In my plant we are scheduling a 5 week turnaround during which we will execute >$10M in upgrades and repairs while the plant is down. We will be using scheduling software to coordinate projects for execution of the turn around portfolio including building interdependencies of steps between projects (e.g. scaffold built for one project that can be used on another should not be torn down until both projects have gone past needing it).
Once this schedule is built my manager would like it committed to paper as a static item and for us to use paper rather than software to track progress during execution. My gut tells me that this creates risk but he is arguing that the administrative overhead around tracking 1000+ activities outweighs the benefits gained. His thinking is that through good communication between trades and contractors any jobs that risk turning into critical path will be caught.
For something like this where a large portfolio is being executed simultaneously, what is the strongest argument for use of software to track completion of activities in a complex environment?