BOOKS authored by DR. LIONEL SMALLEY
PLANNING, SCHEDULING & TRACKING PERFORMANCE
THE BEGINNING OF A NEW START..!
Paperback book (October 30, 2015 / 428 pages)
Book is available from the following links:
School of Project Management (SPM) Dr. Lionel Smalley - firstname.lastname@example.org
Amazon.com books > Corporate Project Management
Corporate Project Management
Planning, Scheduling & Tracking Performance
This paperback book illustrates how to:
* Plan and schedule a project.
* Manage sudden delays and cost increases.
* Track project performance.
* Take corrective action to restore balance.
In addition, it shows how a project management consultant implements a formal
planning, scheduling and tracking methodology within a medium-sized company.
Isn't this cool?
You may be wondering about the statement on the cover of this book, "The
beginning of a new start..!"
There is a definite correlation between the start of a new project and the
beginning of a new start in our private and professional lives. Whenever we
receive a promotion, embrace a new business venture, clinch a profitable
business deal or start a new relationship - each of these is the beginning of
a new start. With each new start comes risks. Some are pleasant and exciting,
others are downright unpleasant. These increase our stress levels and often
hamper performance. Risks are also associated with unexpected delays and
sudden cost increases.
What's the significance of this? If we can successfully navigate our way
through each new beginning, keeping a check on the high points and managing
its low points, hopefully enjoying ourselves in the process , we should be
able to manage projects in a similar manner.
How so? Both scenarios comprise a series of activities completed in a
particular order (or sequence) to achieve a specific objective, hopefully with
the minimum of stress and frustration. Each is unique, subject to specific set
of constraints and expends time, resources and capital.
To navigate the processes involved - it makes sense to have an effective
planning and scheduling system in place, based on a set of principles and
techniques. Knowing how to implement these will provide you with an exciting
and easy-to-use methodology to plan, schedule and execute a variety of
projects. It doesn't get any better than this!
The fact that you are reading this book is a clear indication you are willing
to embark upon the beginning of a new start and, in so doing, share my
sentiments. Good for you!
Typical projects encountered, comprise:
*The introduction of new products and/or services developed for the industrial
and consumer markets.
*Information technology (IT) software and hardware products developed for
industry and the consumer market. Think of all the new applications available
for our smartphones. Only a few years ago there were no smartphones. All we
had were our mobile phones; making a call was regarded as a big deal.
*Value engineering projects encountered in the manufacturing industry. Not
only do these lower production costs, they also make our daily lives more
interesting. For example, the latest 4K UHD series (curved and flat screen)
smart television sets. Also, the various hybrid and self-driving motor
*Building and refurbishment projects for the construction industry.
Would you classify the production a new television pilot or movie as a
project? Yes, of course you would! So is planning a vacation, a wedding or an
important business trip. Would you add divorce to this list? I think so! After
all, each divorce is relatively unique - even though similarities do exist.
I trust you will enjoy reading my book and working through the review
questions and problems. Don't worry, I have also provided the solutions.
Dr. Smalley’s first eBook (August 24, 2016 / 141 pages)
ASIN number: BO1L5ZCOWA
eBook is available from:
eBooks > Corporate Project Management
WHY YOU SHOULD MY FIRST EBOOK!
This eBook focuses on how to develop and implement an effective cost
management system (CMS) used to track and manage performance as a project
progresses through its execution phase to its final completion. Of course, I’m
assuming the project’s planning and scheduling phases have already been
Imagine the following scene – you are an experienced project management
consultant recently appointed by the CEO of a medium-sized furniture
manufacturing company. This company specializes in producing bespoked, or
customized furniture, for high-income clients. Your mandate is to implement an
efficient system to improve performance tracking and management of all the
company’s projects. During the past two years, the company lost a lot of
business due to performance-related issues, hence the reason for your
appointment. The project you are asked to probe and suggest improvements in
terms of its performance, comprises – a fitted, top of the range, screening
room (or home movie theatre) and customized bar. For this, the client is
prepared to pay $850K. The project shouldn’t take longer than four months to
Your mandate commenced on April 1, the start of the second week of the
project’s execution phase. It’s now three days later; you are in your office
thinking about the best way to tackle your mandate. You are aware that the
company’s project manager, someone with an impressive manufacturing
background, has recently resigned. Before departing, this manager completed
this project’s planning and scheduling phases. In addition, he also started
work on the project’s execution phase, covering a period of four months or 16
weeks. No work was planned for the weekends or on public holidays.
At your request, the CEO has instructed a project team member to provide you
with a copy of this project’s work breakdown structure (WBS), activity list,
milestone list (or schedule) and network diagram. It’s your intention to see
what the departing project manager had in mind when planning and scheduling
the project. The three planning documents indicate all the required work
packages; their costs; where the work will be done (internally or externally);
how long each work package will take to complete; and when the work will
commence. The project’s network diagram indicates all the critical, near
critical and non critical work packages. This project shows the presence of
multiple critical paths. In fact, if all goes well, the project should be
completed within three and a half months or 70 workdays. This provides a two
week safety (or buffer) period just in case something unexpected is
encountered. As a result, you have decided to set the performance measurement
review dates at the end of each calendar month. When dealing with construction
projects these dates are usually set at the end of each week. A typical CMS
also requires variables, such as – the project’s planned cost each month, its
actual cost each month and the earned (or added) value each month. These
variables are needed to calculate the required metrics at each review date.
Note: Metrics are also known as indicators or variances.
Besides panicking, what modus operandi would you implement to improve this
project’s performance? If this scenario appeals to you, read my book. You will
see how easy it is to achieve your mandate and, in so doing, improve your
overall understanding of corporate project management. In addition, by reading
my book and working through the various examples, review problems and
questions you will be adapt your cost management system (CMS) to function in
most medium-sized and small companies. Not too shabby!
The results of the metrics calculated at each review date, enable the project
manager to make meaningful decisions regarding project performance. It’s
important to know what these results signify and how they relate to the
project’s overall performance. It serves no purpose to merely punch all the
data into a performance management software program, press print and hey
presto – you have all the metrics calculated for you! Although this is the
easy way to go, it makes more sense to know how these metrics are calculated
and understand what distinguishes a good result from one not quite so good, or
whether a particular metric is acceptable or unacceptable. In addition, it’s
also necessary to know what constitutes each result’s acceptance spread, prior
to forwarding the project’s performance report to the project sponsor and any
other stakeholders. This makes for better project management all round!
Wouldn’t you agree? In addition, you will also know how to generate and
interpret project S-curves used to monitor and record performance deviation
problems. Before I forget – at the end of each chapter of my book I have
included review questions and problems to test your knowledge and
understanding of the material discussed. Don’t worry, I have also provided
For those of you who feel you already know all the answers – by reading my
book, you will further your existing corporate project management knowledge
and thus improve the overall performance of all your present and future
projects. Finally, wherever possible I have aligned this book with the project
management principles, procedures and outcomes as mentioned in the PMI’s
project management body of knowledge commonly referred to as the
PMBOK® guide. The latest edition of this guide was published
by the Project Management Institute (PMI) in 2013.
Dr. Smalley’s second eBook (September 23, 2016 / 196 pages)
ASIN number: BO1M17N662
eBook is available from:
eBooks > Corporate Project Management
WHY YOU SHOULD READ MY SECOND EBOOK!
Why is scheduling so important? It enables us to identify the critical paths
flowing through a project and place the required work packages in three
those that are critical; those almost or near critical and those that are
Consider the following scenario. You are a project manager
working at a medium-sized furniture manufacturing company. This company
specializes in making bespoked or customized furniture for high-income
clients. The company’s managing director has asked you to schedule a new
client’s furniture project. You will be working with another project manager
has recently completed its planning phase. Together, you will be taking the
project through its execution phase to final completion. This project
comprises a state-of-the-art screening room or home movie theater and a
customized/fitted bar. For this, the client is prepared to pay $675K. The
total cost to complete the project is estimated at $485K.
Imagine the scene, it is three days later. You are in your office enjoying a
delightful latte, thinking about your scheduling task. A team member has just
dropped off your project’s completed work breakdown structure (WBS), activity
list and milestone list or schedule. You have been waiting for these planning
documents. How so? Because these documents indicate the contact details of all
thirty main work packages required for your project. Also, their estimated
costs, where the work packages will be completed (internally or externally)
and what percentage complete is necessary at each review date. Now that you
have received this information you can start preparing the project’s network
table and constructing its network diagram. This will really get things
moving! Later, the same day you complete the project’s scheduling documents.
From the network diagram, you realize the project can be completed within
eight workweeks, if all goes according to plan. Famous last words! You forward
this information to the managing director, who immediately calls the client.
The client sounds pleased but insists that his project must be completed
within five workweeks, not eight! This feedback is forwarded to you to sort
managing director feels there is a high probability of receiving follow-on
business from this client. As a result, you had better make this
work! To achieve this new deadline, you decide to establish four benchmarks
that will reduce the project from eight to seven, six, five and four workweeks
respectively. This will most definitely impress the managing director.
However, what impression will this create if you complete the client’s project
within four workweeks? Surely, this would really be turn on for the managing
director and the client. You may even receive a nice bonus check!
Using a crashing (or compression) technique it’s possible to reduce the
project’s total completion time from eight workweeks to five (or four)
workweeks whilst expending the least amount of additional capital at each
stage of the process. Isn’t this cool?
After making several phone calls to the internal line managers and forwarding
e-mails to the appointed contractors and suppliers, you receive the estimated
normal and crash times and costs for all thirty work packages. The normal
costs include the project’s materials, equipment, labor and transportation
costs. The crash costs include the costs to reduce each work package’s normal
time or duration. The normal and crash times are shown in workweeks. The
normal and crash costs are in dollars. Using these costs and times, you
calculate each work package’s incremental cost (Ic), shown in dollars per
workweek. Your objective is to reduce this project from eight workweeks to
reach each of the four benchmarks. If you feel this scenario appeals to you,
continue reading this book. I know you will enjoy the experience!
A few days later, the project’s execution phase commences. This phase will
soon get a whole lot more interesting! How so? After a short period of time,
the following unexpected events unfold:
Early during the project’s
first workweek, you are informed that two non- critical work packages will be
delayed by one week. This is due to delivery problems affecting the arrival of
the required raw materials for your work order. The local suppliers have a
strike on their hands resulting in a huge backlog of work orders. Later this
same workweek, you hear via the corporate grapevine that one of your internal
line managers has equipment problems. This will delay the work package by four
Early the following workweek,
you hear that the completion of a critical work package is delayed due to a
power failure at the appointed contractor’s premises. Work on this work
package has already started prior to the power failure. This causes a delay of
Two workdays later, you hear that another critical work package will be
delayed due to another power failure. You blurt out, “What the hell is going
on?” The contractor appointed to complete your work order confirms this will
result in a delay of two days. The following morning, you hear that there’s
another problem affecting the delivery of another near-critical work package.
The contractor busy with your work order informs you they are experiencing
machine downtime due to intermittent power problems. They have already ordered
the replacement parts. As a result, your work order will only be completed
five days later than expected.
One workweek later, a contractor working on another near-critical work package
informs you that he is experiencing staff-shortage problems. Apparently, this
is due to transportation difficulties. As a result, the completion of your
work order will be delayed at least 36 hours. This problem also affects a
contractor working on another non-critical work package, delaying its
completion date by three days.
Just when you thought things couldn’t get any worse, towards the end of the
third workweek, the contractor completing two near-critical work packages
informs you that all work has stopped as a result of a fire breaking out at
their premises. This is expected to delay your work order by four days. The
damaged equipment and destroyed materials must be replaced, hence the delay.
Later the same workweek, the contractor dealing with two near-critical work
packages informs you they are unable to deliver your work order at the time
previously agreed. Three of their experienced employees possessing the
necessary skillset to operate the complex machinery required for your work
order have taken off sick due to food poisoning. They are both booked off work
for three weeks. Work on these work packages has already started prior to the
three employees taking ill. The earliest your work order can now be completed
is two days later than expected.
Obvious questions come to mind. How will these delays affect your project’s
existing critical paths? And, will these delays cause your project to be
completed later than anticipated? If managing this scenario appeals to you,
continue reading my book!
For those of you who feel you already know all the answers – by reading this
book you will still be able to increase your existing corporate project
management knowledge and improve the scheduling of all your present and future
projects. It will also help when restoring project balance on your projects,
after experiencing delays.
Finally, wherever possible I have aligned this book with the project
management principles, procedures and outcomes mentioned in the PMI’s project
management body of knowledge, commonly referred to as the
The latest edition of this guide was published by the Project Management
Institute (PMI) in 2013.
ABOUT THE AUTHOR
Smalley, B.Com., Hons. B.Com. (cum Laude), M.Com. (cum Laude), D.Com.
In the early 1980s soon after completing his master’s degree in operations
management, Lionel started the empirical research necessary for his doctoral
thesis in operations management. It was during this period that he became
familiar with Dr. Harold Kerzner’s excellent work in project management. As a
result, Lionel contacted Harold and persuaded him to visit South Africa to
conduct his successful workshops on project planning, scheduling and
controlling. Harold agreed and during the period, September 1982 to May 1993,
Harold visited South Africa fifteen times during which he conducted a total of
From October 1978 to March 1990, Lionel was a member of the academic staff in
the department of business management at the University of South Africa. He
started out as a lecturer and ended his academic career as an associate
professor. Besides enjoying academic life, Lionel always felt attracted to the
practical side of business and entrepreneurship. He had previously owned and
managed a successful clothing company, employing several representatives to
manage the distribution and sales functions. During the early 1980s, because
of his previous business experience – Lionel started his own event management
company, designed to fill a significant gap in the local market. Once Harold’s
workshop trips were confirmed, Lionel used his company as a vehicle to
organize and manage all Harold’s workshops. He assembled a small team and set
about planning and scheduling each of Harold’s trips. This included:
Marketing the seminar/workshops in Johannesburg, Durban and Cape Town.
Designing, printing and distributing brochures.
Arranging for all local and international flights.
Liaising with the local hotels for the use of their conference facilities.
Organizing meals and catering for specific dietary needs.
Under Harold’s guidance and mentorship it was the first time Lionel had
formally applied project management principles and techniques within his
In 1989, sensing a gap in the South African market for quality training,
Lionel resigned his post as an associate professor to start his own project
management training company, The School of Project Management (SPM). This
company specializes in developing and conducting corporate project management
training programs for all levels of management. Today, Lionel spends most of
his time training business owners, entrepreneurs, professionals, executives
and managers how to implement corporate project management principles and
techniques within their companies and professional practices. This book came
about as a result of his experience gained over the past thirty years.
During 2001 – 2006, Lionel contributed to
the following project management books:
Kerzner, Harold, Ph.D. Project Management – A Systems Approach to Planning,
Scheduling, and Controlling. Seventh edition. John Wiley & Sons, Inc., 2001.
Chapter 19, Managing Cultural Differences. Pages 1000–1008. ISBN
Kerzner, Harold, Ph.D. Advanced Project Management – Best Practices on
Implementation. Second Edition. John Wiley & Sons, Inc., 2004. Chapter 12,
Training and Education. Pages 424–426. Lionel’s corporate logo, SPM, appears
on the front cover. ISBN 0-471-47284-0.
Kerzner, Harold, Ph.D. Project Management Best Practices – Achieving Global
Excellence. John Wiley & Sons, Inc., 2006. Chapter 8, Training and Education,
Pages 316–317. Lionel’s corporate logo, SPM, appears on the front cover.
ISBN-13: 978-0-471-79346-5and ISBN 10: 0-471-79368-X.
Lionel authored his own self-help book (428 pages) on Corporate Project
Management covering topics such as planning; scheduling; identifying and
managing delays; tracking performance; conducting trade-offs; and managing
risk. His book was published in the USA on 30 October 2015. It’s currently
available on the Amazon and CreateSpace websites. To locate and view his book,
type corporate project management in their search windows. It’s also directly
available on The School of Project Management
The ISBN numbers are ISBN-13: 9781512090758 and ISBN-10: 1512090751.
During 2016, Lionel recently authored two eBooks on Corporate Project
Management. The fist eBook focused on tracking project performance using
schedule and cost metrics (141 pages). The second eBook addressed project
scheduling and managing risk (196 pages). Both eBooks are currently available
on Amazon’s website, www.amazon.com.