How well do your planning assumptions work? How well would they stand up to scrutiny?
Sometimes our planning assumptions can go a little wonky as can our projects and change. Sometimes in a comic way. It wouldn’t be so funny if it wasn’t true.
Insider’s Guide to Change
It was the day that Teresa May, the UK Prime Minster, signed the letter that triggered Brexit.
This is incidental but it triggered a morning of comic creativity taking a wry look at the comic way we can manage change (and projects).
We were running a two day Project Management Mindset workshop and day two involved looking at planning. Caron was running the workshop and looking for a different way to present the planning aspects of the workshop. The ‘Brexit Planning Assumptions’ were the result.
Whilst it’s an amusing sideline to consider over our morning coffee, it does raise the question of the assumptions we take when planning and whether they are based in any form of reality that makes sense.
Often not is often the case.
Where do your planning assumptions derive from?
The client? The sponsor? The team?
Does the experience and track record of your teams and organisation match the assumptions you’re making or being required to make?
When No Assumptions Is The Assumption
We’re often asked how to make planning assumptions when so much is unknown. This can lead to planning paralysis and often does.
The thing is with planning you’ve got to start somewhere and iterate. It’s how its done. Take a guess. Work it through. Adjust the assumptions. Work through the unknowns.
Sometimes though, the planning assumption are made for us, and sometimes they’re just too funny for words.
An Insider’s Guide To Managing Change
A lighthearted look at elevn change topics taking a wry look at how we can manage change the comic way.