Project management is a discipline that is derived from general management using scientific methods in ensuring that various projects are completed within a certain period of time and with predetermined resources. There are six mutually interacting processes that are involved in this project and they include: “activity definition, activity sequencing, activity resource estimating, activity duration estimating, schedule development, and schedule control” (Gurmin, 2010). In this paper, the focus will be on schedule management as it is one of the major tenets in the successful completion of any project especially to investors who do not like surprises arising from risks (Bart, 2011). The case study chosen as a benchmark for determining the issues and conclusions regarding project planning, scheduling and risk management for information technology projects has been derived from the construction industry and aims at identifying parallels in the two industries.

The study of the construction case study in Vietnam leads to the formulation of the following recommendations. First is that due to the unique nature of each project, the rules and regulations that are applicable in construction and IT projects should be flexibly employed so that academic strengths can be used to ensure that planning and control of the projects are case-specific. This then follows that there should be thorough vetting of proposed project managers that take their specific experiences and knowledge into account from the onset. Second, the project manager should employ WBS (work breakdown structures) to ensure that specific tasks are defined prior to any physical work beginning (CEIM Reporter, 2011). This should be followed by the formulation of different work packets that are derived from the initial project master chart. Third is that the project manager should have the autonomy to decide what