A perfect plan
A new project is on the horizon. The management is optimistic, the employees are hopeful and motivated. The project plan reflects the team’s drive. It is to be a glorious undertaking, the sales promises are ambitious. The budget is defined, the goals seem clearly defined, the first milestones are already on the horizon. Finally, the deadline is set – it’s time to get down to business. The steadfast team is in good spirits: “We can do it!”
Hubris (AKA At first glance, the mountain appears to be a hill)
At the beginning of the start-up phase, everything seems to be going well. But gradually an unwelcome suspicion creeps in … Suddenly it becomes apparent: A tool that will probably be essential is missing. Some employees are missing software authorizations without which they cannot complete their tasks. A few new decisions about the plan changes need to be made and approved – but … who was responsible again?
Then the solution: the people responsible are on vacation. After the project manager is also briefly absent due to illness, the first planned milestone is already overdue.
Nevertheless, the team can’t let a few small delays get in the way – after all, they can be made up for. “We can still do this!
Nemesis: Time is running out
But unfortunately it doesn’t stop there. A few “minor delays” lead to further delays in progress. Resentment spreads. Communication begins to falter.
Soon after, day-to-day project work consists mainly of seemingly endless discussions about responsibilities, blame and feasibility. The requirements override reality and cause frustration and reluctance to divide the team.
The project management is tearing its hair out: “Surely this has to be manageable.” But the angry team creeps ever more slowly behind the plan. The employees step on each other’s toes and eventually the diverging goals of the individual groups completely prevent the project from progressing.
It can’t go on like this – the conflicts must be resolved before the next milestone can be reached. A tirade of team meetings ensues. The project management does its best to resolve the conflicts and counteract the emotional strain on the employees. Confidence in the plan seems to increase somewhat.
When the next milestone is within reach, the team breathes a sigh of relief. “It can still be saved after all!” The newfound energy fuels hope. But the fresh boost of motivation has cost valuable time, and not all obstacles have been removed from the path of the project. And so one week after another passes – relentlessly and whithout mercy…
Catastrophe!
One morning, the team is expecting news: the stakeholders are hoping for positive feedback on the progress of the project – now that the deadline is so imminent…
Immediate? A terrible realization makes the team tremble. The deadline is close – too close!
Panic spreads. The team and management try everything to catch up: Overtime is pushed, last-minute meetings are scheduled, one decision after another is initiated and hastily executed.
But one catastrophe follows another: a lack of resources, even more failures, dependencies and tasks block each other. Finally, another blow: the budget has dried up.
Panic and despair paralyze the already ailing team.
A request is made for a postponement: Just a little bit more time and money could save everything! Just a little bit more budget – a tiny bit!
Just another week or two, a few extra days …
But the end is inevitable. The shock comes with the realization: time is up!
The tragedy
Everything is lost. The deadline has passed. How could this happen?
The team is at a loss, the project management is crestfallen. “Surely we could have done it!”
Blame is being apportioned: If only X had done this, if only Y had said that beforehand, if only Z had made it possible …
“… then we would surely have managed it.” Or would we have?
Gradually it becomes clear: the mistake was right at the beginning. The perfect plan, which was based on a perfect course, was simply too tight in terms of time.
And the consequences are serious: not only is the team demotivated, but the resources are also exhausted. The next project, which should have already started, has to be rethought and also postponed. The company management is on pins and needles, stakeholder confidence is shaken – and the budget has to be expanded right now.
The damage to the company’s reputation is not only felt internally, but also externally: sales collapse and the competition gains a head start.
The rat’s tail of missed deadlines doesn’t seem to want to end.
More time, more resources, more funding and more commitment will be needed to restore the company’s image. What a mess …
Clearly, a root cause analysis is needed!
The misjudgements made during the initial planning of the project had serious consequences: Technical consultations were inadequate or not made at all, communication channels remained unfounded, tasks were not clearly assigned, the interests of all parties involved were largely not considered …
Ultimately, great optimism was to blame for the exuberant goals and high expectations.
Together with the lack of buffer times, this could only lead to one end: a path lined with conflict that ended in failure.
But the next project is already waiting in the wings – and such unrealistic planning will not cost the team success again! So what has it learned? Clear allocation of responsibilities, transparent communication, honesty and truly realistic assessments (instead of wishes or bold expectations) are at least as important as motivation or the methodological competence of the project management. If this is taken into account, even the best plans will work!
