Preamble
To claim there is one, and only one, project management problem to solve is daring. But, I’m going to do it anyway. My project team and I are at a cross roads––we will continue to suffer in silence with our project issues or take a bold step towards a search for a new solution. We need something to focus on and use all the energy we have to overcome our one, and only one, problem.
There is something comforting about the familiarity with the project issues we’ve faced. As humans, we crave stability and the familiar, even when it’s bad for us. To search for something different, something outside of our day-to-day existence, and to assume there is only one problem to solve is daring. Or, ludicrous.
The Things That Make Our Lives Miserable
So, let me explain. As I lean back in my chair, I close my eyes and recall the long list of project issues we complain about. These include:
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- All too often promised task due dates are not met.
- All too often tasks take longer than planned.
- Too many changes.
- All too often resources are not available when needed (even when they are promised).
- Necessary things not available on time, e.g., information, specifications, materials, etc.
- Fights about priorities between projects.
- Budget over-runs.
- Too much re-work.
There are a lot people in our organization who think these issues are a normal part of running a business. We need to suck it up and live with them the best we can I hear them say. They point to themselves and say, “Look at me. I’ve dealt with these problems for 30 years.” They also look defeated. I’ve heard someone else say our problems as leadership issues––if we only had leaders who knew what they were doing everything would be better. They could all be right.
But, I’ve had enough of these issues. I know there must be a better way. I’ve seen the effects that one task has on another. I’ve seen the effects of having integration points. I’ve seen the effects of not being aware of resource dependencies. Our projects average about 200 tasks. The variability inherent in our project networks alone is overwhelming.
Digging Deeper Into Our Issues
But, I’ve also learned it’s not the project network’s fault. It’s the way we are planning and executing the projects that count. For example, every team member knows to add safety time to their task estimates. They hope the time will cover up the variability along the way. We also focus on finishing each task on time instead of focusing on finishing each project on time. Due date performance of the project is more important than any individual task.
Because our company’s poor due date performance, we have lost sales. I’ve noticed some of our oldest customers don’t show up in our order book anymore. Our CFO tells us we pay too many penalties for being late, too. And, our Sales folks are in my office far too many times. They usually have a good joke to tell. But, in their own way they tell me we are not competitive in some markets due to our long lead times. Ouch.
When we do deliver a project, the ROI is so small we all wonder if it was worth it. The obvious reason is that almost every project goes over budget. I don’t know where the company gets the money to cover budget overruns, but I’m glad they do. The competition is always trying to offer similar solutions at a lower price, so most projects don’t have room in the budget for overruns from the beginning. The main reason for budget overrun is that most project take longer than planned. Paying the team resources must happen (or the project don’t get done).
Why do projects take longer than planned? Well, look at our rework hours––too high. Look at the number of change orders, either from our customers or from other departments––too high. But, when I have time to review the reasons for rework or changes in scope, I rarely find specific tasks in the project plan they relate to. So, I know our project plans are incomplete. I also know we have good people planning projects. I suspect the stress and inability to get things done contributes to the incomplete project plans.
Even Deeper
Another reason projects take longer than planned is when there are resource priorities to resolve. Meetings with the related departments need to be scheduled. The scheduling takes time and the meetings always seem to drag on. While this is going on the tasks which need these resources sit idle. And, to look busy my team works on what they can work on (usually by starting tasks before they are ready to start). Meanwhile, the clock ticks on.
There has also been a disturbing trend of good people leaving. In their exit meetings, they all say about the same thing––it’s too stressful, I can’t get anything done and I don’t see anything being done about it. These kind of comments hurt the most. I also know folks protect themselves by not letting me know they are finished with a task. I’ll only give them another one and they won’t get a minutes relief.
In our resourcing priorities meetings the idea of hiring more people comes up. But, our CFO is there to remind us our efficiency numbers aren’t even close to 100%, so we don’t need more people. I do see how busy people are. I see it everyday, but I also know there is a massive amount of multi-tasking going on. I know this because I’m the one making the task assignments. Most folks are supporting more than one project. I estimate that most people are supporting about three to four projects and at least two to three tasks per project. But, what can I do; the projects keep coming.
I’ve tried to limit the number of tasks any one person is working on. But, this is impossible because our Governance Committee is releasing projects at a rate we can’t keep up with. I’ve learned to keep my mouth shut about the overwhelming amount of work our team has to take on. No one ever asks me if I have the capacity to take on more work. But, our company needs the orders to survive.
Summarizing Things for Myself
As I walk to my next meeting, I summarize my situation in my head––on one hand, I am forced to start projects without all the necessary information. Many of our projects are being done for the first time, with a different set of team members, under different circumstances. This is a given. But, information about how long tasks will take, how effective folks are at doing the work, and specter of Murphy (of Murphy’s Law fame) lurks in the background. It seems hopeless––I will never have all the necessary information I need when I start a project. Nor, will I have accurate information as the project proceeds. The amount of uncertainty and potential variability is massive.
Now I’m Dreaming
So, if I could wave a magic wand, I would want to start all projects with the necessary information. We can have a consensus on the project’s one goal. We can have a well defined list of project deliverables. We can have a list of required things from outside suppliers. We can assess all the risks. And, we can determine if the necessary resources in the right quantities are available. How? I don’t know yet.
But, from this starting point, the number of scope changes would go down, the amount of rework would go down, and there would be less multi-tasking. The net effect would be shorter project plans, a better ROI and an improvement in our company’s financial situation. And, the our potential way out of this mess must also include managing the uncertainty and variability.
Meanwhile
But, in the meantime, we are stuck. Must we start projects without the necessary information? Or do we continue to wish we could start a project with all the necessary information. This is the one project management problem to solve. We must find a way to break out of the conflict these two competing actions.
When we had the necessary project information better things happen. Each resource would be better able to successful meet the task’s completion criteria. We could stay within budget and finish tasks close to the original task duration estimates. During execution, we may have to find a way to determine the impact of the the uncertainty and variability.
One day we will be able to consider a project successful––when it meets the customer’s scope requirements, at a reduced cost, and delivered one the promised due date. I don’t know if anyone else see this. This has got to be my focus.
Without find a way to create a project environment like this, we will continue to struggle and survive. That’s no way to spend my days. That’s no way for the talented people on my team to spend theirs either. And, that’s no way to be a part of company everyone can be proud of.