INTRODUCTION

In the introduction to Part 2, we put forward the (rather glaringly obvious) argument that if we could bite off the amount of a project that our plan required of us every day, every week and every month, then our project would remain on target. The same applied to the project budget. Clearly the same argument applies to multiple projects. If the project manager can succeed in meeting each of his projects' successive monthly, weekly and, ultimately, daily cost and schedule milestones, then the projects will remain on schedule.

The procedures described in this and the following two chapters enable the project manager to do exactly that.

These three procedures must be used in conjunction with each other in the way described here. An individual procedure cannot be used in isolation.