“If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and five minutes thinking about solutions.” - Albert Einstein. 

As a project manager who recently navigated the turbulent waters of a major Content Management System (CMS) implementation using Xperience by Kentico, I’ve seen firsthand how even the most promising and seemingly simple projects can swerve off course.  

And as I look back at that experience and using some insights from the book "How Big Things Get Done: The Surprising Factors Behind Every Successful Project" (I wish I had read this book before starting the project), I am hoping this blog post helps me and other project managers to transform potential disasters into success stories.  

Below, I share three key tactics that can help project managers stay on track and avoid the trap of schedule slippage and budget bloat. So, grab a coffee and prepare to think slow, act fast! 

1. Embrace the Power of Detailed Planning, Not Assumptions  

When it came to our CMS project, the initial planning phase was more about checking boxes than creating a robust strategy. We assumed that our team knew exactly what needed to be done and that all requirements were accurately captured. Spoiler alert: they weren’t. Important stakeholder needs were overlooked, leaving us with a gaping hole in our project scope that we had to hastily patch later. 

In "How Big Things Get Done," one of the key lessons is that successful projects start with meticulous planning. They account for every possible variable and surprise. The authors argue that "plans should be like Swiss army knives—flexible and adjustable." You should always allocate ample time for the planning phase, considering every possible scenario—not just the rosy ones.  

As an example, one major setback in our project was due to the fact that content migration was not well planned at the beginning of the project, so we had to build a custom tool for migration in the middle of the project, for which time and budget was not accounted for. 

What NOT to Do: Rush the planning stage under the assumption that you can 'figure it out as you go.' One of the scariest phrases for any project manager is “we’ll build the plane as we fly it”.  

What to Do: Spend at least 20% of your project time setting up the initial scope and requirements gathering. The more precise your planning, the less 'figuring out' you’ll have to do mid-project. List all requirements in detail, lay down all potential risks and work with the whole team to plan and collect their feedback on your plans. 

2. Be Agile, but Not Fragile 

While I was knee-deep in the project, I initially assumed agility meant the freedom to pivot quickly and often. Unfortunately, this led to us changing directions more times than a squirrel in traffic. The constant adjustments, based on fluctuating stakeholder demands, left the team dizzy and, you guessed it, behind schedule, and ultimately (way) over budget. 

In the context of "How Big Things Get Done," agility isn’t about constant change but rather about flexibility within structured limits. Successful projects embrace agile principles but balance them with a disciplined approach. It’s about being prepared to pivot only when it’s truly necessary and beneficial—not at every whim. 

What NOT to Do: Use "agility" as an excuse for lack of direction or consistency. 

What to Do: Implement a change management protocol that delineates when and how changes should be made. This not only keeps your team focused but also ensures any pivot represents a calculated step forward rather than a leap of faith. 

3. Align Objectives with Stakeholder Buy-in: Your Compass for Success 

During the implementation, one of the biggest hurdles was aligning team goals with those of the stakeholders. At one point, our development team was sprinting ahead, while our stakeholders were still caught up in a whirlwind of unchecked expectations and desires. It's like we were on parallel train tracks heading in the same direction but never converging—an impending train wreck in the making. 

In "How Big Things Get Done," the authors highlight the critical nature of stakeholder alignment. They stress that successful projects are not driven by individual goals, but by a collective vision that resonates with all parties involved. This calls for an early and sustained effort to engage stakeholders, ensuring their goals are woven into the project fabric without causing a chaotic tapestry. In our case, unfortunately, some of the major stakeholders were not engaged enough, causing the project to fall months behind schedule. 

What NOT to Do: Push forward with the assumption that stakeholders will eventually catch up or fall in line.  

What to Do: Develop a stakeholder engagement strategy early on. Regularly validate that your project objectives are a shared vision by setting up stakeholder meetings and workshops for feedback and alignment. These should not be "nice-to-haves" but fundamental pillars of your project lifecycle, ensuring that everyone’s rowing in the same direction. 

Think Slow, Act Fast 

The key takeaway is deceptively simple: think slow, act fast. Deliberate, thorough planning and clear communications lay the groundwork so that when quick actions are required, they aren’t guesses—they’re informed, confident steps. By integrating these lessons into your practice, you not only prevent your projects from becoming cautionary tales (like this blog post) but transform them into models of success. 

So go ahead, grab a magnifying glass and scrutinize those project plans. And remember that agility is about having a clear direction so that when it's time to pivot, you can do so with purpose and precision." 

And most importantly, engage your stakeholders early and keep them engaged throughout—their buy-in is your compass that keeps the project on course. 

Successful projects aren't defined by an absence of mistakes; they're characterized by fewer last-minute fire drills. Because, let's face it, project management is more enjoyable when you're cutting the cake instead of putting out fires.