ABSTRACT
This chapter begins with 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. Project progress information are updated continuously by the direct input method, the work-to lists and other schedules are probably only be revised and re-issued when the planner decides that data reprocessing is necessary. 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. All people asked to provide progress information, whether direct from terminals or on paper, must be told the next time-now date as far in advance as possible. 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.
