As a project manager, the ability to formulate project plans is the most basic and one of the most important.
Consequences of making a plan with a head shot
(1) The project plan has inherent limitations. Making a plan with your head means that the project manager does not thoroughly sort out the project, which often results in a lot of omissions, especially for large projects without WBS decomposition, it is easier to omit related work, and ultimately affect the delivery and acceptance time. At the same time, the project manager did not objectively evaluate the possible risks, including the priority relationship between the various systems of the project. The time taken seemed to meet the project goals, but the dependencies between specific tasks were not considered clearly, which seriously affected the goals. The realization of the milestone goal can not be achieved smoothly. (2) The project plan is very poorly enforceable. It is unreasonable for the team members to execute the plan made by the project manager or the core team of the project, and there will be varying degrees of resistance, because the specific executive talent is the most clear about the details of the implementation process. Unreasonable time will naturally lead to very poor enforceability. (3) The project plan is difficult to calibrate. Without meticulous WBS, the project plan made by Paitou often has a large work package and a long development cycle. When the plan is calibrated, it is often difficult to estimate the completion status. (4) The project plan lacks controllability. When the milestone plan is delayed, scientific and effective evaluation and judgment cannot be carried out, nor can it attract sufficient attention from the management, resulting in the continuous enlargement of the problem, repeated delays in the plan, and the project team may rush to work and do more useless work.
Reasonable planning, making plans The
project manager must plan reasonably, not making decisions with his head, and the plans formulated must have acceptable value. (1) The project manager must have reliable arguments as support when formulating milestone goals. To this end, project managers should have more project information and focus on the overall situation. (2) The project manager should involve team members in WBS and workload assessment. (3) After the milestones are set, the project manager must push back the time and decompose them into project goals to ensure that the milestones can be achieved. (4) While determining these, the project manager should consult relevant experts in a timely manner, foresee possible risks, and formulate a coping plan. (5) Milestone targets are used to control the process. The project manager must be clear about the significance of each milestone and decompose the foreseeable risks into each iteration plan for digestion. (6) The project manager should maintain a high degree of transparency in project information. When problems or risks are uncontrollable, they should promptly communicate with core team members to resolve them, or seek practical help from the company's management.
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