CHAPTER 7 – Managing Project
Schedules
Project Management Process
“Align the Team”
“Plan the Work”
“Endorse the Plan”
“Work the Plan”
+ 10% of
Project effort
+ 90% of
Project effort
Project Management Process
Initiate
& Align
•Project
Description
•Team Mission/
Assignment
•Major Milestones
•Boundaries
•Team
Identification
•Roles &
Responsibilities
•Measures of
Success
•Operating
Guidelines
Plan
the Work
•Work Breakdown
Structure (WBS) /
Master Deliverables
List (MDL)
•Task Planning &
Scheduling
•Budget
•Risk Planning
•Communication
Plan
•Change
Management Plan
•Quality (QA/QC)
Plan
•Transition &
Closure Plan
Endorse
the Plan
•Project Team Commitment
•Management Endorsement
Work
the Plan
Transition
& Closure
•Managing Scope,
Schedule & Budget
•Manage Risks
•Manage Change
•Communicate
• Progress
• Issues
• Lessons
Learned
•Implement
Transition Plan
•Review Lessons
Learned
•Reward &
Recognize
•Archive
Continuous Communication
Project Management Process
Initiate
& Align
Plan
the Work
Manage the Scope,
Schedule, & Budget
Manage Risks
Manage Change
Communicate:
•Progress
•Issues
•Lessons Learned
Endorse
the Plan
Work
the Plan
Transition
& Closure
Active
Project Management
Regular comparison of
“Planned”
(activities, accomplishments, costs, etc)
with
“Actuals”
(activities, accomplishments, costs, etc)
Active
Project Management
Feedback loop of control
Updated
BaselineBaseline
Endorsement
Scope
Schedule
Budget
New/Updated
Plan
Forecast to
complete
(aging, etc.)
Track Actual
Performance
NO
Variance
YES
Correction
Action
Record Actual
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
Work Breakdown Structure
Technician 3
Task # Apr
28
Team Mission
Statement
Schedule
Resource:
5
Qtr2, 2003
May
12 19
Jun
26
2
9
16
23
30
7
Jul
14
21
28
4
1
2
3
4
5
Technician 3,Technician 2
Technician 3,Technician 2
Technician 3
6
7
8
Technician 3,Technician 2
Technician 3,Technician 2
Technician 3,Technician 2
9
10
11
12
13
14
Network Diagram
Technician 3,Technician 2
Technician 3,Technician 2
Technician 3,Technician 2
Qtr3, 2003
Aug
11 18
Sep
25
1
8