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Unformatted text preview: heduling system to maintain the dates for the control budget. This is the budget that is used for managing the project and for computing performance and productivity data. Knowing the dates that correspond to the control budget usually allows one to calculate manually an estimate of what the client dates and forecast dates should be. Such a manual calculation is usually accurate enough for the purpose to which these dates are put. The exception might be if the client insists on performance and productivity reports based on the client schedule. In this case it might be necessary to maintain two schedules with your scheduling system. It should be noted that the version of the Modern Project system supplied with this book does not provide the capability to directly generate these reports based on the client schedule. To do this requires a method described in the following paragraph. If a separate schedule is to be maintained for the client in accordance with the client budget, it will be necessary for you to do more than just maintain two separate schedules. To get reports for the client based on the client budget, the system will have to think that the client budget is the control budget. To do this, you will have to copy the example database (call it the alternate database) and remove all the quantification and productivity variances from the alternate database (using the variance entry/edit tools). Next you will also have to remove all the control start and end dates and all of the forecast start and end dates from the alternate database (using the task entry/edit tool). After doing all this, the alternate database will have a control budget that is the same as the client budget in the example project database. Then, if you produce reports using the alternate database, the performance and productivity calculations will be made using the client budget and schedule. This is not a satisfactory method to accomplish this on a large project. But few projects will require this capability and the intent was to keep this version of the toolset simple. Page 99 Since many of the work packages may have already been complete by the time a variance is entered, it is necessary to constrain the scheduling system to use the start and end dates that actually occurred. Most scheduling systems have a capability for entering actual start and completion dates and for requiring the scheduling system to use these when they are present. This can still be a tricky undertaking. For this reason, project teams often find it easier and more accurate to manually schedule the client and forecast schedules. The next thing project management must update when variances are entered is the summary level control package quantifications. These are updated using the WBS Entry/Edit tool. Since the units of measure at summary-level control packages can be independent of the units of measure in the lowerlevel control packages they contain, the determination of which control package quantifications to change and what the changes should be is often a subject of much consideration. Figure 3-12 shows the WBS Listing with the new quantifications after the variances for the example project were entere...
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- Spring '10