Timing

Time machine

One of the most difficult obstacles for applying practical rules to a specific situation is about the timing. This topic can be pointed out by Paul in his Crossderry’s post. Where he complains about the lack of willingness (perhaps ability) of some project managers to read and then try to put to use the precepts in their predicaments.

Is time a resource?

It has a little use if it is taken alone. With no energy, skills or any other form of resources, it remains an empty container. Namely, every person has his/her own unique value for the time; it depends upon the existing conditions.

A stakeholders’ analysis shall include the time perception, not only aiming at gauging the energy level or cultural influxes (for example, example in Mediterranean region, evening hours are considered very valuable). Different departments of the same company have distinct calendars and then meaningful granularities.

The value of time as commodity

From a project manager’s viewpoint, the value of time shall be counted on the set calendar to which the available allowance shall be added.

The importance of allowance does not merely consist in its buffer’s function. This reserve gives the real value to the time. It properly distributed and monitored in each work-package, permits to measure the feasibility and then the importance of opportunities arising in the production phase. Namely, it gives the necessary freedom to producers’ creativity.

This value can be worked out through (at least) two different ways:

1. A negotiation during the Business Case preparation (i.e. when the delivery date is an integral part of the “Reasons”). In this scenario, Scope can be prioritized or an allowance can be added to the available Budget. In any case, these evaluations need to be supported and integrated by a Risk Analysis.
2. (P)adding each estimation. This strategy, in essence, based on the preemption of time as the only manageable resource. The reasons for this choice can vary; however, in most of the cases they are based on lack of confidence in the proposed estimations (on this specific topic, there is an interesting post on projectsmart.co.uk

Different granularities

Each project has its own way to measure time. It is not only the incumbent delivery date.

For example, the available history adds a huge value to the Risk Analysis rendering any estimation much more reliable and less costly. Each stakeholder’s experience is one of the main values in this element. On the opposite side of the measurement units, there is system’s response time required/perceived by users.  These items are listed just for giving a quick glance of the importance of understanding and sharing the time unit.

The importance of time as metric

Before starting the scheduling, each process needs to be defined in its qualities, for example:

1. Scope and results to be measured in a consistent way.
2. External and internal priorities.
3. Financial costs.
4. Time’s granularity.
5. Duration and reviewing periods.
6. Resource availability.

Once all these items have their own price, and this has been approved, the process needs to be framed (synchronized) in the mainstream; then, the calendar shall be issued considering the interest of each participant.

Coming back to Paul’s post, the Risk Management Plan is much easier to be managed when it is created and maintained with the “Main Plan”. In my post there is a simple proposal for adopting MS Project as the standard tool for managing all plans, arriving at the Work-package level (going under adds a big burden to technical people).

Conclusion

“Reading furnishes the mind only with materials of knowledge; it is thinking that makes what we read ours.”

Image courtesy of: maxthemac.com/…/2008/04/time-machine-logo.png