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Critical Path Resources – Early Warning on Variances

The critical path is the longest sequence of tasks through your network. Therefore, the critical path tasks control the duration of the entire project. One day of slippage on a critical path task means your project will finish one day later. With that definition in mind, I’d like to talk about managing your critical path resources. That is, the people who are assigned to work on your critical path tasks.

We want to assign proven performers to critical path tasks. Other tasks in your project may have slack or float which allows those tasks to finish later than currently scheduled without affecting the duration of the entire project. But as I said before, if a critical path task finishes later, the project finishes later. If you have the flexibility to assign different people to critical path tasks, you should assign trainees to tasks that are not on the critical path. And the best people are your critical path resources. These people should be your early warning system about problems on critical path tasks. You want every team member to report a problem as soon as it comes to light. But on the critical path tasks, you want to be notified as soon as the faintest glimmer of a problem shows up so you can act to fix it.

Accordingly, managing critical path resources efficiently is a key design issue. Here is an example from my experience. I am an IT Project manager and during a planning phase, I was trying to write a perfect plan for a project to upgrade a system. There was a task on the critical path called “Final Upgrading System on the Live Server.” The duration of this task was two days and during that time, users would not be able to work on the system. Project Schedule & Software Main Page

Critical Path Resources To investigate, I spoke to the upgrading system implementer who said during those two days, we would enable the backup system on the backup server and make it ready for users to enter their daily work. However, he added, users would need to redo their work transactions on the live production once it was ready. Redoing transactions might require users to work more hours to enter the back load. I was thinking about utilizing the weekend to finalize this task so I contacted the Human Resources manager. I explained the issue and asked him for a solution. The HR Manager suggested paying overtime for the implementers. I said over time is a bad idea for managing projects because it increases the budget and the project management methodology does not recommend it. But I continued, I could talk with the implementers and suggest we give them with another two days off that they could add to another weekend. That would give them a long weekend vacation. We would count the business hours they spend during the weekend. The HR manger said it was a good idea. I told him I would also get approval from their direct manager. I got approval and commitment from the critical path resources, the HR Manager, and the functional department manager and documented all those commitments.

Consequently, the project plan was executed successfully within its planned budget, duration, scope and risk. Users did not redo their data entry work load and implementers went for a long weekend vacation. The case was archived as a lesson learned.

Learn how to use the critical path tool to quickly identify problems, efficiently use resources and cut the project duration in our online project management basics courses. You work privately with a expert project manager via live online video conferences, phone calls and e-mails. You control the course schedule and pace and have as many phone calls and live video conferences with your instructor as you wish. Take a look at the course in your specialty.

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