Differences between Replanning and Reprogramming a Project

In this episode, Ricardo talks about a article by Dorothy Tiffany, entitled 'Replanning the Performance Measurement Baseline', which addresses the differences between replanning or reprogramming a project that presents problems. The slides are available at http://rvarg.as/ej

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Episode transcript

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Hello everybody welcome to the five Minutes PM podcast today. I like to discuss about Reprogramming and replant Project bacteria. And I decided to talk about this because I receive it from a friend, a white paper written by Dorothy money from NASA about Performance Measurement Baseline N on her presentation. She highlighted some very interesting points that I decided to share with you. The first course that we need to understand is what is the difference France between Reprogramming and Replanning Project what is it?

Reprogramming in a project environment, he is a comprehensive planning off the remaining efforts that you need to due to deliver the project. So we chose, what do you do? You choose that future tasks, you reorganize future tasks to feel, finish your project, to do the fork you need to do most of the time. Most it will increase your budget, and it will increase your timeline for the Project.

Because of course we can not move the clock back. So we cannot reschedule things backwards. We need to plan things ahead. So I cannot say no. Okay. The way that I can solve this delay is to do some more as in last week, last week is over. So I need to think ahead. So the Reprogramming, it's a exactly that. So it's when you do not change to the baseline, but to reschedule of future, work that to the different circumstances.

And what does the Replanning I Replanning is when you go back to your sponsor, to your project board, to your client and get her, or his approval to reset your origin or a plan, it means to change your origin, not a plan to change or Baseline with the new conditions. And this of course will erase, or we will hide all the delays and the problems you had apt to the time you are doing the base.

And now of course, each of them has a very specific use. The Reprogramming it's more to the daily operation. So when you are updating your Project, the Replanning is one Wednesday or something major happens major and say major with a cap. Know why I'm saying this? Because the Replanning will require is a huge, a forte to convince people because you are at the end, erasing your origin, a plan and creating a new one in the middle of the journey.

So we imagined that you are in a soccer game, and then you'll say, Oh, look, if I make a goal far away from the goal, then it will not be considered one goal. But two goals. Imagine you change in this, in middle of the game. So it's a very traumatic point. So Dorothy shared with us some topics that I wanted to share with you. The first thing we never replan at the beginning, close to the beginning, or a very close to the end of a project.

Usually we should Replanning between 20 and 85% of distribution. So don't start a project. And next time a week, you want to reply on your project. You know, you need to have at least a taste of how things are before you commit yourself and put your Project board in a pressure to Replanning and generate a new baby Baseline. And when it's over 85%, you are so close to an end that I wanted to ask you. What is the reason to replenish in such a final stage in your project?

You need to understand also the impact's, for example, when you are Reprogramming, what does the forecast we asked on your budget in your timeline, are you predicting an increase of 1% in your budget or a 40? So you should replan only if this predictions are very, very high, greater dense, something like 15%. Also, you need to have work ahead that when you do a replan, for example, for capital projects, you should keep at least one year, because you can not say, okay, I'm doing a replan.

The project will finish next week. So what's the point of doing the Replanning you need also to conduct the benefit analysis in order to understand the benefits and the cost involved in it, on setting the new Baseline. Maybe if you think in a Microsoft prose that perspective, this could be very easy, right? You're just go there to click and save a Baseline. But in real life, you need to understand that Reprogramming and creating a new Baseline will not solve your problem.

It will not prevent future growth in the cost. It will not improve commitment. So it's very, very important. So most of the time people think, Oh, I'm raising past projects. Let me see. Then I will not have future problems. Most of the time, this is a wrong assumption. You need to understand. And this is why I'm so resistant to, of recording a new Baseline. Because many times when you record a Baseline, you create a precedent, four people to say, Oh, they're is no problem to months from now where you just reset the Baseline.

So for you to reset a Baseline, you need to have a very strong reason for that. It cannot to be done everyday, just by the sake of presenting a report with the 0% variation. Remember at the end, what really matters. It's your Project been a hundred percent and successful. This is what really matters at the end. I hope you enjoy this podcast. See you next week with another five minutes PM. Podcast.

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