As I work on my textbook, I am reminded that the value of many techniques is not in their result, but in the process of using them. For example, using quality function deployment (i.e., QFD or House of Quality) is not really about ending up with a matrix of specifications for statistical process control, but more about creating a common vision and consensus about how to meet customers' requirements.
Project planning is much the same. The process of planning can be team-building and goes a long way to understanding and meeting customers' expectations. It can be especially helpful in identifying interdependencies and clarifying trade-offs for decision-making.
A story that comes to mind that illustrates how project planning can deliver results far beyond a specific timetable is the experience of Connie. She was a summer intern, in between years of a prestigious full time MBA program. Young and bright, she did not have much self confidence, and was assigned a rather daunting task: assuring business continuity for a Fortune 100 company headquartered in the midst of the host city for the Olympics. Company executives were busy running their divisions, preparing for the marketing and operational challenges of the Olympics – and Connie was supposed to get them to make serious contingency plans for a variety of risks that could interrupt their business. She was having a difficult time commanding their attention and gaining their support.
We worked together to develop a project plan to develop a continuity plan (yes, a plan to develop a plan!). The project identified the pieces of information that were needed, who should participate, the specific scenarios to be addressed, and the desired results from the continuity plan. Once this was captured in a professional-looking time line, with a critical path and deadlines, Connie asked for another set of meetings with the division executives. Armed with an understanding of the interdependencies and assumptions that were reflected in the project plan, she approached these meetings with a new sense of confidence. As a result, the executives committed the proper attention and resources to business continuity and the company was well-prepared for the Olympics.
Things often do not go according to plan, but that's not the power of planning. Be clear. Be ready. Be committed. Don't be too busy to plan.
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