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Schedule Management: Theory and Practice of Project Scheduling


  • Minimum high school Math & Physics completed. Bachelor of sciences/engineering preferred.

Duration: 24-60 hours

  • What are the bases for creating a project schedule?
  • How does the schedule fit within a project?
  • Project planner and project scheduler. Is that not the same?
  • Consideration of various industries: oil and gas, civil construction, engineering, mining, utilities, financial services, contractor’s perspective, owner’s perspective
  • What do I need to know to be a great project scheduler?
  • They say a project schedule is a communication tool, not a ‘controlling’ tool; how is that?
  • As an Executive, what do I need to know about project scheduling?
  • Why do projects fail?
  • Future of scheduling: 4D or 5D scheduling? Virtual construction?
  • I want to generate those nice-looking histogram, S-curves, and burn-down curves. Where do I start?

This is the training that many project managers and construction managers have missed to take, making it difficult for them to design the perfect schedule management plan for their project. For schedulers, this training is mandatory. The training plan revolves around:

  1. Overview and strategy
  2. Development and Analysis
  3. Resources and Costs
  4. Management and Reporting
  5. Definitions and Software
  6. Project, program, and portfolio management
  7. Scope and WBS
  8. Cost Management and Earned Value
  9. Risk management
  10. Communication management
  11. Advanced scheduling

This training is very intense and practical. Many schedulers are self-taught and barely understand how to produce a picture of the project timeline. Those schedulers sometimes work for a project manager and a construction manager who have never learned the theory of project scheduling. For example, the construction manager may insist that the scheduler show 'pour foundations' starting on February 03, and finishing on March 10. He may insist on showing the tasks in a sequential order, following the construction sequence, with no regards to the way how progress is earned, or how payments are made. We have seen this all too often in projects. We will show you the right way to build the schedule and help you educate your boss or the other persons working with you.

Start the training when there is no burning project ongoing. Typically, schedulers may not have time to attend while their project is underway. Even if they attend such classes, the messages imparted from a scheduling class may not carry over to practice on the real project schedule. Often class attendees will listen and nod their heads during the class, but then in the heat of scheduling, they will return to the ways they have been taught by people who are not scheduling experts.

When they complete this course, the trainees will know how to:

  1. Calculate the project completion date;
  2. Calculate the start or end of a specific activity;
  3. Coordinate among trades and subcontractors, and expose and adjust conflicts;
  4. Predict and calculate the cash flow;
  5. Improve work efficiency;
  6. Use the schedule as an effective project control tool;
  7. Evaluate the effect of changes;
  8. Prove delay claims.