Scheduling

1. Make no schedule or only a trivial schedule. Never go into the critical detail which will determine the success of the project.

2. Fail to recognize interdependence in schedule. Schedule unrealistically.

3. Make scedules in too much detail. Include noncritical detail. Include detail which is useless because highly sensitive to another contingency.

4. Select schedule milestones which are difficult to follow and assess.

Monitoring

1. Because of preoccupation with novel and challenging areas of the project, allow unmonitored tasks to run far off schedule.

2. Because of failure to identify critical items, do not follow these or provide alternatives.

3. Wait for other people or the turn of events. Raise no questions on schedule progress until critical deadlines have been missed.

4. Mistake proper rate of expenditure for adherence to technical schedule.

5. Allow an old schedule to become so outdated as to be useless.

Controlling

1. Mistake "scheduling" for "control." Fail to monitor or to take needed action.

2. Overemphasize certain areas to the detriment of overall cost and schedule.

3. Fail to make controlling changes in time.