Quais são os erros mais comuns na hora de elaborar um plano de ação?

OfCourse, we must have proper planning while doing any task or any work, without proper planning, execution would be difficult. even I faced the same problem when I was planning for my work but after analyzing the root cause of not executing the plan, I found that I did not have the proper understanding of the task which I was supposed to do. after that I gained the proper understanding of the task like how this should be implemented, when it should be implemented. after that I make plan accordingly after worked upon it and I executed it successfully. So the conclusion is we must have the proper understanding of the goal, what we are going to deliver.

A patient is taken in and the relatives stay out, 4 hrs later the doctor comes out and tells the relatives, "I have to tell you this, the operation was a success but unfortunately the patient died". Clearly diagnosis went wrong! We have many similar cases where problem definition goes wrong and consequently the action plans! So having a full understanding of the problem gives you very high possibilities of forging an appropriate solution (action plan).

Many people rush information about a situation they want to solve but spend little time assessing the relevance of the situation. For instance a finance manager is willing to improve his problem solving skills this year and may identify his problem as not solving business issues adequately meanwhile the actual cause of this is non delegation of smaller tasks. In such a situation the major issue identified is inadequate problem solving skills but practically the problem identified is delegation since the finance manager has a lot on his desk so lacks the time to properly evaluate situations, review them and propose solutions to them. Team members and leaders must spend quality time identifying clear problems and not generalising issues

Common mistakes when developing an action plan include setting unrealistic goals, neglecting to involve key stakeholders, failing to allocate resources adequately, and overlooking potential obstacles. It's crucial to ensure that the plan is clear, measurable, and adaptable to changes in the environment. Regular evaluation and adjustments are also essential to keep the plan effective.

In my experience in environmental incident analysis, the identification of root causes or the clear is one of the main issues that compromise the development of action plans. If this stage is neglected, the action plan is highly likely to generate low-impact references in solving the problems.

Engaging the right people in an action plan is vital for success, as they contribute diverse expertise and perspectives, enhancing decision-making and problem-solving. Failure to include the right individuals can result in suboptimal decisions, missed opportunities, and increased risk of project failure due to a lack of knowledge or experience. Effective collaboration is essential for successful execution and positive outcomes.

More than stakeholders, you need to assign the right responsibilities. If you assign a task t someone who doesn't have the skills or acumen, it's as good as not assigning it at all.

Let me discuss this point by giving a real example. When we implement an ERP system like Oracle and SAP, we need to involve the correct stakeholders. If we ignore one key stakeholder, we could waste huge time and resources because we miss his/her requirements in the initial stage which lead to redesign, re-setup and rework. In any project or action plan, defining the stakeholders properly will contribute to the success of the project or plan.

One thing I've found helpful is that engaging the right stakeholders leads to success. This would involve understanding the needs and your goals and engaging the most suitable stakeholder with the needed skill set and insight to that need or goal.

Not involving the right stakeholders can have a negative impact on company culture, morale and productivity. When teams come to the planning table, one question that often isn't given a critical analysis is "who or what other processes will be impacted by what we are proposing?" Bringing those representatives to the table or at least having correspondence will help avoid unnecessary conflicts. I have seen pure disaster when this step is not done with fidelity. Teams want to move quickly, but this is one step that time should be taken to identify ALL stakeholders that may be impacted, no matter the level of impact. There may be other factors unknown to the initiating team that other stakeholders may have knowledge of.

With the assistance of AI, decision-making has become much easier for many managers. However, it's not just about having access to data or resources anymore. The key to success lies in who is driving the action plans. Even if we have the best plans, well-defined problems, and SMART objectives, we won't accomplish anything without a thoughtful leader with the right motives. This is the difference between a leader and a successful one.

Of course, your objectives should be smart to achieve effective results. But, it is also important to note that beyond setting SMART goals, discipline is needed to drive through with it...

SMART goals are great, but I use OKRs (Objectives and Key Results) for my major action plans, including project plans and quarterly department plans. It is similar, but gives an extra layer of definition of what success will be measured against. Look em up, if you haven't encountered them before. Changed my approach overnight.

SMART objectives are very important in any situation, but you do need discipline to go through this. Specific and relevant objectives ain't easy. 😀 Being mensurable, achievable and time-bound is easier. Start with specific and relevant in mind.

Assigning roles and responsibilities is pivotal in action planning. When these duties aren't clearly outlined, confusion reign. Alongside the importance of accurately assigning roles and responsibilities, it's imperative to actively monitor progress and deliverables throughout this phase. Keeping a keen eye on the advancements and outcomes ensures that the action plan stays on course and meets its intended objectives.

The failure to review and adjust the plan, is a crucial misstep that often leads to the downfall of otherwise well-structured plans. In the realm of project management, especially within Agile Methodology, this step holds immense significance. This stage isn't just about creating a plan; it's about continuously evaluating its efficacy. By neglecting this phase or executing it poorly, plans become rigid relics of their former selves, unable to adapt to unforeseen circumstances or changing dynamics.

What is the benefit of a plan we don’t use to compare our actual results with it, then we correct and fix our actions depending on our changing environment and variables? We need to get a variance report regularly (weekly, monthly), so we could verify the plan logic and improve it if needed. The main purpose is to make sure we take actions to the correct variables as soon as possible to avoid the waste of time and resources and to accelerate reaching the desired goals.

The correct assignment of roles must be a priority, both for the solution to a problem and for the correct functioning of the organization. Not knowing what tasks you should perform in your daily life means that you do not have a defined focus and it is very difficult to progress.

To many frequent changes to the problem identified initially is also one point to consider. This impacts the action plan and as well the morale of the team members working on the action plan as the initial devised action plan will be under constant changes which will in turn result in delays and confusion around the expectations. If the problem is something which is under evolution then agile methodologies is something that can help but again it has to be followed in principle with all the relevant roles and cerimonies and not only for the sake of it.

Common mistakes in action plan development include vague objectives lacking specificity, leading to unclear outcomes. Inadequate stakeholder involvement can result in overlooking critical perspectives and potential obstacles. Poorly defined timelines contribute to delays and hinder progress tracking. Insufficient resource allocation may impede effective execution. Neglecting contingency plans leaves projects vulnerable to unforeseen challenges. Lack of regular evaluation and adjustment leads to outdated strategies. Finally, ineffective communication diminishes team cohesion. Addressing these issues ensures a robust action plan, fostering successful implementation and achievement of goals.

1. Lack of clarity 2. Overestimating time and resources. 3. Ignoring potential obstacles. 4. Failure to prioritise. 5. Lack of flexibility. By avoiding these common mistakes, you'll be well on your way to creating an effective action plan.

Mistake 7 Not sstting bench marks or base line. In line with setting SMART objectuves, puting the base line or bench marks for the objectives is crucial inorder to able to measure the change as a result of the plan.

Main thing is missing. The most important thing is to identify the real root cause of the problem. Only defining the problem is not enough. If the root cause of the problem is not properly defined, then the action points no matter how SMART they are, will deal with only symptoms and the problem will happen again.