Planning

Planning basis and procedure

Planning forms the basis for the efficient and effective use of resources required in the project. It is the prerequisite for managing and steering the project. It supports communication and the reconciliation of activities among the project participants.

After conducting the study with the objectives and the decision on next steps in the initiation phase, the first step in execution planning is execution structuring. The project management selects the appropriate scenario in HERMES online in accordance with the decision on next steps. The scenario with its method components provides a basic structure that is adopted for solution development and adapted to the specific circumstances of the project.

The planning outcomes are recorded in the project management plan. It is the key instrument for managing the project and includes all the plans for the project. It is created in the initiation phase and continually updated in subsequent phases.

After the decision on execution release, the paths of the traditional and agile approach diverge. In traditional solution development, planning is done by the project management according to the principle of rolling planning; in agile solution development, further planning is done autonomously by the development team.

Initial planning of solution development

In the initiation phase, the continuation of the project is planned. The execution structuring is created and the outcomes of the further course of the project are defined on the basis of the study. The human and financial resources are planned only in enough detail to ensure their availability for the entire project.

First, the execution structure plan is developed according to the following procedure:

1. Create a study, define scope and boundaries for solution development.
2. In HERMES online:
3. 1. Select scenario and adjust if necessary (within the scope of the study).
   2. Create and export execution structure plan.
   3. Integrate execution structure plan into the project management plan.
4. Supplement solution-specific outcomes and tasks.
5. Adapt roles in the project management plan to the scenario.

The project management plan is then drawn up with the following steps - they do not necessarily have to be carried out in this order and can be taken more than once:

1. Define risk management;
2. Create QA plan and review plan;
3. Estimate outlay for outcomes;
4. Determine interdependencies;
5. Create a schedule (where applicable, also provide release plan ( agile ));
6. 1. Ensure resources for the duration of the entire project with the agree on and steer goods/services task;
   2. Factor in qualification and availability of resources when estimating outlay and duration;
   3. Estimate the duration of the tasks;
7. Plan the use of resources;
8. Create a communication plan;
9. Create a cost plan;
10. Check project management plan with QA measure;
11. Coordinate the project management plan with stakeholders and verify it as a basis for the execution order.

Planning in traditional solution development

From rough to detailed

The distinction according to phases and the fleshing out and extension of the procedure component "from rough to detailed" comes from systems engineering * See n. 2, p. 9 and is one of the foundations of the traditional phased approach of HERMES. In traditional solution development, planning, steering, and management are based on the principle of rolling planning. Towards the end of the concept and implementation phases, the next phase is planned in detail before the decision on phase release is made, and the rough planning is reviewed.

Detailed planning for the next phase

The following activities are carried out:

1. Review the execution structure plan and complete tasks and outcomes;
2. Flesh out tasks and outcomes;
3. Define work packages for the next phase and specify persons responsible for each work package;
4. Flesh out the work package activities and outcomes;
5. Verify outlay estimates based on work packages;
6. Flesh out resource planning;
7. Flesh out the phase schedule;
8. Create decision plan;
9. Flesh out review plan;
10. Flesh out communication plan;
11. Update the risk list and measures;
12. Verify the overall plan;
13. Check project management plan with QA measure;
14. Coordinate the project management plan with stakeholders.

Planning and steering with work packages

The detailed planning of a traditional phase is based on work packages. They are the prerequisite for controlling and steering the project. The following notes apply for work packages:

1. Several work packages can be created from one task.
2. One or more outcomes result from a work package. These are achieved in activities. When creating a work package order, the described activities are further refined.
3. Upon completion of the work package, the outcomes have been subjected to the QA measures defined in the review plan or test concept and have been accepted.
4. A person is assigned responsibility for a work package. Several people can collaborate within a work package.
5. A work package typically lasts between two and six weeks.

Planning accuracy over the course of the project

At the beginning of the project, the knowledge about a potential solution is by no means zero. Already at the beginning of the initiation phase, planning is possible with only a low degree of accuracy. By proceeding in phases, i.e. from rough to detailed, the outcomes are continuously fleshed out. As a result, knowledge increases, uncertainty is reduced, and planning accuracy increases over the further course of the project. The increasing knowledge (with the level of detail of the outcomes) and planning accuracy are directly related. The planning accuracy to be achieved at a specific point in time determines the level of detail at which the outcomes are to be prepared.

Figure 35 shows how knowledge about the solution increases and how planning inaccuracy decreases over the course of the project.

HERMES cannot specify how detailed planning should be at a specific point in time, given that this is highly dependent on the situation and on the characteristics and complexity of the project. This should instead be specified by the project sponsor and the controlling and compliance bodies of the core organization.

Estimates should generally indicate planning accuracy details, and reserves should be included in the execution order and project management plan on that basis. For this purpose, the estimate assumptions must be documented in order to meet the governance requirement concerning transparent communication.

Planning in agile solution development

In agile solution development, other mechanisms come into play; the aspect from rough to detailed takes place within the framework of iterative processing and is carried out autonomously by the development team at the hierarchy level of execution. Agile release planning is linked to the schedule in the project management plan. On the project side, planning at the management level is limited to coordinating aspects and is activated again only in the closure phase.