Project preparation and formulation with and without scenario discus with citation inside text?

Project preparation and formulation involve the initial stages of planning and defining a project's objectives, scope, and deliverables. This process can be done with or without the use of scenarios, which are hypothetical situations or narratives that help project teams anticipate and plan for different possible outcomes or future events.

When preparing and formulating a project without scenarios, the focus is primarily on gathering information, defining goals, and creating a project plan based on known factors and assumptions. This approach is often used when the project is relatively straightforward, and there is a high level of certainty about the project's environment and requirements.

For example, in a study by Turner and Müller (2003), they discuss the traditional project management approach, which involves a linear and sequential process of project formulation. This approach assumes a stable and predictable project environment, where the project team can define objectives, scope, and deliverables based on known information and assumptions.

On the other hand, project preparation and formulation with scenarios involve considering multiple possible futures and their potential impact on the project. Scenarios help project teams identify risks, uncertainties, and alternative strategies to mitigate potential challenges. This approach is particularly useful when the project operates in a complex and uncertain environment, where future conditions are difficult to predict.

According to Schwartz (1991), scenario planning allows project teams to explore different possible futures and develop strategies that are robust and flexible enough to adapt to changing circumstances. By considering various scenarios, project teams can identify potential risks and opportunities, and adjust their plans accordingly.

In summary, project preparation and formulation can be done with or without scenarios. The choice depends on the level of certainty and predictability in the project's environment. While a traditional approach may be suitable for projects with stable conditions, scenario planning can provide valuable insights and strategies for projects operating in complex and uncertain environments.

References:

Turner, J. R., & Müller, R. (2003). On the nature of the project as a temporary organization. International Journal of Project Management, 21(1), 1-8.

Schwartz, P. (1991). The art of the long view: Planning for the future in an uncertain world. Currency Doubleday.

Project preparation and formulation with and without scenario discus