You’re behind schedule on a project. What are some effective strategies for evaluating project timelines?

Before tinkering with timelines, take a step back. Has scope creep snuck in? Are deliverables still necessary? Can some be scaled back or deferred? Remember, a clear understanding of the updated scope is your compass, guiding you towards realistic adjustments.

I would consider a schedule delay if: 1. I have tasks that are critical to the delivery date but can longer be delivered as scheduled. 2. I have a scope change and already evaluated that implication of this to mean that the project can no longer be delivered as planned. In the first scenario, I may start non dependent tasks simultaneously, however, this may not be effective for tasks critical to the delivery date. A more effective technique is to increase resources to deliver more tasks within the same time. In the 2nd scenario, the scope change requires sponsor approval to acquire more resources and shift schedule date forward. This is after evaluating implications on resources, time and scope.

Don't just blindly adjust deadlines. Identify the critical path, the chain of interdependent tasks holding everything back. Is there a bottleneck causing delays? Can you resequence tasks, add resources, or find alternative solutions? Remember, analyzing the critical path is like X-raying your project, revealing the source of the slowdown.

Don't try to boil the ocean. Prioritize ruthlessly. Focus on the most critical tasks that deliver the most value. Can some be delegated, streamlined, or even cut? Remember, a prioritized to-do list is your life raft, keeping you afloat in the sea of deadlines.

Don't bury your head in the sand. Communicate openly and honestly with stakeholders. Explain the delays, propose revised timelines, and seek their input. Remember, transparent communication builds trust and keeps everyone paddling in the same direction.

Depending on the circumstances that triggered the delay, critical stakeholders to communicate with could include: Subcontractors, partners, team members, team leads, top management, sponsor or suppliers. A scope change outside acceptable tolerance will instantly trigger the change management procedure of evaluating impacts to scope, resources and schedule. This would need to be approved and the project plan updated. The sponsor is the major stakeholder responsible to give direction towards this activity. After this approval, team members and other key stakeholders such as suppliers, subcontractors and team leads would be communicated. In many cases, the team leads communicate with team members.

Don't cling to a rigid schedule. Be flexible and adapt your plan based on your evaluation. Can you re-estimate tasks? Can you shorten the critical path? Can you leverage technology or external resources? Remember, agility is your shield, deflecting unexpected challenges and keeping your project moving forward.

Don't forget the human element. Motivate your team, address their concerns, and acknowledge their efforts. Remember, a positive and engaged team is the engine that propels your project back on track, even when the road gets bumpy.

Projects usually exceed planned schedule. In reality planning is a continuous activity which is updated to accommodate emerging activities that team members need to achieve. In some projects whereby it is not possible to forecast all the tasks involved, tasks are elucidated as they occur these tasks could overrun initial plan. Projects never go according to plan, a risk management plan is a standard management procedure to help keep project according to plan. In some cases risks could happen and becomes an issue. This is managed alongside the project deliverables.