A schedule is a timetable showing the work involved in a project, programme or portfolio. It is a dynamic document that is created and maintained throughout the life cycle. Schedules can be created for different aspects of the work and these are an important means of communication with all team members and stakeholders.
To be realistic, schedules must reflect the impact of resource availability, risk and estimating accuracy on the performance of the work. The goals of schedule management are therefore to:
- determine timescales for the work;
- calculate profiles of resource demand;
- present schedule reports in a format suitable for different stakeholders.
The schedule management procedure will vary in accordance with the context of the work but a typical high level procedure will follow the steps below:
Schedule Management Plan:
Schedule Management Plan requires thinking proactively before executing the project. It involves thinking through several points, including:
article submission starts.
Individuals involved in the scheduling process
The approach required to plan a schedule of the process
Use of organizational processes and procedures Tools used for scheduling Method to manage and control the project to schedule baseline and manage any deviations
The schedule management plan is created as a part of Develop Management Plan process in Integration Management. A project manager must create a schedule management plan and it is observed that in real-world scenarios most of the project managers miss on this important aspect. A schedule management plan should include the methodology used to create the schedule.
Projects, programmes and portfolios
Most detailed scheduling takes place at project level where the outputs are produced. Traditionally, project schedules concentrated on the technical activity that creates products but more recently, management activity is also being included. As the complexity of the work increases it becomes impractical to maintain a single detailed schedule.
Large scale projects will often use rolling wave planning where only short term work is shown in detail with longer term work being shown in summary. As the amount of management activity increases it may be useful to create separate delivery plans for different areas such as a communications plan or a benefits realisation plan.
At programme level there should be a delivery plan that summarises the component plans. For this to be effective, the management team must ensure that similar scheduling policies are adopted across the programme. These policies may be set out in a schedule management plan.
Effective Scheduling Planning to Make the Best Use of Your Time
It's the end of another busy working day and, even though you came into the office early and left late, you don't feel as if you've accomplished anything significant.
It's all too easy for this to happen. Faced with endless meetings, frequent interruptions, and urgent last-minute tasks, you can easily be busy all day without making any progress on high-priority projects and goals.
That's why it's so important to know how to schedule your time properly. In this article, we'll look at the steps you can take to do this, thereby making time for the work that really matters, while still leaving time for personal development, family and friends.
Identify Available TimeStart by establishing the time you want to make available for your work. How much time you spend at work should reflect the design of your job and your personal goals in life.
Schedule Essential Actions
Next, block in the actions you absolutely must take to do a good job. These will often be the things you are assessed against.
Schedule High-Priority Activities
Review your To-Do List, and schedule in high-priority and urgent activities, as well as essential maintenance tasks that cannot be delegated or avoided.
Schedule Contingency Time
Next, schedule some extra time to cope with contingencies and emergencies. Experience will tell you how much to allow – in general, the more unpredictable your job, the more contingency time you'll need. (If you don't schedule this time in, emergencies will still happen and you'll end up working late.)
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What are the activities that you have to do in the project? By using a Work Breakdown Structure (WBS) and a deliverables diagram, you can begin to take these activities and organize them by mapping out the tasks necessary to complete them in an order than makes sense.
Tasks are not an island, and often one cannot be started until the other is completed. That’s called a task dependency, and your schedule is going to have to reflect these linked tasks. One way to do this is by putting a bit of slack in your schedule to accommodate these related tasks.