No matter how well planned your project schedule may
be, there is always the possibility for delay.  Delays can
occur for any number of reasons, some good, some bad, and some might
even be a blessing in disguise.  The question is not whether delays will
occur, (they will), but how they are handled once they do. 
Read on to learn more.

The Seeds of Delay: Effort and Uncertainty

All projects, regardless of
size, scope or complexity, are
burdened by two (2) key factors: effort and
uncertainty. This phenomenon is best expressed in two (2)
well known, time tested adages:

• Parkinson’s Law, speaking to effort, tells us that “work
  expands to fill the space allotted“.
• Murphy’s Law, speaking to uncertainty,
  tells us that “whatever can go wrong will go wrong, and most likely at the worst
  possible time“. This is the reality faced by all project managers. No
  matter how much time you have for a project, it will likely be consumed,
  and no matter how well you plan, eventually you will always be faced
  with the “unexpected”.

So, if work always expands to fill the space (time) allotted,
and whatever can go wrong will go wrong, the only thing you
can do is to be prepared.  You don’t have to be a victim of effort
and uncertainty – you can take charge –
all in four (4) easy steps:

Step 1: Start Projects with Realistic Deadlines

Whether mandated or self imposed, deadlines
bring clarity to a project. For the customer, deadlines set expectations
for product delivery. For the project team member, deadlines set expectations
for work effort and performance. For the project manager, deadlines
create a time bound framework for management, providing working
goals,
benchmarks and milestones.  But, deadlines are not goals in and of themselves.
The value of a project is determined by the business need, and it is
the project value that should drive the project.

What are the characteristics of a “realistic deadline”? 

1. Realistic deadlines are designed to fill specific needs (the
   project “mission”).
2. Realistic deadlines are designed to produce specific results
   (the project “deliverables”).
3. Realistic deadlines are based on actual fact –
   considering required work and resources
4. Realistic deadlines are designed to incorporate and consider
   all relevant constraints.
5. Realistic deadlines are designed to reflect resource
   availability and related capabilities.
6. Realistic deadlines are fully reflective of all risks and
   priorities.
7. Realistic deadlines incorporate “extenuating circumstances”.
8. Realistic deadlines are fully defined and documented as part
   of the “project definition” process.
9. Realistic deadlines are sufficiently specific so that they
   can be maintained properly as project changes are approved and
   implemented.

Step 2: Learn to Expect the Unexpected

To certain extent, “project delays” are quite common and to be
“expected”. The “unexpected” nature of the “project delay” relates
not to possibility, but to the type, source, probability and timing.
Certain types of delays are highly predictable (i.e. late delivery
from outside sources), and can be factored into the schedule before
project work begins.
Other types of delays may be foreseeable, but cannot reasonably be factored
into the schedule in advance. If every possible delay was factored in
to a planned schedule, planning would take too long, projects would
be deemed too lengthy and costly, and would never be approved.

Predictable delays (those deemed likely by circumstance and experience)
can be factored into the project via a documented risk management plan.
When that plan is prepared, risks can be identified and evaluated to
determine probable delays, and potential mitigating action. If the predicted
delays do come to pass, the risk management plan will provide a pre-planned
course of action.  Unexpected delays are those that were generally not foreseeable,
and therefore were not factored into the risk management plan. That
does not mean you cannot be prepared to act (see Step 3 below)….

Step 3: Be Proactive to Minimize the “Unexpected”

1. Be Aware. Every project has its own rhythm and
   flow. Using your knowledge of project goals, priorities, and project
   team dynamics, you can pick up on the warning signs of pending delays,
   and you will be in a better position to make the tough decisions.
2. Schedule Wisely. Unexpected delays can be minimized
   through strategic scheduling. Every project should begin with a reasoned,
   workable project schedule incorporating identified dependencies, and
   benchmarks.
3. Follow a Process. Every project should be managed
   with established, tested procedures for timely,
   meaningful status reporting,
   whether formal or informal, provide key information to identify missed
   deadlines and potential project delays.
4. Communicate Often. Communication is a key element
   of project success, essential for managing customer expectations and
   related conflicts. When facing project delays, every project manager
   must be able to communicate effectively with customers, relying on strong
   relationships to work through related issues and problems to salvage
   the project.

Step 4: Act to Mitigate the “Damage�? Caused by Delays

What can you do to manage project “delays” once they occur?

1. Acknowledge the missed deadline and resulting delay as
soon as possible. When project problems first appear, you must
act quickly to avoid project delays whenever possible. But, once a deadline
can’t be met, and the delay seems inevitable, you must also act quickly
to manage the consequences. Accept the facts, accept the responsibility,
avoid blame, and get ready to respond.

2. Gather the right resources. In order to properly
manage a project delay, you must to bring all the necessary resources
together in order to analyze the problem and make appropriate decisions.
Depending on the project and the nature of the delay, these resources
can include your project sponsor,
steering committee, relevant technical
specialists, vendors, customers and other key decision makers.

3. Consider the consequences. Delays and missed
deadlines can be accepted as long as the value of the project exceeds
the consequences of the delay.  In all likelihood, delays
will impact project costs, resource availability, customer relationships,
and related business needs. On the other hand, delays also present opportunities
for project refinement, to re-think decisions that may have led to problems,
take advantage of changing business circumstances, and possibly improve
project deliverables. These positive consequences must be identified
along with the negatives, to create a full picture of the delay, and
to minimize negative impact, while maximizing opportunity.

4. Identify and evaluate the alternatives. Once
consequences are fully analyzed, alternative remedies must be examined
and vetted. Depending upon needs and circumstances, multiple solutions
are possible, including extending project deadlines,
modifying deliverables,
retaining additional resources, or
changing project scope.

5. Communicate, negotiate and decide. Once alternative
remedies have been identified, acceptance and approval must be obtained
from all key project stakeholders. In order to ensure informed consent,
a complete and revised project plan must be developed, incorporating
the delayed timeline and all related contingencies. In addition, the
delay must be explained and justified as needed, specifying causes,
repercussions, and benefits. Whenever a delay is requested, it is important
that the approving stakeholders maintain (or regain) confidence in the
project and the project team. Problems should not be sugar coated. It
is best to admit to any errors in judgment or planning to show that
lessons have been learned, corrective action has been taken, and the
project is still viable.

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