In many projects, the Planner is limited to updating schedules and generating reports, but in reality, a strong Planner integrates scope, sequencing and risk, challenges unrealistic timelines, and provides early warning signals that can make or break project outcomes. However, they are often brought in late, excluded from key decisions, or treated as support rather than strategic contributors.
1) Is the Planner role underutilized, or are Planners not stepping up to influence decisions?
2) Should Planners have the authority to challenge execution teams?
3) Why are early warnings from schedules often ignored
4) What truly differentiates a reporting planner from a strategic planner?