Project planning is generally accepted as an important contributor to project success. However, is there research that affirms the positive impact of project planning and gives guidance on how much effort should be spent on planning? To answer these questions, this book looks at current literature and new research of this under-studied area of project management.

The author presents his findings from an extensive review of project planning literature that covers more than 270 sources. He also discusses new research that analyzes data from more than 1,300 global projects. The book confirms that the time spent on planning activities reduces risk and significantly increases the chances of project success. It also concludes that there can be too much planning and shows that the optimum ratio of planning to effort is 25%.

The book examines the impact of project planning on different industries. It discusses research in the construction and information technology (IT) industries, and presents a case study of how to plan and track a software development project. The book also looks at the impact of geography on project planning and success.

Intended as a basic tool in the library of any project manager or general manager, this book brings to light project planning techniques and information that have never been published previously. It is an important resource on how to plan projects properly and propel your career forward.

Introduction

Spectacular Project Failures
Mars Climate Orbiter
FoxMeyer Enterprise Resource Planning (ERP) program
Canada¿s Long-Gun Registration System
Homeland Security¿s Virtual Fence
Proper Planning

Academic History of Planning
The Study of Project Planning
History of the Study of Planning in General Management
Project Planning in Academic Literature
Modern Views on Planning
Analysis
Project Planning Practice

Reasons Not to Plan
Value in Planning?
Errors in Planning
Planning and Business Success
Planning and Avoiding Failure
Planning and Delays

Project Success and Planning: What Are They?
The Triple Constraint
Project Time Frames
Broader Success
Efficiency and Success

Efficiency versus Success
Project Efficiency versus Project Success
Practical Applications

Planning Variation by Industry
Approaches in Different Industries

Geography and Industry and Success
New Research
Industry
Geography

Planning in the Construction Industry
Research in construction
PDRI

Planning in Information Technology
Research in IT
Critical Success Factors
Empirical IT Research
How Much to Plan

Practical Planning Impacts on Success: A Software Development Case Study
Estimating Faults
Replanning Mishaps
Solutions
Estimate Right the First Time!
Tracking Changes

Planning and Success in General Project Management
Impact of Planning from a Conceptual Standpoint
Critical Success Factors
Planning Tools¿ Effect on Project Success
Planning Phase Component Completeness/Quality and Project Success
Planning Phase Completeness and Project Success
Planning Phase Effort and Project Success
Conclusion

Consensus on Planning and Success
Literature Summary
Empirical Results

Planning Deliverable Quality and Success
Original Research
Quality of Planning and Success
Planning and Efficiency

How Much to Plan
How Much to Plan in IT
Other Industries
Conclusion

Planning Phase Effort and Success
Planning Effort versus Success
Nonlinear Relationships
Impact of Moderators
The Final Model

What Is the Optimum Planning Phase Time?
Optimal Planning Effort
Maximums for Subsets
Further Analysis
Conclusion

Planning Budgets and Success
New Research on Planning Budgets
Optimal Planning Budgets

Planning and Agile/Iterative Methods
Agile
Up-Front Planning in Agile/Iterative
Planning in Agile
Agile versus Traditional

Agile Methods and Success
Overview of Agile Methodology and Success Rates
Agile Usage around the World
Agile Usage by Industry
Agile Usage Analyzed Using Moderators
Conclusion

Planning¿s Importance to Manager Success
Manager Planning Time
Planning Strategies of Successful Managers
Conclusion

New Research: Planning and Manager¿s Success
Personal Planning Habits
Planning and Job Function
Additional Analysis
Manager¿s Project Planning Time
Experience and Project Success
Conclusion

Conclusions

Abbreviations
Checklists
Appendix A
Appendix B
Appendix C
Appendix D
References
Index

"While careful planning can reduce risk and increase the success, excessive planning can hinder timely completion of a project. Pedro Serrador considers nearly 300 project planning sources and concludes that spending 25% of the time allocated to a project on planning results is an optimal level of timely success. He then considers this model in terms of real life project planning including construction and information technology examples. This book will be a useful resource for any project manager or general manager. Also included are supplemental checklists and forms that can help to optimize the planning of projects to benefit customers, stakeholders and companies."
¿Ringgold, Inc. Book News, February 2015

"Project Planning and Project Success looks at current literature and new research of this under-studied area of project management. ... Intended as a basic tool in the library of project managers and general managers, Project Planning and Project Success brings to light project planning techniques and information that have never been published previously. It is an important resource on how to plan projects properly and propel careers forward."
¿Sirreadalot.org, February 2015

Pedro Serrador, PMP, ITIL, P.Eng., MBA, PhD is a senior project/program manager with more than 20 years of experience. He is a teacher, writer, speaker, and researcher on project management topics. His specialties are studying aspects of project success and managing technically complex and high risk project consulting engagements.

He holds an Hons. BSc in Physics and Computer Science from the University of Waterloo, Canada and an MBA from Heriot-Watt University, Edinburgh, Scotland. He is an accredited professional engineer in computer engineering and has been a PMP since 2000. He holds a PhD in Strategy, Programme & Project Management at SKEMA Business School (Ecole Sup¿eure de Commerce de Lille).