⊿ Point. {R} Glossary. ◢ Keyword: P. ◥ University. {q} PhD. {tr} Training. ⬛ ILM. ILM: Unit 1. ⚫ NI. ↂ EndNote. ☗ UU. ⬛ ILM. ☝️ [BS] Heigham. Planning. Regarding the activities required to achieve a desired goal Planning is the process of thinking regarding the activities required to achieve a desired goal. Planning is based on foresight, the fundamental capacity for mental time travel. Some researchers regard the evolution of forethought - the capacity to think ahead - as a prime mover in human evolution.[1] Planning is a fundamental property of intelligent behavior.
[citation needed] It involves the use of logic and imagination to visualize not only a desired result, but the steps necessary to achieve that result. An important aspect of planning is its relationship to forecasting. Planning according to established principles - most notably since the early-20th century[2] - forms a core part of many professional occupations, particularly in fields such as management and business.
In light of the popularity of the concept of planning, some adherents of the idea advocate planning for unplannable eventualities.[3][4] [edit] ☢️ {PM} Dep. Project plan. What is the meaning of project concept. Project Concept GOOD PRACTICE POINTERS Refer to any past stakeholder information and consultation. Disclose and consult selectively in the very early stages. Disclose information on alternatives and design or location options. Where possible, engage with government during strategic planning. Review adequacy of any existing grievance procedures. Review potential legal, regulatory, and lender requirements for stakeholder engagement.
Ensure that any project risk analysis includes stakeholder issues. For complex projects, consider forming a stakeholders’ planning forum. The key at this early stage is to engage with potential stakeholders in a way that protects competitive business interests, and yet also helps to identify risks and inform strategic choices. 112STAKEHOLDER ENGAGEMENT: PART TWO for future stakeholder relations. There are of course risks to engaging at such an early stage. ACTION FURTHER GUIDANCE Refer to any past stakeholder information or consultation. Identifying and Managing Project Risk. Identifying and Managing Project Risk by Tom Kendrick is a book about identifying and managing risks on projects. It was published on April 25, 2003 by American Management Association. The book is geared to be used by a junior Project Manager and Kendrick aligns the chapters of the Book to the Project Management Institute's (PMI) Guide to the Project Management Body of Knowledge, (PMBOK) 2000 edition.
That being said, there is a newer edition (2009) of this book, with significant modifications that bring it up to date with the current PMBOK. Much of this article no longer applies. This text is designed to be used as a supplemental source of information when studying for the Project Management Professional (PMP) certification exam. Overview[edit] Kendrick's coverage of risk, and more prominently uncertainty, is complete in a general fashion focusing a majority of his discussion on risk in projects due to poor planning and change management processes.
Analysis[edit] Project Risk Planning[edit] Project Management: Planning and Control Techniques. Wideman Comparative Glossary of PM Terms.