Activity schedule (indicative implementation schedule)

OVERVIEW

What is it?

An activity schedule is a format for analysing and graphically presenting activities of an intervention. It is also known as intervention's implementation workplan, action plan, output performance plan or plan of operations.

What can it be used for?

The activity schedule helps to identify the logical sequence, expected duration and interlinkages between planned activities. It also supports implementation and monitoring, providing the basis for allocating management responsibilities.

When can it be used?

During the design phase, activities specifications should be indicative; the objective of the exercise is to collect preliminary information on resources and costs, and adequately assess the feasibility of different interventions.
The activity schedule becomes a key management instrument during the formulation phase, once the logframe is completed, as it allows detailed assessment and planning of activities and activities' interactions in terms of timing, financial requirements and allocation of responsibility.

Who can use it?

• EU staff in management and monitoring
• Implementing partners in carrying out planned activities

What are its strengths?

• Enables realistic estimates of what has to be done, how and when during implementation, in relation to the delivery of project outputs (as specified in the logframe matrix).
• Provides the basis for further specification of resources and scheduling of costs.

What are its limitations?

• Needs to be regularly updated.
• Must be concrete and specific.

PRACTICAL APPLICATION

Key elements

While there can be different formats (see the examples provided below), common recommended features are:

• easily understandable visual presentation of key activities or tasks, including their duration, sequencing and responsibility, which can be used to promote participatory planning and review of progress and should include activities for monitoring (e.g. baseline/endline studies), review, evaluation and reporting;
• list of key deliverables expected as a result of activities and their respective deadlines;
• clear presentation of the intervention's planned expertise inputs and expenditures;
• A column highlighting any assumptions or expected inputs from third parties

Regardless of the activity schedule's format, these steps need to be undertaken:

Step 1: List main activities. The main activities are identified through the logframe matrix.

Step 2: Break down activities into manageable tasks. The main activities are broken down into sub-activities or tasks, to make them easily manageable. This breakdown should allow for reliable time and resource estimation, and clarity of content for task execution.

Step 3: Clarify sequence and interdependencies. Once the activities have been broken down in sufficient detail, they are linked to each other to determine:

• sequence – the order in which related activities should be undertaken;
• interdependencies –which activities are dependent on the start-up or completion of another activity.

Step 4: Estimate start-up, duration and completion of activities. Specifying timing involves making a realistic estimate of the duration of each task, and then building it into the activity schedule to estimate start-up and completion dates. This step requires both technical knowledge and experience and is determined by standard contractual procedures.

Steps 5 and 6: Summarise scheduling of main activities and define milestones. Sub-activity components are merged into a general key activity and event summary timeline, providing the estimated completion of each; this enables progress (milestones) to be identified and measured.

Steps 7 and 8: Define expertise and distribute work among team members. When the tasks are known, it is possible to specify the type of expertise required and the time/resources needed to access expertise. Responsibilities for achieving milestones are distributed, taking into account the capability, skills and experience of each member of the team.

Requirements

Data/information. The activity schedule relies on the logframe matrix. Having information available (even if it is only indicative at the design phase) on expected results, assumptions and risks is a precondition to defining what activities are going to be implemented and when.

Time. An activity schedule is a living tool. It has to be predefined at the formulation phase, but needs to be revised and updated regularly during implementation. The time devoted to this task will depend on the scope of the intervention.

Skills. A good knowledge of the intervention and its core components is required to allocate activities, time and responsibilities wisely.

Facilities and materials. N/A

Financial costs and sources. N/A

Tips and tricks
The most common problem arising in the preparation of activity schedules is underestimating the time required for the intervention. This can happen for several reasons:

• omission of essential activities and tasks;
• not identifying interdependent activities;
• inadvertent creation of resource competition (i.e. scheduling the same person or piece of equipment to do two or more things at once);
• desire to impress with the promise of rapid results.

RESOURCES

Where to find it

The European Commission, 2004. Aid Delivery Methods. Volume 1. Project Cycle Management Guidelines. Chapter 5.4. Activity, resource and cost schedule (Pages 85-89).

Complementary guides, methodologies and tools

N/A