Project planning is part of the way to manage uncertainty. A plan is a view of the future, created from the state of knowledge at that time, and supported and extended by the inferences that experience and the underpinning models provide. As knowledge increases that view may change, and the new route to the future must be captured in the plan.
A good project plan describes how to achieve the project goal in the context of the project’s ‘territory.’ It shows how the parent organisation, the local project environment, and any competing projects affect it. The plan helps to determine where you are and how to get to your goal. This is true even when you have been driven off course. In many ways, a project plan acts much like a map. A map is also a model of the world. While plans have assumptions, constraints, risks, et cetera; maps make use of rivers, roads, towns, and so on, as their constituent parts.
Whatever else a plan is and does, it is always a communication vehicle. It conveys information, sets expectations, and allows decisions to be made. A project plan is unique among the set of governance documents used to run a project – it has two audiences. This does make the writing of it a little harder. One audience is the governance group–and sometimes more widely the key stakeholder. The other is the project team. However, the communication purpose is singular. That is to provide these audiences with enough ‘big picture’ context and information so that they know how they can best be involved in supporting and achieving the project’s objective.
With no planning there is no forum to gain agreement from the differing audiences, there is no clarity about the outcomes. Without planning, sources of uncertainty cannot be articulated into usable estimates. And without planning there is no vehicle to compare and contrast solutions regarding desirability and degree of risk. But, and most importantly of all, without planning the best opportunity to engage, and to engage with stakeholders, is lost.