Working Together

Planning and execution are the foundation of enterprise IT project delivery. When these two components operate in isolation—planning without execution or execution without planning—the outcome is rarely effective. The key is execution as per the plan, where each action aligns seamlessly with the established roadmap.

Plan Without Execution

Planning is essential, but a plan without execution holds no value. Let’s face it—anyone with the ability to search the internet or ask AI the right questions can piece together a plan. Coupled with impeccable sales skills, this plan may even appear almost credible. However, the true worth of a plan lies in the project manager’s ability to transition it from theory to tangible progress. Some plans fail to be executed or are abandoned partway through due to: 

• A lack of understanding of the plan, often a result of not having created the plan yourself or failing to fully immerse yourself in its details. 
• Insufficient knowledge and skills required to bring the plan to life.
• An inability to adapt standards and best practices into the plan to meet the unique needs and constraints of the project.

Execution Without a Plan

Conversely, there is often a rush to 'just do it' without a plan, driven by the misguided belief that diving straight into the details will fast-track outcomes. But consider the following:

• You will only know what to deliver if you understand what you are trying to achieve (a clear list of tasks to fulfil the scope).
• You will only know when to do what if you are aware of when it is needed (an organised timeline).
• You can only track progress if you know who is responsible for each task (effective task allocation).
• You will only know what to prioritise if you understand the dependencies (a hierarchy of priorities).

Without a plan, project participants often juggle multiple tasks or randomly work on anything that comes to mind. This scattergun approach leads to exhaustion and the frustrating sense of spinning wheels without making progress. Planning provides the clarity and direction necessary to ensure every action has a purpose, alignment, and measurable impact.

One week, one-and-a-half days of which was taken as time off, so it was three-and-a-half working days of running around like a headless chook, where Jimeno:

Steps 2 to 9 were unnecessary. Jimeno charged the client three and a half days for wasted effort, having been carried away with the urgency and excitement of ‘doing’. The takeaway is always to step back, understand the big picture, and ask upfront, “What are we trying to achieve?”. 

Execution as per the Plan

The ideal scenario is where execution aligns with a well-thought-out plan. This approach ensures that every action is purposeful, every task contributes to the overarching objective, and the project remains on track despite challenges. A good plan should be:

• Be tailored to project's unique needs based on standards and best practices. 
• Account for all variables, including constraints, dependencies, and potential risks.
• Be clear, comprehensive, and flexible enough to adapt to changing circumstances.

Effective execution requires:

• A focus on outcomes, asking, “What are we trying to achieve?” rather than simply, “What needs to be delivered?”
• The ability to adapt quickly when things do not go as planned, adjusting the approach as needed while staying aligned with the project’s objectives.
• Strong collaboration among project participants and teams, ensuring that everyone understands their role and the timing of their contributions.

Having control of execution means no slacking, no blinking, and no ball-dropping until the work packages are delivered.

When planning and execution work together, the result is a cohesive effort that maximises efficiency, minimises waste, and delivers value.

Achieving Balance

Projects need balance. Overplanning without execution results in stagnation, while over-execution without a plan leads to burnout and chaos. The solution lies in the expertise of a project manager who is competent in developing a practical plan and has the leadership to drive its effective execution.

Commentary on Overplanning

The rise of Agile delivery models has led to a common misconception that IT projects should operate with little to no planning. While Agile emphasises flexibility and iterative progress, this does not equate to abandoning planning altogether. Effective planning, based on recognised standards and best practices, is the minimum expectation for any successful project.

What may be referred to as 'overplanning' is, in reality, the necessary groundwork that underqualified project participants perceive as excessive. True overplanning occurs when time is spent creating redundant processes or unnecessary documentation that adds no value. 

Reflection Points

• Do you adapt the plan to standards and best practices to fit unique project needs? Evaluate your ability to tailor theoretical concepts to real-world scenarios and constraints.
• Are you starting tasks with a clear understanding of the objective? Reflect on whether you prioritise understanding what the project aims to achieve before jumping into action.
• Do you strike the right balance between planning and execution in your projects? Reflect on whether your approach avoids overplanning or rushing into execution. Consider how you can apply your expertise to deliver projects with clarity, focus, and purpose.