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Welcome. My name is Alan Zucker.
I'm the curator of
the Project Management
Principles Program
for Henry Stewart Talks.
I have over 25 years of
experience managing projects
and project execution
organizations
for Fortune 100 companies.
I live outside Washington, DC
and teach at several
major universities,
including the
University of Virginia
and the University of Georgia.
I also work with
several international
professional development
organizations.
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In this module, we will
begin to talk about
developing our
project schedules.
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So in this course, we're
going to talk about
two different ways of
developing project schedules.
In this module, we'll talk about
the traditional way of
developing a project schedule
or a Gantt chart, and
then in the next module,
we'll talk about a hybrid
scheduling technique,
something that I
personally developed.
When we talk about our
traditional project schedules,
our tasks can be easily defined.
The durations are something
that can reasonably
be estimated.
The relationships,
the sequencing of those
different tasks or activities,
are well defined and
typically very fixed.
A good example of
developing a Gantt chart
or a traditional project
schedule is construction.
If you're developing or you're
building a major building,
there are lots of different
tools that you can use,
different metrics in terms of
how long it's going to
take to do something,
what comes before
something else,
and even though there
are always overruns,
the typical trajectory
of a development
or a construction project
is well understood.
In the next module,
we'll talk about
the Milestone-Kanban way
of developing a schedule.
That's something that's
good for knowledge work.
We'll talk about the
value and the principles
when we get to that module.
