The use of the project management system is very extensive, so how to effectively control the project schedule? time, cost, and scope are essential elements of a project's success and play a vital role in the success or failure of a project. if the time increases, it is bound to increase the cost of the project; insufficient time may lead to a reduction in the scope of the project.
in addition, according to the current project management experts' research on failed projects, we can find that the construction period is beyond the plan, and almost every failed project has problems. therefore, the effective implementation of project schedule control is an important guarantee for the success of the project and must be paid great attention to by every project manager.
first, the plan control plan is the guidance of the action and the key to the success of the action.
being able to execute 100% according to the plan is the ideal of every project manager, and the actual situation is that the project is often subject to various interferences, and the plan is constantly changing according to the actual situation. the project manager should achieve the control of the plan, and the foothold should be to supervise the implementation of each sub-plan.
(1) planning of sub-projects
a project often involves multiple stakeholders, and each stakeholder has different responsibilities; the duration of the project is longer, and the work content of each stakeholder in each time period is also different. therefore, projects are usually managed through multi-level planning, and when the plan is implemented by itemization, it is often carried out through rolling planning, progressive detailing, iterative development, etc. the project manager will divide the tasks periodically, depending on the project situation, some in weeks and some in months.
when the project manager divides the tasks, he must clarify the phased objectives of the work, which is based on the project benchmark plan, oriented by the phased deliverables, and the key points of each sub-project are clarified.
(2) formulation
of sub-plans when the sub-project leaders formulate sub-plans on a rolling basis, they must implement the phased objectives and requirements of the project manager, and at the same time refine the work to the measurable deliverables of the sub-projects to form an operational plan. the plan can be in a fixed form, according to the business workflow of each department.
(3) sub-plan inspection
inspection of deliverables: the project manager regularly checks the completion of the deliverables of each sub-project responsible person, and if necessary, checks its sub-plan and implementation.
check critical path work: focus on whether the things on the critical path are proceeding as planned, and whether the project is completed on schedule.
inspection of key figures: for people with heavier tasks, weaker abilities and poor execution, their work can increase the frequency of inspections, assist, guide and supervise them, and avoid the risk of incomplete completion of due tasks.
benchmarking plan: after summarizing the completion of the sub-plan, the project manager benchmarks with the benchmark plan, evaluates the project performance, and works with the project team members to formulate the measures for correcting the deviations of the plan. <
(4) plan update
the consensus update plan should be released in a timely manner, sent to the members of the project team, and sent to the personnel who have the need to control the progress of the project, and if necessary, to the stakeholders who can effectively supervise or assist the project members to complete the task.
second, the resource control
project can not be completed as scheduled, a large part of it is due to resource problems, procurement resources are not in place, human resources are insufficient, production resources conflict, etc., and then the perfect plan, no resources landed, are empty talk. therefore, in the process of project execution, the project manager needs to pay attention to the resource load of each part.
after grasping the load of resources in various parts, resource coordination can be carried out, and the basic principle of resource balancing is "time to the critical path and resources to the non-critical path". striving for resources is a game process, asking for people from functional departments, asking for production line resources from production units, etc., and no resources cannot become a reason for project progress delay.
third, risk control
to develop a set of project risk prevention system, including: risk identification, risk confirmation, risk response and other aspects of the complete content. generally speaking, this part of the work will be defined and regulated by the company-level project management system.
in the early stage of the project, it is necessary to fully identify the risks affecting the progress of the project, and in the process of project implementation, the risks are constantly monitored and updated, and risk response measures are taken in a timely manner. it is emphasized that the person in charge of each sub-item should take the initiative to identify and report, focus on prevention, and avoid re-dealing with risks when they occur.
fourth, establish a good communication management system between project stakeholders project
communication is the basis for mastering the information of all parties, making project decisions and coordinating projects. to achieve effective schedule control for the requirements of communication, the main emphasis is on the following points:
communicate with the project establishment department and project customers in a timely manner, understand their expectations and special requirements for the project, so as to ensure that all work of the project is carried out within the scope of the project, when the scope changes, the project plan makes corresponding adjustments in a timely manner, and the progress of the project meets the needs of all parties.
clarify the communication needs of all parties, so that all stakeholders can get corresponding information in a timely manner, such as: the project meeting system, the system of sub-plan reporting, the system of project progress reporting, and the platform for project team information exchange. emphasize proactive communication to prepare for collaborative work in advance so as not to affect the progress of the project.
give full play to the role of project team members and make them participate in the solution of problems, such as the treatment of project deviations and the prevention of risks.
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