A conflict related to an issue may be a deeper problem. It can be personal - a lack of vision/direction of the people involved. This can manifest in the form of a disagreement or dispute when really its all about the people involved not knowing what they really want.

Once this is clarified then people involved have a bigger picture to focus on & the so called conflict gets dissolved in this vision. The conflict no longer is an issue, there are greater goals to achieve!

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Critical Path & Float help you to control the project better Activites on the critical path are high risk because any slippage here can delay the project Those Activities with Float allow some leeway as delay here will not delay the project

Your Activity Durations depend on the relationship between these Activities. So we CAN'T add the durations algebraically for each work package duration, (which eventually leads to the total project duration at the top of the WBS).  These relationships are called Dependencies & the types are briefly explained here

A project schedule which is realistic & "bought into" by stakeholders is the cornerstone of project control !  

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The WBS(Work Breakdown Structure) is the input for many project management processes, Scheduling being NO exception. 

As you would be aware when you decompose the WBS a level or 2 below the work package level (the level where one can estimate for cost & time), you arrive at Activities.

This is a process of integration which ensures that Activities follow from the breakdown of the final project into elements

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When you decompose the WBS a level or two below the work package level you get Activities

Activities are the first major step in the Scheduling process. They are usually sequenced in the order of occurrence on the project

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When you define the project Activities you now need to assign resources, which could be People, Materials, Equipment etc. depending on your industry.

Resources are the intermediate step between Defining Activities & Estimating Activity Resources. Applying resources to Activities gives you the Durations on your way to creating a realistic schedule

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Once you have allocated Resources for the Activities the next step is to apply these on the same to determine Activity Durations. 

In the Bottom-Up process you add Activitiy durations in a Work Package to arrive at the duration for that work package & similarly for other work packages. Whats the catch here? 

You do not add durations algebraically.  You need to take Activity Dependencies into account, remember?

Dependencies we will look at in the next session 

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Progress meetings are important to keep track of how the project is doing, we all know that. But we also know that quite often these meetings tend to prolong & at some point digress and become unproductive. 

So whats the best way to keep track of project progress? A Lean model of Stand Up meetings can be very effective. This serves as a monitoring & controlling tool as well as a Risks management mechanism. Each Trade on the project comes prepared for the day with 3 questions & answers them in front of the other trades: 

(1) What did I do since the last Stand Up? (2) What do I plan to do before the next Stand Up? and (3) What impediments do I foresee for the work to be done? The whole exercise is completed in 15 min and is a quick and effective way to plan, control, and collaborate on the project.  

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In a daily list of activities this could be one activity. Like every daily activity this too needs planning in advance. You might have planned this in your weekly plan, check again the previous evening for -  

Resources- Men, material, equipment, to do this work. In other words “make ready” for the work to be done. 

Check whether the predecessor activity could delay this task. If so check if you can start this earlier in parallel or if you can add resources to the predecessor to complete it on time 

Prepare for the day’s tasks the previous day & do stand ups where each trade declares their to-do list on the morning of the next day They(each trade) should mention the impediments expected & how they planned to manage them(risks management). This ensures “make ready” & all trades working in collaboration so that your task goes through smoothly 

Its all about planning at various levels, monthly, weekly & daily to ensure each daily activity is completed. If this particular task is scheduled for multiple days the same process is repeated till it is completed.  Help us support your project in implementing hybrid lean management techniques for planning, monitoring & controlling. 

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