Planning is only a chore when it's treated as one

Recent projects for the New Media program at BCIT have provided me with some insight into the importance of organization and planning when working in a team environment.

Don't tell me what to do...oh wait, what do I need to do today?

In many of my previous jobs, bosses would tell you exactly what they wanted done. There were also some understood tasks that would need to be done every shift, such as chopping the mushrooms or peeling the prawns. Later, when I began taking on more responsibility, I still approached many tasks as though my boss would be telling me what to do, and thereby define my work schedule for me.

This need to be told what to do can be a real challenge to overcome, in particular when you're in a team environment, and inefficiency means the project may not get done on time and will cost more money. In our project management class in particular, we talked about (and had direct experience with) managing what is called the critical path: namely, those tasks that must be accomplished before other parts of the project can begin. Understanding the critical path and being able to plan stories and tasks appropriately becomes an essential part of maintaining productivity and efficiency within the team.

Photo credit: Steve Jurvetson (via Flickr)

Maybe you have to experience it done wrong?

In my previous experience, I can recall the at times irritation, at times distain, upon-which I viewed excessive planning. In hindsight, I see this as less a character flaw on my part, and rather a failure of leadership to make planning a regular activity. It was because planning and team management were so rarely done, and because employees were more or less responsible for their own workflow, that planning seemed to get in the way. Planning meetings would take days, mostly because it was so rarely done. Planning took far too long, and took away from time that could be better spent on getting work done.

Or that was my perception anyhow.

That wheel spin can be a killer

Looked at differently, however, it would be easy to make an effort to plan regularly as a team. A weekly (and in some cases, daily) meeting of a team is a key component of ensuring: 1) that every member of the team is aware of the importance of their job and tasks; 2) that the whole team is clear on what the goals are for the project, both short and long term; and 3) less 'wheel spin' as the team lurches out of work mode to take part in meetings and then tries to get focussed back on their main tasks.

Poor planning could be all in Greek...
Photo credit: Juhan Sonin (via Flickr)

What has become clear to me is, perhaps unsurprisingly, the need for clarity. When we work with others, and especially those who may rely upon us in order to do their jobs effectively, it is crucial to have a clear understanding of the big picture and the minutia, without getting bogged down in the latter (no one likes a micro-manager). But equally important is the organization of the team's tasks and communication to the team of how important their roles are, and how critical they are to completing the project.

Planning is only a chore when it's treated as one

Ultimately, every member of a team will want to know what to do when they come in to work whether this is defined for them or by them. Making planning and organization a regular part of the work-day routine at the very least ensures that the whole team has defined and measurable goals. Seeing planning as a chore, and treating it that way, only leads to further disorganization and micromanagement of a project. Effective planning leads to team autonomy and ownership over their roles and tasks. And from experiencing both, I much prefer the latter route.