- Sometimes project schedules are very informal. They begin as simple lists of dates from e-mails, meeting with clients. Project managers very often do not have complete information on work items.
For example, they may only be aware how long a task will take, but they do not know it can be started until they have approval. In such cases, the PM might just want to enter the dates agreed with the client. In such cases, manual scheduling of tasks is most efficient way of scheduling projects. - Sometimes, the PM wants some things done from his/her resources without entering the Allocation or Work as this is irrelevant in this case. For example, on a construction site, the task of getting the materials on-site needs to be done by date X, by resources say Joe and Jack. Work in such cases is not important; so is the allocation. The only important thing is the task deadline that needs to be met. In such cases, the PM or the responsible person needs to enter a Finish date and enter resources. Manual scheduling comes in picture here.
- In a development project, the client discussion to finalize the project details needs to be completed before the SRS can be prepared or the development team can start designing their use cases. The client meeting can be postponed or rescheduled. This causes the dependent tasks to be rescheduled. In such cases, the PM cannot practically modify the project plan every time. The start date of the dependent tasks should be rescheduled automatically when the predecessor completes. Automatic scheduling takes this into picture and helps the PM to set dependencies and constraints so that the required tasks move or the PM knows about them.
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