Project managers should answer these seven questions, but with current technology (software and methods), it is very difficult to do so.
How long will it take us to do the project?
Our tool includes a planning module that allows to include a project with 25% less duration than conventional methods.
When should we start the project?
Depending on the capacity of the most loaded or restrictive resource, our tool allows us to identify the way to stagger projects and release according to the real capacity of execution.
Can we meet the promised initial date?
A fever diagram shows the status of the project based on the progress of critical tasks and the consumption of protection time. This generates preventive signals and facilitates early intervention to comply on time and deliverables.
What project should we review today?
A multi-project fever diagram allows to identify the status of each project in the portfolio, with it the evaluation is simplified and allows to focus attention on the projects that have the highest risk of default.
What task should we focus on at this time?
A task center that presents the status of activities in front of the project, allows the focus and management attention. With a simple color code, the evaluation identifies the most relevant task to execute.
Do we have indications of resource overload?
What should we improve for future projects?
The causes of delay of each activity are added in a database that allows the analysis following the Pareto Principle. This allows focusing improvement decisions on the causes of greatest impact. The expected result is a 20% reduction in projects, 95% compliance on the promised dates, revealing hidden capacity and initiating a Focused Improvement Process.
The current way of managing projects seeks to meet the intermediate dates and milestones of the project. This practice encourages local optimum and sacrifices project compliance.
That is why at least one component of the triple constraint (time, budget and deliverables) is not met.