All client projects were not created equal.
A well-made action plan means you can give your projects the unequal attention they deserve.
What's the secret?
Decisive actions will keep benefits flowing to your bottom line.
Action management. It's suspiciously simple stuff.
Put concisely, Action Management focuses on developing a project agenda - setting and managing activities, monitoring and evaluating performance to achieve set goals within the agreed parameters of a project scope.
Sounds all pretty straightforward, it could also feel a bit wishful:
Across the spectrum of your projects you'll generate different levels of data, varying requirements within scope(s) and delivery dates.
It's not a single fit-out-and-you're-done solution. Sometimes you'll need to itemise tasks in a spreadsheet, another time you may set up your own version of a 'scrum' board with your goals and tasks on there or have regular check-ins with your team members.
Think of an action management plan as a versatile remedy which can be used as a 'pre-treatment' to outline internal scope or a means to eliminate troublesome areas of your projects if you encounter scope creep.
The benefit of the action management process is it can be as detailed, or high-level as you want or need it to be, as you use and reuse it.
Comprehensive and ready to use (and reuse) in a single template -
This is your heads up to see what we're talking about:
There are three ways your firm can decisively benefit from an action Management plan, here they are:
In the beginning, how you currently manage activities within a project is a loaded question.
Let's unpack it with some bite-sized considerations:
All good first steps start with a list! The purpose of this first step is to establish a baseline, exploring what practices exist; gaps can reveal themselves as early as this initial brainstorm.
You've ascertained the presence or absence of current practices, now you have to figure out how this links to your firm's source(s) of data.
All your projects need data to support them- the second step is to reflect on how you store your project-related data, and how this complements your current scope action processes.
Project management-style thinking goes two ways, consider: how can your projects run better, to support your information management practices? or conversely, how can your information management improve to support your projects to run more smoothly?
If your action management is tied up in difficult to manage communication practices - e.g. purely communicating via email, with few to no face-to-face meetings with your colleagues/staff - then you're unlikely to have a clear picture of how your project is actually progressing.
In the third step, you have to actively scrutinise:
By this third step, you're considering your goals for your client projects. This is the concept which frames your whole interaction with your client - it should be something beyond hoping they pay their invoice on time, or you don't exceed your monetary or human allocations.
All approaches to Action Management are not executed in equal ways.
Firms can't deliver equal value, without a clear picture of what success is for them, and for their clients. Success could look subtly or drastically different.
Start to re-think what it means for your projects to succeed beyond working within a dollar figure. Not exceeding a budget does not value equal.
These exploring the benefits of Action Management could change the way you do business.
Download our Top Line Performance template to see what positive changes you can explore:
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