1 – The project structure plan
First of all, we need an instrument that records the necessary activities. The work breakdown structure is exactly the right tool for this. The idea behind this instrument is to divide the project into smaller parts and refine them step by step.
A project structure plan
The first level summarizes the project as a whole, followed by the sub-areas (level 2) and the activities (level 3). By breaking the project down into individual tasks, activities and activities on the third level, we make it easier to plan and control. The aim of the project structure plan is to obtain a complete and structured overview of all tasks, activities and processes involved in the project.
2 – The schedule (network plan)
The project structure plan divides the project into individual sub-areas and lists all the activities necessary to achieve the goal. Now it's a matter of putting the individual activities in the right order. The tool for this is the schedule.
image of a network plan
To create the schedule, the project manager discusses the dependencies and constraints of the planned work with the experts. The team determines which activities will run sequentially and which can take place independently in parallel.
3 – The effort estimate
It is probably the most unpleasant and tedious task - but it must be done as part of the project planning: For each activity in the schedule, you must estimate the effort and duration. This is the only way to achieve reliable scheduling.
But remember: Many projects usually take place in addition to normal day-to-day business, which means that project work is often something like a better side job. Before a project employee estimates the duration and effort, he should first be clear about how much time he actually has available for project work each day. The result is often very surprising: a task that takes a few hours then extends over a period of days, maybe even weeks. It is often such carelessness in planning that ensures that schedules are hopelessly exceeded.
When people talk about a project plan in project management, they usually mean the Gantt chart, france telegram data named after the American management consultant Henry L. Gantt (1861–1919). The Gantt chart is a simple but very effective planning tool. It graphically represents the chronological sequence of activities in the form of bars on a time axis - and is therefore often simply called a bar chart.
The Gantt chart has a big advantage: As a project manager, you keep an eye on all activities. You don't "miss" any process because you know when the individual processes have to start. You also make sure not to overrun an activity - after all, the bar clearly shows the end date.
5 – The risk check
Anyone who takes on a project should be prepared for a new risk to be waiting around every corner. There is no point in repressing risks or collectively ignoring them. Reality does not care about wishful thinking or baseless optimism along the lines of: "It will all work out somehow."
In order to manage risks, they must first be identified. This is where the risk check comes in. Then think about suitable measures to counter the risks. Pay particular attention to risks that can have serious consequences.
Conclusion
Many project managers tend to forego planning. This is not only naive, but it can quickly lead you into trouble - forgotten activities, missed deadlines and overwhelming workloads. Of course, you can try to get started without a plan. But do you really want to leave everything to chance?
Companies can use project planning software to support the planning of projects and to map the various project plans . Project plans such as the work breakdown structure can be easily and digitally mapped in the software, shared with all team members and edited and adjusted in real time.