by Adele Sommers
It’s two weeks before the deadline. But your project is at least six weeks behind! Everyone is sweating bullets. As the project leader, you’re wringing your hands. A volcano of surprises has erupted since the project launched three months ago. And in contrast to everyone’s prognostications, no one foresaw the lava flow of trouble ahead.
Your dilemma: Information that was supposed to be available in Week 2 won’t be known for another month. Parts of the system that were designed to work one way are really working another. A key expert you needed to provide critical details went on extended leave right after the project launch. And that’s just scratching the surface!
So today, that simple-looking undertaking that your crystal ball said should only take four weeks of work beckons from a distant horizon. The funding might soon be cut off. And management will surely panic if it’s not finished for the scheduled unveiling. You can sense disaster looming, yet everyone feels helpless. So, what can you do?
This article explains how to get out of “project overload” and restore sanity to your endeavor. It may be time to regroup and swiftly chart a new course.
But Wait! Couldn’t You Try a Last-Minute, Heroic Maneuver?
Well, you could, but should you? Yes, it’s only human nature to want to pull out all the stops, work 24/7, and pray that it will all come together. Is it still possible to finish on time if you speed up your efforts, put more people on the project, or require the team to work 14 hours a day? And if you do, can you ever get completely caught up?
Let’s get real. You and your team will probably need to admit that there is no way you can achieve the original goals in the expected time frame. There are just too many loose ends. Key people and information sources are missing, and that creates gaping holes. Further, parts of the system aren’t working correctly. How long will it take to fix that?
A misconception about projects is that you can remedy every late delay by adding people or increasing effort. In certain cases, you can. In others, adding people at the eleventh hour — or working at a frenzied pace — just brings chaos, frustration, and errors.
A project delivered with major gaps will seem seriously flawed if everyone compares it to the original plan. Here’s a powerful strategy that can make all the difference…
It’s Time To Reframe Success!
Reframe success? What exactly does that mean?
Well, initially, you and your team defined a set of requirements for completing the project. There were four types of criteria involved (some of which may have been simply implied):
* Time (the speed or schedule for doing the work)
* Cost (in terms of the funding, the resources, or a combination)
* Quality (how well the effort needed to be done)
* Features (how many components or deliverables there were, and how complex)
On this project, however, it seems you’ve run into a common situation in which the features (and perhaps quality) have collided with time. There’s too much to get done on too short a schedule. It’s really no one’s fault; everyone was doing the best he or she could. There were just too many dynamic variables in play. When every aspect of a project is a moving target, it often feels like skateboarding on molten rock.
If you reframe success, however, you can reset everyone’s expectations toward a much more realistic set of goals.
Introducing the “Project Diamond”
It’s not unusual for project sponsors or clients to want:
1) Low cost and
2) Fast completion and
3) High quality and
4) Many features in the final project deliverables.
Although it’s understandable to want the greatest value for the funding, usually it is only possible to achieve two, three out of four of these goals on a typical project. If both the budget and schedule are fixed, the trade offs would have to limit the quality, constrain the features, or both. or
So the “disconnect” in the situation is that you won’t be able to complete everything you started out to do per the original schedule. The answer: Re-plan the tail end of the project so you can smoothly carry over the unfinished tasks to a later phase. This will involve determining which trade offs can help you accommodate the severe limitations in the remaining schedule — and will probably mean doing fewer things.
It’s a lot like ending a meeting on time when you still have unfinished business left on the agenda. Yes, everyone can agree to continue talking until all topics have been discussed. Or, you could choose to stop the meeting gracefully by deciding what to carry over to the next agenda. In fact, the earlier you can anticipate any potential need to do this on your project, the more your team and organization will benefit.
You Can Propose a Sanity-Saving Approach
Here’s a simple but effective strategy for smoothly invoking a new contingency plan:
Review and organize all tasks or deliverables into these categories:
- “Must-have” within the current schedule, because they will be frequently used or high-impact items
- “Nice-to-have” within the current schedule, but could be postponed
- Can’t even schedule until there is more information available
Also, determine whether the stakeholders would consider receiving delivery:
- In phases, just in time for the deliverables’ first dates of actual use, or
- As a pilot or series of prototypes to be tested first and refined later
With this technique, you and your client, management, and the project stakeholders have a flexible understanding of the priorities to be fulfilled — as well as any tasks or deliverables that would need to be jettisoned or deferred as the project runs out of time.
In conclusion, by reviewing your reprioritized list with your team and management, you can then make any changes needed. If you execute your plan accordingly, you’ll sleep soundly again at night!
©2009 Adele Sommers
Adele Sommers, Ph.D. is the author of “Straight Talk on Boosting Business Performance” — an award-winning Special Report and Workbook program.
Adele also offers no-cost articles and resources to help small businesses and large organizations accelerate productivity and increase profitability. Learn more at LearnShareProsper.com.
7343 El Camino Real, Suite 125, Atascadero, CA 93422, USA. For information and Customer Service, call +1-805-462-2187, or e-mail [email protected].
In business since 1991, Terry Green is the founder/CEO/President of BizEase Support Solutions, an American-based, online marketing support company comprised of a team of talented professionals from around North America. BizEase excels at providing speakers and business coaches worldwide with seamless online marketing solutions, from setting up shopping carts and editing video, to writing blog posts and managing Social Media and PR campaigns. BizEase clients (who span five continents) take great joy in allowing the BizEase team to take care of the details so they can get back to doing what they do best! Click here to get our weekly tips ezine delivered to your inbox every other Friday, with tips on plugins, apps, and tools to make you more productive today!