The most important task of the project: determining realistic expectations Unrealistic expectations based on inaccurate estimates are the biggest reasons for software failure. "- Futrell, Shafer
In a global and competitive market, it is very important to launch a product or service ahead of competitors on the market in a timely manner. is enough to finish the project in a timely manner – from predictability of schedule, from future / potential risk capture and from attenuation plans.
This article discusses some of the challenges that you often encounter
Schedule sliding: Delayed completion of the project from the date of the initial estimated completion
The planned completion date of each project plan (NRA, RA), and the limit or the upper limit .. Nowadays, it is common practice to have three project dates: 
- No Risk Reduction (NRA) Date: Project Completion Date, Provided No Obstacles – Ideal Conditions.
- Risk-Corrected Time (RA): The time for completion of the project assumes certain risks and requires additional time to attend.
- Limit box (BB) or upper limit: The ceiling of the project plan before which the project is to be completed in all circumstances – In general, top management decides on the product / service schedule and on the market  Ideal conditions taking into account that each project is planned under the NRA date. Taking into account the risks that come along the road and lose some time on the roadmap, the project must be on the RA date. If the risks are not planned and are not well designed then the project may be delayed and will be completed later than the RA date. Root Causes
Because we always plan to move a project before the RA date, it rarely occurs, it is awaited. There are multiple reasons for sliding schedule, from incorrect design, lack of resources to unplanned needs, and redesign, which consumes the critical time from the planned timetable.
A typical project development process – Each project has a team (development, testing, and other features) that will work on a process (requirement analysis, scheduling estimation, design, implementation, and testing) to deliver products to the client / end user. Any entity involved in a project – directly or indirectly influences the roadmap
It identifies items that can delay the implementation of the project from the development process – for example, a misinterpreted or unclear requirement is time-consuming, the availability of development tools or resources can not prolong the duration of the project. Various processes, such as Scheduling Estimation, Detailed Design and Product Development, if not practically feasible, significantly blow up the project cycle
To better understand possible causes for better scheduling
check out the main reasons for the scheduled slip category.
1) Estimated schedule: "The key is not to prioritize your schedule, but to prioritize your schedule." – Stephen Covey
It is very important to design the project well in time to implement the project. Any mistake indicating a late deadline for completing the project when estimating the project's schedule.
Underestimation of Technical Complexities: At the beginning of the project, many of the team members do not know the technical complexity well and therefore their estimation is incorrect. Sometimes, a person who has an estimate of a specific task may have no idea of the technical challenges involved in performing the given task. You may hear the end of the project lifecycle when the task is not finished in time – "Oh, I did not know that this feature requires 5 additional tasks!" or "I thought this task was so simple, but I would appreciate it!". · Lack of Design / Large Image: It is important to have a larger picture / overview of the entire project to understand how a particular module / service can fit into the entire project. Product or system design helps you understand the interface between the interfaces of the other modules and the necessary coordination to assemble the product and thus provide better insight into the work involved. Often, estimates that are not related to detailed design tend to differ from the time elapsed to completion. · Integration Testing: When designing a project plan, testing should be included in the schedule. Occasionally, it takes into account testing or testing by modules within the module, but not system-level testing. Towards emissions, when each individually tested module is interconnected, a system-level or integration testing is required. Integration testing time, which is not included in the entire project timing, will delay the completion of the project.
· Unplanned Addiction: Project planning not only applies to small tasks and their management. The well-designed project plan must also take into account certain unplanned addictions. Some of them: [People]: Optimizing the use of human resources is the same for groups working in multiple projects. For a planned / selected project in another duplicate project, an extended / unplanned job will not result in a person being accessed. Another issue with people may be the unplanned / unexpected dropouts that will affect the project plan. Time lost to mentoring a new member in an older (experienced) person who does not count if he or she is not planning.
o Devices and Equipment: The project may be delayed if the team is waiting for an update or acquisition of some important device (hardware or software used in the project) or if development and testing equipment is unavailable. "We had a three-month project to validate our existing solution on the new product platform using the client's DUT (testing tool) and then wait for nearly 1.5 months for the DUT. He realized that he was partially damaged during transport, so another DUT and the whole project took more than 5 months to complete. "- I'm sure those cases will be familiar to many organizations. Another reason for the timely availability of tools / equipment is the split between the different projects to reduce operating costs. Any unplanned dependency on their use or poor assumption of the availability of shared resources would delay the program. Team members may need to work on the changes to optimize the use of shared resources, which can reduce working time and / or productivity and bring results to the slider scheduling. "The Matlab license was given by another person but without leaving the office without losing 3 hours and figuring out what to do? – is there something you've been facing before? – Other programs: If more programs are available with addiction, a delay in a project will have an impact other projects that depend directly or indirectly on what they are like. "We were delayed because we had to wait for a critical user interface from the framework project team," or "We did not plan any bug fixes for a component that should have been delivered for our use," common scenarios for delays which can be affected by the results of other programs – Parallel programs may have a different impact on the scheduling of the program – Sometimes the management changes the priority of the programs running simultaneously If you consider the project as low priority, then the resources assigned to the project hi which can be scheduled.
· Beta versions: How many times are we looking for feedback on our product during development? And how often do we give time to this? It's important to design beta versions if you want our products to be certified by expert users or lighthouses during development. Beta customers' feedback becomes more important if their expectations are echoed to the mass customer base. Collecting cost-effective spending, collecting experiences, analyzing your feedback and then embedding them into the final product version will take time.
· Risk Reduction and Plan B: Each project has some or all of the other risks. These risks may vary with severity and probabilities. When preparing a project plan, it is important that the risk is handled individually based on their severity and probability of occurrence. If the mitigation plan (or Plan B) does not plan for the higher likely risks of greater severity, it will have a huge impact on the deviation from the plan. As one of the previous examples cited, DUT's approval of time was a risk. Had a mitigation plan (Plan B) such as: – Validate with other DUTs or if DUT is not available here, let one developer travel to the client's location and timely end validation, avoid scheduling sliding  2) People: Ultimately, projects are executed by people who can not be trained or talented. Therefore, looking for perfection in projects involving people is not necessarily possible. Certain unpredictable and therefore unavoidable issues in this category are as follows:
· Poor leadership: Before designing the project, project planning is actually the foundation of success. The implementation of the project depends on the team, the planning is handled by the project manager. The project leader is expected to have sufficient technical knowledge to understand the project goals and the details of the tasks. Inadequate management and superficial knowledge of the assignments often results in an ineffective effort to estimate and relocate ad hoc tasks that cause stress and possible delays in implementing the project. Team leaders are also responsible for maintaining team spirit and motivation. Poor personal commitment to lack of motivation will result in a decrease in productivity and the schedule may move. Another reason that increases project delays is that the management team is unable to track the progress of the schedule and take corrective action.
· Damage: If the duration of the project is high and the labor market is hot, it is difficult to keep the project participants up to the end of the project. Passing may further delay completion, especially when the person leaving the job is critical. The person who left the organization left the project a gap that a new person can not fill in immediately, which, in turn, causes a sudden drop in the team. Learning curve: ] If you are ever a member of a new person or team, you may need some time to understand the project to keep up with other members. The learning curve is needed for new team members joining the team due to dropouts or any special technical competence requirement. · Context Switching: In smaller organizations or groups where people are working on multiple projects at a time, it's important to have a buffer for context change. A person who is planning to spend two hours in the project A two weeks after two weeks two weeks will spend more than the scheduled time to complete the assignment. The difference between the two weeks and the fact that they participated in other projects would require a short period of time for the member to return to the context of the current project. · Global Development Teams: In the age of globalization and outsourcing, it is still common for the development team to be divided into different geographic regions. The project plan must take into account the different time zones and work culture. You may be expecting your job on Monday morning, but may be late for Sunday night and, finally, when your arrival arrives, you may be at home after work.
Sometimes the estimation of the schedule is completely outdated if you do not know the region's work culture to which your teammate belongs – "In my previous job, I had a job to be completed to have a very critical task and immediate attention." When I asked how many days / hours I spent two weeks for high priority and "immediate attention" work. "Identifying" urgent "and" priority tasks "with culture and the region 
Communication issues: People communicate differently If the most important questions are not placed on the team members or on time do not occur, the whole project may suffer. Frequently, fear of confusion prevents team members from reporting problems during execution and takes more time to accomplish this task and makes more effective support.  Inviting Clients:
· Expert User Testing: A Competitive User Testing is a step-by-step approach to understanding the customer's needs, The expert user test cycle at the beginning of the project should be planned. The process of setting up or issuing tests for testing and feedback will take a considerable amount of time to delay the program, if you do not plan. "Time feedback: " I received feedback from customers in the development milestone version 1 of the 5th mile after the release, and these feedbacks are critical but I'm worried about how to incorporate them without scheduling " · Product Specification Overview: A review of planned and implemented product requirements is on track for the project.
4) The ambiguous project requirement: For all projects that need to be started, the first thing is, in the product development lifecycle, the requirement phase is the following: The project's clear requirement or vision goes to the successful team. However, at the time of the estimate, the requirements are not necessarily clear and may delay the completion of the project. Related questions:
· Variable data: If you are based on a product that is not yet mature or is still developing, then we are more prone to this risk. The frequency change of specifications will change the project requirement at various stages of product development and the team will continue to do so. This will result in a job that delays the project if the timing does not address these changes in the schedule. "We have developed an algorithm and we have developed a measurement based on industry standards. Eyeglasses have changed in appearance and our measurement has become invalid, so we had to reset the algorithm to reflect the changes in the specifications. month delayed. "· New Requirements: Sometimes new requirements arise as the project is completed until completion. The implementation of the new requirements is not planned at the beginning of the plan and is therefore not planned. Adding a new function may result in delays without modifying the schedule.
· Untold expectation: There are two types of customer needs – implicit or explicit. It is important that the requirements are well documented. Implicit requirements need to be better defined and documented to avoid confusion at the end of the project. Customers can not describe their system performance, memory problems, user interface quality and usability requirements, but are reluctant to give feedback on these aspects after the product has been tested for expert testing. If we are not clear about such requirements, design will not deal with them. Towards the end of the project, you may need design modifications and additional work that will delay the project.
5) Unplanned tasks / redesign: The project boundary box is defined by higher management and often no buffer is an unplanned task (s). If you can cause unplanned tasks that may appear at different stages of a project, the schedule slides. Unplanned tasks or reconsideration may be due to:
· Su Sewing Work: In smaller organizations, some of the project team may be responsible for maintaining / customer support for existing products. These unplanned tasks, which are event-based, are related to customer service, are always of paramount importance. Excessive or long-lasting work resources may outweigh the planned project, which is a potential threat to the timetable. · Bug fixes: Errors are bad because they reduce product quality and require additional time / effort to improve them. It's good if we test and test the intermediate output of the project sooner and later in the development lifecycle. If the capture cycle of such internal milestone deficiencies is not planned, either the project will slid or the product will be of inferior quality. Bad training skills, adaptation to modern programming practices, and adaptation to ad hoc development processes can result in a greater number of errors that will take more time to record and then lead to planning and slipping.
The next milestone in the next milestone: The next milestone is to complete the tasks that have not been accomplished in the previous milestone for whatever reason (efficiency, team member relaxation, lack of resources etc.). team. If a proper buffer is not planned, these tasks range from the previous mile to the next, delay the project. · Modification / refinement of requirements: Changes in product development requirements result in recasting the requirements of the previous version. Resolving requirements changes require more time and energy, and may cause scheduling. In some cases, the customer's need is misunderstood, resulting in poor system design and execution. Other unplanned time was lost due to the design / implementation correction, which caused a schedule.
Timely delivery is the challenge where software development companies are globally faced. To fully control the estimated schedule, it is very important to identify elements of the development cycle that cause a schedule. This article explores and explains why the programs are delayed by using examples from the real world. An overview of root causes will help program leaders to make good choices in order to avoid later scheduling.