Earned scheduling (ES) is a strategy that uses money or hours worked instead of time increments to define and track schedules. It is based on earned value management (EVM) and can lead to more efficient project completion. There is debate on its effectiveness compared to traditional methods.
Earned scheduling (ES) is a strategy or practice that uses the concept of defining and tracking schedules based on money or number of hours worked, rather than the more traditional approach of scheduling based on time increments. The idea is that, at various stages in the life of any ongoing project or operation, the effectiveness of schedules based on time increments becomes less efficient. Rather than finding ways around these inefficiencies, using another basis for building the schedule can actually help successfully complete the tasks associated with the activity.
The earned schedule idea is based on a more established concept known as earned value management (EVM). Developing a obtained schedule involves the practical application of EVM to determine the most efficient way to structure the schedule. Based on the factors relevant to the project at hand, using money as the basis for the schedule and assigning a monetary value to each step in the process can allow for a more accurate assessment of project movement forward. At the same time, choosing to base the schedule on the number of man hours associated with each phase or step can also help in planning the sequence and duration of each step so that time or other resources are not wasted. The concept of a winning schedule does not necessarily preclude the more traditional use of time increments in organizing the schedule. Rather, the idea is to look at the project from more than one angle and then decide which combination of strategies to incorporate into the work schedule.
Creating an earned schedule based on alternative amounts of money or hours of work can help you avoid some of the limitations sometimes inherent in setting a schedule based solely on time increments. As the schedule is driven by factors other than a set number of minutes per task, there is room to deal with unforeseen events without necessarily disrupting the schedule itself. From this perspective, the project participants’ ability to work with a project manager and develop ways to overcome obstacles has the potential to make the most of all the skills and knowledge found among the project team.
There is a difference of opinion on the effectiveness of the gain schedule. Proponents of more traditional methods cite the continued use of these methods over many years, as well as the fact that any problems that may occur using these methods can typically be compensated for at some point in the project. Advocates of the conquered schedule note the expanded options for organizing tasks, including the ability to allow more creative solutions to emerge that, in fact, can deliver superior results.
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