Chapter Four

Project Planning

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 Project Planning

 Thedifference between the good project manager

and the poor project manager is often described in
one word as: planning.

 IFYOU FAIL TO PLAN, THEN YOU PLAN TO

FAIL!

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Reasons for Project
Planning
a) To eliminate or reduce uncertainty
b) To obtain a better understanding of the
objectives
c) To improve efficiency of the operation
d) To provide a basis for monitoring and
controlling work

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Some of the Core Planning
Processes
Scope
Activity Activity
Plannin
Scope Definitio Sequenci
g
Definitio n ng
n
Activity
Resour
Duration Schedule
ce
Estimati Developme
Plannin
ng nt
g

Cost Cost
Estimati Budgetin
ng g

Project
Plan
Developme
nt
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The project plan
 Theproject plan sets out:
◦ Objectives of the project
◦ The resources available to the project
◦ The work breakdown
◦ A schedule for the work
 What is Project
Planning?
 Once you have clearly identified the problem or
opportunity, the next step is to define the basic
objectives of the project, including what is to be
done (specific end results), how (quantity, quality,
or special requirements), when (deadline), how
much it will cost, and who is going to do it.
 Project objectives should be clearly defined
in terms of the desired end results.
 The project objectives should describe what the
project will accomplish.
 Ask yourself, ‘‘If we achieve these stated
objectives, will we consider the project a success?’’
 And defining the objectives of your project is
one major aspect of planning!

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What is Project
Planning?
“Plans are only good intentions unless they
immediately degenerate into hard work.”
Definitions
 Planning, in general, can best be described as
the function of not only setting objectives and
but also establishing the policies,
procedures, and programs necessary for
achieving them.
 Planning in a project environment may be
described as establishing a predetermined
course of action within a forecasted
environment.

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What is Project
planning?
 Project planning defines the project activities
and end products that will be performed and
describes how the activities will be accomplished.
 The purpose of project planning is:
◦ To define each major tasks,
◦ Estimate the time and resources required, and
◦ Provide a framework for management review and
control.
A project plan is a formal, approved document
that is used to manage and control the project.
 The project plan forms the basis for all
management efforts associated with the project.
 It is a document that is also expected to change
over time. 8
What is Project
Planning?
 Project planning must be:
◦ Systematic,
◦ Flexible enough to handle unique activities,
◦ Disciplined through reviews and controls, and
◦ Capable of accepting multifunctional inputs.
 Successful project managers realize that project
planning is an iterative process and must be
performed throughout the life of the project.

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What is Project
Planning?
 Planning- or, more precisely, accurate, complete
planning- is an essential component of a
successful project.
 It is during this phase that the manager develops
the detailed road map that will keep the project
from deteriorating into disillusionment
 Every journey needs a map, or at least it does if
the goal is to reach a specific destination, not
simply wander.
 For a project, the road map is not a literal map
but a detailed description, showing who will do
which tasks when.

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What is Project
Planning?
 Like a more traditional map, the plan shows:
◦ The start and end points,
◦ The sequence of destinations along the way, and
◦ The distance/ time between them.
 Creating such a plan requires time and
attention to detail.
 It is at this point that many project teams,
eager to begin what they perceive as “real”
work, have a tendency to take shortcuts.
 A successful project needs to be properly
planned.
 No shortcuts should be allowed.

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What does a good plan
consist of
 Thefollowing are components of attributes of
a good plan
◦ Easy to communicate
◦ Explicit/clear
◦ Controllable
◦ Realistic/Certain
◦ Flexible

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Questions in Project
Planning
 The logic of planning requires answers to
several questions in order for the alternatives
and constraints to be fully understood.
 A list of questions would include:

● Set objectives
 Is this where we want to be?
 Where would we like to be? In a year? In five
years?
 Where will we go if we continue as before?
 Is that where we want to go?

● List alternative strategies

 How could we get to where we want to go?

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Questions in Project
Planning
● List threats and opportunities
 What might prevent us from getting there?
 What might help us to get there?
● Prepare forecasts
 Where are we capable of going?
 What do we need to take us where we want
to go?
● Prepare action programs
 What do we need to do?
 When do we need to do it?
 How will we do it?
 Who will do it?

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Questions in Project
Planning
● Monitor and control
 Are we on track? If not, why?
 What do we need to do to be on track?
 Can we do it?

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Typical PROBLEMS with developing
objectives include:
 Project objectives/goals are not agreeable to
all parties.
 Project objectives are too rigid to
accommodate changing priorities.
 Insufficient time exists to define objectives
well.
 Objectives are not adequately quantified.
 Objectives are not documented well
enough.
 Efforts of client and project personnel are not
coordinated.
 Personnel turnover is high.

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Discuss why project plans
fail?

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Why Do Plans fail
 No matter how hard we try, planning is not
perfect, and sometimes plans fail.
 Typical reasons include:

● Corporate goals are not understood at the

lower organizational levels.
● Plans encompass too much in too little time.
● Financial estimates are poor.
● Plans are based on insufficient data.
● No attempt is being made to systematize the
planning process.

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 Why Do Plans fail
● No one knows the ultimate objective.
● No one knows the staffing requirements.
● No one knows the major milestone dates,
including written reports.
● Project estimates are best guesses, and are not
based on standards or history.
● Not enough time has been given for proper
estimating.
● No one is bothered to see if there will be
personnel available with the necessary skills.
● People are not working toward the same
specifications.
● People are consistently shuffled in and out of
the project with little regard for schedule.
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The Logical
Framework
What is Logical Framework
Approach (LFA)?
 LFA is a systematic planning procedure for
complete project cycle management
 It is a problem solving approach which takes
into account the views of all stakeholders
 It also agrees on the criteria for project
success and lists the major assumptions

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Purposes of a Logical
Framework
• A systematic tool – for designing, planning,
implementing, and monitoring and evaluating
a project (or program).
• A tool for organized thinking—for relating
inputs to the implementation of activities,
activities to the production of outputs,
outputs to the achievement of a defined
purpose, and purpose to a high-level goal or
impact.
• A tool for identifying and assessing risks — by
listing critical assumptions inherent in project
design and implementation.
• A tool for measuring project progress —
through objectively verifiable indicators and
means of verification.
• A tool for developing consensus and
Purposes of a Logical
Framework
LFA is an analytical, presentational and
management tool which can help planners and
managers:
 analyze the existing situation during project
preparation;
 establish a logical hierarchy of means by
which objectives will be reached;
 identify the potential risks to achieving the
objectives, and to sustainable outcomes;
 establish how outputs and outcomes might
best be monitored and evaluated;
 present a summary of the project in a
standard format; and
 monitor and review projects during
Logical Framework
Approach
 When should LFA be used?
 LFA can be used throughout the activity
management cycle in:
 Identifying and assessing activities that fit
within the scope of country programs;
 Preparing the project design in a systematic
and logical way;
 Appraising project designs;
 Implementing approved projects; and
 Monitoring, reviewing and evaluating
project progress and performance.

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 A LogFrame Matrix Example partial
build out
Project Description Indicators Source of Verification Assumptions

To contribute to improved Incidence of water-borne Municipal hospital and clinic

health, particularly of under diseases reduced by 30% by records collected by mobile
Goal

5s and the general health of 2012, specifically among low health teams.
the river ecosystem. income families who live by
the river.

Improved quality of river Concentration of e. coli Monthly water quality -The Clean River legislation is
Deliverables/ Objectives/
Outcomes

water. reduced by 20% (compared surveys conducted by the introduced by the EPA and
to levels in 2003) and meets EPA and the River Authority. enforced
national health and --Up river water quality
sanitation standards by 2012. remains unchanged

1.1 Reduced volume of fecal 1.1 60% of household fecal 1.1 Annual sample survey -Waste water treatment
Outputs

waste discharged into river waste is disposed of via conducted by municipality meets national standards
1.2 Reduced volume of latrines or sewage between 2009 and 2012. -fishing cooperatives meet
household refuse directly connections. 1.2 obligations to establish waste
dumped into the river system 1.2 … collection systems

1.1.1 Conduct baseline 1.1.1 Baseline data 1.1.1 6 month progress -Municipal budgets for
survey of households (Knowledge Practice report improvements to sewage
Activities

1.1.2 Prepare and deliver Coverage) for household 1.1.2 Extension team systems remain unchanged.
public awareness campaign waste management exists progress reports
1.1.3 Prepare engineering 1.1.2 Schedule of visits of 1.1.3 Approved project
specifications for latrines and mobile teams completed charter from the Ministry of
expanded sewage network. 1.1.3 Engineering plans Public Works
1.1.4 Etc. approved by Ministry of Etc.
1.2.1 Etc. Public Works
Etc.
SMART Indicators

S Specific
M Measurable
A Achievable Or: acceptable, applicable, appropriate, attainable
or agreed upon (to stress the importance of
common understanding)

R Relevant Or: reliable, realistic (when achievable/attainable is

not used)

T Time-bound
Selecting Outcome
Indicators The “CREAM” of Good Performance
A good performance indicator must be:

Clear (Precise and unambiguous)

Relevant (Appropriate to subject at hand)

Economic (Available at reasonable cost)

Adequate (Must provide a sufficient basis to assess
performance)
Monitorable (Must be amenable to independent
validation)
Key Features of Logframe
Matrix
 Develop a common understanding of the
expectations of a program by delineating a
hierarchy of aims;
 Define indicators of success and establish criteria
for monitoring and evaluation;
 Define critical assumptions on which the program
is based; and
 Identify means of verifying program
accomplishments

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Main Stages of LFA
1. Analytical Phase 2. Planning phase

STEP l: STAKEHOLDER ANALYSIS STEP 4: INTERVENTION LOGIC

identify groups, people and institutions define the project elements, test its
which are likely to be affected by the internal logic, and formulate objectives in
project, identify the key problems, measurable terms
constraints and opportunities they face
STEP 5:ASSUMPTIONS and RISKS
STEP 2: PROBLEM ANALYSIS identify the conditions which are likely to
formulate problems; determine cause affect the project's implementation but
and effect relationships and develop a which are outside the project
problem tree management control

STEP 3: OBJECTIVE ANALYSIS STEP 6:INDICATORS

Objectives -develop objectives from the identify ways to measure progress,
identified problems; identify means to formulate indicators; define means of
end relationships; identify clusters of measurement
objectives and determine the project
strategy STEP 7: MEANS OF VERIFICATION
Identify means, resources and frequency
Having analyzed the situation, the project to find information to track progress and
should now be ready for detailed planning 05/08/25
evaluateTilaye
achievement
K. 2009 30
Work Breakdown
Structure

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 Work Breakdown
Structure
 To plan a project, the total scope of work must
be:
◦ Identified
◦ Subdivided into manageable segments
◦ Assigned to individuals responsible to
do the work
◦ Documented
 WBS serves as a foundational agreement among
the stakeholders and project team members
regarding project scope.

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Work Breakdown Structure
A project may be divided into work packages in
various ways
 A division into many small activities facilitates
detailed planning and scheduling
 But a division into very large chunks deprives
the project of necessary detail
 It is also not conducive to effective monitoring
and control
 The recommended work package is:
◦ Neither too small nor too big
◦ Still small enough and manageable for
planning and control purposes

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 Work Breakdown Structure

A lion cannot eat an elephant in a single bite.

It should make slices before it eats.

Similarly a project is divided in series of activities,
sub activities and work packages.

or sometime we use the term tasks and sub tasks for
this.

It is a single job that can be completed successfully
when assigned to a team or a person.

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Work Breakdown Structure

So a project includes a series of activities.

We make a comprehensive sequential list of the
major activities that the project requires.

Project activities are divided into pieces known as
work packages or tasks ( the lower-level activities
that are required to complete the activity).

We also create the estimates for the work packages
and roll up the costs into subactivities and activities.

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Work Breakdown Structure

Activities can be divided into subactivites and work
packages.

This process is called work break down structure
(WBS).

or Dividing project into tasks and subtasks is called
WBS.

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Why Break Down the Work ?
The WBS facilitates:

Detailed planning.

Scheduling.

Cost estimating.

Risk management.

Budget preparation.

Monitoring and reporting.

It is the foundation for good project visibility and
management.

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The WBS allows us to answer:

What tasks must be done?

When should the tasks be done?

Who will do each one?

How long will each task take?

How much will each task cost?

What resources are required for each task?

What progress is being achieved?

Are we going to be successful?

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 Approaches to Create
WBS
 Top-down and bottom-up
 Top-down:
 Project
 Major deliverables/components
 Sub-deliverables
 Work packages/discrete pieces of work/individual
activities
 Bottom-up
◦ Identify activities that must be done in order to
deliver the project successfully
◦ Aggregate the activities into groups of unique work
packages and further up in to major deliverables
◦ Review and refine the WBS (make sure
stakeholders agree)

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 WBS
Guidelines
Include three types of project work
◦ Product
 Specifically assigned to a physical
product as a unique deliverable
 This subset is sometimes referred to
as the product breakdown structure
◦ Integration
 When products are brought together
as a unit
 Can be at any level
◦ Support
 Level of effort, administration,
expenses,

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 Scheduling Principles -

1
Compartmentalization
◦ the product and process must be
decomposed into a manageable number of
activities and tasks
 Interdependency
◦ tasks that can be completed in parallel must
be separated from those that must be
completed serially
 Time allocation
◦ every task has start and completion dates
that take the task interdependencies into
account

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Scheduling Principles -
2
Effort validation
◦ project manager must ensure that on
any given day there are enough staff
members assigned to complete the
tasks within the time estimated in the
project plan
Defined Responsibilities
◦ every scheduled task needs to be
assigned to a specific team
member
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 Scheduling Principles -

3
Defined outcomes
◦ every task in the schedule needs to have a
defined outcome (usually a work product or
deliverable)
 Defined milestones
◦ a milestone is accomplished when one or
more work products from a task have passed
quality review

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How to Construct WBS
 Major deliverables and subprojects: The
major deliverables of the project are used as the
first level of decomposition in this structure.
 If you’re opening a new store, for example, the
deliverables might include determining location,
store build-out, furnishings, product, and so on.
 Subproject that may be executed outside
the project team: Another way to organize the
work is by subprojects.
 Perhaps you’re expanding an existing highway
and several subprojects are involved.

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 How to Construct WBS
 Some of your first level of decomposition
might include these subprojects: demolition,
design, bridgework, and paving.
 Each of the subproject managers will develop
a WBS for their subproject that details the
work required for that deliverable.
 When subproject work is involved, often times
the subproject work is contracted out.

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 How to Construct WBS
 In this example, if you contracted out the
bridgework deliverable, this subproject would
require its own WBS, which the seller (the
bridgework subcontractor) is responsible for
creating as part of the contract and contract work.
 Project phases Many projects are structured or
organized by project phases.
 The project phases might include project initiation,
planning, design, build, inspection, and turnover.
 A feasibility study might be a deliverable under the
project initiation phase, blueprints might be a
deliverable under the planning phase, and so on.

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Work Breakdown
Structure
 Decomposition is a five-step process:
1. Identify the deliverables and work. This
step involves identifying all the major project
deliverables and related work.
 You can use the expert judgment technique to
analyze the project scope statement and
identify the major deliverables.
2. Organize the WBS. This step involves
organizing the work of the project and
determining the WBS structure.
3. Decompose the WBS components into
lower-level components.

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 Work Breakdown
Structure
 WBS components, like the deliverables and
requirements, should be defined in tangible,
verifiable terms so that performance and successful
completion (or delivery) are easily measured and
verified.
 Each component must clearly describe the product,
service, or result in verifiable terms, and it must be
assigned to a unit in the organization that will take
responsibility for completing the work and making
certain of its accuracy.
4. Assign identification codes. This step is a
process where you assign identification codes or
numbers to each of the WBS components.
5. Verify the WBS. This step is a verification step.
Examine the decomposition to determine whether
all the components are clear and complete.
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Work Breakdown Structure
 WBS should reflect how the Project Manager
plans to manage the project
 Emphasis must be placed on meeting project
objectives
 Thelarger or more complex the project, the
more levels in the WBS
 If work is needed that requires effort or
funding, it should be included in the WBS
 It should reflect the total effort

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Displaying Work Breakdown
Structures
 There is no “right” way to construct a WBS.
 Three different formats are usually used
 Organization-chart format:
◦ Effectively portrays an overview of your project and
the hierarchical relationships of different activities
and tasks.
◦ In practice, the chart structure is used quite often.
 Outline format
◦ Sub-activities and tasks are indented
 Bubble format
◦ The bubble in the center represents your project
◦ Lines from the center bubble lead to activities
◦ Lines from activities lead to tasks

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 Prepare Report

Prepare Report
Prepare Review Prepare 1.0 Prepare draft report
Draft Report Draft Report Final Report 2.0 Review draft report
3.0 Prepare final report
3.1 Write final report
Org-Chart Format
3.2 Print final report
Write Print
Final Report Final Report
Outline Format

Bubble Format
Review
Final Report
Review
Draft Report Prepare
Report

Prepare Write Print

Draft Report Final Report Final Report

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 A sample Work Breakdown Structure
Serve Pizzas to Customers

Provide the Place Cook the Food Serve Customers (Others)

Make the Dough Cook the Sauce Build the Pizza

WBS needs to be broken down into

manageable, meaningful pieces.

The danger here is in getting them too small.

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Class discussion
Discuss the WBS of your
individual project proposals.

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