Comment trouvez-vous des opportunités et des synergies dans votre plan?

Defining the scope is two-fold. Defining what is in scope is one aspect, and it is equally important to clearly define what is not in scope.

The key pitfall of not having a clearly defined scope is that people get to make assumptions as to what they think the effort will accomplish. Trying to meet those expectations' (if known) after the effort has begun can create significant "scope creep" and in the end, it is the expectations (known or unknown) that lead to perceived success or failure of the effort. Thus, scope definition is essential for setting expectations and minimizing "scope creep" during the planning and execution as it provides everyone (sponsors, project team, and stakeholders) with a clear definition of what to expect, as well as, what not to expect.

To find opportunities it's necessary first to define the objectives,then to elaborate a strategic plan to reach them though an effective method of communication.

Cannot stress this enough. Clarity from the get go saves revision and duplication of efforts. A clear roadmap, despite it changing in the future is critical. Not very many people are clear about what the objectives are what starting point there needs to be to search for value.

Hoshin Kanri planning is a great way to define objectives from tier 1 down to as many tiers as you need, a system that has served me well for 30+ years and then simply develop a RACI to oversee where synergies can be managed. In my world DfMA mapping is just as important so synergies can be seen or at least highlighted for development. Not just across internal teams but across all stakeholders, which is where powerful teams start to deliver through supply chains and design teams.

In my opinion it is better to evaluate your capabilities and performance, Naturally the summation of efforts and performance of two groups will be greater than performance of one group and this is synergy. By analysing and categorising the resources you will know your capabilities, and abilities then you know how much you cooperate in synergy , what you’ll add and what you will gain. Resources represent all types of the resources including human resource their experience and knowledge.

After defining objectives another important step is the analysis of resources that must be compatible with .the strategic plan to reach the objectives

You will often hear of the Triple Constraint in Project Management or the Project Management Triangle: Scope/Quality, Cost, and Time. However, I have found that in most cases, the key resource is manpower, so for me the triangle is: Talent, Cost, and Time. It is essential to understand the strengths, knowledge, and capabilities of the individual(s) who will be involved in the effort. Knowing your available talent allows you to (1) identify the potential risks to success; (2) build enthusiasm and gain "buy-in" for the effort; (3) empower the team to focus on the aspects of the effort that they are most suited to manage; and (4) work to secure the resources needed to fill gaps.

Analyzing resources and capabilities is like inventorying tools before a project. In construction management, it's crucial to assess not just what we have, but how potent each tool is. Can our machinery meet demands? Does our team have the needed skills? Knowing our strengths helps us capitalize on them, while understanding weaknesses allows proactive mitigation. It's more than counting assets; it's about strategic preparation. Recognizing potential opportunities or threats, such as outdated equipment or untapped resources, positions us for success. Through comprehensive analysis, we don't just prepare; we strategize for optimal outcomes.

A key component to also consider when taking stock of resources and capabilities is the support you have and the support you need. Which stakeholders will back you and which need to be convinced?

Versatility is vital. Exploring options isn't just about having multiple paths; it's about finding the most efficient, sustainable, and impactful one. Each alternative has its merits and challenges, which I weigh against our resources and the project's scope. A particular method might save time but consume more materials. Another might be more labor-intensive but yield better long-term results. I also consider the broader impact—on our team, stakeholders, and the environment. It's like choosing between architectural designs; each has its aesthetics and functionality. This step ensures our choice is both innovative and informed.

When exploring your options and alternatives it is worth considering the option to go low-tech with a manual process or minimally viable product. The loss of efficiency may very well be worth the synergy gains in terms of time and money.

In the environmental world there are so many factors that determine carbon output but more importantly solutions. It is vital not to become locked into one set of beliefs or systems and keep an open mind and entertain a suite of solutions to decrease carbon.

I am a process person, and generally that is where I start a project, by reviewing the process - reading procedures and sitting down with stakeholders to understand what they actually do and what their pain points are. People like to be efficient in their jobs, and often times I have uncovered "work arounds" to issues and/or more effective ways to do the things by asking the stakeholders. It is not often that procedures are ignored out of malice, but rather because the reason for the procedure is not clearly understood or because the stakeholders have found a way to be more efficient. Often times these process deviations can be a great source of options and alternatives, other times they result in the need for additional training.

Aligning actions with desired outcomes is akin to ensuring a building's foundation aligns perfectly with its blueprint. The specifics—the tasks, milestones, and deliverables—lay the groundwork. Just as a structure's integrity depends on each brick and beam being in the right place, our project's success hinges on every action taken. How these actions serve the project, and the resources utilized, mirrors our primary objectives. It's not just about reaching the end, but about maximizing efficiency, and ensuring that every step taken amplifies our capabilities. Like cross-checking against a design schematic, constant monitoring ensures we remain on track, achieving desired results.

In planning actions and outcomes, consider the potential risks, their impact and how to best mitigate them in the context of the overarching objective(s).

If the goal is reduction in carbon it can be addressed so many ways, one way we often forget and is generally good for the environment overall id reforestation and a dedication to natural spaces.

For me, any project comes down to the classic question, "How do you eat an elephant?" Answer: "One bite at a time." Most efforts are really just the culmination of many small efforts, and thus the key is how to break it down into manageable chunks. Identify which steps are sequential, which can be worked simultaneously, and which can be worked independently. Then create "mini" project plans (talent, time, cost), and from there monitor each step for success. Having a roadmap for each step and how they fit together will give you a good overview while also helping to identify potential issues and/or resource needs before they become critical.

The plan must be monitor to verify if are necessary adjustments or additional resources and if the target is right to reach the objectives.

It's evident that even the most meticulously crafted plans aren't immune to the dynamics of real-world execution. Think of it as building a structure: the blueprint might be perfect, but external factors like weather or material variability necessitate adjustments. The feedback loop—data and reactions from implemented actions—is invaluable. It's akin to a site inspection revealing unforeseen challenges. External changes, be it market shifts or unexpected events, can redefine our objectives or resources. Therefore, revisiting the plan isn't just an option; it's a necessity. It's how we iterate, optimize, and ensure the structure we're building stands strong and serves its purpose effectively.

Communication and collaboration are cornerstones of successful planning and execution. Engaging with stakeholders, be it team members, partners, clients, or any other parties, provides a wealth of perspectives, resources, and insights that can elevate the plan's quality and feasibility. Effective dialogue ensures that everyone is aligned and understands their role in the larger picture. Furthermore, fostering open channels of communication can preemptively address concerns, mitigate potential risks, and even uncover avenues for innovation. It's vital to approach collaborations with an open mind, valuing each stakeholder's unique contributions, and understanding that every participant brings something valuable to the table.

An effective internal and external communication and teamworking are essential in the process together with definition of roles and responsibilities

Communication is a key to success. Celebrate and promote the successes along the way, this will help build enthusiasm and engagement and keeps the project front and center for the stakeholders. That said, also communicate when there are issues, be upfront about delays, challenges, and setbacks - present the issue with a proposed course correction. I have found that early communications in this area will not only help with management of expectations but also provide support for resource requests. Early communications around issues can also lead to valuable insights and/or suggestions from stakeholders or others who are not "in the weeds", which can often help keep an effort on track.

It is also good to consider what and how to communicate with those who oppose your plan. What can you do to bring them on board or at least minimize the likelihood they will actively work against you.

A group of minds is always better than one especially when approaching very complex things like the environment. One person maybe an expert in one field while another may be in another working inconjunct ion you can find an overall strategy.

To uncover opportunities and synergies, scrutinize your plan through diverse lenses. Embrace curiosity, seeking intersections between elements. Conduct a SWOT analysis—scrutinizing strengths, weaknesses, opportunities, and threats. Engage diverse perspectives, fostering collaborative brainstorming. Explore adjacent industries for inspiration. Above all, stay adaptable; opportunities often lurk in unexpected places.

To uncover opportunities and synergies in engineering management and project management, meticulously analyze project scopes, team strengths, and resource allocation. Leverage stakeholder input, market trends, and technological advancements. Foster collaboration among teams, align goals, and adapt agile methodologies. Constantly refine strategies based on feedback loops and performance metrics to optimize outcomes.

You have to understand the priorities of the organizations you are bringing along. If you have a clear picture of what they care about, the 'what's in it for me?' aspect, it is a lot easier to make them care and support each other for the common goal.

In my opinion, communication needs to be a factor that is present in every step, especially at the beginning of the planning process. Even if the purpose of your plan is to achieve personal goals, asking for feedback on your initial ideas and be opened to listen to what you want and don't want to hear can save you time and pain. Most of the time, you will find an expert that has walked the path you are about to embrace; the perspective that a new set of eyes offers is a great to manage the weakness of our blind spots. Communication is the trigger of adaptability and flexibility.

Synergies represent the intersection of separate overlapping business circles. The result is an exponential (not linear) increase of the intersection's area (mathematicians close your eyes!). You do not find the opportunity in your plan, rather in open and brutally honest discussions with the other business. Look for unique and creative cooperative opportunities for BOTH sides.