Project Management Overview - Planning Module 5 - PDF

**Table of Contents** [Introduction 3](#introduction) [Learning Outcomes 3](#learning-outcomes) [Module Topics 3](#module-topics) [Project Planning: Definition & Importance 3](#project-planning-definition-importance) [Project Planning: The Process 8](#project-planning-the-process) [Project Pla...

**Table of Contents** [Introduction 3](#introduction) [Learning Outcomes 3](#learning-outcomes) [Module Topics 3](#module-topics) [Project Planning: Definition & Importance 3](#project-planning-definition-importance) [Project Planning: The Process 8](#project-planning-the-process) [Project Planning Approaches 13](#project-planning-approaches) [Required Reading 19](#required-reading) [Additional Resources 20](#additional-resources) [Summary 20](#summary) [References 21](#references) Introduction ============ Welcome to module 6 of Project Management Overview -- **Planning.** In this module you will look at Planning. Planning is the second project management process after initiation. Project planning is of major importance to a project because projects involve doing something that has not been done before. Effective project planning is vitally important to the success of a project, yet on many projects planning is weak. This topic looks at some key issues related to project planning. Learning Outcomes ================= In this module you will learn how to: - Describe the importance and benefits of project planning; - Describe project management planning processes; - Describe the content of project management plan; - Describe the process of rolling wave planning, when it should be used and its benefits; - Describe the pitfalls of project planning; and - Describe the process of project team planning and its benefits. Module Topics ============= This module is broken into the following topics: - [Project Planning: Definition & Importance](#project-planning-definition-importance); - [Project Planning: The Process](#project-planning-the-process); and - [Project Planning Approaches](#project-planning-approaches). Let's look at each one in detail. Project Planning: Definition & Importance ----------------------------------------- The importance of planning is well acknowledged: "*If you don't know where you are going, any road will take you there*" (Confucius). And, "*if you fail to plan, you plan to fail*". Project management processes, such as control, stem from planning so planning is the primary project management process. The key output of the planning process is the Project Management Plan (dealt with later) and its contents are best expressed by Rudyard Kipling (The Elephant\'s Child 1902): -- -- What, Why, When, How, Where, and Who are questions that need to be answered in the planning process: - What are we doing? - Why are we doing it? - When will it be done? - How will we do it? - Where will it be done? and - Who will do the work? +-----------------------------------+-----------------------------------+ |  | **Activity** | | | | | | List three (3) benefits of | | | planning or reasons why we plan: | | | | | | 1. 2. 3. | | | | | | When is the best time to plan? | +-----------------------------------+-----------------------------------+ -- -- -- -- Planning is one of the project management process groups in PMBOK (PMBOK® Guide 2017), and follows on from the first process group of initiation. Planning establishes the scope of the project, refines objectives, and defines the course of action required to attain the objectives that the project was undertaken to achieve (PMBOK® Guide 2017). Project planning is important because the project involves doing something that has not been done before. Project success relies on diligent and [continuous] planning. The application of effective project planning is vitally important for project success, yet on many projects are poorly planned and often projects just grow. Whilst planning does not guarantee project success, lack of planning will invariably guarantee failure. The pressure to show results means that "*most often we are being rushed into showing progress on work achievement. Under these or similar circumstances pre-planning is ignored, and a half-hearted attempt is made to do some sort of plan as the work proceeds*" (Hamilton 2002). Research has shown (Hamilton 2002): - Exceptional planning can yield as much as 40% cost savings over reasonable planning; and - Poor planning can cause time overruns of as much as 400% and as much as 50% over budget, compared to reasonable planning. Fundamentally, planning is a decision making process. It can be defined as "*making decisions now with the objective of influencing the future*" (Hamilton 2002). It is obvious that without planning, actions would tend to be aimless. A key benefit of the project planning process is that it encourages the project team to think through the project. Project planning is an iterative and ongoing process. As more information is gathered and understood, and updates from approved changes occur during execution, then the project plans are revised (PMBOK® Guide 2017). The project team should involve all appropriate stakeholders in project planning since stakeholders have skills and knowledge that can be used in developing the project management plan (PMBOK® Guide 2017) Whitten (2000a) notes that we never find time to do it right first time, but always find time to do it over again. Performing thoughtful planning the first time is always the best business choice and thorough planning takes 8-10% of total project time (Webster 1999). Martinez (2000) observes, "*many project managers dive right into tasks under the mistaken view that it is better to get started with the 'real work' than spend time on the 'overhead' of planning*". The best project plan is aggressive, but achievable (Whitten 2000a). The existence of formal project planning will to some extent depend on the project\'s characteristics, such as complexity and size. The amount of planning performed should always be commensurate with the scope of the project and the usefulness of the information developed (PMBOK® Guide 2017). For example, on small simple projects the project manager may be able to manage without indulging in explicit planning processes, and rely on a mental plan derived from experience. Project planning is performed throughout the project life cycle and requires constant updating and revision. So project planning continues throughout the life of the project. For each subsequent phase, more information is obtained and more detail added. Planning is especially important in the early project phases when decisions are being made that will affect the entire project. Early planning "*will bring to the surface risks, issues, points of disagreement, needs to compromise, and so forth, that can be resolved up front, when it is easier to do so*" (Martinez 2000). Whitten (2000) suggests that "*a preliminary plan should be available within the first week that a project manager is assigned to a project. It should address the next two to four weeks of activities and requires no approval other than by the Project Manager*". Furthermore, before a comprehensive project management plan can be created, "*the project manager is assigned; the requirements (problems to be solved) are completed and approved; a scope statement (very high-level solution addressing the problems) is completed and approved; and a critical mass of project members are assigned and working on the project*" (Whitten 2000) ### Project Planning -- Benefits & Problems Benefits of Project Planning include: - Facilitates control and taking corrective actions because without a plan, there's nothing to control against. The primary purpose of planning is about getting control. Project progress cannot be controlled unless a plan has been established. However, formal control should not curtail creativity, such as in research and development projects; - Improved efficiency of the project management process; - Act as a communication tool to provide a common understanding of the project to the project team; - the motivation of project members and provision of a basis for teamwork; - It reduces uncertainty by improving understanding of the project; - It increases understanding of the project; and - Facilities 'what if' explorations and brings out options for action. The benefits of project planning are well understood; however they are hard to always achieve. +-----------------------------------+-----------------------------------+ | | **Activity** | | | | | | List three (3) problems that you | | | think might commonly occur when | | | planning: | | | | | | 1. 2. 3. | +-----------------------------------+-----------------------------------+ Frequent problems within Project Planning often include: - Plans based on insufficient information, or no attempt to systemise the planning process; - Over-optimistic estimates. This may be due to an unjustified optimism, or a lack of relevant past experience; - Policies are not well defined, resulting in planning working within an unclear framework; - The omission of items from the plan because the uniqueness of projects; - Project planning ignores the project\'s external environment; and - Discouraging creativity by the project team. Planning should be a democratic process where the relevant parties work together. +-----------------------------------+-----------------------------------+ |  | **Activity** | | | | | | List three (3) reasons why people | | | are reluctant to plan: | | | | | | 1. 2. 3. | +-----------------------------------+-----------------------------------+ Poor planning will invariably lead to project non-performance and failure. Poor planning results in confusion, lack of common understanding, higher costs, stress and discontent, missed deadlines, lack of resources, duplication of effort, and rework. Reasons for avoiding planning include: - Mentally demanding and needs effort to commence; - Proactive, whilst people become skilled in reactive fire-fighting rather than creativity; - Time consuming and there is pressure to get on and execute the project; - Involves publicly committing to a specific course of action; - Perceived as boring; and - Plans will always be wrong. -- -- -- -- Zwikael & Globerson (2002) researched the quality of project planning based on 282 questionnaires completed by project managers. Key findings were: - High quality planning occurred in integration, scope, time and human resources process; - Medium quality planning occurred in cost, procurement and quality processes; and - Poor quality planning occurred in risk and communications. Project Planning: The Process ----------------------------- The PMBOK Guide and the PMBOK Standard for Project Management (2017) sets out the project management planning processes and identifies all of the knowledge areas and sub-processes that contribute to project planning. Figure 1 shows the processes that make up the project planning process group. The importance of the planning process is emphasised by the fact that the PMBOK planning process group has the most processes and contains processes from each of the 10 Knowledge Areas: - Project Integration Management: - Develop PM Plan - combine all subsidiary plans into one coherent document. - Project Scope Management: - Plan Scope Management - document how project scope will be defined, validated and controlled. - Collect Requirements - Define/document stakeholders' needs. - Define Scope - Detailed description of project and product. - Create WBS - decompose deliverables and project work into a work breakdown schedule. - Project Time Management: - Plan Schedule Management - Document how schedule will be developed, managed, executed, controlled. - Define Activities - identify activities to produce deliverables. - Sequence Activities - document relationships among activities. - Estimate Activity Durations - estimate duration for each activity. - Develop Schedule - analyse sequences, durations, resources, constraints. - Project Cost Management: - Plan Cost Management - Document how costs will be planned, managed, expended, controlled. - Estimate Cost - estimate cost of resources for activities. - Determine Budget - aggregate cost estimates to form cost baseline. - Project Quality Management: - Plan Quality Management - Document quality requirements and plans to meet them. - Project Resource Management: - Plan Resource Management- Document how human resources will be defined, staffed, managed, released. - Document the requirements for materials and equipment. - Project Communication Management: - Plan Communications management - Document how communications will be planned, structured, monitored, controlled (i.e. record keeping and documentation). - Project Risk Management: - Plan Risk Management - Document risk management will be structured and performed. - Identify Risks - identify and document risks. - Perform Qualitative Risk Analysis - Prioritise risks for further analysis or action. - Perform Quantitative Risk Analysis - Numerically analyse effect of identified risks. - Plan Risk Responses - Develop actions to manage risks / opportunities. - Project Procurement Management: - Plan Procurements Management - Document how goods and services will be acquired from outside the performing organisation. - Project Stakeholder Management: - Plan Stakeholder Management - Identify management strategies to engage stakeholders. **Figure 1: 10 Knowledge Areas within Planning Process Group** (PMBOK® Guide 2017, 25) -- -- -- -- ### Project Management Plan The planning processes develop and culminate in a formal approved document -- the project management plan (PMBOK® Guide 2017). It coordinates subsidiary plans and baselines from the various project management processes and integrates them into a one comprehensive project management plan (PMBOK® Guide 2017). PRINCE2 calls the Project Management Plan the "Project Initiation Document." There are two key purposes/contents of a PM Plan: 1. The PM Plan sets out how the project will be managed, to provide guidance and direction. It "*defines how the project is undertaken, monitored and controlled*" (ISO 2012). So the PM Plan documents "*the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans. It defines how the project is executed, monitored and controlled, and closed*" (PMBOK® Guide 2017). So, for example, it will include (PMBOK® Guide 2017): - What project management processes will be applied, and their level; - Tools and techniques to accomplish these processes; - Documentation as to how changes will be monitored and controlled; and - Configuration management plan. 2. The PM Plan integrates and consolidates the baselines for the various project management processes. e.g. schedule, budget, risk register, work breakdown structure, etc. So the project management plan provides a baseline \"for more detailed planning of the budgets, schedules, work plan, and general management of the project\" (Meredith & Mantel 2012). So planning establishes "baselines against which project implementation can be managed and project performance can be measured and control" (ISO 2012). The PM Plan integrates all the project management plans and includes (PMBOK® Guide 2017): - Project Scope Management Plan -- describes how project scope will be defined, documented, verified, managed; - Requirements Management Plan -- describes how requirements will be analysed, documented and managed; configuration management activities, requirements prioritisation process, traceability structure; - Schedule Management Plan -- describes the format, processes and tools and techniques for project schedule management. It may also include a milestone list, resource calendar and schedule baseline; - Cost Management Plan -- describes the format, criteria, processes and tools and techniques for project cost management e.g. units of measurement, control thresholds beyond which corrective action is required, earned value metrics, reporting formats. It may also include the cost baseline; - Quality Management Plan --how the project management team will implement the performing organisation's quality policy. It may also the quality baseline and process improvement plan; - Human Resource Management Plan - when and how human resources should be defined, staffed, managed, released; - Communication Management Plan --communication requirements, e.g. purpose and content of reports, schedule of issues and distribution, person responsible for preparation, methods to convey information; - Risk Management Plan - how risk management will be conducted. It may also include the risk register; - Procurement Management Plan --how the procurement processes will be managed e.g. types of contracts, standardised procurement documents, pre-qualification processes, managing lead times for purchasing items, insurance requirements; and - Stakeholder management plan - identifies the management strategies to effectively engage stakeholders. Project Planning Approaches --------------------------- In a previous module we covered the different lifecycles that a project can have (i.e. predictive, iterative, agile, etc.). These lifecycles influence approach to project planning that a project requires. The following are descriptions of common effective planning approaches. +-----------------------------------+-----------------------------------+ |  | **Activity** | | | | | | Before examining planning | | | approaches answer the following: | | | | | | 1. 2. i. ii. | +-----------------------------------+-----------------------------------+ ### Stage Plans PRINCE2 advocates the need to divide projects into stages and for consequent Stage Plans (AXELOS 2017). Projects can be divided up into management stages so that a project is planned and controlled on a stage-by-stage basis. These stages provide senior management with decision control points at major intervals throughout the project. Senior management (e.g. sponsor) authorises one stage at a time. A current stage is the element of work that the project manager is managing at any one time. At the end of each stage the project's status is assessed and reviewed to ensure the project remains viable, and a decision made as to whether to proceed to the next stage. The number of stages is flexible and depends on the scale and risk of the project. The number of stages depends on consideration of such factors as: how far ahead is it sensible to plan, where the key decision points need to be, and the amount of risk in the project. Stages tend to be shorter when there is greater risk or complexity. Planning can only be done to a level of detail that is manageable and foreseeable great deal of effort can be wasted on attempts to plan beyond a sensible planning horizon. This planning horizon issue can be overcome by having a high-level project management plan and a detailed Stage Plan (for the current stage). A Stage Plan forms the basis of the day-to-day control of the stage. The Stage Plan for the next stage is produced near the end of the current Stage Plan. This allows the Stage Plan to be produced close to the time when the planned events will take place; exist for a much short period than the project management plan, and produced with the knowledge of the performance of earlier stages. A Stage Plan contains information such as: - Deliverables the stage must produce; - Activities to be conducted during the stage; - Their timescales (e.g. Gantt chart); - Budget; - Resources; - Quality control methods for each major deliverable; and - Risks. ### Rolling-Wave Planning Morris (1988) notes the limitations of full planning at the early phase of projects - \"*project planning cannot be done comprehensively, once and for all, at the beginning of the project. The uncertainty during the early stages of a project is too great. Instead, planning must be incremental*\". Changes will occur in the project plan, which may result in significant portions being re-planned (Whitten 2000a). In particular, re-planning may be advisable at the end of major phases -- "*when a project is first planned, many assumptions are made. As a project achieves its major phases or milestones, better data is available from which to plan*" (Whitten 2001a). Projects of long duration should be managed by major milestones set one or two months apart, with the remaining milestones viewed as sincere, but not firm, commitments (Whitten 2002). Once a major milestone has been reached, the next major milestones are reviewed for reasonableness and perhaps re-planned (Whitten 2002). Rolling wave planning is a form of progressive elaboration planning and indicates that planning is an iterative and ongoing process (PMBOK® Guide 2017). It is "*an iterative style of planning and execution in defined time periods*" (Githens 2001). An overall top-down project structure is set and then filled out within each phase (Githens 2001). For example, WBS decomposition may not be possible for a deliverable or sub-project that is to be accomplished far in the future so the project management team waits until there is sufficient detail (PMBOK® Guide 2017). So the work to be accomplished in the near term is planned in detail at a low level of the WBS, while work in the far future is planned at a relatively higher level (PMBOK® Guide 2017). The rolling wave approach means plans are refined as better data becomes available. Whitten (2002) advocates "*commit to that which you are reasonably understand. Estimate for that which you have a weak understanding, and resize when new information is available*". Rolling wave planning is suited to innovative development projects where uncertainty is high, such as new product development, software development and organisational change (Githens 2001). The rolling wave approach is particularly resisted in contracted projects because the deliverable date is fixed in the contract, and "*no one feels empowered to question or revise dates. Instead, hope and optimism spring eternal*" (Whitten 2002). Whitten (2002) argues that contracted projects must be considered for re-planning at the end of major milestones "*to avoid sweeping problems under the rug*". The six steps to rolling wave planning are (Githens 2001): 1. Apply Integration strategy -- The theme of uncertainty management must be established. The quality of the product vision (customer benefits, form, and technology) and requirements are formulated. The design and technology approach is set and project management (eg team composition, risk management approach, etc) aligned with it; 2. Perform top-down planning -- Level 1 (or not lower than level 2) of the WBS is created with initial approximate time, resources and cost estimates. The planning horizons are set. Eg 3-monthly; 3. Perform first planning iteration, bottom-up -- The project tasks for the first time-phase are detailed, including time, resources and cost estimates, and a bar chart produced. The management of uncertainty is maintained by interrogating the validity of assumptions and identifying new information needs. Work in later planning horizons is identified at a high-level. A fixed date for the updated rolling wave plan is established; 4. Baseline --The detailed work for the first time-phase, has cost and scope baselines set and authorized; 5. Execute the planned work in the first time-phase -- Plan, execute and control the work. Capture learning to manage future problems and continue to emphasise the theme of uncertainty reduction; and 6. Iterate through the planning horizons and close the project In managing the transition from one planning phase to the next, three questions that need to be answered are (Githens 2001): - Do we have enough information to move to the next phase? - Is that still our vision? Vision and objectives change and next constant validation; and - What changes need to be made to the WBS? The benefits of rolling wave planning include (Githens 2001): - Maintains energy on short-term day-to-day work but with a strategic perspective on the long term; - Resolves uncertainty through a phased, iterative approach; - Provides a balance of control structure with flexibility. ### Agile Project Management Somewhat similar to rolling-way planning is Agile project management. Over the past decade or so there has been a growing awareness that projects are becoming more complex and uncertain, particularly in the product development ICT and research industries, where new knowledge developed in one stage is used in the planning of the next. The development of Agile has been a reaction to the traditional approaches to project planning being too slow and restrictive. Agile planning allows for new developments and knowledge to be quickly implemented/utilized in the planning of the next phase. Names for these approaches include agile project management, extreme project management, lean project management and Scrum. The concept of agile project management first began in the 1980s in the Japanese automobile industry. The planning of projects using an agile method tends to be iterative and incremental. The project is broken down into a number of short repeating cycles called iterations and each iteration builds on the last (Aguanno 2005). Agile project management relies on dynamic collaboration between the project team and users of the end deliverables, requiring incremental planning. #### Agile - Scrum (Larson et al. 2014) The project begins with high-level scope definition and ballpark time and cost estimates. The deliverable is defined in terms of product features, which is a piece of product that delivers some useful functionality to the customer. These features are prioritised by their perceived highest value, with the highest tackled first. Each iteration, called a 'sprint', is no longer than 4 weeks, at the end of which a fully functioning feature should be produced and demonstrated. There are three key roles in the Scrum process: - **Product Owner** -- This person represents customers' interests. They establish the initial list of product features and prioritises them, and negotiates sprint goals. They can change features and priorities at the end of each sprint; - **Development Team** --They are responsible for delivering the product, typically between 5-9 people with cross-functional skills. They should be co-located for intense collaboration. There is no job titles and the team is self-organising; and - **Scrum master (project manager)** -- This person facilities the Scrum process. They are not the leader of the team (the team leads itself) but acts as a buffer between the team and outside interference. They have no formal authority and is more of a coach than manager. They have responsibility to ensure the Scrum process is adhered to. Scrum uses a series of meetings: - **Sprint Planning Meeting** -- The features to be produced are identified, recorded and determined what is possible within the sprint. Once the meeting has adjourned, the sprint objectives cannot be changed; - **Daily Scrum Meeting** -- Commonly referred to as the 'scrum" and typically lasts 15 minutes. Team member stand in a circle and answer the following questions: what have you done since the last scrum? What will you do between now and the next scrum? What is blocking your performance? - **Sprint Review Meetings** -- At the end of each sprint, the teams demonstrate what has been produced to the product owner and other relevant stakeholders. Feedback is sought and declared which items are 'done' and which need further work. Improvements and new features can be proposed for the product owner to accept or reject. Any changes will be the subject of the next sprint planning meeting; and - **Sprint Retrospective Meeting** -- This reflects on how well the previous sprint went and identify actions that can improve future sprints. Scrum uses two documents, called backlogs: - **Product Backlog** -- this is a prioritised list of project features, with estimated time to complete them; and - **Sprint Backlog** -- this is a list of tasks that defines a team's work for a sprint. Agile project management started when in February 2001, seventeen software developers published the Manifesto for Agile Software Development. The Agile Manifesto is based on twelve principles: 1. Customer satisfaction by early and continuous delivery of valuable software; 2. Welcome changing requirements, even in late development; 3. Working software is delivered frequently (weeks rather than months); 4. Close, daily cooperation between business people and developers; 5. Projects are built around motivated individuals, who should be trusted; 6. Face-to-face conversation is the best form of communication (co-location); 7. Working software is the principal measure of progress; 8. Sustainable development, able to maintain a constant pace; 9. Continuous attention to technical excellence and good design; 10. Simplicity---the art of maximizing the amount of work not done---is essential; 11. Self-organizing teams; and 12. Regular adaptation to changing circumstance. ### Project Team Planning Approach It might be traditionally considered that the project manager has sole responsibility for project planning. However, this should not be the case and nowadays planning is a multi-disciplinary project team activity. The project plan "*is created according to the direction of the project manager. Every project member contributes to it, and the PM ensures that all aspects of the plan are carefully reviewed and approved. The PM defends the right plan on behalf of all project stakeholders and is held personally accountable for both the completeness and the performance of the plan*" (Whitten 2000). The project plan should be approved by (Whitten 2000a): - All stakeholders; - Project members approve their own parts of the project plan and those parts that affect their domain of responsibility; - The project manager, who has approval rights on the entire plan; - Resource managers, for those parts that affect their resource commitments; and - Project manager, sponsor, and/or client, who approve the major aspects such as scope, schedules, cost, and quality. Final approval rests with the "*person in management who has most at stake based on the successful outcome of the project*", typically called the product manager or sponsor (Whitten 2000a). However, "*ultimately, the client has the final approval if the project is directed toward a specific client*" (Whitten 2000a) A project plan can be developed top-down or bottom-up (Whitten 2000a): - **Top-down plan** -- This is typically developed by one person or a small subset of the project team, and is high-level in terms of schedules, costs, and risks. It should be conveyed not "as a committed plan, only as a targeted plan". It helps stakeholders get a better feel for the size, cost and complexity of a project; and - **Bottom-up plan** - This is developed by participation of virtually all project members and all activities are identified. It 'represents the plan that should be committed." The benefits of project team planning are: - A common insight and understanding of the project; - The structured team input should result in plans that reflect how the work will actually be executed; - By involving the project team members, they should be motivated and committed to the implementation of the plan; - The project team plan reigns as the major plan to follow; - The time for planning and team building is optimised; - The project team\'s early concentration toward planning, timely production of the project plan, and minimisation of future conflict; - The project manager can gain an early impression of the project team; and - The project members are informed of each other\'s roles. +-----------------------------------+-----------------------------------+ | | **Read the following scenario and | | | then post your responses to the | | | Discussion Board. Please also | | | comment on at least two other | | | students' post as to whether or | | | not you agree with their analysis | | | and why/why not.** | | | | | | *The Newtown Netball Committee | | | would be 25 years in existence | | | next year. It was decided that a | | | social dinner/dance with | | | entertainment and events would be | | | appropriate to celebrate this | | | significant milestone and it | | | would raise important funds. The | | | date had been set for the event | | | and Margaret was assigned as | | | project manager with a team of 3 | | | other members of the Committee to | | | form the project team. The | | | project team had agreed to take | | | full responsibility and Margaret | | | was enthusiastic and keen to get | | | ahead with the project as quickly | | | as possible* | | | | | | *At the first meeting, Margaret | | | had informed the team, much to | | | their surprise, that she had | | | already booked a comedian for the | | | evening. The first meeting, which | | | was rushed as 2 team members had | | | to leave early, resulted in a | | | list of tasks to complete and | | | people allocate to do each task. | | | At the next monthly meeting, the | | | feeling of the project team was | | | that things were not going well | | | as hoped for. In fact, it | | | appeared that the production of | | | promotional materials was not | | | coming along as rapidly as | | | expected and it seems not enough | | | time was allowed for this task.* | | | | | | *However, every time the Newtown | | | Netball Committee inquired as to | | | the dinner's status Margaret told | | | them that she thought all was | | | going well and convinced that | | | they would meet their objectives. | | | The project team members were | | | privately concerned with | | | Margaret's performance as a | | | project manager, with some | | | feeling they were not sure at | | | times what they were meant to be | | | doing and their advice was being | | | ignored.* | | | | | | 1. **What are 3 problems and how | | | could they have been | | | avoided?** | | | | | | Problem How managed / avoided | | | ? | | | --------- --------------------- | | | --- | | | | | | | | | | | | | | | 2. **Provide one example of good | | | planning from the scenario?** | | | | | | -- | | | -- | +-----------------------------------+-----------------------------------+ Required Reading ================ For this module, you are required to read the following readings which are available via your Leganto Reading List accessible from this units Blackboard menu: - PMI (Project Management Institute). 2017. *A Guide to the Project Management Body of Knowledge (PMBOK® Guide)*. 6^th^ Edition. Newtown Square, Pennsylvania: PMI, Inc. - PART 2: SECTION 3 (Planning Process Group) (PAGES 565 -- 594) - Dvir, D., T. Raz and A. SHenhar. 2003. "An empirical analysis of the relationship between project planning and project success." *International Journal of Project Management* 21(2): 89-95. Additional Resources ==================== If you would like to read more about this topic, you may also find the following resource useful. It is available via your Leganto Reading List accessible from this units Blackboard menu: - Globerson, S., and O. Zwikael. 2002. "The impact of the project manager on project management planning processes." *Project Management Journal* 33(3): 58-64. Summary ======= This week's module focused on a number of key topics in regards to Project Planning and the Project Planning Process. The key takeaways are as follows: - The importance and benefits of project planning: - Remember that each project requires different levels of planning and different planning horizons; - Some project require heavy upfront planning; - Some projects require an iterative cycle of upfront planning followed by short bursts of work and then back to planning, so on an so forth. - Project planning is a processes: - The outputs of this process are plans for what will be done to create the deliverable (i.e. planning technical work) and to manage the project. - Planning strategies such as Rolling Wave and Agile planning are in response to the needs of modern projects; and - Pitfalls of project planning include: - Plans based on insufficient information, or no attempt to systemise the planning process; - Over-optimistic estimates. This may be due to an unjustified optimism, or a lack of relevant past experience; - Policies are not well define, resulting in planning working within an unclear framework; - The omission of items from the plan because the uniqueness of projects; - Project planning ignores the project\'s external environment; and - Planning can be viewed as boring and is therefore avoided. References ==========