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The_Critical_Path_for_Extreme_Project_Management
| The Critical Path for Extreme Project Management
The Extreme Project Manager (EPM) stays at a high level, and
understands the big picture, at the same time being able to call
the shots like a military commander. However, there are certain
things, which can affect the general schedule, and the EPM must
be aware of them at a relatively acute level. Particularly, I am
referring to Critical Path Method (CPM) and Project Evaluation
Review Technique (PERT). The EPM will use these analyses in a
slightly different way to stay at a certain level.
Walk the Path
I have faint memories of hearing about CPM and PERT when I was a
kid, many years ago. So what are such old ideas doing in the EPM
topic? I could say that these are very important methods that
every Project manager should know.
But then how would I be any different? And as a Project Manager,
you probably know CMP and PERT well anyhow… Right? Well, I will
make it worth it for you. In a truly EPM fashion, we will hit on
CPM and PERT, in a cursory and a slightly different way, where
you can use it just enough to give you some kind of a handle in
keeping an eye on scheduling.
CPM lets you see the sequence of events of all the tasks, and
the time required. It also shows the earliest finish, earliest
start, latest finish, and latest start estimates, so you can see
the slack in each of these tasks. You need to know the slack,
because if you are seeing a sequence of events, then you are
also seeing the dependencies of each of these tasks.
Hence, if you are aware of the slack, then you can get a better
idea of the adherence to schedule your project is enjoying. As
an EPM, here is a way I found to make this simple: When you make
the CPM, do not use sub-tasks. Try and stick to summary tasks.
However, unlike the Work Breakdown Structure (WBS), where we use
a similar method, you may have to use some of your sub-tasks,
depending on the time to completion of that task. For example,
if a sub-task takes a long time to complete, and has many
dependencies, use it in the CPM.
Look on the Bright Side
Yes, even Project Managers are optimistic, especially EPM’s.
Although, working with PERT, you have to be both, optimistic and
pessimistic. Here is what I mean. Like CPM and WBS, PERT also
involves the breaking down of the project into tasks. You then
must divide the tasks into three schedule categories, most
optimistic finish estimate, and most pessimistic finish
estimate, and most likely.
Lets say the task of putting the stealth paint on your time
machine is most likely going to take three weeks. You must also
then consider what is the longest it will take, and what is the
shortest amount of time it will take to apply that paint. For
example, five weeks and two weeks, respectively.
Here is the advantage of this method in EPM. You can manipulate
your timelines effectively. If you feel that the original
schedule is running a bit thin, and the overall project forecast
was too optimistic, then you can give the pessimistic estimate a
little more weight. For example, in this case, you can assign
the timeline of six weeks to the paint job. Then, in the final
PERT analysis, you will see the results skewed to a longer
forecast.
Here is how an EPM can use the information from PERT analysis.
As the project stakeholders are more edgy about technical tasks
running over schedule (and rightly so), due to more chances of
complications, a project overshooting its schedule due to a
paint job will be a lot less painful to the stakeholders. This
will allow you to give a lot less explanations, and use your
time wisely to deliver the project on time. Of course, as a
professional Project Manager, you know that if your project is
really in trouble, do not use this technique to hide from
reality.
Like I mentioned, you probably know CPM and PERT well. However,
if you do not, I encourage you to seek it out and use it in your
projects. There are many books and white papers written on it.
If you are a traditional Project Manager, you can use these
methods to tell you other important factors in your tasks as
well. For example, if you notice the PERT estimates to be off by
greater margins, then you must take a closer look at the task,
as it is indicating greater risk, then a task that has a smaller
spread.
Keep at a high level, and trust your team leads, by delegating
the more specific analysis to them. And always remember, if you
are an EPM, then use all this information to always keep the
ultimate goal of the client, as your most fundamental
requirement.
About the author:
Shaun H. Ajani is the author of books "Extreme Project
Management". He has been published in many national and
international magazines. Shaun has worked with aviation, IT,
retail, HR, finance, education, and training industries, in
companies like Motorola, Dollar Stores, Nation Gifts, Code
Factory, Washington Mutual, Boise Cascade, and Sears. Shaun
Ajani consults as a Certified Project Manager in Chicago at
Spherion.
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