Hello everyone who is involved in the project every day. some of you who are reading this blog now may be troubled by the progress management of daily projects.
when it comes to progress management, i think that you think of various things such as "i have to
update the gantt chart", "i can not make it to the delivery date ...", "what if my boss knows that the progress is delayed ...", "i can leave early because my progress is good today".
in such progress management, there may be some people who think of the word "limit line" in their minds.
limit lines, in summary, refer to "a line connecting each point with a point connecting the position that indicates the current rate of progress in a rectangle representing each task."
it looks like limit, which you often see when lightning strikes. if progress is delayed from the current point, it refers to a line that protrudes to the left as shown in (1) below, or a line that protrudes to the right as shown in (2) below if progress is progressing from the current current point.
1Although it is this limit line, I hear that the person who is able to manage the progress of the project well is conscious. For example, among users who are conducting project management using our project management tool "SI Object Browser PM (hereinafter OBPM"), there are many users who create more than 1000 WBS (Work Breakdown Structure) in a single project. When I asked him where he was conscious of progress management at such times, I hear a lot of words called "limit Line".
In this blog, for those who usually carry out project progress management, I would like to introduce why people who manage progress well are conscious of limit lines, and at the same time consider the merits of being aware of the limit
line.
why are people who manage progress well aware of the limit line? consider
THROUGH THE FUNCTION OF OBPM, WE WILL INTRODUCE WHY PEOPLE WHO ARE GOOD AT PROGRESS MANAGEMENT ARE AWARE OF THE limit LINE BY DIVIDING THEM INTO THE FOLLOWING THREE ITEMS (PART 1 TO PART 3).
part 1: for you can pinpoint tasks that are clearly lagging behind
AS MENTIONED EARLIER, IF THERE ARE MORE THAN 1,000 WBS CREATED IN A PROJECT, TRACKING EACH TASK CAN BE VERY DIFFICULT. FOR EXAMPLE, I THINK THAT THERE IS THE FOLLOWING CASE WHILE TRACKING PROGRESS.
CASE1:
The progress of 00 tasks of the basic design was actually delayed, but there were too many registered tasks and I missed it. CASE2: There are multiple tasks that are lagging behind, and it is not possible to manage which tasks to take.
What is useful in CASE as described above is the limit line.
A lot of tasks are registered on the Gantt chart of OBPM below. If you look at the red frame part of the dotted line, you can see that the yellow line protrudes to the left. You can "Pinpoint" a task that is slowed down, such as the following:
Pinpoint identification allows you to focus on the tasks you need to address, which also improves work efficiency.
2
part 2: because it is easy to imagine how late or how far it is progressing you may be updating the progress rate every day for each task and managing the progress, but you may not be able to tell how late it is or whether it is progressing. i think that this will be a part of the image, but human sense of smell is something that does not work easily with numbers alone. the same is true for project management.
if you look at the dotted red frame, you can see that the current date is early july, but the task scheduled to end in late may has not finished.
if you look at the limit line, you can see that the progress is significantly delayed because the yellow line protrudes significantly to the left. to be honest, it can be seen as too late to be in this state, but by checking this line, i think it is easy to immediately imagine how far behind it is and how far it is progressing. if you were a project leader, you'll also be able to focus and follow each member's lagging tasks.
3from this perspective, it has been treated as an important management feature in project management because of the benefit of being able to "immediately determine" the approximate status of delayed tasks.
part 3: from the viewpoint of being easy to see and understand for people called "lines", it is easy to identify the cause of progress delays
CASE1: TASK STATUS UPDATE OMISSION
Boss "Before you go home every day, look at the limit line
and pick up only those that protrude left and right!" subordinate "Yes! Ok,
the next day," said my subordinate, "The line for task A stuck to the left and the C-task line to the right, and other than that, there's no noticeable protrusion."
Thank you. A We need to take action for tasks."
...
Boss "Oh, but didn't you say that the
last A task was over?"
...
Subordinate "When I checked, I forgot
to set the status of the task to "completed" Boss "Hey, hey (laughs) Well, it was good to be able to identify the cause!"
CASE2: INVESTIGATION AND RESPONSE TO DELAYED CAUSES (1)
boss "this task is a little too date to be completed, but it doesn't seem to be over yet"
subordinates "i'm sorry, that task is a task that has been interrupted due to customer convenience. we weren't updating our schedule, so we were late."
my boss said, "that's right. it's bad for my heart like this (laughs)."
CASE3: INVESTIGATION AND RESPONSE TO DELAYED CAUSES (2)
boss "this task looks like it's far behind, but is it okay?" subordinates "that task is actually technically difficult to deal with, and progress is delayed."
my boss, "right, do you have a prospect that you can respond to?"
subordinate "i'm not standing at the moment" boss "well, let's talk to the customer for a moment and change the way we do it?" as you can see from the conversation above, there is an advantage that it is easy to check the status of tasks on a line basis.
by being able to check on a line basis, you can easily conduct oral conversations, and i think that it will lead to clues to problem solving.
of course, it is necessary to set up a meeting and consultation place after that, and to properly analyze the cause, because verbal confirmation alone is not a response.
should we be aware of the "limit line" when managing progress?
So far, through the function of OBPM, we have considered why we are aware of limit lines and their merits.
How was it? Finally, when I think about it from the viewpoint of "Should I be aware of the limit line
when I manage progress?" That's the answer.
When you are aware of the limit line while tracking progress,
- pinpoint delayed tasks
- be able to quickly determine delayed tasks
- easily see delayed tasks on a line-based basis
- Because there are three advantages, it can be inferred that progress management will be easier in any way. By making progress management easier, we think we can create a situation where it is easier to identify and escalate delayed tasks.
As a recent trend, we often see projects with a large number of tasks (WBS).
The more tasks you have, the harder it is to manage, and the faster you need to respond. Therefore,
when managing progress, we would like to be aware of the "limit Line" and create a situation that is easy to visualize.
That's it for this discussion. I'll see you somewhere again.
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