Tom doesn't think, he just does.
If you feel like you're constantly putting out fires like Tom, take a moment to think about your recent crunch times.
• What did you know?
• Who were the people that pulled you out of the trenches when times were tough?
• What areas/issues took the longest to resolve/ consumed a large portion of your budget?
• What were the things you thought, 'If only I knew that one thing...'
Yes, planning for crunch times can be as long as a piece of string. But focus on the critical path and you'll have a process you can confidently rely on to ensure you can deliver when time (inevitably) gets compressed.
Implement a rapid plan that enables you to execute crunch times more effectively than had you followed the 52 step best practice procedure manual.
Crunch time key:
• Don't do the same as last year! Remove 'nice to have' information previously gathered during planning so you're only left with 'critical path'.
How do you know it's a critical path item that should be included in your rapid plan?
• It's on the regulator's list of 'areas of focus'.
• The item directly and materially affects final delivery.
• In previous years it has consumed a disproportionate amount of time and budget.
Be successful in delivering critical path, don't fail at best practice.