Avoiding Plan B

Most of my worst decisions start with the same phrase: “Oh, what the heck?” Many of these have occurred when planning how to attack a business problem. I huddle with the team to strategize, and before we have formed a real Plan A, I’ve grown impatient to get started on a project. I say, “Oh what the heck, let’s get started and see how it goes.” So, when we find ourselves dealing with unforeseen obstacles and consequences, I announce that it’s time to go to Plan B. Then we spend much of our time mopping up, crafting a plan, and restarting the project. The truth is that we would not be working on Plan B if we had created a solid Plan A.

“Even a good plan needs revision. As a wise general once said, ‘No plan survives first contact with the enemy.’”

I have seen this pattern repeated more times than I would like to admit. The most poignant memory relates to a failed company. At the first meeting of the various groups that would be involved in the green-field project, a key player suggested we begin by agreeing on a common purpose for the diverse group. The leader fired back immediately, “I’ll give you a mission statement—we attack at dawn, now let’s move on!” This leader forgot his military training and went on without a common purpose. This contributed to many activities that were not tied to a common goal that would serve the health of the company. Even a good plan needs revision. As a wise general once said, “No plan survives first contact with the enemy.” Failure to complete Plan A allows and/or requires the parties involved to act independently.

In response to my own failures, and to those in which I have participated, I studied methods of planning to define a process that would be brief and effective. The resulting planning tool is a series of questions that may be answered by a team in less than an hour. It is also thorough in that it addresses the goal of the project, the goals and strategy of the company, and the skills, resources, and methods to anticipate and avoid common failure paths. It is a path to a real Plan A that I call “mission-aligned people and process” (MAPP).

Defining and Aligning

The MAPP begins by prompting the team to clearly define the project goal in terms that describe what success will look like. Second, before we waste our time, we define the connection between the project goals and the goals and strategy of the company. This is important for two reasons. First, if there is no connection, either the project goal or the company’s goals need adjustment. If there is no alignment, then the project will fail and should be abandoned. Second, if the project and company goals do align, then the team should communicate and report results in those terms. This will allow all departments to see the value and more readily share resources.Once the desired results have been clearly defined and aligned, the team moves on to clarifying guidelines as to how progress will be measured, who should participate, and how they will communicate.

Accountability

The team then decides how often they will check progress and assigns key tasks. They check to ensure that the participants have the required authority to make decisions about the project. Finally, they address the priority of this project in relation to the regular duties of the participants (e.g., if I have a hot order to get out, am I dismissed from participation?).

Resources

Next, the team looks into the knowledge available to the group, as well as the abilities represented. Based on this, they can draft experts with specific skills. They also may resource training specific to the task from vendors, local colleges, etc.

Rewards

Lastly, the team discusses what will motivate people to make the desired changes. How will it benefit them in terms of making the job easier, faster, or of higher quality? Will the rewards be intrinsic, such as improved job security, or will there be recognition of exemplary behavior, or even financial incentives? Creativity must also be addressed. Innovative approaches are happening all the time, so the team must decide how they will capture and reward these ideas. They will need to provide both the time and the communication path to allow busy people to suggest improvements, and then recognize and appreciate them for doing so.

The MAPP tool has been very useful in quick and systematic project planning that avoids the expense and hassle of going to Plan B. Making a habit of constructing a solid Plan A has saved me time, hassle, do-overs, and the embarrassment that comes when I

avoid my own advice. Plan ahead!

Scott Ellis, Ed.D., is a partner in P-Squared (P2). He can be reached at 425-985-8508 or scottellis@psquared.usa.com.