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Other Charts Used in Schedule Management
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A variety of other charts and methods are available to the project manager and project team for presenting schedule progress In this section I introduce just a few of them:
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Milestone chart As previously mentioned, these types of charts are great for project sponsor/executive-level reporting on schedule status (refer back to Figure 6-1 for an example of a milestone chart) Dashboard Typically a single-page summary-level report of compressed project information usually displayed with traffic light (red, yellow, green) indicators The indicators show overall status of the project and its key metrics (measurement components) The dashboard serves as a heads-up display (HUD) to sponsors on the schedule and other aspects of the project, such as cost, deliverables, and risk (see Figure 6-7) Using the dashboard report also requires a legend to clearly show criteria for each category (red, yellow, green) rating
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Weekly Status: Project Name Executives: list sponsors names Leads: other PMs you re working with in the program Status Summary: Project objective and progress against that objective
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Overall Status:
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Last Updated: mm/dd/yyyy
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Major Initiatives Milestones/Deliverables Milestone #1
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Due Dates Target: Actual: Target: Actual: Target: Actual: Target: Actual: Target: Actual:
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Dependencies on G Y
Comments Reason for status: Issues: Reason for status: Issues: Reason for status: Issues: Reason for status: Issues: Reason for status: Issues:
G Dependency: Due date: Y Dependency: Due date: Dependency: Due date: Track: Dependency:
Milestone #2
Milestone #3
Milestone #4
Milestone #5
G Track: Dependency:
Figure 6-7
Sample dashboard
Burn chart Shows the status and progress of the project and is the conceptual equivalent to earned value reports These types of charts are commonly used in Agile project management methodologies such as Scrum and Extreme Programming (XP) Burn charts can be a useful addition or alternative to more conventional charts (For more details on burn charts, Agile project management, or other terms mentioned here, I recommend you perform an Internet search)
Regardless of the process or type of chart you use to report project schedule status, there are some basic terms and techniques you should be familiar with, such as lead time, lag time, and hammocks (not the kind you swing in)
Leads and Lags
Lead and lag are terms or techniques (including values) used to control the timing of activities For example, if the work package is to paint the living room of your house, you must first prepare the surface to be painted by removing pictures, sanding, and so on
6: Project Time Management
Once the walls are painted, you must wait for the paint to dry prior to hanging the pictures back on the wall This is lag time Lead time is negative lag For example, you might preheat the oven prior to cooking a turkey dinner; thus, the activity to preheat the oven involves lead time (starting the activity sooner than its associated activity cooking the turkey) If you need to alter the relationship between two work packages or activities, you would use lead or lag time Lead time removes time from the start of the activity, allowing an acceleration of the successor activity, whereas lag time adds time to the start of the activity (allows a delay in the successor activity) Lead time is usually shown as a negative number, and lag time is a positive number (see Figure 6-8) The concepts or techniques to manage time on your project schedule are better understood via examples First, let s use the BEC case study for an example of lead time While finalizing the changeover project plan and staffing requirements to convert from a concert to a rodeo, the project manager needs the Event Data Sheet at least two weeks prior to the event This would be shown as lead time on the network diagram This commonly shows as a Finish-to-Start relationship with a two-week lead (FS 2 weeks) Second, lag time is best described as a forced or planned delay, such as in a construction project where we can begin restoring each room (hanging pictures, replacing the furniture, and so on) once the paint has dried (in assembly-line fashion) Lag time can be shown as a Finish-to-Start relationship, where the painting ends with one day lag time for the paint to dry prior to the room being restored Another example often used is when pouring concrete; you must wait two days (lag time) to remove the forms after the concrete has dried (FS + 2 days)
Finish-to-Start with lag time A Paint the wall FS+1d LAG 1d = One Day Finish-to-Start with lead time A FS-1d LEAD B Remove pictures Paint the wall B Hang the pictures
Figure 6-8
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