Project Execution PladMaster Project Schedule

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projects, it requires hands-on participation. In large projects, the execution responsibility is eventually assigned to general a contractor who will be responsibleforengineering andor construction.Detailedplanningwillthenbe done by the contractor under the supervision of the Project Manager. The managers of small projects don't have the luxury of a general contractor and they have to cope with all levels of planning. The criteria, tools. and guidelines included in thisbook can be useful to all project managers but are specifically intended for the managers of small projects. THE PROJECT MANAGER MUST KEEP A VERY OPEN MIND CONCERNING THE PROJECT EXECUTION APPROACH AND NEVER FORGET THAT NO TWO PROJECTS ARE EXACTLY ALIKE. THE FACT THAT GIVEN A APPROACH WAS SUCCESSFUL IN ONE PROJECT NOT, IS PER SE, SUFFICIENT JUSTIFICATION TO USE IT IN ANOTHER.

9.2 ThoughtsonScheduling
It seems that onceaproject is initiated,everybodywantstoseeaschedule immediately. It is up to the Project Manager to provide one. There are all types and levels of schedules ranging from simple bar charts and/or logic diagrams to verycomplicatedcomputerizednetworks.All of themhaveaniche in project execution. Usually the Owner's Project Managers don't get directly involved in complex andsophisticatedschedules;whenthesizeoftheprojectrequiresthat level of scheduling, there will be an engineering firm and/or a general contractor to performtherequiredwork.Thelevelofschedulinghandled by theOwner's ProjectManagers,especiallythose in charge of smallprojects,shouldnotgo beyondthatrequiredforamasterscheduleinvolving 100-200 activities at the most. That is all that is required to develop a project execution plan. It must be noted that while a schedule is a stand-alone document, the execution plan could not exist without the master project schedule.

9.3 Influential Factors

All the factors listed below can affect project cost andor schedule. Some will have a favorable impact, others a negative one. Some are controllable, while others are not. Since no two projects are alike, the effect will vary with the circumstances surrounding each one. Every factor must be considered and analyzed before finalizingtheprojectexecutionplan.TheProjectManagermust"makethings happen," make the most out of the favorable and controllable factors while striving