Managing vs. Reporting

Is the project plan thorough enough and the project schedule detailed enough that they can be actively used to keep the project headed in the right direction? 

Small projects can succeed through sheer force of will and a little luck. Medium and large projects require effective planning and scheduling.

That means the project schedule has to be used actively, not just as a progress reporting tool. 

Often unanticipated slippages result from project schedules that are not sufficiently broken down into sub-tasks. Tasks bog down waiting for undocumented steps to be completed and the project slips. 

Usually the problem gets compounded because there is not enough detail in the project schedule and plan to allow mitigating steps to be taken quickly enough to offset the delays.

A good project schedule is a tool not just for reporting, but for actively maintaining maximum control of the project.

Are there enough "early warning" tasks in the project schedule at points where sub-task slippages can be offset by compensating actions?

Are the project high-risk tasks identified in the plan and schedule? 

Does the planning include alternate schedule and work options for high-risk tasks and for task estimates that are not truly firm? 

Have schedule check-points been set at points in the project where project recalibration can be most effectively done if there are significant problems?

These are some of the many questions that must be asked in examining project schedules and plans.

People usually don't plan to fail, they simply fail to plan well enough.

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Copyright © 1999 Ray Bernard Consulting Services
Last modified: July 19, 2001