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that meets your needs but isn’t too difficult to learn. Find someone to train you and to share frequently
used templates so you don’t have to reinvent the wheel.

4. Limited resources? Obtain and manage resources wisely. Nothing stalls the execution of a plan
like lack of resources. Think through what you’ll need for each phase and activity of your plan.
People, funding, tools, technology, space, materials. Which resources can you obtain easily and
control on your own? Which do you need to locate, negotiate for, or get help securing? Present a
clear rationale to decision makers. Outline the difference these resources will make toward effectively
meeting your objectives. How will they impact results? Completion time? Budget? What short- and
long-term implications exist? How will other areas of the enterprise be impacted? Explain how you’ll
allocate the resources efficiently and avoid waste. Describe the risks of not obtaining needed
resources. Get creative and be willing to bargain for needed resources. What can you trade with other
groups? What can you share? Discuss viable options along with their associated costs/benefits.

Want to learn more? Take a deep dive…
For Dummies. (n.d.). How to create a work breakdown structure. For Dummies: A Wiley Brand.

Larson, E., & Larson, R. (2004, September 10). How to create a clear project plan. CIO Magazine.
Mind Tools. (n.d.). Locke’s goal setting theory: Understanding SMART goal setting. Mind Tools.
Stolovitsky, N. (2012, October 19). Top 10 tips for effective resource management whether jumping
from space or not. Genius Project.

5. Unsure how things fit with the big picture? Align your objectives. It’s common sense to align
objectives with broader organizational goals. Unfortunately, it’s not always common practice.
Connecting the strategic dots helps create a common mindset. Reduces confusion. Increases
efficiency of effort. Each individual’s goals should align with and support the team’s objectives. Each
team should have goals that align with and support the department’s objectives. And so forth on up.
Once alignment is clear, you’ll have a better sense of what to prioritize in your daily work. With goals
as the guide, separate potential actions into four areas: mission critical, important to get done, nice to
do if time is left over, and unrelated to the organization’s main goals. When choosing what to do,
apply the scale and always choose the highest level. Plan and execute what matters most.

6. Operate in a silo? Engage in collaborative planning. Research has found that one of the best
ways to gain commitment is to ask people for their ideas—especially when the work is first taking
shape. Consult with others from the beginning to build support for the project. Meet with those who
will be implementing the plan. Share the overall intent so they understand the context. Work together
to map things out and then ask them to review your drafts. Is the sequencing correct? Are the right
people involved? Can they commit to this schedule? What gaps exist? Gather their input about the
many moving parts. How will outputs from one group relate to the work of other units? Where can you
consolidate or streamline tasks to save time and accomplish more? What risks should be addressed?
Make sure all team members understand and agree to the plan. Also seek advice from those who
have planned or worked on similar projects. What did they learn that could be applied to the current
project? Always remember that what you do is part of a broader strategy and interconnected system.

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