Do management plans add value or do they just waste time?
You’ve been tagged as an expert in project management by your customer and team. There is a requirement to develop a series of management plans under the construct of a program. Someone taps your shoulder and says you have been volunteered to produce one or more management plans.
What is the first thing that comes to your mind? “Oh man! You mean I need to write a document that nobody will read nor use. What a waste of time.”
The answer to the question depends on your perspective. Developing management plans should be viewed as an opportunity. This is an opportunity to further your understanding of a subject area which allows you to grow as an individual. The management plan becomes a recorded of your understanding and furthers the opportunity to enhance the body of knowledge of your program and projects. The processes begin to mature which potentially saves time, money, and unnecessary frustration.
It is a real challenge writing a management plan. First finding the time to apply yourself, second finding a quiet place where nobody can find you, and finally reengaging your brain to think critically. As your research you discover standards, best practices, and guidelines offered by industry such as:
- PMI’s The Standard for Program Management
- PMI’s PMBOK
- INCOSE SE Handbook
The trick to developing a managment plan is finding the right blend of industry best practices within a framework that flows consistently across all managment plans that can be applied to the program and projects. The real test of a managment plan is to answer the question, “Can I do this (scope, risk, time, etc.) with no further definition?”
What is your perspective on management plans? Have you written a program/project management plans? Share your experiences regarding management plans.