ABSTRACT
Managing the progress of larger projects obviously poses greater difficulties, with far more complexity in the organization and the number of tasks. This chapter argues that an effective schedule has been produced, and that all key project participants know, and have agreed to, what is expected of them. It discusses various methods by which work can be monitored and progressed so that the intentions of the scheduler are carried out. Progress reporting against a time-now therefore expects managers to forecast slightly ahead when assessing their results. Progress feedback should be arranged at fairly frequent intervals, typically more often than the issue of revised work-to lists. If the progress information is being gathered on forms, rather than by direct input to the computer, there is another question that the perceptive project manager needs to ask for each task reported as complete. Regular progress meetings provide a suitable forum where essential two-way communication can take place between planners and participants.
