On the last Project Management Guide, we looked at building the business case. Now we have a clear idea of what the project is for, and what it should achieve, we need to look at what we need to get a clearer idea of how to go about delivering it, and how long this may take.

This is not the same as planning the project itself. What we are doing here is having a look at what kind of resource we need to set aside to do that planning. Now, in a relatively small project, this should not take very long at all, and any reporting to the project management team we have created can be informal. However, for some projects, even the work of planning the project is a significant exercise.

For example, imagine a project to design and produce a prototype of a new aircraft. There are a huge number of factors to take into account, and the planning for that project could be considered to be a project in its own right. In that case, it is only sensible that you consider the resources you will need to get it done.

Once you have produced this plan, it is back to the project management team you have put together, especially the executive, to get their approval to move forward. This takes us beyond starting up the project management process, and into building the framework for the project work.

You may ask why we have spent so long in making sure we have a project management structure in place. In practice, this stage can often be very short, but you really shouldn’t be tempted to skip it. The right project management team, and particularly the right executive, can mean the difference between success and failure. Showing the right discipline now in the processes used gets everyone into the right mindset for the project as a whole. And making sure the business case is known and agreed makes sure you know what a successful projct will look like, and what you need to check throughout the project to make sure you are staying relevant to the project and the business needs.