How do project managers unintentionally create schedule risks? As a result, perhaps you feel a cloud of uncertainty about your schedule.
Many times, it starts with pressure from a sponsor to deliver the goods early. For sure, project managers have a responsibility to work with their sponsors to understand the requirements and to complete the projects within the sponsor-imposed deadlines. Rather than wasting our time complaining about the deadlines, how can we work with our sponsors and team members to find solutions to schedule issues?
My friend Colin Gautrey has some wise advice on 8 Ways You Can Better Respond to Unrealistic Demands.
As we work to develop and compress our schedules, let’s be aware of the common causes of risk. We will be in a better position to manage the risk and deliver our projects on schedule.
5 Causes of Schedule Risk
- Crashing the schedule. It’s always been funny to me that the Project Management Body of Knowledge uses the word “crashing” as a schedule compression technique. The term makes me think of an uninvited guest crashing a party, but with schedule management, the individuals are actually invited to the party. Project managers use crashing to shorten the schedule for the least incremental cost by adding resources, typically to the critical path. It can be a great technique — just be aware — crashing may increase your risk. Too many cooks in the kitchen spoil the broth.
- Fast tracking. Here’s a technique to shorten the schedule by performing activities in parallel for at least a portion of their duration. For example, we might start work on a software design while the team is working on the requirements. Consequently, this technique may increase your risk and requires good communication and coordination; otherwise, it may be anything but fast.
- Assigning the wrong resources. You ask a manager for a resource for your project. In return, you get the person who is least busy, not the skilled resource you need. Rather, Susan, an experienced project manager describes specific skills needed and uses her influencing skills to persuade the manager, greatly improving her chance for securing the queen resource. What’s a project manager to do when resources are preassigned?
- Making sequence mistakes. John, an inexperienced project manager, failed to work with his team to sequence the project activities properly, resulting in issues which were discovered after the schedule was approved. As a result, John has learned to engage his team members when identifying and sequencing future project activities.
- Failure to baseline your schedules. The project manager and team did a great job in breaking down the project, identifying activities, and creating the project schedule. However, the project manager failed to get approval for the schedule. What happened? Yes, the schedule changed. The team did not have a baseline for comparison resulting in significant uncertainty about the health of the project. Like building a house without a plumb line, who knows if the walls are straight?
Question: What other ways have you seen project managers unintentionally create schedule risks?
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