Empowering Self-Organization and Energizing Project Planning with the Commander's Intent

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Summary:
Things change, and when they do, it's best to be ready to change with them. The best plans are doomed to fail if they aren't malleable. In this column, George Schlitz and Giora Morein take a look at the military concept of "Commander's Intent" and how it can apply to non-military project planning.

"No plan survives contact with the enemy," the famous quote by Helmuth Karl Bernhard Graf von Moltke goes. Despite our desire to plan for all possible contingencies, rarely do things go as expected. In military planning and in project planning, the seemingly infinite number of variables that must be estimated and the numerous assumptions that must be made in a typical detailed plan virtually guarantee that a very detailed plan will be rendered invalid within minutes of initiation. The problem is magnified as the size and complexity of the project increase.

Complicating matters, an inability to establish and share effective goals creates the need for teams to rely on detailed plans. Where general guidance doesn't exist, explicit direction is given. How many projects start off with enormous plans going into excruciating detail? How many people actually understand these plans? How effective are they? How well do they deal with change and uncertainty?

A simple way of enabling teams to achieve objectives, despite change and uncertainty, can both enable self-organization and drastically improve planning success.

Traditional Planning Is All About the Details
How many project plans have you seen that amounted to a confusing network of related and dependent tasks, estimates, resource allocation percentages, and more? There are some serious limitations to this type of planning:

  • They rarely are understood by anyone other than the project manager.
  • They are difficult to adjust when changes occur.
  • They leave little room for Murphy's Law.
  • They encourage problematic approaches like resource sharing and artificial dependencies.
  • They encourage command-and-control behavior with managers telling team members which things they should work on and when.
  • They discourage team member empowerment as team members get used to being told what to do and rely on it.
  • They lead team members to focus on tasks not goals.

The Commander's Intent
The US Army uses a concept known as the "Commander's Intent" to provide a concise, clear, shared vision statement at any level of planning in the event that more detailed plans are rendered invalid. Knowing that plans often are rendered invalid soon after they are writtenas soon as we learn something newthe Commander's Intent provides a guiding statement that allows teams to adjust their plans given any circumstances, so long as they accomplish the Commander's Intent. This empowerment of teams to be accountable for goal achievement rather than task achievement allows the mission to benefit from the collective skills, knowledge, experience, leadership, and real-time decision-making ability of the entire forcenot just the leader. When things don't go according to plan, teams can adjust their activities with the best possible information and in the shortest possible time to accomplish the Commander's Intent. Only situations that jeopardize the Commander's Intent need be escalated.

Since higher-level objectives can be seen as a combination of subordinate Commanders' Intents, a lightweight and adaptive planning approach can result.

Shared Vision

"When there is a genuine vision (as opposed to the all-familiar 'vision statement'), people excel and learn, not because they are told to, but because they want to."
-Peter Senge, from The Fifth Discipline

The purpose of a shared vision is to create a shared understanding of the goals and objectives, as well as a high-level approach as to how to achieve them. By sharing and buying into the picture of the future, team members can act out of inner motivation and use their skills and knowledge to achieve it, as opposed to doing just what they are told to do.

The Commander's Intent and the 5 Levels of Agile Planning
Many successful agile projects plan continuously on five levels: product vision, product roadmap, release plan, iteration plan, daily commitment. Using the concept of Commander's Intent, we can identify a shared vision to empower decisions at any level so that teams can succeed despite any changing circumstances. A simple, clear Commander's Intent is easy to identify at any level of planning and will empower your teams to make effective decisions in the face of uncertainty and change.

Having each intent well known to all team members can help your teams make decisions in the event of uncertainty. At each level, whenever a change occurs or there is some other uncertainty around a decision, ask whether each option supports the Commander's Intent at that level. No matter what happens, team members can ask, "Does [decision x] help us accomplish the Commander's Intent?" and be sure not to make a bad decision. Teams equipped with a clear Commander's Intent coupled with the freedom to adjust and plan independently are able to act independently of the commander's input or direction.

About the author

George Schlitz's picture George Schlitz

George Schlitz is co-founder of BigVisible Solutions, a consultancy that focuses on large-scale agile adoptions in diverse industries. Bringing knowledge of agile, lean, systems thinking, and theory of constraints to his clients. His passion is helping clients overcome the challenges of enterprise change using a wide array of techniques. George's leadership experience in business and as a military officer help him excel at coaching and mentoring of leaders and teams. George is a Certified Scrum Coach (CSC) and a certified Project Management Professional (PMP). If you have questions, or would like help with large scale agile endeavors of any kind, George can be reached at gschlitz@bigvisible.com.

About the author

Giora Morein's picture Giora Morein

Giora Morein is a Certified Scrum Trainer and co-founder of BigVisible Solutions, he specializes in guiding organizations through their Agile transitions as well as rapidly ramping up new Agile and Scrum teams through practical training coupled with hands-on mentoring and coaching. He has been highly successful in helping organizations scale their Scrum initiatives both in size and distributed location. Giora has also created a number of highly effective Agile and Scrum training programs that focus on practical techniques and practices. He has had extensive experience consulting in large, Fortune-class companies, including: Aetna, Fidelity, John Hancock, SSGA, Cessna Aircraft, Bell Helicopter, McKesson and GE Healthcare (Formally IDX). Giora is also a PMI-Certified Project Management Professional (PMP). He earned his Bachelors degree from Boston University and an MBA from Northeastern University.

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