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Using the Process

The company agreed to create a look-ahead plan for 104 weeks. At the end of this period, the original RCM and RBI results were due for review. They transferred all these tasks from the RCM/RBI output data base into this schedule. To this, they added any known project-related work.

Thereafter, they estimated the resource requirements for these tasks. The next step was to optimize the schedule so as to level the resource requirements. The start and end dates of most tasks had some flexibility. By using the available slack and shuffling the tasks, resource requirements could be leveled fairly well. The optimized 104 weeks look-ahead plan was now ready for use.

Rush Work

Rush work is hard to plan and costs at least twice as much as planned work. Moreover, rush work displaces planned work from that day's schedule. This wastes effort already spent on planning the displaced activity. Therefore, rush work has to be properly justified. It is a major drain on the efficiency of a work management process. What we need is an effective work prioritization system.

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