Project Management

170 Project Management

and analyze your position—in each of these areas.

Analyzing the Schedule

Schedule analysis relies heavily upon graphic techniques.

Figure 9-3 shows a basic project control schedule, where three

characteristics are displayed for each activity: the original base-

line plan, the amount of progress made, and the forecasted

time-to-complete.

The specific configuration of position and shading illustrated

in this figure would have been determined by input gathered at

a team meeting. Figure 9-4 displays the type of information that

Figure 9-2. Project management do’s and don’ts

Activ.
No.

Activ.

Name

1

2 B

3

4

5

A

C

D

E

6/29 7/6 7/13 7/20 7/27 8/3 8/10 8/17 8/24 8/31 9/7 9/14 9/21

Today’s Date

(Date of team meeting)

July August September

Key

Baseline Plan

Actual

Current Forecast

Critical Path

Figure 9-3. The do’s and don’ts of getting high quality data

•DOreward people for following appropriate processes, even if their

results are not always favorable.

• DON’Tshoot the messenger of unfavorable information, even if the mes-
  senger is responsible.
  •DOencourage and support an “early warning” mentality in reporting.


• DON’Tspend any time placing blame when poor results are reported.
  •DOimmediately move into a mode of collaborative problem-solving when
  problems surface.


• DON’Tever play one team member against another, or criticize one
  team member while talking to another.
  •DOdemonstrate personal commitment and accountability.