Marcus was already in the conference room when I arrived. He had some papers spread on the table. I could tell by the look on his face he already had the answer. We were drilling down on an installation project that was under water.
“I knew when you asked for the production reports,” he started, “that we would find the problem within 30 seconds.”
“And?” I queried.
“You don’t even have to read the reports. The first three weeks, things are very repetitive. So repetitive that, starting in the fourth week, you can tell someone just photocopied the reports from the week before. The only change is the date at the top of the page. Then starting in week six, the reports stop.”
“And what does that tell you?”
“Well,” Marcus grimaced, “the quality of these reports follows exactly the real production curve in the field. We were meeting targets for the first three weeks. Things began to slide in week four and by week six, things went to hell in a hand basket.
“This is a very repetitive job, and it is very apparent that the weekly planning process just stopped. Everyone figured they would just keep working instead of stepping back to check progress and adjust. It seemed so simple, they lost the discipline of planning.
“The managers probably saved three hours per week in planning and checking, but lost more than 180 man hours in productivity. And they didn’t even know it until it was too late.”
“What’s the lesson?” I asked.
“Don’t get lulled in by the appearance of simplicity. You still have to plan and check. In this case, the payoff would have been three hours to save 180 hours.” TF
I could not agree more to this. Project monitoring and control is of paramount importance. If the “actual progress” is not same as “planned progress” then the causes of deflection needs to be identified and corrective action needs to be taken. Too many times, there is an delivery date but no milestones in the middle to check whether the schedule is on track. So, it only at delivery date that people come to know that things are far behind. Thus, having checkpoints in the middle is crucial.
In order to do it effectively, organizations need to identify this as a formal process and do it at a schedules time. Making ad-hoc checks or doing it informally does not helps.
Since I am in the business of software services, this was a important lesson that we had to learn through painful and costly mistakes.
Maybe I’m wrong but could the stop of recording ment that people were satisfied to soon? Maybe stronger goals would have been placed with milestones in the middle. Not yet satisfying the goals give you a reason to monitor/follow up the progress.