What does traditional schedule management mean?

The traditional schedule management is to master the balance between operation standards (usually including labor quota, quality standard, material consumption quota, etc.). ) and process capability (usually a piece of equipment or a workplace) are strictly in accordance with the requirements of production schedule.

Assign jobs according to the load balance of production capacity, and issue job instructions according to the progress requirements of production plan. According to the original records and statistical reports of production operations, conduct job analysis, determine the daily production progress, and find out the reasons for the deviation between the planned and actual progress.

Problems existing in traditional schedule management;

1. Ignore the schedule: think that the schedule is a decoration and unnecessary. Without a good progress plan, it is difficult for construction enterprises to control and report the progress in a long time span.

2. The plan is divorced from the actual work: At present, many projects manage the progress of the project through Excel tables and hand-drawn Gantt charts. A large number of documents are piled up, the summary efficiency is low, and the timeliness is worse than the price difference, which is very unfavorable for controlling the project progress.

This is one of the reasons why the problems in the project can only be dealt with afterwards. In addition, due to the lack of third-party supervision in the traditional management mode, individual project stakeholders may conceal or falsely report the project progress, resulting in the project progress being out of line with the plan.

3. The person in charge of the project lacks experience and management is not in place: due to the lack of corresponding project experience, the person in charge of the project did not do a good job of analysis and emergency plan in advance, and then disappeared when something happened in a hurry.

The management organization can't guarantee the realization of the progress goal, and the phenomenon of overstaffing, attaching importance to relations and neglecting ability is serious, which leads to poor execution. Project members only care about profitability, regardless of whether the project objectives are successfully achieved.

Lack of effective supervision, incentive and assessment mechanism, unclear goal decomposition, unable to find the direct person in charge when the progress is lagging behind, and personnel of various departments wrangle, and finally end up dead. Because there is no clear responsibility and lack of cooperation spirit, the enthusiasm of project members can not be mobilized and they are indifferent to the progress goal.