Since COVID-19, the project planning cycle has changed in three ways

As a result of the COVID-19 pandemic, many companies have changed their approach to project planning and cycles. Project managers and teams need to adapt to get going.

Image: iStock / Wanlee Prachyapanaprai

The long project planning cycle can be a thing of the past since the pandemic began, as increasing uncertainty is a major driver. It’s always important to plan changes at uncertain times, but it’s more important to change plans at uncertain times.

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How did the pandemic affect your project planning? Most project managers and their teams have spent countless hours creating well-thought-out project plans. Under normal circumstances, this works very well and incorporates risk into most strategies. But what impact would it have on project planning if something like COVID-19 emerged and had a widespread impact on virtually all angles and depths?

Ask almost any project manager. You can see that COVID influences all aspects of project management, from resources to schedules and deliverables. To make matters worse, uncertainty makes every phase of project management more complex and longer planning cycles a thing of the past. The project planning cycle is much shorter and more susceptible to frequent changes. Project planning and planning became a battle between time and uncertainty, requiring improved agility, adaptability, and sprints to the soft finish line.

1. Agility planning

The speed of change makes agility an important aspect for project managers to incorporate into their planning cycle. You can make decisions and make changes quickly to be more flexible as circumstances change. It reduces unwelcome surprises and armes project teams with the ability to stay in the mindset of continuous change management. Project managers and their teams are less likely to suffer from long, rigorous project plans and processes that can change rapidly. Increased planning agility allows teams to shift to dimes to meet today’s new standards without the hassle of planning cycles.

2. Adaptability planning

Adaptability is another core element of project planning. This is one of the keys to the success of your project and overall business. Few project managers or teams need to adapt without being affected by a pandemic. Project teams are usually very adaptable under normal circumstances, but COVID-19 was unusual. The impact extended to all countries, business units and companies, and it was impossible to maintain the status quo. Even the most prepared teams were tasked with becoming more adaptable.

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Adaptability should be initiated during the planning phase and remain embedded. As we progress, it becomes the center of the planning cycle and the top skills of the project team. Today’s new normal may not be tomorrow’s new normal. Project leaders and their teams need to incorporate adaptability into all phases of project work in order to adapt to potential obstacles and changes and predict what is needed to achieve the client’s goals.

3. Sprint planning

To be effective and valuable, today’s project planning cycle cannot continue to be a long, drawn, one-off event that is regularly reviewed. Project planning needs to be an ongoing exercise and is subject to change in the blink of an eye to accommodate rapidly changing environments and situations. Some kind of sprint plan needs to be part of the project plan. Teams need to meet more often and make faster decisions to address change within the plan itself.

Without recognizing that important project planning phases have changed since COVID-19, project teams are unlikely to address challenges and ongoing uncertainties caused by pandemics and other catastrophic events. Become. The times of luxury time and solid planning are behind us. The need for improved agility, adaptability, and sprints to potentially moving finish lines remains here. How does the project team coordinate?

See also Since COVID-19, the project planning cycle has changed in three ways

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