Project Planning

Project planning is a core component of project management and involves developing a structured approach to organising, scheduling, and controlling project activities. It typically makes use of scheduling tools such as Gantt charts, activity network diagrams, and project management software to determine how a project will be executed and to track progress throughout its life cycle. Planning may be conducted manually or supported by specialised digital systems, but its purpose remains consistent: to provide a roadmap for delivering the project’s objectives within defined constraints.

Scope Definition and Work Structuring

Project planning begins with the definition of the project scope, which outlines the boundaries, deliverables, and requirements of the work to be undertaken. Once the scope is agreed, suitable methods for completing the project are selected. Tasks required to achieve the project goals are then identified, listed, and categorised within a work breakdown structure (WBS).
This hierarchical arrangement clarifies the full extent of the work and serves as the foundation for estimating durations, allocating resources, and sequencing activities.

Scheduling and Logical Dependencies

After defining the tasks, the planner determines the logical relationships between them. These dependencies are represented through an activity network diagram, which reveals how tasks interact and in what order they must occur. From this, the critical path method (CPM) can be applied to identify the sequence of activities that directly governs the total project duration.
Uncertainty is inherent in planning because schedules are developed before execution begins. To mitigate this, task durations are often estimated using weighted averages that incorporate optimistic, likely, and pessimistic timeframes. In addition, the critical chain method introduces protective buffers to account for potential delays and reduce the risk of schedule slippage.
Slack or float, representing the allowable delay before a task affects the project timeline, may be calculated manually or with project management software. Understanding float helps planners manage flexibility within the schedule.

Resource Allocation and Cost Estimation

Following the development of a preliminary schedule, the necessary resources—including personnel, equipment, and materials—are estimated. Costs associated with each activity are then assigned to the relevant resources, generating an overall project cost projection.
At this point, the schedule may be further refined to balance resource availability and workload distribution against time-related objectives. Optimisation seeks to achieve the most efficient alignment between project duration, resource usage, and budgetary constraints.

Establishing the Baseline Schedule

Once refined and approved, the schedule becomes the baseline schedule, serving as the formal reference point for tracking progress. Any deviation from the baseline informs performance measurement and may indicate the need for corrective action.
Monitoring the project against the baseline is commonly performed through earned value management, which integrates scope, time, and cost data to assess progress objectively and forecast future performance.

Inputs and Outputs of the Planning Phase

The project planning phase typically draws on several key inputs, most notably the project charter and the concept proposal, which outline the project’s justification and high-level direction.
Its outputs include:

• Detailed project requirements
• The completed project schedule
• The comprehensive project management plan