Staying on task is essential in all that you do in everyday life. It serves as the cohesion to all of the success that will ever be assigned to you and appreciated by others. Looking through the proverbial scope of Project Management, it is certain that timely completion is most vital in all that is said and did. Every strategy necessary should be used in order to present a finished project that will represent you and reward others.
In order for precision unto perfection to produce the project for acceptance, the assistant skills of stamina will definitely need to be evident. Secondly in order to subdue such an undertaking an estimated date of completion from Project Management must be established. To better assure that the project(s) will be finished by the actual date set, a reasonable time-frame should be choosen even before day one. By incorporating a Target Finish Date of completion for the project, it will serve the team by keeping emphasis on the set goal at hand.
Structuring the Project Management team with positive projections will also aid in the said scheduled time of completion. Even if the progress of the project is great in the beginning and worsens in the middle, the ending can still be achieved through much perseverance. Always believe that you are able to accomplish the task on the Target Finish Date, by keeping a stern demeanor even in the face of pure opposition. Remembering that the most organized person stands the chance of being critiqued by negativity in theduration of any task, will afford the project what it needs to survive.
Therefore all efforts to complete the activity will be very rewarding if the project(s) during completion is taken serious, as something that will represent the Project Manager as being a notable developer. Overall the destiny of a finished project can be traveled to it’s furtherest distance, as the Project Management team continues to identify with it’s sole purpose, which is to produce by the Target Finish Date the most perfect project possible.
This term is defined in the 3rd edition of the PMBOK but not in the 4th.