• Unit 4: Planning Projects

    Although project execution is often considered the phase of the project that takes the most time to complete, project planning is the phase that starts to refine the goals, objectives, and deliverables for the project so that execution is effective and efficient. In planning, the project team seeks to thoroughly define the scope of work, schedule, resources needed, and a plan for monitoring and controlling costs. Finally, we look at how to plan for project risks, quality, and procurement needs.

    Completing this unit should take you approximately 13 hours.

    • Upon successful completion of this unit, you will be able to:

      • break down the work required to complete a project and create a detailed project schedule;
      • decompose project deliverables into work packages;
      • demonstrate the use of appropriate network scheduling techniques such as Gantt, PERT, ADM, and CPM;
      • determine the physical and human resources needed to complete a project;
      • determine the cost of the resources needed to complete and deliver all project activities;
      • analyze the final budget based on the input of different stakeholders and approved financial resources; and
      • prepare various project plans, including scope, schedule, cost, risk, procurement, and quality.

    • 4.1: Defining Project Scope

      • Overview of Project Planning Page

        This chapter provides an overview of the tasks performed throughout the project planning phase. How would you use measurable objectives and the SMART acronym?

      • Scope Planning Book

        The scope of work defines exactly what will be done as a result of the project work. It's important to know exactly what is to be done to avoid wasting both time and money on tasks and activities that are not necessary to accomplish the project goals. That's why scope planning is so important. This chapter will address how to define the scope of work based on the requirements of the end result and the deliverables of the project.

      • Project Scope and Context Book

        As you read, consider the importance of a clear scope statement in avoiding scope creep throughout the project.

      • Scope Creep Page

        This quick definition of scope creep provides some reasons for the phenomenon.

    • 4.2: Plan the Schedule

      • Project Scheduling Book

        This chapter discusses making the transition from project planning to project scheduling by introducing two techniques, push scheduling, also known as the CPM method, and pull scheduling, also known as agile scheduling. Both have distinct advantages and disadvantages.

      • Project Schedule Management Page

        In this video, pay special attention to techniques for defining activities and relationships, techniques for estimating activity duration, and methods in which activities are sequenced.

    • 4.3: Controlling the Project Schedule

    • 4.4: The Work Breakdown Structure (WBS)

      • Scope Management Page

        This article discusses the processes of scope management. Pay attention to the processes of scope definition, creating the work breakdown structure, and defining activities.

      • Key Components of Project Management Page
        This article identifies several key components of project management, many of them related directly to managing and controlling the scope of work.

    • 4.5: Resource Planning

      • Resource Planning Book

        In project management terms, resources are anything used to complete the work of the project. We often think of resources as human resources, but project resources can include raw materials, equipment, facilities, or even travel. This chapter will look at how to define and estimate the cost of resources for a project with an emphasis on human resources. Pay attention to the techniques for managing resources and resource leveling techniques.

      • Constrained Resource Page

        A project manager needs to find the right resources for the job, whether human resources or materials/supplies. From time to time, resources may be constrained or have limited availability. This chapter discusses the challenges of constrained resources.

      • Responsibility Assignment Matrix Page
        This article discusses how a responsibility assignment matrix can provide a visual view of how WBS tasks are assigned to individuals/teams within the project.
      • Elements of Time Management Page

        This article discusses project time management by first identifying how the WBS can be used to define the work to be completed. The overallocation of resources is common in project management. Pay special attention to resource allocation and the use of resource calendars.

    • 4.6: Budget Estimation

      • Budget Planning Book

        This chapter examines a wide variety of budget estimating techniques used in project management.

      • Bottom-Up Estimation Page

        This video reviews the process of bottom-up estimation to determine how long activities will take to complete.

      • Top-Down Estimation Page

        This video reviews the process of top-down estimation to determine how long activities will take to complete.

    • 4.7: Risk Identification

      • Managing Project Risks Book

        This chapter gives an overview of risk management, including identifying risks, understanding their nature and perception, and techniques for managing risks.

      • Risk Identification Page

        This article gives an overview of the risk identification process. Review the techniques for identifying risks and the importance of maintaining a risk register.

      • Risk Register Page

        The risk register is a unique document used to identify and track risks. A risk register helps identify the probability of a risk occurring, the effect on the project should the risk be realized, and the potential responses. It also identifies the person responsible for managing the risk and taking action.

    • 4.8: Risk Response Planning

    • 4.9: Quality Management

    • 4.10: Procurement Management

      • Resource Management Page

        This article sets the framework for procurement management by addressing the importance of understanding the resources needed for your project. One important way that resources are defined is through the make-buy decision.

      • Project Procurement and Closure Book

        This chapter reviews the procurement process, from determining the need for the procurement to closing out the procurement contracts.

    • Unit 4 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 4 Assessment

      • Unit 4 Assessment Quiz
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.