Techniques to get a Project Back on Track
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Techniques to get a Project Back on Track
Most project managers get confused when their projects begin running behind schedule. Stakeholders are unhappy, the project team is frustrated and overworked, and the manager is put in a hot seat. Projects usually have unanimously agreed upon objectives that are specific, measurable, achievable, relevant, and time-boxed (SMART) (Juli, 2008). However, these usually do not manifest in everyday practice, making most managers stall behind the expected schedule. This paper aims to discuss the steps I would take in a scenario where I am the project manager of my company; the project is running two months behind schedule and, the sponsors breathing fire on my neck. Further, it will state the techniques and tools that I would incorporate to put the project back on track.
According to Chapter 6 of the PMBOK® Guide (2017), project time management entails the processes that ensure that a project is completed within the expected time. Some of these processes include activity sequencing, definition, duration estimation, schedule control, and its development. A project’s schedule stipulates the planned starting time and the expected finishing date. Companies have used the schedule control mechanisms to manage and control the changes that might occur in their program. In my situation, there is a hierarchical organizational structure and a clan type of culture; hence, stakeholders, are friendly and cooperative. Accordingly, I would call all the stakeholders involved in the project to a performance review meeting where we would first and foremost track the reason behind the delay. Here, we would use the project status report and compare the planned schedule versus the actual schedule. We would revisit the project time management plan from the beginning to see where it went south.
The techniques that I would use to get my project back on track include performance measurement to assess the impact of the variation. We would also use tools such as additional planning variance analysis. The project management software such as Jira would also help track and create better timelines. Additionally, I would use the schedule change control technique together with the integrated change control systems as stipulated by the Guide. The last tool includes fast-tracking, project crashing, and necessary approvals needed to authorize changes to the schedule. Hence, I would be able to get my project back on track within no time, thanks to the schedule control mechanisms.
References
Guide, P. M. B. O. K. (2017). A Guide to the Project Management Body of Knowledge. Sixth Edit. Project Management Institute, Inc.
Juli, T. (2008). Realigning project objectives and stakeholders’ expectations in a project behind schedule. Paper presented at PMI® Global Congress 2008—North America, Denver, CO. Newtown Square, PA: Project Management Institute. Retrieved from https://www.pmi.org/learning/library/behind-schedule-projects-workshop-approach-6935