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This process is carried out with all the stakeholders. The project scope outlines the intended
result of the project and what’s required to bring it to completion. In this scope, you’ll include all
the resources involved and cost and time constraints. With this project scope, a work breakdown
structure (WBS) is developed, which outlines all the tasks and breaks them down into specific
deliverables.
2. Sequence of Activities
Once you have your Project Scope and Work Breakdown Structure (WBS), you can extract the
list of tasks that need to be completed. To be clear, the WBS outlines what needs to be done –
not how or when. Once you have the list of tasks, you can sequence them in the right order and
Once you have your Project Scope and Work Breakdown Structure (WBS), you can extract the
list of tasks that need to be completed. To be clear, the WBS outlines what needs to be done –
not how or when. Once you have the list of tasks, you can sequence them in the right order and
The project idea is evaluated to determine if it benefits the organization, what the benefits are
The project scope is written, outlining the work to be performed. This is also the phase when
Resources start working on their tasks, deliverables are completed, meetings are held and status
Using Key Performance Indicators (KPIs), project managers will determine if the project is on
track.
This phase marks the completion of the project. Often, project managers will organize a post
4. Map Dependencies
After you have a clear view of all the deliverables and what’s required to complete them, it’s time
to start mapping out the dependencies between the tasks, ie. which tasks require another task to
be started or finished before it can be performed. The dependency map will outline the
Finish-to-Start:
Start-to-Start:
Finish-to-Finish:
Start-to-Finish:
is potentially critical if the time between its end date and the subsequent task’s start date is zero.
It becomes critical when it cannot be delayed without delaying the whole project.
The critical path is then a sequence of linked tasks whose intervals are zero, and this critical path
Milestones are like checkpoints along your project lifecycle that mark important activities, which
ultimately help the PM to see if the project is on track. Milestones have a duration of 0 and are
not tasks in and of themselves – they are progress points for project completion and delivery.
Internal milestones: those directly used to help your project team follow the project progress and
Now that you have a clear outline of all the essential activities and the timeline, you can start
adding people to the plan. Match people with the right skills sets to the appropriate activities. A
wise assumption is that people will not be 100% productive or focused on the project – so don’t
schedule all of their time. A common rule is to allocate 80% of their time to the project and 20%
Once you go through all these steps and you create your project schedule, you’ll have a fairly
accurate estimate of the milestone dates and how long it will take to bring your project to
completion. At this point you can set a well-informed due date and start date.
Remember to:
Include public holidays and employees’ days off
Take the time to properly understand and map out task dependencies
Define milestones
Make realistic task duration estimates
Determine the project duration before setting a project due date
Assign people for 80% of their working hours
Build in contingency time
Be prepared to reschedule (This may happen when one or more resources are unavailable (illness,
unexpected activities,etc)
Include these “surprises” or manage risks with a B plan
For a kick start on the topic of Project Management & Scheduling, check out Genius Project’s