Planning the WorkAn Evolution in
Pete J. Salcido, Member, Planning and Scheduling Committee
lanning the work today involves being able to think strategically and keep the big picture in mind. Not only must you think in terms of what needs to be done in the future, but also how this affects current situations. The what is the issue (hopefully, a project) trying to come to life, or the beginning of a process. This process then takes root in what is eventually described as progress. Good up-front planning supported by a strong commitment is necessary for any project to be successful.
STRATEGIC THINKING
Ideas or projects that become more feasible and gain priority are included in intermediate plans. These projects may be 3 to 5 years ahead of current operating strategies and have a reasonable chance of success. Projects that are even closer to becoming reality should be included in a companys short-range plans. Short-range plans should be closely aligned with both long-range and intermediate plans so that all projects can be scheduled with their full scope implications in mind.
DEFINITIONS
Basic strategic thinking demands planning and the ability to clearly communicate your ideas. At the beginning of an endeavor, someone, somewhere, had an idea about what needed to be accomplished. When thinking strategically, you must be able to use your sense of imagination. This ability is often referred to as imagineering or being able to look into a crystal ball.
The What
Everyone involved in planning the work needs to understand exactly what is meant by the following terms: objectives, goals, and processes. Objectives are measurable items with obtainable results. Goals are basically dreams with milestones, or desired changes. Processes result in the organization of resources into measurable inputs and outputs and contain value-added work activities.
PLANNING
Strategic planning is an excellent time to estab!ish and discuss your project or idea (the what). A strategic plan is often hampered by trying too early to figure out exactly how this goal will be accomplished. This is not the time to worry about how to do something. It is an opportunity to consider all of the possibilities. Being able to keep the organizations mission and vision in mind leads to stronger strategic thinking and betterdefined strategies.
The How
Planning involves bringing into focus all aspects of strategic, long-range, intermediate, and short-range planning. This is not unlike project management fundamentals, which address the management cycle through planning, organizing, directing, and ultimately controlling, to gain some desired results. Future projects should result from good planning.
THE WORK
Long-range, intermediate, and short-range plans are the how part of planning the work. These planning stages relate directly to when a planned project must be completed. During long-range planning, which can cover a lo-year period, ideas for projects and their execution are generally thought of as either soft or rough. Long-range projects should remain visible because they can become the basic foundation for future opportunities.
10 Cost Engineering
The work includes the type of project planned, the actual performance of the work, studying the work for improvements or deficiencies, and finally acting upon real issues. Always remember that 75 percent of an effort is directed toward planning and 25 percent is directed at control.+
Vol. 37/No. 2
FEBRUARY 1995
