How many Details do you need in your development schedules?
From day to day work and experience I have this lesson learned to share with you.
Once one of the planning managers had a view that detailed construction schedules on an early development stage, where we are still in the early stage of studies and concepts, is just wasting the focus of the planning team on confirming what had been considered completed and becomes clear on (what, why and how) we are doing the works and the uncertain works.
The different opinion with the planning head increased to different planners and managers. However, he was the responsible of the planning works.
The view was very simple, we have certainty on some works which we should detail and we have uncertainty on others which we should plan to make it certain. When it is certain then we can detail it.
This is the concept of Albert Hirschman, a renowned economist, and social scientist, was known for his critical views on detailed planning. He argued that detailed planning could lead to what he called the “tunnel effect,” where planners become too focused on the specific details and fail to see the bigger picture. This tunnel vision can prevent them from adapting to changing circumstances or recognizing the unintended consequences of their plans.
Hirschman believed that the key to successful planning was to allow for flexibility and improvisation. He argued that planners should focus on broad goals and principles, rather than trying to control every aspect of the planning process. By allowing for flexibility, planners can respond to changing conditions and adapt their plans accordingly.
Hirschman also emphasized the importance of feedback mechanisms in the planning process. He believed that planners should be open to feedback from stakeholders and incorporate their input into the planning process. This feedback can help to identify potential problems and ensure that the plan is responsive to the needs and concerns of the people it is designed to serve.
Overall, Hirschman’s view on detailed planning can be summarized as follows: while planning is important, detailed planning can be overly rigid and may prevent planners from adapting to changing circumstances. Instead, planners should focus on broad goals and principles, be open to feedback, and allow for flexibility and improvisation in the planning process.
Of course the result of following of the head of planning could not add value to the project and rejected after we lost important time to focus on what matter at this stage.
Adopting the above mindset on new development is the right approach where the team should consider the big picture while they think about the uncertainties on what they are doing which is the major risks of cost and time overrun. It is part of the agile approach on project management.
So how many details do you have on the different stages of your development?
What adding value do they make to achieve the development goals?
Are the scheduled considered important by the delivery team to help them achieve their responsibilities or are they think these schedules are just load to report on every week?
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