The PMBOK seems to speak to planning more than execution. Is that because most PMs know how to execute? Or is it the difficulty of project execution in various industries?
I’ve always believed that any plan is better than no plan. I think I’ll give that up. What I’m now thinking is that a flawed or poor plan may be worse. It may give a false sense of security and a bad direction.
I saw lots of sound reasons for planning to be done well. It’s more political and challenging, sets the strategy and makes execution easier. Poor plan, poor execution, & failure. Better plan, better control of triple constraints. To be a good plan is more difficult than to execute it. A well thought-out plan makes execution easy. There were several recurring themes like these.
A crystal ball would help the planning (forecasting and risks). The plan helps the execution to deal with the unexpected. If you weren’t issued a crystal ball, the planning is much more difficult. Thorough planning can be difficult if there is pressure to begin the project now. There are sayings about “not enough time to do it right, but plenty of time later to do it over.” Those sayings always seem valid.
Then there is the reality that projects have variation. Things change. This doesn’t make the plan invalid. A plan is only a roadmap. It shows you where you should be going so you can see if you are off track. Sometimes the unknown shows up, and the team must improvise. As a PM your job is to (lead the team) to make it work. I agree. Great insights!
I was very interested in the comments about the PMBOK, that it should reference more tools and techniques in the executing phase. I think it should address the fundamental approaches to controlling or managing a project. It barely touches the subject.
Now for a little blasphemy. I don’t agree with the common idea that projects in different industries, specialties, or complexities cannot be managed in very similar ways. I take a very basic view of projects. They all have inputs, deliverables, tasks, and resources. They have start dates and commitment dates.
I don’t believe the PM must have knowledge and intuition of the subject matter of the project. It would certainly help, but iIf the PM doesn’t, then he/she must have a subject matter expert to help. One keeps the tasks on track. The other keeps the technical issues under control. It works for construction, aerospace, software, submarine overhauls, pharmaceuticals, governments and small businesses.
Thank you for letting me use your words this way, mixed with my words. I hope they fit well, even the way I crammed them together. I’d like to hear more from you.
