Impress the boss: Project teams can be eager to gain the favor of and receive support from their boss or organization's leadership team. Promises are then made in good faith, only later discovering that the plan didn't include all of the tasks, dependencies, and any other issues that needed to be managed. There might be pressure to begin work resulting in a short planning cycle, or you might not have cast a wide enough net when gathering information when developing your plan and scope. True belief in promised results: This stems from a planning process that isn't sufficient enough. Creating an environment of continuous improvement helps us to create a sense of ownership for our performance.ДЄs a project or task progresses, if it seems likely that we cannot complete all of the work that we've committed to, we need to review the lowest priority items and reduce our overall commitment.Д®ven with good intentions, we can still find ourselves over or under committing to tasks. We should be encouraged to be reasonably aggressive with our commitments and to continuously take steps to improve our performance. The only true failure is failing to learn from your failures. Create an environment that encourages aggressive, achievable commitments while removing the stigma of failure related to not getting all commitments completed. We need to take a completely different approach to setting and reacting to goals. This results in the individual or team severely underperforming. This is because they anticipate unwanted consequences when they don't achieve all of their goals. This occurs when teams or individuals either deliberately over-estimate items or deliberately under-commit to their goals. Not only is overcommitting a common problem, but there is also the issue of under-committing. These issues can be damaging to a project or task, your reputation, or the organization's bottom line. Promising to achieve too much, or deliver reasonable results on an unrealistic schedule.Д¬onsistently meet expectations, stick to the timeline, but costs exceed the approved budget. Have you ever overcommitted? вЂ¦.It's surprisingly a common problem.

How is Employee A going to fix this problem? They are starting to get a handle on their work! As they review their prioritized list of work, they have a realization! Employee A has committed to too much work in too little timeвЂ¦вЂ¦ Employee A has done a great job to this point, organizing, prioritizing, and estimating their work.

Let's check back in with Employee A at Company XYZ.

But how do we become more certain of the dates we give to people? It is critical that others are able to rely on the dates you commit to. Your boss will want to know when an important project will be done, or another team might depend on you delivering a task for them to start on theirs. Due dates are unavoidable in many situations. After practicing relative estimation enough, you will start to get a sense for your capacity of work.Д¬apacity is critical to know when you are committing to delivering your work by a certain date. Knowing relatively how complex something is, compared to something else is all we need. In our previous lesson, we learned about how estimation doesn't need to be precise.

Over committed