While most reasonable people will, at least, acknowledge there is value to "planning" at a logical level, many of those same people are less than "emotionally committed" to the practice. Why is this? Generally, it is because the "project planning" they have witnessed has violated one or more of the following key project planning principles.
Figure 5.1. Highlights the interactions between the planning, executing, and controlling project management processes.
A Microsoft Project file (or anything else resembling a project schedule, timeline, or WBS) is not a project plan.
A project plan will generally reference other documents and supplemental plans, including a WBS and project schedule.
A project plan is all-encompassing document that is used as the basis for controlling and executing a project.
Specifically, you need to conduct a stakeholder analysis on all of your management and customer stakeholders to validate the project definition elements, understand their expectations and communication needs, and to review procedures for dealing with critical issues, risks, change requests, and performance variances.
In addition, the team members who will be doing the work should be heavily involved in defining and estimating the details of the work to be performed. We address this further in Chapters 6 and 7. This approach leads to a better definition of the work required and a higher commitment level toward scheduled work assignments.
Change control, communications, risk, and quality project management are excellent examples of proactive project management.
The team approach to project planning greatly increases their acceptance and commitment level to the project plan.
Part i. Project Management Jumpstart
Project Management Overview
The Project Manager
Essential Elements for any Successful Project
Part ii. Project Planning
Defining a Project
Planning a Project
Developing the Work Breakdown Structure
Estimating the Work
Developing the Project Schedule
Determining the Project Budget
Part iii. Project Control
Controlling a Project
Managing Project Changes
Managing Project Deliverables
Managing Project Issues
Managing Project Risks
Managing Project Quality
Part iv. Project Execution
Leading a Project
Managing Project Communications
Keys to Better Project Team Performance
Ending a Project