I was asked by my nephew about the difference between project planning and project scheduling. I thought I knew the difference, but in the end I had to read a few articles in order to provide him with a sensible answer. I also realised that in other articles on this blog I may have used the term “planning” and “schedule” as synonyms. Maybe this is not entirely correct? Let’s see if you agree.
Planning and scheduling go together..
Planning and scheduling are two essential components of project management and they go together. Here are some observations…
Project Planning is…
… the result of a process that includes the review of all the details around the project, from its inception to completion. It is about the “what” and the “how” (the latter at least at a high level).
As an example, if we take the project for the construction of a house, the planning includes the blueprint with the structure, the details about the house features, the construction elements, estimated costs and maybe a sketch of what the final house will look like.
A project plan will probably have a Gantt chart to illustrate the workstream dependencies and overall schedule of the work. For the example of the construction of a house, the plan and the Gantt chart will include an indication of the time required for the excavation, the time required to get the frame in place, when the house is likely to be made weatherproof etc.
A project plan is a deliverable used to document planning assumptions and as a formal vehicle for communication of the strategic view of the project. The project planning is likely to be presented using a language that is targeted to a strategic audience, like project sponsors, funders, investors etc. The planning will obtain a validation on the scope, time and budget. The owners of the new house will confirm that the plan for the house is approved.
A formal project plan can include a wide array of sub-plans, including a risk management plan, a quality plan or a communication plan. Formal plans for major projects or programmes can be significant documents requiring a lot of effort to prepare – imagine the complexity of a plan for the construction of a bridge.
A plan and the sub-plans provide a platform for a project manager and stakeholders to develop a common understanding of how a project will be approached and establish roles. It will be a reference for any future discussion about progress or decisions about, for example, changes or early termination.
The tools and techniques used for project planning are many, for example the network diagramming, ‘task (or work) breakdown structures’, ‘Program Evaluation Review Technique’ (PERT), ‘Critical Path Method’ (CPM), scopes of work etc.
Project Scheduling is…
… about tracking and monitoring the sequences and terms of the project tasks – it is about the “when”, “who” and “how” (in detail).
A schedule is not a plan (although sometimes these terms are used interchangeably). A plan needs a schedule to get to the completion – it the about making the plan work.
Some forms of high-level schedules can be included in the plan, but the scheduling process will produce more detailed lists. In the example of the construction of a house the schedule will tell the exact day (hopefully) when the excavation will start, the name of the contractor or the resources involved and the projected duration in days.
Project schedules detail how and when the work will get done and reflect tactical planning and operational considerations. These schedules need operational details, presented using a language and a format that is understood by the contributors and contractors.
Project schedules are live documents, requiring regular updating. They should alert the project team about any delays or deviations. As a simple example, road works that might prevent the digger from reaching the site of the excavation must be anticipated and the schedule either confirmed or revised, and if the latter occurs, with an evaluation of impact on dependent tasks.
Schedules take different forms, such as team charters, work logs, release plans, iteration backlogs, duty rosters, activity or task lists, timetables, Kanban boards etc, depending on the chosen project approach and project framework. The common attribute is the need for guidance for the project team contributors and contractors about the work to be done, budget, deadlines, constraints etc.
Project scheduling uses a variety of tools, methods and media, such as specialised scheduling and ERP software, Gantt charts, sprint planning and other visualisation tools.
So where is the confusion?
Few things should be considered:
- A plan is likely to be strategic in nature and may not have the level of details that helps detailed scheduling of the work. It may contain a schedule, but this will be very high level.
- The terms ‘project plan’ and ‘project schedule’ are sometimes used interchangeably (I think that I did that in the past, on this blog!). However, the project schedules should be intended more as field guides for the ‘groundwork’, placing the activities in the context where the work takes place. Schedules are required to take into account local staff holidays, staff shortages, missing deadlines, lost or missing deliveries, local approval processes etc, and document contingencies and mitigation. The schedules should then be checked against the project plan.
- Sometimes the project plan is taken as a surrogate for the schedule. It will not have the level of details to inform about the activities on the ground. A project plan is likely to stay unchanged unless going through a formal change control process. Schedules are live documents and require…. constant updates.
- A project plan is the reference framework. Instead, schedules are created, changed, scraped, re-done.
- The understanding of the project plan by the contractors must be verified and their operational schedules should be reviewed and challenged (if needed) to ensure alignment with the project objectives, as scope, budget and time.
- The maintenance of plans and schedules requires different, but complementary skills.
In this article I reflected on the differences between project planning and project scheduling. I hope my understanding is correct and that I can now provide a good explanation to my inquisitive nephew. I hope this was of interest also for the readers of the blog. Please do not hesitate to contact me for any comments and constructive feedback and ….good luck to my nephew!
Marco Bottacini, Senior Portfolio Manager, GALVmed
The views and opinions expressed in this blog are those of the author and do not necessarily reflect the views and opinion of GALVmed.
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