[Affiliation]IntroductionModern day project management typically requires complex functions and manipulations of resources, people, and time. Projects such as building constructions, ship building, designing and creating an ERP system in large corporations, and creating an assembly line for manufacturing are but some of the large scale projects that require proper management because of their nature and the expense associated in creating them. The success of projects relies heavily on how well these projects are managed. Some of the most common gauges for successful project management efforts are (a) the relative closeness of the actual time and the scheduled time, (b) the amount of savings acquired during the whole project, and (c) the number of lag time associated with meeting the schedule.
Yet even with the relatively modern needs of project management scenarios, there are a very good number of organizations and firms that are still using the traditional project management approach on scheduling. Understanding how the flaws of traditional scheduling affect project management is necessary in order to implement effective project management process in any kinds of project. Body of the ReportProject Management and SchedulingUnderstanding how the project would progress relies on understanding how the schedule would proceed.
In most cases, the schedules just don’t fit which means that some aspects of the project must wait for the last schedule to finish before they can be started. Or in other cases, the schedules finish off earlier than expected while the next schedule would not start until weeks later. Chances are most projects do not allow this kind of set up. Some projects could not wait long enough for all the schedules to finish before starting the project while other projects do not have the available extra funds to pay the contractors for the days where delays are unexpected.
Project scheduling works to eliminate these unnecessary delays and find the best possible schedule routes to bring the schedules closer to each other. As the complexities associated with project management became intense, the need to manage projects in an objective and scientific manner kicks in. Project management is the “application of tools, knowledge, tools, and techniques to project activities to meet project requirements” (PMI, 2000).
One of the primary activities of project management, and probably the most complex, is scheduling. According to Brenner (2004), scheduling is the process where project management balances, projects, and predicts various goals, constraints, and resources in such a way that the project would still proceed even when these elements are present. Scheduling reduces the incalculability of the elements involved in the project by taking smaller chunks of the bigger piece into perfect control in order to impose control on the larger subject. Scheduling also reduces significant amount of risks involved in the long and short of the project.
This means that scheduling predicts the future in one way or another by laying down the things that can be done in the present while anticipating and preparing for the possible alterations in the project in the future that would still yield the results wanted (Chapman, 1997).