There are several posts out in the last week describing planning and scheduling methods. Some are useful, some are repeats of the obvious, a couple are simply wrong and one is nonsense. Some are based on PMI's PMBOK (which by the way is not really organized around a method, but is a collection of processes and knowledge areas that can or shoudl be found in a credible method).
I'll do this in a series of posts, describing the core elements of any planning and controls method. My motivation here is Paul Ritchie's "check list" post. The notion of a check list is obvious, but overlooked. The elements in my "check list" are guided by the Earned Value Management framework:
- Organizing the project
- Planning, scheduling, and budgeting the project's work
- Project accounting processes
- Analyzing the project's performance and producing management reports
- Revising the project's plans and maintaining the integrity of the baselines
No matter what project management method is used, these 5 elements need to be present in some form. These are not the technical aspects of the project, but are the programmatic elements. Whether you're using full DoD IMP/IMS, some agile method of development, or so ad hoc made up "magic beans" these needs to be there.
Why? Good question. There is not simple answer of course, but here are some starting answers. The stakeholder needs know at least four things at all times:
- When will the project be done?
- How much will it cost when it is done?
- What are the impediments to progress and how will they be removed?
- How are you measuring real, physical, quantifiable progress to the plan?
