For the sake of simplicity, I structure the article as follows:
First, I introduce two typical scenarios where planning fails and then move on to two solutions that can drastically transform the way you plan projects.
Each small task is defined, but when you zoom out to see the big picture, you realize there’s no clear description of where you are headed and how each task connects.
At first glance, the plan may seem well-defined. As you go through the document, you find every step meticulously outlined, and you feel optimistic at the beginning. It gives you the impression that the route to success is perfectly identified, and all you have to do is follow the path. However, this hope often leads to disappointment.
The issue in this scenario is that it looks good, but it’s just about appearance. There’s no big picture of what you want to achieve with that plan.
Let’s face it; we’ve all experienced this situation. Picture yourself shopping at Costco. You went there with the intention of buying a coffee maker, but somehow, you end up with a TV and a vacuum. By nature, we often struggle to clearly define what we want to do before we actually start working on it.
This is a common issue in strategic planning.
The problem lies in the lack of a big picture. You keep adding things to the to-do list, and the project never seems to end. Alternatively, this can result in omitting the quality verification step, typically occurring toward the end of the project.
It can also lead to longer waiting times between team members. Imagine this scenario: You’re playing soccer, and you have only one soccer ball. You pass it to your teammate, and then it goes to another. In a similar way, we need to move the ball around. Project management operates in much the same way. When someone keeps the ball for too long, there’s a chance that others can’t progress with their tasks.
1. Don’t continue to add To-Dos - instead, work backward
2. Don’t be obsessed with actions - focus on deliverables first
To avoid never-ending projects for no obvious reason, we must first look at the output (i.e., the goal) and work backward from there.
What is the ultimate goal of your project?
For this instance, let’s imagine that you want to create a pitch deck about the potential market value of expanding your online tea shop business to Japan. The goal should be to convince your investors to fund your expansion to Japan by presenting your vision and elaborating on the expected return.
After identifying the goal, try to lay out all the stages of the process. The mentality you want to avoid here is saying, “let’s get started first and adjust the plan as we go” - of course, you should adjust the plan as you go, but never start with a blank page.
So, the first step is to ditch the hope that the project somehow pans out without planning.
Begin your planning endeavors by outlining the deliverables you want to create, not tasks you intend to execute. Many people make mistakes by listing steps directly. You should do so only after you list the deliverables you want to create.
Here, it’s crucial to think this way: What deliverables do you want?
Following the same example, you’d say that the deliverable is a pitch deck that helps you convince your investors to invest in your expansion effort to Japan.
Then ask yourself: what should that pitch deck include?
The answer should reveal the components of the pitch deck. For example, it should include:
Remember again that I’m sticking to the deliverables, instead of what to do.
Continue the process, and the next step is to (still) stick to the deliverables. Now ask: what should each component of the report have?
The answer should be like below:
Target persona details:
Competitor audit report:
And only after having this list, can you start thinking about what actions you need to take. The beauty of this approach is that you can always make sure there’s a connection between what you do and what you want to get by doing so.
On the other hand, if you stick to the actions, you might find yourself in a situation where you can’t really tell why you are doing a specific action. Often, you do things that take your project in the wrong direction, moving the process further and further from the goal.
First, ditch your belief in scheduling with a growing list of things to do. It just puts you in an ocean of numerous possibilities, and you’ll get lost easily.
Remember that you should always stay on the right path, moving closer to the goal. Deviations can always occur. One way to avoid them is to think backward.
Secondly, don’t plan through a series of actions. This approach can result in a number of omissions, often without our awareness. Instead, focus on the deliverables. Only after having an exhaustive list of what components the final deliverable should have can you consider what actions you should take.
Marketing and localization consultant in Japan. LinkedIn here.