What is the role of planning? Is it a purely information role or is there a project enabling role?
One of the products of planning is Variance Analysis / Gap Analysis. However, that is a process view of planning. Instead, the purpose of the analysis, i.e. “what we want to achieve through the variance analysis” needs be captured. That will determine whether it plays a limited data role, versus a wider project enabler role.
In this light it was clarified that the function of planning is to be a decision support system for the project team, support functions, integrators and top management.
Planning can be seen as the knowledge partner and conscience keeper to the project manager.
Visioning
- Scenario modeling of the project (supports commitment to key / major milestones)
- Resource Planning for the committed milestones
- Integrated Plan (based on commitments) L1
Specification
- Execution Plan (L4 level) for individual projects and Integrated Plan for all projects (WHAT)
- Execution Visualization (HOW)
- Real-time decision support for the Project Manager
Build
- Real-time decision support for the Project Manager
- Early warning system
- Proposing evolved models of working as the project unfolds
Handover
Planning role in Visioning Phase: During the visioning phase, it was noted that planning can play a scenario modeling role for the project manager. The Project Manager has to make certain time & cost decisions based on the criticality & impact of the project and the commitment given to CEC & Board. Here, the planning team can throw up scenarios –
EG: Scenario 1: It can be done in 3 months – at ‘x’ cost,
Scenario 2: It can be done in 1 year – at ‘y’ cost, Depending on that the project manager can see what makes sense for this case.
Through this role planning can support commitment to key / major milestones. Benchmarking, documentation are all internal activities for that outcome.
Planning also does the resource planning for the committed milestones.
Once the scenario has been chosen, resource plan is made, the ‘Commitment Map’ (L1) is created by planning.
Planning Role as a Navigator
Analog: Motorsport of Rallying
In Rallying, every car has a driver and a navigator. There are rules for every leg of the race. E.g. You have to complete one leg in 30 min. and there is a penalty both for reaching before time and reaching late. There are penalties for crossing speed limits as well. As you are moving along, based on the traffic conditions, the navigator has to calculate and say when the driver needs to speed up or slow down given the conditions. The driver can then use his judgement and make the choices.
Each project is like a different rally. The planner has to play the role of a navigator and the project manager, the driver. Based the rules of that project, planner has to calculate and give inputs to the project manager. The project manager can then use his judgement and make the choices. And every day the situation will change and the navigator has to give him support.
Planning Role in Specification Phase: In the specification phase, documentation of the detailed execution plan (L4) is done by planning [WHAT]. Along with that planning is also ensuring execution visualization [HOW].
Planning role in the Build Phase: Taking from the example of the sport of Rallying, it is describing a dynamical planning as per the situation. It is therefore noted that planning has to provide real-time decision support across the rest of the phases after P1 as the project progresses.
In this phase, when the planner does a gap analysis, it is throwing light on how a team is doing with respect to benchmarks.
EG: Productivity is one of the top 4 KPIs. If it is lower than the benchmark, the planning team is showing a mirror to the Project Manager – “Please note our productivity is lower than the benchmark while the aspiration is to touch the benchmark. If we don’t take action, something can go wrong”. In this light, it was seen that Planning is playing the role of an Early Warning System.
Also, planning has to propose evolved models of working as the project unfolds, integrating best practices & learnings from experiences.
EG: In CRM, PLTCM had to be completed – for which mechanical had to start working, but civil had not completed. How do we do both was the challenge? Then the 600 ton crane solution came. That came from planning proposing that there is a possibility of doing column erection without stopping the civil job. Then the decision was taken by the 2 line functions.
This requires the maximum level of HOW expertise. This is why AET will not go into planning. Only the best of the resources with 2-3 years of experience should be put in it.
Therefore, planning is not playing a control role, but an enabler role.
During handover, planning plays a limited role – planning closure and learning.