Tips for managing your conversion schedule
Why bad things happen to good project managers
Certainly not all, but many projects, fail to meet their original conversion schedule. Although empirical data to
substantiate this point is not offered here, anyone familiar with a number of system implementations would
concur with this conclusion. There are a few reasons why this common outcome occurs.
Many projects simply start conversion activities too soon. Unresolved issues relating to finalization of the
database structure, completion of project specifications, or availability of source materials negatively impact the
conversion vendor’s ability to perform. Taking the time to explore and settle the fundamental questions and
objectives of the project before contracting for conversion services will pay off, even if it means a delay in the
start of the project.
Another reason why projects can fail to meet their projected completion date is due to less than effective
management of the schedule. This is usually due to poor communication between the utility customer and the
conversion vendor. There is often some flexibility in the sequencing of activities by the conversion vendor and
if they are aware of key milestones or commitments, they can be a powerful ally in meeting your objectives. The
conversion vendor may also experience unexpected delays or difficulties. Their responsiveness to these
situations should take into account the impact on the client organization.
The two reasons identified above are not uncommon as to why conversion schedules are not met. But far and
away the most common reason is simply that not enough time is allotted for this crucial phase of activity. Keep
in mind that it is impossible to accurately quantify existing data prior to conversion and that some changes in the
specifications or model will be necessary. A common occurrence is that while the initial phase(s) of project
planning, justification and approval take longer than initially projected, the completion date for the project is not
adjusted. This puts a significant squeeze on the conversion phase and often does not allow sufficient time after
the pilot project to review and analyze the results. The time to make changes is in the early going before much
data have been converted.
Tips for managing the outcome
- Build a Realistic Schedule
The fwst step in achieving schedule objectives is to build a realistic schedule from the outset. Consult with those
who have first hand experience to get some perspective. Involve the conversion vendor in discussions about the
overall duration of the schedule as well as the interim milestones. This doesn’t mean asking your vendor to
agree to the schedule as you have presented it. Because of competitive pressures, it may be extremely difficult
for the vendor to say no, even when they are confident that it can’t be achieved. Do your best to resist pressure
from above to change the schedule to conform to other initiatives.
Expect a significant ramp in the growth of the conversion staff and their efficiency. Figure 1 on the following
page illustrates how production staff may be added to a “typical” conversion project. Figure 2 illustrates how
the efficiency of that staff along with the process they are employing will increase over the life of the project.
The result of this kind of staffing and efficiency growth is a steady increase in the number of productive hours
generated per month, as illustrated by Figure 3. It takes time to design the process and customize tools for
conversion but once everything is in place, a steady growth in staffing levels and their productivity will
inevitably occur. Allow sufficient time for completion of the project specifications and the pilot phases. This
can take up to six months. After the pilot phase, there should be an evaluation period to determine if changes
are needed. The analysis and review periods early in the project Iife cycle will have a major impact on the
effectiveness of the rollout.
Fig. 1 Typical conversion staffing
Fig. 2 Typical process efficiency
Fig. 3 typical productive hours
