PRO4801 ASSIGNMENT 2 2026
DUE AUGUST 2026
Question 3.1
Distinguish between the different steps in the project planning process and
explain the purpose of typical questions to be answered in each step.
Project planning is the foundational function of project management that determines
what must be done, how it will be done, who will do it, when it will be done, and at what
cost. Without thorough planning, even the most skilled project team and appropriate
organisational structure cannot guarantee project success. The planning process is
particularly critical during the conception and definition phases, where a plan is
prepared specifying project goals, tasks, budgets, and schedules (Nicholas & Steyn,
2017, Chapter 6). This section distinguishes the key steps in the project planning
process and explains the purpose of the typical questions answered at each step.
The Project Planning Process
The planning process involves answering a series of fundamental questions in a logical
sequence. According to Nicholas and Steyn (2017, Section 6.1), the planning process
typically follows these steps:
Define the Desired End Result
Question: "What is the desired end result?"
This step establishes the project objectives, scope, and system requirements. It
specifies the project deliverables, end-items, and other sought-after results, as well as
,the time, cost, and performance targets. The purpose is to provide a clear, measurable
target against which all subsequent planning and execution will be evaluated. Without a
clear definition of the end result, the project lacks direction and cannot be effectively
controlled.
Typical Questions:
What are the project objectives and deliverables?
What are the user and system requirements?
What are the time, cost, and performance targets?
Step 2 Define the Work Activities
Question: "How will the result be achieved?"
This step translates the project objectives and deliverables into specific, well-defined
work activities, tasks, or jobs. It includes everything necessary to create and deliver the
end-item, including planning, control, and administration activities. The purpose is to
ensure that every necessary activity is identified and clearly defined, and that no
activities are overlooked. This is typically achieved through the Work Breakdown
Structure (WBS) process (Nicholas & Steyn, 2017, Section 6.4; Study Guide, Lesson 5).
Typical Questions:
What tasks and work packages are required?
What are the dependencies and relationships between tasks?
What resources (labour, materials, equipment) are needed for each task?
Step 3 Assign Responsibility
Question: "Who will do it?"
, This step specifies the project organization the individuals, departments,
subcontractors, and managers that will perform and manage the work and assigns
responsibilities. The purpose is to ensure accountability and clarity of roles, preventing
tasks from falling through the cracks. This is often documented in a Responsibility
Matrix (also known as a RACI chart) (Nicholas & Steyn, 2017, Section 6.5; Study Guide,
Lesson 5).
Typical Questions:
Who is responsible for each work package or task?
What are the roles and responsibilities of each team member?
What are the reporting relationships and communication channels?
Step 4 Create a Schedule
Question: "When and in what order?"
This step creates a schedule showing the timing of work activities, deadlines, and
milestone dates. The purpose is to provide a timeline for execution, enable resource
allocation, and establish a basis for tracking progress. Scheduling techniques such as
Gantt charts, network diagrams, and critical path analysis are used to visualise the
sequence and dependencies of activities (Nicholas & Steyn, 2017, Chapter 7; Study
Guide, Lesson 6).
Typical Questions:
What is the start and finish date for each task?
What are the dependencies and critical path?
What are the key milestones and deadlines?
Step 5 Develop a Budget
DUE AUGUST 2026
Question 3.1
Distinguish between the different steps in the project planning process and
explain the purpose of typical questions to be answered in each step.
Project planning is the foundational function of project management that determines
what must be done, how it will be done, who will do it, when it will be done, and at what
cost. Without thorough planning, even the most skilled project team and appropriate
organisational structure cannot guarantee project success. The planning process is
particularly critical during the conception and definition phases, where a plan is
prepared specifying project goals, tasks, budgets, and schedules (Nicholas & Steyn,
2017, Chapter 6). This section distinguishes the key steps in the project planning
process and explains the purpose of the typical questions answered at each step.
The Project Planning Process
The planning process involves answering a series of fundamental questions in a logical
sequence. According to Nicholas and Steyn (2017, Section 6.1), the planning process
typically follows these steps:
Define the Desired End Result
Question: "What is the desired end result?"
This step establishes the project objectives, scope, and system requirements. It
specifies the project deliverables, end-items, and other sought-after results, as well as
,the time, cost, and performance targets. The purpose is to provide a clear, measurable
target against which all subsequent planning and execution will be evaluated. Without a
clear definition of the end result, the project lacks direction and cannot be effectively
controlled.
Typical Questions:
What are the project objectives and deliverables?
What are the user and system requirements?
What are the time, cost, and performance targets?
Step 2 Define the Work Activities
Question: "How will the result be achieved?"
This step translates the project objectives and deliverables into specific, well-defined
work activities, tasks, or jobs. It includes everything necessary to create and deliver the
end-item, including planning, control, and administration activities. The purpose is to
ensure that every necessary activity is identified and clearly defined, and that no
activities are overlooked. This is typically achieved through the Work Breakdown
Structure (WBS) process (Nicholas & Steyn, 2017, Section 6.4; Study Guide, Lesson 5).
Typical Questions:
What tasks and work packages are required?
What are the dependencies and relationships between tasks?
What resources (labour, materials, equipment) are needed for each task?
Step 3 Assign Responsibility
Question: "Who will do it?"
, This step specifies the project organization the individuals, departments,
subcontractors, and managers that will perform and manage the work and assigns
responsibilities. The purpose is to ensure accountability and clarity of roles, preventing
tasks from falling through the cracks. This is often documented in a Responsibility
Matrix (also known as a RACI chart) (Nicholas & Steyn, 2017, Section 6.5; Study Guide,
Lesson 5).
Typical Questions:
Who is responsible for each work package or task?
What are the roles and responsibilities of each team member?
What are the reporting relationships and communication channels?
Step 4 Create a Schedule
Question: "When and in what order?"
This step creates a schedule showing the timing of work activities, deadlines, and
milestone dates. The purpose is to provide a timeline for execution, enable resource
allocation, and establish a basis for tracking progress. Scheduling techniques such as
Gantt charts, network diagrams, and critical path analysis are used to visualise the
sequence and dependencies of activities (Nicholas & Steyn, 2017, Chapter 7; Study
Guide, Lesson 6).
Typical Questions:
What is the start and finish date for each task?
What are the dependencies and critical path?
What are the key milestones and deadlines?
Step 5 Develop a Budget
