In many large, well-established organisations, especially those in the finance sector, change is a constant. New processes, regulations, and system updates regularly alter how resources are provisioned, whether those resources are cloud services, staff, or anything else needed to complete a project.
These improvements are typically driven by solid and mandatory goals: staying compliant with regulations, enhancing efficiency, or simply refining internal protocols to make everyone’s work easier.
However, ongoing process improvements can significantly impact project timelines. When a project is chosen to pilot a new process, often without much warning, the schedule can be disrupted. What was originally planned to take three weeks might end up taking eight weeks or longer. So lets lay out why this happens and how project managers can mitigate the resulting delays and frustrations.
The Constant State of Flux or “Whats going on!!!”
- Continuous Improvement: Large corporations often have multiple, simultaneous initiatives aimed at making processes more efficient or adapting to new regulatory requirements.
- Pilot Projects: At any given time, some project is likely to be used as a “guinea pig” for the latest improvement effort. This can be both an opportunity to shape processes early and a risk to project timelines.
- Unpredictable Disruptions: Because these improvements are reactive to external or internal demands, they’re difficult to plan for. The result is often unexpected slowdowns when a project is picked for testing out a new system or procedure.
Why Timelines Are Affected
When a project becomes the pilot for a new process:
- Lack of Readiness: The process may not be fully refined. Bugs, gaps in documentation, or missing support can lead to significant project delays.
- Resource Constraints: Teams might be understaffed or lack the expertise to implement new processes at scale.
- Shifting Priorities: Organisations often need to decide whether to proceed with an established, familiar approach or pivot to an untested improvement that would give them a significant advantage worth the risk. This indecision can stall progress.
Consequently, it’s rarely anyone’s intended fault that timelines slip, yet everyone feels the pressure. Stakeholders can become frustrated, and blame often circulates among different teams.
Strategies for Project Managers, or “How do I stop my project from being late?!?!”
- Early Detection: Remain vigilant for signs that your project might be targeted as a pilot. Ask direct questions as soon as you suspect a process trial or change may occur.
- Negotiation: If possible, request a delay in implementing the new process. For instance, you might ask to continue using the existing method during development and adopt the new process during the User Acceptance Testing (UAT) phase.
- Set Expectations: Communicate the potential risks and benefits of being a pilot project to your team and stakeholders. Clarity reduces confusion and resentment.
- Document Everything: Keep detailed records of decisions, timelines, and issues. This documentation can help clarify the causes of delays, as well as advocate for process adjustments if necessary.
- Maintain Relationships: Recognise that process improvement teams aren’t causing delays out of malice. Collaborate to find workable compromises rather than blaming each other.
Conclusion
Continuous process improvement is an essential part of any large organisation’s long-term success. However, these initiatives can inadvertently disrupt project timelines. By staying alert, proactively communicating, and negotiating rollout schedules, project managers can maintain progress while still supporting the organisation.