Progressive Elaboration Is the Only Sane Approach to Planning!
By Kiron D. Bondale
Imagine that you are planning a multi-day road trip across the country to a town which you’ve never visited before. Chances are that you will load your smartphone with maps to help you navigate the journey as well as identifying some points of interest and regularly spaced hotels along the way. What are the odds that you will plan your trip down to the hour? For most of us the answer will be pretty slim.
So why is it that some of us continue to develop plans to a level of detail which is unrealistic given the level of information we possess about the project at that point in time?
Some times this could be caused by low organizational project management maturity. Financial policies or methodology standards might require project teams to provide detailed high confidence detailed cost and schedule estimates for the entirety of a project before funding gets released. Depending on the consequences for exceeding such prematurely established baselines, teams learn to play the game by either overly inflating or vastly underestimating in order to secure funding approvals.
However, in other instances the root cause could be the team’s own desire to impose control on the inherently uncontrollable. The allure of detailed plans is compelling because they reinforce the illusion of certainty. Models are at best accurate for the instant in which they were conceived, and without significant effort invested in updating them on a regular basis, their value diminishes rapidly.
What’s fascinating to witness is the anchoring which occurs once a plan has been developed, socialized and baselined. The people who developed the plan will go out of their way to ignore or refute objective evidence that something is amiss.
This reminds me of the sadly all-too-common reports of those who have driven their cars into large bodies of water because they chose to obey their GPS directions blindly instead of their own eyes.
This is not to say that planning is bad.
The old saying of failing to plan equating to planning to fail is evergreen. But two principles muse be respected:
- Planning is an ongoing project activity and NOT just a phase
The level of plan detail should be commensurate with the team’s level of knowledge about the project
Progressive elaboration FTW.
Kiron D. Bondale, PMP, PMI-RMP has managed multiple mid-to-large-sized technology and change management projects, and has worked in both internal and professional services project management capacities. He has setup and managed Project Management Offices (PMO) and has provided project portfolio management and project management consulting services to clients across multiple industries.
Kiron is an active member of the Project Management Institute (PMI) and served as a volunteer director on the Board of the PMI Lakeshore Chapter for six years.
Kiron has published articles on Project and Project Portfolio Management in both project management-specific journals (PM Network, PMI-ISSIG journal, Projects & Profits) as well as industry-specific journals (ILTA Peer-to-peer). He has delivered almost a hundred webinar presentations on a variety of PPM and PM topics and has presented at multiple industry conferences including HIMSS, MISA and ProjectWorld. In addition to this blog, Kiron contributes articles on a monthly basis to ProjectTimes.com.
Kiron is a firm believer that a pragmatic approach to organization change that addresses process & technology, but most important, people will maximize your chances for success. You can reach Kiron at email@example.com