The “Schedule” is a commitment to a client or customer, it is a motivation to achieve task completions and milestones, it is a wish when a client wants the project to be done but it is most importantly a Strategy. A Strategy that must reveal reliable data and accurate information creating realistic tasks and due dates. It is a method of loading costs and resources to continually track the life cycle of the project. It is achieving milestones to confirm the project is on time and on budget.
We define strategy first with quality problems. Determining reliable data and accurate information. This is the foundation of the schedule. Complete the due diligence of each part of the data which prefaces the risks of information.
Secondly, with realistic tasks. Vaguely stated tasks become exposures to problems. Perform dry runs of tasks to uncover conflicts and potential incomplete items.
Next determine the durations, due dates, start dates of each task. Are they realistic? A form of dry runs can reveal minimum and maximum time constraints, these are vital to tracking and adjusting the schedule.
Is the schedule able to be resource and cost loaded? Optimizing major expenses with support, incorporating minor expenses without or the potential of major flaws is critical to a schedules cost resourcing.
As the schedule is developing these quality items, realistic tasks, time constraints and cost/resource laden entities, the project can now be continuously tracked, with affirmation, and then adjustments can be made over the project’s life. This method can not only achieve the current risks and opportunities but accept new risks from delays, changes, approval delays, procurement problems, work restrictions, the adaptation to new systems –or- new opportunities from reduced durations, mitigation relief, adding new resources to critical activities, unused float time, the advantage of new systems. Ideally, this implements the achievements of milestones.
Additionally, the review of the schedule must be done as a process through its creation by managers or peer review. This leveling of the schedule comprises the agreement of tasks, durations and dates, listing potential changes and delays.
- Control Large and Complex Projects Efficiently
- Manage multiple projects in a multi-user Environment
- Design Schedules:
- Develop and maintain summary level schedules.
- Establish and recommend contract milestones.
- Develop, review, analyze and coordinate detailed CPM schedules as design proceeds.
- Update and monitor detailed CPM schedules.
- Construction monitoring phase:
- Review and analyze Contractor CPM schedules.
- Review and analyze Contractor logic changes.
- Prepare monthly progress reports.
- Review Contractor time impact analyses.
- Attend all meetings discussing issues affecting project schedule.