The schedule has no buffer. Should we add one?
Unmanaged schedule uncertaintyProvide explicit contingency based on uncertainty and exposure rather than hiding extra days in every estimate. Decide who can use it and how consumption will be reported.
What to do now
- Identify uncertain activities and external waits
- Assess their effect on milestones
- Agree visible contingency and authority
- Track remaining protection as delivery progresses
When to escalate
Escalate when
Available contingency is exhausted while significant uncertainty remains.
Who decides
The project manager and relevant commitment owner
Example
A migration plan reserves recovery capacity around its cutover window instead of inflating every preparation task.
Mistake to avoid
Treating contingency as spare time available for extra scope.
Prevent a repeat
Compare forecast versus actual results for comparable tasks, separating effort, elapsed time, waiting and scope change.
Suggested ApprovedFlow setup
- Tasks
- Timesheets
- Resources
Keep planned dates and assumptions with the affected task, compare recorded actuals, and attach the revised forecast for review. See the platform
Related cases
- Should we add more people to finish a late task faster?Unproven schedule compression
- How should we report a finish-date range instead of one date?Uncertainty communication
- How do we control project contingency without hiding it?Opaque contingency management
- We only record threats. Should opportunities be included?One-sided uncertainty management