Project Managers: Stop Asking your Team, "Will You Be On Time?" There's a Better Way

Traditional project management tools like Gantt charts (Smartsheet, Microsoft Project, and Monday.com) start with a Work Breakdown Structure (WBS). This involves laying out tasks sequentially to achieve the desired outcome, along with identifying dependencies that dictate the order of tasks. However, this approach creates a false sense of accuracy. While the plan is precise, it's not accurate—much like a clock that ticks perfectly but is an hour off.

In reality, at the start of a project, the WBS is just a hypothesis, especially in product development. There are too many unknowns to achieve a high level of accuracy. As the project unfolds, unforeseen challenges will emerge and the schedule must constantly adapt to these changes.

The Wrong Question to Ask the Team

When tasks are delayed, the natural response is to push back all dependent tasks. Most project management software compounds this issue by automatically adjusting the schedule, leading to a cascade of delays and, eventually, a significantly delayed project.

In weekly meetings, project managers want to avoid delay, so they usually ask team members, “Is this task going to be on time?” This question puts pressure on team members to predict their success, but saying "no" can feel like admitting failure—implying, "I’m giving up," or even "I’m not good at my job." To avoid this, the answer often becomes a hopeful “I think so.” The problem is not with the people, but with the question itself, which is fraught with bias and psychological weight.

Focus on Buffer, Not Deadlines

To fix this, we must acknowledge that the work breakdown structure is only a best guess. Instead of pretending we can perfectly lay out an 18-month project, we should understand that every task estimate is just that—an estimate. A better approach is to set aside a portion of the project as a buffer—usually 25% to 30%—and place it at the end instead of spreading it across individual tasks. The project plan on the left is a sort of "best possible case" and on the right is a buffer that the team tracks, saving it for when it's needed.

Then, ask the right question: “How many days are left in this task?” This reframes the conversation from "Will you succeed?" to "Do we need to spend some of our buffer?" This change allows team members to be open about looming delays without the stigma of failure. It transforms the dynamic from fear of failure to a shared commitment to managing risks.

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Shift the Focus from Blame to Recovery

When the team's total buffer consumption exceeds the expected level, there's an immediate call to action. The focus shifts from blame to recovery because the buffer is a shared asset, not a personal failure. This approach allows issues to be identified early, often in the first few days of a task starting rather than weeks after it should have been done; early response enables quick, collaborative responses.

Teams that use this method meet daily for 10- to 15-minute updates, tracking buffer usage in real-time. This visibility fosters transparency, reduces surprises, and encourages collaboration. Team members naturally step in to help when they see where they can make a difference. The result? Projects that are delivered on time, improved teamwork, and heightened engagement from everyone involved.

Transform Your Project Management Approach

If you’re ready to change the way you manage projects and eliminate the frustration of endless delays, reach out to me, at [email protected], to learn more. Together, we can build a project environment that delivers on time, fosters collaboration, and maximizes team performance. You won't look back.