Hello everyone.

Currently we have looked at the following points: Project goals;

Parties involved in the project;
Project team;
Conflict management and division of responsibility;
WBS for the project Today we want to go to the food plan for the project.

Last time, the WBS tool is a good basis for developing a project plan.

And what is the plan for the project?

There are several interpretations, I will list two of them below: 1) The document/s describe the main components of the project: Goals assigned to the project;
Milestones to the project;
resources;
— Management of space/riks/changes/yield….
2) Graphical presentation of the sequence of work from the project.
Golovna, so that in the middle of the project team and in the near future the project, everyone, however, understands what the word Project Plan means. :-). In this article, I say more about another warehouse – a graphical representation and sequence of operations.
The most extensive graphical displays of the sequence of work on a project are so-called Gantt charts. I think a lot of you know the stench. It is not important for anyone to paint them: On paper, Excel or specialized software such as MS Project.

The key ones are those that are manual and that are a working tool, and not a one-time promotion for servicing :-).

And so, the key rules for creating a plan: 1) Take the WBS as a basis and group the robots as you worked before.

First of all, you have already made a big impression on the robot, folding the WBS;

According to each other, as you worked clearly, you ended up with a complete list of work for the project.

2) Enter the sequence of work and the duration of one type.

What are the stages: Finish – start. The initiation of the upcoming task will lie until the completion of the forward finishing line. The completion of the offensive task lies ahead of the completion of the forward task Start-start. The initiation of the oncoming task lies before the initiation of the forward task. Start-finish. The completion of the offensive task lies with the completion of the forward task.

3) The importance of the work and the necessary resources for their execution.

There are nuances here. So how can robots have a fixed cost and not be dependent on how many resources are directly connected to the robot? And there may be problems that lie with the number of resources assigned and the type of qualifications.

(The more resources, the more qualifications, the less trouble). I will write in more detail about resource management and how to assign them to the task later in a separate post, but for now I’ll just focus on these two different types of robots.

4) Make sure that the critical path of your plan works.

A critical path is the sequence of planned operations, which means the project is critical. Call it the most important way for the project. Tobto. As the work changes, the end date for the project will also change.

5) Add an additional “buffer” for management on a critical path. In any tasks to add such a buffer and how many times are required to accumulate years/days/months :-), lie within the project, at its control points, against risks and other warehouses for the project. Therefore, there is no single correct answer to this supply.

Adding a buffer allows you to minimize the risks of the project, which incurs a lot of hassle and increases the chances of its success.

Thus, you have the ultimate Project Plan, which forms the basis for your project and is the Basic Plan.

Why I write BASIC is because the PLAN is a living instrument that can change during the process of project implementation.

What are the reasons for changing the plan: 1) Some activities were not included in the original plan;

2) Implementation will require more/less than an hour as planned;

3) Previously planned resources became unavailable;

4) The contractors did not mince the terms;

5) The powers of the Deputy have changed;

etc.

In this way, the project manager must always keep the project plan up-to-date and promptly make changes.

The Baseline Plan is necessary to “monitor” the progress and evaluate the impact of changes that are made to the project. And finally, it is better for the project to clearly evaluate and draw lessons from the project.

Finally, I would like to know about one more option for the project plan: Project control point plan.

The list of control points identifies the key aspects of the project, their dates and results that may be taken into account on these dates.

This type of plan is very convenient for monitoring the project by the Deputy/Investor, because in this view the main concepts that influence the implementation of the project are both planned and actual dates. Tobto. It is immediately clear that the plan has been completed and how far the project is going.
The process of creating a control point plan. Control point plan 1) Establish a work plan for the project;
2) Satisfy control points for the project;
3) Significant criteria by which the achievement of control points is assessed;

4) Plan to reach the skin control points;
5) Wait until the control points are reached.
Advantages of the milestone plan: Simplicity – Clearly shows the purpose of the project – Clearly shows the structure of the project – Allows the mobilization of resources for specific tasks Planning even important warehouse projects that, as it seems in one children’s cartoon: “Spend the best day and then fly in 5 miles.”
Therefore, spend as much time planning as needed.
That’s all for today. We looked at the standard waterfall approach to the plan. I plan to report soon about the development of project plans based on the use of Gnuchki technologies.

More projects to come!