Planning by Stages
WBS3D, just like a rocket during launch, goes through stages: it starts with a robust structure at the start (strategic plan), performs a “decoupling” to continue lighter in the sequence (moves to the tactical plan), and finally follows the most of the route development with only the lightest devices or tools in the operational plans. Both need to discard the unnecessary and evolve during the project as they move towards their goals.
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Strategy - Tactics - Operation
The journey of a rocket into space is a perfect metaphor for the process of implementing WBS3D (Work Breakdown Structure 3D). Just like a rocket, WBS3D also goes through several stages before reaching its final goal.
In the first stage, both the rocket and WBS3D need a robust and powerful structure. For the rocket, this means powerful thrusters that can overcome Earth’s gravity. For WBS3D, this translates into a solid strategic plan that can overcome organizational inertia and set the direction for the project.
In the second stage, the rocket sheds its now empty and heavy thrusters to become lighter and more efficient. Similarly, WBS3D also leaves behind the complex and burdensome routines of the strategic stage as it moves into the tactical plan. This is what we call “decoupling.”
In the third stage, the rocket, now much lighter, continues its journey with smaller but more efficient engines. Analogously, WBS3D moves into short-term operational plans, using more sophisticated tools for a broader view of planning.
Thus, the journey of a rocket into space perfectly illustrates the progression of WBS3D, from the strategic stage to tactical and operational execution. Both require a robust structure at the beginning, the ability to discard what is no longer needed, and the use of more sophisticated tools as they advance towards their goals.
Strategic Planning:
In the context of project management, strategic planning is a systematic process that aims to identify the best conditions and approaches to achieve the project’s objectives and goals. It establishes a direction for the project and structures the pursuit of long-term results. This planning is considered a fundamental organizational effort, outlining the overall roadmap throughout the project’s lifecycle. During planning, various factors are taken into account, such as the organizational landscape, associated risks, the dynamic stakeholder environment, scope and quality-related challenges, as well as time and cost constraints.
Thoughtful resource allocation is also an essential part of this process. Project strategic planning consists of a set of processes and routines that involve decision-making to create guidelines and promote integration across different disciplines, phases, and areas of knowledge. This more robust and less intuitive planning provides clearer objectives and contributes to project success.
Tactical Planning:
It is an intermediate stage between strategic planning (long-term) and operational planning (short-term). It plays a crucial role in optimizing the project’s areas and departments, aiming to translate strategic objectives and guidelines into specific and detailed actions. Tactical planning aims to set goals and processes for a medium-term period involving project milestones. It focuses on how the project can achieve strategic objectives, considering the available conditions and resources. Tactical planning is the bridge that connects strategic planning (defined by the sponsor, client, and managers) with operational planning (executed by the teams). It enables operation, ensuring that daily activities are aligned with long-term objectives.
Tactical planning is versatile and can be adjusted as needed. If the results are not satisfactory, it can be modified to better meet the objectives. Like any other type of planning, tactical planning requires processes and tools to assist in execution, ensuring that goals are achieved efficiently and effectively.
Operational Planning:
This planning stage incorporates the parameters and guidelines from the long-term and medium-term stages for executive implementation through short-term tools. Conducted predominantly by execution and planning teams, its primary objective is to enhance team synergy through opportunities identified during executive scheduling and the allocation of available resources.