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Program and Production Scheduling
- by Rob Seiler, PMP, and Jerry Insall, PMP
The use of program and production scheduling integrates project information and obtains the commitment of the organization while providing a way to track and update status. Through an organization-wide iterative approach to scheduling and a commitment to schedule deadlines, unity in project effort can be achieved.
- by Steve Loving, PMP, ITIL V3 Foundations, ScrumMaster
The project manager can see queues, or systems of flow, but must be skillful in optimizing them and ensuring the best sequence of work packages to finish the project on time. This paper focuses on finding queues and watching queues, with the goal of improving project management practice, and it all starts with identifying queues in your project environment.
Project Schedule Strategies: Helpful Hints for Project Managers and Team Members
- by David M. Ciriello, MBA, PMP, PMI-SP, CISA, MCTS
All major projects in today’s market require a project schedule that is actively monitored. Despite this important role, managing a project schedule remains a process shrouded in assumptions, systematic automation, personal judgment, and a lack of consistent standards. Thus, this article provides the recommended best practices for creating and managing a project schedule that will help ensure that the executed work minimizes inefficiency while maximizing the potential to achieve the project’s objectives.
Schedule-Oriented Project Planning (SOPP)
- by Joseph D. Launi, PMP
Schedule-oriented project planning is a planning methodology that forces the project team to plan the project bit by bit by drafting the project schedule early in the process and using that schedule to build subsequent plans such as the cost, quality, procurement, communications, and risk plans. This article explains the factors involved in the creation of a solid project management plan using SOPP.
Prioritizing Your Workload: Workload Assignment and Prioritization (WAP)
- by Stephen Henning, PMP
Project or program managers should ask themselves workload assignment and prioritization (WAP) questions, consciously or unconsciously, every day, and sometimes every hour. This article explains how to create a WAP spreadsheet that will enable you to capture the processes, issues, and projects (PIPs) and provides a sample WAP spreadsheet and Workload Assignment Form (WAF).
Occam’s Razor for Work Breakdown Structure and Three-Dimensional Time Scheduling
- by Oleksandr Tugayev, PhD
This article is about Deliverables – Activities – Time (DAT) charts—a new three-dimensional presentation of the classic instruments in project management: Work Breakdown Structure (WBS) and Gantt and PERT charts. The aim is to create simpler and more presentable project management charts.
Accordions and Iron Bars
- by Brooks Johnson, PMP
This article is about a critical attribute associated with the project schedule, which can help you in your planning activities as well as help others better understand one of the most basic yet significant of all project task attributes. That attribute is the ability of a task to flex and compress under the inevitable changes of the project.
Deliverable-Oriented and Schedule-Driven Project Execution
- by Dong Choi
By focusing on only the work required to complete the project within a customer-specified time span, engineering, procurement, and construction companies can eliminate waste and the overuse of resources, which will help them survive cutthroat lump sum turnkey competition. Deliverable-oriented and schedule-driven project execution is essential in optimizing manpower utilization and meeting the client's ever-shortening project schedule requirements.
Fast Tracking or Backtracking?
- by Joel Kohler, PMP
We've all been there. The customer or the calendar demands a quicker than planned completion to the project. Should you consider fast tracking to compress the schedule? Can you fast track, without backtracking through new costs or delays?
The Five Secrets of Project Scheduling
- by Michelle Colodzin, PMP, PMI-SP, MCTS, MS Project Black Belt, MetaVista Consulting Group
This document defines five factors-or "secrets"-which, when consistently implemented together, result in project schedules that are more likely to be used and maintained throughout the life of a project. A project schedule that is followed and maintained throughout a project can provide early identification of potential schedule slippage, project risks and other issues.
Developing and Tracking of a Total Schedule Outline Based on Three Airport Construction Projects
- by Jia Guangshe, Cao Li, chen Jianguo, Tang Kewei and Xue Xiangdong, School of Economics and Management, Tongji University, Shanghai, China
The authors, experienced in project scheduling on large projects and programs, detail their methodology in developing and tracking management of a total schedule outline for three large airport construction projects in China.