Work Schedules in Projects

A network schedule is a method to plan, estimate project length and assesing the project progress. It also allows project mangers to make asses the estimates at the beginning of the project planning process with the estimates given by the workers who will be completing the work - having access to this information allows the PM to make alterations to the project to stay within the constraints given.

 In order to create a network schedule, there are some key information required to create the visual representation of the project and estimates: the key activities or work packages, the breakdown on which packages rely on one another, another cannot be begin until one is completed, the estimates of the time for each activity to be completed and the estimate of the total project time (each activity must add up to this amount of time, in days or weeks)

 The below is a completed network diagram that shows each work package/activity required for the project and the time estimated for each activity. It shows the latest & earliest start time and finish time for the projects. With each start time identified, a critical path can be identified, a critical path is the sequence of activities that need to be done & have no flexibility within time in regards to achieving the end goal within the given allocated time of the project. 

 The numbers within the boxes show the length of the activity itself, the earliest start time, latest start time, earliest finish time & late finish. It also shows if the activity has any flexibity also known as float. This means that any actvities which have float, can be conducted at any time however they must be completed in a time which does not negatively impact the final deliverable of the project being complete. 

 The visual aspect of this allows the project manager to see the flow of the project and to understand how the project will flow based on estimates given by the bottom/up approach. If any issues arise within one activity that will effect the project, it can be identified and addressed in a manner that is appropriate. It needs to be noted that the project manager along with the project team need to allow a few days buffer as a sponge to absorb any changes which can be dealt with which will have a small effect on the end date or completion of an activity. If an issue arises that goes beyond the buffer or sponge of contingency, the PM will have to look at changing the end date for the project and informing the effected stakeholders of such a change. 

 The network schedule allows a visual representation to allow a clear understanding of deadlines, activity flexibility and access to identify if activies may run into difficulty in regards to additional time being absorbed by the buffer of a contingency. 










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