In
this post, we will emphasize the vital importance of the project schedule, step
through the process for developing a realistic schedule, and highlight the
areas where people often go astray. The one activity that the common person associates
with project management is planning, and the main output from this planning
effort is a schedule. Yet, it is a challenge to find a project manager who can
develop one accurately.
Although
scheduling is one of the two primary technical aspects of project management,
it is a common technical weakness of many project managers. The possible
reasons being lack of time for proper planning, lack of education on the
schedule development process, lack of training with the scheduling software,
and a belief that a detailed schedule is not necessary. This issue is one of
the fundamental reasons why many organizations started project management
offices (PMOs)—internal support and governance organizations to improve project
performance. Unrealistic project schedules have an adverse impact on resource
management and project investment decisions.
If
you know the proper process for developing a schedule, you will understand the
necessity of a detailed schedule, and you will have plenty of ammunition to use
when negotiating for project planning time. Combined with proper knowledge of
the scheduling software you are using, you will possess a key strength for
successful project managers and be a key asset to your stakeholders.
The
project schedule is the tool that merges all the work tasks to be performed,
their relationships, their estimated durations, and their assigned resources to
a calendar. For most, specialized scheduling software (such as Microsoft [MS]
Project) is used to produce a project schedule.
The
project schedule is often referred to as the “project plan” in error. Although
not technically correct, it is easy to understand why this term is often used.
The project schedule serves as the chief integration point for most, if not
all, of your project planning efforts. The project schedule reflects (or should
reflect, when the schedule development process is complete) all the following:
•
Work Breakdown Structure (WBS)
•
Resource plan
•
Work estimates
•
Key milestones
•
Responsibility assignments (RASIC)
•
Quality management plan
•
Risk management plan
•
Communications management plan
•
Procurement management plan
•
Staff management (training) plan
In
addition to providing this vital integration role, the project schedule is
important to the project manager for these reasons as well:
Drives project budget—Because
most of your project costs are a factor of time, the project schedule is a main
driver for your project budget. If the schedule is inaccurate, your budget is
likely incorrect, too.
Drives resource schedule—Your
schedule drives the timing of your resource needs. Especially in organizations
where resources are shared across projects or centrally managed, the accuracy
of the schedule is key to efficient resource management.
Essential for managing expectations—With a well-developed schedule, you have the best tool for
managing stakeholder expectations regarding the schedule-cost-quality
equilibrium. A well-developed schedule illustrates the earliest date a project
can be completed given the project’s current requirements and constraints. This
is an invaluable tool when negotiating the final schedule with senior
management or customers and when assessing the impact of any change to any
equilibrium factor during the execution of the project.
Allows project performance to be measured—With a well-developed and approved project schedule, you have
the capability to establish a baseline for how the project is actually
performing.
Provides for “what-if” analysis capabilities—Another important ability that a well-developed schedule
provides is the ability to perform “what-if” analysis during the execution of
the project. Over the course of a project, things happen that can negatively
affect project performance. At these times, you need to know what corrective
actions can be taken to possibly get the project back on schedule. Without a
well-developed schedule, you cannot quickly determine the effect of
implementing a given schedule compression technique, such as fast-tracking,
crashing, or limited overtime.
Goal
of the Schedule Development Process
The
schedule development process should generate a project schedule that meets the
following criteria:
·
Complete—The schedule must represent all the work to be done. Therefore,
the quality and completeness of the WBS is so important.
·
Realistic—The schedule must be realistic with regard to time expectations.
·
Accepted—The schedule must have “buy-in” from team members and
stakeholders.
·
Formal—The schedule must be documented and formalized.
After
reviewing this list, you probably see why so many projects are troubled from
the start. Although there are many factors that can adversely affect project
performance and cause us to re-plan, reschedule, or take corrective actions, an
improper schedule should not be one of them.
