When we speak in the past tense about an event or a milestone, we speak about it being complete, delivered, conducted, resolved. We speak about the accomplishments needed to complete, deliver, conduct or resolve the Event. We know there is effort, resources, and expenses involved in reaching the “Completed Event,” but they are in second or possibly third order to the discussion of the past tense description of “Done.”
Capability Based Planning (CBP)
Capabilities based planning is enabled through the with “past tense” descriptions of an event. CBP asks and answers questions like:
- If we had this capability what would we do with it? How would our lives be different?
- If we were done with our project what would be different?
- What information would be available and what decisions could be made with this information?
- What processes are improved as a result of our efforts and how do these processes benefit our organization?
- On what day, month, quarter do we earn back the investment in time and expense for our efforts?
- How will we recognize the unassailable beneficial outcomes?
- How will we recognize that we are meeting our financial, performance, and technical goals?
By speaking in the past tense we are forced to speak of the success criteria that describe how we got to this place – complete, delivered, conducted. By speaking about capabilities we describe them in the vernacular of “actionable outcomes” – “if we had this we could now do that.
Only do work that has measurable outcomes
Only do work whose outcome can be described in some unit of measure. This sound harsh and it is in the beginning. “Actionable outcomes” is the mantra of successful project managers. Is the outcome actionable? Good question. Ask the question. Get an answer. Assess the answer against the financial, strategic, or tactical goals of the organization or customer. If we talk about outcomes, how can we see the evidence of their presence?
- How do we test the beneficial result?
- How would we recognize the benefit if it were to appear?
If we want to stop complaining that project management is not respected or that project management is not effective, then start talking in terms business executives understand. Outcomes must have unassailable beneficial outcomes to the organization. All outcomes, project management outcomes, systems engineering outcomes, product development outcomes. Outcomes that can be measured, traced to strategy and tactics. Outcomes that have clear visible units of measure.
Speak about these outcomes in the past tense – complete, delivery, accomplished, conducted. Tell me what you’ve done for me lately – not what you hope you can do in the future. The future will come soon enough, planning is important, but plan by presenting “past as prologue.”
