Planning projects

 Planning projects

Eng. Mohamed Ibrahim

1- Introduction

That it is possible to define planning is to define the method of work for the future within limited capabilities of resources (machines and equipment, individuals, materials, capital) and other conditions within a specific time to reach a specific goal. Planning can be defined as the collection of facts and information that help in achieving the actions necessary to achieve the desired results and goals.

The purpose of planning (or setting timelines for the implementation of any construction project) is:

• Maximum utilization of resources.

• Achieving communication between all specialists and uniting their efforts towards achieving the objectives of the project.

• Commitment to a certain time for the completion of the project.

• Realizing the material benefits from the project.

Due to the complexity of technology, the continuous increase in prices and the length of the implementation period, we notice the entry of a new factor, the risk factor (which will explain this factor in subsequent topics). Therefore, the pre-planning process reduces the occurrence of unexpected surprises during the implementation process.

This topic should address the following questions:

Why should the project manager and his team think about managing the project and improving their ability to make decisions, especially at a time when decisions are taken on the basis of insufficient clarity of information ((absence of clear information that leads to sound decision-making))

• A set of forms and formats that enable the project manager and his team to plan the project effectively.

• A set of technical details for project planning and is characterized by the ability to adapt it to suit the needs of the project of any size.

2- Project Planning

Project management differs from management in general. In Projects Management, planning is an essential part of this process and planning is the second component of three parts, the first of which is the work of structuring the project, the middle of which is planning, and the last of which is the control of the project.

The lack of a good definition of the project and the necessary planning work for it, the chances of success vary as it is difficult to develop the perceptions of the parties pertaining to the project (either the work team or those interested in the project) that each party wants without planning to put it in the appropriate framework.

In order to make a good planning for the project, it is necessary to consider in general the time required, the costs and the work required to be implemented, the benefits required of the project and link them all with the resources available for the project and the controls that govern their use, as well as taking into account the risks surrounding the project and therefore taking into account all these inputs it is possible to reach a project planning with consideration of the possibility Perform re-planning in case of changing any of the previous data and the conditions of their use.

Success in project management does not come from merely using the previous correct tools and techniques, despite the importance of this. However, starting to create a structure for the project as mentioned in the previous part is the basic building block for the success of the project, followed by good planning.

In the next section on project control, we will know the importance of developing a good system for controlling the project and the mechanisms required for that to ensure that the costs are completed as planned, and we will also explain how a detailed control system can be made that reflects the size of the project and the complexity of each project.

If you are a project manager, do you recommend that you study the following three topics in the order shown.

1- Structuring the project.

2- Project planning.

3- Control of the project

3- Basic principles of planning

Success in project management must continue the planning process during the life of the project and this importance comes as a result of that planning is always carried out in conditions of uncertainty about the future, which makes decision-making and planning for future events based on the possibilities and vision of the work team, and therefore planning must be repeated when new circumstances become apparent during progress. the work.

Projects are always constructed under conditions that are not precisely defined, which may require unconventional inputs to the planning process. This includes defining the conditions of the project with the available details, and that access to an integrated planning program for the implementation of a project is rarely done at the beginning of the project where a preliminary planning is made based on the availability. Of information and then re-planning during the progress of the project in light of what appears of new information. In order to plan the project, accurate information must be gathered about the size of the project, its costs, and the time periods needed to implement the activities, hoping to obtain the necessary official permits to start each event, if any, and here we can ask the following question:

How can projects be planned, quantified accurately, and approvals obtained in the required details, while specifying the required resources and costs?

To answer this question, planning for the project must be integrated in it, with its data and local experiences in the project environment that was mentioned previously, and the experience of working on similar projects and through these data, the requirements of planning can be met, and thus the lack of clarity of vision in some stages of planning can be overridden by using controlled planning mechanisms.

On the other hand, we must start with what we know in planning any project and postpone the unspecified and ambiguous activities as much as possible.

At the beginning of the project, the cost and time estimates must be determined in principle in order to make a budget for the project at its inception. Figure (1) shows the relationship between time and cost for the project in general, with an indication of the project's control area.

The overall project plan must clarify these costs and the time period in order to give a clear picture to the project parties (owner - financier - project manager) on the project evaluation. It should clarify the sub-projects that arise from the original project, the main activities, and the resources required for each of them.

1-3 Levels of project planning

It is preferable that the planning levels do not exceed four levels, which is commensurate with the different levels of management. Figure (2) illustrates these levels.

• The general planning of the project (Project Plan) clarifies the relationships between the main activities and determines the costs of the project and the necessary framework