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Scheduling maturity model

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One of the foundations for successful project management is to start with the right schedule. The devil is not in the detail. It is in the schedule.

Always check the schedule.

A robust schedule will provide clues to identify what is wrong or right. The assessment of what the right schedule looks like and whether a particular schedule is good enough is often the subjective view of someone in the project team which in itself is open to inconsistency. If the schedule is wrong then the project is wrong and no amount of far-end management will fix it.

A common framework to carry out this fundamental work is now in your hands. The APM Planning SIGs scheduling maturity model helps to redress this shortfall by providing an objective, consistent method for firstly establishing what attributes the right schedule should have and then for assessing an individual schedule against this standard.

The explanatory text provides a comprehensive guide to the use of the scheduling maturity model and once the principles and definitions behind the attributes are understood, assessment of any schedule using this model will be straightforward and take minimal time.


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  1. Patrick Weaver
    Patrick Weaver 31 December 2010, 02:52 AM

    The assessment model is a good improvement on the work undertaken by PMI several years ago but still has the same basic flaws PMI could not resolve in the assessment criteria defined in their Practice Standard for Scheduling.The first problem is it is impossible to schedule work in detail when you dont know the work or the people involved. A process of adaptation is needed as new knowledge and new people become involved in the project.The second problem, partially answered with the requirement for stakeholder buy-in is, is the schedule useful?  Useful schedules are useful because they are actually used.A totally fresh approach to the problem of balancing contractual obligations with sensible and useful scheduling has been developed by the CIOB and is published by Wiley. The Guide to Good Practice in the Management of Time in Complex Projects, sets down the process and standards to be achieved in preparing and managing the project time model.As a handbook for practitioners it uses logical step by step procedures and examples from inception and risk appraisal, through design and construction to testing and commissioning, to show how an effective and dynamic time model can be used to manage the risk of delay to completion of construction projects.  To see more and for see: