viewed by literature in the early 1950s in an effort to establish a direct association between managing projects and successfully implementing projects (Atkinson, 1999). Several authors including Lock (2004) and Milocevic and Patanakul (2005) suggest that project management aims at maximizing the prospects for success of a particular project given that there are various limitations and constraints pertaining predominantly in the context of proper allocation of time and resources as well as minimization of uncertainty with regards to external or any other influences that may disrupt the flow of project implementation. In that sense, Project management as noted by Pich et al. (2002) aims at coordinating activities, processes and procedures in a sustainable manner and in such a mode that the potentials for success are expanded and leveraged.
According to Munns and Bjeirmi (1996) and Soderholm (2008) project management intends to plan, organize and control the implementation of unit projects within the framework of time, quality and cost pressure. Leus (2004) further expands this view and addresses the issue of project success in the overall context of unexpected influences and occurrences that can have significant effects on project completion. Given these factors, there is an ongoing interest in attributing increased importance on the first phase of project management – project planning. Planning occurs at the initiation stage of project management and involves virtually the development of planned activities, tasks and procedures that need to be embedded in the entire project implementation (Qureshi et al., 2009). This paper focuses on the analysis of the significant contribution of project plans in the project success and emphasizes the critical role of quality plans in the entire planning procedure.
Project planning has received increased attention from practitioners and researchers due to its vitality in the design phase of project management. Milocevic and