George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
Progerss Control is indeed one of the most important project management activities, so the question was asked how should we spend our time around this?
Knowing that overcontrolling (meaning bad use or your time) could backfire as well. Saving Changes...
Conrad KolisSenior Manager Project Management| ConvergysCincinnati, Oh, United States
I don't think that there's a single answer to this. It may seem flippant to say "as much time as is necessary" but that's been the reality in my experience. Control is both art and science, with the amount of time (or percent of time) falling into the "art" side. There are so many variables in play. Balancing them -- or juggling them -- requires constant adjustment.
Instead of a PUSH method for progress reporting (asking questions, holding meetings etc.), why shouldn't we concentrate on a PULL method to collect progress? Is it possible to set an alert mechanism will be used by project team to underline duties which are not in well shape as schedule? So we will not waste our time to acquire positive answers.
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1 reply by George Lewis
May 24, 2016 2:53 PM
George Lewis
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Interesting...
Saving Changes...
Conrad KolisSenior Manager Project Management| ConvergysCincinnati, Oh, United States
It would be great if we could rely on teams reporting when they are in trouble, but the reality is that people don't do that. Either they don't realize that they are in trouble, or they want to avoid reporting problems because they optimistically think that they will be able to pull through without anybody noticing that they experienced any difficulties. When they are correct about nobody noticing, it seems to work out for them, and it reinforces that behavior... but when they are incorrect, then the problem often grows even larger than if they had brought it to attention sooner. That's why we monitor and have people outside the team to serve as governance, auditors, or whatever you may wish to call them. They look at the objective side, using common tools to help raise anomalies... and then they ask the questions of the project team, project management, and other project stakeholders. Human nature is what often requires us to spend time that we might think we shouldn't need to spend. That's what makes the role so interesting! Saving Changes...
George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
May 24, 2016 8:02 AM
Replying to Conrad Kolis
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I don't think that there's a single answer to this. It may seem flippant to say "as much time as is necessary" but that's been the reality in my experience. Control is both art and science, with the amount of time (or percent of time) falling into the "art" side. There are so many variables in play. Balancing them -- or juggling them -- requires constant adjustment.
thanks for your input! Saving Changes...
George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
May 24, 2016 11:32 AM
Replying to Burak Basaran
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Instead of a PUSH method for progress reporting (asking questions, holding meetings etc.), why shouldn't we concentrate on a PULL method to collect progress? Is it possible to set an alert mechanism will be used by project team to underline duties which are not in well shape as schedule? So we will not waste our time to acquire positive answers.
Interesting... Saving Changes...
George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
I searched for an answer and got this in a site...
Being able to properly measure actual progress consistently creates the best foundation for realistic project forecasting, required for controlling other aspects of your project. Saving Changes...
George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
On that same site I also found... not sure how acurrate is this, but, I may open up discussion.
The 20/80 rule should apply to the Progress Control process: No more than 20% of effort should be spent measuring and understanding where you are against the plan. 80% of the time should be spent on taking the necessary corrective action, if needed. Saving Changes...
Conrad KolisSenior Manager Project Management| ConvergysCincinnati, Oh, United States
Hmm. I agree with "no more than 20" -- I simply wonder when the need would be for "as much as" 20. Scientific, logistical, perhaps? Probably no as much in certain business projects. I would expect size and complexity of the project to drive that number. High risk and high visibility might also factor in. It would be interesting to see any metrics on project types, sizes, etc., and also on the differences between successful and unsuccessful projects. Saving Changes...
TALES SENCOProject Manager| SENCO & FERRARI INFORMATICAArujá, São Paulo, Brazil
Hi, George and guys.
Due to fiscal, economic and political environment in Brazil lately, we got to spend impressive 30% of the time in the control process at the beginning of realization. I know it is much more than expected, but it was our reality, we are now about 10% . I believe that the external environment had a significant influence in this case.
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1 reply by George Lewis
May 25, 2016 7:41 PM
George Lewis
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Obrigrado...
Saving Changes...
George LewisProgram/Project Manager| DXC Technology CompanyHeredia, Costa Rica
May 25, 2016 6:49 PM
Replying to TALES SENCO
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Hi, George and guys.
Due to fiscal, economic and political environment in Brazil lately, we got to spend impressive 30% of the time in the control process at the beginning of realization. I know it is much more than expected, but it was our reality, we are now about 10% . I believe that the external environment had a significant influence in this case.
