I have great news for you. Or, at least, good news for successful organizations.
There is a growing realism that simply does not work in a flexible world.
In a recent CA analytical report, only 36.3% of respondents stated that their organizations plan more frequent cadences. That’s how it should be!
I didn’t have a problem with the annual budget process (which determines the amount of available money). Inevitably, the needs and priorities of the organization have changed for 12 months or more between the completion of planning and the beginning of the fourth quarter of the financial period. It is also inevitable that projects change and can change depending on circumstances. All these variables aren’t just money.
More progressive organizations recognize this – they allocate a subset of the annual budget of the project and save the remainder for future quarters. Then they hold quarterly planning meetings at which projects can be approved based on current needs and budget. This is a much better model than an annual approach to planning with all political and equestrian cooperation.
This approach is much more flexible than the cyclical planning cycle, as it allows you to become the most important pipeline project as soon as possible. Organizations that use this way of planning and moving from planned to an initiative will not only improve their absolute project productivity, but will also have a significant advantage over competitors, which it is vital in today’s business climate.