Philip Marris presents a recurrent problem from our clients: project plans are way too detailed. The initial aim of project managers by increasing the number of tasks, by breaking them into shorter and more detailed tasks. However, following this path leads to complete opposite results: the generated complexity is now too high and project execution becomes very tedious. The plan is no longer a steering tool, but rather a reporting tool.

To further explore this idea, two examples are given: one in the aeronautical maintenance (MRO) sector and the other one in the oil and gas sector.