Scheduling a project

CPM is an important scheduling aid, but from it alone a schedule cannot be devised. To schedule a project, after a CPM or PERT diagram has been constructed the planner must evaluate the work force and special equipment needed for each activity. Then he must devise a scheduling plan that will maintain a fairly even level of labor and assure the most efficient use of specialty items. 

There may be several, just one, or no projects tmder way in an initiative at any time. Projects, as we have said, should start and stop according to their own schedules. A project that s too big and too ill-defined may become an initiative. The pieces then can be projects that are "trackable." This may make very good sense when implementing systems. 

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