By Doug Johnson, Professional Growth Systems
Number of words: 614, Time to read: two to three minutes
Who should read this article?
CEOs and other executives who want to do more than pay lip-service to improving company performance.
We call our approach to project development Dynamic Planning™. We call it that because it has been our experience, through scores of projects over the last 25 years, that, for projects to be successful, the planning and management approach must be dynamic in nature. This means the project plan and project team must be capable of adapting to the changes encountered in the process of completing a project. Another critical success factor in projects, historically, has been engagement by project team members. This approach truly coalesces a team to produce the desired results, from the beginning, through to the end of a project.
The Dynamic Planning™ approach is a synthesis of best practices from business and engineering. The human dynamic is often given minimal attention in project planning and management. It is the successful establishment and management of key relationships that is the true underpinning of project success. We use the statement, "Plans don’t get things done. People do," to characterize it. A good project-planning and management process adheres to this concept and strives to optimize the quality and quantity of team member interaction.
Starting the project with a group planning process does two important things: First, it builds an aligned team from the start; Second, it builds a plan that integrates multiple viewpoints. That minimizes risk because the entire team has been involved from the start, and everyone feels dedicated to its success.
Defining a clear target date for project completion is critical. All projects, by definition, have a beginning, a middle, and an end. Clarifying the end will help define the finish line and it will minimize the potential for "scope creep."
You must define measurable objectives in each of the areas of work in the project. This definition of objectives provides a framework for all the relevant tasks that you identify.
Proper sequencing and accurate estimation of task durations provides a "road map" for the project. The engineering science of time and task relationships, modeled through Critical Path Analysis gives the project a realistic timeline. For a project to be successful all team members must be mutually accountable. The accountability to meet or exceed the schedule and budget established at the beginning of the project, is the game the project team is playing together.
By applying the general principles that I’ve discussed above, project managers have a much higher potential for success. That is, they’re more likely to complete it in a timely fashion and within the budget. Over the years, this method has produced some extraordinary results. Projects that were seen as extremely difficult were executed in a way that produced success for all involved. Some examples, all of which used the Dynamic Planning™ process, are:
If some of the elements described above are missing from your planning system, add them. You will see marked improvements in your plan completion rate. If you have any questions about how to integrate some of these ideas with what you’re already doing in project planning and management, please We’ll be happy to discuss your questions and get you the answers you need to enhance your success.
- Doug Johnson
911 W. 8th Avenue, Suite 205 Anchorage, Alaska 99501 907.276.4414 ph 877.276.4414 907.276.4419 fax www.professionalgrowthsystems.com