Part B

Introduction:

Planning and scheduling are distinct but tied up project management techniques. The
process of Planning comprises of selecting the policies and procedures for achieving
the objectives. Scheduling is the process of converting project action plans according to
scope, time, quality and cost for consistency into an operational timetable. This paper
provides a complete overview of the issues covered during the planning process
regarding to the Project Management. The paper further shows a structured way for the
conversion of Project Plan into the Schedule, as well as how to use the Project
Schedule as a model for project management.

Ying versus Yang:

The planning and scheduling of large projects requires integration of all the processes
of project management. In addition to, A project needs more than just plans the work;
you must even implement the plan. The big-three PM tools for planning a project is the
TLA of SOW, WBS, and CPM (TLA stands for “three-letter acronym”). Things worth
including in the Header of the project brief form include:

The “what”: Project Title (things need a name)

The “who”: proponent stakeholders

The “when”: proposed start and the expected finish

The “how much”: best cost-guess

The “by who”: proposed project manager.

The Project Brief body addresses the Project Description (what is happening), Current
Situation and Future State (here now / where at in future), Operational Objectives and
Benefits (“why” do this project for the stakeholders), Strategy (how to approach) and
Limitations and Assumptions (what binds the package).

WBS:
The work breakdown structure (WBS) is the most critical method in project planning.
Every slat represents a different level of WBS detail: schedule, project, subproject,
process, Phase, sub phase, description level, and assembly, cost account, operation,
mission, work package, and so on.

CPM:

The resulting interpretation of the relationships between the activities is, in my opinion,
the most important aspect of the critical path.” The critical path strategy is a paradox:
calculating the longest path gives the shortest average time for achieving the objectives.
CPM is also one of the most helpful tool for time analysis available to the project
planners and schedulers.

Steps in the Process

The major process steps to systematically transform the Project Plan include:

• Transforming the SOW into the WBS

• Determining requirements

• Formulating the Schedule.

Establishing Project Scope of Work:

Projects occur when there is as a need. The requirements which are required as a
result of the project are known as project objectives. These objectives simplify how the
life would be facilitated at the conclusion of the project. Project objectives must be
written simple, clearly, unambiguous so that all project members understand them
easily. In other words, The Project Scope is, the project's size.

The Project Scope includes How much is to be achieved in the project, The length of
the project (when it must be completed) and Obligation of resources: money, people,
supplies, and equipment.

Formulating the Schedule:

Building the schedule formulates the “what” and “how” into the “when” of the project. By
calculating the critical path, the scheduler gains essential insight as to which tasks are
critical versus those tasks that can be delayed. Anything to improve the critical path
improves the entire project schedule. “Plan the Work / Work the Plan” The schedule is
more than just a road map, giving the direction to the project team.

Project Schedule as Model of Control:

The project schedule as a model for project control occurs in these instances:

• Project Initiation and Implementation

• Tracking Progress and Monitoring Performance

• Project Communications and Reporting

• Measuring Project Performance, Project Evaluation, and Project Closeout.

Recommendations:

A project manager should be a complete package of planning and scheduling. In order

to be a successful project manager, he should have a sound knowledge of all the

aspects whether it is technical knowledge, soft skills or experience. If a project manager

is technically sound but lacks in other attributes it will not serve the purpose. It is more

importance of balance between all the areas such as cost, schedule, dealing with

stakeholders etc. He should also be aware of capacity of his team and their strengths

and weaknesses. His decision should be based upon realistic data rather than

expectations and assumptions. He should be able to observe and analyze first and plan

& execute it later. Must be able to share ideas accept suggestion from his team. In order

to become a good manager, one needs to be a good micromanager.

References:

Part B: https://www.pmi.org/learning/library/planning-scheduling-managing-project-8510