Every project manager does project scheduling. Some do it on a yellow note pad, others use an Excel spreadsheet and still others use software specifically designed for project management. Some project managers have very little data to help them successfully managing their projects, deal with change orders or respond to variances. They may not even know when they have a variance.
Other project managers are able to quickly gather information about problems and opportunities. This allows them to profitably handle change requests and control variances. The PMs using project scheduling software can also optimize their schedules. In this article we’ll show you how to do these things
Previously, project managers justified not using project management software on the basis of the software cost and the amount of time they would spend learning how to use it. Those two excuses are no longer valid. There are some adequate project management software programs that are free and easy to learn. It only takes 30 to 40 minutes to learn how to use the software through the entire project lifecycle. Gantter is a free program with your Gmail account. There are editions for smart phones, tablets and desktops. This software provides all the capabilities you need for small and medium-size projects. The learning curve is short considering the benefit you get. Project Schedule & Software
More capable software for larger project scheduling includes Microsoft Project®. It is almost $600 but provides more capabilities and a tremendous amount of decision-making data. It includes the ability to do budgeting and cost tracking and also manage multiple projects. These features are adequate for even large projects. You will need to invest a few hours of time to learn it.
Advantages of a Software-based Project Scheduling
Now lets talk about how a project manager using a yellow note pad, an Excel spreadsheet, or project scheduling software would handle three common situations.
Project Scheduling: Telling the Client the Finish Date, Changes & Status
The project manager doing project scheduling with a yellow note pad can quickly tell the client the finish date by using his or her ability to pick a number out of the sky. There is no basis for this completion date other than a guess about how long the project will take. This “yellow pad project manager” makes a similar guess about the cost. Projects scheduled on yellow pads usually finish late and cost more than anticipated. This means the project manager and their company lose money if they’re doing a project for a customer or client. This project manager uses the same approach when the customer wants to change the project or the deliverable in some way. The project manager guesses about the impact the change will have on the finish date and the cost. And they are usually wrong. The yellow note pad project scheduling technique gives project managers a very limited career future.
The PM doing project scheduling with an Excel spreadsheet does a bit better. He or she enters start and finish dates for all the tasks they can think of. Then they let the program give them an idea of how many days or weeks it will take to complete those tasks. The problem with using Excel spreadsheets for project scheduling is that if the client wants to make a change, the project manager has to redo the entire spreadsheet. The same is true if the client adds a task or alters a finish date. The “Excel spreadsheet project manager” spends endless hours laboring over their PC instead of managing the project.
The project manager who uses project scheduling software does the best of all. If they are using the software correctly and following best practices, they base the project schedule and budget on work estimates. Instead of picking a finish date with a Ouija board, this project manager works with historical data, published estimating information, and the opinions of the project team members. They use this data to build a schedule based on estimates of the amount of work required. Then the project manager lets the software do all the calculations. They decide how much work each team member can do and the project scheduling software will assign the work to the team members so the project finishes as soon as possible. This takes about two seconds. This project manager can work with similar speed on a change request. They merely change the amount of work for the task(s) the client wants to alter. Then a nano second later, the software re-schedules the entire project and gives the project manager a new completion date reflecting the change request. If the project manager has entered hourly rates for the team members and the material costs, the software will also calculate a budget and give the PM data on the cost of that change request.
Finally, the project manager can give accurate status reports based on the team’s estimates of the amount of work they still have to complete on their tasks. This lets the project manager anticipate problems early, not after getting hit in the face with them. There is a very good reason consistently successful project managers use project scheduling software. It allows them to spend their time managing the team and solving problems. They don’t have to spend their time making guesses or laboring over an Excel spreadsheet or a yellow note pad. And when project managers also use work estimates, they gain all the benefits of the project scheduling software.
Project Scheduling: Optimizing the Schedule
Too many project managers control the sequence of tasks in their projects using the start and finish dates. They should use project scheduling software with predecessor relationships. For example, these relationships tell the software that Task B can’t start until Task A is finished. Or that Task A and Task B must finish at the same time. Entering start and finish dates wastes an enormous amount of time during the original creation of the schedule and every week after that. Project managers who don’t use project scheduling software with predecessor relationship spend hours updating their schedules and changing all the start and finish dates. Even worse, the schedules they create with this fixed date technique almost always have longer durations than they should. However, project managers can experience these problems in project scheduling software like Microsoft Project®. This happens if they use start and finish dates to control the sequence of tasks rather than using predecessor relationships.
Dynamically Scheduled Projects Make the PM More Efficient
Predecessor relationships are the key to building dynamic schedules. These are schedules that update themselves whenever you make a change. As an example, if you discover that Task D is going to finish two weeks early, or two weeks late, you merely enter that fact into your project scheduling software. It will automatically change the start and finish dates for every one of Task D’s successor tasks. The alternative is to manually change each task’s finish date. Using predecessor relationships saves you hours in the initial project scheduling and significant time every week for the duration of the project. That is reason enough to use this project scheduling technique. How To Use Dynamic Project Scheduling
Dynamically Scheduled Projects Finish Earlier
Using dynamic scheduling, you set up our predecessors in the software by identifying the type of relationships that each task has with its predecessors and successors. There are three types of predecessor relationships:
- A Finish-to-Start predecessor relationship between Tasks A and B is scheduled by the software so that Task B starts after Task A is finished. You’ll use this type of predecessor 85% of the time. That is why it is the default in project scheduling software.
- A Finish-to-Finish predecessor relationship between Tasks A and B is scheduled by the software so that these two tasks start at the time that’s required for both of them to finish at the same time.
- A Start-to-Start predecessor relationship between asks A and B is scheduled by the software so that these two tasks start at exactly the same time.
You can get fancier with predecessors by using leads and lags. But these three types are the basics and are a great way to get started.
Parallelism and Concurrency Also Let Projects Finish Earlier
You make a project take less time to finish when you sequence the tasks by building in parallelism. This means you have many things happening at the same time. It makes sense that if a project has three or four tasks going on at the same time it will finish earlier than a project that has only one task happening at a time. In other words, you don’t want the whole project to be a long sequence of Finish–to–Start relationships. Instead you want to design the predecessor relationships for each of your major deliverables so as many tasks as possible are occurring at the same time. The simplest way to create parallelism using the project scheduling software is to give a task multiple successors. Here’s an example of a task with multiple successors that creates three parallel paths in the project. Whenever you can do that, you will shorten the project duration. A parallel design is always going to take less time than scheduling those three tasks to occur one after another.
There are obvious limits on parallelism, such as limits on how much work a person can do and the technical or physical dependencies between tasks (e.g.: the materials must be delivered before they can be installed). But using predecessor relationships lets you avoid unnecessarily long task sequences. That makes reporting and updating faster and saves you hours of time.
Take a look at our online Project Management Basics course where you can learn these techniques from an expert PM. In this instructor-led online training you have as many phone calls, e-mails and live video conferences with your instructor as you need.