Chapter Four

Project Planning

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 Project Planning

 The difference between the good project manager and the

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

 IF YOU 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
Planning
Scope Definition Sequencing
Definition

Activity
Resource
Duration Schedule
Planning
Estimating Development

Cost Cost
Estimatin Budgeting
g

Project Plan
Development

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The project plan
 The project 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.

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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
 The following are components of attributes of a good plan
◦ Easy to communicate
◦ Explicit/clear
◦ Certain
◦ Controllable
◦ Realistic
◦ 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?

● List alternative strategies

 Where will we go if we continue as before?
 Is that where we want to go?
 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 organizing 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 communicating a
project’s intent and strategy
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 implementation.
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
Project Description
To contribute to improved
health, particularly of under
Goal
5s and the general health of
the river ecosystem.
Deliverables/ Objectives/
Improved quality of river
Outcomes
water.
1.1 Reduced volume of fecal
Outputs
waste discharged into river
1.2 Reduced volume of
household refuse directly
dumped into the river system
1.1.1 Conduct baseline
survey of households
Activities
1.1.2 Prepare and deliver
public awareness campaign
1.1.3 Prepare engineering
specifications for latrines and
expanded sewage network.
1.1.4 Etc.
1.2.1 Etc.
Indicators
Incidence of water-borne
diseases reduced by 30% by
2012, specifically among low
income families who live by
the river.
Concentration of e. coli
reduced by 20% (compared
to levels in 2003) and meets
national health and
sanitation standards by 2012.
1.1 60% of household fecal
waste is disposed of via
latrines or sewage
connections.
1.2 …
1.1.1 Baseline data
(Knowledge Practice
Coverage) for household
waste management exists
1.1.2 Schedule of visits of
mobile teams completed
1.1.3 Engineering plans
approved by Ministry of
Public Works
Etc.
partial build out
Source of Verification Assumptions
Municipal hospital and clinic
records collected by mobile
health teams.
-The Clean River legislation is
Monthly water quality
surveys conducted by the introduced by the EPA and
EPA and the River Authority. enforced
--Up river water quality
remains unchanged
1.1 Annual sample survey -Waste water treatment
conducted by municipality meets national standards
between 2009 and 2012. -fishing cooperatives meet
1.2 obligations to establish waste
collection systems
1.1.1 6 month progress -Municipal budgets for
report improvements to sewage
1.1.2 Extension team systems remain unchanged.
progress reports
1.1.3 Approved project
charter from the Ministry of
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
identified problems; identify means to
end relationships; identify clusters of
objectives and determine the project
strategy
Having analyzed the situation, the project
should now be ready for detailed planning
identify ways to measure progress,
formulate indicators; define means of
measurement
STEP 7: MEANS OF VERIFICATION
Identify means, resources and frequency
to find information to track progress and
evaluate achievement
08/14/21 Tilaye K. 2009 29
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

 The larger 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
Org-Chart Format 3.1 Write final report
Write Print 3.2 Print final report
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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