project planning ltd

Carter Project Planning Ltd

Carter Project Planning Ltd is a consultancy company specialising in the field of programme and project management with considerable experience covering the whole lifecycle of projects. Main areas of consultancy covers project management, project planning, earned value analysis / management, project accounting and reporting for/to senior managers and clients. The company has experience with multiple project management planning applications, implementing project management system with in Europe and Asia in oil and gas and ​ defence industry.

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• What is project planning? (Plus, 7 ste ...

What is project planning? (Plus, 7 steps to write a successful project plan)

Organize your projects with project plans to keep things on track—before you even start. A project plan houses all the necessary details of your project, such as goals, tasks, scope, deadlines, and deliverables. This shows stakeholders a clear roadmap of your project, ensures you have the resources for it, and holds everyone accountable from the start. In this article, we teach you the seven steps to create your own project plan.

Project plans are essential to keeping your project organized and on track. A great project plan will help you kick off your work with all the necessary pieces—from goals and budgets to milestones and communication plans—in one place. Save yourself time (and a few headaches) by creating a work plan that will make your project a success.

What is a project planning?

Project planning is the second stage in the project management process, following project initiation and preceding project execution. During the project planning stage, the project manager creates a project plan, which maps out project requirements. The project planning phase typically includes setting project goals, designating project resources, and mapping out the project schedule.

What is a project plan?

If you're still unsure about what a project plan is, here's how it differs from other project elements:

Project plan vs. work plan: A project plan and a work plan are the same thing. Different teams or departments might prefer one term or another—but they both ultimately describe the same thing: a list of big-picture action steps you need to take to hit your  project objectives .

Project plan vs. project charter: A project charter is an outline of your project. Mostly, you use project charters to get signoff from key stakeholders before you start. Which means your project charter comes before your project plan. A project charter is an outline of a simple project plan—it should only include your project objectives, scope, and responsibilities. Then, once your charter has been approved, you can create a project plan to provide a more in-depth blueprint of the key elements of your project.

Project plan vs. project scope: Your project scope defines the size and boundaries of your project. As part of your project plan, you should outline and share the scope of your project with all project stakeholders. If you’re ever worried about scope creep , you can refer back to your pre-defined scope within your project plan to get back on track.

Project plan vs. agile project: Agile project management is a framework to help teams break work into iterative, collaborative components . Agile frameworks are often run in conjunction with scrum and sprint methodologies. Like any project, an Agile project team can benefit from having a project plan in place before getting started with their work.

Project plan vs. work breakdown structure: Similar to a project plan, your work breakdown structure (WBS) helps you with project execution. While the project plan focuses on every aspect of your project, the WBS is focused on deliverables—breaking them down into sub-deliverables and project tasks. This helps you visualize the whole project in simple steps. Because it’s a visual format, your WBS is best viewed as a Gantt chart (or timeline), Kanban board , or calendar—especially if you’re using project management software .

Why are project plans important?

Project plans set the stage for the entire project. Without one, you’re missing a critical step in the overall project management process . When you launch into a project without defined goals or objectives, it can lead to disorganized work, frustration, and even scope creep. A clear, written project management plan provides a baseline direction to all stakeholders, while also keeping everyone accountable. It confirms that you have the resources you need for the project before it actually begins.

A project plan also allows you, as the person in charge of leading execution, to forecast any potential challenges you could run into while the project is still in the planning stages. That way, you can ensure the project will be achievable—or course-correct if necessary. According to a study conducted by the  Project Management Institute , there is a strong correlation between project planning and project success—the better your plan, the better your outcome. So, conquering the planning phase also makes for better project efficiency and results.

7 steps to write a project plan to keep you on track

To create a clear project management plan, you need a way to track all of your moving parts . No matter what type of project you’re planning, every work plan should have:

Goals and project objectives

Success metrics

Stakeholders and roles

Scope and budget

Milestones , deliverables , and project dependencies

Timeline and schedule

Communication plan.

Not sure what each of these mean or should look like? Let’s dive into the details:

Step 1: Define your goals and objectives

You’re working on this project plan for a reason—likely to get you, your team, or your company to an end goal. But how will you know if you’ve reached that goal if you have no way of measuring success?

Every successful project plan should have a clear, desired outcome. Identifying your goals provides a rationale for your project plan. It also keeps everyone on the same page and focused on the results they want to achieve. Moreover, research shows that employees who know how their work is contributing to company objectives are 2X as motivated . Yet only 26% of employees have that clarity. That’s because most goal-setting happens separate from the actual work. By defining your goals within your work plan, you can connect the work your team is doing directly to the project objectives in real-time.

What's the difference between project goals and project objectives?

In general, your project goals should be higher-level than your project objectives. Your project goals should be SMART goals that help you measure project success and show how your project aligns with business objectives . The purpose of drafting project objectives, on the other hand, is to focus on the actual, specific deliverables you're going to achieve at the end of your project. Your project plan provides the direction your team needs to hit your goals, so you can create a workflow that hits project objectives.

Your project  plan  provides the direction your team needs to hit your goals, by way of your project objectives. By incorporating your goals directly into your planning documentation, you can keep your project’s North Star on hand. When you’re defining your project scope, or outlining your project schedule, check back on your goals to make sure that work is in favor of your main objectives.

Step 2: Set success metrics

Once you’ve defined your goals, make sure they’re measurable by setting key success metrics. While your goal serves as the intended result, you need success metrics to let you know whether or not you’re performing on track to achieve that result. The best way to do that is to set  SMART goals . With SMART goals, you can make sure your success metrics are clear and measurable, so you can look back at the end of your project and easily tell if you hit them or not.

For example, a goal for an event might be to host an annual 3-day conference for SEO professionals on June 22nd. A success metric for that goal might be having at least 1,000 people attend your conference. It’s both clear and measurable.

Step 3: Clarify stakeholders and roles

Running a project usually means getting  collaborators  involved in the execution of it. In your project management plan, outline which team members will be a part of the project and what each person’s role will be. This will help you decide who is responsible for each task (something we’ll get to shortly) and let stakeholders know how you expect them to be involved.

During this process, make sure to define the various roles and responsibilities your stakeholders might have. For example, who is directly responsible for the project’s success? How is your project team structured (i.e. do you have a project manager, a project sponsor , etc.)? Are there any approvers that should be involved before anything is finalized? What cross-functional stakeholders should be included in the project plan? Are there any  risk management factors  you need to include?

Consider using a system, such as a  RACI chart , to help determine who is driving the project forward, who will approve decisions, who will contribute to the project, and who needs to remain informed as the project progresses.

Then, once you’ve outlined all of your roles and stakeholders, make sure to include that documentation in your project plan. Once you finalize your plan, your work plan will become your cross-functional source of truth.

Step 4: Set your budget

Running a project usually costs money. Whether it’s hiring freelancers for content writing or a catering company for an event, you’ll probably be spending some cash.

Since you’ve already defined your goals and stakeholders as part of your project plan, use that information to establish your budget. For example, if this is a cross-functional project involving multiple departments, will the departments be splitting the project cost? If you have a specific goal metric like event attendees or new users, does your proposed budget support that endeavor?

By establishing your project budget during the project planning phase (and before the spending begins), you can get approval, more easily track progress, and make smart, economical decisions during the implementation phase of your project. Knowing your budget beforehand helps you with resource management , ensuring that you stay within the initial financial scope of the project. Planning helps you determine what parts of your project will cost what—leaving no room for surprises later on.

Step 5: Align on milestones, deliverables, and project dependencies

An important part of planning your project is setting milestones, or specific objectives that represent an achievement. Milestones don’t require a start and end date, but hitting one marks a significant accomplishment during your project. They are used to measure progress. For example, let’s say you’re working to develop a  new product for your company . Setting a milestone on your project timeline for when the prototype is finalized will help you measure the progress you’ve made so far.

A project deliverable , on the other hand, is what is actually produced once you meet a milestone. In our product development example, we hit a milestone when we produced the deliverable, which was the prototype. You can also use project dependencies —tasks that you can’t start until others are finished. Dependencies ensure that work only starts once it’s ready. Continuing the example, you can create a project dependency to require approval from the project lead before prototype testing begins.  

If you’re using our free project plan template , you can easily organize your project around deliverables, dependencies, and milestones. That way, everyone on the team has clear visibility into the work within your project scope, and the milestones your team will be working towards.

Step 6: Outline your timeline and schedule

In order to achieve your project goals, you and your stakeholders need clarity on your overall project timeline and schedule. Aligning on the time frame you have can help you better prioritize during strategic planning sessions.

Not all projects will have clear-cut timelines. If you're working on a large project with a few unknown dates, consider creating a  project roadmap  instead of a full-blown project timeline. That way, you can clarify the order of operations of various tasks without necessarily establishing exact dates.

Once you’ve covered the high-level responsibilities, it’s time to focus some energy on the details. In your  work plan template , start by breaking your project into tasks, ensuring no part of the process is skipped. Bigger tasks can even be broken down into smaller subtasks, making them more manageable.

Then, take each task and subtask, and assign it a start date and end date. You’ll begin to visually see everything come together in a  cohesive project timeline . Be sure to add stakeholders, mapping out who is doing what by when.

Step 7: Share your communication plan

We’ve established that most projects include multiple stakeholders. That means communication styles will vary among them. You have an opportunity to set your expectations up front for this particular project in your project plan. Having a communication plan is essential for making sure everyone understands what’s happening, how the project is progressing, and what’s going on next. And in case a roadblock comes up, you’ll already have a clear communication system in place.

As you’re developing your communication plan, consider the following questions:

How many project-related meetings do you need to have? What are their goals?

How will you manage project status updates ? Where will you share them?

What tool will you use to manage the project and communicate progress and updates?

Like the other elements of your project plan, make sure your communication plan is easily accessible within your project plan. Stakeholders and cross-functional collaborators should be able to easily find these guidelines during the planning and execution phases of your project. Using project planning tools or task management software that integrates with apps like Slack and Gmail can ensure all your communication happens in one easily accessible place. 

Example project plan

Next, to help you understand what your project management plan should look like, here are two example plans for marketing and design projects that will guide you during your own project planning.

Project plan example: annual content calendar

Let’s say you’re the Content Lead for your company, and it’s your responsibility to create and deliver on a content marketing calendar for all the content that will be published next year. You know your first step is to build your work plan. Here’s what it might look like:

Goals and success metrics

You establish that your goal for creating and executing against your content calendar is to increase engagement by 10%. Your success metrics are the open rate and click through rate on emails, your company’s social media followers, and how your pieces of content rank on search engines.

Stakeholders and each person’s role

There will be five people involved in this project.

You, Content Lead: Develop and maintain the calendar

Brandon and Jamie, Writers: Provide outlines and copy for each piece of content

Nate, Editor: Edit and give feedback on content

Paula, Producer: Publish the content once it’s written and edited

Your budget for the project plan and a year’s worth of content is $50,000.

Milestones and deliverables

Your first milestone is to finish the content calendar, which shows all topics for the year. The deliverable is a sharable version of the calendar. Both the milestone and the deliverables should be clearly marked on your project schedule.

You’ve determined that your schedule for your content calendar project plan will go as follows:

October 15 - November 1: The research phase to find ideas for topics for content

November 2 - November 30: Establish the topics you’ll write about

December 1 - January 1: Build the calendar

January 1 - December 31: Content will be written by Brandon and Jamie, and edited by Nate, throughout the year

January 16 - December 31: Paula will begin publishing and continue to do so on a rolling basis throughout the year.

You’ll have a kick-off meeting and then monthly update meetings as part of your communication plan. Weekly status updates will be sent on Friday afternoons. All project-related communication will occur within a  project management tool .

How ClassPass manages project plans from start to finish

Kerry Hoffman, Senior Project Manager of Marketing Operations at  ClassPass , oversees all marketing projects undertaken by the creative, growth, and content teams. Here are her top three strategies for managing project plans:

Identify stakeholders up front: No matter the size of the project, it’s critical to know who the stakeholders are and their role in the project so you ensure you involve the right people at each stage. This will also make the review and approval process clear before the team gets to work.

Agree on how you want to communicate about your project: Establish where and when communication should take place for your project to ensure that key information is captured in the right place so everyone stays aligned.

Be adaptable and learn other people’s working styles: Projects don’t always go according to plan, but by implementing proper integration management you can keep projects running smoothly. Also, find out how project members like to work so you take that into account as you create your plan. It will help things run smoother once you begin executing.

Write your next project plan like a pro

Congratulations—you’re officially a work planning pro. With a few steps, a little bit of time, and a whole lot of organization, you’ve successfully written a project plan.

Keep yourself and your team on track, and address challenges early by using project planning software like Asana . Work through each of the steps of your project plan with confidence, and streamline your communications with the team.

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Smooth product launches are simpler than you think

Project Planning Associates, Ltd.

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Founded in 1956 by Macklin Hancock, who remained its president for more than 45 years, this Canadian planning and design firm was a forerunner in its multidisciplinary structure, with a staff that included landscape architects, architects, transportation and environmental specialists, engineers, and urban planners. It would undertake projects in Africa, Asia, Australia, Europe, North America, and the Middle East, which included planned cities, recreational parks, university campuses, resorts, and waterfront developments.

The firm’s genesis lay in the planned community of Don Mills, in Toronto, which Hancock was hired to design in the early 1950s, while still a student at Harvard’s Graduate School of Design. Seven individuals involved in the Don Mills project initially joined the roster of Project Planning Associates, Ltd. (PPAL), which would, in turn, become a seedbed for young landscape architects, many of whom founded notable practices, including Bradley Johnson, Richard Strong, and Phillip Weinstein. PPAL’s other Toronto projects include Centre Island Park, and the subdivision of Flemingdon Park, a community of high-rise apartments on over 160 hectares. It also planned the site of the 1967 International and Universal Exposition, in Montreal, an event considered a milestone for the profession of landscape architecture in Canada, due to its scale, complexity, and extent of professional collaboration. A notable legacy of PPAL—assessed with a mixture of praise and criticism—is the international exportation of the Garden City plan, which was the basis of Don Mills, and is evident, for example, in the firm’s master plan for Dodoma, the capital of Tanzania.

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Founded in 1980 by James " Father Time " Clark (deceased 2019), jca project planning is a leading professional project planning consulting firm, having added value to thousands of projects Australia wide.

Our team have real life on-site construction experience in projects across varied industries (such as commercial construction, civil infrastructure, and heavy resource industries).

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There are a lot of pieces to the puzzle when it comes to planning a well-designed public transit system that best serves its community. It is more than buses, routes, schedules and bus stops. It takes a chorus of careful vision, short- and long-term planning, project development, and coordination with community partners and governmental bodies to match the needs of the community to resources available. And most importantly it takes listening to our customers and the community we serve.

Lane Transit works with many community partners and governmental agencies to move from vision to reality.

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Planning is an ongoing effort at LTD to put buses on the street and other transit initiatives into action. We review our transit system operation annually and make changes one to three times a year. We also look ahead and analyze and develop longer-range plans that define service priorities and infrastructure investments.

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Listening to our community is an important part of creating a transit system that works for everyone. We provide many ways for our customers and members of the public to talk to us. It may be an open house, online survey, neighborhood meeting, tabling at community events, rider education activity, or public comment period at LTD public meetings. Currently the following formal comment opportunities are available:

• Board Meetings (third Wednesday of each month at 5:30 p.m.)

General comments can also be made through our general email, [email protected] . Check back to this page for future comment opportunities.

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Working with governmental policymakers is a key focus for LTD. We look to build relationships broadly at the city, county, state and federal levels while always keeping the community interests in mind.  This ensures that local residents and commuters have a seat at the table when policy is made and funding is allotted. 

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LTD receives federal funding through the Federal Transit Administration (FTA). Under Title VI of the Civil Rights Act of 1964, LTD operates its programs without regard to race, color, religion, gender, sexual orientation, national origin, marital status, age or disability.

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To learn more about LTD or related activities, check out this list of documents:

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We can provide fully integrated design programmes to suit any circumstance and appointment.

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Disclosures for Research Capital Corp., Omineca Mining and Metals Ltd., May 10, 2024

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Relevant Disclosures Applicable to Companies Under Coverage Relevant disclosures required under IIROC Rule 3400 applicable to companies under coverage discussed in this research report are available on our website at  www.researchcapital.ca

General Disclosures The opinions, estimates and projections contained in all Research Reports published by Research Capital Corporation ("RCC") are those of RCC as of the date of publication and are subject to change without notice. RCC makes every effort to ensure that the contents have been compiled or derived from sources believed to be reliable and that contain information and opinions that are accurate and complete; RCC makes no representation or warranty, express or implied, in respect thereof, takes no responsibility for any errors and omissions which may be contained therein and accepts no liability whatsoever for any loss arising from any use of or reliance on its Research Reports or its contents. Information may be available to RCC that is not contained therein. Research Reports disseminated by RCC are not a solicitation to buy or sell. All securities not available in all jurisdictions.

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Potential Conflicts of Interest All Research Capital Corporation ("RCC") Analysts are compensated based in part on the overall revenues of RCC, a portion of which are generated by investment banking activities. RCC may have had, or seek to have, an investment banking relationship with companies mentioned in this report. RCC and/or its officers, directors and employees may from time to time acquire, hold or sell securities mentioned in our Research Reports as principal or agent. RCC makes every effort possible to avoid conflicts of interest, however readers should assume that a conflict might exist, and therefore not rely solely on this report when evaluating whether or not to buy or sell the securities of subject companies.

RC USA INC. Information about Research Capital Corporation’s Rating System, the distribution of our research to clients and the percentage of recommendations which are in each of our rating categories is available on our website at www.researchcapital.com. The information contained in this report has been drawn from sources believed to be reliable but its accuracy or completeness is not guaranteed, nor in providing it does Research Capital Corporation assume any responsibility or liability. Research Capital Corporation, its directors, officers and other employees may, from time to time, have positions in the securities mentioned herein. Contents of this report cannot be reproduced in whole or in part without the express permission of Research Capital Corporation. US Institutional Clients – Research Capital USA Inc., a wholly owned subsidiary of Research Capital Corporation, accepts responsibility for the contents of this report subject to the terms and limitations set out above. US firms or institutions receiving this report should effect transactions in securities discussed in the report through Research Capital USA Inc., a Broker – Dealer registered with the Financial Industry Regulatory Authority (FINRA).

Source: Bill Newman (5/13/24)

The firm encountered this nuggety gold, of 90.9% purity, while advancing toward the central portion of the paleochannel, noted a Research Capital Corp. report.

Omineca Mining and Metals Ltd. (OMM:TSX.V; OMMSF:OTCMKTS) began recovering gold from the gravels at its Wingdam project in southcentral British Columbia, reported Research Capital Corp. analyst Bill Newman in a May 10 research note.

"Positive news," Newman commented. "The gold is coarse (nuggety), exhibiting characteristics of a very low transport distance from the lode source."

323% Return Implied

Omineca, headquartered in Saskatchewan, Canada, was trading at about CA$0.13 per share, noted Newman at the time of the report.

"We expect additional gold recovery results could be a near-term catalyst for the stock," he added.

Research Capital's target price on the mining firm is CA$0.55 per share, which reflects a potential return for investors of 323%.

Omineca remains a Speculative Buy.

Specific Results, Location

The analyst reported that the junior mining company specifically recovered 10.25 ounces (10.25 oz) of gold, with a 90.9% purity, at Wingdam, through Crosscut 3, about 2.5 meters (2.5m) into the paleochannel.

Crosscut 3 is notable, Newman explained, because it is about 30m downstream of the 2012 Crosscut 1 bulk sample area from which 173 oz of gold were recovered in an enriched zone of gold-bearing gravels, averaging 1.2m in thickness. Crosscut 1 extended 23.5m across the paleochannel.

Crosscut 3 cut directly through a depression in the paleochannel, an excavation measuring 3.5m by 3.5m. Another Crosscut, 4, is 20m downstream of Crosscut 3.

Short-Term Plan

Through Crosscuts 3 and 4, Omineca plans to continue moving deeper into the paleochannel, to reach its central portion and the expected higher gold grades there.

As the work advances, the company will provide regular updates, it said.

Strong Project Economics

Newman pointed out that with the gold price now at about US$2,340 per ounce, Wingdam's economics are "attractive."

The analyst also noted that Omineca pays a fixed price of CA$850 per ounce of gold for its 50% share of the Wingdam. Its partner, the operator, in exchange for the other 50% interest, is responsible for all equipment, labor, and services needed to complete this initial 300-meter bulk sample.

Important Disclosures:

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P6 PROJECT PLANNING LTD

Company number 12907777

• Company Overview for P6 PROJECT PLANNING LTD (12907777)
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Next accounts made up to 30 September 2023 due by 30 June 2024

Last accounts made up to 30 September 2022

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Next statement date 27 September 2024 due by 11 October 2024

Last statement dated 27 September 2023

Nature of business (SIC)

• 70229 - Management consultancy activities other than financial management