We plan as if everything is fixed
In many organisations, planning is still based on one assumption: that what we decide today will still hold true tomorrow. We create plans worked out in detail and expect everyone to stick to them.
But in practice, things are often different.
Think, for example, of:
- a colleague calling in sick
- a task taking longer than planned
- an urgent job coming in unexpectedly
- changing priorities from clients or management
Just like the weather in April, reality is constantly changing. And that is exactly where the tension between planning and practice arises.
What happens when your planning doesn’t adapt
When a plan is static, a domino effect quickly arises. One small change can have surprisingly large consequences.
It starts small:
- a shift in a task
- someone who isn't available
But quickly grows into:
- uncertainty about who is doing what
- miscommunication between teams
- work being duplicated or, conversely, left undone
Ultimately, this leads to stress, delays and a loss of overview. Not because people aren’t doing their jobs properly, but because the planning is not designed to handle change.
Why planning is becoming less predictable
When you take a closer look, it actually makes perfect sense that plans are coming under pressure. Our work has become more complex in recent years. We collaborate more, are more dependent on one another, and face rapidly changing circumstances.
At the same time, the nature of the work itself is changing. With the rise of new technologies and AI, it has become increasingly difficult to estimate how much time something will take. Some tasks are suddenly much faster than before, while others require more alignment or deeper thinking. This makes planning in 2026 less predictable than ever.
On top of that, as people we are naturally inclined to plan too optimistically a phenomenon known as the planning fallacy. We unconsciously assume that everything will go according to expectations, even though we know that this is rarely the case.
The world has simply become more dynamic. And perhaps that also calls for a different way of planning.
From control to adaptability
The instinct is often to plan more tightly. To fix more in place, to control more, to leave less room for deviation. But that works counterproductively.
You can’t solve uncertainty with rigid planning. What does work is adaptability.
A strong plan:
- accepts that change is normal
- makes adjustments simple and quick
- provides real-time insight into the situation
- helps teams adapt immediately
In modern ways of working, such as agile, a plan is therefore not seen as something fixed, but as something that is continuously adjusted based on what happens. In this approach, change is not a disruption, but part of the process.
So it’s not about less control, but about smarter control.
A plan is not a document, but a process
Perhaps that is the most important shift. A plan is not a document you create once and then follow. It is something that evolves throughout the day and week.
A process, not an endpoint.
A plan that works not only helps you look ahead, but also to adjust along the way. To see what is changing and what that means. And to share that insight with everyone involved.
Because ultimately, it’s not just about adapting, but about having a shared understanding of reality.
April as a small reminder ☀️☔️💨❄️
Perhaps that is what this month shows so beautifully. Not that planning is pointless quite the opposite. But that it is less about locking in the week and more about how smoothly you can deal with what changes along the way.
Like hesitating for a moment in the morning and taking a coat with you, just in case.
Not because you’re certain it will rain, but because you know it easily could.
In conclusion
April does as it pleases.
And perhaps we don’t need to change that. But we can deal with it more intelligently.
By not seeing plans as something fixed, but as something that helps you stay in control especially when things turn out differently than expected.
That’s why more and more organisations are choosing to make their planning not only more flexible, but also more centralised and transparent. So that adjustments can not only be made quickly, but are also immediately visible to everyone working with them.
Curious what that could look like? Then create your free vPlan trial environment here.
Frequently asked questions
Why is planning often less predictable than we think?
That is partly due to how our brains work. We tend to plan too optimistically, a phenomenon known as the planning fallacy. We unconsciously assume that everything will go according to plan, even though we know that things almost always change along the way.
In addition, work itself has become more complex. We collaborate more, have more dependencies, and are more frequently faced with unexpected changes.
What is the planning fallacy exactly?
The planning fallacy is a concept from psychology (introduced by, among others, Daniel Kahneman) that describes how people consistently underestimate how long tasks will take.
Even when we know something has overrun before, we make the same estimation error again. As a result, plans in practice are often tighter than is realistic.
What is meant by agile planning?
Agile planning means that you do not see a plan as something fixed, but as something that is continuously adjusted based on new insights.
Instead of locking everything down in advance, you work in short steps and regularly make adjustments. In this approach, change is not a problem, but a natural part of the process.
Why is it important that a plan is easy to adjust?
Because change is the norm. In a dynamic working environment, tasks, priorities and availability are constantly shifting.
If a plan is difficult to adjust, it takes a lot of time and energy to make changes. This often leads to miscommunication and a loss of overview. A flexible plan ensures that you can adapt more quickly without creating chaos.
What is ‘shared situational awareness’ and why is it important?
It means that everyone within a team has the same up-to-date understanding of what is happening. In other words: who is doing what, what has changed, and what the priorities are.
When this is missing, misunderstandings or duplicated work quickly arise. A good plan helps to keep that shared insight continuously available.
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