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Characteristics of An Empty Action Planning and Implementation Battery

The document discusses characteristics of organizations with empty action planning and implementation batteries. Some characteristics include suggesting many meetings and projects without screening for relevance, suddenly having to deal with unplanned issues without context, focusing on individual heroic efforts instead of collaboration, and implementing many changes at once without proper planning.

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Fiene Nagtegaal
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14 views3 pages

Characteristics of An Empty Action Planning and Implementation Battery

The document discusses characteristics of organizations with empty action planning and implementation batteries. Some characteristics include suggesting many meetings and projects without screening for relevance, suddenly having to deal with unplanned issues without context, focusing on individual heroic efforts instead of collaboration, and implementing many changes at once without proper planning.

Uploaded by

Fiene Nagtegaal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Characteristics of an empty action planning and implementation battery

How to recognize that your battery isn’t fully charged…

1. More is better
All organizations define actions to move forward such as meetings, at first glance this
can be seen as an energized organization. But if these ideas aren’t screened for
relevance then the initial suggestion can quickly become a time consuming, never
ending journey. This happens in organizations that can’t separate the emergency
problems from the non-critical projects.

2. Suddenly you have it ???


All of a sudden things are coming at you all at once, one point you had no clue
something was going on and the next you have to take care of “it” without even fully
knowing what “it” is, let alone any idea of the context and because of that you don’t
know how to handle it.

3. Herculean energy ???


Organizations will welcome “heroes” who are able to move mountains but end up
working on their own mountain. They have a mind set of “Work harder not smarter”

4. Big bang energy


Organizations prefer to implement big and small changes all at once so they can
contain the amount of trouble while going through them. In the end, project seem to
become bigger and bigger until you can’t postpone the big bang any longer. When it
finally does explode it comes with all sorts of solutions but also brings collateral
damage and in the end bring long periods of rework and heavy maintenance.

5. Sunrise followed by sunset


In the last few years many prestigious projects have been kicked off but few have
been able to stay successful. As soon as the attention toward the project started to
fade away, so did the initiative and results started to slowly decay.
7 reasons why strategic plans fail

1.  Unrealistic goals or lack of focus and resources


Strategic plans must be focussed and include a manageable, clearly defined number of goals,
objectives, and programs. Adequate resources to accomplish those goals and objectives
outlined in the plan must be adequately allocated.

2.  Plans are overly complex


If plans aren’t effectively capable of being communicated because of their complexity, then
team members cannot be expected to carry them out as intended.

3.  Financial estimates are significantly inaccurate


All too often, projects proceed with little more than a general estimation of what sorts of
resources are needed. The further along a project is allowed to proceed without adequate
financial controls and checks in place, the higher the overall costs involved.

4.  Plans are based on insufficient data


If plans are based on wrong assumptions due to insufficient — or misunderstood — data, they
drive the project towards disaster from the outset, particularly if there is no Plan B in place and
no means with which to easily modify the plan before the project slides out of control.

5.  Inflexible/undefined team roles and responsibilities


While it’s imperative that everyone involved in a project understands from the outset what
their work is, how it fits into the project as a whole, and to whom they will be reporting, it’s
also important that there be mechanisms by which their feedback is factored into the planning
and project processes, particularly as changes in project circumstances require.

6.  Staffing requirements are not fully understood


Resource planning is a crucial part of the project planning process, and, if not carefully
implemented, incorrect assumptions and estimates made regarding human resource
requirements, including the number, role, skill, and timing perspectives can impact project
timeframe and overall bottom line costs. After all, plans depend on the resources who deliver
them

7.  Project scope inflexible to changes


Experience tells us that simply because a plan has been implemented and everyone has agreed
to it doesn’t mean that all will go as expected. It’s never a good thing when the scope of a
project changes and it can usually be avoided through proper planning. But being adaptable
and having a “Plan B” in case it does happen along the way is imperative to help attain the
overall project goal.

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