Develop a

project schedule and budget.Developing a WBS typically requires input from the project team and stakeholders to ensure it is comprehensive and accurate. A WBS is usually presented as a tree diagram or outline, with each level representing an increased level of detail and each item on the same level representing a similar type of work. Note that the term ‘tree’ is used by many software systems and it is not necessarily drawn as a tree.A WBS becomes the foundation for other project management processes, including risk assessment, task assignments, and progress tracking. It helps the project team to provide a common structure for the whole project, and other details and activities are based on the work breakdown structure.Gantt chartsGantt charts are one of the most widely used and recognised project management techniques. They provide a visual timeline for the project and can display the relationships and dependencies between different tasks or activities. Gantt charts have a long history, with their use dating back to the early 1900s when they were popularised by Henry Gantt, a mechanical engineer and management consultant. In recent years, Gantt charts have transitioned from physical, hand-drawn charts to digital project management tools.

A Gantt chart typically consists of a horizontal bar chart with the project tasks listed on the vertical axis on the left side and the time periods spread across the top. The project tasks are then represented by horizontal bars spanning the time periods in which they are scheduled to be performed. The length of the bar indicates the duration of each task. This format allows project managers and team members to:

Clearly visualise the project timeline and the duration of each task

Identify dependencies and relationships between tasksTrack progress against the planned scheduleAllocate resources to tasks

Communicate the project timelines to stakeholders.

Some modern Gantt chart software provides additional features such as colour-coding of tasks, milestone markers, and linking of dependent tasks. Some tools also allow for resource allocation and workload management directly from the Gantt view.

Gantt charts are most useful when you want to provide an overview of the entire project. However, for large and complex projects, they may become cluttered and difficult to read. Despite this, Gantt charts remain a popular tool for project managers because of their intuitive design and ability to communicate complex scheduling information quickly and clearly.Project network diagramsProject Network Diagrams, as the name implies, are graphical representations of a project’s tasks and their relationships, showing how the project activities are sequenced and interrelated. These diagrams provide a visual depiction of the project flow and are commonly used in project management methodologies that include Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT).Network diagrams typically use nodes to represent tasks or activities and arrows to indicate dependencies between these tasks. They allow for a clear visualisation of task sequences and can help project managers identify potential bottlenecks or critical paths in the project schedule.

1. Key takeawaysVisual representation of task dependencies
2. Identify critical path and potential schedule risksFacilitate resource allocation and schedule optimisation.
3. Quick tipsBegin with a clear list of all project tasks and their dependencies.

Use software tools for easy creation and updating of network diagrams.

Regularly review and update the diagram as the project progresses.

Utilise color-coding to highlight critical paths or high-risk activities.Common pitfalls

Overlooking important task dependencies.

Creating overly complex diagrams that are difficult to understand.Failing to update the diagram as project scope or timelines change.Neglecting to consider resource constraints when analysing the network.

• By learning project network diagrams, managers can enhance their ability to plan, schedule, and control complex projects effectively.
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£1,299 +vatScheduling and time management

Critical Path Method (CPM)The Critical Path Method

, for a more adaptive approach.

PERT (Program Evaluation and Review Technique)

PERT

is a project management technique that can be used for

• projects
• with uncertain or variable task durations. Developed in the 1950s for the U.S. Navy’s Polaris missile program, PERT allows project managers to incorporate probabilistic time estimates into their project schedules.
• PERT requires the creation of a network diagram of all project tasks, along with three time estimates for each task:

Optimistic time (O): The shortest time the task could possibly take.

Most likely time (M): The best estimate of how long the task will take, based on available information.

Pessimistic time (P): The longest time the task could possibly take, considering all potential issues.

• The expected time (E) for each task is then calculated as E = (O + 4M + P) / 6.
• Key takeaways
• Provides more realistic project timelines by accounting for uncertainties

Identifies critical paths and potential schedule risks

Helps in better resource allocation and

risk managementAllows probabilistic analysis of project completion times.Quick tipsInvolve experts in estimating task durations to get accurate timeframes

1. Update estimates regularly as new information becomes available
2. Use PERT in conjunction with CPM for a comprehensive schedule analysis
3. Leverage software tools for PERT calculations and visualisations.
4. Common pitfalls

Overreliance on extreme (optimistic or pessimistic) estimatesNeglecting task dependencies

Failing to update analysis as the project progresses

Misinterpreting results as definitive rather than probabilistic.PERT can be time-consuming to apply to large projects, and it may not be necessary for every project. It is most useful when used judiciously, in combination with other techniques, and applied to the most critical or highly uncertain aspects of a project.Kanban boards

• Kanban Boards
• are a visual project management tool that originated in Toyota’s lean manufacturing system and have since become popular in various industries, particularly in software development and
• Agile project
• management

.

A Kanban board is a visual tool that helps teams manage their work using Kanban methodology. The board is divided into columns that represent the stages of a workflow, for example, “To Do”, “In Progress”, and “Done”. Cards or sticky notes are placed on the board to represent the work items or tasks, and they are moved from one column to another as the work progresses. This way, the team can:

Visualise workflow: The status of all tasks is visible at a glance.

• Limit work in progress: Limits are set on the number of tasks in each column to avoid overloading the team.Manage flow: Blockers are quickly identified and resolved.
• Continuous improvement: The team optimises the workflow over time. like Scrum or Kanban emphasise iterative development and are best for projects where scope may need to be flexible or change over time. Benefits of using Kanban boards include:
• Improved transparency and communication Increased focus and productivity

Self-pacedFlexibility to adapt to changing priorities

PRINCE2 Agile Practitioner (with Foundation) self-paced onlineReduced waste of time and resources.

Kanban boards can be physical or digital. A physical board can be as simple as a whiteboard and some sticky notes. A digital board is a virtual representation of the physical board that can be accessed and updated by the team members using

£1,399 +vatproject management software

. Digital boards offer more features, such as automatic updates, task details, and integration with other tools.

Implementing Kanban boards is easy, but it requires the team to be committed to updating the board regularly and following the work-in-progress limits.

• Risk and stakeholder managementSelf-pacedRisk management matrix
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• Scheduling and time managementCritical Path Method (CPM)
• The Critical Path Method (CPM) is a fundamental project management technique used to determine the longest sequence of dependent tasks that must be completed for a project to be finished on time. This sequence of tasks is known as the critical path. The CPM was first developed in the late 1950s and has since been widely adopted for project schedulingAdvantages of employing a Risk Management Matrix:

and control in various industries.Facilitates a clear, visual summary of potential project risks.

CPM involves the following key steps:Assists in prioritising risk responses.

• Identifying all project tasksImproves risk communication with stakeholders.Aids in making more informed decisions.Determining task dependencies
• Tips for effective use:Estimating task durationsUpdate the matrix regularly as new risks emerge or situations evolve.Calculating the earliest and latest start and finish times for each task
• Engage the whole project team in risk identification and evaluation.Identifying the critical path and the float time for non-critical tasks.Formulate specific mitigation or contingency plans for prioritised risks.The critical path represents the sequence of tasks that directly affects the project’s overall duration. Any delay in a critical path task will result in a delay in the project completion date, unless the delay is addressed through corrective action.
• Periodically review and revise risk ratings and assumptions.CPM offers several benefits:By systematically identifying, evaluating, and addressing risks, Provides a visual overview of project schedules

project managersHighlights tasks that have the most significant impact on project duration

can proactively manage potential challenges and opportunities, thereby enhancing the project’s chances of success.Helps optimise resource allocation

• Stakeholder mappingEnables “what-if” scenario analysis.Stakeholder mappingTo effectively apply CPM, project managers often use specialised software that can handle complex calculations and visualise schedules. These too
• is a visual technique to analyse and prioritise stakeholders for your project based on their interest, influence, and impact on the project.ls can also integrate with other techniques like Gantt charts and resource levelling.Key takeawaysWhile CPM is well-suited for projects with well-defined tasks and dependencies, it may be less effective for projects with high levels of uncertainty or frequent changes. In such cases, it’s often used in conjunction with other techniques, such as PERT or
• Recognise all potential stakeholders, those who may affect or be affected by the project.Agile methodologiesHelp prioritise stakeholders based on their influence and interest in the project., for a more adaptive approach.
• Facilitate communication planning with stakeholders.PERT (Program Evaluation and Review Technique)Aid in PERT

risk management is a project management technique that can be used for

and informed decision making.projects

• Quick tips with uncertain or variable task durations. Developed in the 1950s for the U.S. Navy’s Polaris missile program, PERT allows project managers to incorporate probabilistic time estimates into their project schedules.Use a power/interest grid to plot stakeholders.PERT requires the creation of a network diagram of all project tasks, along with three time estimates for each task:
• Update the stakeholder map regularly as the project evolves.Optimistic time (O): The shortest time the task could possibly take.Identify both positive and negative stakeholders.Most likely time (M): The best estimate of how long the task will take, based on available information.
• Customise communication plans for different stakeholder groups.Pessimistic time (P): The longest time the task could possibly take, considering all potential issues.Engage team members in the mapping process for a broader view.The expected time (E) for each task is then calculated as E = (O + 4M + P) / 6.
• Common pitfallsKey takeawaysMissing less apparent stakeholders.Provides more realistic project timelines by accounting for uncertainties

Not reassessing stakeholder positions over time.Identifies critical paths and potential schedule risks

Ignoring low-power stakeholders.Helps in better resource allocation and

Overlooking the need for individual engagement strategies.risk management

Assuming stakeholders’ interests do not change.Allows probabilistic analysis of project completion times.

• Project success can be achieved by carefully identifying and communicating with key project stakeholders. The concept of a stakeholder map can be explained as the graphical representation of project stakeholders. The process to be performed for conducting a stakeholder mapping analysis is very crucial for the project success. When starting with a new project, the first phase in stakeholder mapping analysis is to conduct a stakeholder identification process. The stakeholder identification process in a project involves categorising the identified stakeholders based on their impact on the project and their level of influence in the project.Quick tipsEnhance your skills with our expert-led coursesInvolve experts in estimating task durations to get accurate timeframes
• Update estimates regularly as new information becomes available Use PERT in conjunction with CPM for a comprehensive schedule analysis
• Leverage software tools for PERT calculations and visualisations. Common pitfallsSelf-pacedOverreliance on extreme (optimistic or pessimistic) estimatesAPM PFQ blended onlineNeglecting task dependencies

Failing to update analysis as the project progresses£749 +vat

Misinterpreting results as definitive rather than probabilistic.

• PERT can be time-consuming to apply to large projects, and it may not be necessary for every project. It is most useful when used judiciously, in combination with other techniques, and applied to the most critical or highly uncertain aspects of a project. Kanban boards
• Kanban BoardsSelf-paced are a visual project management tool that originated in Toyota’s lean manufacturing system and have since become popular in various industries, particularly in software development and PRINCE2 Agile Practitioner (with Foundation) self-paced online
• Agile project management£1,399 +vat
• . A Kanban board is a visual tool that helps teams manage their work using Kanban methodology. The board is divided into columns that represent the stages of a workflow, for example, “To Do”, “In Progress”, and “Done”. Cards or sticky notes are placed on the board to represent the work items or tasks, and they are moved from one column to another as the work progresses. This way, the team can:
• Visualise workflow: The status of all tasks is visible at a glance. Limit work in progress: Limits are set on the number of tasks in each column to avoid overloading the team.Self-paced
• Manage flow: Blockers are quickly identified and resolved.AgilePM Practitioner (with Foundation) self-paced onlineContinuous improvement: The team optimises the workflow over time.
• Benefits of using Kanban boards include:£1,299 +vatImproved transparency and communicationFinancial and resource management

Increased focus and productivityEarned Value Management (EVM)

to automate EVM calculations

Regularly review and analyse EVM metrics

Effectively communicate EVM results to stakeholders.Common pitfalls

Using EVM in a rigid way without understanding the context and qualitative issues

• Using EVM without adequate training or knowledge
• Not revising the baseline for significant changes
• Not acting based on the EVM information.
• Cost-benefit analysis

Cost-Benefit Analysis

(CBA) is a financial evaluation technique that assesses the expected costs and benefits of a project or decision. It aims to determine whether the project is economically viable and justifiable.Five steps to perform a CBA:Identify all the costs and benefits associated with the project

Key takeawaysMonetise the costs and benefits in monetary terms

• Recognise all potential stakeholders, those who may affect or be affected by the project.Compare the present value of costs and benefits using metrics such as net present value (NPV) or benefit-cost ratio (BCR)
• Help prioritise stakeholders based on their influence and interest in the project.Analyse the sensitivity of the results to changes in assumptions or inputs
• Facilitate communication planning with stakeholders.Decide based on the CBA results and other criteria.
• Aid in Key takeaways

risk managementCBA provides a clear and transparent financial justification for a

and informed decision making.projectQuick tipsIt helps prioritise projects with the highest return on investment (ROI)

Use a power/interest grid to plot stakeholders.It supports objective and rational decision-making.

• Update the stakeholder map regularly as the project evolves.Quick tips
• Identify both positive and negative stakeholders.Identify and include all relevant costs and benefits, both tangible and intangible
• Customise communication plans for different stakeholder groups.Use realistic and consistent assumptions and data sources
• Engage team members in the mapping process for a broader view.Involve subject matter experts in the analysis process

Common pitfallsReview and update the CBA regularly to reflect changes in the project or environment.Missing less apparent stakeholders.Common pitfallsNot reassessing stakeholder positions over time.Overlooking or underestimating hidden or long-term costs or benefits

Ignoring low-power stakeholders.Overestimating the benefits or underestimating the costs

• Overlooking the need for individual engagement strategies.Not considering alternative options or the status quo
• Assuming stakeholders’ interests do not change.Not accounting for risks and uncertainties.
• Project success can be achieved by carefully identifying and communicating with key project stakeholders. The concept of a stakeholder map can be explained as the graphical representation of project stakeholders. The process to be performed for conducting a stakeholder mapping analysis is very crucial for the project success. When starting with a new project, the first phase in stakeholder mapping analysis is to conduct a stakeholder identification process. The stakeholder identification process in a project involves categorising the identified stakeholders based on their impact on the project and their level of influence in the project.Resource levelling
• Enhance your skills with our expert-led coursesResource levelling is a technique for managing project resources to achieve optimal resource utilisation. It involves adjusting the allocation of resources to tasks so that resource demand does not exceed the available supply. By smoothing out the use of resources, resource levelling can reduce overallocation and idle time.

Key takeaways

Resource levelling can lead to better resource utilisation and increased productivity.

It can help avoid burnout and reduce project risks.

Stakeholder communicationSelf-pacedIt can help project managers create more realistic Review the project plan on a regular basis. This will help you to stay on track and make changes as necessary.

 One of the most important aspects of effectively implementing the project management triangle is APM PFQ blended onlineschedulesAdjust the plan when necessary. If you find that you are off track, you can always make adjustments to get back on track.communicating .Decisions based on information to revise project plans. with stakeholders. Project managers should communicate regularly with stakeholders to keep them informed and manage their expectations. It can also help to keep stakeholders engaged and on board with the project. There are several best practices for communicating with stakeholders, including the following:£749 +vatQuick tipsTeam collaboration and accountability

• Schedule regular meetings with stakeholders to discuss the project. Identify resource constraints early in the project planning process.Project managers can also foster collaboration and teamwork among team members by holding them accountable for their part of the work. When team members know that they will be held accountable for their work, they are more likely to collaborate with others to complete the project successfully. There are several best practices for collaborating and holding team members accountable, including the following:
• Provide stakeholders with a visual representation of the triangle. This can help them to understand the trade-offs that are being made. Use Assign clear roles and responsibilities to each team member. This will help everyone to understand what they need to do and be held accountable for their part of the project.
• Use plain language when communicating with stakeholders. Avoid jargon and technical terms that may be confusing. project management softwareEncourage team members to collaborate with each other. This can be done by setting up regular team meetings and encouraging team members to communicate with each other.
• Encourage stakeholders to ask questions and share their concerns.Self-paced that includes resource levelling capabilities.Track team members’ progress and hold them accountable for their work. This can be done by regularly reviewing each team member’s progress and providing feedback.

PRINCE2 Agile Practitioner (with Foundation) self-paced onlinePrioritise critical path activities when levelling resources.

Communicate any resource changes to team members and stakeholders.£1,399 +vatCommon pitfalls Over-optimising resources at the expense of meeting project deadlines.

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• Financial and resource management
• Earned Value Management (EVM)
• Earned Value Management
• (EVM) is a project management technique that uses scope, schedule, and cost data to assess a project’s progress and performance. It integrates scope, schedule, and cost measures to provide a comprehensive view of the project’s health. EVM compares the planned work with the actual completed work and the actual costs incurred, offering insights into both the status and future projections of the project.

The key components of EVM are:

Planned Value (PV): The budgeted cost of work scheduled to be doneEarned Value (EV): The budgeted cost of work performedActual Cost (AC): The actual cost incurred for work performed.

• EVM is used to compute the following metrics:
• Schedule Variance (SV) = EV – PV
• Cost Variance (CV) = EV – AC
• Schedule Performance Index (SPI) = EV / PV

Cost Performance Index (CPI) = EV / AC

Key takeaways

Offers early warning signs for potential project performance issues

Allows for accurate prediction of project costs and completion dates

Facilitates data-driven decision making.Quick tipsSet a clear project baseline before implementing EVM

Utilise

project management software to automate EVM calculations

Regularly review and analyse EVM metrics

Effectively communicate EVM results to stakeholders.Common pitfallsUsing EVM in a rigid way without understanding the context and qualitative issues

Using EVM without adequate training or knowledge

Not revising the baseline for significant changesNot acting based on the EVM information.

Cost-benefit analysis

Cost-Benefit Analysis (CBA) is a financial evaluation technique that assesses the expected costs and benefits of a project or decision. It aims to determine whether the project is economically viable and justifiable.Five steps to perform a CBA:

Identify all the costs and benefits associated with the projectMonetise the costs and benefits in monetary termsCompare the present value of costs and benefits using metrics such as net present value (NPV) or benefit-cost ratio (BCR)Analyse the sensitivity of the results to changes in assumptions or inputs

Decide based on the CBA results and other criteria.Key takeaways

CBA provides a clear and transparent financial justification for a

Failing to update the resource levelling as the project progresses.

Overlooking the impact of resource levelling on project costs.

Conclusion

Project managers

can add the project management techniques described in this article to their project management toolkits. The larger the toolkit, the better equipped they are to handle the challenges their projects throw at them.

Project managers who effectively implement these techniques can improve their

project plans

, resource scheduling, time and cost management, risks and stakeholders’ management and project performance.

Informed decisions and right use of these techniques can help project managers deliver better project outcomes.

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