Most leaders do not drift from their priorities because they lack conviction. They drift because calendars accumulate faster than they are examined. If strategy is about choice, then your calendar is where those choices become visible.
Find answers to these questions and more in this Scheduling Practice Area. If you are new to Scheduling, take advantage of the resources below and don't be shy about commenting or asking questions. If you're a seasoned pro, help others out and become an influencer. We welcome contributions from all sources and the more you participate, the more visible you become. Let us help you move down the road from "giver of sage advice" to "Thought Leader".
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PAVANKUMAR POKURIPAVANKUMAR POKURI replied Jun 18, 2026
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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.
In this conversation, agile pioneer and Agile Manifesto co-author Jim Highsmith reflects on the evolution of agility from software development to the enterprise level. He argues that enterprise agility is not simply about responding to change but also about shaping it, requiring organizations to develop strong sensing capabilities, embrace continuous learning and build leadership judgment. To achieve it, organizations must move from a mindset of control toward one of learning and adaptation. He also explores the role of AI as both a driver of disruption and an enabler of faster learning, while stressing that human judgment remains essential in navigating uncertainty and leading transformation.
Attendees will explore variance calculations, z-score methodologies, and probability distributions to assess the feasibility of completing a project ahead of schedule. Using real-world case studies, we will demonstrate how to compute and interpret probability-based forecasts to enhance decision-making in complex projects.
This document provides detailed information about deliverables, activity and scheduling of each component in the Work Breakdown Structure (WBS). A WBS dictionary is where the details of the tasks, activities and deliverables of the work breakdown structure are located.
Use this sample Excel Gantt Chart to track project task progress based on your entered start and projected/actual end dates, along with your entered precent progress complete for each task.
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.
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).
UPDATED TEMPLATE! A core requirement of building a project team is identifying the people that you need to work with. The skill requirements worksheet and questionnaire is a planning tool to support thinking about the expertise and skills that you need in your project team.
What time management quadrant do you live in the most? A project manager who lives more in Quadrant II will be able to better influence larger projects. Here are some tips to help you transform into a Quadrant II scaled-up leader.
When an organization consistently approves too much work, it fails to understand that planned work and work capacity are dramatically out of synch. PMOs must learn to optimize the ability to leverage whatever capacity the company has.
Without some amount of estimation, creating an agile plan becomes incredibly difficult. And yet, estimates have a reputation of being inaccurate, immediately outdated, or possibly a complete waste of time. While these two seem to be in conflict, in reality, agile handles it rather well.
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?
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.
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"Only those who have been in the frying pan are really qualified to talk about the heat." - Winston Churchill |
