ABSTRACT
Replanning is carried out according to project stages or at discrete points in time. Replanning is no different in form to planning. Replanning updates the controls based on actual performance, the current project state and some forecast of future influences, as the project progresses. Information assisting the replanning problem at any stage is better less far into the future. The (re)planning problem (for the remainder of the project) becomes better defined as the project progresses. As well, the planner’s experience and understanding of the project improves. The level problems repeat for each stage, but with updated information. During project execution, attention centres on keeping up to date with
the effects of changes, delays and unforeseen events which on many projects appear inevitable. This implies continual replanning. A good plan allows for some flexibility and can be adapted to changing circumstances that may occur during a project. However, attempts are made to foresee potential influences in upcoming stages, and controls (immediate or contingency) developed for them much like in risk management (Carmichael, 2004). Planning starts with broad assumptions which are refined as the
(re)planning progresses. Planning always proceeds from the general to the detailed. To attempt to plan in great detail right from the beginning ignores the reality that future events are difficult to predict with certainty and outcomes never eventuate as intended. As the project progresses, more information becomes available, ‘unknowns’ become ‘knowns’, and the (re)planning can become more detailed and more accurate. The ability to influence the outcome of a project could be expected to
diminish as the project progresses (something like Figure 6.1). Planning carried out early in a project accordingly could be expected to provide the best opportunity to determine the direction, cost and so on for the project. As the project takes shape, the opportunities disappear. Early, decisions could be expected to have the greatest effect. Conversely, changes made later in a project are viewed as more costly; it is considered important to get and the
the intersection point of the trend lines is not important. How data could be obtained to substantiate the widely held beliefs of Figure 6.1 is unclear (Carmichael, 2004).
