Rebaselining: The Illusion of Progress and the Erosion of Value

In the world of project management, the term "rebaselining" often evokes a sense of pragmatism and control. It refers to the practice of adjusting a project's baseline schedule, often in response to delays or changes in scope. While rebaselining can provide a veneer of progress, it harbours a hidden danger: the insidious erosion of project value.

The Mechanics of Rebaselining

At its core, rebaselining involves resetting expectations. A new baseline is created when a project falls behind its original schedule, further pushing out milestones and deadlines. This recalibration allows the project team to report being "on track" against the revised schedule, even if the overall completion date has been significantly delayed.

The Seductive Appeal

The allure of rebaselining lies in its ability to create a short-term sense of accomplishment. It satisfies the psychological need to see progress and avoids the discomfort of admitting that a project is significantly behind schedule. Rebaselining can also be a way to shield a project from scrutiny or difficult conversations with stakeholders. After all, it's much easier to justify a revised schedule than it is to explain persistent delays.

The Hidden Costs of Value Destruction

While rebaselining might offer temporary relief, the long-term consequences can be devastating to a project's value:

·?????? Eroding Trust:?Repeated rebaselining undermines trust between project teams, stakeholders, and clients. Stakeholders may grow sceptical of schedules, leading to micromanagement, reduced investment, or even project termination.

·?????? Masking Real Problems:?Rebaselining obscures the root causes of delays. Instead of addressing underlying issues, the focus shifts to simply making the numbers work on paper. This perpetuates problems, leading to further delays and cost overruns.

·?????? Loss of Competitive Advantage:?In a time-sensitive market, delays caused by hidden problems can significantly reduce a project's competitive edge. The opportunity cost of a late launch or missed market window can be substantial.

·?????? Loss of Morale:?Project teams working on perpetually delayed projects may experience demoralisation and lack motivation. The sense that timelines are arbitrary and success continually out of reach can lead to disengagement and reduced productivity.

Alternatives to Rebaselining

Instead of resorting to rebaselining as a default solution, project managers should consider more proactive and value-driven approaches:

·?????? Transparency and Honesty:?Open communication with stakeholders about delays and challenges builds trust and fosters collaboration. It allows for early problem-solving and realistic expectations.

·?????? Root Cause Analysis:?Focus on identifying the true reasons behind delays. This might involve process improvement, resource reallocation, or scope changes to address the core issues.

·?????? Agile Methodology:?An agile approach, emphasising flexibility and adaptability, allows for course correction throughout the project lifecycle. This can minimise the need for drastic rebaselining.

·?????? Value-Driven Prioritization:?Continuously assess project elements against their contribution to overall value. This ensures that the most crucial work is prioritised, even if it means accepting delays or de-scoping less critical elements.

Conclusion

Rebaselining might seem like a harmless tool for managing project schedules. However, its frequent use signals a deeper problem: the prioritisation of appearances over true progress. By understanding the hidden costs of rebaselining, project managers can make informed decisions that protect the long-term value of their projects, foster transparency, and build sustainable success.

Written by Chilipi Mogasha PMP- Head of Operations