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Three Reasons to Track Project Time

Time tracking, for the purposes of project management, is an overhead some companies are not willing to undertake.  (Read this as an exploitable mistake!)  We all know that some level of administrative overhead is necessary to maintain a healthy organization.  And some level of process or methodology is also necessary.  In this article, I’m suggesting that time tracking should be part of that process.

There are three primary reasons to track project time that apply to all organizations.  It matters nothing whether your company is a consultancy, manufacturer, government agency, non-profit, or otherwise.  Time tracking is valuable to all.  Here are the top three reasons to track project time.   1) Reduce budget overruns, 2) Prioritize projects, and 3) Learn your own business.

I’ll discuss these three project tracking benefits in detail.  Feel free to skip to the ones that interest you most.

1) Reduce Budget Overruns
Human beings are curiously bad with two things: time and money.  A huge number of cottage industries are built around helping people manage time and money.  Why?  Because almost every one of us does it badly.  Admit it… your bank account scrapes bottom almost every month.  And you’re late for at least one event per month.  That’s so easy to predict, I don’t even have to know you to feel confident in its reach.  Everyone suffers from the same poor time and financial accounting.

Unfortunately, we carry those same poor principles into our work life.  I’ll venture to guess that your boss, and his boss above him, is also a poor manager of his personal time and money.  Just because he’s a boss, doesn’t mean he’s any better at time management, or money management, than you are.  We’re all crap.

But if you’ll just subject yourself to a little time tracking discipline, you can avert the most common budget overruns.  It’s the low-hanging fruit you’ve heard so much about.  Just track the time you spend.  That time translates into salaries.  Now you know the project cost.  Don’t spend more than you take in.  Simple.

I know a great time tracking product for this.  It’s named Standard Time.  Click here for Timesheet and Time Tracking Software.  You can install this on everyone’s workstations, and start tracking project time.
You’ll see why it’s important in the next two reasons to track time.

2) Prioritize Projects
Instinctively, you know which projects are strategically important to your company.  You know which ones represent a strategic investment that will pay off big-time in the future.  Even the lowest employee knows that.  (Although it’s the company executives that should enforce the participation in such projects.)  So, are they doing that?  Are you doing that?  (Hint: if you’re a low or mid-level manager, here’s your chance to advance:  Talk “strategic projects” at every meeting.)

“Secondary projects” are nice to do when you’ve got time and money to burn.  Have you got time and money to burn?  If not, you must focus on the strategic projects.  They’re the only ones that make money and keep people employed.  And how, exactly, do you do that?  You track time to them!

Collect all your hours for every project you work on, and then run a report that shows you which projects are getting the most time.  You might be surprised!  Even better, categorized your projects as “strategic” and “non-strategic” and run the report again.  Which category is getting the most time?  Are you surprised yet?

If you’ve already downloaded Standard Time (see link above), you can get all these reports for free.

3) Learn Your Own Business
Last thing: learn your own business (LYOB).  It takes 2 -3 years to really learn a business.  You may have a good guess within your first six months of employment, but you won’t truly know it for another two years!  Tracking your project time chops a year off that.  Here’s why:

When you track time to company projects, you learn what makes them efficient, and what makes them inefficient.  You learn the gritty details because you see everything that goes into the work you do.  My advice: pour over the descriptions in every time log entered by every employee.  Submit yourself to the excruciating pain of studying these details.  You’ll perfectly hate it!

But even as you hate it, you’ll love it.  You’ll become an expert on your business and will soon have the information you need to make improvements.  Time tracking provides the information you need.

Best Time Tracking Program

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Define: Work Contour

Work Contour: The distribution (or “shape”) of working hours over the duration of a task.

In Microsoft Project, working hours are not always spread across the duration of a task like peanut butter.  In other words, they don’t have to be evenly distributed.  They can front-loaded so that most of the work is performed at the beginning of the task.  Or, they could be back-loaded, to represent most of the work being performed at the end of the task.  In fact, there are several choices for the Work Contour.

 

Here they are:

  1. Flat
  2. Back-loaded
  3. Front-loaded
  4. Double peak
  5. Early peak
  6. Late peak
  7. Bell
  8. Turtle

 

The images below illustrate how to choose the Work Contour for each resource in each task.

First, choose View, Gantt Chart to create tasks and assign resources to them.  Then set the duration.

 

Next, choose View, Task Usage.  Insert the ‘Work Contour” column.  After choosing various contours for each resource, you will see an icon representing the distribution of hours across the task.  Notice how the front-loaded task has most of the hour distributed in the first few days while the back-loaded contour has them distributed at the final days.  Flat distribution is default.  It simply uses the resource schedule.

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Language and Terminology of PMI

Planning to take the Project Management Professional (PMP) exam from Project Management Institute? Excellent move! That’s just the right medicine for today’s tight economy. You might even find that your position depends upon it. I hope that’s not true, but I’ve seen it happen.

I found an interesting way to prep for the PMP exam plus get a working knowledge of the language and terminology used in the PMP exam. There’s a North Carolina-based company with PMP and Agile instructors that set up classroom sessions around the country: ASPE-SDLC training. Of course, they also have online classes. You can contact them at http://www.aspe-sdlc.com/ and see the PMP Boot Camp class at http://www.aspe-sdlc.com/courses/pmp-boot-camp/.

I’m considering taking the class to sharpen up my own seat-of-the-pants PM skills. If I do, I’ll blog the daily experience here on Project Team Blog. You hear all the ‘torture’ I’ve been subject to.  But you’ll also get an honest day-by-day account of the course. After all that, you might consider taking the course yourself.

Stay tuned!

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Define: Project Baseline

Project Baseline: A copy of the project tasks as they were at some point in time, which you can refer to at a later date.

Here is an example of two project tasks immediately after setting the project baseline.  Notice that the ‘Baseline 1 Work’ field has been copied from the ‘Work’ field.  As the ‘Work’ field changes throughout the project, the baseline is still available for comparison.  How did we do this?  Easy.  Just choose Tools, Tracking, Set Baseline within Microsoft Project.

Here we see the ‘Work’ field changed and the ‘Baseline’ unchanged.

 

Want an easier solution?
Baselining can be complicated and confusing, so “Sir Ganttalot” (a YouTube celebrity) has come up with an easy alternative.  Click here to see the YouTube video:

 

 

 

http://www.youtube.com/watch?v=c7BJ6%5F1pcgc

Essentially, Ganttalot creates a customized field named “Finish Date Changed” to identify tasks that have changed.  Graphical arrow indicators tell whether a finish date has slipped in the future or has tightened up.  These graphical indicators are easier to spot than comparing textual finish dates to baseline finish dates.  It shows you at-a-glance what’s changed from week to week.  Slick, I’d say!

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Define: Timephased

Timephased: Total project task hours distributed over a period of time.

An example from Microsoft Project of this is shown below.  The hours for each project task are distributed over the duration of each task.  The hours per day is the ‘Work’ field divided by ‘Duration’ field.  In other words, the total work is spread evenly over the duration.  Choose the Microsoft Project views below to see these task layouts.

 

Tracking Gantt View:
 

 

Task Usage View:
 

You can see that the 100 hours are timephased over 10 days for the first task, and over 1 day on the second task.

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MS Project Overallocation

Assigning a project resource to a task by percentage alleviates the problem of overallocation.  Below are two project tasks assigned to the same time period.  If they both must be completed, you have an over-allocation problem.  Over-allocation simply means that the person has been assigned too much work to perform in a given time period.  In all likelihood, they will not be able to complete the work.

 

 

Choose View, Resource Graph in MS Project to see the problem  Red bars mean the resource is overallocated for that time period.  In this case, there is double the work that is reasonably expected from the project team member.  So how do you fix that?

 

 

Here’s how to solve it:  Assign the resource to work only 50% of their hours on each task.  Assigning project team members a certain percentage of their hours reflects the likely situation on the ground.  Hald their time goes to one task and half to the other.  Let the resource figure out when to actually perform the work.

 

 

This is the new resulting project resource allocation graph.  It shows that the resource is fully allocated to 100%.

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Seven Days in Utopia

The movie Seven Days in Utopia is clearly not up to Robert Duvall’s standards.  The story points were awkward and difficult to decipher.  One-shot git-er-done scenes and Karate Kid theme didn’t help.  But I managed to scrape out the movie’s arc and purpose.  It’s about faith and trust in God… and a little golf thrown in.

Buried in the poor directing was a principle that resonated with me.  Duvall’s character says, “The game of golf is about conviction.”  He continues with, “Watch out for that random idea that comes at you, that will throw you right out of your game.  Without conviction, it will make you question your game and shake your confidence.  Without confidence, you cannot win.”

It occurred to me that project management is exactly like that.  Without a clear strategy that rests on bedrock conviction, random ideas from so-called experts will shake your confidence.  You’ll chase a dozen “great ideas” from outsiders and never execute your strategy.  Although while that’s true, you must still remain open to new input.  It’s a touchy game.

Moral of the story: Develop a solid project strategy and hold your confidence.  Follow through with confidence.

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Why Foundational Features Matter

Let’s say you know customers need a really complex feature, but your project team only has time for a basic implementation.  Do you wait until you have team resources to build the full implementation?  Or do you just build a basic foundational product that doesn’t actually meet any current customer requiments?

My answer: Start with the basics.  Add later.

Foundational product features are usually enough to sell the full implementation.  Customers can see that you have a percentage of what they need.  That helps them have faith in a full implementation at a later time.  They know it’s just a derivative of your current implementation.  But without something tangible to demonstrate, they won’t believe you’ll do the feature at all.

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U.S. Losing Competitive Edge in Technology

The recent eWeek story regarding U.S. decline in science and technology (see below) is nothing new.  We’ve heard this same story for twenty years.  But is anyone listening?

http://www.eweek.com/c/a/IT-Infrastructure/US-Losing-Competitive-Edge-in-Technology-Science-National-Science-Board-610257/

Over the Christmas break, I did my bit to encourage passion in software development, engineering, and project management.  I mentored a college student with an Arduio board.  (See http://www.arduino.cc/)  The Arduino is a microcontroller with inputs and outputs for controlling external devices.  It’s big in university engineering departments.  Awesome, dude!

We stayed up past midnight wiring circuits and slinging C++ code to exercise the Arduino I/O ports.  In a rat’s nest of wires, LED’s flashed, speakers squealed, and relays clattered.  Cool!  When it was over, the kid had a new passion for product development and engineering principles.

Code ‘til you drop, and then do it again tomorrow!  That’s my answer to declining technology in the U.S.  And I suppose it’s also my preferred project management style.