You are here: Home Blogs Two Schedule Management Techniques You Can Use Today
Thursday, 09 February 2017 06:34

Two Schedule Management Techniques You Can Use Today

Written by 
Rate this item
(0 votes)
This content is from the TenStep weekly "tips" email dated 2017.8.2

Two Schedule Management Techniques
You Can Use Today

There are two schedule management techniques that you can use today to better to understand how you are tracking to your project schedule. 

Investigate When ‘Completed’ Activities Are Not Really Completed

Sometimes a team member says that an activity is complete when in reality it is not quite done. This can happen for the following reasons:

  • The activity should have been completed and the team member believes he needs just a short amount of time to complete it. He might say it is complete and then finish it up quickly, rather than deal with the consequences of the activity being late.
  • A deliverable is ’completed’ by the team member but not approved. The team member may say the work is complete, but when the deliverable is checked it is discovered that it is incomplete or needs additional follow-up work.
These two problems require difference responses. If you find a pattern of a team member not reporting status correctly, the team member might need coaching on how to better report the status of his work. For the second concern, make sure that there is an approval process for all major deliverables, and that the review and approval process is accounted for in your schedule. 

Use the Triple Constraint to Manage Cost, Schedule and Scope

At the end of the planning phase you should have an agreement with your sponsor on the work that will be completed (Charter/Scope Statement), the cost (or hours) and duration that is needed to complete the work (the schedule). These three items form a concept called the “triple constraint”. If one of the three items change, at least one, if not both, of the other items need to change as well.

This is more than an academic discussion. The concept actually has great relevance to the management of the project. The triple constraint makes logical sense and can be easily explained to your clients as well. 

For example, if the scope of work increases, the cost and / or deadline must increase as well. This makes sense. If you have more work to do, it will take more cost (effort) and perhaps a longer duration.

Similarly, if you are asked to accelerate the project schedule, it would be logical to ask for less work. However, if you are asked to deliver the same work in less time, the third leg of the triple constraint (cost or effort) will increase to maintain the balance. You will need to increase costs (effort), perhaps by working overtime hours or perhaps by bringing in more resources to complete the same amount of work earlier.

Once the project manager really recognizes this relationship in the triple constraint, he will instantly recognize when one leg changes and instantly look for ways that the other legs will change to maintain the triple constraint balance.  
At TenStep we are dedicated to helping organizations achieve their goals and strategies through the successful execution of critical business projects. We provide training, consulting and products for organizations to help them set up an environment where projects are successful. This includes help with strategic planning, portfolio management, program / project management, Project Management Offices (PMOs) and project lifecycles. For more information, visit or contact us at
Read 1482 times
Login to post comments

News and Promotions

Keep up to date with the latest happenings by signing up for our newsletter. Subscribe below.

Twitter Update

Who's Online

We have 425 guests and no members online

Got something to say?