Schedule Management

Validate

August 28, 2009
By
Validate

Validating your assumptions is always a good practice. In project management too you should be validating your assumptions about everything. Most of the things about how much work has been done, how much more work needs to be done etc. are not something you can attach a precise numerical value. We do attach a...

Read more »

Sequencing

August 27, 2009
By
Sequencing

Key to successful time schedule management of a project is proper breakdown of tasks that are necessary to complete the project. Assuming you do a very efficient job in breaking down a project into logical tasks and sub-tasks, the project can still run-away unless these tasks and subtasks are done in the right, logical...

Read more »

Organize It

August 27, 2009
By
Organize It

Organizing the activities in a project works well for executing a project. It works well for monitoring it too. When you have been able to organize the tasks and sub-tasks in a well defined structure, it can give you a good feel of what parts need to be ready for progressing to another phase...

Read more »

Resource Allocation

August 25, 2009
By
Resource Allocation

While you may have planned your project meticulously, derived a perfect WBS, sequenced the activities wisely and organized the whole plan every effectively, you need to allocate resources that can make the plan a reality. Had these resources been machines you would have estimated their skills, productivity etc very accurately and you would not...

Read more »

Gantt Chart

August 24, 2009
By
Gantt Chart

A picture is worth a thousand words. That is equally true in case of planning and monitoring the time schedule of a project. Depiction of tasks, interdependence of tasks, the sequence and the organization can actually be shown by a drawing. The picture produced by a few simple drawing artefacts is able to depict...

Read more »

Estimation

August 22, 2009
By
Estimation

Time estimates are a crucial part of project planning. We start with the WBS to be able to plan the activities well. To get any optimization done with these activities such as the sequencing and organizing the activities we have to have time data. The time data to start with are the estimates of...

Read more »

Communicate

August 21, 2009
By
Communicate

It’s not only your project team members and you the project manager that are the only stakeholders in a project. There are always a lot of other stakeholders in the organization that are interested in successful completion of the project you are handling. They would want to be informed of the progress. The frequency...

Read more »

What’s NOT on Your Plate

August 20, 2009
By
What’s NOT on Your Plate

If it is important to know what’s on your plate, it is equally vital to know what’s not on it. It is the complementary part of the requirements definitions. If we define a set as well as another set that is distinctly exclusive from this set then the set gets uniquely defined. Therefore, if...

Read more »

Critical Path

August 19, 2009
By
Critical Path

You have done your WBS. You have been able to sequence the activities for the most effective outcome of the project. You have organized so that structure of the project plan is clearly visible. What remains now is to represent the activities in a network diagram. This clearly shows you the interrelationships of activities....

Read more »

Voice of the Customer

August 19, 2009
By
Voice of the Customer

One of the reasons we need to define the scope of a project very clearly is to be able to communicate to our customer that we did understand their needs. Understanding and the ability to define the scope needs to be communicated to customer in as unambiguous a term as possible. Therefore there’s these...

Read more »