How to Deliver a Project on Time
Project managers understand that delivering a project on time is a problem. In some instances, customers will accept the project’s budget being over budget; however, falling being behind schedule is tolerated less. Let’s say that the goal is to plan a venue for a large-scale conference. We must ensure that the rooms are in the right layout, the audio/visual equipment is functioning properly, caterers are confirmed, and that’s just the beginning. As you can see, there’s not much to play within this area. If any component of the project is delayed, there will be a cascading effect. We may be able to reach an agreement on the menu and equipment, but the convention is scheduled to take place on the date of a specific date. Every aspect we are in control of is required to be completed on Day 1.
We will only accept a schedule we can Meet.
It’s simple to accept new work if it’s available, particularly in the case of a price that is in our favor. But, the management team must be sure that there are funds in place to fulfill the needs. The possibility of taking on the job and outsourcing it as needed is an alternative. Be aware that there are risks when the work is given to an external business. In the end, our company is responsible for the product even if we contract contractors to aid in the work.
The ultimate decision as to whether or not to approve the project must be taken following feedback from the departmental managers, project managers, Subject experts in the subject (SMEs), and the individuals who will perform the job. When they are able to get feedback from these individuals, they have a better chance to make the right choice. Another advantage of seeking out guidance is that the level of buy-in grows when key stakeholders are involved in the process of making decisions.
Make a realistic schedule.
I recently taught an in-person course to a customer in the finance industry. I asked: “What process do you employ to develop the project plan.” I was surprised to find that there were no responses from any of the students. I repeated the question, and then finally, a reply was given: “We just start working on it and then deliver the project when we’re finished.” From my experience in training as well as consulting experiences, I’ve observed that most project managers don’t develop a plan. Consider this… If there is no plan, what can we do to ensure whether the work is in good shape? We do not know and only deliver work when the client or sponsor, executive, or manager needs to know the progress of their project moving ahead.
The project manager must collaborate closely with the client to determine the deadline for the service, product, or outcome. After the requirements have been gathered from the participants, the scope will be determined. Next, you need to develop Work breakdown structures (WBS) that are an organization of the project’s work. The project is broken down into work packages. The decomposition process (i.e., subdividing, dividing, in subdividing) will ensure that the task is clearly defined. This means that the appropriate one (or company) is given the appropriate task at the right moment.
Being on time is a challenge. The team responsible for the project must be vigilant all the way. If it becomes apparent there’s a sign that the plan is behind, the project manager has to notify the client. It’s also essential to have a contingency plan in place to ensure that the project is back on track. Making sure to deliver on time is crucial.