Common sense says that, when working on a project where results really matter, the team should agree on a plan of how to achieve the goals, consider what might go wrong, and make sure everyone who needs to deliver results is committed to doing what needs to be done to make it happen. Here’s a bit of news about the real world of project management: Common sense isn’t common practice! If knowing how were enough we’d all be rich and thin. Projects routinely suffer from under-planning. (Given a choice about how much time to spend planning people will invariably either underplan or not plan at all . . . except for those suffering from analysis paralysis, of course, who prefer endless planning to action.) Executives seem incapable of imagining what might go wrong. Even teams that DO take the time to identify risk usually don’t lift a finger to prevent or mitigate it. (It’s the number one biggest mistake project teams make about risk . . . identifying it but not doing anything about it.) And abdication of responsibility is rampant. The fear of failure is assuaged by the complete absence of any firm commitment or any clear responsibility that could be tied back to the individual. You can easily do better than this! Even a smidge of planning, a pinch of risk mitigation and a dash of clear roles and responsibilities can put you head and shoulders above most project managers. Every hour of planning saves about a day of wasted time and effort. Stop! Think! THEN act! It’s simple, and yet . . . Instead of “Ready, Aim, Fire”, I see a lot of “Ready, Fire, Fire, Fire!!” I personally prefer “Ready, Aim, Fire, Steer” because, in the real world, there is always a need for course correction. Remember the carpenter’s rule “Measure twice, cut once.”
About The Author
Kimberly Wiefling helps individuals, teams and organizations achieve what SEEMS impossible, but is merely difficult. How? By turning managers into leaders and groups of people into real teams through her unique "WorkShocks" - highly engaging, experiential, interactive "Learning Laboratories" where meaningful positive change happens. DEEP EXPERIENCE with GLOBAL COMPANIES: Kimberly has worked all over the US, Europe and Asia, traveling to Japan over 100 times, to work with culturally diverse employees of globalizing Japanese companies. Her superpower is bringing people with diverse backgrounds, cultures & styles together, across borders and boundaries of every kind, to achieve what none could do alone. See details of her work at Silicon Valley Alliances. Kimberly’s first book, Scrappy Project Management, was also published in Japanese by the #1 business publisher in Japan, Nikkei Business Press. She has edited and co-authored an additional 6 books in the “Scrappy Guides” series, and dozens of blogs. Her mentor, Dr. Edgar Schein, wrote the foreword to her new book “Inspired Organizational Cultures – Discover Your DNA, Engage Your People, and Design Your Future”, which was published in a dual English/Japanese format in March of 2018.
Other articles you might like
PROJECT MANAGEMENT BEST PRACTICES To AVOID CAREER LIMITING MOVES – PART 2 of 3 Jeff Schlageter President, Project Acceleration Jeff@ProjectAcceleration.com … PROJECT MANAGEMENT BEST PRACTICES…