Is a project technically a project if it doesn’t have an end-date? I think it isn’t.

I see businesses that work towards firmly committed end-dates, and conversely, some who have soft or no end-dates. They both may ultimately succeed in some manner, but the results may be quite different, and chances are both of their processes could be more efficient.

End-dates or no end-dates?

Projects without end-dates are frequently described as “design-build,” “radical,” or “iterative.” Teams working without end-dates often have goals rather than specific commitments, and proceed at a pace driven by a charismatic (or dictatorial) leader.

When inevitably an end-date is set, the team may rise to the occasion and perhaps even welcome the directive, but some will rebel at management’s interference in their creative process. At this stage, leaders need to work carefully with the team to achieve the transition to a plan-driven project.

Projects that start out with a set-in-stone end-date often get date-paralysis – so much attention is paid to the due date that perspective is lost. Potentially creative and successful designs and features may be overlooked, and the end results suffer.

The answer isn’t in either of these approaches.

A better way

I propose a “funneling target date.” The project starts with a range of end-date targets, say for example, a six-month window. The range then narrows as project gates are passed until a single date is left.

A funneling target requires trust, communications, and alignment to the goal. You’ve heard that list before – this is just one more reason to build an effective, cooperative team. Business leaders who do not trust their teams generally cannot work with this approach.

Looking for even stronger results? First, using experience from a previous project helps. Second, have open discussions about the date: don’t make the end date a top-down directive but also don’t hold your leadership hostage with a target date that is too easy to make.

And last, pay attention - the signs of schedule problems are apparent long before any schedule date actually slips. By working with funneling dates everyone can better deal with the reality of the schedule uncertainty.

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