The Reactive Rescheduling Cycle

The need to reschedule a collaborative effort can sometimes indicate 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

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When we finally execute plans, we encounter obstacles. So we find workarounds or adjust the plans. But there are times when nothing we try gets us back on track. When this happens for nearly every plan, we might be working in a plan-hostile environment. Available here and by RSS on April 30.

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Most workplace bullying tactics have analogs in the schoolyard — isolation, physical attacks, name-calling, and rumor-mongering are common examples. Subject matter bullying might be an exception, because it requires expertise in a sophisticated knowledge domain. And that's where trouble begins. Available here and by RSS on May 7.

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