It’s worth remembering this when you set out to tackle any job in the workplace, from the largest project to the most straightforward of tasks. The advice holds whether you’re managing a team or working within one.
Too often, a wish-list is overly ambitious in terms of timings, quality or costs, or ignores the old principle that you can pick two of the following, but not all three:
Wish-lists often falter at these first principles.
To-do lists, on the other hand, make for certain, manageable and accountable progress. Why? Because they look beyond the wider goals to tackle the issues by breaking down larger – and sometimes seemingly insurmountable – tasks, into practical, achievable steps.
Of course, what an achievable step looks like will depend on the particular task. However, most workplace-based projects can still be broken down into manageable chunks with reference to three broad categories:
If such broad-based divisions of labour still remain daunting, that’s because while they describe the scope of individual elements of the project, they don’t offer practical steps to tackling them.
To do this, try breaking down each section further, setting out clear routes towards achieving a good outcome. Often, this follows three simple steps:
Make sure your project goals, resources and timings are all integrated within this three-step breakdown.
Next: How to develop a work breakdown structure