Re: Default Task Type
- From: "Jack Dahlgren" <jack@xxxxxxxx>
- Date: Thu, 20 Mar 2008 13:38:50 -0700
"Steve House" <sjhouse at hotmail dot com> wrote in message
news:%234Lf36niIHA.6032@xxxxxxxxxxxxxxxxxxxxxxx
Except for the rare cases when the task really is something that must run
for a specific time, such as a test that must run for precisely 24 hours,
no more and no less, why would you fix the duration and vary the resources
while recomputing work as the dependent variable? Work effort is what
translates directly to deliverable creation, not the passage of time. It
seems more logical to fix the amount of work to that which will produce
the required deliverable and vary the resources until the computed time
fits into the required deadlines. Indeed, the applications you offer
where you are trying to determine how many resources will be required on
the project is exactly where that approach is most useful. "Our contract
calls for us to deliver 1000 widgets on June 1st and it takes 1 man 1 hour
to make 1 widget. How many resources will it take to complete the
required 1000 man-hours of work by our contracted delivery date?"
Answering that question is best done through fixed work task typing, not
fixed duration, comparing computed end date with the contract deadline and
adjusting resources accordingly.
Why? Fixing duration and entering work will give you the resource
requirement in a single step. I don't understand why you contend that the
easiest way to do this is wrong.
(And note, when you vary the units on a default fixed units
tasks, Project treats the task as fixed work.)
I know that scope tradoffs happen in software development (and
elsewhere) - that doesn't mean they're good.
Changes to a plan in response to reality are inevitable and are neither bad
nor good.
Remember Windows ME? Having to renegotiate for a reduced scope after the
project begins is one of the things one is trying to avoid through proper
planning. Reducing scope because the business objectives or priorities
have changed - no problem. But change orders shouldn't come about from
planning failure, they should come from change to the strategic business
need for the project's objectives, initiated or at the least approved by
higher pay-grades than the project manager. A project that doesn't
complete its stated charter objectives 100% is a failed project, something
we're trying to avoid through proper planning.
The schedule tool doesn't know if a change is good or bad either. I hope you
aren't suggesting that a schedule is failed if there is any change to it.
Changing your "reality" to match your plan is not a particularly good idea.
-Jack Dahlgren
.
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