Introduction to Project Planning and Scheduling

The Project Management Process

Academic writing normally includes more than 1 citation with the related reference. Try to find at least 1 other supporting or opposing source. APA (7th edition) format is required Introduction to Project Planning and Scheduling Managing projects is a continuous process. Figure 1-1 illustrates the basic project management process. It focuses on achieving the project objectives within the project management triple constraint of time-cost-quality (performance). Each of the ten steps has a specific output that is defined and documented. The steps are frequently iterative, that is, circumstances that arise in accomplishing later steps may require revision of an earlier step and subsequent repetition of all or part of the succeeding steps. This constant iteration and re-planning characterize the day-to-day activities of the project manager and the project team. The basic project management process has five phases or types of activities: initiation, planning, executing, controlling, and closing, as illustrated in the above diagram. This categorization emphasizes the importance of planning before extensive project work begins and of bringing the project to closure once all the work is done. Because project management is a process with feedback loops, whenever the information system that collects the data for Step 6 and the analysis conducted during Step 7 indicate an adverse variance, the process is repeated for those portions of the project that are affected. This may include one or more steps of the planning phase and perhaps a rethinking of the initiation phase. Concepts and Tools of Planning and Scheduling The term "planning" is so broad, as reflected in the dictionary definition mentioned earlier, that it invites miscommunication when referring to the activity. Strategic planning - is defined as the process of deciding on objectives of the organization, changes to these objectives, the resources to attain these objectives, and the policies that are to govern the acquisition, use, and disposition of these resources.This type of planning is done at the upper levels of the organization and guides the direction of the organization as a whole. The next type of planning, which is associated with the ongoing administration of the enterprise, is called management control (as a simplified version of "management planning and control"). Management control is the process by which managers ensure that resources are obtained and used effectively and efficiently to accomplish the organization's objectives. The term "control" is not used in the narrow sense of ensuring that operations conform to plans, but rather that resources are used effectively and efficiently. This type of planning includes formulating budgets, establishing advertising campaigns, deciding on plant rearrangement, formulating decision rules for operational control, deciding on projects, and planning projects. Management control systems are constructed around a financial core in the operation of a business, as dollars are the common denominator for the heterogeneous elements of inputs and outputs. Projects fall within Anthony's definition of management control systems but also are subject to the triple constraint of resources, time, and performance. The third type of planning is called operational control, again as a contraction of the term "operational planning and control." Operational control is the process of ensuring that specific activities are carried out effectively and efficiently. It includes such activities as controlling hiring, implementing policies, controlling placement of advertising, controlling inventory, and developing production schedules. It assumes that exact data will be available and is deterministic as compared to management control, which uses approximations. Operational control system data often consist of non-monetary metrics such as number of items or hours, pounds of waste, machine-minutes, and person-minutes. There are elements of operational control in many project activities, especially in non-labor categories. Schedule control has many aspects of operational control, especially as practiced in some organizations after the schedule is "baselined." Project planning and scheduling is not an exact process, like a production facility turning out thousands of identical products each day, although certain activities can be planned and managed operationally. For the most part, our metrics are not precise, all projects are unique, and management judgment is required for planning and control. There are three sets of major concepts and tools for management control planning and scheduling, as illustrated previously in Figure 2-2: 1. Enterprise-wide project management systems 2. Program management systems 3. Project management systems. In general, the order reflects the maturity or sophistication of the organization, with the most sophisticated organizations in the process of implementing enterprise-wide management systems based on business strategies and plans. Scheduling and Resource Allocation The key to managing multiple projects is the ability to allocate resources across projects, especially key personnel, and to be able to set priorities among projects. In scheduling and resource allocation, two approaches can be used: 1. Treating multiple projects as if they were one large project, or 2. Considering each project independently. Each approach leads to different outcomes. OPERATIONAL CONTROL PLANNING Operational planning and control is the process of ensuring that specific activities are carried out effectively and efficiently. Operational planning techniques are deterministic, that is, the duration of the activities are established by the nature of the process. Once the planning is complete, little judgment is required regarding what is to be done and how long it will take. The focus is on execution and maintaining the process within control boundaries. The following operational control scheduling tools have features related to network planning. Steps in Project Planning and Scheduling The diagram below presents the seven steps necessary to develop an effective schedule for a project. Each block is a subsection of this chapter. The process is straightforward and applies to all projects. It doesn't matter whether the project is a multimillion dollar activity involving thousands of people or very small, involving a few people in an office—the steps are the same. Steps 1 and 2 are where the activities to be performed get defined. Step 3 is the preparation of the network diagram using these activities. Steps 4 and 5 include the estimation of the duration of each activity and the estimation of the resource requirements. From these data the schedule can be developed, with specific dates for each activity start and finish, and the baseline for implementing the project and for control can be established.