Here's how you can navigate unexpected delays or changes in project timelines in process automation.

Before we identify the delays and roadblocks. We need to a set a benchmark that there should not be any delay. We need to analyse, plan, organise and execute the project even before the project has implemented. I believe a successful planning will prevent any delays or roadblocks in any of the projects timelines, If the Plan A is not Successful, we need to be ready to execute plan B, most of the delays occur only when strategies are not implemented or not shared to individuals. If we follow our successful plans accordingly. 99% tasks are completed without any delays.

"Delays aren't roadblocks, they're detours to better outcomes." Navigate them wisely: 1. Communicate quickly: Inform all stakeholders about changes promptly. 2. Adjust resources: Reallocate as needed to meet new deadlines. 3. Update plans: Revise project schedules and documentation. 4. Analyze causes: Understand what led to the delay to prevent future issues. 5. Stay flexible: Embrace agility to adapt to changes smoothly. Effectively managing delays in process automation ensures the project's momentum continues, even when unexpected changes occur.

First, you need to identify impacts to any constraints, which includes timeline, cost, resource availability, governmental inspections, etc. A good starting point for this analysis is to determine if anything on the Critical Path will be impacted, this is key as impacting any activities on the CP will push-out your project end-date if not addressed through mitigating actions.

Your updating or changing a baselined plan is not something you do in a silo. PMs must process impact analysis via a Change Ctrl Process, which allows SMEs to weigh-in on functional impacts. Once a Stakeholder consensus and agreement is reached based upon the impact results, then the PM may formally re-baseline the project. The baseline will contain the mitigating changes, that may include additional resources, fast-tracking, or a reduction in lower priority Sprint Stories.

Sin duda para afrontar de buena manera un retrazo, una vez evaluado su impacto es conisiderar una planificacion Flexible considerando la posibilidad de incluir márgenes de tiempo adicionales en los plazos del proyecto. Asimismo, permite cierta flexibilidad en la planificación para adaptarte a cambios imprevistos. Mantener una comunicación abierta con todos los miembros de nuestro equipo y los stakeholders para informarles sobre cambios en los plazos y trabajar juntos en soluciones alternativas. Una vez Definida la estrategia a seguir realizar evaluaciones periódicas del progreso del proyecto y ajustar la planificación en consecuencia. Aprender de las experiencias pasadas para mejorar la gestión de futuros proyectos.

Team engagement is highly important in corporate world. To stay focused in a job, engagement activities or collaboration helps employees to understand each other well and will be cooperative through out the Team Level tasks. It should be a Two way communication within a Team.

Vital considerations are raised here. Transparent communication lays the groundwork for trust. - Constant updates avert unexpected issues (be honest on those updates) - Scenario planning, whether best-case or worst-case, equips stakeholders for any circumstance. - Casual check-ins (don't do them too often though) frequently uncover hidden worries, offering invaluable insights. Does anyone else utilize sentiment analysis to measure stakeholder emotions? I’ve found it quite useful.

Technology is very powerful tool especially in a completely non technical process, people can bring new technologies to create shortcuts and they can reduce productivity time and collaborate easily with the help of technology. In this Era.. Technology has become very crucial in every sector. The demand for technology will get increased day by day as we evolved from automation to Artificial Intelligence. Future is completely adapting the technologies. World will change and so the technologies. We need to be ready to accept change and learn from it

Technology is a double-edged sword when dealing with strategies to improve velocity. Automated testing tools can save some time, but chances are that on larger projects automated testing is already in play. Centralized information and collaboration tools can assist, but again, are most likely in place from the project kick-off. Where Technology becomes a stumbling block is in human resources. Leveraging most technology (coders, testers, data tools) requires a minimum skillset and a degree of knowledge transfer on the substance of the project before they become contributing members of the team.

Agile was built for change, and this is where running in an Agile, or at least Hybrid, methodology really shines. Using the Prioritization exercises and integrative delivery, lower level "stories" can fall off of a Sprint's agenda and be re-circulated to the Project Backlog for future consideration. By doing this we are freeing up resource to focus on delivering on higher priority items and perhaps keep the release of the MVP on track.

Other things to consider when first laying out the timeline for your project plan, especially in a Waterfall or Hybrid approach, include ensuring that the project has enough task-level float or float at a project level. Float should not be arbitrary, it should be discussed with SMEs so that the timeline is not unnecessarily augmented. The other item to be done is to ensure that you have put an o/o/o calendar in a centralized location where Stakeholders can add planned vacations or days off. A little effort upfront will assist in aligning work schedule with the availability of the individual contributers.