From Unknown to Kind of Known

From Unknown to Kind of Known

When are you able to predict a project end date, with confidence? Of course it depends on the specific project, the quality of planning, the experience of the estimators, the experience of the team, what is known or not known, the degree of innovation/invention required, the fluidity of requirements, and sufficient historical trend information with which to forecast forward.

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Targets and Trends

Targets and Trends

A target date is a point in time, in the future, that something is needed. It is essential for measuring the performance of a project. Is the project getting closer to hitting the target date or is the project trend showing that a team is predicted to miss the target date? And by how much time? It only works if the target date is real, and one that the project stakeholders agree to, in advance.

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Do-it, Try-it, Fix-it Cycles of Learning

Do-it, Try-it, Fix-it Cycles of Learning

Successful teams use the "do-it, try-it, fix-it" cycle. Slow teams typically spend long periods of time trying to "get it right" for fear of failing. Some corporate cultures tend to punish for failure rather than reward for success. They don't make the trade-off between long duration and that last 10% to make something "perfect." They default to getting it right over getting it done (soon). This model means that you had better be right at the end of the cycle. If you have to rework then this will take even more time.

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The Duration Game

The Duration Game

Why break-down long duration activities that fall within the near-term planning window (i.e. next 2 months)? Following, is a discussion of why this is important and how best practice teams do it. Call it “the duration game” because it is one of the most common games we see played out between those that manage and those that do. We know you’ve seen this next example on your last project.

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Accelerate Pain

Accelerate Pain

High Performers… Rather than delay “pain,” they accelerate the threshold and force issues out early, rather than avoid them, delaying confrontation. They knew that when confronted early, they were afforded more time to fix the problems. This “early schedule” or before-the-fact behavior is a core characteristic of these high performers. We’ve also seen the concept extended to create corporate cultures that rewards before-the-fact action.

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Accelerate... Finish On Time

Accelerate... Finish On Time

You have to accelerate the schedule in order to be on time. In other words, you need to pull-in the schedule just to be able to meet the committed target date. This is called "time banking." You accelerate to gain time now, since you know unexpected things will happen in the future, where you will need to use that banked time. What is certain, is uncertainty! Only a fool assumes a plan will materialize as planned.

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The Challenge Game

The Challenge Game

The underlying concept is to track schedule trends and use the movement to predict future events and/or to generate energy today to influence the future. Challenge Targets are the most aggressive form of a schedule goal. Many times, Target Dates are confused with the “real” schedule. The Target Date is when something is “wanted,” but this is not always when it will be delivered. Knowing the gap between when it is wanted and when it can be delivered is one of the key factors that differentiated fast teams from the norm.

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Schedule gap

Schedule gap

There’s usually a gap between when something is wanted and when something can be delivered. Sometimes it is known, often times it is “felt” — yet teams lack data to prove it. Sometimes when its known, attempts are made to ignore the gap for fear that the gap will become a self-fulfilling prophecy. Yet “knowing the gap” can be a powerful tool to create a sense of urgency, well before-the-fact.

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