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 attempts to prevent such project failures. It discusses various methods by which work can be monitored and progressed so that the intentions of the scheduler are carried out. Project progressing, as a control system, is no exception. For every instruction which is sent out, a resulting feedback signal must be generated. The project manager will ensure that these corrective actions do take place, so that the control loop is effectively closed. There is an alternative management approach that relies only on outgoing instructions, with no feedback or error signals. The time-now date is important when computer files are updated periodically under the supervision of the project manager or central planning service, particularly when a complex multiproject model is involved. Except for kick-off meetings at the introduction of new projects, progress meetings had become redundant.
