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