Explore the activities that go into turning a list of tasks into a project schedule.
- [Voiceover] A WBS identifies the work people have to do to complete a project, but it doesn't tell you how long the work will take or when it can be performed. To do that, you need to turn your list of tasks into a schedule. First, put the tasks into the right sequential order. That is, specify which tasks have to finish before other tasks can start, which tasks start or finish at the same time and so on.
For example, you can't connect equipment to the network until the equipment has been installed and cabling has been run. To get tasks into order, you specify the dependencies, also called links, between projects tasks. We'll look at dependencies in more detail later in the course. For now, the most common dependency type is finish to start. Second, you need to estimate the time each task will take.
Together time estimates and the order in which tasks occur help determine how long the entire project will take. You have to estimate as accurately as you can because underestimating and overestimating both lead to project problems. Third, you need to identify the people on your project team and assign them to tasks. With the estimated time and the people assigned to do the work, you can calculate the task duration. Finally, take into account other constraints, such as deadlines and resource availability.
If your initial schedule doesn't quite do what you want, you can tweak it in a number of ways, whether you're trying to shorten the schedule, cut costs, or balance people's workloads, The schedule is one of the most important aspects of your project. It tells you how long the project will last and when you need the people who will do the work.
Bonnie Biafore has always been fascinated by how things work and how to make things work better. In this course, she explains the fundamentals of project management, from defining the problem, establishing project goals and objectives, and building a project plan to managing team resources, meeting deadlines, and closing the project. Along the way, she provides tips for reporting on project performance, keeping a project on track, and gaining customer acceptance.
Lynda.com is a PMI Registered Education Provider. This course qualifies for professional development units (PDUs). To view the activity and PDU details for this course, click here.
The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.
- Defining the components of a project
- What it takes to be a project manager
- Using project management software like Microsoft Project
- Managing project scope, budget, and schedule
- Managing project resources, including people
- Managing project risk
- Initiating a project
- Identifying and managing stakeholders
- Identifying requirements and deliverables
- Developing a project plan
- Building a project schedule
- Assigning resources to tasks
- Understanding the critical path
- Running the project
- Managing teams
- Monitoring performance
- Closing a project
Skill Level Beginner
Project Management Foundations: Communicationwith Doug Rose1h 47m Appropriate for all
Project Management Foundations: Budgetswith Bob McGannon1h 11m Appropriate for all
1. Getting to Know Project Management
2. Exploring Project Management Knowledge Areas
3. First Things First
How to develop requirements4m 19s
4. Developing a Project Plan
5. Building a Project Schedule
6. While You Run the Project
7. Working with Teams
8. Monitoring and Controlling Progress and Performance
9. Closing a Project
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