May 05, 2026
Realistic schedule management: techniques and case study
Lucas Henrique da Silva Melo; Paulo Fernando do Nascimento Afonso
Summary prepared by the ResumeAI tool, an artificial intelligence solution developed by the Pecege Institute focused on synthesis and writing.
In a global scenario marked by volatility, uncertainties, and demands for continuous innovation, project management has consolidated itself as a strategic pillar for organizations seeking to survive and excel in competitive markets. The relevance of this discipline is evidenced by data indicating that approximately 11.4% of investments in projects are wasted due to inadequate management practices, reinforcing the premise that the lack of robust planning remains a critical challenge in contemporary corporate structures (PMI, 2021). In this context, the project schedule emerges not only as an operational document for date control but as an essential governance instrument, capable of aligning expectations among stakeholders, anticipating inherent execution risks, and ensuring that financial, human, and technological resources are allocated efficiently and rationally.
Organizations have undergone profound changes, whether structural, administrative, or related to the adoption of new management models, in order to respond agilely to the demands of an increasingly demanding market. It becomes essential that strategic decisions are based on accurate data, ensuring return on investment while optimizing the use of available time and resources (Carvalho and Rabechini Jr., 2018). The incorporation of methods and tools for project management has ceased to be a peripheral trend and has become a competitive priority in companies, contributing to the formulation of more effective strategies and improving market positioning through greater organizational adaptability.
Efficient time management ensures that deliverables are completed within established deadlines, functioning as a detailed plan that specifies when and how the products, services, and results foreseen in the original scope will be delivered (PMI, 2017). Specialized literature proves the effectiveness of key schedule management techniques, indicating that the PERT/CPM method can reduce temporal distortions by approximately 35% (Kerzner, 2022), while the use of the Gantt Chart improves stakeholder communication in 78% of analyzed cases (Vargas, 2023). Despite these benefits, the implementation of advanced systems like Primavera P6, which increases estimation accuracy by 42%, still faces cultural resistance in 60% of organizations (Dewey, 2021).
The discrepancy between available theoretical knowledge and daily organizational practice motivates an in-depth analysis of how the application of PERT/CPM techniques, critical path management, and the Gantt Chart contributes to the construction of realistic schedules. The need to reduce project failure rates is urgent, as planning failures generate annual losses of 12% of the total value invested in corporate initiatives (Silveira, 2022). Therefore, the articulation between updated academic knowledge and applied research offers relevant contributions to theoretical advancement and professional practice, providing subsidies for organizations to transform their planning processes into sustainable competitive advantages.
The scientific research process is based on understanding the intended objectives, with the methodological decision being based on criteria of logic, rationality, and efficiency (Lakatos and Marconi, 2007). To achieve the proposed objectives, the case study method was adopted, which offers a comprehensive view of a specific problem, allowing the identification of factors that influence the phenomenon in its real context (Gil, 2008). This research is classified as exploratory and qualitative, characterized by a flexible structure that allows for the analysis of various aspects related to time management and the perception of the professionals involved.
The location defined for data collection was a multinational company operating in the field of high-engineering processing equipment and material handling systems manufacturing. The organization serves diversified markets, including the plastics, food, and recycling sectors, with a presence in over 100 countries. The studied unit is located in the municipality of Taubaté, in the state of São Paulo, and has a staff of 30 professionals, including assistants, technicians, and engineers, with an estimated annual revenue of 50 million. The choice of this organization is justified by its operational complexity and the constant need for precision in meeting global contractual deadlines.
The sampling used was non-probabilistic and intentional, composed of six professionals who directly manage projects within the organization. The group of participants included two managers, one being the company Director and the other the Quality Coordinator, both with Engineering degrees, and four design technicians. The selection criteria established that participants should have at least two years of experience in project management and active involvement in the development, execution, or control of schedules. This diversity of roles allowed for the capture of different perspectives on the effectiveness of the planning tools used in the industrial routine.
For data collection, two distinct semi-structured questionnaires were developed and administered via the Google Forms platform over a 15-day period. The first instrument, aimed at managers, and the second, for technicians, totaled 14 questions developed based on the guidelines of the PMBOK Guide (2021) and the studies of Vargas (2023). The questions addressed the use and effectiveness of PERT/CPM techniques, the influence of the critical path on the total project duration, the relevance of the Gantt Chart, and the need for specialized software adoption. The questionnaire structure aimed to contrast the strategic management view with the operational perception of the technical team, ensuring a holistic analysis of the planning process.
The analysis of the collected data followed the content analysis technique, which consists of a systematic method for interpreting qualitative data and identifying relevant patterns (Bardin, 2017). Open-ended responses were processed with the aid of NVivo 12 software, a tool that allows for the coding, categorization, and linking of unstructured data, facilitating the identification of emerging themes. Additionally, simple quantitative data, such as the frequency of use of certain techniques, were tabulated in spreadsheets to allow for a clear visualization of trends. The analysis considered specific indicators, such as the perception of delay reduction and the level of satisfaction with internal communication provided by visual tools.
The literature review was conducted in parallel, with the purpose of relating the data obtained from the case study to the knowledge already consolidated in the literature (Gil, 2002). Sources published in books and academic articles were consulted, focusing on reference authors in the field of project management. This triangulation between theory and organizational practice allowed for the validation of observations made in the multinational company environment, minimizing potential self-reporting biases and ensuring the scientific rigor necessary for formulating conclusions. The methodological structure was designed to ensure that each stage of the operational process contributed directly to answering the formulated research problem.
The results obtained reveal that the organization adopts PERT/CPM methodologies in the development of its schedules, and the interviewed managers confirmed the high relevance of these techniques for defining the planned activities. One of the managers emphasized that such tools assist in clearly visualizing the schedule stages, as well as the interdependencies, latencies, and constraints involved in each project phase. The rapid identification of obstacles allows for the development of preventive strategies to mitigate or eliminate risks before they impact the final deadline. This perception aligns with the literature, which indicates that PERT/CPM offers a clear visual representation and more accurate time estimates, enabling better resource allocation (Tubino, 2017).
Regarding the critical path, most managers recognize it as a central element for success or failure in delivering demands. It was highlighted that when an activity belonging to the critical path is not executed within the planned period, there is an immediate tendency for more resources to be needed for its completion, which increases costs and negatively impacts the total budget. On the other hand, a divergent perspective presented by one of the managers suggests that project success is more related to adapting methodologies to the company’s specific reality, considering that almost all stages can become critical depending on the operational context, not just those mathematically identified by the traditional method.
The technical team corroborated the importance of meeting deadlines, stating that activities are generally completed within the planned timeframe, as dates are set jointly with the areas responsible for execution. However, it was warned that failure to meet deadlines results in financial losses, impacts the company’s image with global clients, and causes high stress among team members. To ensure the delivery of activities with strict deadlines, the company adopts weekly monitoring meetings and, in cases of deviations, forms task forces that use overtime or resource redistribution. A practical example cited was the approval of purchase orders by the supply department, which must adhere to strict deadlines to avoid paralyzing product development and industrial production.
The influence of the critical path on the total project duration is a point of convergence between observed practice and Tubino’s (2017) theory, which defines this path as the sequence of activities without any float. Any interruption in these tasks inevitably results in a delay in the final delivery. In contrast, activities that have float can suffer delays within certain limits without compromising the master schedule (Cavalcanti and Silveira, 2016). Technicians reported that constant monitoring of these stages allows for early risk detection and enables faster decisions to replan or correct deviations, contributing to better time utilization and work organization.
Regarding the use of the Gantt Chart, heterogeneous utilization was observed within the organization. While one manager reported not using the tool systematically, another highlighted its frequent use for dividing activities into smaller steps and for visual progress tracking. The technical team emphasized that the company holds periodic meetings and issues progress reports, processes considered essential to avoid delays. Perceptions of the Gantt chart converge on the idea that it facilitates progress visualization, supports quick decision-making, and allows tracking the impact of each task on the overall project success (Junior, 2018). Clarity and ease of understanding are the main advantages pointed out for this technique (Carvalho and Rabechini Jr., 2018).
A critical point identified in the results was the absence of specific, dedicated software for project management. Currently, the company uses internal tools based on Excel spreadsheets, which require constant manual updates and have limitations in tracking the diversity and complexity of the involved areas. Managers acknowledged the need to invest in proprietary systems that provide greater visibility, transparency, and agility in obtaining information. The technical team emphasized that specialized software would facilitate deadline replanning, automatic report generation, and data integration among different departments, preventing information fragmentation.
The search for technological solutions is supported by tools such as Microsoft Project, widely used by approximately 74.9% of organizations for schedule management (PMSurvey, 2014). This type of software is considered accessible, intuitive, and capable of handling both simple and complex projects (Vargas, 2017). Dependence on non-specialized tools, as observed in the case study, can lead to integration problems and estimation errors. The use of dedicated programs to record activities, sequence tasks, and estimate durations is the most recommended practice to ensure efficiency in time management (Jugend, 2014). The choice of tool should always consider the size and complexity of the projects executed (Wysocki, 2020).
The discussion of the results indicates that, although theoretical techniques are known and applied, the total effectiveness of planning is limited by technological and cultural barriers. The application of PERT/CPM and critical path analysis are fundamental, but their execution in generic tools like Excel increases the probability of human errors and hinders real-time updates. The need for activity acceleration, such as replacing road transport with air transport to ensure tooling delivery, demonstrates that reactive management is still a present reality when initial planning is not supported by robust simulation tools.
The limitations of this study include the self-report bias of the participants and the focus on a single manufacturing unit, which suggests the need for future research covering other units of the multinational or companies from different sectors for comparison purposes. It is also suggested to investigate the impact of implementing project management software on the actual reduction of operational costs and the increase in external customer satisfaction. The integration between traditional methodologies and automation tools seems to be the way to optimize time management in highly complex industrial environments.
The joint analysis of data and theory reinforces that the schedule should be treated as a detailed plan of activity durations, essential for understanding how and when objectives will be achieved (PMI, 2017). It serves as a basis for performance reports and as a communication tool, concentrating resources and deadlines in a single document to facilitate the control of each participant’s tasks (Cavalcanti and Silveira, 2016). Project management maturity within the studied organization can be significantly enhanced through the digitalization of planning processes and the strengthening of a continuous critical path monitoring culture.
It is concluded that the objective was achieved, as the research showed that project schedule management, when supported by consolidated methodologies such as PERT/CPM, critical path analysis, and the use of Gantt Charts, constitutes a decisive factor for organizational success. The results demonstrated that these techniques not only contribute to the construction of more realistic schedules but also favor continuous activity monitoring, bottleneck identification, and improved communication among the various stakeholders involved in the process. It was also found that the absence of specific project management software represents a significant obstacle, limiting information integration and planning efficiency, which reinforces the need to invest in adequate technological tools capable of optimizing resource allocation, reducing delays, and increasing process transparency, allowing the organization to achieve greater competitiveness and deliver consistent results in a dynamic market.
Bibliographic References:
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Executive summary from the Final Course Work of the Specialization in Project Management of the MBA USP/Esalq
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