PROJECT

PLANNING
Assignment 1

Danieli Junior Mungure

Institute Of Development Management – DIPM 14

Danieli Junior Mungure – ID: 705113725

Answer 1:
a.) The Work Breakdown Structure (WBS) is “a visual representation of the high-level
deliverables divided up into manageable components” (Phillips, 2018). This document
includes the duration and resources needed for each broken down component. The
smallest element in the WBS is called a “work package” (Duke, 2021).
b.) Float (or Slack) is the amount of time that an activity can be delayed by without
delaying the subsequent activity (this is known as free float), as well as not delaying
the overall project completion date (this is known as total float) (Levine, 2002).
c.) Dependency is when an activity relies on another activity to finish before it can begin.
It is also called Precedence (Portny, 2010). For example, when a house is being built,
the walls must be erected first before any roofing can begin, thus meaning the erection
of the roof is dependent on the erection of the walls. The erection of the walls is the
predecessor to the erection of the roof.
d.) Pessimistic Estimation is part of a three-point estimating system used to estimate the
duration of an activity. The three points are Optimistic Estimation, Realistic/Most Likely
Estimation, and Pessimistic Estimation. For example, an activity may be estimated to
take 5 to 15 days. Here 15 days is the Pessimistic Estimation. This estimation is based
on all the risks and negative/unfavorable factors that could delay the activity. It is an
estimation of an activity duration based on the worst case scenarios (Martinelli and
Milosevic, 2016).

Answer 2:
a.) A Stakeholder Management Plan is crucial to the successful implementation of a
project because the stakeholders have the power and influence to advance or to
impede the project’s progression (Phillips, 2018). The stakeholders are the Business
stakeholders, Users, Suppliers, and the Project Team (Blackburn, 2019).

Using the Tati Siding development that occurred a number of years ago, the key
stakeholders included the residents of Tati Siding at the time. According to the
designs, many of the roads that were to be built within the area went through many
existing houses/yards, and therefore complaints arose, of which compensations were
offered to the residents of those houses/yards. The residents had the power to delay
the development until they were properly and satisfactorily compensated for their
potential losses.
It is therefore important to create a stakeholder management plan before a project
begins in order to avoid the loss of money and other resources. In the stakeholder
management plan, one can expect to find a list of properly identified stakeholders, as
well as strategies and processes to win over the positive support of the stakeholders,
and minimise opposition towards the project. The plan makes sure that stakeholders
are effectively involved and understand the objectives, benefits and risks surrounding
the project clearly. The plan allows for efficient monitoring and control, as it can be
referenced throughout the project (Newton, 2007).
b.) It is critical to have a communication plan because effective communication is key in
any project. When done well, a communication plan allows for effective
communication between project team members and stakeholders. In the
communication plan, the project manager should make sure, for example, that the

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Danieli Junior Mungure – ID: 705113725

project board is not frequently called upon or overwhelmed with too much information
because they have busy schedules too. It is therefore the project manager’s job to
plan when to meet them (or to email them) in order to discuss project progression and
project reports – for example, at the end of every phase within the project. In the same
way, the project team must maintain effective communication with the project manager
in order to keep him/her abreast with the project’s progression, making sure the project
is not behind schedule and is within the budget. The project manager must make sure
that the communication plan is accurate, clear and concise, and must establish the
proper channels of communication with the different stakeholders. The
communication plan works with the Stakeholder Management Plan because
communication should include progress on objectives, benefits, risks, continued
business justification, etc.
c.) The purpose of a Procurement Plan is to assist in the coordination of procurement,
i.e. the acquiring of goods, services, or works for a project. It helps to identify quality
suppliers for a good price. It also helps identify the activities involved in procuring
certain goods, services, or works; the people involved in these procurements, the
schedule of these procurement activities. The Procurement Plan also identifies the
types of procurement contracts with suppliers. Procurement is the most expensive
aspect of a project, it therefore has to be managed and planned for well, as part of the
project manager’s job is to keep the project within budget. The procurement plan also
helps to save time.

Using a construction project as an example. It is important for the project manager to

include the type of contract between the contractor and the architect within the
procurement plan, because in case any construction mistakes arise, the client might
need to be reimbursed by the contractor for the correction of those mistakes. Having
it included may be beneficial in a court case and be favourable for the client to be
reimbursed, depending on the type of contract negotiated between the parties. The
project manager must be aware of the different types of contracts available, otherwise
unnecessary and unplanned costs may be borne by the client, and the project may be
delayed as well.
d.) The importance of a Risk Management plan is to help the Project Manager and Project
Team to mitigate any uncertainties (risks) throughout the project (Newton, 2015). The
Risk Management plan identifies any potential uncertainties (risks) that surround the
particular project. The Risk Management Plan must also include potential tolerances
like cost tolerance, scope tolerance, quality tolerance and schedule tolerance.
An example of risk may be when planting crops, pests may destroy a certain portion
of the crops, thus reducing the harvest (scope tolerance and cost tolerance come into
play here).

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Danieli Junior Mungure – ID: 705113725

Answer 3:
The planning performance domain focuses on and addresses activities and functions
related to the initial, ongoing, and evolving planning (organisation and coordination)
necessary for delivering project deliverables and outcomes (Project Management
Institute, 2021). With these activities and functions being addressed, the project can
progress in an organised, coordinated and deliberate way. Also, evolving information can
be elaborated and articulated to produce the deliverables and outcomes for which the
project was initially undertaken. Planning may begin before the project is authorised. “The
purpose of planning is to proactively develop an approach to create the project
deliverables” (Project Management Institute, 2021). This planning includes planning for
resources, the budget, the schedule, risk, etc.

Answer 4:
Project scope management is essential to project planning and it starts at the very
beginning with its inclusion in the Project Charter. A Project Scope details what the project
deliverables are; i.e. what is to be included in the project. It also details what should not
be included in the project, in order to avoid gold-plating.
Additionally, the Project Charter identifies the different metrics for success; these are
different completed aspects of the project for them to consider the project, as a whole, to
be complete. Also, the criteria for what is considered by the board to be a successful
project is clearly stated, as well as the people responsible for signing off on key project
decisions and deliverables, and project completion is indicated (Phillips, 2018).

For example, Mardeli Group (Pty) Ltd wants to build a mall in Francistown. The Project
Board has decided that they want the mall to have 15 shopping spaces/outlets (varying
in size), 5 restaurant outlets (varying in size) fitted with the necessary water and gas
supplies, 10 office spaces (varying in size), and 1 gym outlet. The city council requires
the mall to have at least 120 parking spaces, therefore the Project Board decides to
include a multistory parking lot. The Project Board also wants the mall to include 2 water
features, such as a fountain, 3 male bathrooms, 3 female bathrooms, and a play area for
kids. Therefore, the scope is:
• 15 shopping spaces/outlets.
• 5 restaurant outlets.
• 10 office spaces.
• 1 gym outlet.
• Multistory parking lot with 120 parking spaces.
• 2 water features.
• 3 male bathrooms.
• 3 female bathrooms.
• Play area for kids.

The following are the processes involved in Project Scope Management:

1. Planning Project Scope Management:
This process involves creating a detailed scope statement in the form of a
document. For the example above, this includes the number of spaces and
outlets and each of their sizes, the water features and their sizes described

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in detail, the number of floors in the multistory parking lot, the bathrooms
and their sizes, and the play area for kids (including its size and equipment).
The document should also include material resources required, human
resources required, as well as any other project requirements. It also
includes expected project deliverables, change control process (in case of
any changes made to the scope). The project scope plan helps with
continuous project validation, monitoring and control of the project.
2. Collecting Requirements:
The project manager gathers and documents information about the different
stakeholders’ requirements and expectations in regard to project
deliverables, and business justification. The information is gathered using
surveys, interviews, meetings, and focus groups. The information includes
the project’s expected completion date and budget.
3. Defining the Project scope:
This step requires elaborate documentation of the details of the project
scope (project deliverables). In reference to the given example, all the listed
amenities of the mall should be included in the document. Also, the
document should include things that must not be included in the project
scope statement, in order to avoid project gold-plating.
4. Creating a Work Breakdown Structure (WBS):
The Work Breakdown Structure depicts the project in a broken down form,
with it being divided into smaller, manageable tasks (Heagney, 2012). One
of these smaller tasks is called a work package. Typically, the duration of
each work package is included in this document (WBS), as well as
resources allocated to each work package. It allows for proper sequencing
of work packages, therefore allowing for better planning. It provides some
organisation and structure for the project. In the example above, work
packages may include things such as laying the foundation of the mall and
erecting mall walls, in that same sequence, because erecting mall walls
depends on laying the mall’s foundation. WBS sequencing can be done
using project management software.
5. Validating the Scope:
Project scope validation is done before the project is launched and
throughout the project as well. The scope and deliverables that were
collected in the “Collecting Requirements” process must be
validated/accepted by the project board and other relevant stakeholders.
The current project work results are compared against the project plan to
check the completeness level, and quality, of the project thus far.
6. Controlling Scope:
At the beginning, and throughout the project, the project manager should
make sure that the project remains within scope; not over delivering, nor
under delivering.
In the event that any change occurs, the project manager implements the
relevant Change Control process.

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Danieli Junior Mungure – ID: 705113725

Answer 5:
a.)
4
2 F
A
3
D
Start 6 Finish
2
B
G

4 5
C E

b.) A + F = 2 + 4 = 6
A+D+G=2+3+2=7
B+G=6+2=8
C + E + G = 4 + 5 + 2 = 11

c.) Activities C, E, and G form the critical path. If you delay any of them, the whole
project will be delayed.

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Danieli Junior Mungure – ID: 705113725

References:
Blackburn, M (2019) How to Make a Stakeholder Management Plan [Online]. Available
from: <[Link]
[Accessed 26th November 2021].

Duke, R (2021) Work Breakdown Structure [Online]. Available from:

<[Link] [Accessed 25th November 2021].

Heagney, J. (2012) Fundamentals of Project Management. 4th Edition. United States of

America: American Management Association.

Levine, H.A. (2002) Practical Project Management. New York: John Wiley & Sons, Inc.

Martinelli, R.J. and Milosevic, D.Z. (2016) Project Management Toolbox. New Jersey:
John Wiley & Sons.

Newton, P. (2015) Principles of Project Management. New York: Pearson Business.

Newton, R. (2007) Project Management Step by Step – How to Plan and Manage a Highly
Successful Project. New York: Pearson Business.

Phillips, J (2018) PMP Project Management Professional Study Guide. 5th Edition. New
York: McGraw Hill Education.

Portny, S.E. (2010) Project Management for Dummies. 3rd Edition. Indianapolis: Wiley
Publishing, Inc.

Project Management Institute (2021) A Guide to the Project Management Body of

Knowledge PMBOK Guide. 7th Edition. Pennsylvania: Project Management Institute, Inc.