Develop a Schedule

Any schedule you develop should reflect both the tasks you have defined and the resources available for accomplishing them. In addition, the implementation schedule in some cases may depend on a predetermined end date. For this reason, schedule and resource requirement tasks should be seen as interdependent it s realistic to expect that you may need more than one iteration before both are firmly established. 

Each of the tasks and subtasks that make up the work breakdown structure should be relatively simple to estimate in terms of time required. If no one on the PSM team has specific experience with a given task, find someone else (for example, a facility manager) who does, and ask for his/her input. Once the time requirements for each task have allowed you to define the overall time required for each element these estimates can be combined to give a total program plan. 

In addition to specific deadlines for each task and subtask, you should also consider program milestones, key pcrints in the plan at which you will want to review progress to date and make any necessary adjustments. For example, if you have adopted an element-by-element approach, you could consider completion of each PSM element as a milestone similarly, each facility s program would constitute a milestone, if that is the approach you ve chosen. 

In setting schedules and deadlines, try to be realistic while maintaining your sense of urgency. Be sure to build in sufficient time for group meetings to evaluate progress to date. Also, remember to consult those most immediately affected (for example, people whose staff will be called on) by the plan, whose other priorities must be taken into account in scheduling. 

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Once you have determined where to start, you can begin to develop a schedule. However, it s prudent to wait until the pilot test is complete before firmly establishing your timetable, since the results may well affect your estimates. In setting the installation schedule, be sure to take into account variables such as ... 

When I came home from Russia, I was elected President of the Russian Club. As President, I took on a project to record a Russian te>ctbook to cassette tapes for students who are visually impaired. I recruited 15 volunteers and trained them on the recorders. Then, I developed a schedule for the volunteers and set down reading guidelines. We completed the project ahead of schedule. 

For this reason, it makes sense to examine the costs and benefits of making improvements in your environmental, health, and safety programs. Make the HSE area part of your company s planning process, so that change can be proactive rather than reactive. Develop a schedule of implementation, as it is difficult to tackle all of these areas at once. You will need to decide whether to develop the expertise internally or seek outside assistance to devise and accomplish your plan. Training is readily available if you want to do it yourself, and there are many capable consulting firms ready to assist. 

As you approach the completion of your study of chemistry, you should start preparing for any final exams or standardized tests that you will be taking. The best way to begin is by developing a schedule for the remainder of the school year. Map out a schedule that involves spending more time on topics that you studied early in the course or ones that you found more difficult. 

The State plans require comphance by the operators either within one year after EPA has approved the State s Plan or within three years if the State has developed a schedule of steps which win bring the State Plan into compliance during that interval. The schedule must be verifiable. Regardless of the route a State takes, aU existing Hospital/Medical Infectious Waste Incinerators (HMIWI) must be in compliance with the EPA r ulations within five years after the final rule was published. 

The steering team should develop a schedule of dates, times, locations, meeting areas, and the number of employees to be surveyed. 

There is no universal PM schedule. Manufacturers recommend a schedule for their vehicles. States often mandate schedules, and each fleet develops a schedule that they believe is best for them. Some are based on days, miles, or hours of operation. Regardless, these schedules should be continuously reviewed. To determine ways in which some schedules may not be ideal, one can start by looking at the number and type of vehicle breakdowns. For example, if an operation is making service calls for items that could be found during normal PM inspections, this may indicate that the period between inspections should be shortened. 

After all employees are trained as observers, you can develop a schedule for observers for a month or even a quarter with a simple rotation of all trained observers. During observer training, until you have a significant number of employees volunteering to do observations, you will probably want observers to do observations every week. 

Develop a schedule for marketing of Utility conservation programs and activities, including public presentations. 

The goal of the programmatic changes that were already underway was to elevate the program to a higher standard of excellence. WSRC has developed a schedule (Reference 3) that will fully implement all elements of DOE Order 5480.11. While certain major capital projects will require several years to complete, the major portion of the plan is scheduled to be in place before the restart of K-reactor. Additionally, a program improvement plan (Reference 4) has been developed to set the course for future program enhancements. 

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