Two famous references to time and delivery but why do we often wait to the last minute to ensure that a project, no matter how big or small is delivered with all the risks associated with rushing? No matter what rushing takes place and what deadlines are put in place a project will only be ‘all right’, when its ‘all right’.
As John Lennon said:
“Everything will be OK in the end; but if it’s not OK, it’s not the end“
and this is so true of projects. When a Project is complete it’s OK at the end for somebody. It may be successful to some party but not others, it may also be late, over-budget, below specification, abandoned, or taken over; but it’s officially completed. Projects come to an end, successfully or unsuccessfully, and are closed and are OK.
From an optimistic view one needs the last minute to deliver the project (even if a project is abandoned there is a conscious decision which is ultimately time bound). And, as it’s only the end after the last minute has passed, the Project is OK; even if it’s late. From a pessimist’s view using the ‘last minute’ smacks of procrastination, ‘Student Syndrome’, and putting off work. This is because using the last minute implies a lack of planning. It has been said that last minute jobs can take twice as long as it would have IF it had been planned; as such using the last minute implies being late.
In reality, between the extremes of optimism and pessimism, there are several ‘last minutes’ that define deadlines, milestones and project stages. These are required to keep a project on track from a time, quality and cost perspective. Keeping to these stages assures that delivery is made ‘on time’ and the project is ‘OK at the end’.
The ‘OK-ness’ of a project and its success, or lack thereof, can only really be practically determined at the end of a Project. However, assurance throughout the programme at planned stages and via planned deliverables can ensure that project requirements are met and, if needed, elaborated upon so project success can be achieved. This may mean changes to budget, programme, quality and scope but it may ensure that ‘things will be OK at the end’ when the end is reached.
All projects are ‘all right’ at the end; somebody somewhere has or will benefit somehow, even in litigation. At the start of a project during the wild enthusiasm and honeymoon periods the project proponents are often overconfident and underprepared. However, by having ‘last minutes’ defined throughout the programme and adopting a progressive assurance approach, last minute panic at the end may be avoided.
The oftentimes awaited adrenalin induced rush at the end, although giving the impression of productivity and waking up management, may then be replaced by delivering the completed project at the very last (planned) minute in a cool, calm and collected manner.
Bio:
MBA, MSc DIC, BSc; Chartered Engineer, Chartered Geologist, PMP
Over thirty years’ experience on large multidisciplinary infrastructure projects including rail, metro systems, airports, roads, marine works and reclamation, hydropower, tunnels and underground excavations.
Project management; design & construction management; and contract administrative in all project phases from feasibility, planning & design, procurement, implementation, execution and completion on Engineer’s Design and Design & Build schemes.