CHAPTER 7 – Managing Project

Schedules
Project Management Process

“Align the Team”

+ 10% of
“Plan the Work” Project effort
“Endorse the Plan”

+ 90% of
“Work the Project effort
Plan”
 Project Management Process
Initiate Plan Endorse •Project Team Commitment
& Align the Work the Plan •Management Endorsement

•Project
Description •Work Breakdown
•Team Mission/ Structure (WBS) /
Assignment Master Deliverables Work Transition
List (MDL) the Plan & Closure
•Major Milestones
•Task Planning &
•Boundaries Scheduling
•Team •Managing Scope, •Implement
•Budget Schedule & Budget Transition Plan
Identification
•Risk Planning •Manage Risks •Review Lessons
•Roles &
Responsibilities •Communication •Manage Change Learned
Plan •Reward &
•Measures of •Communicate
Success •Change Recognize
Management Plan • Progress
•Operating •Archive
•Quality (QA/QC) • Issues
Guidelines
Plan • Lessons
•Transition & Closure Learned
Plan

Continuous Communication
 Project Management Process

Initiate Plan Endorse

& Align the Work the Plan

Manage the Scope, Work Transition

the Plan & Closure
Schedule, & Budget
Manage Risks
Manage Change
Communicate:
•Progress
•Issues
•Lessons Learned
 Active
Project Management
Regular comparison of
“Planned”
(activities, accomplishments, costs, etc)
with
“Actuals”
(activities, accomplishments, costs, etc)
 Active
Project Management
Feedback loop of control

Endorsement Updated
BaselineBaseline
Scope
New/Updated Track Actual
Schedule
Plan Performance
Budget

Forecast to
NO
complete Variance
(aging, etc.)
YES

Correction Record Actual

Action Performance
 Active
Project Management
Items to track in PDIS

SCHEDULE TRACKING

Actual Start: The actual date a task was started on.

% Complete: Elapsed Duration/Total Duration

Base Cost % Complete: % of deliverable completed.

Actual Finish: The actual date a task was completed

 Active
Project Management
Controlling the Schedule

Schedule data should be current up to the date line

 Active
Project Management
“Schedule “Integrity”
A project schedule that is not kept
current is likely more “dangerous” than
having no schedule at all. A non-current
schedule can easily deceive you into
thinking the project is at a certain point
of evolution when in reality it is not.
 Task Planning
Schedule
Work Breakdown Structure Resource:

Task # Apr
Qtr2, 2003
May
Technician 3

Jun Jul
Qtr3, 2003
Aug Sep
28 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 1 8
Team Mission 1

Statement 2
3 Technician 3,Technician 2

4 Technician 3,Technician 2

5 Technician 3

6
7 Technician 3,Technician 2

8 Technician 3,Technician 2

9 Technician 3,Technician 2

10
11 Technician 3,Technician 2

12 Technician 3,Technician 2

13 Technician 3,Technician 2

14

Network Diagram