Blog no. 24 - Process to develop a project plan -

Dear reader – welcome to blog no. 24 which answers the question of how to create a project plan and examines the process of developing a project plan or a project schedule.

Project Schedule creation is a set of process steps. Some hear the word ‘schedule’ and think ‘easy Gantt chart.’ Don’t get caught in that trap !!

To properly execute a project and deliver on-time, the schedule needs to be developed methodically and managed carefully.

Below are the high level steps to develop a project plan –

Plan Schedule Management
Define Project Activities
Determine Dependencies
Sequence Activities
Estimate Resources
Estimate Durations
Develop Project Schedule
Monitor and Control Project Schedule

Now, it’s time to detail each step –

1. Plan Schedule Management

Baselines – the schedule baseline, is the approved iteration of the schedule at any given time. The project time plan can, and likely will, change over the course of executing the project. We learn new activities & add tasks as we gain understanding of the scope or as scope changes deemed required. The final version is the baseline (Final version needs to be agreed with your key stakeholders, primarily your business owner)
Iteration control (changes) – anything that changes the schedule will require an approval process along with a way of differentiating an old version versus the present version
Stakeholders – who is gets a copy of the schedule, and how are they updated with changes
Format/Software – the software to be used: Primavera, Microsoft projects, Excel, etc (Depends on which software your Org. adopts)

2. Define Project Activities

Scope – The approved scope, which is recorded as the scope baseline (This is important to be closed at an early stage to control scope creep. To know more about scope creep, here’s the link to my article – https://managementatheneum.business.blog/2020/08/18/what-is-scope-creep-how-to-avoid-them/
Team members input – Historical, Subject Matter expert interviews helps to build & finalise your project activities
Generate WBS – WBS (Work breakdown structure) is the breakdown of the scope to individual components. This breakdown decomposition refines the scope to specific activities and deliverables

3. Determine Dependencies

Your project activities will have external as well as internal dependencies. It’s key that you identify, capture & link these dependencies with your project activities. This will help you in gauging impacts and forecasting risks. The way we sequence the tasks, will have an impact on the probability for project success (risk and rework reduction), as well as optimising in a way that reduces the critical path, or the shortest path to deliver the project’s objective or scope

4. Sequence Activities

Rough cut – the way we sequence the activities will impact the total duration as well as level of risk to which the project schedule and cost. To play with alternative sequencing, we sometimes use sticky notes to simulate and think through to discover the optimum sequence to meet the project objectives
Arranged based on dependencies
Review rough cut with project team

5. Estimate Resources

Talent – The manner we plan to achieve the project objective’s is connected to the types of talents and skills we have available. Seasoned team members may be more skilled at a particular deliverable than a new hire. In theory, the seasoned person may be able complete the work more efficiently. Person hours available comes into play here depending on the organization. Team members maybe have regular job assignments as well as other project commitments. NOTE: Developing estimates itself is a skill and may be better to have the department or assigned person provide the hours estimate
Material – Do we need special material, are we making prototype parts, How much? From experience, customers will provide the total number of prototype parts (test module) early in the project, but later will need more than originally defined. In times of supply chain disruption, the planning for this material and acquiring takes time and can be costly. This possibility should be noted on a Risk Register during initiation (or pre-initiation – post RFP) stage itself. We have worked a project where the customer desired some special processes in acquiring and recording the incoming material with a safety certification. This became known after the original scoping of the project and as such resulted in additional project actions to achieve the objective
Capital Equipment (Capex)– some projects may have equipment to purchase as either the project objective, for example setting up a manufacturing line equipment, and sometimes the project will require special equipment to achieve the scope objectives, for example thermal chamber or vibration table to be able to test the product. A company undertaking numerous projects will need to pay attention to the aggregate of the Capex spending

6. Estimate Durations

Historical – Lessons learned from previous projects. Even anecdotal or experiential input can help in making estimates or provide a basis for decision making
Statistical – For groups that perform tasks for projects over time, we may have sufficient information to draw some statistical inferences for some of the tasks, rather than experiential approximations

7. Develop Project Schedule

Input information into chosen software
Schedule Baseline is an input to cost management
Define the entire project from start to finish
The schedule should list all the project activities, milestones, and deliverables
Create a high level milestones chart for reporting purposes (needs to be maintained throughout the life of your project/program. Inputs will be from your detailed project plan)
Schedule Approval – Approval of the schedule establishes the baseline. From here monitoring and controlling starts (typically approved by the business owner)

8. Monitor and Control Project Schedule

After answering the questions of how to create a project plan it is imperative to note that metrics around the project schedule are important to have any chance of being able to assert control.

If we do not have some tangible and measurable way to determine where we are in the actual work, we do not know where or how to exert control. Consider if you are dropped down in the middle of nowhere, no information about where you are, and are then asked to make your way to another destination. This would be impossible.

Tracking actual against measured is the mechanism by which we are able to make decisions and exert some control.

Allows for predictions about completion
Corrective actions
Process changes

Conclusion: Developing a Project Plan

Project Schedule Building or developing a project plan is a cornerstone of project management. Being able to forecast the future and present the future in a form that the stakeholders understand is a critical step to project success.

So, take the time to build the best schedule based on the initial information received using the process, each and every time you have to build a schedule.

Let me know your thoughts on this topic? And please check out my blog – Six must have skills in a Project Manager (Interpersonal).

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