The project is stuck and is losing millions due to missed deadlines: how to speed up implementation

This article is a reprint of materials from RBC Pro. Link to original publication: https://pro.rbc.ru/demo/6751b2769a794711d9c5283c

When we talk about reducing timelines in projects, especially large-scale projects and megaprojects, we are faced with a challenge that requires thoughtful strategies and an integrated approach. A due date is not just a date on a calendar; This is an indicator of project effectiveness, on which finances, resources, achievement of key milestones and, ultimately, the success of the entire enterprise depend. In large-scale projects, each day of delay can cost tens and sometimes hundreds of millions of rubles, which directly affects profitability and the achievement of benefits.

3 reasons for delays that kill a project

1. Bureaucracy

In large-scale projects, decisions are often delayed due to bureaucratic procedures. The problem is compounded by the fact that most corporate processes are focused on operational rather than project-oriented activities. And when a project requires an operational decision, such as supplying materials or equipment, operational mechanisms kick in and slow down the project.

A simple example is purchasing. In large companies, purchases are planned over a long period of time, in order to obtain discounts on large volumes, but in projects that need a specific material here and now, such mechanisms become a serious obstacle. If a pipe for a construction project is needed in a month, and the procurement procedure is aimed at saving and is planned for six months, this may disrupt the implementation deadlines. In this case, planning according to the operating model leads to a conflict with project activities, where the pace of work is completely different.

In design work, priorities often change, and sometimes the cheapest material isn't the best choice if it doesn't arrive on time. An approach that focuses on time, not just cost, can significantly reduce losses due to delays.

2. Collective irresponsibility and long approval cycles

Another factor hindering the decision is the "collective irresponsibility" widespread in large companies. Making any decision requires multi-stage approval. Collegial management bodies often gather to make even small decisions, which contradicts the ideas of project management. The project manager needs not only responsibility, but also the authority to make decisions quickly, and only with their support can the time for approvals be reduced.

In practice, project managers are often faced with a situation where they are given responsibility for achieving results, but are not given the authority to make operational decisions within the budget or coordinate deliveries. As a result, the decision is delayed for weeks and months, despite serious financial losses from downtime.

3. The predominance of a reactive approach: the desire to "go with the flow"

Among project managers, there are still often adherents of a reactive approach - "steering the project according to the situation." Instead of proactive planning, such managers wait for problems to make themselves known, which gives rise to endless meetings, missed deadlines, and crisis management.

The reactive style assumes that the project solves problems as they arise. There is no deep study of the schedule, no advance assessment of needs - only "manual mode". This results in project teams trying to solve current problems without planning ahead. Meetings are organized on a weekly or even daily basis and focus on short-term goals instead of strategic planning. This way we lose the planning horizon, which is especially important for large-scale projects.

Megaproject as an inertial vessel: from yacht to tanker

A project in management is like a ship that cannot stop immediately and requires advance planning of actions. Large-scale projects have their own inertia: any major shift takes time. This is especially important to consider when it comes to long production chains or complex logistics.

An analogy can be given with a yacht or a tanker: if you need to stop, you have to not just brake, but turn and use the entire control system. For example, a tanker that has received a command to stop continues to move by inertia for another 16-18 miles. It's the same with projects - if a problem arose today, then it was necessary to start solving it yesterday. Therefore, both flexible planning and strategic preparation are important.

Proactive planning and management

To prevent crisis situations, a proactive approach is required, including both planning and management. Proactive management allows you to prepare for challenges in advance, predict resources and create temporary reserves. For this purpose, there is a classic principle of "wave planning": first, the nearest stages are detailed, and more distant ones are planned with less accuracy in order to flexibly adapt to changes.

CORP: Rapid Response and Planning Centers

In large-scale projects, one of the effective tools for reducing deadlines is the use of TsORPs (Rapid Response and Planning Centers). The CIRP brings together key stakeholders who can make operational decisions to bypass bureaucratic barriers. When the company's top management is included in the centralized control center, this allows for faster decision-making and reduced losses while waiting for approvals.

At the CORP, priority tasks and risks that determine the project timeline are considered, and they are discussed and approved, bypassing general regulations. This is especially important when it is necessary to expedite the delivery of materials or perform critical work.

Integration and schedule network model as a basis for deadline management

Any project consists of many stages and processes, and the integration of all elements is extremely important. To do this, a schedule network model is used, which helps determine sequences of tasks, critical and near-critical paths that need to be paid attention to. This model allows you to see which tasks have the greatest impact on deadlines and should be completed first.

Integration also involves work with supplies, installation of equipment and commissioning, therefore the schedule network model should take into account not only construction work, but also the stages associated with the launch of the facility. When project management sees the big picture, they can adjust priorities and focus on those tasks that ensure key milestones are achieved.

Risk management: consider threats and opportunities

Proactive risk management is another tool for reducing deadlines. When developing a schedule network model, it is important to consider not only threats, but also opportunities. For example, if additional resources become available, they can be used to speed up current tasks. In this sense, risk management also includes the analysis of alternative solutions that can reduce the impact of delays on the project.

In conclusion: a combination of flexibility and precise planning

Reducing deadlines is a complex task that requires both flexibility and precise planning. The project manager needs the authority that allows him to make quick decisions, and the team needs a tool that gives an overall picture of the work - a schedule network model. Working ahead, anticipating risks, and using CORPs to respond quickly helps minimize delays and achieve success even in the most challenging environments.

Reducing deadlines is not just a directive task, it is an art of management. It requires involvement, planning and well-coordinated teamwork, where everyone understands their area of ​​responsibility and the importance of time.