The Schedule & The Project Plan

A project schedule is not the just like the project plan. Repeat after me, the schedule is not the project plan. As the name suggests, the project plan is an accumulation of documents utilized to manage the execution of a project. The schedule includes dates for tasks and milestones in the project plan and is also some the master plan, but is not comprehensive enough that need considering an agenda. The project plan goes more deeply than a timeline and is also the entire blueprint for that project. In line with the PMBOK, the project plan can sometimes include the next:

• Project charter
• Description of project management software approach or strategy
• Scope statement
• Work breakdown structure
• Cost estimates
• Performance measurement baselines
• Major milestones and target dates
• Key or required staff
• Risk management plan
• Subsidiary management plans:
• Scope management
• Schedule management
• Spending budget
• Quality management
• Staffing management
• Communication management
• Risk response
• Procurement management
• Supporting detail
• Outputs using their company planning processes
• Constraints and assumptions
• Technical documentation
• Standards documentation

You should determine the level of detail needed, depending on the sized the project. From your list above you can observe this list is quite extensive and much more encompassing than a set of tasks, assignments and expected dates. I often hear companies and individuals make reference to the schedule because the overall arrange for the project, which can being accurate along with a risk for the projects and organizations. Without capturing and handling the information above, you’re not truly planning for and handling the outcome of your projects.

Planning is fundamental to project success. The opportunity to plan and to derive the most important thing from vast amounts of information and stakeholders is important. We all know the word “if we do not possess a clear intend on where we’re going we won’t know once we get there”, however, if unfortunately we cannot possess a clear understanding alternatively areas in the above list; our projects and teams will flounder.Improperly addressing and continuously managing the items above can provide significant concern from executives among others funding the project,along with those the project is being designed for.

While we may not have all of the answers when we start planning the project,we must understand that planning is iterative that plans usually are not created in a one-time session. The act of creating these guides will require one to consider the required factors and truly analyze the specific situation,making a response to all possible scenarios.

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February 17, 2012. Project Scheduling.

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