Keith MelvinSumaria Systems, LLCDayton, OH, United States
The PMBOK 6th Ed details 49 processes that should be performed to run a successful project. Almost half, 24, are planning processes. Additionally, the 7th Ed introduces the Planning Performance Domain and goes on to say, “Planning organizes, elaborates, and coordinates project work throughout the project.”
Do you have any planning tips? What letter grade would you give your ability to Plan?
My planning tip focuses on creating a WBS and transparency. I like to identify the main deliverables and capture the subcomponents, draw it, then post it so that everyone can see.
I'd give myself a B on my abilities to Plan. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Keith, I take great pride in my ability to plan proactively, and I would typically give myself an A for planning both personally and professionally. However, I would rate myself a B instead, as I sometimes tend to over-plan. Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
In a well defined predictive project, my default is usually deliverables-based planning that starts with the required deliverables, derived from the business case, project charter, scope documents and old fashioned human-to-human conversations or workshops. Then I define the activities required to produce each deliverable, complete with dependencies, resources and leveling. This usually provides a good (if not eye opening for some) starting point. Budgets can be derived from this based on resource costs along with contingency and buffering based on risk and the reality of the situation.
The planning conversation is different for adaptive projects, of course, with reliance on a few other things such as a vision and a product backlog that is likely at a high level, sometimes containing only "epics", although there may be some decently developed user stories.
Is planning the key to project success? I believe it is essential as long as the groundwork is laid beforehand to make sure the benefits expected from the project are well defined (hopefully in the business case) so that the products of the project (not the same as the deliverables of the project), when adopted, accrue the expected benefits. I usually recommend to new PMs a thorough read of PMI's Benefits Realization Management - A Practice Guide.
I generally look to my stakeholders for grading. ;) Saving Changes...
I strive to be a solid B in planning. I once thought the ideal was straight A's, but then experience led me to the famous words "No plan survives contact with the enemy."
I am a big fan of the WBS to organize branches of work. Once you decompose a problem into distinct logical threads It is much easier to address them individually. As changes occur, you can ask what branches were affected.
My personal tendency is to over-plan as well. It's not a bad thing to think things through from many angles. In fact all that thinking will come in handy when we have to throw out the original plan and come up with a new one once we hit a major snag.
That's why I think the B grade plan is best. By all means, do the A+ grade thinking but only put as much of that detail into the formal plan as you're willing to re-write a few times. Saving Changes...
There is no doubt that planning plays a big role in project success. I'd rate B on both personal and professional fronts.
My top three tips for project planning (from my experience) are:
1. **Thoroughly Understand the Scope and Requirements**: Begin by clearly defining the project’s objectives, deliverables, and any constraints. This foundational step ensures everyone involved has a shared understanding of what needs to be accomplished.
2. **Engage Key Stakeholders Early and Regularly**: Identify the individuals or groups who have a vested interest in the project and involve them from the start. Regular check-ins and updates foster collaboration and help address concerns before they escalate, ensuring alignment throughout the project lifecycle.
3. **Effectively Communicate Your Plan to Relevant Stakeholders**: Create a comprehensive communication strategy that outlines how and when information will be shared. This transparency keeps everyone informed and engaged, allowing for smoother execution and adjustments as necessary.
Would love to hear/learn from others! Saving Changes...
Keith, I appreciate your planning approach, which mainly focuses on WBS and transparency. In my experience, the key to successful planning is balancing thoroughness with flexibility. While I strive to create detailed plans, I've learned that excessive planning can be counterproductive, especially in fast-paced or adaptive environments. Over-planning can lead to analysis paralysis and slow down progress. My tip would be to embrace iterative planning, adjusting the plan based on real-time feedback. This approach allows for better alignment with project goals while remaining adaptable to changes and unforeseen challenges. Saving Changes...
"If you have an important point to make, don't try to be subtle or clever. Use a pile driver. Hit the point once. Then come back and hit it again. Then hit it a third time--a tremendous whack."
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