Planning can mean a lot of things to different people, but for me this starts long before the actual start of work on the project. I know that it doesn't make sense, but it is what happens.
When I am assigned a project or a program, the planning starts. Sometimes that planning is done is an environment with limited information. That is OK, the planning process is where the data and information that is really need is revealed. There is value to continue the planning and to follow the process even if you know the plan will be modified over the course of this phase of the project.
In this case the project plan will not be detailed, but it will be important just the same. Where I work currently, I was asked to provide a POAM (Plan of Objectives and Milestones) last week. This document is a very rough schedule that shows the milestones of a project, but little else in detail. There was a timeline, but again this was a rough estimate before a more detailed WBS (Work Breakdown Structure) has been developed.
This POAM allows my customer to determine if the project can be pursued with the resources currently on hand or if there are other priorities that take place. As a program manager, it is imperative to be able to estimate this type of information with relative accuracy. For the POAM, I just use a simple excel spreadsheet to create a visual graphic.
Of course, every organization and project is different. Some projects have been done before and there is a lot of organizational information. So it is assumed that estimates will be more accurate. This is where a depository of project information comes in handy.
The bottom line is that the longer you plan the project, the more information will be discovered and the plan will be refined; making a better product.
