If there's one part of project management that's bigger than all the rest, it's project scheduling. Since a project is defined as a temporary endeavor with a distinct beginning and end, defining when that end takes place and making sure it finishes on time are, by definition, extremely important to any project, large or small.... [Read More]| ProjectEngineer
Poor schedule management is one of the leading causes of project failure; It often strains client relationships and derails outcomes, making it one of the most challenging aspects of project management. Every project, by definition, is a temporary endeavor with a clear endpoint (PMBOK 7th Edition, 1.1), making effective schedule management a cornerstone of project... [Read More]| ProjectEngineer
In earned value analysis, the Estimate to Complete (ETC) is your crystal ball for what’s left to spend. It’s not the total project cost—that’s the Estimate at Completion (EAC)—but rather the expected cost from this moment to the finish line, excluding what’s already been spent. For project managers, the ETC is a vital tool, offering... [Read More]| ProjectEngineer
In earned value analysis, the Estimate at Completion (EAC) is your forecast of the final project price tag, built on how the project has performed so far. More than just a number, it gives project managers a critical glimpse into what the total cost will likely be when the dust settles. The Bigger Picture The... [Read More]| ProjectEngineer
The real benefit of the earned value method is in the early warning signal it provides. In my previous life at a large engineering company, I saw many project managers get to a monthly billing cycle before they realized the project was behind, and even then they would rationalize it by deciding their project team was... [Read More]| ProjectEngineer
In project management, getting an early indication of problems is the silver bullet that allows the project manager to correct the problems before they start. The Schedule Performance Index, usually abbreviated as SPI, is one of the fundamental outputs of the Earned Value Management System. It tells the project manager how far ahead or behind... [Read More]| ProjectEngineer
The project deadlines are firm but the resources are occupied. The deadlines have been tightened but the quality must stay the same. The customer wants the highest quality product at the lowest cost. These are some of the many issues a project manager must deal with on a daily basis. On a foundational level, the... [Read More]| ProjectEngineer
Every great project starts with a vision, but without a solid plan to back it up, even the best ideas can spiral into chaos. That’s where project schedule planning comes in. It's a roadmap that turns ambition into action, keeping teams aligned, deadlines on track, and stress at bay. Whether you’re launching a product, building... [Read More]| ProjectEngineer
With little exception, missing deadlines reflects poorly on the project manager and sometimes has financial consequences too. Because projects are by definition temporary, someone has authorized the project and expects its deliverables in a timely fashion. To meet the deadlines, a schedule management plan is produced which is a subset of the project management plan. ... [Read More]| ProjectEngineer
Missing deadlines reflects poorly on a project manager. With few exceptions, deadlines are a major component of project success. Because projects are by definition temporary, someone has authorized the project and expects its deliverables in a timely fashion. A schedule management plan is a subset of the project management plan whose purpose is to put... [Read More]| ProjectEngineer
Want to unlock the secret to delivering projects on time and within budget? Earned Value Management (EVM) might just be your key. This powerful project control technique gives project managers a clear, data-driven snapshot of where a project stands—tracking both budget and schedule performance in real time. But more than that, it forecasts how those... [Read More]| ProjectEngineer
Project management can feel like navigating a maze—tight budgets, shifting timelines, and endless variables vying for your attention. How do you know if you’re truly on track? Earned Value Analysis (EVA) is a powerful method that blends cost, schedule, and performance into a clear picture of project health. Whether you’re a seasoned PM or just... [Read More]| ProjectEngineer
Some projects are like boats without a paddle, drifting aimlessly at sea with little knowledge of what their final destination will be. Most of these projects do not end up at the destination that was planned. Project scheduling is the key to ensuring the original project plan and final project outcome are at least close... [Read More]| ProjectEngineer
Projects are like a ship cutting through stormy seas. Without a good map and a sharp captain’s eye, you’re bound to drift off course, plunder your resources, and sink under the weight of missed deadlines. A weak schedule is like a tattered sail, flapping in the wind of chaos. Without a steady hand and a... [Read More]| ProjectEngineer
Earned Value is a method used by project managers to calculate the current project status and predict future project performance. In this post we will outline each earned value formula. Planned Value (PV) Earned Value (EV) Actual Cost (AC) Schedule Variance (SV) Schedule Performance Index (SPI) Cost Variance (CV) Cost Performance Index (CPI) Budget at... [Read More]| ProjectEngineer
If I asked you how far behind your project was, could you tell me in quantitative terms? Most people know the basic status of various tasks: "Well, that report was a week behind and Johnny should've finished his analysis by yesterday." But that's not good enough. Project management standards dictate that the project manager knows... [Read More]| ProjectEngineer
In my industry, timelines are rarely met. I would guess that 20% of all projects meet their original completion dates. And yet, it is one of the most, if not the most, important criteria specified by the various levels of government when measuring project performance. (If anyone in the highways industry reads this, please leave... [Read More]| ProjectEngineer
If there is only one foundational part of project management, it would have to be breaking down the project into manageable parts. Those parts are called phases and tasks. Everything else is built upon that foundation, so it should not be taken lightly. Although it seems trivial, it is one of the most important parts... [Read More]| ProjectEngineer
Developing a functional schedule requires that tasks have dependencies. That means they have relationships to one another, they are not orphans adrift at sea. All Tasks Should have a Dependency The Project Management Body of Knowledge (PMBOK) states that all tasks should have a dependency. This is because by definition, if a task is part... [Read More]| ProjectEngineer
If there is only one foundational part of project management, it would have to be breaking down the project into manageable parts. Those parts are called phases and tasks. Everything else is built upon that foundation, so it should not be taken lightly. Although it seems trivial, it is one of the most important parts... [Read More]| ProjectEngineer
Once the tasks within the project have been defined, the resources required by each task must be determined. To do this, we consult the PMBOK's Estimate Activity Resources process. PMBOK, 5th Edition, Section 6.4, "Estimate Activity Resources" Estimate Activity Resources is the process of estimating the type and quantities of material, human resources, equipment, or... [Read More]| ProjectEngineer
If there's one part of project management that's bigger than all the rest, it's project scheduling. Since a project is a temporary endeavor with a defined beginning and end, defining when that end takes place and making sure it finishes on time are extremely important to any project, large or small. Professional project managers look... [Read More]| ProjectEngineer
Estimating task durations is one of the fundamental parts of project management. It involves the estimation of the amount of time required by a certain project activity given the available resources. This happen directly after cost estimating. In the Project Management Body of Knowledge (PMBOK), the main output of the Estimate Activity Duration process are... [Read More]| ProjectEngineer
Once the project has been divided into tasks and resources assigned to those tasks, the next step is to determine the task durations. This may seem trivial, but its importance cannot be understated because these durations will be used to construct the project schedule. Just like the tiny O-rings that brought down the space shuttle... [Read More]| ProjectEngineer
