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A variety of inputs and tools are used in the scheduling process, all of which are designed to help you understand your resources, your constraints, and your risks.
Essentially, driving without any idea of how you're going to get there is the same as working on a project without a schedule.No matter the size or scope of your project, the schedule is a key part of project management.Schedules can be created and updated by Project Managers (PM) but often times it is a scheduler who is responsible for creating and updating the schedules.The benefit with the latter is that when the PM is busy executing the projects, the scheduler communicates with the PM on regular basis to keep him/her aware of the current situation, upcoming tasks such as reviews and/or the impact of delay etc.Scheduling, on the other hand, is not an exact process.
It's part estimation, part prediction, and part 'educated guessing.' Because of the uncertainty involved, the schedule is reviewed regularly, and it is often revised while the project is in progress.The frequency of schedule updates is determined by how often organizations require to track project status. Receiving progress includes gathering information if a task that was to be completed on the baseline date (i.e., the planned date) is completed or if the task is on track.But if a task has not been completed then enter the expected date of completion, and report the impact of new dates on the flow of the schedule.As a scheduler, I witness first-hand how different organizations choose to monitor and track project progress through schedules.Although updating the schedules for active projects may seem trivial on regular basis, it can save organizations time and money through increase in efficiency.Scheduling aims to predict the future, and it has to consider many uncertainties and assumptions.