How well do you plan?
Do your plans always work out without problems?
“Plan for the future, because that is where you are going to spend the rest of your life.”
– Mark Twain
Planning is another component to your effectiveness in the workplace and is the process of achieving the optimum balance of needs or demands with available resources by identifying objectives, formulating strategies to achieve them, arranging or creating the means required, and implementing, directing and monitoring all steps in their proper sequence.
Good planning bridges the gap between where you are to where you want to be. It helps decide in advance what to do and how to do it. Planning also provides direction, reduces risk, reduces overlapping and wasteful activities, promotes innovation and creativity, sets objectives, and develops the appropriate courses of action for better decision making.
What are the Most Important Preventive Actions?
Note: All these actions assume that you are the Project Leader for an important project.
Preventive Actions are actions planned 30-60-90 days in advance of a project’s start, that are added to the project’s Time table, to identify and resolve problems and mistakes to enhance the success of a project.
Planning, the first phase of the Project Process, starts once you accept the Project and ends after IPR 1.
Conduct Initial Site Inspection: Visit the site to determine if it’s suitable (available, accessible and sustainable) to support the project’s requirements. Gather sufficient information (photos, dimensions and sketch maps) to create your Draft POA and conduct a Backbriefing.
Create Draft Plan of Action (POA): Includes Objective, Methods, Risk, Time, Resources Needed and Unresolved Issues. The POA is the desired end state of the project from which you will measure against the actual end-state. Consider using a Rehearsal Plan, Priority Response System, Quick Reaction Team, and a Pre-Stocking Site.
Provide Advanced Warning: Message from you to all Key Players (anyone who must take action for the project to be a success) of what’s coming so they have as much time to plan as possible. Includes, as minimum, the Objective of the project telling who, what, when, where and why. Provide as much information as you can. No one likes being told that they are going on a trip overseas tomorrow, when you have known about it for month.
Conduct Risk Assessment: With the help of your team, conduct a risk assessment to answer these questions; do we have any safety, security and assumption risk associated with this project and how can they be mitigated?
Conduct Backbriefing: Briefing that you give to your Leader as to your Draft Plan of Action (POA) to accomplish the Objective you were assigned. Your briefing should take place either a few days after accepting the project or 60 days before the project starts. The Backbrief should address the Objective, Methods, Risk, Time, Resources needed, and Unresolved Issues from your POA.
Conduct Staffing a Document: Process of collaborating and achieving consensusby circulating a POA through all Key Players for their concurrence or non-concurrence with comments. Collaborating and seeking consensus not only seeks agreement of most members, but seeks to resolve or mitigate any objections of minority to achieve the most workable solution. In end, ask everyone, “Can you support this …? If not, why?”
Conduct Decision Briefing: A briefing to the Decision Maker by you, with all Key Players in attendance, to obtain final approval before the POA is published and before any action is taken.
Conduct In Process Review (IPR 1): Meeting conducted by you with all Key Players to collaborate, coordinate, and achieve consensus on the project. Normally, there are 2 IPRs scheduled between phases; IPR 1, between the Planning and Preparing Phases conducted at the half-way point of the time remaining and IPR 2, between the Preparation and Execution Phases conducted 7-10 days before the project starts.
To be continued: You can learn more about this critical core competency of effectiveness, and how it can help enhance your career, by add this volume from The Effectiveness Guide to your professional library, today!
YOUR GUIDE TO BETTER PLANNING
Here you’ll learn:
Chapter 1: The Basics of Planning
Chapter 3: The BEST Checklist to Create a Plan of Action (POA)
Chapter 4: What a Real Plan of Action (POA) Looks Like
Chapter 5: The Most Important Planning Tips
Chapter 6: The Top 18: Don’t Forget Nothin!
Chapter 7: Assessing and Mitigating Risk
Chapter 8: Creating Contingency and Mitigation Plans
Chapter 9: Training to Excellence
Chapter 10: Managing a Budget
You now have the chance to enhance your career by learning how to become more effective tomorrow than you are today.
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Here’s what you’ll learn:
CHAPTER 1: WHAT MAKES A LEADER EFFECTIVE?
CHAPTER 2: BY BECOMING A BETTER DELEGATOR
CHAPTER 3: BY BECOMING A BETTER PLANNER
CHAPTER 4: BY BECOMING A BETTER ORGANIZER
CHAPTER 5: BY BECOMING A BETTER COMMUNICATOR
CHAPTER 6: BY BECOMING A BETTER PROBLEM SOLVER
CHAPTER 7: BY ENHANCING YOUR AWARENESS
CHAPTER 8: BY BECOMING A BETTER TRAINER
CHAPTER 9: BY ENHANCING YOUR ABILITY TO MOTIVATE
CHAPTER 10: BY ENHANCING YOUR CHARACTER
APPENDIX A: PLAN OF ACTION EXAMPLE
APPENDIX B: REAL WORLD PROBLEM SOLVING EXAMPLE
APPENDIX C: ADVANCE PROBLEM SOLVING WITH VUCA
APPENDIX D: CAREER ADVICE
APPENDIX E: CREATING MISSION AND VISION STATEMENTS
The Effectiveness Guide will be the best investment you’ll ever make in your career.
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The 9 Core Competencies of Effectiveness