Loading...
The planning and time control activity applies to projects in the execution phase and aims to structure, monitor and evaluate the project duration based on execution schedules.
Execution schedules are used as analytical and decision-making tools, enabling the evaluation of activity sequencing logic, identification of the critical path and analysis of delay risks.
Through systematic schedule updates, traceability of progress over time is ensured, along with the grounding of management decisions on coherent and verifiable data.
The phasing planning and execution strategy activity aims to structure the project into logical and operational stages, based on the specifics of the works, technical constraints, site conditions and interdependencies between activities.
This involves defining the optimal execution sequence so that the works can be implemented in a coherent, realistic and controllable order.
The development of the baseline execution schedule represents the central stage of the planning process, through which the initial project programme is defined.
The baseline schedule is built on the actual execution logic, reflecting the correct sequence of activities, estimated durations and interdependency relationships between them.
Periodic updates to the execution schedule aim to reflect the actual progress of works and maintain the relevance of the programme throughout execution. This involves collecting site information, updating the status of activities and recalculating logical relationships, without altering the core structure of the schedule.
Through regular updates, the execution schedule becomes a dynamic control tool, enabling accurate evaluation of project progress and supporting management decisions based on up-to-date and verifiable data.
Progress monitoring involves the systematic tracking of differences between planned and actual performance, identifying deviations that may impact the project duration. The analysis focuses on critical activities and sensitive areas of the schedule, where delays can have significant effects.
This activity enables the early identification of delay risks and provides an objective basis for prioritising interventions and adjusting the execution strategy.
Progress reporting is structured to transform technical data from the execution schedule into information relevant to the decision-making process. Reports summarise the status of works, duration trends and the impact of deviations, in a clear and easy-to-interpret format.
The emphasis is on clarity, coherence and relevance, so that project management can quickly assess the current situation and its implications for the project duration.
Correlating the execution schedule with the project cash flow aims to integrate the time dimension with the financial one. The activity involves associating the stages and activities in the schedule with their corresponding financial values, providing a predictive perspective on cost distribution over time.
This approach facilitates the analysis of the impact of time deviations on financial flows and supports financial planning throughout project execution.
The impact analysis of delays and duration changes aims to evaluate the effects generated by unforeseen events, variations or change decisions on the execution schedule. The assessment is carried out using established time impact analysis methods, with a focus on the cause-and-effect relationship.
The result of this analysis provides a solid technical basis for understanding duration changes and for grounding decisions regarding schedule adjustments.
This activity focuses on re-analysing and restructuring the execution schedule in crisis contexts, such as significant delays, major scope changes or unforeseen operational constraints. The process involves identifying critical areas, redefining the sequence of activities and evaluating alternative execution scenarios.
The goal is to regain control over the project duration, limit the impact of delays and ensure a realistic basis for continuing execution.