Project planning

Project planning is one of the main tasks of project management. In general, the project planning forms the second of the four main project phases of a project, ie temporally follows the project definition and prepares the actual project implementation in the best way possible; but project management is always crisis management, project planning, therefore, always accompanied the project implementation, and must respond to no longer be compensated deviations from plan with appropriate modification and replanning.

Planning approaches

  • Structural Planning
  • Cost Estimation
  • Scheduling
  • Material planning
  • Financial Planning
  • Risk Management
  • Preparation of project plans

Project planning starts with the work breakdown structure. Based on the list of requirements or specifications the development project is technically, operationally and commercially structured. Any resulting structures ( product structure, project structure and account structure ) constitute the cornerstone of a goal-oriented development; Bets on all other planning steps on them.

The work packages are derived from the work breakdown structure for which a cost estimate is then carried out. Apart from the own experience potential experience of outside experts as well as the possibilities of effort estimation methods should be used. Effort estimation methods and expert interviews here mean not mutually exclusive, but mutually beneficial approaches.

The results of the cost estimate a date ( a ) planning will be made ​​for the individual work packages or sub- tasks. For this we should use for larger projects as possible a network, either computer- assisted or manual.

The resource planning is to ensure the optimal use of existing staff and the available operational and technical resources. Bottlenecks and idle times, for example at test facilities and test systems can thereby avoid you. Also, the comparison of the use of funds with respect to other, nearby buildings must be included in the form of a multi-project planning in these considerations. Full utilization of the planned use of funds inevitably leads to the reduction of development costs and shorten development times.

A " holistic " cost planning is a prerequisite for any economic development. Without a proper price formation is not possible. The demand for an integrated process-oriented project costing is in the foreground, ie a detailed preliminary cost estimate should be made when the project started according to a uniform calculation schema and later continued with the Mitkalkulation the same scheme for all development tasks. A corresponding recalculation must then complete this project costing for the project.

The legislator introduced a risk management is now required of every enterprise. With a forward-looking risk analysis and the derivation of appropriate preventive measures timely prevention or risk reduction to be achieved.

All results of the project planning lead to appropriate project plans. This includes both the plans for the organization, structuring and execution of the project and the project plans of the dates, the planned cost and effort. For structuring of projects is often resorted to in the planning phase models with defined milestones.

Framework of the project planning

There are usually a number of frameworks for design and planning assumptions that already exist when the plan still consists of a white, blank page of paper.

Ideally, such assumptions are in the project contract.

Often, basic assumptions, however, are completely undocumented and are implicitly assumed. A communication takes place only in case of a problem when it is already too late.

Form, scope and approach to the planning depend, among other things, from the time of planning. The same applies to the planning horizon and planning depth. A very first rough planning may be satisfied, for example, at the level of the phases with a first time assessment. At a later stage in the progress, however, a higher level of details is required. * Rollout planning

  • ...

Both by objective requirements but, for example, by focusing on a specific target group ( decision-making authority, project team members, customers, ... ) which may be different plan versions. May be so practical specific plan variants, they are still connected to a considerable care needs to keep the various plan versions consistent.

Plan tracking and schedule adjustment

During the project, adjustments will be necessary in most cases. To this end, a consensus must be reached between all parties, which includes both the progress of knowledge and the original objective to maintain and, where appropriate, perpetuates. The need for adaptation arises from, for example:

  • New actual requirements are
  • New solutions for the technical execution are known
  • Modified configuration of the project results is required
  • Outdated framework, boundary conditions, assumptions and initial conditions are detected
  • Originally scheduled resources ( people, equipment, materials, infrastructure, etc.) are not available as planned or need to be replaced
  • Changes of nuclear data (time, quality, cost ) occur

All these causes make up additional measures required to be incorporated into the plan, after the necessary consensus is detected. Such changes must be tightened in the planning in order to continue to lead the design process and to use the necessary evaluations and reports to the stakeholders. The formal documentation and adoption of such adjustments made ​​in the context of change management.

Even if small adjustments in practice often done implicitly by the way, the consistent use of a formal amendment procedure, which documents the underlying consensus recommends. Plan amendments are generally associated with costs, longer project periods or other consequences, for the project 's management. A change management is therefore used for a hedge of project success and on the other the formal contract. The project management provides an updated plan to contribute to the valid target orientation in the project.

Supporting Software

Since many projects are very complex, project management software is primarily used in professional planning which help the competent project manager and all entities involved in the design, to keep track of the project phases, and deadlines for required resources. The range of useful software is very large. The choice of the tool is difficult, but ultimately highly project -determining.

Product requirements document Milestone (project management)
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