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What to Do When Preparing a Project Schedule

By Joe Lukas, PE, CCE, PMP
Project managers typically have some level of knowledge on how to use a scheduling software package,
gained through a training course, mentoring from colleagues or self-learning. Unfortunately, too many
people preparing schedules do not understand basic scheduling concepts and utilize incorrect techniques
in preparing and maintaining their schedules.
To prepare a correct schedule the preparer must understand the Critical Path Method (CPM), which is
the scheduling network analysis technique used with most scheduling software.
Schedule network analysis uses the logic relationship between project tasks and the duration of each task
to determine how long the project will take. If resources —with their availability— and the effort —hours of
work— are identified for the project tasks, the network analysis will use this additional information to
determine how long the project will take.
The CPM consists of a forward and backward pass. The forward pass determines the earliest times that
each task can start and finish, and the overall project duration.
The backward pass determines the latest start and finish for each task along with the critical path, which
is the sequence of project network tasks that adds up to the overall longest duration.
The backward pass also leads to determination of float. Total float is the amount of time a task can be
delayed without delaying the overall project completion date. Free float is the amount of time a task can
be delayed without delaying the early start of any other task in the schedule.
The CPM analysis determines the project duration, critical path, and the total and free float. Without
knowing the CPM, you really can’t check the schedule to see if it is correct.
Here are some suggestions on what to do when preparing your next project schedule:

 Use correct logic. A common logic mistake is using a start-to-start relationship with a lag, when
a finish-to-finish with a lag is more appropriate. If Task B can’t finish until Task A is complete, then
finish-to-finish is the correct relationship.
Using a start-to-start means that Task B can start once A starts and the lag period is reached, and that
Task B can go on to completion. However, it assumes Task A will be completed per the plan – which may
not be valid.

 Use a contingency. Most people include a contingency when preparing the project budget. They
recognize that “things happen,” and extra funds are needed to handle unknowns. It is just as important
for schedule preparers to include a schedule contingency. Add it just before the project complete
milestone.
 Use Project Start and Complete milestones. The first task in your schedule should be a Project
Start milestone, and the last task should be a Project Complete milestone. This provides an easy way to
link project tasks to a predecessor or successor when there are no other obvious ties to other project
tasks.
 Use fixed duration task type. Scheduling software typically allows you to select which task type
– fixed duration, fixed work and fixed units – you want to use for schedule calculations. The fixed
duration task type should be used in almost all cases. Fixed work can be used if you resource load a
schedule, and provided you want the duration to change based on work and availability.
 Use the header, footer and legend. It’s frustrating to view a schedule that doesn’t list the project
name and/or the status date. Use header, footer and legend and include the project title, the date of the
update, page number, total pages, the name of the person who did the update, the revision number, file
location and file name.

You might also be well served by a discussion of what not to do while preparing your project schedule, but
that will have to wait for another time.
Mr. Lukas is vice president of PMCentersUSA. He leads a team of instructors and consultants in
delivering project management and business analysis training and consulting to clients across the country.
He has been involved in project management for over 30 years and his experience spans information
systems, product development, capital construction and manufacturing projects.