5 corrective action for project delay.docx

8/22/2019 5 corrective action for project delay.docx

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During an interview I was once asked, "What are 5 corrective actions for a project that is

showing signs that it may be completed late?" What would your response be?I know that it may depend, this is all the information that I was given.19 days ago

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Narayanan R,Patricia R. Maloneand18 otherslike this

88 comments Jump to most recent comments

Follow KironKiron Bondale, PMP, PMI-RMP Chris -

Assuming a late completion is absolutely unacceptable (i.e. schedule is a fixed constraint) or can't be negotiated,

four choices are (in no specific order of priority) if you are confident that you will in fact complete late are:

1. Reduce scope

2. Crash the schedule assuming additional resources can be assigned

3. Jettison all unnecessary (as decided by the appropriate decision makers!) delivery processes

4. Optimize the schedule by looking for opportunities to overlap activities

Kiron19 days ago Like

25

Follow Sylvain

Sylvain Costy, PMP Hi,You should identified the reason for the late.

Ressources skills, requirements continuously changing... Once identified, you can put in place corrective actions on

scope, hr, budget...

Regards18 days ago Like

7
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Follow Stephen

Stephen Wall There's always throw more money at it to increase resources.

18 days ago Like

1

Follow Chris

Chris Baeckstrom You can reduce quality, such as less testing. Not recommended but it's an option.

18 days ago Like

1

Follow Jim

Jim Ward The book (PMBOK) answer is, in order:

1. Fast tracking

2. Crashing

3. Reducing scope

If those don't work,

4. extending the schedule (even if unacceptable to management)

5. If the project is virtual, you could try co-location.

As the question asks about corrective actions, I did not discuss root cause analysis. There are many potential reasons

why projects are behind schedule, but there are few viable corrective actions available.18 days ago Like

8

Follow Steve
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Steve Blais Thinking out of the box and facetiously:

1. Negotiate a later deadline

2. Hide the signs so no one else can see them

3. Redefine the project as agile since the agile proponents claim you can never be late when you are using agile

4. Pick up a day by moving your project team to another time zone

5. Make a list of all the people you can blame if the signs are right, and in the meantime assume the signs are wrong18 days ago Like

14

Follow Adrian

Adrian Lamond @ Steve, Sounds like some CEO's I have met, but seems a wee bit cynical to me.

1. Redefine priority work's - what don't you need to complete on schedule.2. Find the bottle neck - Who (Most of the time) or what is causing the delay

3. Remove said delay from equation.

No need for 4 and 5 - If your not on track by now, then you have missed your deadline.18 days ago Like

4

Follow Geoff

Geoff Anderson Some interesting perspectives!18 days ago Like

1

Follow Beri

Beri Lainjo Chris B. The thought of recommending quality reduction on the project we are working on right now

truly makes me cringe! I would really tread very lightly on that recommendation.17 days ago Like

6
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Follow Jim

Jim Ward Reducing quality invariably extends, not shortens, the project schedule. As Jerry Weinberg has written:

"The number one reason for late delivery is poor quality. The number one reason for poor quality is rush to

delivery."16 days ago Like

3

Follow TahirTahir Hussain In my opinion, following actions merit consideration:

1. Identify bottlenecks and clear them

2. Revisit scope and key milestones, prioritize them

3. Augment additional resource, if it can make difference

4. Involve team members, seek their input to devise fast tracked execution plan16 days ago Like

3

Follow Muhammad Naveed

Muhammad Naveed Saeed, PMP 1- Check Cost Perfromance Index (CPI)

2- Check Schedule Performance Index (SPI)

3- Perform Schedule Compression (Depending on CPI & SPI)

4- Perform Fast Tracking (Depending on CPI & SPI)

5- Perform Risk Management while Fast Tracking & Schedule Compresion16 days ago Like

4

Follow Hussein

Hussein Abu Hamad , BSc, PMD 1. try to overlap the activities and close attention should be on critical path

tasks.
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2. improve the productivity for the labors and staff by giving some incentives.

3. increase the resources if the delays damages are more than the add. resources to avoid LD.

4. start working and focus on building a strong case, as this should be done even before, for extension of time claim

(ETC), revise the programe and proposing new completion date for the project by proper, good documents and

records.

5.sub-contracting part of the work.16 days ago Like

2

Follow manchala jayaraju

manchala jayaraju PMP First you shall ask the interviewer whether your appointment is from the start of the

project or from the situation you are provided with.Then you shall answer

1) If i was from the start of the project then I shall start by saying I would not have let it happen except for thefactors beyond my control i.e. acts of gods(this statement may show your confidence).I will analyse the situation

from our side i.e reasons for the delay and then shall inform the client about the delay if the client accept for the

delay then there shall be extension of time.otherwise we will be left with options of "fastracking" & " crashing"

resulting in adding extra resources leading to extra cost for the activities on critical path.

2)From the stage where the project situation is provided then you shall answer that I should first check the schedule

i.e.whether the schedule was done with any buffer attached to it otherwise then I will follow the same as said in

point 1 from " I will analyse ........ and so on.15 days ago Like

2

Follow Oliver

Oliver Williamson MEng Another thought - if the project is part of a larger portfolio, and assuming the project in

question should take priority, redistribute and change the timing of resource allocation (technical, facilities etc as

well as heads). If there are any limiting resources that are being demanded by projects outside of the portfolio but

within the same company, this could again be applied; however this would require buy in from portfolio/programme

managers and would not be likely to be a successful suggestion without very senior backing.14 days ago Like

1

Follow Chuck
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6/32

Chuck Lane I'm going to endorse the early reply of Sylvain Costy. Many of the other responses in the thread are

excellent activities - if you know WHY the project is showing signs of late delivery. The first action item is to

analyze the cause - were bounding assumptions incorrect, did the requirements change, was the technology

inappropriate, has the organization itself changed? Without answering these and a few other questions, you really

can't say whether fast tracking, descoping or another response is truly appropriate.14 days ago Like

8

Follow Howard

Howard Wiener, MSIA, PMP I also have to endorse what @Sylvain has recommended with a heavy emphasis on

identifying and addressing the cause of the project's running late. Trying to fit a one-size-fits-all prescription to an

open-ended situation, however, isn't doable. Every feasible solution to the set of scope limitations, cost saving

modifications or acceleration options that will result in a completed project on time or budget with the maximumpossible scope (and good quality) falls somewhere in a preference range that differs from case to case. The best

answer accounts for the sponsor's constraints, needs and preferences.

What is most important is early recognition and action! Making a moderate course correction early beats having to

make a severe one later in the project on almost any measure. At a minimum, communicating and resetting

expectations as soon as a problem is recognized, however painful it might be at the time, can do a lot to minimize

dissatisfaction with the process of deciding on and making the necessary modifications. No one likes negative

surprises.14 days ago Like

3

Follow Benjamin

Benjamin Piper Considering the question came up during a job interview, I recommend text book responses like

crashing and fast tracking. But, more importantly, I would emphasize my ability to identify the problem, potential

solutions based on past experiences as a PMP and consider "internal options" that are not impacting cost, notifying

customer (yet), etc and getting the project back on schedule. Some examples are internal resource reallocation,

internal SME to resolve technical issues to save time, re-evaluation of buffers and contingency resources, etc.14 days ago Like

1
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7/32

Follow Benjamin

Benjamin Piper Considering the question came up during a job interview, I recommend text book responses like

crashing and fast tracking. But, more importantly, I would emphasize my ability to identify the problem, potential

solutions based on past experiences as a PMP and consider "internal options" that are not impacting cost, notifying

customer (yet), etc and getting the project back on schedule. Some examples are internal resource reallocation,

internal SME to resolve technical issues to save time, re-evaluation of buffers and contingency resources, etc.14 days ago Like

Follow Rajani

Rajani Boyapati If i was in your shoes, i will pick these 5 corrective actions in this order:

1) Document late delivery as risk and proceed with risk assessment

2) Review Baselines, actual status and update forecasts3) Inform key stakeholders of the risk impact and mitigation options

4) Focus on mitigation option they selected and track delivery - could be fast tracking or crashing

5) Track the risk on weekly basis and identify alternate mitigation options14 days ago Like

10

Follow Cat

Cat Huang I agree with Howard, and my reply as below:

1. Find out the cause/root of project delay.

2. Find out the solution, reset the milestone, review the cost, and ensure all the reletive parties well understand the

situation and know what's next and how to do.

3. Impletment the solution/alter plan (inclusive re-training, recurrent, OT, plan adjustment and new tech).

4. Keep mornitor the process, cost, activities ensure all under order and control.

5. Keep scanning the project activities and anticipate any problem will be occured, make adjustment to avoid the

problem happen.

Thereare all kinds of problems and causes/roots caused the project delay or even fail. However, the real challenge

for project managers, not find out and record the problem, but anticipate problems, control and solve problems.14 days ago Like

2
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8/32

Follow Jay

Jay Roberds Excellent open ended interview question. From the answer, I could see if the PM would simply

identify problem and ask for a change in constraints (and expect future problems), or truly understand the balance

required in managing a project.

You could be tempted to say, "I don't know, I've never had a project delayed." (followed with a really big grin)

Or, you could lead in with the typical causes behind delayed projects: vague requirements, changing sponsor

priorities and requirements, bad estimates, competence shortages, poor planning for internal / external dependencies

and lead times, ... and then follow many of the earlier posted comments of communicating, identify problem, discuss

alternatives, review your plans for future problems, agree on direction, and doing a better job yourself. O, that's six,

but a little humility at end never hurts.

If you follow too much of a stock PM textbook answer, my next interview question will be "As the PM, why were

you not already doing those things?"

13 days ago Like

1

Follow Malcolm

Malcolm Peart Projects are/can be/will be complicated. Why oh why do we expect that an aspirin (or five) will fix

things!13 days ago Like

2

Follow Rick

Rick Robson I agree with Sylvain. First you must know why the project is behind schedule. Analysis first: scope,

resources, budget, schedule, risk. Then you can recommend corrective actions.13 days ago Like

1
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9/32

Follow Michael J.

Michael J. Goddard I'd answer the question with a question - "Do I have unlimited funds to correct the

schedule?" Or "do I have enough ancillary budget to make the necessary changes to hit my firm end date? If yes,

then...

It's OT and crashing the schedule, working the weekends, 12 hour days, overlapping the tasks, etc.

Of course - it's a trick question...if you're the PM and keeping an eye on your project, it shouldn't result in any earth

shattering response unless you've overlooked the analysis of an extremely surprising risk not previously foreseen or

experienced in similar prior projects. Otherwise, the PMBoK is pretty reliable.13 days ago Like

2

Follow Dimuthu

Dimuthu Fernando endorsing the early reply of Michel, if a late completion is unacceptable, I would ask the

interviewer whether I have additional funds to correct the schedule without affecting the other key constraints. If

money is not available I will have to negotiate for reducing scope or cut down on quality which is not recommended

and if funds are available I would go with crashing, fast tracking, optimizing the schedule in critical path and also

analyzing the reason for late completion.13 days ago Like

2

Follow Omar Ali

Omar Ali Beg, MS, PMP Enough number of possible steps have been enumerated by various participants to

tackle the above issue. I would only add that it is a situational question. First of all the core problem that is causing

delay must be identified. Our response dependes upon the core problem and its level of impact. Because question

being asked is about the corrective action, therefore, core problem must be addressed.

Secondly, all the corrective actions that we take, their order (i.e. sequence) depends upon the priority order of the

constraints i.e. time, cost, scope, quality, customer satisfaction, risk and resources. A good PM must already have

this order on his table through proper commuincation with stakeholders.13 days ago Like

2
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10/32

Follow Hilde

Hilde Weisert This is a great topic! The one recommendation I'd be wary of - adding resources to a late project

can, we know (from experience, not just from The Mythical Man-Month), make it later.12 days ago Like

3

Follow Mark

Mark Heminway Great interview question, as it will separate the technocrats from the people who can thinkstrategically.

I agree with those that say the first response to the question is why is it late? Many responses above look at the

project plan itself or the technical aspects. But what if the answer is the project has lost its sponsorship, or budget, or

is no longer practical in the original form, or the original specs weren't complete, the business model changed, etc.?

Maybe the idea isn't about catching up, but maybe its about reevaluating it from the beginning? Are you able to do

that? Or maybe the best answer is killing it gently, while saving the face of the senior execs...12 days ago Like

1

Follow abhimanyu

abhimanyu Nowbuth In pratice, adding resources to a late project is not a good idea. Very often, the resources do

not know what needs to be done and it takes time to train them to achieve required results. The end result is the

project gets late for sure. That's why, when managing project, we need to always on alert. Following are few things

that I do to ensure on-time delivery:

1. Daily 5-minute meetings twice a day (one in morning and one late in the afternoon) with my team to ensure that

a ) everyone knows what actions needs to be completed for the said day

b ) I'm aware of any issue/obstacle so that corrective action can be taken promptly

c ) everyone knows that I'm around to provide any required support and push to complete the assigned task (that's avery big motivational aspect for the team!)

2 Regular feedback from resources on the complexity of the tasks for future planning and raising of alerts in case I

sense we might get late on delivery deadline

3. Assessing the progress of activities through project management tools such as Ms Project Management and Excel

document (... and soon sharepoint)
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4. Using QC and trac (an open source site) to track defects and their completion

5. Regular follow-ups with clients and resources on.

6. Compliance with company policies on leaves and use of time in a professional manner.

Of course, there are more to it but it depends on projects' contexts also.12 days ago Like

2

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Hilde Weisert Re (1) and (3) in Abhimanyu's post: a good collaborative pm tool where everyone on the team can

see and update task completion, make status notes, etc (and is expected to do so) - vs a project plan that resides withthe PM only - can save a lot of those daily meetings. For projects that aren't huge, I'm a big fan of Mindjet with web

collaboration - flexible, visual, provides alerts to everyone, and allows having meetings focus on what you really

need to talk through and not just status.12 days ago Like

3

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Michael Ballenger How about an academic answer- If your 3 factors are time, cost and scope, you can only

decrease your time by increasing cost or decreasing scope. So-

Cost- Crash the project, look at overtime, consider additional resources (hire temps or do a few short term contracts)

Scope- Are we already experiencing scope creep and need to eliminate tasks that were not in the original agreement

(or do we need to re-negotiate for additional funding or time)? Can a non-essential be eliminated?

Finally, given the scope, did we just underestimate the time (and probably the cost) required to do the project? Are

you willing to go before the management and say "I made a mistake"?12 days ago Like

1
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5 corrective action for project delay.docx

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