The planning phase is one of the most important phases in the project cycle because good planning leads to a successful project. The project management plan describes how the project will be executed, monitored and controlled, and closed. Within the project management plan, there are a series of other components/plans (e.g. scope management plan, requirements management plan, cost management plan, stakeholder engagement plan, etc.). To ensure that the project goes as planned, planning needs to be very detailed. However, documents created in this phase occur before production even initiates. How do project managers and other employees determine when sufficient planning has been completed without knowing what will happen to the project? Are there any steps or techniques that you think always need to be present in the planning phase (i.e. data-gathering techniques)? Whenever I plan on starting a project, I like to break down each task of the project into subtasks and give myself my own deadlines. However, I don’t have any experience doing this in industry. To those that are working for a company, what are some of the more important planning techniques used?
While I personally cannot provide any industry insight I can provide academic laboratory insight and Capstone experiences that I went through when planning a project with several components and steps. In terms of academic laboratory experience I have worked on projects where the goal was to publish a research paper and in order to accomplish this there are several parts that need to be accounted for such as funding, time, resources, etc. For the project that I had worked on I had to create a budget for all the materials I required as well as the help I would need in order to run experiments. On top of that I needed to make sure that certain devices were available to be used when I wanted to use them so there was a scheduling component as well which needed to be accounted for. As you mentioned @gdecarvalho22 it is important to create subtasks for yourself along with deadlines of when each subtask needs to completed and in this case a Gantt chart was extremely useful as it reminded me of where I needed to be in the project given the timeline. In terms of Capstone, we were required to map out the entire project during one semester and then execute whatever we had planned during the following semester. Our team had weekly meetings with assigned tasks that each member had to accomplish and we all were able to keep each other in check. We felt that we did not need the entire semester for planning so we started building the product during the first semester itself. The reason we felt that we were ready to build was because we had planned out what tasks needed to be completed by whom and by when, we had conducted several computer models of our proposed idea and had it checked by other professors as well as our advisor, and we had made sure with our advisor that no customer needs had been overlooked for the product. Once the team felt that we had designed a product that accounted for everything we felt it was appropriate to start building.
When planning a project I have had a similar experience as @ag2265. Although I do work in the industry, it is not a project based but a commercial function so my project experience is mainly during academia. I agree with the post that planning is a key phase in a project. For the project I was involved in was a continuation of a project from the previous semester. With that said the planning stage was imperative to our success. First thing we had to do was to become fully integrated and knowledgeable about the project. We had to know what the previous group did, their methods, and what they were able to accomplish. This in turn gave us information on what we need to accomplish and as well as what we can add or improve on it. Project integration was key here. After we received all resources, information, and knowledge from the previous team, we than planned forward what we had to do. Like the original post state we had a gantt style chart and sub tasks for what we wanted to accomplish.
I do not have much industry experience either in addressing project planning, however in what projects I have seen and participated in there have been common factors. Before the initiation of any work such as data gathering, a key detail is to define what goals are involved with the project, no matter how small the scale. Understanding why a project is being completed and its end goal helps with mitigating issues that can come up. Lack of resources, time, or funding can be planned around to find creative solutions that lead to the goal being met.
With the formation of goals, I have found that identifying a general process to meet the goal is the next step. In the creation of a general process, a lot of the data gathering research occurs to carefully plan what is likely to be the most successful path of action. Alternative paths should also be investigated and considered in case of any further difficulties. Costs have typically been one of the more pivotal difficulties considered, and a comparison of the costs involved with differing plans can be incredibly beneficial - helping save money for later aspects of the project. With the creation of this process, funding, resources, and time needed can be identified. Separation of the main task into smaller subtasks can then occur, along with the distribution of assignments if necessary. Then, keeping in mind the abilities and availability of the team, a time-line should be established, resources should be ordered, and the process should be undergone.
Defining “enough” planning generally hinges on clear alignment of project goals, stakeholder buy-in, and well-documented assumptions, even if all future risks are not fully predictable. Employing iterative techniques like rolling-wave planning—where details become more defined as the project progresses—and regularly validating project objectives with stakeholders helps ensure that the plan remains realistic and adaptable. Techniques such as creating a work breakdown structure (WBS) to subdivide tasks, gathering detailed requirements through interviews or workshops, and setting measurable milestones with deadlines are widely used because they provide clarity on deliverables, responsibilities, and timelines. Even in industry settings, a thorough risk assessment that incorporates probability and impact analyses remains essential; it allows project teams to allocate resources prudently, establish contingency plans, and maintain flexibility while still adhering to high-level timelines and objectives.
Planning is undoubtedly a crucial phase in project management, as it lays the foundation for successful execution. I appreciate the emphasis on structured techniques like work breakdown structures (WBS), risk assessments, and iterative planning approaches. In both academic and industry settings, striking a balance between comprehensive initial planning and the flexibility to adapt to unforeseen circumstances is key. While tools like Gantt charts and task scheduling help track progress, incorporating rolling-wave planning—where details are refined as the project advances—ensures adaptability in dynamic environments. Regular stakeholder engagement, through periodic check-ins and alignment meetings, plays a vital role in keeping project objectives on track and adjusting plans based on real-time feedback. Additionally, structured risk assessment techniques, such as scenario analysis and probability-impact evaluations, allow teams to anticipate potential roadblocks and proactively develop contingency plans. In industry, managing unexpected changes while maintaining adherence to project timelines often requires a combination of structured change control processes and agile decision-making. How do others in industry effectively balance the need for structured planning with the flexibility to adapt to evolving project requirements?
Thorough planning is vital to the proper management of all issues related to medical device development, ranging from meeting deadlines and staying within budget to complying with regulatory standards. Poorly structured planning may result in delays, increased work scope, and regulatory issues which can hinder progress.
One technique involves Work Breakdown Structure (WBS) which aids teams in breaking large tasks into smaller more manageable subtasks, each with their own timelines and goals. Another technique is the Critical Path Method (CPM) which helps identify activities that will drive tasks within a specific time frame, enabling the effective allocation of resources. Furthermore, risk-based planning tackles the most important regulatory, technical, or manufacturing related issues first, thereby avoiding surprises later on.
Flexibility versus structure is always an issue in planning. While less flexible plans provide greater control, unexpected changes—such as needing to conform to new regulations or supply chain issues—make flexibility imperative. Increasing use of agile planning and periodic reviews of progress enables real time adjustments to be made without excessively damaging the overall work plan. Which levels of structure are the most suitable for dealing with medical devices projects - structured approaches such as WBS and CPM, or these more free flowing, iterative approaches? What is the best way to achieve the perfect balance between being predictable and flexible?
Although I worked for a company before with a Team, I don't have experience Initiating and Managing a Project. I think that as an Engineer becomes more experienced with managing many projects in their career, every process in the project must be thoroughly thought out and what needs to be done is outlined. After the Work Breakdown Structure is made, the estimated time to complete each task needs to be estimated so then the Gantt Chart can be made. In order to determine if the schedule is finished, it should be reviewed and approved by project team members and all whose involved with the tasks. This ensures that if any changes in the schedule should be made, accountability will be kept with improved flexibility.
Effective planning can be very essential for the managing of various complex demands in medical device development. This can include but not be limited to including meeting deadlines, staying within budget of the project, as well as tending to regulatory setbacks that stall progress. Using methods like the work breakdown structure can better help break large tasks into more manageable components, with each of those having their own timeline. There is an importance in finding the right balance between the structure and the flexibility. Though there are structured plans, many times there is uncertainty because of evolving regulation of supply chain disruptions.
Determining when the planning phase is complete without knowing exactly how a project will unfold is a challenge that project managers face. One way to address this is by using progressive elaboration, where planning is done in phases and adjusted as more information becomes available. Plans should not be looked as set in stone and leave room for flexibility to change. Risk management techniques help anticipate potential issues so the plan accounts for uncertainties. A common industry approach is to use stage gates, where the project must pass predefined checkpoints before moving forward.
Certain planning techniques are crucial for ensuring project success. WBS is one of the most useful tools, which breaks down a project into manageable tasks and subtasks. CPM helps determine the project’s most time sensitive tasks to ensure schedules are realistic. Historical data analysis and expert input can provide insights from past projects to avoid repeating mistakes. Risk assessments and contingency planning ensure that if unexpected issues arise, the project can adapt without significant delays.
Effective planning can happen when team members are able to give input on how a given part of a project usually takes them to complete. This allows the project manager to understand the duration of tasks in a given part of a project. This can also allow them to find out if there is anything that can be to facilitate the process such as making certain equipment more available to project team members. Talking to the people directly involved in the process will provide a better approximation of what can and cannot be done within a given time frame.
