Schedules
|
Build your schedule around elements
of success . |
|
|
|
A schedule establishes the timeline
of tasks and responsibility. It demonstrates the interrelationship
among tasks and identifies resources needed to produce analyses
, documents , and decisions
.
A reasonable, well-thought out schedule will not only let
everyone see and understand the decision process but will also
help to shape the analyses and actions. Consider
and display the interrelationships (e.g., the economic analysis
relies on the cost estimates, the cost estimates rely on detailed
alternatives, alternatives rely on the needs assessment...)
|
|
Planning the Schedule
|
Establishing and attempting to meet
deadlines without considering the "meat of the matter"
(building partnerships , establishing
trust and credibility , and
working to solve problems) risks creating roadblocks and
delays |
|
|
Missing that first deadline is like
the first stratch in a new car--no one worries as much
after that. |
|
|
|
Plan your schedule carefully and make sure
it is realistic so that participants and the core team can stay
on track toward a solution. Build in some contingency plans
(e.g., if we can't get x by September, we will do y). Check
back regularly . Computers are very
useful to plan a schedule and keep track of where you are.
Staying on schedule:
- Shows progress (if milestones
have substance)
- Demonstrates the agency's dedication to the process
- Demonstrates accomplishments to participants
- Builds momentum and morale
- Keeps activities predictable
- Facilitates participation
- Simplifies budgeting
- Eliminates an easy target for o
pposition ("Study Delayed Again!")
People tend to work on things with the closest deadline.
Events without a specific date (e.g., as soon as possible) will
get done after everything with an assigned completion date.
Thus, setting a tight schedule avoids procrastination and helps
actually get things done. However, an impossible or a too tight
schedule may invite risks of incomplete work or delays. Publics
like to pounce on delays.
Keep in mind, though, that the schedule is a tool--not an
absolute dictator in the decision process. A realistic schedule
will be flexible enough to accommodate various stages of public
awareness and involvement, diverse points of view, changes in
study scope, alternatives, etc. Make sure that the schedule
can handle delays, re-analyses, or other surprises along the
way. (Build this into your Action
Plan )
|
|
Adapting the Schedule
|
Caution: Participants' agendas
and awareness are probably not
going to coincide with yours. |
|
|
|
Keepthe schedule flexible, with built-in points
for change so you can adapt to the realities of the planning
process. A flexible schedule:
- Helps coordinate the many participants and their interdependent
activities
- Ensures that the process is coordinated with external
events
- Defines participants' commitments
and "due diligence" in completing tasks
- Clarifies where additional resources may be necessary
- Helps formulate budgets and evaluate the cost of delays
- Provides a communication tool for team
leaders and the general public
- Can be used to establish commitment from decisionmakers
and participants
Artificial or unrealistic deadlines
may indicate that schedulers are out of touch with reality or
are rushing through the process to get to a predetermined action.
Sticking to a schedule no matter what will probably lose
more than it will gain. Most importantly, you risk losing the
opportunity to address rifts and conflicts between parties as
early as possible. If these are left to fester, they can cause
problems later. Your solution may not get the support
it needs to be implemented and
maintained.
A rigid schedule:
- Speeds up analyses which may cause inaccuracies or invite
challenges
- Skips analyses which may need to be done later or which
may have revealed other opportunities or fatal flaws
- Rushes the process onto the next step when participants
may not be ready
- Creates an impression of arbitrary decisions which often
destroys credibility or drops vital
parties from the process
|
|