Lessons learned from weak contingency planning

[Spotlight Theory '89]

We had a situation last month where a supplier delay exposed some weak points in our contingency plan, and now I’m trying to build a more reliable framework. How do you strike a balance between keeping your plans flexible and still being detailed enough to act quickly?

 

[Rob dani]

Set clear trigger points and outlining broad actions ahead of time, but leave the specifics flexible depending on the situation. That way you’re not scrambling, but we’re also not locked into one rigid response

 

[Spotlight Theory '89]

Set clear trigger points and outlining broad actions ahead of time, but leave the specifics flexible depending on the situation. That way you’re not scrambling, but we’re also not locked into one rigid response

That's a great way to frame it, thanks! As I start drafting this, I'm wondering what you typically base those triggers on. Are they usually tied to external factors like a supplier's critical path, or internal benchmarks like completing a specific project phase?

 

[Alan]

Use both external triggers, like supplier delays, and internal ones, like missing milestones. Define them clearly so your team knows what to do when they happen.