Across the top of the chart you would indicate the time  requirements  using  the  time  span  most  convenient to your project–hours, weeks, quarters, and so forth. A horizontal line to the right of each task indicates the scheduled time frame. Heavy lines or bars show the actual  start,  progress,  and  completion  of  each  task. A simple project such as “Hold Field Day” may not require an elaborate timeline. However, a project such as  “Prepare  for  Command  Inspection”  would  require  a schedule so as not to conflict with other tasks in progress within your division or other divisions. Developing a timeline will increase the probability of the overall success of your project by helping solve the basic problem: how to do more with less. A timeline will  also  help  you  meet  deadlines  and  coordinate activities. COORDINATION Two   vital   ingredients   in   coordination   are communication, the flow of information up, down, and across the chain of command, and mutual support. By coordination  your  department  works  with  other departments to give you the status and impact of your work on the other departments. Three factors that could impede a coordinated effort are (1) synchronization, (2) scheduling  conflicts,  and  (3)  resources. By setting up both formal and informal methods for exchanging  information,  you  make  sure  problems  and requirements that have a significant bearing on the overall success of a project are addressed. No matter how well you run your own division, you will   find   cooperation   and   coordination   of   work requirements essential for achieving the command’s goals. It is easy to understand why it is counterproductive to have your work force “waiting their turn” to use resources  such  as  crane  services,  vehicles,  or  other equipment  rather  than  being  gainfully  employed. Projects and tasks that occur at the same time can strain resources (people, material, and money). You must take measures to synchronize the use of physical and mental energy to accomplish the job efficiently and successfully. For   major   events   such   as   predeployment preparations,  inspections,  or  overhaul,  synchronizing events create a higher level of commitment and decrease the likelihood of crisis management. EVALUATING PLANS The time you spend on planning will depend largely upon   your   position   in   the   chain   of   command. Upper-level managers routinely spend over 25 percent of their time planning. Lower-level managers normally spend 10 to 15 percent of their time planning. All effective managers plan. The character, range, and time invested in a plan depend on the nature and complexity of the plan. They also depend on your level of  responsibility  and  authority  with  regard  to  that particular  plan. The criteria most commonly used to evaluate your plans are based on your consideration of the following elements: · Flexibility · Simplicity · Accuracy · Comprehensive  viewpoint · Cost-effectiveness · Assignment of accountability and responsibility FLEXIBILITY The longer the span of time involved in your plan, the more important flexibility becomes. Your design must  be  flexible  enough  to  accommodate  a  smooth transition into alternate plans. The more rigid your plan, the more likely the need will be to change it. SIMPLICITY Needlessly  complicated  plans  are  an  administrative burden to you and the people who must live with them. Some plans are complicated, but you must make every effort to avoid unnecessary steps. This is the same logic that dictates breaking large programs and plans down into  more  manageable  projects.  You  can  help  by designing a compartmented plan that will lend itself to the project concept. Such forethought makes monitoring and controlling much easier and will save your time and the Navy’s money. ACCURACY Does your plan conform to your goal? Are your facts  accurate  or  colored  by  personal  opinion  and desires? You must maintain objectivity in the planning process.  You  must  avoid  needless  ruffles  and  flourishes 4-10