A project schedule is a prediction of future outcomes or states, for example: "by May 18th we will be 24% complete”. It’s a forecast of delivery date, project completion date, engineering completed, start of fabrication, start of construction, delivery of equipment and materials, planned and future performance, resource utilisation, resource availability and more.
Our latest download looks at the ways in which uncertainty can be managed in project schedules. In this white paper, we discuss the problems that arise from traditional methods such as the Critical Path and how Schedule Risk Analysis can mitigate them.
Float or slack, when present, is an important asset to any project. It provides flexibility in the project schedule and as an important asset should be managed carefully. But how can project managers go about more evenly sharing a project's float?
A few years ago, I came across the concept of 'Watermelon projects'; projects that are green on the outside but red at the inside. It can be observed as part of the summarized management reporting structure - the higher up the ladder the greener the project gets.
We are excited to announce the latest release of Safran Project, v7.2. Here's an idea of just some of the new capabilities in this release.