Planning Performance Domain

The Planning Performance Domain addresses the initial, ongoing, and evolving organisation and coordination of project work. PMBOK 8 frames planning as a continuous activity, not a one-off phase: as the team learns, plans are refined. The level of detail is tailored to the approach — predictive projects plan in depth up front; adaptive projects plan rolling-wave with short detailed horizons.

Planning addresses six core questions: what work needs to be done, who will do it, what resources are needed, how much will it cost, when will it be delivered, and what could go wrong. Outputs typically include scope statements, schedules, budgets, resource plans, procurement plans, and risk responses.

Estimating is a core planning skill — techniques include analogous (top-down from past projects), parametric (using rates and ratios), bottom-up (aggregating detailed estimates), three-point (PERT), and reserve analysis (contingency for known risks, management reserve for unknowns).

Desired outcomes: the project proceeds in an organised, coordinated, and deliberate manner that delivers value in a timely way, with plans evolving as needed.

Key Points

• Planning is continuous and iterative — not a phase that ends
• Plan in depth where stable; plan rolling-wave where uncertain
• Six questions: what, who, resources, cost, when, what could go wrong
• Estimating techniques: analogous, parametric, bottom-up, three-point, reserve
• Three-point: (Optimistic + 4×Most Likely + Pessimistic) ÷ 6 (PERT)
• Contingency reserve = known risks (within baseline); management reserve = unknown unknowns (above baseline)
• Critical Path = longest path through the schedule; zero float
• Critical Chain = focuses on resource constraints, uses buffers
• Network diagrams, Gantt charts, milestone charts each serve different audiences

Key Terms & Definitions

Rolling Wave Planning

A planning technique in which work to be accomplished in the near term is planned in detail while work in the future is planned at a higher level.

Critical Path

The sequence of activities that represents the longest path through a project, which determines the shortest possible project duration.

Float (Slack)

The amount of time an activity can be delayed without delaying the project end date (total float) or the next activity (free float).

PERT

Programme Evaluation and Review Technique — a three-point estimation method: (Optimistic + 4×Most Likely + Pessimistic) ÷ 6.

Contingency Reserve

Time or budget allocated for identified risks — part of the cost or schedule baseline.

Management Reserve

Time or budget held back for unforeseen risks (unknown unknowns) — outside the baseline; requires governance approval to release.