Because each project is unique, the amount, timing, and frequency of planning varies. Variables that influence how project planning is conducted include, but are not limited to :
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Development approach.
The development approach can influence how, how much, and when planning is conducted. Examples include :
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A specific phase for planning or organizing early in the life cycle. In these situations, much of the planning is performed up front. The initial plans are progressively elaborated with more detail throughout the project, but there is little change to the original scope.
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An approach with high level planning up front, followed by a design phase where prototyping is used. After the project team and stakeholders agree to the design, the project team completes more detailed planning.
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Adaptive approaches where the project team conducts iterations. Some planning occurs up front to establish release plans and further planning occurs at the beginning of each iteration.
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Project deliverables.
Often the project deliverables necessitate planning in a specific way. Construction projects require significant up front planning to account for design, approvals, materials purchasing, logistics, and delivery. Product development or high technology projects may use continuous and adaptive planning to allow for evolution and changes based on stakeholder feedback and technological advances.
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Organizational requirements.
Organizational governance, policies, procedures, processes, and culture may require project managers to produce specific planning artifacts.
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Market conditions.
Product development projects can take place in a highly competitive environment. In these situations, project teams can undertake a minimum amount of up front planning as the emphasis is on speed to market. The cost of delay that extensive planning entails exceeds the risk of potential rework.
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Legal or regulatory restrictions.
Regulatory agencies or statutes may require specific planning documents before granting an authorization to proceed or to secure approval to release the project deliverable into the market.
Delivery
Planning begins with understanding the business case, stakeholder requirements, and the project and product scope. Product scope is the features and functions that characterize a product, service, or result. Project scope is the work performed to deliver a product, service, or result with the specified features and functions.
Predictive planning approaches start with the high-level project deliverables up front and decompose them into more detail. This approach can employ a scope statement and/or a work breakdown structure (WBS) to decompose the scope into lower levels of detail.
Projects that use iterative or incremental approaches can have high-level themes or epics that are decomposed into features, which are then further decomposed into user stories and other backlog items. Work that is unique, significant, risky, or novel can be prioritized to reduce the uncertainty associated with project scope at the start of the project before significant investment has taken place. Project teams plan routine work based on the concept of last responsible moment. This approach defers a decision to allow the project team to consider multiple options until the cost of further delay would exceed the benefit. It reduces waste by not expending time in developing plans for work that may change or may not be needed.
Estimating Planning entails developing estimates for work effort, duration, costs, people, and physical resources. Estimates are a quantitative assessment of the likely amount or outcome of a variable, such as project costs, resources, effort, or duration. As the project evolves, the estimates can change based on current information and circumstances. The project’s phase in the life cycle impacts four aspects associated with estimating :
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Range.
Estimates tend to have a broad range at the start of the project when there is not much information about the project and product scope, stakeholders, requirements, risks, and other information. Figure 2-14 shows a range of -25 to +75% at the start of exploring a project opportunity. Projects that are well along in their life cycle may have an estimating range of -5 to +10%.
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Accuracy.
Accuracy refers to the correctness of an estimate. Accuracy is linked to range in that the lower the accuracy, the larger the potential range of values. An estimate at the start of the project will have less accuracy than one that is developed halfway through the project.
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Precision.
Precision is different from accuracy (see Figure). Precision refers to the degree of exactness associated with the estimate. For example, an estimate of 2 days is more precise than “sometime this week.” The precision of estimates should be compatible with the desired accuracy.
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Confidence.
Confidence increases with experience. Experience working on a previous, similar project can help with the level of confidence required. For new and evolving technology components, the confidence in estimates is expected to be low.
Estimate Range Decreases over Time
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