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Unformatted text preview: e for even the largest of projects to maintain multiple schedules. In fact, the version of Modern Project provided with this book only time-phases the control budget in order to keep the toolset as simple as possible. Consequently, as the schedule changes, great care needs to be taken regarding which schedule dates are applied to which budgets. This is especially true with respect to the control budget, since its time phasing directly affects all the performance and productivity measures for the project. There does not exist an algorithm that can figure out under what circumstances to apply which dates to which budgets. There are some operational policies, under which it is possible to operate, that allow for reasonably safe interoperation between a scheduling system and a project management system. In most cases, these operational policies are deemed unfeasible, and, instead, a manual interface between the systems is used even though it means entering some of the project data into both of the systems. We now discuss two of these operational policies that allow an automated interface between a scheduling system and a project management system. The first policy is to time phase TE
Team-Fly® AM FL Y Page 202 only the control budget . This is the policy that enables the automated interface between Microsoft Project and Modern Project. Since at the very beginning of a project the control budget is the same as the original budget, the original time-phased budget can be obtained (and archived) by saving a copy of the project database under a different name that will never be altered. Operating under this policy allows us to keep the control budget, which is used for most purposes, updated with the dates produced by the scheduling system. If the project manager requires that the other budgets be time phased, then the client budget and the forecast dates will still have to be maintained manually, and, since they are often different from the control budget dates, they will require management discretion in their entry. Project managers often do not like this policy for a variety of reasons. The current project schedule often does not have a close correlation with any of the budgets or the forecast. Scheduling systems produce schedules that can tell you the most optimal dates you can hope for if everything goes right, and they can also tell you the most conservative dates under a variety of assumptions. The problem is how to pick the most likely dates that are somewhere in between. These are the dates that are needed to time phase the control budget. Most project managers believe this is done with discretion, based on experience. They tend to rely on project schedulers to tell them what the range of possibilities is. Then, together with the project management staff, they make decisions on what they believe can reasonably be accomplished. Consequently, project managers often reason that even if there is an automated interface for loading dates from the scheduling system into th...
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- Spring '10