There exists in the company I'm working with a process of instituting mandated overtime on projects as they near the orginally dreamed of completion date. It doesn't depend on if the project is actually close to completion since there are no processes for project oversite.
I'm trying to understand why this process exists and what I'm looking for is data on the actual effects both positive and negative to projects with mandated overtime.
Does anyone have a source of data for learning more about the effects of mandated overtime on a project?
Thanks in advance for any help. Saving Changes...
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Stephen MayeSenior Vice PresidentVa, United States
I've not seen the data (so my comments may not be useful to you), but I've seen the effects. As you might expect, the overall productivity goes down--requiring a much greater number of hours to complete a little more work. When people know that they have to 'do the time', they lose some of the motivation to work faster. Simple motivators like "maybe I can wrap this task up and get to the gym by 6:00" are out the window. Besides the anecdotal effects that I've witnessed, the practice of mandated overtime brings several other thoughts to mind:
* It implies that people aren't professional enough to either do what needs to be done or redefine a task that can be done. This is a message that try to avoid as a manager myself. * It indicates a lack of meaningful project management (at which you seem to hint...). "We don't know where we are (or we didn't know soon enough) so we'll work more to ensure we make it." More work to compensate for less management. * Although I'm not sure exactly what, it implies something about the way work is assigned. People need to own their work. Not everyone needs to work overtime at the same time. If necessary at all (ok, it often is...), it should be a more fluid process, self-directed and considered as input into the planning, estimation, and task assignments going forward.
Lastly, if you have access to material from the SEI and the SEPG conference they put on every year, you might find something. Similar topics are often addressed. Saving Changes...
Thanks for the information. I agree with all your points. The effects that I've noted so far on the project are:
1. Conversion from a "committed attitude" to a "compliant attitude." The difference here may be subtle but Peter Senge in "The Fifth Discpline" describes what I mean by the difference. 2. Lowered overall tolerance of others. 3. Lowered expectations from improvements in both process and methods. 4. Understanding that management is not concerned overall with the quality of the work or the professionalism used to develop it but more with the final deadline. 5. Nearly complete withdrawal from any attempt to engage in process or method improvements. (related to #3.) 6. Return to previous heroic performance modes as it appears to be what upper management is rewarding.
WIth your permission I'll use the information you provided as well as what I already know in writing up what I see happening here. My intention is to get my results published here on Gantthead.com. Saving Changes...
Stephen MayeSenior Vice PresidentVa, United States
My comments are yours. I look forward to reading more of your observations on the topic.
swm Saving Changes...
Michael WoodProject Manager / Business Analyst / Business Process Improvement Guru| Independent ContractorGig Harbor, Wa, United States
Good topic. In my experience a committed team can push for about two weeks before the productivity curve turns down. Typically no matter how many hours on the job we put in we will only beable to sustain about 6 hours a day of strong productivity. Saving Changes...
