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Work Plan Procedure

Review the workplan on a regular basis. For a medium project, this is probably still a weekly process. For larger projects, the frequency might be every two weeks. Do not go any less frequently than every two weeks.

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Ohomina Josh
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349 views2 pages

Work Plan Procedure

Review the workplan on a regular basis. For a medium project, this is probably still a weekly process. For larger projects, the frequency might be every two weeks. Do not go any less frequently than every two weeks.

Uploaded by

Ohomina Josh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Workplan Review and Update Procedure

1. Review the workplan on a regular basis. For a medium project, this is probably still a weekly
process. For larger projects, the frequency might be every two weeks. Do not go any less frequently than
every two weeks.
2. Capture and update actual hours. If the project is capturing actual effort hours and costs, update
the workplan with this information. Identify activities that have been completed during the previous
time period and update the workplan to show they are finished.
3. Review your schedule situation. Determine whether there are any other activities that should be
completed, but are not. This information can be gathered by running the appropriate report from the
project management tool. If there are activities that are late, work with the individual(s) who are
assigned to see what is going on.
4. Reschedule the project. After the workplan has been updated to show the current reality, let the
tool reschedule the work to see if the project will be completed within the original effort, cost, and
duration.
5. Run additional workplan management reports. Run additional reports from the project
management tool to help determine how the project is progressing. For instance, look at resource
allocation.
6. Review your budget situation. Review how your project is performing against your budget.
Because of how financial reporting is done, you may need to manage the budget on a monthly basis,
even if you update the workplan on a weekly or biweekly basis
7. Look for other signs that the project may be in trouble. These could include
Activities start to trend over budget or behind schedule early on in the project. There is a
tendency to think you can make it up, but usually these are a warning that you will get further and
further into trouble.
A small variance starts to get bigger, especially early in the project.
You discover that activities you think have already been completed are still being worked on.
You need to rely on unscheduled overtime to hit the deadlines, especially early in the project.
Team morale starts to decline.
Deliverable quality or service quality starts to deteriorate.
Quality control steps, testing activities, and project management time starts to be cut back from
the original schedule.
8. Evaluate the critical path of the project.
9. Adjust the workplan. Update the workplan so that it reflects how the remaining work will be
completed.
10. Communicate any schedule and budget risk. As soon as you feel at risk of missing your budget or
deadline, you should communicate this to the sponsor and stakeholders.
11. Add more details to future work. On a monthly basis, adjust future work to reflect any additional
information you know now. For instance, when the workplan was created, many of the activities further
into the future may have been vague and placed in the workplan at a high level. On a monthly basis, this
work needs to be defined in greater detail.

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