How To Develop Project Plans That Can Adapt To Unexpected Events – Unusual

The struggle of the construction industry underscores the importance of flexibility in planning

Take the construction industry, for example. Jim Dunlap, Bill Creedon, and Jackie Golden at Willis Towers Watson, a global advisory, broking and solutions company, wrote that the epidemic has significantly affected the ability of construction stakeholders to start, carry out and complete construction projects on time and on budget.

Construction companies are facing closure of projects to limit interaction between people and because project financing is becoming tougher as supplies from both international and domestic suppliers are significantly delayed, they explain. All of this is having a significant impact on project planning, scheduling and risk, reports Annemarie Manion in Engineering News-Records.

“We had 90 90 million worth of projects that have been put on hold,” said Kevin Bird, vice president of operations for Central Texas at Bartlett Cock General Contractors, a school building project contractor. Delays are a big problem for companies because many of the projects they work on are sensitive to school schedules.

“Construction is not considered essential [infrastructure] That’s why we’ve had to stop progressing more than 100 projects in Michigan, “said Dana Galvin Lankur, vice president of branding and communications at Detroit-based construction firm Burton Malo.

Based on almost all construction projects, project managers are scrambling for solutions to keep projects running as much as possible and be prepared to move on the ground when it is possible.

“One way to survive this seemingly impossible time is to keep the teams intact, re-plan and prepare, regardless of the circumstances of your construction project,” advises the TouchPlan team, a collaboration tool. However, without a responsive project plan, even if epidemic-related sanctions are lifted, it is difficult to adjust to external forces and get projects back on track.

This is why creating a flexible project plan, in any industry, needs to be at the forefront of project management planning from the very beginning of a project.

How to create a more flexible project plan

While there is no way to plan for each potential disruption that could disrupt a project plan, project managers should plan projects in a way that allows them to respond to unforeseen events.

From the beginning, look to the future as much as possible

There are two types of disruptors that project managers must try to account for in project plans to keep them flexible: those that may be expected and those that may not. Creating flexibility in the project plan requires thought and planning by the project managers so that they can solve it as efficiently as possible.

By working with the team to create a plan, project managers can use ancillary situations to add flexibility to the project when something goes wrong or additional work is needed to achieve project goals, writes Laura Holder, senior manager at PMO consulting firm EPMA. “Contingency is used to help anonymous accounts,” he explains. Certain types of contingencies can be planned, such as extra time, money, resources and the method you will adopt.

Contingency plans only work for barriers that can be seen and identified. When it comes to unforeseen chaos like the effects of an epidemic, adopting a plan can be more challenging, but not impossible. If a project plan already has some flexibility built in, it can respond more easily to the effects of change.

Incorporating change control mechanisms works through a project change “ensuring efficient use of resources and avoiding any unnecessary hassle that may disrupt other services,” writes James Warner.
Senior Business Intelligence Analyst at Nexusftis. By writing down these processes from the beginning in anticipation of the need, the change will be smooth, especially when the unexpected happens.

The last responsible moment, a fat-free concept, is important to give project managers the opportunity to adjust project plans. This encourages project managers to make the decision to achieve optimal output by abandoning decision-making until the last responsible moment, explains Jimmy Butler, strategic management consultant, author of “Persuading Timeless Agility.”

When project planning is done, the habit of waiting until the last responsible moment provides a level of responsiveness that allows project managers to adjust to the unexpected future. This ability to adapt makes it easier for project managers who find themselves facing sudden changes to move forward with the project.

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