The Reactive Rescheduling Cycle

The need to reschedule a collaborative effort can sometimes indicates a flaw in the process that created the original schedule. But in the tense period during which we work to produce a new schedule, we often overlook that possibility. We just re-invoke the scheduling process to create a new schedule, assuming that it will produce a better result this time.

But a better result is unlikely for at least two reasons — one very obvious, the other less so. The very obvious reason is that the scheduling process might be flawed. If we haven't addressed that possibility, any possible flaw or flaws remain in place. The revised schedule produced by that flawed process is then at risk of being flawed as well.

Second, and less obvious, is what I call the reactive rescheduling cycle. Reactive rescheduling happens when we're compelled to reschedule because we must account for a recently discovered schedule-busting condition. But when we're revising a schedule reactively we're at risk of getting caught in a cycle.

The reactive rescheduling cycle

When we're engaged in reactive rescheduling, we're usually working under time pressure. Rescheduling under time pressure is risky because the probability of overlooking important factors is elevated. The new schedule we produce might then later need to be "adjusted" when we discover what we overlooked. When that happens, we will again be engaged in reactive rescheduling. This cycle — the reactive rescheduling cycle — then repeats until we run out of time altogether.

Moreover, One cause of persistence of the reactive
rescheduling cycle is rescheduling in hastefor subsequent iterations of reactive rescheduling, we no longer need a triggering condition. The haste with which we cobbled together the schedule we're now replacing is condition enough to ensure that the new schedule could never hold.

Three ways to avoid the reactive rescheduling cycle

To reduce the chance of being caught in the reactive rescheduling cycle, begin by taking these three steps.

Resist the pressure to produce a new schedule in haste

One cause of persistence of the reactive rescheduling cycle is rescheduling in haste. Point out the risks that attend to haste. Explain the dynamics of the reactive rescheduling cycle, emphasizing how one reactive rescheduling event can generate the next.

When next you reschedule reactively argue strenuously for enough time to produce a durable schedule.

Deal with underestimations

Consider the causes of the failure of the previous schedule, focusing on any underestimates. When we underestimate how long a task will take, we might underestimate either its Duration or the Effort required. The two kinds of errors are very different, because underestimating Effort can lead to an underestimate of Duration, but the reverse effect is much less clear.

Compared to underestimates of Effort, underestimates of Duration more often arise from unanticipated delays whose sources, which are sometimes called "dependencies," lie beyond the span of control of the collaborating parties. Unless there is an identifiable change in spans of control, these underestimates are likely to be repeated.

Deal with omissions

If one of the drivers of the need to reschedule is an omission, it's possible that another omission is yet to be discovered. At the beginning of the rescheduling effort, seek an understanding of how all omissions came about. This information can help uncover additional omissions early in the rescheduling process, when they are most easily addressed.

Search also for omissions in other project schedules. The causes of schedule omissions aren't always specific to any particular effort. What was overlooked in another project in the past might have been overlooked in the project whose schedule is being revised now.

Last words

Most important, consider political factors, which determine relative priorities of different efforts. If political issues compelled the current project to stand aside and wait for people or resources employed elsewhere, those political issues might still have force. They cannot be adjusted by technological means. Settling political issues almost always requires political action.  Top    Next Issue

Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. It helps readers learn the subtle cues that indicate that a project is at risk for wreckage in time to do something about it. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just . Order Now! .

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Project Management:

Nine Positive Indicators of Negative Progress

Project status reports rarely acknowledge negative progress until after it becomes undeniable. But projects do sometimes move backwards, outside of our awareness. What are the warning signs that negative progress might be underway?

Nine Project Management Fallacies: II

Some of what we "know" about managing projects just isn't so. Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully.

Wishful Thinking and Perception: I

How we see the world defines our experience of it, because our perception is our reality. But how we see the world isn't necessarily how the world is.

Anticipating Absence: Why

Knowledge workers are scientists, engineers, physicians, attorneys, and any other professionals who "think for a living." When they suddenly become unavailable because of the Coronavirus Pandemic, substituting someone else to carry on for them can be problematic, because skills and experience are not enough.

Allocating Action Items

From time to time in meetings we discover tasks that need doing. We call them "action items." And we use our list of open action items as a guide for tracking the work of the group. How we decide who gets what action item can sometimes affect our success.

See also Project Management and Project Management for more related articles.

Forthcoming issues of Point Lookout

Coming December 11: White Water Rafting as a Metaphor for Group Development

Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.

And on December 18: Subgrouping and Conway's Law

When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info