Making Plan Predictability One of Your Principles

by David N. Rasmussen

When I complete a new business plan or project plan, the only thing that I can guarantee anyone is that the plan is wrong. How can that be? Well, from the start of a business initiative until the end, business conditions change. And nobody has yet created a methodology for perfecting the role of "business prophet." So what can business and project managers do to improve the probability that actual results approximate the predicted results, especially considering the economic environment in which we operate? Let's find the answer to that question by better understanding the problem.

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Making Plan Predictability One of Your Principles14 May 2008