Planning: work, schedule, responsibilities and risks

1Breaking down the work (WBS)

The project breakdown structure (WBS, work breakdown structure) starts from the deliverables and breaks them down into ever smaller work packages, down to tasks that can be estimated (duration, cost, person responsible).

Example: “20 water points rehabilitated” → technical studies; procurement of materials; works; management committees trained; water quality control.

A useful rule: what is not in the WBS is not in the project.

2Gantt chart and critical path

The Gantt chart places each task on a timeline, with its dependencies (task B can only start once A is finished).

The critical path is the longest chain of dependent tasks: it gives the minimum duration of the project. A task on the critical path has no slack: any delay to it delays the end of the project. Other tasks have some slack (“float”).

In the field, international procurement, administrative authorisations and the rainy season are often on the critical path: plan them first.

3Who does what: the RACI matrix

For each task or decision, the RACI matrix shows who is:

• R (Responsible): does the work;
• A (Accountable): answers for it and approves it; only one person per task;
• C (Consulted): gives an opinion beforehand;
• I (Informed): is informed afterwards.

It avoids the two classic pitfalls: “everyone thought someone else was dealing with it” and “too many bosses for the same decision”.

4Risk register

A risk is an uncertain event which, if it occurs, affects the project. It is recorded with its probability and its impact (for example from 1 to 5); probability × impact gives its priority.

There are four possible responses: avoid (change the plan), reduce (lower the probability or impact), transfer (insurance, contract) or accept (with a contingency plan). Each risk has an owner and a review date.

The project plan also includes the procurement plan (what, when, which procedure), the budget, the monitoring and evaluation plan and the communication plan.