Gerencia De Proyectos

This document is intended for project schedulers,
project managers, members of a project management
office (PMO) and those interested in learning more
about the factors that contribute to goodproject scheduling.
It assumes a basic knowledge of the activities involved with
and common pitfalls of project scheduling.
While project schedulers frequently play more
than one role on a project,such as project manager,
team lead, etc., this document refers to the
project scheduler as a discrete role. The
information presented in this document
applies to projects with a dedicated
projectscheduler as well as to projects
where the scheduler has additional
project responsibilities.
This document does
not discuss specific tools
or go into depth with
regard to project
managementmethodology
such as that
discussed in
the Project Management Institute’s A Guide to the Project
Management Body of Knowledge (PMBOK® Guide)—Fourth
edition (Project Management Institute [PMI],2008). It is
intended to provide an
overview of the scheduling process and offers specific
suggestions for improving project schedules and the process
of project scheduling.
This document definesfive factors—or “secrets”—which,
when consistently implemented together, result in project
schedules that are more likely to be used and maintained
throughout the life of a project. A project schedulethat is
followed and maintained throughout a project can provide
early identification of potential schedule slippage, project risks
and other issues. Identifying problems, risks and issues earlysignificantly increases the likelihood of completing a project
By Michelle Colodzin, PMP, PMI-SP, MCTS, MS Project Black Belt
MetaVista Consulting Group
on time and within budget and scope, whichis often defined
as project success.
For those currently part of a PMO or who are considering
establishing a PMO, this document provides insight into the
role of the PMO in project scheduling and...