Project Time Management

Improve estimates, sequencing, forecasts and schedule recovery.

• I estimated two days, but the task took five. Why did I underestimate it?Possible planning fallacy
• Every task is on time, but the project is late. What are we missing?Missing schedule relationships
• My team confuses effort with duration. How should we estimate?Effort-duration confusion
• A critical-path task slipped. What should I do first?Critical-path delay
• Should we add more people to finish a late task faster?Unproven schedule compression
• The deadline never changes, but the remaining work keeps growing. What should we show?Forecast-baseline disconnect
• Reviews take longer than the work itself. How can we plan better?Unplanned approval lead time
• Our schedule ignores holidays and part-time staff. How do we correct it?Invalid working calendars
• Tasks stay at ninety percent for weeks. How should progress be measured?Unverifiable completion reporting
• The schedule has no buffer. Should we add one?Unmanaged schedule uncertainty
• How do we estimate work we have never done before?High-uncertainty estimation
• A task finished early, but nobody used the time gained. Why?Unmanaged schedule opportunity
• How can we recover a schedule without cutting quality?Unsafe recovery choices
• Our team repeatedly starts work before dependencies are ready. How do we stop rework?Premature task starts
• Should every task have a fixed date?Overconstrained scheduling
• We have many overdue tasks but little impact on delivery. What should we prioritize?Lateness without impact analysis
• The estimate includes coding but not testing or rework. How should we revise it?Incomplete work estimate
• A supplier date is a promise, not a supported plan. How should we schedule it?Unreliable external forecast
• Our rolling plan changes weekly. Is that poor planning?Confusing adaptive planning with instability
• How should we report a finish-date range instead of one date?Uncertainty communication