We think of planning as an expense, and no one wants to spend money for planning on a small project when they can spend that same time just “knocking it out.” True, different project levels require different planning. But this begs the question - What is a small project?

Is it judged only by dollar cost? What about the impact on organization culture? Morale? Reputation? If it fails, will we stay in business?

If we think the project is small (or large), how can we know? Does it have a fixed or variable nature? Are there elements that could be either simple or complex? Plain or fancy? How many decisions will be made during the project's planning phase? Requirements phase? Design phase?

If we're buying a product, how many suppliers are there to choose from? Which features are mandatory vs. options? How long is the implementation cycle? How much training will our people need? Will there be resistance to the new solution? Will we lose staff as a result of the changes?

If this project flops and we have to start over, what is the cost in dollars, time, and morale? Will a competitive advantage be lost if we buy wrong and have to start again?

Risk comes in many sizes and can be viewed from many angles. We plan in order to reduce risk and maximize our chances for success. We write those plans down to build consensus and give direction to both buyers and builders during the project.

A written plan is a statement of professional intent. The old adage applies: If it’s worth doing, it’s worth doing right. Plans – written plans – help us get it right.