Project Planing Page 5
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27Projplan1.doc
June 2000
5/27
Project Planning
Aim and audience
National Societies carry out a wide variety of programs and projects. Experience reveals
that a key condition for success is proper planning. This module, therefore, provides an
introduction to some practical and straightforward guidelines and tools used in the project
planning process. Since these guidelines are rather general, their purpose is to guide and
stimulate thinking about project design and project planning rather than to provide a precise
roadmap about how it is done. This module can serve as a reference document for those
staff who on occasion must design projects and prepare project proposals and for those who
may want to use it during a workshop where participants will be challenged to think
creatively and analytically about project design and planning.
Main points
• Stages in the project cycle
• Elements of project conceptualisation
• Elements of project planning
• Elements of the project proposal
• Elements of project monitoring, evaluation and reporting
1.
Introduction
1.1
The need for project planning
Planning at some level is basic to all human activity, and is really applied common sense. It
involves working out what you want to do and how you are going to do it. This applies
whether you are preparing a straightforward and simple project or a long-term program.
Planning involves identifying priority needs and opportunities, discussing and testing the
various possible courses of action, choosing the most appropriate one (or ones), agreeing
what you can expect to achieve, calculating the human and material resources needed to
reach your objectives, anticipating possible problems and getting agreement among all
concerned about clear targets and timetables for the work in view.
Planing techniques can address many organisational problems and opportunities, including
institutional development of your National Society and planning of disaster preparedness
activities. Whether the priority is capacity building, disaster preparedness, immediate
emergency action or new initiatives such as advocacy for vulnerable groups, good planning
can increase your chance of success. It helps you analyse and assess present needs and
future challenges. It gives you the means to test out various possibilities, think through the
difficulties that might occur and prepare to overcome them. Good plans always allow for
flexibility to adapt to changing circumstances.
1.2
Beneficiaries and project management
Planning should never start and end in an office or committee meeting. Project planning
should never be done alone or in isolation from those who have to implement the plans, or
who will benefit from them. In fact, the most successful and sustainable projects make an
International Federation
Disaster Preparedness Training Programme
of Red Cross and Red Crescent Societies
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