Project planning and scheduling ebook

Author : United States. The development of an improved planning , scheduling , and control system for use in an engineering design section is described Author : Paul E. This book is an update Author : James P. This innovative book provides practical guidance on how project managers can deal with: Managing project risk. Author : John E. Resource leveling trends to smooth out the erratic swings in allocation requirements.

Another resource refinement technique is crashing tasks on the critical path. This involves adding more resources to shrink the critical task duration. Crashing should only be done on tasks on the critical path and then on those tasks that nets the most cost-effective result Frame, We humans can think in three-space but then act in a step-by-step fashion. Though completing one task before tackling another is preferred, how can any thing be done on time?

Mothers the true renaissance PM and movie producers make things happen by attacking multiple tasks simultaneously versus sequentially. Fast tracking is a broader form of this concurrent scheduling technique, commonly used in construction. Successive phases are started as soon as possible. For instance, the site work and foundations of the construction phase is started as soon as sufficient design packages are ready.

The facility design and procurement phases continue in concurrence with the construction phase. Though not fool proof—this fast-tracking method gives rise to many change orders fixing the design mistakes found in the field. The compiled NLD can look like a spider web—a gossamer tapestry of order and logic. Correspondingly, the network can be an incomprehensible rat's nest of derisive drudgery and tedious toil.

De-bottlenecking the choke points is one way to improve on this situation. By visual inspection, the NLD reveals tasks and the paths through which too much logical connections flow. By astute rerouting of the process paths and shrewd re-piping of the network logic, the over-pressured task points can be stressed relieved. The schedule is more that just a road map, giving the direction to the project team. The schedule is an itinerary of the planned activities combining the scope requirements with the work packages.

The schedule is both mile marker and a benchmark measure. Lastly, the project schedule provides the framework for gathering and sorting out all of the paraphernalia and souvenirs of the trip, both file folder and trip photo album. The captain's ship log and the team's diary of the project journey.

It is time to way anchor and trim the sails. In starting a project, the schedule provides a focus and structure for the new teammates, probably recently assembled. Though people feel most comfortable with a democratic form of governance where their words are heard and considered, the benevolent dictatorship format is the most efficient.

The project schedule provides the visual balance between these two opposing forms for team structure. Though the quality of the team is the prime determiner of project success, it is the synergy of the collective efforts more than the sum of individual talents that make a project click.

It is typical for the project plan and schedule to be developed by others than those of the team involved with the execution. The project implementation kick-off necessitates the execution team to collectively experience the project plan for the first time.

Their buy-in to the approved schedule is the essential step of the project initiation, with out which the project plan implementation is doomed. Athletic contests can provide immediate feedback as to progress and performance. The scoreboard shows clearly which team is ahead. The mountain of meaningless statistics placates the also-rans in second place, keeping the announcers jabbering away while the activity on the field continues. The game plan may now be in the can, but the game rolls on.

Likewise, the winning team may be ahead in spite of their best efforts to fail, working hard to grasp sudden defeat from the jaws of victory easily within their grasp.

As a long time, beleaguered fan of the Detroit Lions, the writer knows well from experience. The project schedule provides the baseline against which all activity is measured and evaluated.

The team tracks activity progress. This progress data then requires their honest assessment and frank analysis to determine and measure overall project performance. The project team uses the project schedules planned—versus—actual performance to assess themselves. They become their own harshest critics in communicating the project status to the project stakeholders. Brevity is the spice of life, and humor is life's spiciness. The best comedians tell jokes with a quick punch line.

They want to leave their audience grinning and amused but not rolling in hysterics. The Bob Hope versus the Milton Beryl school of vaudeville comedy. Are project managers really the new millennium's stand up comedians? Well, finding humor in the face of shear adversity in the project-from-hell is not a bad trait for a project leader. Project leaders are required to play the action character on a regular basis.

At each reporting period, the PM must:. Quite a tall order for mere mortals; however, project leaders are not allowed to feign mortality. Making things happen is a project leaders key trait. This requires communicating the project news, both good and bad, and then correcting the bad stuff while continuing the good. A project manager should spend most of their time planning with their team, guiding them in the proper direction. Fighting fires are for firemen.

The other part of the project leader's efforts should be the reason for their existence—ending the project successfully. The primary purpose of the project schedule is to guide the team to the end. The schedule is the measuring stick for assessing the project performance, evaluating progress, and getting to project closure as soon as suitable.

A project ends, operations gone on indefinitely. The project plan describes the ends; the project schedule defines the means. Neither the project plan nor the schedule is a product of any inherent value other than helping the stakeholders to meet their operational objectives and long-term strategic goals. The project schedule, in this sense, acts as the stages of the rocket ship that propels the crew to their destination, being jettisoned when their mission is accomplished.

This paper concludes with this suggested professional development scheme for the project management novice. The PM Network March cover story states that establishing a PM career track improves project performance, job satisfaction and the bottom line Logue, Seems like everyone wins: project, individual and the organization. By making project management a viable and desired career path, organizations will succeed by planning and executing project for success and excellence.

Nurturing the continued development of all workers is the lifeblood of any organization. PM must be taken seriously as if the life of the organization depended on it, because it does. Though not yet complete, the framework is there for the both aspiring and the grizzled veteran to pilot their own course through career development and toward self-fulfillment.

An important but overlooked portion of each certification program is the self-assessment portion, which affords self-introspection of one's career progress and professional performance. Coupled with the certification renewal process of earning professional development units PDU , the professional self-tracks their personal development. PMI's Certification Programs offer a process superior to any corporation's appraisal system typically fraught with office politics, self-incrimination and demoralizing retribution.

Edward Deming, the guru of quality, preached to totally do away with individual appraisals since they demoralize team unity and personal initiative. PMI's Certification Programs fill the void, offering valuable insight through self-analysis while tracking the important metrics. The apparently conflicting professional development goals of teamwork and self-promotion are balanced. In conclusion, a sports question: Are championship teams made with superior talent playing well or, with the synergy of good players submitting to team goals?

The competing super egos within many professional sports organizations sourpuss owners, indulgent coaches, and pampered athletes make for greater obstacles than the opposition. The victorious teammates win.

Instead of applying techniques piecemeal, you'll take a cohesive, step-by-step approach to improve strategic and operational planning and scheduling throughout the organization. You'll master advanced scheduling techniques and tools such as strategic planning models and critical chain and enterprise project management.

Includes time-and-error-saving checklists. Show and hide more. Table of contents Product information.