On Planning in Plan-Hostile Environments: II

At the highest level, plans are little more than specifications for collaborative activity. They describe the resources, relationships, and choreography that guide the people who will be executing the plans as they work together to reach their shared objectives. But no plan is ever complete, because all plans are executed inside an environment of some kind. Business plans are executed within a market; project plans within a strategic plan; employee performance plans within an organization.

When we devise a plan we make assumptions about the environment within which we intend to execute it. One common, if tacit, assumption is that the environment will be at least somewhat supportive of the plan. We assume that the plan and its hosting environment are compatible.

Factors that lead to planning difficulty

Some environments have properties that make them hostile to all plans. I explored three of those properties last time: scope creep, a focus on project management rather than people management, and one-size-fits-all policies. Here are three more.

Ambiguity of roles and responsibilities

Ambiguity of roles and responsibilities encourages those with even the most limited ambitions to take steps to enhance their own status. Because the success rate for plans is so poor, people try to "help." They're tempted to push the boundaries of their roles to prevent failure.

By reaching beyond the limits of what others understand as their roles, people can (intentionally or not) disrupt plans that assume more limited definitions of those roles.

Elevated incidence of miscommunication

Because everyone is under extreme time pressure, they communicate by messaging instead of face-to-face. And they do it hurriedly, which elevates the chance of misunderstanding.

When things go awry, and the overall approach changes to respond to the problems, not everyone is informed at the same time. Some people are following the old plan, some are following he new plan, and some the new-new plan. Miscommunications abound.

Unrealistic schedules

One way to seem to make up for lost time is to set unrealistic schedules. They help us maintain the delusion that the previous schedule was achievable. It was never possible, and creating a new unachievable schedule won't change that.

Unrealistic schedules are little more than tactics for avoiding conveying to Management the whole, sad truth about our desperate situation.

Reorganization(s)

Although reorganizations do often produce efficiencies, the savings usually appear at the scale of the enterprise. At the scale of the individual project or task, the effects can be less helpful. The fundamental problem is that reorganizations sometimes sever existing working relationships unnecessarily. People are then compelled to build new relationships, and that takes time and resources.

A second difficulty is that champions of reorganizations sometimes oversell expected efficiencies. The new workloads aren't always reasonable and rebalancing workflows can take time.

Factions and polarization

Political factions and polarization within the organization can act as sources of turmoil for the indefinite future, as political opponents of the advocates of the plan seize opportunities to deflect plans into directions more compatible with their own agendas.

The effects of factionalism and polarization can appear even before execution begins. Anticipating attacks, some planners include defenses against those attacks in the plans from the outset. This anticipatory defense makes plans more complicated than they need otherwise be, which increases costs, stretches schedules, and enhances risks.

Even more

Here are a few more factors:

• Unresolved conflicts
• Past errors unaddressed
• Leaders more concerned with personal success than with enterprise success
• Organic process development has led to burdensome processes
• Inadequate resources: equipment and personnel

I'm sure there are more. rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.comSend them along and I'll add them to the list.   First issue in this series    Next issue in this series   Top    Next Issue

Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. It helps readers learn the subtle cues that indicate that a project is at risk for wreckage in time to do something about it. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just . Order Now! .

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Forthcoming issues of Point Lookout

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Humor is such a valuable tool at work that it ought to be recognized as an official contribution by team members who provide the laughs that keep some teams from auto-destructing. Even if you're not known for bringing the funny, there are a few simple techniques that can change your image. Available here and by RSS on July 9.

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Unwelcome events have two kinds of effects on decision-makers. One set of effects appears as we respond to events that have actually occurred. Another set manifests itself as we prepare for unwelcome events that haven't yet occurred, but which might occur. Making a wrong decision in either case can be costly. Available here and by RSS on July 16.

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