ABSTRACT
We tend to think of ‘the plan’ simply as the bar chart on the office wall showing high-level activities and dates. Whilst everyone might applaud it at the start, it will quickly become forgotten, outdated and irrelevant if hastily conceived and superficial in nature. Such a document ought to represent the culmination of a number of important and thorough processes. We need sound plans so that we can organize, monitor, control and communicate effectively about our project work. If any plan is to guide us effectively and enable us to make informed decisions as circumstances change, we need to plan the time to plan thoroughly. Regard the production of your plans as mini-projects and apply the same disciplines, so that you can create useful and fit-for-purpose deliverables.
