Typically, projects are managed by focusing on the delivery of the tasks that make up the project
Projects over budget, not providing planned specs or scope Too long lead times of projects Chaotic hoop-jumping and midnight oil- burning to meet project due dates Reluctance to take on new projects
Project management becomes a chaotic exercise, resulting in inordinate pressure to meet task due dates and frequent replanning of the project , but the long-established strategy of focusing on task completion does not seem to work too well.
Conflict is addressed by risk management efforts that provides little more than compromise or "optimization." Trim a little safety in one task, risk a little lateness against the promise. Add a little safety in another task, extend the project a little. There is never really a satisfactory compromise.
This is a proven "whole system" approach to project management that doesnt rely on managing a project based on a series of supposedly "safe" task estimates.
Using buffers in order to protect the project due date Thanks to the statistics of aggregation, these buffers can be much shorter than the sum of the spread out safeties they replace, hence shortening the overall lead-time of the project.
Task behaviors are also impacted favorably The now shortened expected durations drive a sense of urgency and help to drive out resource distractions and the urge to multi- task
Most importantly,the resulting schedule isnow largely immunized from variation anduncertainty15-25% shorter than traditional schedules