How to fast-track projects with limited resource, cost and scope change 40%
Usha KumariSr. Technology Service Lead| NordeaStockholm Ians, Sweden
I am working in a retail project wherein there is major scope change(40% approx), and no change in schedule and cost, how do I fast track/handle such project. understanding we can extend the timing of resources with other benefits, however is there any other way to handle such situation in practical world. Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
If the project scope changed (is not the same than the product scope) then time and cost must change. First thing to do is to recalculate all that. With that on hand is time to negoatiate with people that have to take the decision about the project. That is not new, it is to execute a project change management process. You need to put clear the impacts the change created.Most of the times those impacts are generating risk and issues too. Risk and issues will help you to assure that you are achieving your project management duties just in case not matter the impacts people that have the decision will say you they want to continue as if the impacts do not exists. Saving Changes...
Alok PriyadarshiProject Manager| Tata Consulting Engineers LimitedJamshedpur, Jharkhand, India
Hi Usha,
Very interesting and most prevailing project situation. Under this condition I suggest to follow change management process as a good project management practices. Impact assessment and analysis for this kind of substantial scope change on time and cost should be submitted for approval. I am not sure that how can you utilise extended working hours without additional cost as this is not workable solution to finish 40% scope change. Reason for this kind of substantial scope change should also be submitted. Risk management in this kind of situation is very important and should be followed properly for successful outcome of project.
Seems to me, someone likely salesperson made a mistake. Internally the PM should have a discussion with management. That would clarify the PM options.
Accelerating a project regardless of industry is costly. On that scope it is major. Increase scope by 40%, what is the progress to date?
Document your change, using your change management process.
I think you should make a major replanning. That would be a first spec in reevaluating required time and resources. It should let you better see the change to your risk.
Remember that work - rework will add risk, by moving a resource to solve a problem will let "junior" resource in charge. That will be an article by itself.
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1 reply by Usha Kumari
Mar 29, 2019 3:16 AM
Usha Kumari
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Many thanks for reply, its a rework(major change), we are in UAT phase and development is 70-90% complete, trying to convince management about the risk associated with each changes, (contract type is T&M).
As others have stated, unless the delivery approach itself changes, increased scope requires adjustment to at least one of the other key constraints.
One way to alter the delivery approach would be to outsource some work to a lower cost delivery organization. Another might be to buy vs. build certain components (assuming that is cheaper).
Regardless, as Sergio has stated, proper project change control should be followed to formalize whatever approach key stakeholders come up with and agree to.
Kiron Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Agree with Sergio, if scope changes then time and cost do too. You could (and probably did) decide to absorb cost but it is still there. Time is obviously the difficult one which you are trying to recover by fast-tracking. In general, I have no issues with fast-tracking if you have the capacity to do so. You need to do a careful analysis of your critical path because you need to understand how much you can invest in these activities before it becomes useless i.e. the critical path shifts and then you focus should shift too.
My problem with fast-tracking has always been that it is sometimes perceived that more is better, which it is not. You might very well end up at a point where there is just no more lag available in your schedule at which point fast-tracking will be a wasteful exercise. You then need to manage expectations since you won't be able to claw back time anymore. Saving Changes...
RAJESH K LProject Manager, PMP| Bharat Electronics, Bengaluru, IndiaBengaluru, Karnataka, India
Agree with points made by Sergio & Kiron. Saving Changes...
Usha KumariSr. Technology Service Lead| NordeaStockholm Ians, Sweden
Mar 27, 2019 1:25 PM
Replying to Vincent Guerard
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Usha,
Seems to me, someone likely salesperson made a mistake. Internally the PM should have a discussion with management. That would clarify the PM options.
Accelerating a project regardless of industry is costly. On that scope it is major. Increase scope by 40%, what is the progress to date?
Document your change, using your change management process.
I think you should make a major replanning. That would be a first spec in reevaluating required time and resources. It should let you better see the change to your risk.
Remember that work - rework will add risk, by moving a resource to solve a problem will let "junior" resource in charge. That will be an article by itself.
Many thanks for reply, its a rework(major change), we are in UAT phase and development is 70-90% complete, trying to convince management about the risk associated with each changes, (contract type is T&M). Saving Changes...
Jaleel .PMP, Associate Director| MetricStreamBangalore, India
Usha,
As many mentioned executing a project change management process is a way to go forward. However, I think here the problem seems to be management or customer not agreeing to provide more resources, budget and time.
If that's the case then going with detailed information, negotiating by clearly mentioning the risks involved and a new plan providing the confidence, might work.
How accurate was the budget and schedule in the first place? If they were accurate, it is unlikely to achieve such an increase without changes to the other constraints. I have seen several projects deal successfully with major changes to scope but usually at a cost in terms of delayed schedule and increased $$$. This is where PM negotiating and influencing skills are invaluable. Saving Changes...
