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1. Analysis The delay of the tasks in a project:
According to Lee (2003), when faced a delay of the task in a project, the project leader should take the following steps:
The first step is to assess whether the delay in completing this task has had an impact on the project as a whole. If this is the case, the project manager should examine the causes that led to the inability to complete the task within the allotted time. The next step is to take action and decide which measures should be adopted to complete the task and avoid delays in future projects. Furthermore, the project manager should inform the company directors of the delay and the measures adopted to resolve the situation.
1.1. Assess the impact of a delayed task
As described by Klimek and Łebkowski (2013), The procedure that has to take when a delay in completing a task has been identified is to study the influence that this task and its delay has on the project as a whole. It is possible that some of the planned tasks are not essential for overall completion of the project or their delay simply has no effect on delivering the project as a whole. In these cases, the task can be cancelled or set aside for a later date.
The cases in which it is important to correct the delay to a task are (Al Ghafly 2005):
– When the task delay implies a risk to the project as a whole. If the delay to a specific task reduces the likelihood of completing the project or doing so within a certain deadline, the task should be reviewed, and lost time should be recovered.
– If the delay to a task could affect other areas of the same project. Not correcting a delay to the delivery of a task will have a knock-on effect on other tasks and lead to a delay to the project as a whole.
1.2. Analyze the causes leading to a task delay
The project manager should meet with those responsible for completing the task and analyze the causes that led to the inability to complete the task in the allotted time (Han et al. 2009). The project manager should maintain an open mind and seek causes for the delay, not apportion blame. The delay was probably not caused by a mistake by the employees but rather other factors (Odeh and Battaineh 2002):
– Delay caused by multitasking: The employees are busy on other project tasks and cannot dedicate their time and attention to the task that was delayed.
– Lack of productivity: Inappropriate tools or methods are being used, which reduces productivity and therefore means more time is required to complete a minor task.
– Starting the task late: It is possible that the task delay is not due to an intrinsic problem with the task itself but rather a delay to previous tasks, leading to an accumulative knock-on effect on the task in question (Odeh and Battaineh 2002).
1.3. Define corrective measures
These will vary according to the reason for the delay. A few possible solutions to the examples given above could be the following time (Odeh and Battaineh 2002) :
– Delay caused by multitasking. Establish priorities and eliminate or postpone those tasks that are not entirely necessary or, at least, not necessary at the present time.
– Lack of productivity. Revise the tools and procedures used, and change those that are least productive.
– Starting the task late. Because it is not an intrinsic problem with the task in question but rather the problem stems from a previous incident, the problem cannot be resolved in this task. However, further delays to the tasks being carried out at the time can be avoided.
Company or project managers should be informed of both the delays that have occurred and the measures adopted to resolve the situation as well as Closely monitoring all the tasks that are being carried out will enable further delays to be avoided (Yates 1993).
References
Al Ghafly, M., Ahmed Abdulmohsen. 2005. “Delay in the Construction of Public Utility Projects in Saudi Arabia.” Available from ProQuest Dissertations & Theses Global. doi: https://search-proquest-com.dbgw.lis.curtin.edu.au/docview/238112254?accountid=10382.
Han, Seung Heon, Sungmin Yun, Hyoungkwan Kim, Young Hoon Kwak, Hyung Keun Park, and Sang Hyun Lee. 2009. “Analyzing Schedule Delay of Mega Project: Lessons Learned from Korea Train Express.” IEEE Transactions on Engineering Management 56 (2): 243-256. doi: 10.1109/TEM.2009.2016042.
Klimek, M, and P Łebkowski. 2013. “Robustness of Schedules for Project Scheduling Problem with Cash Flow Optimisation.” Bulletin of the Polish Academy of Sciences: Technical Sciences 61 (4): 1005-1015. doi: http://dx.doi.org.dbgw.lis.curtin.edu.au/10.2478/bpasts-2013-0108.
Lee, Jae-Seob. 2003. “Construction Delay Analysis Method.” AACE International Transactions: PS141. doi: https://search-proquest-com.dbgw.lis.curtin.edu.au/docview/208184407?accountid=10382.
Odeh, Abdalla M, and Hussien T Battaineh. 2002. “Causes of Construction Delay: Traditional Contracts.” International journal of project management 20 (1): 67-73. doi: https://doi.org/10.1016/S0263-7863(00)00037-5.
Yates, JK. 1993. “Construction Decision Support System for Delay Analysis.” Journal of Construction Engineering and management 119 (2): 226-244. doi: 10.1061/(ASCE)0733-9364(1993)119:2(226.
