Category Archives: Planning Skills

The Crisis is Over (Soon)

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We created our crisis response. Uneven across the landscape, some more affected than others. By now, we are doing what we thought prudent. For some, that will necessarily be maintained, others may see dramatic shifts in the next four weeks.

Get Ready
While your crisis response is set (one way or the other), it is time to plan for a transition. It is time to blend your crisis response team with your transition team.

Time Frames and Scenarios
Look at the extremes that may happen in your what-if scenarios. Look at the time frames –

  • April 30 will see the expiration of current “essential services” guidance. Some places will see continued guidance, other places will see re-definition.
  • Four weeks out, there will be some re-mobilization, and that experience will teach us more about how we will proceed (or retreat).
  • Two months out, we will begin to understand our companies in the midst of this chronic condition. And we will learn more about what is possible and not possible given the circumstance.
  • Four months out (August), we will gauge our ability to cope and determine how to leverage our assets in the face of circumstances.
  • Eight months out, we should see what we will look like going forward into the future, however modified, however different.

This is not something that will just get fixed. This is more likely a chronic condition we have to adapt to. Even if herd immunity kills off COVID-19, you can rest assured there will be a COVID-20.

This is Not a Pause and Restart

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One month ago, perhaps we thought this would be a V shaped recovery. Pause, restart. With 6.6 million unemployment claims this week, we are in for a longer haul. In the midst of damage control, if you are the leader, you have to think a bit further out.

Now is the time to plan out some variations in your what-ifs. April is gone. What if May? What if June?

What if June sees a relaxation and there is a resurgence in cases? What if additional government intervention occurs because of case resurgence?

Think about the variables and the combination of variables. We will emerge from this pandemic, we will. This is not the time for despondent thinking. This is the time for resourcefulness in the face of uncertainty. Think beyond emergency measures. What will life be like in two months time, three months time?

Vision is Where Enthusiasm Lives

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When I trained for a marathon (at the ripe age of 39), Thursday would arrive at 3:30a. The alarm clock would ring and I had a decision to make. I could throw it against the wall and return to my slumber, or I could put on my shoes and head out the door.

At 3:31am, I put together the connection between vision and motivation.

The goal was clear, 16 miles, in the cold. But for some reason, that goal did not get me going. In fact, counterproductive reality. The only thing that got me out of bed was the vision at the end of the marathon. My vision was a slow-motion movie-like first-place finish breaking the tape, wind in my hair, looking sharp in my fancy running togs. It was only that clear and compelling vision that got my feet on the floor.

Here is the truth. Your team doesn’t care about your goals. They are not exciting. The only tool you have, as a manager, to get your team juiced up, is a clear and compelling vision of the future. A vision complete with vibrant color, exciting sounds and the smell of success. It is a description of the details that breathe life into a project. Vision is where enthusiasm lives, energy, drive and inspiration.

Goal Setting is Not the First Step

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Miriam crept into the conference so as not to disturb the rest of the meeting. Everyone was working hard on their business plan for 2020. “I’m having a bit of trouble,” she said. “I know all the steps for the plan, but I am just stuck.”

“And, from our structured planning model, step one is what?” I asked.

“Step one is to create the vision for my department. And that was easy. I think I got it all captured in a couple of sentences. It’s the rest of the plan that I am having difficulty with.”

“Interesting,” I replied, “that you can capture that much detail in two sentences.”

“Well, you are right,” Miriam confessed. “There isn’t a lot of detail, but I thought it would be better if it was short.”

“Miriam, here is the way the vision part of the plan works. The more detailed it is, the clearer the images are, the easier it is to write the rest of the plan. Instead of two sentences, write two pages. I want to know who your customers are and what services you provide. You probably have more than one customer segment, tell me how they are different and how your services to each are different? Tell me what position you hold in the marketplace, what your market share is? Who are your competitors? Tell me what your competitive advantage is, what are your core competencies? Who are your key personnel, how do you find them, how do you grow them? Tell me about your facilities, your plant? How do you control quality? How do you guarantee performance?”

Miriam left the room with a bit of thinking to do. A couple of days later, I read her vision statement. It contained all the detail we talked about and more. The plan that followed was clear and detailed, all driven by a carefully constructed word picture of the future.

The first step in the plan is vision.
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Vision
Inventory of Current State
Goals
Action Plan
Resources (Budget)
Communication Plan
Follow-up Steps

Not Just a Picture

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“We have to find a purpose that has us?” Rachel was confused. “I’m not sure I understand. We are trying to do strategic planning for 2020. I get that we have to define our purpose. I know that purpose will drive the rest of the plan. But you make it sound like that purpose has to be some powerful compelling force. We bake bread.”

“Exactly!” I said. “What kind of bread do you bake?”

“Well, we bake all kinds of bread.”

“So, why do you bake bread?”

“I don’t understand.” Rachel’s head was moving from side to side. She wasn’t disagreeing, but she was having difficulty with the question.

“Why do you bake bread?” I repeated.

“Because our customers buy it.”

“And, why do your customers buy it?”

“Well, bread is consumed at almost every meal in some form or another. People eat a lot of bread. It’s a comfort food.” Rachel was trying.

“Why is bread so important to people?”

“It’s just part of life, bread goes with everything. It’s universal. Around the world, all cultures eat bread. When people get together, they break bread. It’s almost a bond between people.”

“And do you bake quality bread?” I asked.

“The best,” Rachel smiled. “Hot out of the oven, warm, soft, drizzle a little honey on it, just the smell of it makes you feel good.”

“Rachel, you are on the right track. Somewhere in what you describe is purpose. Somewhere in there is vision. Somewhere in there is mission.”

“It’s funny you should say that,” she said. “In the hallway is our mission statement, only it’s just a picture, of a steaming loaf of bread emerging from an oven door.”

Or, Let It Sit on the Shelf

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“Why do you think you never looked at your plan this past year?” I asked. Rachel was quite interested in making her 2020 plan different.

“I’m not sure,” she replied. “It was almost like it didn’t matter. We could re-read it and talk about, but it didn’t seem to matter all that much.”

“That’s why purpose is so important. That’s why purpose is the first step. Purpose drives the rest of the plan. Without a well defined purpose, your plan will be uninteresting and sit on the shelf.”

“So, we really need to have a purpose,” Rachel was nodding, enthusiasm creeping across her face.

“No,” I said. Rachel’s face turned quizzical. “You don’t need to have a purpose. You need to find a purpose that has you. You need to find a purpose that has a hold on you so tight that you can’t stop thinking about it. You need to find a purpose that captures you. When you find that purpose, you won’t have any problem pulling your plan off the shelf and working it.

“Find a purpose that has you.”

The Future in Today

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“But, what about today?” asked Kristen. “It’s great to think about the future, but I have to get stuff done today.”

“The anchor for the manager has to be some specific time point in the future. Every action we take only has meaning related to that future point in time. Call it planning, call it a milestone, call it a goal.

“You are right. You have to get stuff done today. Action occurs today. The role of the manager is to inspect that future time point and create today’s effective action. Here is the question. What is the destination, and what is the most effective action we can take, today, to get there?”

SIP Planning

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As Hurricane Dorian skirts the Florida coast, on its way north, I was privileged to observe a phenomenon in several companies, recently coined as SIP planning (Short Interval Planning). We can have an overall plan within what is known or highly likely, but in fluid situations, like hurricanes or projects, those plans have to be constantly reviewed and adjusted to changing circumstances.

So, use your favorite planning model, but look at it often, with your team for –

  • Changes in “known” facts.
  • Changes in assumptions.
  • Changes in timeline (hurricanes slow down, projects get delayed).
  • Changes in workforce (the important “who?”)
  • Changes in expectations.
  • Changes in intention.
  • Changes in supply chain.

You probably have your own list of things that can change. Stay safe during this hurricane.
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My thanks to Bernard Paul-Hus who introduced the concept of SIP planning.

The Schedule and Reality

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Phillip stared at me. His blood pressure was up, though he appeared calm, but not like a deer in the headlights.

“So, we should teach our Project Managers to schedule?” he asked, knowing the answer was yes.

“Look. Phillip. Think about this. What is the most frequent problem a Project Manager has to deal with?”

Phillip didn’t hesitate. “The contractor calls up and wants to know how come something on the job site isn’t happening the way he expected it to.”

“And what happens then?”

“Well, the PM starts scrambling. He jumps on his radio to find out what happened to the crew or the materials or the equipment. It can get a little chaotic.”

“Why doesn’t the PM immediately go to the schedule to find out what is happening?”

“The schedule?” Phillip almost started laughing. “His schedule won’t tell him anything.”

I stopped, waited for ten long seconds. “And why won’t the schedule tell him what he needs to know.”

It was Phillip’s turn to wait. He was trying to craft a response, but the only thing that came out was the truth. “I guess we don’t take schedules seriously enough to train our PMs on how to create them and use them.”

“So, Phillip. Yes, you need to train them on how to put a schedule together.” Phillip nodded slowly in agreement. “And that’s not all. There’s more.”

It’s a Different Level of Work

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As Phillip simmered, he finally blurted out, “But they should know how to schedule. How hard is that?”

“I don’t know, Phillip. How complicated are your scheduling logistics?” I asked.

“It’s just getting the materials and the people scheduled. How hard could it be.” Phillip was firm.

“What is the biggest problem they face in scheduling?”

Phillip thought for a minute, hoping to tell me there were never problems, but he knew better. “I guess the biggest problem is coordinating with the other subs on the job, to make sure their work is finished and the project is ready for the work we do. Since the subs don’t work for us, coordinating is sometimes difficult.”

“So, how do you train your PMs to deal with that?”

“Train ’em. They’re just supposed to know that they have to go check.” It was not a good answer and Phillip began to backpedal.

I pressed. “On the job, do materials ever get back-ordered? Does a crew member ever call in sick or a whole crew get reassigned to an emergency? Does the contractor ever change something without a change order? Does a piece of heavy equipment get delayed on another project and not show up? Does a dumpster load sometimes not get switched out in time. Does a code inspector sometimes not show up?

“Tell me, Phillip. How do you train your Project Managers to create and maintain schedules?”

Phillip hesitated. He knew any response would just sound like an excuse.

“Phillip, here is the critical factor. Actually doing the work is completely different from making sure the work gets done. It’s a different role in the company. It has its own skill set. You didn’t hire for it, you didn’t train for it, and, right now, it’s killing you.”