Amity Business School

PROJECT MANAGEMENT

Submitted by:-
Swati Singh (E09)
Heena Arora (E08)
Shalabh Govil ( )
Akshita ()
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PROJECT PLANNING
Project planning is a procedural step in project management, where
required documentation is created to ensure successful project completion.
Documentation includes all actions required to define, prepare, integrate
and coordinate additional plans. The project plan clearly defines how the
project is executed, monitored, controlled and closed.

Areas of planning:
1) Planning the project work.
2) Planning the manpower & organization.
3) Planning the money.
4) Planning the information system.
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Tools of planning
1) Bar Chart(gantt chart/ multiple activity chart) – Pictorial device in
which the activities are represented by horizontal bars on the time axis.
Left hand end shows the beginning time & right end the ending time. The
duration of the activity is indicated by length of the bar. The manpower
required for the activity is shown by a number on the bar (diagram 1).
Advantages:
• Simple to understand.
• Can be used to show progress.
• Can be used for manpower planning.
Disadvantages:
• Cannot show interrelationship among activities in large, complex projects.
• Cannot cope with frequent changes or updating.
• There’s a physical limit to the size of the bar chart, which may limit the
size of the project that can be planned with this technique.
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Diagram 1
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2) Network Techniques – in this the activities, events, and their

interrelationships are represented by a network diagram also called as arrow
diagram (diagram 2).

Diagram 2
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Advantages:
• They can effectively handle interrelationships among project activities.
• They identify the activities which are critical to the completion of the
project and indicate the spare time for other activities.
• They can handle very large and complex projects.
• They can be easily computerized and updated.
Disadvantages:
• Being more complicated than traditional bar charts they are not easily
understood by the project personnel.
• They do not define an operational schedule which tells who does what and
when.
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3) Hierarchy of plans – a large project consist of large number of activities

which cannot be comprehended and visualized by the human mind. Hence a
global plan consisting of say 30 to 150 activities can be stored in computer and
be structured on a hierarchical and modular basis (diagram 3).

Diagram 3
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I Level Plan – A highly summarized plan, the I level plan shows the broad
activities of the project, such as engineering design, contract negotiation,
procurement, construction, and commissioning with very elementary
breakdown. It may serve as the basis for basis for making rough estimates for
overall resources and outlays. It serves as the tool for top management review.
II Level Plan – the activities at the I level plan are shown in detail in the II
level plan. It permits a more detailed examination of various stages of the
project so that inter-relationship can be properly established. It is a tool for
middle management planning, decision making and control. It facilitates
(i) Identification of individuals responsible for various work packages.
(ii) Aggregative manpower planning.
(iii) Broad scheduling of project work.
III Level plan – this is the plan for cost accounts. It is useful for lower level of
management. It helps them in weekly or daily planning and control. Such a
plan is based on a very detailed estimate of resource requirement, funds
availability, project inter-relationships and time targets.
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