Project planning is one of the major tasks of the project management. Usually the project planning forms second of the four Hauptphasen of a project, follows temporally thus after the project definition and prepares the actual implementation of the project as well as possible; but project management is always also crisis management, the project planning accompanied therefore always also the implementation of the project, and must to no longer compensatable plan deviations with appropriate around and planning react.

Planning beginnings

• Structural planning
• Expenditure estimation
• Scheduling
• Resource allocation
• Cost planning
• Risk management
• Production of the project plans

The project planning begins with the project structural planning. Constructing on the requirement catalog or work statement the development project is structured technically, give up-moderately and commercially. Here the resulting in structures (product structure, project structure and account structure) present themselves the Grundpfeiler of an goal-oriented development; on them all further planning steps touch down.

From the project structure plan the task packages are derived, for which then an expenditure estimation is to be accomplished. Except the own Erfahrungspotenzial the experiences of outstanding experts as well as the possibilities should be used by expenditure processes of estimation. Expenditure processes of estimation and expert questionings mean themselves here not excluding, but itself mutually fertilizing proceedings.

With the results of the expenditure estimation now for the individual work packages and/or subtasks date () is made a planning. For this one should consult a network plan with larger projects, either as computer aided or manually as possible.

The resource allocation is to ensure an optimal employment of the existing personnel and the available operating and materials. One can avoid bottlenecks and no-load operations, e.g. at test plants and test systems thereby. Also the alignment of resources concerning other one, neighbouring projects must be included in form of a multi-project planning into these considerations. Full extent of utilization of taken into account resources leads inevitably to the lowering of development costs as well as to the of the development times.

A"” holistic "“cost planning is a condition for each economic developing. Without it also a correct price formation is not possible. The demand for a constant process orientated project calculation is the center of attention here, i.e. at the start of the project a detailed pre-costing should be made after a uniform calculation plan and be continued later with the Mitkalkulation according to the same pattern for all tasks of development. An appropriate recalculation must lock then with project end this project-accompanying calculation.

In the meantime by each enterprise an imported risk management is demanded by the legislator. With a foresighted risk analysis and the derivative of appropriate precaution measures a punctual risk risikovorbeugung is to be achieved and/or - decrease.

All results of the project planning flow into appropriate project plans. To it both the plans for the organization, structuring and execution of the project and the project plans belong to costs over the dates, the planned would wind up and. For the structuring of projects in planning frequently on phase models with defined milestones back one seizes.

Basic conditions of the project planning

There is usually a whole set of basic conditions for the planning and plan premises, which already exist, if planning consists still of a white, blank sheet paper.

Ideal way are such acceptance in the order for project (work statement) or at the latest in product requirement specifications documents.

Frequently fundamental acceptance are undokumentiert and are implicitly presupposed however perfectly. Communication takes place only in the case of problem if it is already too late.

Shape, extent and procedure when planning depend among other things on the time of planning. Something similar applies to the planning horizon and planning depth. A all first rough planning may be content e.g. on level of the phases with a first time estimation. At a later time in progress is however a higher detailing necessary.

Every now and then thereby also independent partial plans for individual topics develop, e.g.:

• Training course plans
• Test plans
• Productive setting plans
• Rollout planning
• ...

Both by material requirements but e.g. also by the adjustment on a special target group (decision maker, project worker, customer,"…) can different plan variants develop. So practically specific plan variants to be like, then they are connected nevertheless also with a substantial care need, in order to keep the different plan variants consistent.

Plan pursuit and plan adjustment

In the course of the project now however adjustments can become necessary:

• New realizations/solutions are present
• Requirements and thus the configuration of the project results change
• Basic conditions and premises are outdated
• Originally taken into account resources (coworker, machines, material, infrastructure, etc.) are available not as planned or must be exchanged.
• Problems (time, quality, costs) arise and make additional measures necessary
• ...

Such changes must be pulled tight in planning, in order to be able to use further evaluations and reports. The formal documentation and Verabschiedung of such adjustments take place in the context of the change department.

Even if small adjustments take place in practice frequently tacitly besides, the consistent employment of a change department is recommended. Plan adjustments are usually connected with costs, longer project times or other consequences, for which the direction of the project is responsible. A change department serves thus on the one hand the security of the direction of the project and supplies on the other hand a contribution for goal orientation in the project.

Literature

• Carpenter, Stark, Christoph, Rieck, Julia: Project planning - models, methods, management, Springer, 2006
• Burghardt, Manfred: Project management, 6. Edition, Munich, Publicis Corporate Publishing, 2002, ISBN 3895781991

WikiProjekt project management

WikiPedia: WikiProjekt project management

Articles in category "Project planning"

We found here 33 articles.

Related Websites

We found here 4 related websites.

• Project Management Software Project Planning Software Product
  Project Management Software Project Planning Software Free Download Gantt Chart Scheduling .


• Project Planning
  The success of a project will depend critically upon the effort, care and skill you apply in its initial planning. This article looks at the creative ...


• Project Planning & Management Techniques from Mind Tools
  This page introduces you to some of the most useful project planning and management techniques.


• redirect to http://www.imls.gov/project_planning
  If you are not redirected, click here http://www.imls.gov/project_planning.