Use These Five Techniques for Managing Schedule

There are dozens of good techniques to help you better manage your schedule. In this column we will look at five.

Be Cautious About Having too Much Slack in the Schedule

Be Cautious About Having too Little Slack in the Schedule

Try to have "Just Right" Slack

Determine if You Will Capture Actual Effort Hours

Enter Work on Your Schedule in Chronological Order

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The Requirements Management Plan describes how you will elicit, analyze, document and manage the requirements of the project. This plan will cover the up-front gathering of high-level project and product requirements, as well as the more detailed product requirements that you will collect during the project lifecycle. This plan should especially focus on how you will manage changes to the requirements after they have been originally approved. Sections of the plan could include the following information:

• The requirements gathering process.

• Roles and responsibilities.

• Tools.

• Requirements traceability.

• Change control.

The TenStep Suite - Customize - Deploy - Manage

What exactly is a high performing team? It's a team that exceeds the goals you set by working hard and smart as a group, not individuals. It's a team that enjoys working together. Most teams do not reach the high-performing stage. That is why they are so special when you finally achieve this feat. You can help a team reach a high-performing state with a number of basic steps.

1. Plan What the Team Will Look Like 

2. Add the Right People 

3. Create a Team Culture

4. Motivate the Team - and Yourself

Step 5. Recognize Accomplishments

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In a large project, there may be many people that have some role in the creation and approval of project deliverables. Sometimes this is pretty straightforward, such as one person writing a document and one person approving it. In other cases, there may be many people who have a hand in the creation and others that need to have varying levels of approval. For complicated scenarios involving many people, it can be helpful to have a Deliverable Responsibility Matrix. One example is a RACI chart that identifies individuals that are (R)esponsible, (A)ccountable, (C)onsulted and (I)informed. This type of chart ensures people know what is expected from them.

Под Обеспечением Качества  (Quality assurance (QA)) понимаются процессы, используемые для создания продуктов проекта. QA понимаются также, как превентивные мероприятия. Хорошие процессы гарантируют, что ошибки отсуствуют в продуктах проекта или сведены к минимуму.  Примерами QA мероприятий являются:
• QA Аудиты, которые гарантируют, что хорошие процессы управления  проектами определены и выполняются.
•Чек листы, гарантирующие, что правильные процессы выполняются.
•Стандартные политики

Под Контролем Качества (Quality control (QC)) понимается деятельность, ассоциированная с подтверждением качества продуктов проекта.

QC  также называется инспектированием. Примерами Контроля Качества являются следующее:
•Экспертиза качества продуктов проекта / внутренняя экспертиза /техническая  экспертиза / программная экспертиза.
•Чеклисты для проверки продуктов проекта на предмет целосности и полноты.
•Повторное использование проверенного ПО.
•Стандарты для проверки  целостности и полноты данных.
•Структуризированные методы для проверки, что стандартные, проверенные процессы использовались. 
•Тщательное  тестирование (модуль, система интеграция).

Под Контролем Качества (Quality control (QC)) понимается деятельность, ассоциированная с подтверждением качества продуктов проекта, будь то сооружения, продукты или сервисные услуги.

 Применяется для подтверждения, что качество продуктов проекта приемлемо, и оно отвечает и количественным и качественным критериям, установленным в процессе планирования качества продуктов проекта.

Под Обеспечением Качества  (Quality assurance (QA)) понимаются процессы, используемые для создания продуктов проекта. Деятельность по Обеспечению Качества  сфокусирована на процессах по управлению и выполнению задач проекта и может быть выполнена менеджером проекта, Заказчиком или третьей стороной.

A lot of project managers would relate to the comment that it seems like the project manager does a lot of administrative work. However, to be honest, administrative work is also in the eye of the beholder. What one person sees as administrative work might be a fundamental aspect of project management to another person

The project manager leads the team through a definition and planning phase, and then monitors and controls the project until it successfully (you hope) concludes. This would include managing scope, issues, staff, quality, etc. Notice that performing administrative work is not a part of that simple definition.

The first question to ask yourself is exactly what is administrative work for a project manager? Part of the answer has to do with how you feel about the various responsibilities that a project manager has. Let’s look at a few and see what you think.

1. Status reporting. .

2. Updating the schedule. 

3. Completing a Project Charter. 

4. Updating project logs and forms. 

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Rework refers to the time spent correcting deliverables that you thought were already complete and correct. Strictly speaking, if you have a rigorous quality process in place, there should be no reason for rework. In fact, rework is the result of not having rigorous enough quality processes in place. But, let's be practical as well. No project can afford to spend the time and effort that would be required to guarantee that every deliverable is perfect the first time. Even a company operating at a 'Six Sigma' level has some small probability of error.