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If PM noticed the project is behind scheduled, he should do following things:
1. Check whether this is due to a planned risk realizing, then find options whether he can bring the project back on schedule by using the contingency reserves he has planned for this risk.
2. Do a root cause analysis of falling behind the schedule,
a. Is it because of process or people? and take corrective actions to prevent delays in future.
3. Inspect the accuracy of estimations, and do a projection of project completion using the project status data he has.
4. If earlier assumptions and estimations used to plan the project proved to be insufficient/incorrect, do a re-planning based on the new data available; and propose re-planning and review with sponsor for approval to re-baseline the schedule.
5. Update the risk register, review the corrective actions taken and lessons learned with the project team.
Check whether which of the activities in the schedule delayed fall in the critical path of the chart. Those activities which do not fall in CP, accelerate to complete the same with in the slack period. For those fall in the critical path, adopt the starategy of project crashing by allocating additional application of resources either through out sourcing or by overtime working keeping the cost over run within limit. After project crashing, re draw the chart.
Abdul Raheem,
Two things should come as a priority;
1) Notify the project sponsor of the delay immeditely wherever there is slippage in schedule
2) Allocate resources to areas where there are bottlenecks from an area where there is some gaps in time allocation.
Hope this helps.
