July 20th @ 1:00pm
The din of muffled, low volume conversations in the project planning room got my attention. Everyone was talking, some with another, some in a small group in the corner. I interrupted Jim and asked, “What’s up?”
for instance
Jim says, “It seems too simple. We built a project network in record time. Everyone is in agreement with the content, and every task is checked against one or more of the pre-planning information we collected. What am I missing?”
“I agree we did some things different, but I don’t think we missed anything. Let’s see how this afternoon goes.”
Gary walks in and takes control of the room, “Let’s wrap up and get back to finishing our planning session.”
Summary of the First Planning Steps
As everyone sits down and the remote participants appear on the screen, I summarize the steps we’ve taken so far. To build a robust project network, at the right level of detail, to meet our needs with the least amount of risk we:
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- Defined the project’s objective, scope and due date requirements.
- Defined the tasks required for the main backbone of the project. We started with the project’s objective and worked backwards.
- Added tasks required to build the skeleton (other task pathways). We worked backwards (and sometimes forward) from the objective.
- Read aloud the network from the beginning tasks looking for solid task dependencies.
- Checked every task against the project goals, scope and sponsor criteria.
Adding Resources to Tasks
Gary says, “Next, we are going to determine the resource type and resource quantity that will perform each task. In parallel, we will also be estimating the task durations. A resource type is a description of the skill we need to successful complete the task.”
The screen zooms in on one of the right most tasks in the project network. Gary says, “This task needs a resource type, or more than one type of resource type, responsible for completing this task. They will be the resource types doing the majority of the work for the duration of the task, for instance.”
“Also, to increase the speed of the task, we can select the most number of resource types, if that’s possible.”
The day before Gary, Jim and I entered the resource types and quantities of each type we expected to need for today. It’s going to save us some time instead of entering them as we go.
But, before we can enter the first resource type, the customer’s CTO asks, “Can we add a person’s name and assign them to the task?” His large face filling the screen.
Gary says, “If this person is the only person with the unique skill we need, it’s OK. But, if you want to be as flexible as possible when making assignments, it’s better to select the resource type from the pool of resources.”
“For example, when it comes time to assign the camera install crew, we’ll select the Install Crew Resource Type for this task. When the time comes to assign a specific installation crew, the project manager will determine who is best suited to get this work. Some crews may be busy on other jobs or not have the manpower we need or not have the skill required to do the job when we need them. The crews who meet the needs at the time will get the work. That’s when Jim will make the task assignment.”
The CTO has the floor, so he asks another question, “What if we need a resource for a small fraction of the task time? Sometimes I need to sign off on something, but only need a few minutes to do so.”
Gary says, “I recommend adding your name in the Notes section of the task. Or, update the Task Description with something like, and request CTO sign-off, to the end, for instance. Sound good?”
The CTO head nods and disappears from the screen.
Gary returns his pointer to the original task can asks, “What Resource types and how many of each do we need?” He selects and enters the Types and quantities selected by the CTO.
Adding Task Duration Estimates
“Great, thank you! In parallel, we are also going to estimate the task duration based on the work involved and the resource types selected. But, to give you the proper perceptive, allow me to describe the duration we are looking for.”
This is where Gary is going to get some push-back. I know the number he is looking for. It’s not the conventional duration. The conventional duration includes the estimated time to do the work, plus the safety time.
Gary says, “Think of the duration we are looking this way. The resource types assigned have everything they need to do the work without interruption. They don’t switch to other tasks or to tasks on other projects. No unusual problems or delays occur. And, they work at a normal pace. We call this the aggressive, but doable task duration estimate.”
The pointer zooms into the task Duration field and blinks waiting for a response. The Lieutenant gives a number. Gary confirms by asking, “You estimate this task will take three days using the quantity of Resource Types listed here? These three days do not include any of the usual safety time?”
“Yes,” she says, “three days. But, what about the safety time? They usually add it for a good reason. Murphy will still come to visit.”
Finishing a Project On-Time is Always More Important Than Finishing Each Task On-Time
“I agree safety time is required to deal with Murphy, and his whole family, when managing a project. But, let me ask you this––what is more important to you, finishing a task on time or finishing a project on time?”
The Lieutenant tilts her head and says, “Finishing the project on time. That’s the only thing the counts.”
Gary nods and says, “I agree, so why don’t we use the safety where we need it the most? We need to protect the project’s due date rather than trying to protect the due date of each task.”
“I don’t know,” she says, “it’s what we’ve always done for other projects.”
And, how has that worked out, I say to myself. It’s clear that finishing the project on time is everyone’s priority. We need to do everything we can to meet the due date. And, if moving some safety time around to do that will help, let’s do it.
The Lieutenant tilts her head the other way and says, “But, I don’t see a place to do that in our plan?”
Gary says, “The software will add the safety time once we press the Scheduling button. It looks like we will be able to do that today and you’ll see what I mean.”
The screen zooms in on another task. Gary says, “This next task needs a resource type, or more than one type of resource, responsible for completing this task. Who is it going to be and how many do we need?” He makes a selection according to the input from the group.
“And, what is the aggressive, but doable task duration estimate?”
Complete Most of the Planning
The next 45 minutes are filled with adding resource types, resource names, quantities, and durations. There is some back and fourth between the folks on the phone about differences in opinion, but that’s to be expected.
Last week I was leading a project planning meeting and it wasn’t going well. We were missing key people, the folk who attended didn’t have all the information we needed, and the frustration filled the room. What a difference a week makes. On day I’m lamenting about my lot in life and the next we are moving through this phase of the planning process smooth as silk.
When I look up at the screen, the pointer has stopped and everyone is looking at me.
“What,” I say.
Gary said, “As a subject matter expert, we need your help to scrutinize the network. Check all task dependencies, resource types assigned and duration estimates. And, make sure each task has a defined deliverables. The rest of us are going to take a well deserved break.”