Tack time is the time it take to complete a task if everything is exactly perfect. The only problem with this theory is that nothing is ever perfect long term, especially when people are involved. Consider the construction of an aircraft window. The product needs to be build from a variety of parts that are then assembled into a completed product, assuming everything fits, the glue is correct, the tools are in place and available etc, etc, etc,.
This is the problem with designing a process using the perfect world concept. IT NEVER WORKS! What happened when a process is designed under this absolute perfect scenario? If the worker needs a bathroom break, the process breaks! If just 1 part isn’t an absolutely perfect fit, the process breaks. If something as simple as a claming device is missing, the process breaks! You get the picture that without adequate design flexibility, a process will fail when designed to a perfect world scenario. It just doesn’t work! Project management takes into account all the variables in a given process. A good program manager will then use the acquired information to design a workable, though aggressive process that is both possible and manageable. Without good project management, the company can expect their processes to fail
No matter how many successful projects are completed the reality of unrealistic expectations is always a risk. These expectations aren’t usually based on any project analysis but more on wishful thinking by management. It never ceases to amaze any program manager with more than 1 days experience the willful ignorance of management to appreciate the time and resources necessary to deliver a project on time with the benefits expected.
The reason for this lack of understanding is the wishful thinking syndrome so evident in management circles today. The business may need a new product or process. A good project manager has taken the time to do the appropriate analysis of the project and make specific recommendations on the level of resources, including financial, physical and personnel to deliver the benefits of the project in the time directly by management. Management then takes these analyzed estimates for resources and modifies them based on nothing more than a whim. Managers will cut resource needs base on their desire to appear involved and using company asset efficiently. Of course, the result is that the project, if launched will be late due to the lack of adequate resources, or improperly implemented, thereby not delivering the benefits to the company. The manager making the cuts and modifications however usually gets away without responsibility for the disaster they designed by ignoring the analysis and cost estimates done by a qualified and talented project management program manager.
There is an ongoing theory that any process can continue to be improved upon and get better. This unfortunately is the result of fuzzy thinking management types who don’t understand the reality of the world. In the real world, there is less an ideal as wishful thinking. So the idea that anything can continuously be improved upon is simply not based in reality. Cheaper is not improved, not is a lowering of quality when it impacts the overall usability of a product or service. In another message, I will explain more fully how thinking people recognize the limits of a given process or product. There’s also an explanation why good people with decent educations continue to buy into the fallacy of continuous improvement