<img src="https://certify.alexametrics.com/atrk.gif?account=u5wNo1IWhe1070" style="display:none" height="1" width="1" alt="">
Request a Demo

Discover Three Decisive Ways an Action Management Plan can Work for your Firm

Jun 24, 2019 11:14:57 AM

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.


Why bother with Action Management?

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:

On average projects go over budget by 27 percent of their intended cost
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:

Download It


The Remedy

There are three ways your firm can decisively benefit from an action Management plan, here they are:


Managing Scope Actions1. Managing Scope Actions

In the beginning, how you currently manage activities within a project is a loaded question.

Let's unpack it with some bite-sized considerations:

  • Do you have any start-of-project or standard operating procedures for managing client work?
    If yes - Are they effective? If no - why not?
  • How do you communicate and delegate what tasks need to get completed, and by whom?
  •  What mediums to you communicate with your colleagues or staff, at any stage in a project? Are these effective?
  • Do your current practices add value to your business?

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.


Action Management linking to Information Management source2. Action Management linking to Information Management source

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.

Think about:

  • Once tasks have been set, is there a central source or repository for your team to refer to? e.g. previous examples of work, proposals or other relevant documents.
  • Assuming this repository is indexed, how do you share this information within your team or organisation, or with clients? Is this tied up in inefficient communications?

Project Management initiatives save companies 28 times more money since their output is more reliableProject 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? 


Scope Mapping and Progression3. Scope Mapping and Progression

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:

  • Whether your processes and practices are delivering your desired goals?
  • Whether your processes and practices are delivering goals or outcomes you haven't fully realised?
Organisations using any type of project management methodology are better at meeting budget, staying on schedule and meeting scope, quality standards and expected benefits

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.

  • What does success mean for you?
  • What does success mean for the clients who choose your firm?

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:




Icons from inipagi via iconfinder

Statistics from G2

Subscribe by Email