Project Element - Planning

8/6/2019 Project Element - Planning

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Project Element - Planning - v0 4 200509.doc - 1 -

Planning

The planning process provides information to everybody involved in the project on what is required, how it will beachieved, what resources will be used and when things will happen.

Planning is a repeatable process and plays an important role in many of the project processes and

elements.

Product Based Planning enables the planning process to be implemented through Product

Breakdown Structures, Product Flow Diagrams and the creation of Product Descriptions. It promotes

the idea of starting planning by thinking of the products to be produced.

The notes that follow detail how the underlying construction of the Practice Guide embeds planning into the

project methodology.

There are also guidelines that will ensure that Project Managers have the right arrangements in place to

ensure that our projects are planned effectively.

BRILL

IANT

SERVICE

BUSIN

ESSCASE

CHAN

GECONTROL

DOCU

MENT

CONTROL

RISK

ORGA

NISATION

DeployInvest

APPROVALREGISTRATION

Registration

STAGE

CONTROLLING ASTAGE

APPROVAL CLOSEClose / Benefits RealisationSTAGE

APPROVALLAUNCH

Commitment to LaunchSTAGE

APPROVALINVEST

Commitment to Invest

STAGE

APPROVALDELIVER

Commitment to Deliver

STAGE

APPROVALDEPLOY

Agreement to Deploy

STAGE

MAN AGIN G PROJECTDELIVERY AN D APPROVAL

PLAN

NING


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Project Element - Planning - v0 4 200509.doc

Why this is important

Planning introduces control into everything we do and ensures we deliver a quality product on time. Plans are

the backbone of the management information system that is required for any project. This document provides

the detail for the different levels of plans that are required and the approvals required before plans are put into

action.

The time taken in planning throughout the project cycle is offset by not having to rework products or activities

further down the line. A robust plan will ensure the quality of products meets requirements and that the delivery

schedule is realistic. It also enables tracking throughout the project lifecycle against a defined baseline, hence

progress can be monitored and escalated if required. A baseline for the next stage is agreed and approved at

each approval stage. By using this planning approach it breaks the project into manageable stages for more

accurate planning (detailed plans). This series of plans can be tailored to the size and needs of each project.

An effective plan identifies if targets are achievable, the resources required, the activities needed, any external

dependencies and identifies risks and issues.

Key Stakeholders will also feel far more comfortable if they can interrogate a plan at a detailed level for the next

approval phase. The high level overview details the key products, activities and milestones that are scheduled at

later stages. It is recommended stakeholders are involved in a Planning Workshop to develop initial plans, plans

are signed off by all activity owners and plans are reviewed on a regular basis. This will not only allow

stakeholders to see how the plan is created but also give them an insight into the complexity that usually exists

in a project and the inter-dependencies within the plan.

Finally, having uncovered the planning risks, issues and dependencies the project will need to manage these

through the control log and ensure regular arrangements are in place to update the plan status with actuals for

monitoring purposes. The plan will identify deliverables, resource requirements, costs and major control points

such as stage boundaries.

Product Based Plans are a Top Down approach providing a logical and controlled descent into detail and this will

help to identify any grouping of products and associated activities that might usefully be treated as a separate

workstream.

How do we judge a plan

From a business perspective, a project plan is usually judged on the following criteria:

Is the plan feasible?

Was the project completed on time / are we on schedule?

Was the project completed within budget / are we on schedule to achieve forecasted cost?

Have we met all the planned project milestones?


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Did all products meet the needs of the business when they were delivered?

From a technical perspective a project plan is usually judged as:

Does the plan identify all products that contribute a product based planning approach?

Are all activities identified to create the products and scheduled in the correct sequence? Are all dependencies identified in the plan and all tasks allocated to a resource?

Does detailed planning exist for the next project stage and hi-level plans exist to completion?

Are all supplier plans reflected accurately in the project plan?

Overview of Planning

Planning Products and Process

See Diagram Below


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Planning Product Structure

See Diagram Below


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Planning Tool(s)

Use MSP as the planning tool wherever possible and inputs on resource/cost estimates from the Business

Subject Matter Experts, Workstream Leaders, Suppliers or developed by the Project Manager themselves.

Follow the sequence below :

* Identify the Products and define in a Product Description.

* Identify Product Dependencies

* Generate Activities


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* Estimate Effort

* Create a Schedule

* Assess the Risks

* Write the Plan Narrative

Excel / Visio

Planning Definition of Terms

You may see these terms used throughout the Practice Guide

Term Definition

Hi-Level Plan

The High Level plan of a project will include the tasks that are required to complete the full

project including approval stages and key milestones. It is not neccesary to assign a

resource at this level (although if it is known for the whole task, it can be added). It is not

required to break high level tasks such as Launch Approval to the detail of sub-tasks such as

create documents, issue for approval, hold teleconference, receive approvals, add to team

room. This level of plan is used for Stakeholder Management and Communication purposes

to understand the totality of the work to be undertaken.

Detailed Plan

This level of plan will cover a discrete period of time between decision points. A detailed plan

will show high level tasks broken to sub-tasks with defined durations, constraints and

dependencies. Each sub-task will be assigned to a defined resource. Actual status will beindicated for each sub task. This level of plan is used for assigning resources, progress

monitoring and scheduling. This will give a level of detail required for day-to-day

management of a project by the Project Manager.

Test Strategy PlanA plan of Test Events and Test Materials for a project aligned to the overiding Test Strategy

agreed by the Steering Group for the project.

Activity BasedPlanning

The traditional task based planning methodology rolled up to a produce a Gant Chart view of

events.

Product BasedPlanning

Prince 2 recommended planning methodology using a product based approach to create a

Product Structure which is then converted to a Product Flow Diagram and then a plandetailing the required activities for product delivery. This is a structured approach that

determines the products which a project is to create and assigns responsibility for the

products to a defined owner with responsibility for its delivery.

Product BreakdownStructure

A Top-Down view of all the products which a project is to generate with each product broken

down to its constituent components in a hierarchical structure.

Product FlowDiagram

A Product Structure indicating how a collection of products come together to produce a top


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level product (the delivery of which is the project) which is then placed in a time-based

sequence

Product DescriptionA Product Description is a text document with a defined format with all the information about

a product required by Project members.

Critical Path

The activities of a plan that do not have any contingency in relation to the overall project plantimescales. These are the critical activities that if delayed will impact milestones and delivery

schedule and subsequently require change control of the baseline. Useful in Project Stage

Management.

DependenciesTasks within a plan that have a dependency may require a predecessor to be completed

before they can begin or if they are a predecessor to a subsequent task will affect that task if

delayed. Useful in Project Stage Management.

Resource ListA list of Project Resource that can be assigned tasks in the project plan.

ConstraintsTasks that may be constrained such as Must Start After a certain date. Other constraints can

apply such as Must Be Before a certain date etc.

Recurring Tasks Tasks that recur throughout a phase of the project in a cyclic nature (weekly etc)

Milestones A Key Event on the project plan usually associated with a delivery of a product.

Baseline Plan

A Plan approved through the normal governance process against which project performance

is monitored. It is fundamental that work only commences on a stage after approval and tothe agreed schedule and cost outlined in the plan. Any deviation to a baselined plan will

require approval through the change control process.

Actuals

Current status of a task at a given time indicating how much of the task has been completed,

usually expressed as a percentage of the whole task. The plan is updated to reflect the latest

understanding of the project. This is part of the Managing A Stage process and performed

on a cyclic basis on a frequency agreed with the Sponsor or when an issue triggers the

requirement as it is known the issue will impact schedule.

Microsoft ProjectThe recommended software tool for Project Planning.


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Planning Materials

The following are examples of planning materials that might be used in a Plan

Planning Materials Description

Standards

Standards are instruction documents that detail how a particular aspect of the project

must be undertaken. There can be no deviation from Standards unless a formal variation

process is undertaken, and approval granted.

GuidelinesUnlike Standards, Guidelines are not compulsory. They are intended to guide a project

rather than dictate how it must be undertaken. Variations do not require formal approval.

Checklists Checklists are lists that can be used as a prompt when undertaking a particular activity.

TemplatesTemplates are blank documents to be used in particular stages of a project. They will

usually contain some examples and instructions.

ProceduresProcedures outline the steps that should be undertaken in a particular area of a project

such as managing risks, or managing time.

ProcessA description of how something works. It is different to a Procedure in that a Procedure is

a list of steps - the what and when. A Process contains explanations of why and how.

User Guides

User Guides provide the theory, principles and detailed instructions as to how to apply the

procedures to the project. They contain such information as definitions, reasons for

undertaking the steps in the procedure, and roles and responsibilities. They may also

have example templates.

ExampleDocuments

These are examples from prior projects that are good indicators of the type of information,

and level of detail that is required in the completed document.

MethodologyA methodology is a collection of processes, procedures, templates and tools to guide a

team through the project in a quality manner.


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Planning Events

The events described below can be used to plan a project effectively

PlanningEvents

Description

Planning Workshop

Usually held to create the initial baselined plan for a project or a project stage

involving all stakeholders who can identify the required products and activities and

accurately estimate the duration or resource requirement for that task.

Estimating

This provides a view of the overall cost and time required to complete a plan. It

follows identification of all the activities and precedes scheduling. It is an iterative

process. It is a two stage approach, identifying resource types (including skill level)

and estimating effort required for each activity by resource type

Scheduling

Puts together the activities in a plan to form a schedule and shows the ultimate

feasibility of achieving the plans objective. It matches available resource to identified

activities in a defined sequence with dependencies included. From this resource

usage can be managed and smoothed. Usually displayed as a Gantt Chart.

Plan Review

A Quality Review of a plan conducted by experts, plan approvers or a peer group. It

ensures the plan meets it quality requirements, is robust, feasible and well

understood. The plan should show all facets identified in the definitions section

above.

Baselining a Plan Setting a baseline plan at approval stage against which progress will be monitored

Updating a Plan withActuals

Updating the task information with current status and reviewing if the task completion

date is still feasible. If it is no longer feasible Re-Planning should be invoked.

Re-Planning

Invoked if the actuals indicate a slippage of schedule to show the overall impact of

the known slippage. If the re-planning effects the delivery of the baseline products

and milestones then change control should be invoked to seek approval of a new

baseline.


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Planning Activities

Role Activities

Project Manager

Facilitate Planning Workshops

Create Project Plan

Review Project Plans and monitor actuals

Create Quality Plan and Communication Plan

Submit plans as part of required approvals

Manage plan risks, issues, and dependencies

Manage Project Stage Plans (detailed plans)

Assign resource for project plan

Communicate to all Stakeholders on plan status

Escalate any impact to baselined plan to stakeholders and invoke change control

Workstream Lead

Manage Plan Workstream assigned to them

Report progress to Project Manager

Escalate any slippage, risks, issues and dependencies to Project Manager

Plan Resource

Complete assigned tasks to cost and schedule

Escalate any slippage, risks, issues and dependencies to Project Manager or

Workstream Lead

PMO

Review Plans as part of QA Review for approvals

Provide coaching on planning, Microsoft project and template usage.

Work with Project Manager to review plans during Stage Management

Change Leader

Support Project Manager in planning

Review Project Plans as part of approval process

Work with Project Manager to review plans during Stage Management

Senior Supplier

Manage Plan Workstreams assigned to them

Report progress to Project Manager


Supplier

Manage Plan Workstreams assigned to them

Report progress to Senior Supplier

Escalate any slippage, risks, issues and dependencies to Senior Supplier or ProjectManager

Senior User Ensure all plans indicate required product deliveries at an acceptable time schedule


Project Sponsor Support Project Manager in planning

Review Project Plans as part of approval process


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Planning links between Elements and Project Stages

Stage What you can expect to see happening

Registration Mandate for the project indicating expectations for timescales and key milestones.

Launch

Defining a Detailed Plan indicating all products and activities between Launch andInvest as part of approval request.

High Level Plan indicating all products and hi-level activities for the duration of the

project and the key milestones (including all approval stages) produced using a

Product Based Planning approach.

This ensures a firm baseline for the project exists.

Invest

Defining a Detailed Plan indicating all products and activities between Invest and

Deliver as part of approval request. Indicating all completed tasks prior to Invest and

current status of any ongoing tasks.


project. Also showing the key milestones (including approval stages) indicating those

already achieved prior to Invest.

Deliver

Defining a Detailed Plan indicating all products and activities between Deliver and

Deploy as part of approval request. Indicating all completed tasks prior to Deliver and

current status of any ongoing tasks. This is likely to include a detailed test plan at this

stage.



already achieved prior to Deliver.

Deploy

Defining a Detailed Plan indicating all products and activities between Deploy and

Close as part of approval request. Indicating all completed tasks prior to Deploy and

current status of any ongoing tasks.



already achieved prior to Deploy.

Close



already achieved prior to Close and any follow on activities agreed post project Close.

Managing Project

Stages

Detailed Plan Status (actuals) indicating the status of all products and activities

between stages should be conducted on a continual basis during Managing Project

Stages. Indicating all completed tasks and milestones. If actuals indicate a schedule

slippage the impact of this on the critical path should be reviewed and if required a re-

plan should be conducted against the baseline. If the baseline plan is impacted then

Change Control should be invoked to reflect the impact on schedule and cost.


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Completed products should be accepted through a formal quality review.

Change Control

Any changes to a baselined plan will require approval through the normal Change

Control process.

Any request for change input to the Change Control process should indicate the

impact of the change on all relevant plans.

Any Change Control assessment should ensure the changes to all relevant plans are

fully understood prior to approval.

Summary

TEMPLATES / NOTES / GUIDES

No DescriptionMandatory Owner GCC Toolkit UK Specific

1 Project Plan PM 2 Quality Plan PM 3 Communication Plan PM 4 Project Plan example PMO 5 Quality Plan example PMO 6 Communication Plan example PMO 7 Planning Guidance Notes PMO