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    s between the time the techie writes them down and the time the Project Manager publishes a
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    Can Project Managers prevent projects from slipping?

    Ask a techie to come up with a schedule for a specific list of activities, and more often than not, he/she will present a fairly accurate estimate. Some activities might be underestimated, others overestimated, but overall, the plan will be fairly accurate.

    However, something happens to these estimates between the time the techie writes them down and the time the Project Manager publishes a b

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    hedule for a specific list of activities, and more often than not, he/she will present a fairly accurate estimate. Some activities might be underestimated, others overestimated, but overall, the plan will be fairly accurate.

    However, something happens to these estimates between the time the techie writes them down and the time the Project Manager publishes a

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    rly accurate estimate. Some activities might be underestimated, others overestimated, but overall, the plan will be fairly accurate.

    However, something happens to these estimates between the time the techie writes them down and the time the Project Manager publishes a

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    verall, the plan will be fairly accurate.

    However, something happens to these estimates between the time the techie writes them down and the time the Project Manager publishes a

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    s between the time the techie writes them down and the time the Project Manager publishes a baseline project schedule. That “something” is why projects slip.

    Projects tend to slip for two reasons. Either Project Managers don’t account for derivative activities such as vacation days when planning the overall project schedule, or they simply succumb to the pressure from management to compress the schedule.

    The case surrounding derivative activit

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