ABSTRACT
This chapter talks about helping to prevent project delays. It begins with the assumption that an effective schedule has been produced, and that all key project participants know, and have agreed to, what is expected of them. If the progress information is being gathered on forms, than by direct input to the computer, there is another question that the perceptive project manager needs to ask for each task that is reported as done. Although routine progress returns might indicate that everything is more or less on course, the head count shows that work on the project in the design department is not taking place at the required rate. The progress chaser stayed with the job, and continued time-stamping the order in and out of each department or work station, through winding, assembly, resin encapsulation and final testing. Progress reports addressed to company management must set out the technical, fulfillment and financial status of the project and compare the company's performance.
