How can you manage project deadlines on a tight budget?

1) Fix date of job execution with all depts. 2) Scope of work with required doc. 3) Freezing job list. 4) Planning with complete resource. 5) Contract/Procurement for PR/PO. 6) Scheduling. 7) Execution and Monitoring - Onsite job work breakdown structure (WBS) hypnosis to close Wrench time and Controlling wrench time. 8) Continuous Improvement on optimizing time with quality work.

Defining well the scope with the steps above is a smart way to avoid scope creep. However, be aware that sometimes especially in long projects some scope changes might to happen due to changes on stakeholders, strategy or reaction to an event, so it is important to be prepared for some level of change.

One thing that has always been helpful is to follow the basic rule: "Never begin the day until it is finished on paper” –Jim Rohn I am one of those who are more interested in the Planning phases than the execution phases. In my experience if you have planned the project to its very minute details than the execution will start to fall automatically in place. Although it's challenges cannot be over looked and there should always be some part of the budget dedicated to take care of the disruptions caused to the project during this phase. Prioritization & communication of the strategy to the entire team is another vital step. Sometimes you start a project that management is very focused on but the same heat is not transferred to all teams.

1. Measure your capabilities 2. Define your scope of work 3. Detailing your task 4. Always prepare Plan B And be agile and always prepared for any changes of your scope

Before all that you need to be clear on the ...WHY WHY I am doing what I am doing If this is clear and appreciated then whole organization will be x2 more effective.

Define the budget comprehensively-Good to have clarity on Budget across Various Project stages and Activities with clear spend Allocation and Monitoring process. If it’s a large scale project with various stages then have flexibility or safeguards with contractors or partners for any pre mature closure of project. Risk related to Budgets/Spend has to be defined and monitored,have some buffer spend to account for any Risks/Cost escalation.

Budget estimation is crucial in project management, but it comes with inherent complexities. Techniques like bottom-up estimating offer frameworks, yet uncertainties persist. Vigilant tracking and tools like cost baseline are essential, but success hinges on initial accuracy and adaptability to unforeseen changes.

Muitos profissionais costumam estimar o or?amento antes de "construir" o escopo. Todos sabem que "n?o existe almo?o grátis". Um fluxo simples de trabalho é: Defini??o do produto, planejamento da constru??o do produto, a constru??o do produto e a operacionaliza??o do produto. O or?amento acompanha todas essas fazes, e, preferencialmente, deve ser elaborado da base para o topo (botton up) e n?o de cima para baixo (top down). A estimativa do or?amento passa primeiramente pelos recursos necessários para a constru??o do produto planejado. A estimativa do or?amento passa pelos recursos necessários durante o tempo necessário (esfor?o para execu??o). Definido o escopo, divida os pacotes de constru??o e seus recursos, para ent?o estimar o or?amento.

In my experience, to estimate the budget. Need to prepare the process plan from the project plan based on the scope requirements. Main criteria to estimate the budget based on the QCDS ( Quality, Cost, Delivery and Safety ). Nowadays Automation ratio and Return of Investment calculations plays an important role in estimating the project budget.

O or?amento, ou sua estimativa, precisa ser levado muito a sério, é onde normalmente o projeto n?o é viabilizado, por valores super estimados, ou ao contrário, onde por valores subestimados, e na sua execu??o acaba sendo de má qualidade, ou um fracasso, por or?amentos sem critérios reais e concretos.

O agendamento das atividades a serem executadas n?o é uma lista de supermercado. A maioria dos planejadores ruins apenas lista as tarefas, e a sucess?o delas. Eu digo, liste, mas livre-se das restri??es. Certifique-se de ter um caminho crítico sob controle, monitorado, e, principalmente, os recursos certos alocados em cada tarefa.

Planifiez les taches de facon macro. Planifiez ensuite chaque macro tache en micro taches Ordonnez le chemin critique. Prévoir les contraintes externes qui ne dépendent pas de votre volonté.

Um cronograma bem elaborado e com um nível de detalhe adequado facilita muito o sequenciamento e o bom andamento das atividades. é necessário que se tenha em m?os também a lista de recursos, pois de nada adianta ter um ótimo cronograma se os recursos n?o tiverem aprovisionados a tempo. E para os recursos extras ou emergenciais é sempre bom ter um responsável que consiga mobiliza-lós no menor tempo possível.

Be careful here. The objective is cost and delivery. The old axiom holds up: you can only choose two out of cost, quality, and delivery. Quality is on the chopping block, but what does that mean? It’s time to ruffle some feathers. You will have to push back on the tasks your team thinks are necessary, challenging both the thoroughness they may be used to and whether particular tasks are truly necessary at all. You will have to take well-considered risks. You may have to challenge the organization to scour the hills for alternative suppliers. You have a responsibility to make it very clear to stakeholders what compromises and risks are unique here. A good way to do this for big decisions is to present the options and make a call together.

I think this is the most important step to achieve the project targets As you move forward on the project and due to scope creep Focus on the end goal of the project and set all your resources on the critical path that leads to project completion

Any life has many risks so we have to be more aware on the way of our life. Regular auditing, monitoring, reviewing the risks through risk audit or risk report, risk dashboards are tools to identify the risks and resolvings the risks to progress the schedule without failure are the key concept of achieving any good project.

N?o negligencie os riscos. Elabora uma matriz de riscos, seus responsáveis e seus impactos. Veja quanto vai lhe custar (financeiramente) cada risco, caso se concretize. Eleja os que tiverem maior impacto e forem mais prováveis de acontecer, negocia com os patrocinadores do projeto quem vai arcar com os custos, e contingencie (caso possível), para evitar que o projeto fracasse.

Com certeza, a espinha dorsal de uma boa execu??o de um projeto, seja em qualquer esfera, está fundamentada em um bom planejamento, o qual está muito alinhando com possíveis desvios e um plano de conten??o: o que pode ocorrer, qual impacto, como proceder e a quem recorrer; em poucas palavras, a um Gerenciamento de Risco, planos A, B e C s?o praticamente estratégias rotineiras na busca de retornarmos ao plano, mas obviamente precisa ser pensado estratégicamente e em conjunto, pelos principais envolvidos na iniciativa.

It is very important to know who has defined budget ? Is it been given or been decided by yourself. Managing timelines would depend on the resources availability. If you have decided the budget then mostly you may be also aware about resources availability timelines as well as the cost involved into it. In such a case you will be able to achieve project timelines along with a stringent budget. But if you are not part of defining Budget, then in Major courses you may fail the timelines as well as crossing the budget regards

A identifica??o, gest?o e mitiga??o dos riscos é fundamental a uma boa condu??o de um projeto. Planos de contingência devem ser aprovados previamente e or?ados como custos a serem reservados como provis?es a serem realizadas em caso de acionamento dos planos de contingência.

A comunica??o do progresso, é t?o relevante quanto à comunica??o de riscos, problemas ou mudan?a. A transparência e agilidade na comunica??o devem estar, preferencialmente, ao alcance de um acesso à internet. Crie mecanismos online para comunicar com as partes interessadas, elimine intermediários, mostre a cada um apenas o que lhe for interessante, seja t?o visual quanto for possível. Textos s?o chatos, e podem ser mal interpretados.

When new things pop up, were not in scope but without them project will be a failure, don’t blame project manager! Often when parallel teams develop NPD’s based on calculated risks - Murphy’s law is present….. Do following: 1. Make a meeting ( best one is physical/if not possible Video TC, don’t send ping-pong e-mails) - explain to the whole team where you are, what needs to be done and what is your budget constraint 2. Explain that to get from A to B (distance 200km) you can do using : jet, helicopter, Rolls Royce, Mercedes,Skoda,Fiat,Dacia, Bike, foot . Come up with 3 proposals making sure that they are in budget and are the latter ones :) —> decision will be made based on when you need to get there/how much sweat you are ready for

Budget communication is important not only for the stakeholders but to address any changes or unexpected costs. While a project starts out with estimates, they need to be continuously reviewed to determine the difference between the estimate and actual cost. A few isolated differences may not be an issue, however large variations for multiple activities, steps, processes can result in a significant cost that could result in the project being suspended or even cancelled.

Progress meeting must always be conducted in the project meeting area. At Toyota we call this area "Obheya". In this specific area all concerned stake holders meet and discuss about the progress. Virtual meetings are to avoided to the extent possible. And lastly, Meetings should always be conducted in the gemba which is the area where the project is to conducted.

- Establish clear communication channels - Define communication frequency and methods - Identify key stakeholders - Provide regular project updates - Highlight achievements and milestones - Communicate challenges transparently - Share revised schedules or changes promptly - Encourage feedback and questions - Use project management tools for collaboration - Conduct periodic project status meetings

Some times it is easy to create strategies but real challenge lies in implementing that. Logical resistance from people who say ''I don't have time to learn a new thing'' Emotional resistance from people who say ''I am comfortable of what I do and why should I go for new things which may be more disruptive'' These resistance from people should be addressed properly before implementing the changes. Acknowlging their concern and make them feel that new changes is beneficial for both organisation and the self is more important.

Los cambios: pivota en el equipo definido, hazles sentir parte del proyecto, explica con claridad. Muy importante, si vas corto de presupuesto más aún: no pierdas tiempo con perfiles que sabes que no van a colaborar, muchas veces tóxicos y que meten palos en las ruedas... Si te embarcas en un viaje a lo desconocido (incertidumbres del proyecto) tienes hacer pi?a, inspirar, replanificar, colaborar y pedir ayuda, equivocarte y levantarte. Ahora imagínate que en vez de estar haciendo esto, estás tratando de convencer a gente perniciosa que van a hundir el barco... toma acción, se valiente, búscale otra ocupación...

Ante la restricción de un presupuesto ajustado podrían optarse por algunas estrategias que conlleven de manera efectiva a sortear los inconvenientes sin representar incremento en el presupuesto como son la comunicación efectiva entre las partes interesadas o stakeholders, fijación de alertas en caso de existir resistencia al cambio, liderazgo participativo, y trabajo en equipo. Es destacable el priorizar las iniciativas de cambio que tengan el mayor impacto en el proyecto y en el presupuesto. La creatividad y la flexibilidad también son fundamentales para encontrar soluciones innovadoras para afrontar vicisitudes.

Implementar altera??es do projeto é uma etapa importante do gerenciamento de mudan?as, que visa adaptar a organiza??o às novas demandas e oportunidades. Para implementar as altera??es do projeto de forma eficaz, você pode seguir os seguintes passos. I - Comunique as altera??es aprovadas a todos os envolvidos no projeto, explicando os motivos, os benefícios e os impactos esperados; II - Treine e capacite a equipe para lidar com as novas ferramentas, processos ou responsabilidades; III - Acompanhe o progresso e o desempenho das altera??es, usando indicadores e métricas adequados; IV - Forne?a feedback e reconhecimento aos colaboradores que se adaptarem às altera??es; Avalie os resultados e as li??es aprendidas com as altera??es.

While doing project one shall know about all linkages. So that whenever a change happens it must be checked against these linkages Appropriate documents must be updated on relation to change .This will ensure adherence to the new change and avoid waste of time ,wrong doings etc. A strong system like change notes must be followed in coordination with CFT or stakeholders

Managing project with a meshed up of -- - Work Breakdown Structure (WBS) - Gantt Chart - Critical path method Can help to manage tight timeline in tight budget.

Todas las herramientas del PMI y que uno pueda aprender son útiles, pero nada te da el compromiso, la actitud y el involucramiento. Lo más importante es involucrarse en lo que se quiere alcanzar, ser el soporte del equipo para hacer que las tareas fluyan y liderar las tareas distribuyendo trabajo y ayudando al resto del equipo a ejecutarlas en tiempo y forma. Nadie ense?a eso pero es en mi opinión lo que hace que el trabajo en equipo tenga sus frutos.

Scope, Time, Cost and Quality are four basic elements of project management. One has to manage these four elements using best management practices. But when a project has a tight budget then the cost overrides other three elements (without compromising them)and the project has to be executed with a cost centric approach at all phases starting from FEED to Commissioning.

Arrange alternative solutions for various obstacles during the project progress of works, for examples, suppliers delays, late of ending jobs, non-integration between sub-contractors, limitation for talents ideas to acceleration. Mitigations and alternative lines give hand to absorb such things.

+ Implement critical path and WBS analysis to minimize the project timeline in the acceptance level of project's quality + Conduct the thorough-risk-assessment to: 1_Make all risks are cover without extra cost from the original budget plan. 2_Track and minimize the cost for the planned-risk more regularly