Project Scheduling Course

Lesson 1 • What Project Scheduling Is

Defines project scheduling and distinguishes it from general planning. Anchors the chapter by establishing why schedules are central to project control.

Lesson 2 • Core Scheduling Terminology

Introduces essential terms used throughout the course. Builds a shared language needed to interpret and construct any schedule.

Lesson 3 • Common Scheduling Pitfalls

Surveys the most frequent causes of schedule failure. Prepares learners to recognise and avoid these issues throughout the course.

Lesson 4 • Stakeholders and the Schedule

Identifies who uses the schedule and what each stakeholder needs from it. Connects schedule communication to project governance.

Lesson 1 • Milestones and Control Points

Defines milestones and explains their scheduling function. Shows how control points support progress measurement and stakeholder reporting.

Lesson 2 • Work Breakdown Structure Principles

Covers WBS design rules, decomposition levels, and the 100% rule. Provides the structural logic needed to build a complete and non-overlapping WBS.

Lesson 3 • From Work Packages to Activities

Translates WBS work packages into discrete, schedulable activities. Bridges the gap between scope structure and the activity list used in scheduling tools.

Lesson 4 • Creating the WBS

Guides learners through top-down and bottom-up decomposition techniques. Produces a draft WBS ready for activity definition.

Lesson 1 • Leads, Lags, and Constraints

Explains how leads and lags modify dependency timing and how date constraints affect network logic. Misuse of these tools is a common source of schedule errors.

Lesson 2 • Types of Activity Dependencies

Distinguishes mandatory, discretionary, external, and internal dependencies. Accurate dependency classification is the basis for a valid network logic.

Lesson 3 • Building the Network Diagram

Applies PDM rules to construct a complete project network. Learners sequence a realistic activity list and verify logical integrity.

Lesson 4 • Sequencing in Scheduling Software

Demonstrates how to enter and manage dependencies in scheduling tools. Connects manual network logic to software-driven schedule calculation.

Lesson 1 • Bottom-Up Estimation

Builds duration estimates from detailed work package analysis. Produces the most accurate estimates but requires a complete WBS and activity list.

Lesson 2 • Three-Point and PERT Estimation

Introduces probabilistic estimation using optimistic, most likely, and pessimistic values. Produces expected durations that account for uncertainty.

Lesson 3 • Estimation Reserves and Contingency

Explains activity contingency and management reserve and how each is applied. Ensures the schedule reflects realistic uncertainty without padding individual tasks.

Lesson 4 • Analogous and Parametric Estimation

Covers top-down estimation using historical data and mathematical models. Appropriate for early-phase scheduling when detailed information is unavailable.

Lesson 1 • Resource Histograms and Loading

Uses histograms to visualise resource demand over time. Identifies over-allocation peaks that must be resolved before the schedule is baselined.

Lesson 2 • Resource Assignment to Activities

Demonstrates how to assign resources to activities and calculate effort-driven durations. Links resource data to the network diagram built in earlier chapters.

Lesson 3 • Resource Constraints and Trade-offs

Addresses situations where resource limits cannot be resolved without extending the schedule. Prepares learners to present trade-off options to stakeholders.

Lesson 4 • Resource Types and Availability

Categorises human, material, and equipment resources and defines availability calendars. Resource availability data is the prerequisite for accurate duration calculation.

Lesson 1 • Float Types and Their Meaning

Defines total float, free float, and project float and explains their scheduling implications. Float values guide decisions about schedule flexibility and risk.

Lesson 2 • Schedule Compression Techniques

Covers crashing and fast-tracking as methods to shorten the critical path. Learners evaluate cost and risk trade-offs for each compression option.

Lesson 3 • Critical Path Method Overview

Introduces CPM logic and explains why the critical path determines the minimum project duration. Connects network diagrams and durations from prior chapters to CPM calculation.

Lesson 4 • Identifying and Managing the Critical Path

Shows how to identify critical activities and monitor them during execution. Focuses on actions that protect the critical path from slippage.

Lesson 1 • Replanning and Re-baselining

Explains when re-baselining is appropriate versus when variance should be managed. Distinguishes legitimate re-baselining from hiding schedule problems.

Lesson 2 • Integrated Change Control Across Constraints

Shows how schedule changes interact with scope, cost, and quality constraints. Prepares learners to evaluate change impacts holistically before approving updates.

Lesson 3 • Schedule Change Control Process

Outlines the formal process for submitting, evaluating, and approving schedule changes. Prevents unauthorised changes that erode schedule integrity.

Lesson 4 • Establishing the Schedule Baseline

Defines the baseline as the approved reference for measuring performance. Covers the approval process and what must be complete before baselining.

Lesson 1 • Schedule Status Reporting

Designs schedule status reports tailored to different stakeholder audiences. Effective reporting drives timely decisions and maintains stakeholder confidence.

Lesson 2 • Progress Measurement Techniques

Covers methods for measuring actual progress against the baseline. Accurate progress data is the prerequisite for all performance analysis.

Lesson 3 • Root Cause Analysis for Delays

Identifies the underlying causes of schedule delays rather than symptoms. Root cause analysis enables targeted corrective actions that prevent recurrence.

Lesson 4 • Schedule Recovery Planning

Develops and implements recovery plans to bring a delayed schedule back on track. Learners evaluate recovery options against cost, risk, and stakeholder constraints.