ABSTRACT
This chapter begins from the premise that an effective schedule has been produced, and that all key project participants know, and have willingly agreed to, what is expected of them. In the management context the errors are called ‘exceptions’ and the sensible approach of concentrating reports and attention on such exceptions is known as ‘management by exception’. Active projects depend on two-way communication between the project manager and every departmental manager. Work instructions must be issued and information must be fed back regularly on the resulting progress. Remember that purchasing and manufacturing departments have always suffered at the hands of project managers by being expected to perform miracles when all the total float has been used up long before work enters the purchasing and manufacturing phases. Senior company management, recognizing the problem, supported a study which led to the introduction of critical path network planning for all projects, using a computer to schedule resources and issue detailed work-to lists.
