Cut the quality. Reduce testing time. Isn't that how the big boys get their software out on time?
Les.
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From each project -- become 'smarter' by doing a post-mortem and benchmarking. Use that knowledge to do a better job estimating the next project.
Develop project templates for the same types of projects you do regularly. For example, a Microsoft Exchange consultancy should have a pretty accurate idea of the steps and timeframes for each new contract.
It is amazing how few firms do this and end up repeating the same gaffes.
Develop project templates for the same types of projects you do regularly. For example, a Microsoft Exchange consultancy should have a pretty accurate idea of the steps and timeframes for each new contract.
It is amazing how few firms do this and end up repeating the same gaffes.
Mr. Mochal: Why it OT listed as #1 when every class I've ever taken in project management says use OT as a last resort?
10 ways to get a slipping project back on track - not the 'TOP 10' ways.
The description of #1 is just a place to start and even says as much.
Perhaps other classes are needed?
The description of #1 is just a place to start and even says as much.
Perhaps other classes are needed?
Despite what may be taught, OT is the first thing that Upper Management thinks of, in my experience. Besides, he did explain that this was not the best idea and that it's primary use should be toward the END of a project when you have limited options to resolve issues.
At the beginning, or early into a project, he suggested that this was not the best method and other options should be considered.
It may be a simple matter of "reading the bullets" and not the subsequent text. As someone else pointed out...this is just a LIST, not a Top 10.
At the beginning, or early into a project, he suggested that this was not the best method and other options should be considered.
It may be a simple matter of "reading the bullets" and not the subsequent text. As someone else pointed out...this is just a LIST, not a Top 10.
Not super helpful. These are the obvious "low hanging fruit" to project managers.
Not super good. Just the normal "fallen & spoiled fruit" to forum users. Added nothing.
What about the beginner, this article may be handy for them to know.
What about the beginner, this article may be handy for them to know.
#13. Replan, and replace a bad date with one the team is confident about. Depending upon the business reason for the original date, this may actually be preferable to the unintended consequences of a lot of the other corrective actions you suggest. If you're going to slip, take it all in one gulp. The weekly schedule slip of yet another week is a morale killer.
#2 and #5 (adding and/or swapping people) goes against the old Fred Brooks admonition, "adding people to a late project only makes it later." The new people have to learn, and while they're learning, the slow everybody else down.
McConnell (Software Estimation: Demystifying the Black Art) and many, many other works warn against the perils of schedule compression, by whatever means.
#2 and #5 (adding and/or swapping people) goes against the old Fred Brooks admonition, "adding people to a late project only makes it later." The new people have to learn, and while they're learning, the slow everybody else down.
McConnell (Software Estimation: Demystifying the Black Art) and many, many other works warn against the perils of schedule compression, by whatever means.
A project being on or off track is also depending on the schedule. Is it a one-point estimate (statistically impossible) then you can be 100% certain that you are in problems even before the project starts. I think it is the PM responsibility to start there first. And then break down the project into smaller pieces. If either one of those smaller (easier to overlook) pieces tend to overrun the schedule it is also easier to correct that, in either one of the described ways, although I am quite reluctant about "crashing the schedule". That, in my experience has never worked well.
Remember the side effects of the options you have given mean quality will undoubtedly be compromised..but hey we will have delivered the solution and moved on so who cares!!
Cancel the project and have a retrospective at the end and adopt agile methods so you don't get into this mess again.
Cancel the project and have a retrospective at the end and adopt agile methods so you don't get into this mess again.
A good article, but it does not address a key question: where do you start?
1. If the work you accelerate is not on the critical path, it makes no difference how much you accelerate it.
2. If the work you accelerate, despite being on the critical path with a duration of 30 days, only has drag of two days, then two days is the most you can accelerate the project on that activity, even if you add triple shifts and armies of resources sufficient to reduce the duration to one hour. You'd be much better off accelerating an activity that has a duration of just 10 days, but drag of 9 days.
3. If you haven't bothered even to develop a critical path schedule, then you're screwed no matter what and will probably do what most people who don't understand CPM do: just throw money at the project and see if anything sticks.
1. If the work you accelerate is not on the critical path, it makes no difference how much you accelerate it.
2. If the work you accelerate, despite being on the critical path with a duration of 30 days, only has drag of two days, then two days is the most you can accelerate the project on that activity, even if you add triple shifts and armies of resources sufficient to reduce the duration to one hour. You'd be much better off accelerating an activity that has a duration of just 10 days, but drag of 9 days.
3. If you haven't bothered even to develop a critical path schedule, then you're screwed no matter what and will probably do what most people who don't understand CPM do: just throw money at the project and see if anything sticks.
Leave the dead to rest in peace
Wizard57M
TR Moderator
Wizard57M
TR Moderator
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