Project schedule, adjustment

The specific project conditions requiring schedule adjustments are almost invariably of two types. 

Network logic determines the relationship between the tasks or team member deliverables, either sequential (finish to start) or overlapping (start to start and/or finish to finish). There are numerous software packages available at low cost to support calculation of the critical path and float. However, the real challenge of project management tools is the creation of the project network based upon historical experience and team involvement. By definition projects are rmique and, in the pharmaceutical arena, each project is different. Therefore, the importance of team member involvement in the development, tracking, and adjustment of the project schedule is crucial to successful application of project management basics. 

The schedule of projects must often be adjusted to reflect the influence of the key decision maker assigned to the work. If he requires complete detailed figures before reaching any decision, time will necesssuily be consumed. On the other hand if he applies judgment and experience to the basic factors (less details), then the over-all direction of the project can be continually pointed in a profitable direction in the minimum of time. In reality actual multipliers are often applied to the time schedule of a project to reflect the type of decision-maker involved. 

Weekly meetings were held to discuss construction progress and costs and to adjust construction schedules. These meetings contributed significantly to the timely completion of the project without loss of production. 

As mentioned in Section 9.4, the minimum capital cost execution plan is rarely consistent with the optimum overall project cost when marketing and other business considerations are taken into account. When the project driving force is the push for early completion, the execution plan must be adjusted through the introduction and implementation of viable schedule reduction measures. The most cost-effective measures are those that can be implemented during the early execution stages when the majority of the activities fall on the critical path. 

The construction schedule for the Preliminary Execution Plan (PEP) is based on activity durations that represent an average for normal project execution and must be adjusted to reflect the realities of the specific project conditions. 

Additions and deletions must be handled by adjusting the number of work hours. In the case of additional work this can be done either with overtime or increasing the work force. If it becomes apparent that these measures cannot keep the project on the right track at a reasonable cost (within the contingency allowance) it is time to bite the bullet and inform management of the schedule delay and the cost impact and risks of trying to maintain schedule at all costs. 

Additional (contextual) information about the thematic and spatial environment of developers, tools used, scheduling, etc. This context information is intended to generate awareness about the informal group structure in a project. Users can adjust the amount of information displayed. 

Finally, consider how availability of capacity across time can be adjusted through choice of capacity in shifts, when employees represent the source of capacity. This view of capacity is temporal and thus adjustable. Such models come under the general topic of tactical scheduling. Scheduling models specifically focus on taking available shifts for personnel and attempt to have sufficient people in each time period (e.g., half-hour or one-hour intervals) to cover projected demand over time. For a comprehensive description of techniques for solving such systems, please see [83]. 

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