Before insisting about the importance of good planning for every Project (fail to plan is plan to fail), let’s think of what happen when the Project Manager doesn’t have the habit of planning. When you see someone leading a project just doing what customer asks, responding day to day issues and crisis just by reacting. Can you call this to manage a project?
A Project Manager who lacks the habit of planning is giving a bad impression. He is not doing his job right. He is not managing a project. He is managing other thing. When a stakeholder criticizes him in a follow-up meeting because he is continually improvising, he gets blushed.
What kind of professional image is a Project Manager giving if he doesn’t know best what to be done from now on? If he prepares a gantt not for himself, but to look good in the follow-up meeting, this is very noticeable. He is not reporting project status. Why has he arranged this meeting? Just to get to know what to do next, I’m afraid.
How different the impression (and how effective we look!) when we are truly committed to the project (habit 1), and we have a clear image of the project future and near steps. The second habit of highly effective people “start with the end in mind” could be translated as the generic habit of 2) Progressive Planning and other three specific sub-habits: 2.1) Visualize Destiny and Path; 2.2) I keep an Updated Credible Plan and 2.3) I Can Say No.
Following there are some lines that flows naturally when we integrate in our character habits 1 and 2:
2.1) I Visualize Destiny and Path:
2.2) I keep an Updated Credible Plan:
2.3) I Can Say No:
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