The sooner that a PM can recognize that not all delays are created equal—and figure out which ones need action taken—the greater the chance of project success. When do you need to start worrying?
Conversations in Scheduling
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New technologies, hybrid projects, the launch of a PMO—when the environment is constantly changing, how do you craft a schedule (or multiple schedules) for project success? Discover timely answers here—and only here—at the PMI Scheduling Conference 2017, exclusively for PMI members.
Love project scheduling? Or just want to learn what’s new in the world of project scheduling? Attend the PMI Scheduling Conference – exclusively for PMI Members. Learn the latest in scheduling best practices not available anywhere outside of PMI. We’ll share tips and tools from real-life projects and programs.
With rising environmental concerns and global warming, there is an increase demand for electricity and other alternative energy sources around the globe, to deliver clean, reliable and affordable energy. Energy industries encompass a broad group of sectors - oil and natural gas, coal, nuclear, wind, solar, hydro, geothermal etc. Each of these industries contain very different types of organizations, and what constitutes risk in wind projects is far different than in nuclear. But they all share a similar challenge; to produce more energy at a lower cost with fewer emissions.
A project schedule is an indispensable tool in the hands of a Project Manager to efficiently manage and direct project work. A well-constructed and maintained schedule is a key ingredient needed for the success of any project. The DCMA 14-point assessment offers a project manager an industry defined method to quantitatively evaluate a schedule and improve its quality. The project manager may use the DCMA 14-point assessment at the beginning of the project as a set of guidelines for developing a logic driven, solid and manageable schedule, and throughout the life of the project, as a set of health checks for periodically evaluating the schedule against a set of measurable criteria.
Save Time With Tools + Templates
The "dones" process is a low-overhead way for you to stay aligned, avoid micromanagement, and focus on the things that are most important. Use this template along with the article Working to ‘Done,’ Not on What You Have ‘To Do’ to align long-term goals and short-term deliverables.
This Excel template will help define a rough-cut work-forward timebox schedule based on the start date of a project. See full instructions in the article Start Date Set in Stone? Schedule Using the Work-Forward Timebox Model.
This Excel template will help define a rough-cut work-back timebox schedule based on a latest possible completion date of a project. See full instructions in the article Is Your Date Do-Able? Try Rough-Cut Timeboxing: The Work-Back Model.
While actively participating in mentorship during a project with a local design/build firm, this practitioner compiled an overview of the project management process as detailed in PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Use this overview with other project managers as a tool to reference in your day-to-day PM activities (as well as share with new project managers).
Do you have a flexible, healthy, dependable project schedule? You don't? Come right this way.
Learn From Others
The "dones" process is a low-overhead way for you to stay aligned, avoid micromanagement, and focus on the things that are most important. Use this simple process and its accompanying template to align long-term goals and short-term deliverables.
As a due date approaches, the percentage-complete rates slow down and fluctuate as the reality of the task sets in. Use the 1:1:1 principle to help reduce confusion, increase accountability and protect against “crunchy peanut butter progress.”
Ever hear a project manager say "Everything is critical!" about a schedule's tasks? Don't make that mistake. Understanding the mechanics of critical path is a crucial hard skill that PMs need to master early in their careers.
We're often given an end date and have to work backward to derive when an initiative should start (or should have started). But what about when a project manager is able to provide a start date? That's where the work-forward timebox model can help!
Do you ever play “Bring Me a Rock”? That’s when the manager wants the PM or the people doing the work to reduce their estimate durations. This hurts everyone-—and can lead to watermelon status reports.
Having something that enables a project manager to rough-cut an initiative using some standards can be helpful in providing a lens on whether a date is even remotely achievable. This is where the work-back timebox model comes in.
The attention paid to recording the recent project past can sometimes sound like a captain reading from a ship’s log—a very boring register that no one will ever want to read again. Instead, focus on the future.
Schedule delays are among the most common problems projects face, but how do you manage them properly? That depends on why they’re happening...which isn't always obvious.
As people take time off for the year-end holidays, team capacity fluctuates and planning is a challenge. Here are four options to make the best use of the time and people available, while trying not to create more stress and frustration.
It can be tempting to fill up your strategic planning "bag" using all available information and resources. But doing so can cause problems as the plan progresses. Sometimes leaving some things out of the initial plan is better down the road.