Organizational change and transformation efforts are often challenging.  Most fail to meet their planned objectives with 30% failing outright.  In last month’s article, ”Road Trippin’ Organizational Change: The Beginning”, I recommending using adaptive-agile planning practices and treating the effort like a road trip: 

Client feedbacks must be clear, with enough details yet to the point. This gives contractor their fair chance. The client expect the same from the contractor. All feedbacks must have a tracking mechanism in place. The accuracy of the schedule update affects its enforceability. This is the reason why contractors and client must agree to the governing parameters of the scheduling tool. It is a fundamental part of the Basis of Schedule document. Sadly, many projects miss to include what the BOS requires until contention starts.

The client company, through its representative, must review and give feedbacks to the contractor after receiving the schedule update/report. It is not only an expected feedback and input mechanism but also a responsibility.
Return inputs (feedbacks) must be in a timely, coordinated, and agreed-to manner so nothing goes between the cracks. All inputs and feedbacks shall be in writing via e-mail or handwritten correspondences.

There are numerous approaches to schedule updating but often times, the project still grapple with what to do when it comes time. Updating a schedule must adopt a clear and approved guideline or procedure reflecting the best practice and fit-for-purpose approach. The guide must provide the essential and central philosophies on how updating facilitates controlling, monitoring, analyzing, and forecasting the schedule.

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