Has anyone been told they weren't allowed any contingency in their schedule by their PMO leadership? If so, how do you navigate a high-risk launch date and still meet expectations? They want us to present our "most likely" launch date and yet also have several initiatives to always meet that launch date...without contingency. Any advice? Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
This is a very unusual and risky situation that could expose your project to schedule, and cost overruns to say the least. For multi-year complex projects, the short-term future is only known so contingency is a must.
I suggest you present your case to the management, explain to them how risky that is and support it with real-data.
...
1 reply by anonymous
Jul 25, 2024 11:21 AM
anonymous
...
Yes we are trying to do just this and are getting told we can't include it. I think the perception is it's a lazy way of padding a schedule. Another argument is if there is any uncertainty in the plan, we aren't "planning enough". I am a bit shocked by the lack of humility that we can't know everything when planning a project upfront. These are multi million dollar projects. I feel we are being set up for failure as a PMO.
Yes, unfortunately. They waited too long to start the project and ended up missing a compliance deadline because they made decisions before there was any understanding of requirements, tasks, or schedule. They also used an implementation partner that had a history of taking longer than originally estimated.
Throwing more bodies at a problem doesn't always fix it faster. Prepare to be late, and document everything. Include it as a risk.
...
1 reply by anonymous
Jul 25, 2024 11:25 AM
anonymous
...
Good point about documenting everything. I am considering asking them to put in writing they will not allow us contingency in our schedule. I feel this is a terrible practice and am highly against it. I am also treading a fine line in showing respect to my leadership while also being up-front about my concerns. I am only about two years into a project manager role, though I do have 10+ years of industry experience.
Saving Changes...
Anonymous
Jul 25, 2024 11:11 AM
Replying to Rami Kaibni
...
This is a very unusual and risky situation that could expose your project to schedule, and cost overruns to say the least. For multi-year complex projects, the short-term future is only known so contingency is a must.
I suggest you present your case to the management, explain to them how risky that is and support it with real-data.
Yes we are trying to do just this and are getting told we can't include it. I think the perception is it's a lazy way of padding a schedule. Another argument is if there is any uncertainty in the plan, we aren't "planning enough". I am a bit shocked by the lack of humility that we can't know everything when planning a project upfront. These are multi million dollar projects. I feel we are being set up for failure as a PMO. Saving Changes...
Anonymous
Jul 25, 2024 11:14 AM
Replying to Aaron Porter
...
Yes, unfortunately. They waited too long to start the project and ended up missing a compliance deadline because they made decisions before there was any understanding of requirements, tasks, or schedule. They also used an implementation partner that had a history of taking longer than originally estimated.
Throwing more bodies at a problem doesn't always fix it faster. Prepare to be late, and document everything. Include it as a risk.
Good point about documenting everything. I am considering asking them to put in writing they will not allow us contingency in our schedule. I feel this is a terrible practice and am highly against it. I am also treading a fine line in showing respect to my leadership while also being up-front about my concerns. I am only about two years into a project manager role, though I do have 10+ years of industry experience. Saving Changes...
I have been in that situation as well and it is a shell game. Any "most likely" estimate has some contingency, period. If you plan for the ideal situation every time, you are not accounting for risks. The PERT estimation technique with high, low, and most likely puts the value closer to most likely, but still accounts for whether that is closer to the high or low side due to the risk level.
On projects where we were directed to do as you describe, everyone knew it was going to go late and that the work would take as long as it takes. Then nobody has any personal investment in the schedule because they know it's a sales pitch, not a plan. Best case scenario is that you can look for ways to improve the plan, but that usually won't close the gap. Saving Changes...
From NASA's 100 rules for Project Managers: "Rule 74: All problems are solvable in time, so make sure you have enough schedule contingency, if you don't, the next project manager that takes your place will."
Unfortunately, this happens from time to time with different projects. From launch dates to budgeting, there is always push back to “pull things in” and fly without assess risks. The best advice I can give is to come up with past evidence of how other projects ran over timelines or had unforeseen risks that caused delays. This can give you some leverage and bolster your statements on why it’s essential to build a contingency plan. Saving Changes...
Community Champion
