The Goal of the Schedule Development Process

I've used terms like "realistic" and "well-developed" to describe the type of project schedule we want to develop. Before we continue, let's clarify what the goal of the schedule development process should be. 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. This is why 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.

tip

To be final, a schedule must possess the following key attributes to be considered complete and ready to be used as a baseline for project performance:

  • Complete The schedule must represent all the work to be done.
  • 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. While there are many factors that can adversely impact project performance and cause us to re-plan, re-schedule, or take corrective actions, an improper schedule should not be one of them. Of course, by understanding the lessons discussed in this chapter and in this book, you will be well on your way to developing solid project schedules every time.

Part i. Project Management Jumpstart

Project Management Overview

The Project Manager

Essential Elements for any Successful Project

Part ii. Project Planning

Defining a Project

Planning a Project

Developing the Work Breakdown Structure

Estimating the Work

Developing the Project Schedule

Determining the Project Budget

Part iii. Project Control

Controlling a Project

Managing Project Changes

Managing Project Deliverables

Managing Project Issues

Managing Project Risks

Managing Project Quality

Part iv. Project Execution

Leading a Project

Managing Project Communications

Managing Expectations

Keys to Better Project Team Performance

Managing Differences

Managing Vendors

Ending a Project

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Absolute Beginner[ap]s Guide to Project Management
Absolute Beginner[ap]s Guide to Project Management
ISBN: 078973821X
EAN: N/A
Year: 2006
Pages: 169
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