Project timing management is the actions carried out by managers and top managers, including the development of a work plan, the formation of a calendar schedule for the implementation of its points and monitoring of its observance.
Thanks to the management of deadlines, it is possible to ensure the timely completion of the project and guarantee the formation of long-term and high-quality relationships with customers. The processes of planning, scheduling and monitoring are closely related to each other. Based on the complexity of the project and its duration, the implementation of management falls on the shoulders of one person or several employees. Often, managers create special operational groups that monitor the level of project implementation, the performance of the duties of employees. Detection of violations is a reason for punishment or dismissal.
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Managing deadlines is a multifaceted process. It consists of several tasks that must be gradually performed and controlled by the manager:
- Activity planning;
- Definition of the list of main operations;
- Determination of the sequence and phased nature of operations;
- Estimation of the duration of operations;
- Estimation of operations resources;
- Development of a special schedule;
- Control of compliance with the schedule.
Observation 1
The concept of "schedule" is identical to the terms "schedule", "schedule", "schedule". All these terms denote a planning document containing a list of works necessary and sufficient to achieve the results of the project and planned deadlines for their implementation.
On the one hand, the project schedule helps the manager and responsible persons to control the processes of movement towards the project goal. On the other hand, planning helps to effectively and competently use the resources available within the framework of the project. That is, management and regulatory bodies attract and release resources only at the moment when they are really needed, and when it was established within the framework of the schedule.
In practice, tabular and graphical forms of presentation of the project schedule are used. Table forms, for example, are used as part of a package of documents for projects implemented by authorities (priority, national, federal, regional, departmental), socially oriented non-profit organizations. In the first case, the forms have already been approved and formalized, but in the second case, the forms are determined by competitive projects.
Graphic forms are used in construction and investment projects. Charts are convenient in a number of other commercial projects, since they are welcomed for their clarity, and high-quality performance will indicate that graphic materials were handled by people who have experience in such activities, and are able to isolate significant meanings from a huge flow of information.
Planning and operation in the implementation of the project
In addition to general timing management, there is also scheduling planning. This is a separate procedural phenomenon, during which the expert determines the principles and methods, as well as selects tools for working with the schedule. The result of scheduling planning is a plan that establishes a set of criteria and actions aimed at developing, monitoring the schedule and controlling the execution of all items.
The schedule is planned depending on the specifics of the organization. The nature of the plan and the degree of its accuracy is determined by the strategy of the enterprise. Sometimes companies at the very initial stages of formation can form very vague and not entirely accurate plans. This is due to a lack of experience and unwillingness to delve into a number of organizational issues. But over time, with growth, the company begins to delve into the subtleties, and therefore the plans become more detailed.
The dynamics of the external environment and its impact on the implementation of the project determine the transition from rigid planning to flexible or adaptive. As a result, new approaches to scheduling are emerging — iterative scheduling with a backlog, scheduling on demand. Schedules are handled by specially trained people who, at the same time, are aware of all the subtleties of the enterprise, are well acquainted with the organizational structure and can adequately assess the dynamics of the enterprise.
In addition to planning, experts pay attention to operationalization – in other words, this process is called the definition of the list of operations. In compiling a list of necessary operations and actions, operations that are essential for the implementation of the set goals are also identified. Part of the operations should not be formulated verbally, but documented. Here, managers, competent managers, lawyers and economists come into play, who, by virtue of their qualifications, offer ideas for developing a schedule and setting deadlines for the implementation of individual tasks.
To form a list of operations, methods of expert evaluation, decomposition, oncoming waves, meetings are used. Expert opinion in this case is the opinion of people who are well acquainted with specific types of work or have themselves performed them in a similar project. The most common method of decomposition.
The meaning of the method is to test, and it is also very important to follow the pre-designated principles. Each operation is assigned an identifier, and it will signal whether the operation has been performed, whether it is of paramount importance, or from the point of view of operationalization, this process can be identified as insignificant. Checkpoints allow you to monitor how quickly obligations are fulfilled, how long it takes to check and implement certain techniques.
Observation 2
Thus, the schedule is an important component of the project. Thanks to it, managers can manage project deadlines, adjust the degree of execution, accelerate or slow down processes depending on the current situation, the availability of resources.
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