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ALISON: Diploma in Project Management

Comments about Project management toolset - Scheduling and expediting

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- Module: Project management toolset
- Topic: Scheduling and expediting

Latest Comments

  • Eni Grace Nigeria a good project manager must review his project steadily as to avoid loops and holes that may cost delay in a later time as the project progress.
    2014-10-28 13:10:52

  • Eskalehu Abeje wubu Ethiopia Scheduling and Expediting Projects rarely follow the plan laid out. During the project the Project Manager should assess each step. If there are delays they should identify alternate actions to bring the project back within the time constraints. Often this is done by putting more resources, time or money into a particular activity. This course of action should be thought through carefully. Time and costs need to be traded off in order to get the project completed. After the critical path and the slack time in other activities have been identified, it may be possible to expedite (hasten) or crash the schedule. This involves identifying tasks that could possibly be reduced in time if enough money or resources were available. Again it is a matter of assessing whether the extra cost or effort is worth the saving in time.
    2014-10-28 13:10:53

  • Aggrey Kegome Kenya As long as there will be reduction in the whole scope ,there is need to review the activities and possibly carry out the tasks in good time subject to availability of resources.
    2014-10-28 11:10:47

  • Nothando Gumpo United Kingdom This phase takes a lot of assessing each steps and finding right alternatives to cut delays however it requires a lot of planning and resource input
    2014-10-27 19:10:25

  • Miracle Francis Nigeria what makes a good project manager is the ability to execute a given project at the shortest of times or at a given time
    2014-10-25 07:10:55

  • Ralph Webster South Africa Scheduling and Expediting 1. Projects rarely follow the plan laid out. 2.During the project the Project Manager should assess each step. If there are delays they should identify alternate actions to bring the project back within the time constraints. 3. Often this is done by putting more resources, time or money into a particular activity. This course of action should be thought through carefully. 4. Time and costs need to be traded off in order to get the project completed. After the critical path and the slack time in other activities have been identified, it may be possible to expedite (hasten) or crash the schedule. This involves identifying tasks that could possibly be reduced in time if enough money or resources were available. Again it is a matter of assessing whether the extra cost or effort is worth the saving in time.
    2014-10-19 06:10:23

  • Joshua Tawiah Ghana Supposing a project delays and the project manager decides on another alternative in order to bring the project to a successful completion, whose responsibility is it to bear the extra cost if any?
    2014-10-02 19:10:42

    • Benedict Dassinor Ghana A good project manager never delays and if it happens, the project manager must design another scope of work if possible and submit it to the project owner(stakeholders) for possible approval hence extra cost will be borne by the owner. Note: collection of requirements are very important before the project work begins to prevent such occurrences
      2014-10-08 18:10:03
  • Mohamed Zaho Saudi Arabia nice
    2014-09-18 05:09:15

  • ANNETTE ROBINSON United States of America True enough issues may arise. But for the most part if the project is planned accurately and the right staff encompass the team is should go as planned. I have learned that its not always the project but who was chosen for the project. Is this considered when scheduling or better yet in the planning phase?
    2014-09-08 20:09:01

  • George Fragos Greece who else can be on duty, except project manager and who decide about this?
    2014-08-30 14:08:47

  • Ajayi Folake Nigeria i dnt understand scheduling and expediting,pls explain. if i can get detail explanation in my box. folak_ajayi@yahoo.com
    2014-08-21 10:08:40

    • George Ugim Nigeria every activity is plan in order of priority, when a project manager senses danger, he dedicate more time, efforts and resources in order to achive a particular project.
      2014-10-08 20:10:53
    • Yai Deng Yai South Sudan Just read the summary text above before you answere questions.
      2014-08-24 12:08:15
  • Je Rouse United Kingdom when scheduling the project, is it best to build in some contingency in case the contractor take longer that originaly planned?
    2014-08-07 14:08:21

    • George Fragos Greece I think it is depending on what the contractor is..
      2014-08-30 14:08:44
    • Yai Deng Yai South Sudan That is usually possible for the success of the project.
      2014-08-24 12:08:11
    • Glen Holmes Ireland Yes this is usually inevitable but you would usually consider putting penalties in place that a contractor would occur if they don't deliver on time.
      2014-08-15 20:08:21
  • WAYNE MUNSON United Kingdom Do you provide any information on the completion of a schedule of works as this would detail all of the above
    2014-08-03 08:08:10

    • Yai Deng Yai South Sudan Yes there is always reports being submitted through out project implementation period.
      2014-08-24 12:08:25
  • Samuel Kofi Odoi Ghana This really indicates that time of working during a project outline is important and must be respected.
    2014-07-26 04:07:41

  • Janvier Nyandamu Rwanda Time and cost! are these two parameters the only parameters in scheduling and expediting?
    2014-07-22 16:07:05

    • Yai Deng Yai South Sudan And also the policies.
      2014-08-24 12:08:34
    • Samuel Kofi Odoi Ghana Note that process of expediting a project may cost extra money, however time should also be adjusted.
      2014-07-26 04:07:33
  • Vikram Vasant Rotkar United Kingdom What to be expedited during the project brief?
    2014-07-21 14:07:19

    • Yai Deng Yai South Sudan Cost and timeframe.
      2014-08-24 12:08:08
    • Samuel Kofi Odoi Ghana Expediting the project to meet the time constrained either by the manager or the board members of the project.
      2014-07-26 04:07:32
  • Jones Hanungu Munang'andu Zambia Management Both during and after World War II the United States operated the largest and most advanced logistic system in the world. Its wartime operations stressed speed, volume, and risk-taking more than efficiency and economy. The postwar years, with accelerated technological change, skyrocketing costs, and diminished public interest in defense, brought a revulsion against military prodigality, manifested by calls for reduced defense budgets and a growing demand for more efficient management of the military establishment. This demand culminated in a thorough overhaul of the whole system in the 1960s. One result was the reorganization of logistic activities in the three military services, generally along functional lines, with large logistic commands operating under functional staff supervision. In each service, however, each major weapon system was centrally managed by a separate project officer, and central inventory control was maintained for large commodity groups. In 1961 a new defense supply agency was established to manage on a wholesale basis the procurement, storage, and distribution of common military supplies and the administration of certain common services. The most far-reaching managerial reforms of the period were instituted by the U.S. defense secretary, Robert S. McNamara (1961–68), in the resource allocation process. A unified defense planning–programming–budgeting system provided for five-year projections of force, manpower, and dollar requirements for all defense activities, classified into eight or nine major programs (such as strategic forces) that cut across the lines of traditional service responsibilities. The system was introduced in other federal departments after 1965, and elements of it were adopted by the British and other governments. In 1966 a program was inaugurated to integrate management accounting at the operating level with the programming–budgeting system. At the end of the 1960s a new administration restored some of the initiative in the planning–budgeting–programming cycle to the Joint Chiefs of Staff and the military services. The reforms of the 1960s exploited the whole range of current managerial methodology. The basic techniques, such as systems and operations analysis, all stressed precise, scientific, usually quantitative formulations of problems and mathematical approaches to rational decision making. Systems analysis, the technique associated with defense planning and programming, was a method of economic and mathematical analysis useful in dealing with complex problems of choice under conditions of uncertainty. The technological foundation of this improved logistic management was the high-speed electronic computer, which was being used chiefly in inventory control; in automated operations at depots, bases, and stations; in transmitting and processing supply data; in personnel administration; and in command-and-control networks.
    2014-07-17 19:07:41

  • Gregory Ngene Nigeria SO IT MEANS THAT TIME AND COSTS MUST BE TRADED OFF IN ODER TO COMPLETE THE PROJECT
    2014-07-08 09:07:04

    • Yai Deng Yai South Sudan Absolutely.
      2014-08-24 12:08:00
  • Daniel Chol Koknyin South Sudan After a project manager made assessment by use of critical path method and later on gets some difficulties that leads to crash of the project, does it means that he/she has to go back at planning and designing stages or what can a manager do?
    2014-07-04 12:07:07

    • Yai Deng Yai South Sudan He/she can make some adjustment through expediting.
      2014-08-24 12:08:03
  • Chika Ejiofor Nigeria When confronted with a change in planned activities on field, is it better to take immediate actions or expand on options to choose the most favourable line of action? The latter more often than not would take more time. If actions are taken spur of the moment that leads to costly mistakes, what can the Project Manager do to damage control such mistakes already made without getting into problems with the management or team members ?
    2014-07-02 10:07:00

    • Yai Deng Yai South Sudan He/ she can always be monitoring the progress of the work any deviation can be correceted as earlier as possible.
      2014-08-24 12:08:56
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