In engineering offices and construction trailers all over the world, promising projects suffer delays, cost overruns and missed output projections. In response, the collective finger of blame points to everyone’s favorite excuse: “bad planning.”
If bad planning is responsible for failure, it stands to reason that “good planning” should be the savior. And by “good planning,” conventional wisdom means “more planning”: more pages of tasks, more lines of specifications, and many, many more details.
But after 27 of years as an operations analyst and process consultant on some of the most complex production systems in the world, we know that good planning – at least as it’s commonly understood – is not the answer: it’s the problem.