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The Importance of Planning and Documentation in Project Success


Case Study: The Importance of Planning and Documentation in Project Success


Over the course of three decades, I have had the privilege of working on a variety of projects, process improvements, and organizational changes. My case studies integrate diverse experiences from multiple organizations, offering anonymized yet insightful observations. While some of these insights may be applicable to your organization, others might not. They are rooted in real situations and reflect lessons learned from various challenges faced across different contexts.

One recurring scenario I often encounter is what I refer to as a “project rescue.” These are situations where I’m called in to salvage a project that is far past its ideal timeline—often a 12-month project that is 9 months or more into execution—and it becomes painfully clear that the project is unlikely to achieve its intended goals. At this late stage, the issues have often been building over time, and there is a strong realization that intervention is necessary to get things back on track. However, the reality is that by the time help is called in, the problems are usually not recent, but deeply ingrained from the project’s early stages.

When I am brought in to assess the situation, the first documents I examine are usually the business case and project initiation documents. The business case outlines the original goals, the intended payback, and the benefits the project sought to achieve. The project initiation document (PID), on the other hand, explains the project’s objectives, roles, tasks, schedules, and deliverables. One document explains the “why” behind the project, while the other focuses on the “how.” By understanding both the intent and execution strategy, I can quickly grasp the current state and identify the areas that require attention.

Another crucial document, although often overlooked, is the contract with the vendor. This document is vital because discrepancies between the customer’s and the vendor’s expectations are a common source of conflict. Disagreements about what is chargeable, what is included, and how changes or variances should be handled can lead to friction and derailment. Ideally, these aspects should be clearly outlined and agreed upon before reaching the project initiation phase. In practice, however, these points often remain ambiguous, requiring the PID to return to the original contract for clarification.

A situation that I find particularly alarming is when there is no proper project initiation document in place. Instead, the organization may rely on a one-page charter listing the project’s aims, milestones, and stakeholders. While this can serve as a useful communication tool, it often lacks the detail necessary to guide execution. It’s akin to viewing only the exterior of a watch without understanding the mechanics inside. Dashboards and one-page summaries are useful for quick updates, but they should never replace the deeper, more comprehensive planning found in a thorough PID. These visual tools often focus on presentation rather than substance, which can obscure underlying issues and hinder the ability to make informed decisions.

Many organizations underestimate the value of creating a comprehensive project initiation document. However, this document is more than just a formality. The process of crafting it—engaging stakeholders, defining roles and responsibilities, and aligning on goals—is a crucial exercise in communication, consultation, and collaboration. It sets the stage for the successful execution of the project by ensuring that everyone is on the same page from the start.

In fact, the creation of a PID often acts as the glue that holds the project together. It establishes clear expectations, fosters alignment, and ensures that everyone involved understands the project’s vision and objectives. It serves as both a guide and a contract, clearly defining the scope, deliverables, and milestones, and it provides a framework for managing change if needed.

A key lesson from my experience is the importance of revisiting the PID if the project veers off course. If scope creep occurs, or if there is a shift in project direction, the PID should serve as the baseline for reevaluating and adjusting the plan. The document should be treated as a living entity—one that evolves with the project but remains true to the original intent and agreed-upon goals. If changes are necessary, they should be made consciously and collaboratively, with full agreement from all stakeholders, rather than simply drifting away from the original plan.

The absence of adequate documentation is a significant risk for any project. Without proper planning, documentation, and a shared understanding of roles and responsibilities, projects can easily become adrift. Much like athletes who must remain focused on their goals, projects require a disciplined, consistent approach to ensure success. The project initiation document is the tool that helps maintain that focus, ensuring that the project stays on track and delivers the desired outcomes. If the circumstances change, don’t disregard the PID; instead, update it, recognizing it as the cornerstone of your project’s success.

Top Tips and Best Practices:

1. Thorough Planning: Invest time in creating detailed business cases and project initiation documents to ensure clarity and alignment from the outset. These documents will guide the entire project, helping prevent future confusion.
2. Engage Stakeholders: Involve all relevant stakeholders in the creation of the PID. This collaboration fosters alignment and ensures that everyone is working towards the same goals.
3. Use PIDs as Living Documents: Continuously review and update the PID to reflect any changes in scope, objectives, or resources. Treat it as a dynamic tool, not a one-time checklist.
4. Prioritize Communication: Keep the lines of communication open throughout the project. Regular updates and transparent discussions will help manage expectations and identify issues early.
5. Document Vendor Agreements: Ensure that all contractual terms with vendors are clearly outlined and agreed upon before the project begins. This will help avoid disputes later on.
6. Monitor Scope Creep: Regularly assess the project’s progress against the PID to ensure that the scope remains within the original objectives. If changes are necessary, update the document collaboratively.

Fact-Checked Insights:
A 2020 report from the Project Management Institute (PMI) highlights the importance of proper documentation and planning, stating that organizations with formal project initiation processes are 33% more likely to meet their project goals. (Source: Project Management Institute, 2020)
Research from McKinsey & Company found that projects with clearly defined objectives and regular updates are 60% more likely to succeed. (Source: McKinsey & Company, 2019)
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