Detail Your Project Planning With Organization and Scheduling

Let’s begin today’s discussion of how you can propagate project success using a quick review of the Phases of the Project Management Lifecycle; that are:

  1. Concept and Feasibility
  2. Organization and Scheduling
  3. Execution
  4. Review/Audit

We have been discovering how you can manage an excellent Concept and Feasibility phase, so that we can manage our project by doing our essential homework, around the original work that management had already accomplished about the time, cost and objectives of one’s project.

After a successful presentation of our own Concept and Feasibility findings, we’ve got agreement with your Project Customer to maneuver to the detailed project planning, that is, Organization and Project Scheduling.

Our goal is to attain buy-in on all the tasks essential to complete the Execution Phase with the project also to get another agreement in the Project Customer to some +/- 10 percent of time and price from the objectives.

Here is the Project Manager’s to-do list for Organization and Scheduling:

  • Identifying Tasks on the Project Schedule
  • Project Schedule Work Breakdown Structure
  • Project Schedule Critical Path Analysis
  • Project Management Plan Update
  • Time and Cost Tracking
  • Agreement with Project Customer to complete

Identifying Tasks on the Project Schedule

To identify and schedule every one of the tasks for your project’s execution phase you should assemble they and merely question them what its going to take to achieve their objectives. For each task, in addition, you need to estimate your time and value, as well as where to get the serious amounts of expense is from the person doing the task.  At this time we’re looking for a +/- 10% estimate to limit padding.

Project Schedule Work Breakdown Structure (WBS)

A Work Breakdown Structure will be the report on every one of the identified tasks which are required to complete the project. They are now divided and listed into summary and sub-level tasking, kind of like a to-do set of the duties.

Project Schedule Critical Path Analysis (CPA)

A crucial Path Analysis can be a some time and logic exercise. Logic diagramming is a common tool for a Critical Path Analysis To not be mistaken with setting milestones, a vital Path Analysis will state the Project Manager exactly how long the project will require depending on the actual estimates provided by they.

The critical path will also show the relation of each task to others and the way a project timeline could be shortened by overlapping tasks. There are lots of software tools you can use for your WBS and CPA. These software tools can provide Gantt charts along with other reports for the Project Customer. The combination with the WBS and CPA becomes your working Project Schedule.

Project Management Plan Update

The Project Definition Document you commenced in Phase One and now is updated and used as the official Project management software Plan. Make sure you call a conference of stakeholders for a status presentation (it is possible to update the one for Phase One – Concept and Feasibility), because it’s far better to have any last minute opinions and possible changes reviewed and accepted because of your Project Customer ahead of the Execution begins.

Time and Cost Tracking

Once you are spending some major time and expense in Organization and Scheduling. Make sure you keep track of and report your costs inside your Project Management Plan.

Agreement with Project Customer to Complete

Before we can proceed to the next phase, the same as at the end of Concept and Feasibility, we want a partnership with our Project Customer to start Execution. Try to get that agreement to within 10% of times and price from the objectives, which means you will have some wiggle room and therefore are not constantly reporting variance. Also, don’t forget a status meeting to ask every one of the stakeholders for the party. It’s best to get any last second changes before the Execution begins.

February 20, 2012. Project Scheduling.

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