the amount of time a schedule activity can be delayed without
delaying the early start of immediately following schedule activities.”

Compute the critical path based on float (slack).

Exhibit 8.15
8.9 Uncertainty in Project Schedules

8.9a Program Evaluation and Review

Technique
8.9b Monte Carlo Simulation
 Uncertainty in Project Schedules
Construct the best possible schedule.
Manage the project very closely.

OR
Estimate a range of possible times each individual activity may take.
Examine the impact of each activity on the entire schedule.
 8.9a Program Evaluation and Review
Technique
• How does variability in duration of individual activities impact
the entire project schedule?
• Sequence activities into a network.
• Create three estimates of time to complete each activity.
 Exhibit 8.16
PERT Time Estimate Example

Activity Optimistic Most Pessimisti Expected

Likely c
Determine new 4 5 12 6
product features
Acquire prototype 16 20 30 21
Materials
Produce prototype 8 10 12 10
Design marketing 9 10 14 10.5
campaign
Design graphics 6 10 20 11
Conduct marketing 28 30 50 33
Perform sales calls 20 25 30 25
 8.9a PERT Considerations
Advantages
• Reinforces uncertainty that exists in project schedules.
• Calculations often indicate expected time is longer than “most
likely” time.
Difficulties
• Takes more effort to create three estimates.
• No guarantee how good the estimates are.
• May underestimate the risk of a schedule running long.
 Project Managers and PERT
• Infrequently used by Project Managers.
• PMs may informally use three time estimates for key activities.
• PMs may use Monte Carlo simulation instead.
 8.9b Monte Carlo Simulation (1 of 2)
Monte Carlo Analysis is “a computerized mathematical technique
that allows people to account for risk in quantitative analysis and
decision making that furnishes the decision maker with a range of
possible outcomes and the probabilities with which they will occur.”
 8.9b Monte Carlo Simulation (2 of 2)
Advantages
• Flexibility allows more realistic estimates.
• Extent of information provided.
Disadvantages
• Time requirement.
• Software and skill required.
 Exhibit 8.17
New Product Development Schedule in China Example
Week one—Request is received from the customer for a product that is darker than anything we have in
our current offering. Our sales manager forwards the request to our VP of Sales and our R&D department. A
quick review of the potential price versus the cost of materials is completed by the VP of Sales (with finance
input), and the product is deemed saleable at an acceptable margin.
Week two—A trial cook in our “baby cooker” is conducted by our R&D department. Within two attempts, a
product that is within the customer-requested specs is produced. An additional trial is conducted to quickly
check repeatability. The trial product is express shipped to the customer and our China facility for
comparison purposes.
Week three—The formulation and related instructions for cooking are communicated to our China
operations with a “red sheet” process. China has anticipated the receipt of this red sheet and can schedule
time in production within a week.
Week four—The initial red sheet production is successful and passes the specification tests in China and
Louisville.
Week five—Customer confirms purchase order and the first shipment is sent. The product contributes
significantly to the revenues and profitability of the China facility. Success!
Key factors—Strong communication between all the players and a clear understanding of the customer
expectations upfront.
Source: Elaine Gravatte, D. D. Williamson.
 Exhibit 8.18
Initiatives to Improve On-Time Schedule Delivery
Cause of Late Delivery Initiative Explanation
Activity variance Increase activity transparency Allows for better planning
Increase user participation Ensures that the product delivered meets the
users’ needs
Reduce project size Ensures that estimates for tasks are more
accurate
Manage expectations, e.g., set realistic goals by Mitigates optimism bias and misrepresentation
drawing from “outside views”
Use packaged software Provides a standard within which to develop
the system
Activity dependence De-scope Reduces the number of dependencies
Improve requirements Definition Ensures that there is no confusion over what is
to be developed and when
Reduce activity coupling If activity links are reduced, then dependencies
exert less influence
Stage projects (incremental development or Reduces delay bias by minimizing multitasking,
iterative development) merging, queuing (i.e., reduces the
dependencies)

Source: Vlasic, Anthony and Li Liu, “Why Information Systems Projects Are Always Late,”
Proceedings Project Management Institute Research and Education Conference 2010 (Oxon Hill,
MD, July 2010).
8.10 Show the Project Schedule on a
Gantt Chart (1 of 2)

Gantt Chart
 8.10 Show the Project Schedule on a
Gantt Chart (2 of 2)
• Easy-to-understand tool.
• Horizontal bar chart.
• A bar for each activity stretched over a timeline.
• Units of time are units used to create schedule.
• Chart does not show critical path, predecessor–successor
relationship, or late start and finish dates.
• Use scheduling software.
8.11 PMBOK Guide 7e

8.11a Team
8.11b Development Approach
8.11c Planning
8.11d Delivery
8.11e Measurement
8.11f Uncertainty
 8.11a Team
• A project schedule is developed with a collaborative effort from
the project team.
• Individual team members possess knowledge about resources,
time required to complete a task.
• Every member of the project team must work with other team
members in deciding resource allocation, sequencing tasks, and
optimizing the project duration.
 8.11b Development Approach
• In the predictive approach, scope can be defined with less
ambiguity at the start of the project.
• The WBS would also help in determining resources required and
costs associated with each activity.
• When uncertainty and risks are associated with defining
requirements or volatility exists in requirements, an adaptive
(incremental or iterative) development approach is preferred.
 8.11c Planning
• A predictive planning approach that creates a WBS broken down
to the lowest level deliverables could be relatively
comprehensive and complete.
• In adaptive methods, high-level themes or epics are used to
develop features that are further decomposed into stories and
backlog items.
 8.11d Delivery
• The WBS is used in a predictive plan approaching to develop a
comprehensive schedule.
• While using an adaptive approach wherein a full-blown schedule
is not opted for, a checklist of all the criteria required to be met
is developed so that a deliverable can be considered ready for
customer use or “definition of done” is fulfilled.
 8.11e Measurement
• A project schedule includes milestones along with a timeline
and success criteria for project deliverables in a predictive
approach.
• In an adaptive approach, schedules prepared for a sprint are
used for the measurement of progress.
 8.11f Uncertainty
• An effective schedule is not always possible when uncertainty
exists in defining requirements.
• Ambiguity, volatility, complexity, and risk are some of the
factors associated with requirements that may compel the
project team to employ an adaptive approach of developing a
schedule one story or sprint at a time.
8.12 Schedules for Agile Projects

8.12 Predictive vs. Agile

8.12a Agile Terms
 Exhibit 8.20
Predictive vs. Agile Methods for Scheduling Projects

Scheduling Topics Predictive Agile

What are the purposes of a project Agree on end date and establish Set expectations
schedule? governance
What primarily limits schedules? Logical order and individual activity Resources assigned
duration
How are activities defined? Output of WBS Output of user stories
How are activities sequenced? Dependencies with leads and lags Prioritized by Product Owner,
committed by team
How are durations estimated? Team and project manager work on details Team supported by scrum
master use planning poker
How are schedules developed? Critical path method Team commits one iteration at
a time
How are schedule uncertainties PERT or simulation Prove viability early by
handled? prioritizing high-risk work
How are schedules communicated? Gantt charts and MS Project Kanban boards and sticky
notes
 8.12a Agile Terms
TERM DEFINITION
Story point Estimate by team of complexity and size of specific
work in story form.
Planning poker Method for team to size-specific stories quickly and
relatively.
Right-sized Ensuring stories are small, understood, and testable.
Definition of Agreement that team understands a story enough to
ready bring into a sprint.
Risk-based spike Short time-boxed work to address a specific risk.
Kanban board Visible information register that communicates work
status as to do, in progress, or done.
Task card Sticky note or index card showing work item name and
other info.
3C process Task card with conversations and confirmation of
understanding.
Exhibit 8.21
8.13 Using Microsoft Project for
Critical Path Schedules

8.13a Set Up the Project Schedule

8.13b Build the Network Diagram and
Identify the Critical Path
 8.13a Using MS Project for Critical
​Setting up the project schedule Path
begins with ensuring the correct
start date for the project is set, and then defining your organization’s
working days, hours, and holidays.​

To build the Logical Network Diagram and identify critical path start by:

1. Setting (or updating) the project start date.

2. Defining your organization’s working and non-working times.
Set (or Update) the Project Start Date
1. Click Project Tab>>Project Information.
2. Set the start date to 12/4/21.
3. 3. Click OK.
 Define Your Organization’s Working
and Non-working Times
1. Click Project Tab>>Change Working Time.
2. Make sure “Standard (Project Calendar)” is selected in the “For calendar:” box.
3. Use the scroll bar to the right of the calendar to find the date you want to edit.
4. Click on the date you want to edit.
5. Click the Exceptions Tab in the table below the calendar, then click an empty
row.
6. Enter a description for the non-working day in the Name column.
7. Click another cell in the same row (or Tab) to review the results.
8. Repeat these steps until all nonworking days are defined.
9. Deleting a row restores the default working hours for that day.
10. Click OK to close the project calendar options.
 Exhibit 8.22

Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation.
 Changing Working Times for a Day
1. Select the day and enter a description in the table below the
calendar.
2. Click the Tab key to fill in the Start and Finish dates.
3. Click Details...
4. Choose the “Working Time” radio button and modify the “From:”
and “To:” values in the table.
5. To eliminate one set of work times (such as afternoon), select those
times and click the delete key so only morning times are working.
6. Click OK twice.
 Exhibit 8.23

Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation.
 8.13b Steps to Build the Network Diagram and Identify the
Critical Path

1. Enter tasks and milestones.

2. Edit the timescale.
3. Understand and define task dependencies.
4. Assign task duration estimates.
5. Identify the critical path.
6. Understand the network diagram view.
 Step 1: Enter Tasks and Milestones
1. Click on the intermediate summary task “Foundation Work” (WBS ID 2.4) to select it.

2. Click Task Tab>>Insert Group>>Milestone.

3. You will see a new milestone added to the task list; name it “Construction Begins.”

4. Tab over to the Start date column, and type in the date 1/10/18. (Note since a milestone typically has
zero days of duration, MS Project automatically populates the Finish column with the same date.).

5. On the Gantt chart’s right side, you should see a diamond appear along with a date.

6. Repeat this step for the summary task “County clearance” (WBS ID 5) and type “Construction
Complete”

7. To show the name of the milestone (instead of the date) on the Gantt chart’s graphical side, do the
following: a. Format Tab>>Format>>Bar Styles b. Select Milestone from the list; click the Text Tab.
c. In the “Right” field of the table, change to Name. d. Click OK. e. The milestone name should replace
the date on the right side.
 Step 2: Edit the Timescale
1. Right-Click the time scale>>Timescale…
2. Click the Middle Tier Tab.
3. Change Units to Months; Label to January; set Count to 1; set Size
to 55. (Note: Size sets the space between each tick mark on the
timescale for that item).
4. Click the Bottom Tier Tab.
5. Change Units to Weeks; Label to 1/25, 2/1, …; set Count to 1; set
Size to 55.
6. Click OK.
 Exhibit 8.24

Source: Microsoft Corporation.

Step 3: Understand and Define Task Dependencies

1. Click on the Task Name field to select the predecessor task row.
2. Press and hold Ctrl while selecting the successor task.
3. Release Ctrl after you click your selection.
4. Click the Task Tab>>Schedule Group>>Link Tasks (chain icon). (Delete a
dependency definition by again selecting both tasks and then clicking on Unlink
Tasks (broken chain icon)).
5. Adding (or deleting) Task ID numbers in the “Predecessor” column is another way
you can define task dependencies.

A series of dependencies can also be defined or deleted similarly:

6. Select all of the tasks to be linked in a series. (Click and drag with the mouse or
Shift-Click the first and last task in the series).
7. 2. Click the Task Tab>>Schedule Group>> Link Tasks or Unlink Tasks
 Step 4: Assign Task Duration Estimates
1. Click the Duration cell of the task and enter the duration value.
a. If days are being used, an adjustment can be made up or down
with the arrows.
b. A number can also be deleted and then another number typed in
the cell.
2. MS Project will automatically determine the duration for each
summary task as you adjust subtask durations.
3. Assign durations to your project.
 Exhibit 8.25

Source: Microsoft
Corporation.
 Step 5: Identify the Critical Path
1. Click the Task Tab>>Format Tab>>Bar Styles
Group>>check Critical Tasks.
2. You should now see all your critical tasks shown in red (as in
Exhibit 8.25).
 Step 6: Understand the Network Diagram View

1. Click the View Tab>>Task Views Group>>Network Diagram.

(The network diagram appears. Logical links between tasks can be
seen as link lines in blue (non-critical path) and red (critical path)).
2. Zoom the view out using the zoom slider at the bottom right of the
screen (or Ctrl-Scroll).
3. Click the Format Tab>>uncheck Summary Tasks.
4. Click the Format Tab>>Format Group>>Layout>>uncheck
“Show page breaks” and check “Hide all fields except ID”
(tasks are denoted by Task ID).
5. 5. Click OK.
 Exhibit 8.26

Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation.
 Exhibit 8.27

Source: Microsoft product screenshots reprinted with permission from Microsoft Corporation.
 Summary
• Project schedules are created by listing all activities that will
need to be performed (define activities): How? By whom? How
long? How much?
• Determine predecessors and successors to sequence activities
(sequence activities).
• Estimate how long each activity will take (estimate activity
durations).
• Developing schedule is an iterative process.