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Member You - Project Management - Preventing Project Slips
Over the last couple years, we have been working with Healthcare organizations to adapt Lean to their complex processes in laboratory and hospital environments. Predictably, there was much skepticism from Clinicians and administrators alike - and rightly so. They were perfectly justified in asking - 'how does a thinking that grew mainly out of the automotive industry apply to the hea
And at the end of the project, either your techies save the day (by working evenings or weekends) or the project slips.
Conclusion
Can Project Managers prevent projects from slipping? Absolutely. Just stop publishing overly optimistic schedules.
1. Get your techies to help estimate the duration of each development task.
2. Add time to the overall project schedule to account for derivative activities.
3. Don’t succumb to pressure from management
And last but not least…
4. Stick to the basic principles behind the project m
The day you begin to think of your job in terms of the security versus the opportunities it provides is the day you start to put the brakes on building your career.Time was when a young person entering the workforce could reasonably assume he was signing a lifetime security covenant with his employer. If he worked hard and kept its nose clean he could expect to be taken
Ask a techie to come up with a schedule for a specific list of activities, and more often than not, he/she will present a fairly accurate estimate. Some activities might be underestimated, others overestimated, but overall, the plan will be fairly accurate.
However, something happens to these estimates between the time the techie writes them down and the time the Project Manager publishes a baseline project schedule. That “something” is why projects slip.
Projects tend to slip for two reasons. Either Project Managers don’t account for derivative activities such as vacation days when planning the overall project schedule, or they simply succumb to the pressure from management to compress the schedule.
The case surrounding derivative activities is well documented here or on The Project Mangler (www.projectmangler.com), so I won’t spend any more time on it. The case surrounding management pressure is not.
Management Pressure
Assuming your techies have estimated each task and that you’ve considered derivative activities, your project schedule should be accurate. Aggressive, but realistic.
Now, present this schedule to the management team, and 8 times out of 10, the feedback you’ll get is “that’s too late”. Eight times out of ten, you’ll be asked to revise the schedule and shorten it.
Project Managers are all too familiar with the project triangle. We know we can shorten a schedule by either (a) reducing the scope of the project, or (b) adding more resources to it. Unfortunately, management either hasn’t seen that triangle or, more likely than not, simply chooses to ignore it.
Consequently, Project Manglers who are more interested in pleasing upper management than keeping honest have come up with their own universal algorithm for shortening project schedules. Take the number of days that need to be cut from the schedule, divide it by the number of major milestones, and then deduct that number from the duration of each milestone. In other words, if a project comprising of 4 major milestones is estimated to last 6 months, but you need to reduce it by one month, you’d take 20 days, and divide it by 4. Take the answer (5), and deduct it from the duration of each milestone. And voila! Works every time.
And at the end of the project, either your techies save the day (by working evenings or weekends) or the project slips.
Conclusion
Can Project Managers prevent projects from slipping? Absolutely. Just stop publishing overly optimistic schedules.
1. Get your techies to help estimate the duration of each development task.
2. Add time to the overall project schedule to account for derivative activities.
3. Don’t succumb to pressure from management
And last but not least…
4. Stick to the basic principles behind the project ma
While it may not seem as important as a resume, most people don’t realise that a badly filled out job application can be much more costly than a bad resume. A recruiter will see hundreds of application forms, so any that are filled in badly will stand out for all the wrong reasons. These tips should help you avoid problems like that and show you exactly how to fill out a job applicat
The case surrounding derivative activities is well documented here or on The Project Mangler (www.projectmangler.com), so I won’t spend any more time on it. The case surrounding management pressure is not.
Management Pressure
Assuming your techies have estimated each task and that you’ve considered derivative activities, your project schedule should be accurate. Aggressive, but realistic.
Now, present this schedule to the management team, and 8 times out of 10, the feedback you’ll get is “that’s too late”. Eight times out of ten, you’ll be asked to revise the schedule and shorten it.
Project Managers are all too familiar with the project triangle. We know we can shorten a schedule by either (a) reducing the scope of the project, or (b) adding more resources to it. Unfortunately, management either hasn’t seen that triangle or, more likely than not, simply chooses to ignore it.
Consequently, Project Manglers who are more interested in pleasing upper management than keeping honest have come up with their own universal algorithm for shortening project schedules. Take the number of days that need to be cut from the schedule, divide it by the number of major milestones, and then deduct that number from the duration of each milestone. In other words, if a project comprising of 4 major milestones is estimated to last 6 months, but you need to reduce it by one month, you’d take 20 days, and divide it by 4. Take the answer (5), and deduct it from the duration of each milestone. And voila! Works every time.
And at the end of the project, either your techies save the day (by working evenings or weekends) or the project slips.
Conclusion
Can Project Managers prevent projects from slipping? Absolutely. Just stop publishing overly optimistic schedules.
1. Get your techies to help estimate the duration of each development task.
2. Add time to the overall project schedule to account for derivative activities.
3. Don’t succumb to pressure from management
And last but not least…
4. Stick to the basic principles behind the project m
A general counsel of a large international consulting firm told us about his experience talking to an interviewer who had called to discuss his satisfaction level with his outside law firm. He had been using the services of a “high end, expensive” law firm out of New York.We asked if the interview questions allowed him to speak about all the issues that were on his mind reg
Now, present this schedule to the management team, and 8 times out of 10, the feedback you’ll get is “that’s too late”. Eight times out of ten, you’ll be asked to revise the schedule and shorten it.
Project Managers are all too familiar with the project triangle. We know we can shorten a schedule by either (a) reducing the scope of the project, or (b) adding more resources to it. Unfortunately, management either hasn’t seen that triangle or, more likely than not, simply chooses to ignore it.
Consequently, Project Manglers who are more interested in pleasing upper management than keeping honest have come up with their own universal algorithm for shortening project schedules. Take the number of days that need to be cut from the schedule, divide it by the number of major milestones, and then deduct that number from the duration of each milestone. In other words, if a project comprising of 4 major milestones is estimated to last 6 months, but you need to reduce it by one month, you’d take 20 days, and divide it by 4. Take the answer (5), and deduct it from the duration of each milestone. And voila! Works every time.
And at the end of the project, either your techies save the day (by working evenings or weekends) or the project slips.
Conclusion
Can Project Managers prevent projects from slipping? Absolutely. Just stop publishing overly optimistic schedules.
1. Get your techies to help estimate the duration of each development task.
2. Add time to the overall project schedule to account for derivative activities.
3. Don’t succumb to pressure from management
And last but not least…
4. Stick to the basic principles behind the project m
The venture capital industry competes in a volatile marketplace typified by high risk and high reward. Venture firms invest millions of dollars on seasoned executives and entrepreneurs who present great promise of creating significant shareholder value with the identification of the next big idea or innovation that will revolutionize an industry.Whether an investment yields fi
And at the end of the project, either your techies save the day (by working evenings or weekends) or the project slips.
Conclusion
Can Project Managers prevent projects from slipping? Absolutely. Just stop publishing overly optimistic schedules.
1. Get your techies to help estimate the duration of each development task.
2. Add time to the overall project schedule to account for derivative activities.
3. Don’t succumb to pressure from management
And last but not least…
4. Stick to the basic principles behind the project m
If you are a nurse who enjoys traveling, you may want to consider a travel nursing position. Many travel nurse placement agencies offer positions that range anywhere from four to thirteen weeks depending on the case. This type of position offers the opportunity to expand your horizons while obtaining more experience in your chosen field.In terms of compensation, the travelin
And at the end of the project, either your techies save the day (by working evenings or weekends) or the project slips.
Conclusion
Can Project Managers prevent projects from slipping? Absolutely. Just stop publishing overly optimistic schedules.
1. Get your techies to help estimate the duration of each development task.
2. Add time to the overall project schedule to account for derivative activities.
3. Don’t succumb to pressure from management
And last but not least…
4. Stick to the basic principles behind the project management triangle. In other words, don’t be a Project Mangler.
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