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Week 2 Discussion

The document discusses three potential problems that can affect project duration: unclear requirements, inflated estimates, and pressure to rush. It suggests methods to address these issues, such as taking the time to clarify project specifications, using a Work Breakdown Structure (WBS) for accurate estimates, and ensuring realistic timelines despite external pressures. Proper planning and communication are emphasized as key to avoiding delays and cost overruns.

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Somlata Bispat
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16 views2 pages

Week 2 Discussion

The document discusses three potential problems that can affect project duration: unclear requirements, inflated estimates, and pressure to rush. It suggests methods to address these issues, such as taking the time to clarify project specifications, using a Work Breakdown Structure (WBS) for accurate estimates, and ensuring realistic timelines despite external pressures. Proper planning and communication are emphasized as key to avoiding delays and cost overruns.

Uploaded by

Somlata Bispat
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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“Three potential problems, which might affect the estimated duration of project activities and

propose at least one method for dealing with each problem”.

Only after a project has been established, planning must be done. This will involve creating the
project scope, carefully formulating the project objectives – how the scope will be executed,
monitoring and evaluating the execution, and properly wrapping up the project.

The overall amount of time needed to complete a project, expressed in business days, hours,
weeks, or months, is known as the project duration. The method of estimating the number of
work time needed to complete specific tasks with estimated resources is known as estimate
activity duration. The main benefit of this technique is that it estimates how long each activity
will take to complete, which is an important element for creating a schedule. Potential problems,
which might affect the estimated duration of project activities:

1. Establishing the project on poor or partial requirements

A project's requirements are its lifeline. We cannot produce full estimates without good,
complete specifications – well-understood project details/scope. Have a clear and proper project
description. Too often we tend to quickly jump to a solution to save time and not take the time to
understand the needs. Dealing with ambiguous or unclear requirements is one of the biggest
challenges in project management, this can lead to variations that can have cost or time
hindrances, or even both.

We must pause, take our time, and create specific criteria with the client to tackle this problem.
Make a relevant and precise assessment after that, once all requirements are considered, there
will or should not be problems with the project duration. It saves time to have it done properly in
the inception.

2. “Fluffing” the Estimate

Because the estimator does not have adequate information, a buffer adds time and money to the
estimate. When a project has a lot of unknowns and not enough knowledge to explain them, time
and money may be needed. Through the risk management process, reserves can be used to
address this. While such estimates of activity durations are common among project managers.
The ability of a project manager to provide realistic timelines and budgets is compromised by
cushioning.

To avoid these, a WBS should be available with estimators, along with a WBS dictionary. Time
and cost reserves on the project are identified through actual calculations as well as risks and
unknowns are identified. Moreover, estimates would be accurate once it is done with the
appropriate team, who would have known about previous projects that can use as guidance.

3. Rushing Under Pressure

Trying to meet stakeholders' hurried deadlines is one of the hardest challenges in estimating. It's
not a good scenario to be in to be under pressure, whether it comes from your top management or
pressure from the client. This is one that I experienced during my years as a Project Engineer –
Government funded projects are mostly politically focused. Ever so often top management
pressures engineers to have an investigation, designs, and estimates done either in a limited time
or with a fixed budget. This sometimes forces engineering specifications to be compromised and
under stress, simple mistakes can be made.

For cases like this, take the time you need to work with your team, to have an accurate estimate
of the project. No matter how much someone may insist that they "need it right now," provide
the genuine figures and costs that everyone wants and needs. In the end, a "realistic" estimate
will make them the happiest – no additional cost or time to be incurred.

References

Flannes, S. (2010). Tangible tips for handling the endless stress in project management. Paper
presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square,
PA: Project Management Institute.

Lock, D 2014, The Essentials of Project Management, Taylor & Francis Group, Farnham.
Available from: ProQuest Ebook Central. [7 October 2022].

Project Management Institute. (2004). A guide to the project management body of knowledge
(PMBOK® Guide)-Third edition. Newtown Square, PA: Project Management Institute.

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