My Project Management Expert

Contingency Approach 3/6 - Time

01.Contingency Approach - Intro
02.Contingency Approach - Plan
03.Contingency Approach - Time
04.Contingency Approach - Budget
05.Contingency Approach - Resources
06.Contingency Approach - Scope

Contingency Approach with regard to time can be a tricky thing to achieve. It is after all it is a rare project where once you create the plan, you don't discover that you won't have a chance of delivering it unless everything goes exactly according to schedule.

Basically in the project management industry this translates as "This project has absolutely no contingency whatsoever" and is a phrase you will find yourself repeating like a mantra a great deal especially in these Credit Crunch times where Organisations expect much more delivered in a shorter period of time. Please note, the word Absolutely has to be used to give the phrase the emphasis required!

However when you find yourself in this position don't worry. In project management, if you are creative and think laterally there is always a way.

In my experience, I have learned that this particular problem is resolved by either:

Now neither is ideal but both are achievable.

Finding the Time by De-scoping Functionality

In order to do this you need to look at the existing scope of the project objectively and detemine what is a "nice to have". You can then look at this list, estimate which will be the most difficult and time consuming to deliver and then start trying to have it de-scoped.

Now the chances of project sponsors agreeing to de-scope functionality before the project has really got underway is remote. However the key here is to put the idea into their heads that this functionality could be de-scoped. Then when the project is further into the project lifecycle and runs into difficulties, it should be a much easier task to persuade the project sponsors to follow the course of action you want.

Of course sometimes you can get functionality de-scoped more easily but this is usually because of commercial rather than technology considerations. So for example I once managed a project where a product was sold through a number of channels ie Shops, internet, mobile etc. One of the more esoteric channels only sold 10,000 units a week which was a fraction of the others, and yet cost as much to develop for. By going to the Project Sponsor and explaining this simple fact, I was able to ensure my project did not have to develop for this channel, which saved not just development but Business Analyst and Testing time as well which amounted to a substantial amount of time. amount.

Contingency Approach 3/6 - Tip

It is always a good idea to keep a personal note of what functionality can be de-coped at which part of the project lifecycle just in case This means that should the worst happen, you will be available to immediately recommend a course of action regarding what can be de-scoped.

This makes a big impression with Project Sponsors who will then be more likely to agree with you because of the perception you have created that you are totally in control of the project.

01.Contingency Approach - Intro
02.Contingency Approach - Plan
03.Contingency Approach - Time
04.Contingency Approach - Budget
05.Contingency Approach - Resources
06.Contingency Approach - Scope

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