8 Planning for Simple Projects

Defining the work and identifying the resources necessary to complete a project is also important for simple projects. Simple projects generally involve three or fewer people and occur over a short period, have few task dependencies and no dependencies with other projects, and produce three or fewer deliverables. But simple projects still benefit from planning. You still need to define how you will achieve the objective, who will do the work, when the work will get done, and, if necessary, what it will cost.

Planning Process Summary

Planning for simple projects requires less formality than planning for small projects. Many of the activities are abbreviated, with tools and techniques discussed for small projects used on an as-needed basis. Regardless of the level of detail used, it is still advantageous to follow the planning process steps. An abbreviated planning process for simple projects includes collecting requirements, defining the project scope, and developing a WBS or deliverable list. After the deliverables are defined, depending on the size of the project, the project manager should develop an action plan, a to-do list, or both. It is also important to communicate with project stake-holders. If more detailed planning is required, the project manager should use the small project planning tools.

Planning Steps

The steps for planning for simple projects include the following:

1. Prepare for planning activities.

2. Collect requirements.

3. Develop a scope statement.

4. Develop a WBS.

5. Develop an action plan or to-do list.

6. Plan project communications.

Step 1: Prepare for Planning Activities

Using the tools designed for small projects could overcomplicate the planning process for simple projects. Using nothing, however, will cause the project manager to quickly lose focus on the project objective. The process that follows assumes that simple projects have little to no risk and that the costs do not have to be tracked by the project manager. For example, an assignment to revise a process could be considered a departmental activity, with costs absorbed as part of the base or departmental budget.

The project manager begins the planning process by reviewing the project charter lite and any documents that provide background information on the project. The project manager should also take the time to review lessons learned from previous projects.

Step 2: Collect Requirements

Collecting requirements is the process of defining and documenting the stakeholders’ need to meet the project objectives. Even simple projects have requirements. Remember, these projects have a short duration; the shorter the duration, the less time there is for rework. Having clear and concise requirements allows the project manager to start off the project moving in the right direction. For simple projects, collecting requirements consists of documenting the needs and expectations of the project sponsor and can also include obtaining information from other stakeholders. Requirements can be gathered using informal techniques such as discussions, brainstorming, and mind mapping. Requirements can be documented, and the project manager should obtain agreement from the project stakeholders.

Step 3: Develop a Scope Statement

A defined scope is critical for simple projects. A defined scope allows the project manager to better understand what is included in the project and what is not. This also helps ensure that the project manager is applying resources to the right things. The project scope statement should define in detail the project deliverables and the work required to complete those deliverables. Using progressive elaboration, the project manager should build on the project scope, major deliverables, assumptions, and constraints identified on the project charter lite. The scope statement serves as a foundation for the remaining planning activities and is used for project control.

Step 4: Develop a WBS

The WBS is a good tool for showing the components of a simple project, and it should be broken down to the level of detail that will be used to execute the project. Either the top-down or bottom-up approach can be used for WBS development; however, the WBS should contain no more than three levels. Refer to chapter 7 for WBS details. Figure 8.1 is an example of a WBS with two levels for the project management presentation project. As the WBS shows, the project will include deliverables for developing presentation slides for the initiation, planning, controlling, and closing processes; and will provide activities for only the planning and controlling processes. The remaining two deliverables identified are activities and project management.

A more abbreviated activity would be to develop just a deliverable list. The spreadsheet version of the project schedule can also be used to show summary or activity-level project information for deliverables, tasks, resources, effort, and cost, if necessary.

Step 5: Develop an Action Plan or To-Do List

An action plan (figure 8.2) is a list of activities required to complete a deliverable. Action items are usually completed within a couple of weeks, the usual duration of a simple project deliverable. It is a good practice to keep track of the work associated with simple projects, because tracking helps to ensure that nothing is missed. A simple project might have three deliverables. The action plan would show the three deliverables and the activities for each deliverable, when the activities will be done, and by whom they will be done. An action plan is similar to a deliverable/task list.

Project Management Process Presentation Action Plan

A to-do list is a list of all the tasks you need to carry out for a particular period. It combines tasks from different projects. Tasks on the to-do list are prioritized so you can complete them in order of importance.

Step 6: Identify Resources

Project resources may include team members, materials, or supplies. Resource planning is used to determine and identify an approach to ensure that sufficient resources are available when needed.

For simple projects, the project manager should identify and document the required resources and timing.

Step 7: Plan Project Communications

Communications planning is the process of determining the information and communications needs for project stakeholders. Communication is required to inform, solve problems, and make decisions. Simple projects have minimal but still important communication needs. Project stakeholders need to be engaged; adequate communication ensures that processes are in place to make sure they are aware of project progress.

For simple projects, the project manager should decide which of the communications documents or components of the communications documents are required for the project. The stakeholder register allows the project manager to identify and document stakeholder needs and expectations. The communications matrix describes the communication needs and expectations for the project. The responsibility matrix identifies how and with whom to communicate. And the project notebook provides a practical way to organize and easily access project information.

LEADERSHIP CONNECTION

• Select the appropriate level of process.

• Identify project stakeholders, understand their expectations, and determine their communication needs.

• Engage stakeholders in the planning sessions.

KEYS FOR PLANNING SUCCESS

• Do some form of planning even for the simplest projects.

• Use the tools and techniques defined for small projects as needed. Some form of planning should be done, however, to ensure that the requirements are understood and that the project will be delivered on time.