Now an interesting concept in terms of your real life which is called a Parkinson's Law. You might have noticed in your interesting turn in your life that where people frequently use the entirety of the time allocated to perform a task, your tasks are supposed to be done in five days and the most likely timeline is five days. Even then, if you give them eight days they will take eight days that is normal finishing early is not the norm. Especially for the last large project because people do not want to give an idea or the estimation that yes, we are finishing early. So the team wants to hide behind that thing. So they do two things could happen.

Either there is a spike in the beginning, which is a time allowed in the beginning you do a lot of things and then you die down and then you easily go on or you have two spikes in the Beginning or at the end, but then there is a time man where you are actually either doing nothing or you are delivering at your minimum. In these cases when you are in this is usually happened when you are using a bottom up. Well, if you don't have the three point estimate, you would not know that, why it is happening, why extra time has been factored into that activity. This is a hidden time because as a team member, I'm not telling you that I'm done early. Oh yes, sometime you need to push but again, as a collaborative environment as a trustworthy environment as environment which is learning as an environment where people are not after your head, you need to push a little bit and then you need to understand the reasons or that why something is happening.

This is very important. If you do go into this Parkinson's Law you am this is normal. So procrastination is normal for many people, most people put up starting a task until the last possible minute. I am one of those I have this kind of a thing. But yes, it is not. Ideally, I'm usually overcommitted.

But still I have this kind of second one I spike I deliver and then I take a little bit of procrastination and then say okay, things I have done finish a little bit of rest will help me stuff like that. So this has happened in the light and obviously you cannot be on your toes throughout your project lifecycle of let's say, I'm in a project right now, for 18 months, I cannot be I cannot be running 18 months 10 to 12 hours per day, because so there are spikes. So this is I I still would not call it as a hidden timeline. But yes, as a project manager, you need to identify you need to question that why these timelines have been given by these durations argument demand, this project team member may be assigned to multiple projects with multiple demands and this is actually having this problem then when you are shifting from one project to another project, then you have this kind of thing that requirement to move from one project to project can shift focus rather than a loss of concentrate.

These three things can happen because of this Parkinson's Law concept. That yes you start something and then you say, oh I have done something and then somebody find you and then you it will move you to another project and then your timeline and you have used the entirety of your time or as scheduled activities are typically completed on schedule or late but rarely early. We're normal. We know we don't want to tell that we are very good because then it becomes a call on the train that they say that they will different activities early and then push more time on it. So they will have what they will do. They will sandbag the result to protect themselves and finish on scratch.

This is called sandbag, this is Parkinson's Law. This is what we have. And this is normal what you have in your life. So, I don't know I mean we can avoid this in many situations, at least in terms of being a project manager, we should ask questions that why you are giving this duration and you should do your third party estimate which is recorded in a procurement, a third party estimate. Ask somebody has also that, what is the most effective, efficient duration or effective duration for this time for this activity. Thank you.

We'll see you in the next session.