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21 Cards in this Set
- Front
- Back
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The Project Management Plan is:
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Primary source of information for how the project will be planned, executed,
monitored and controlled and closed. Explores all aspects of the scope, time, costs, quality, communication, risk and procurements. |
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Project Management Plan is used to:
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Guide project execution
Document project planning assumptions Document project planning decisions regarding alternatives chosen Facilitate communication among stakeholders Define key management reviews as to content, extent, and timing Produce a baseline for progress measurement and project control Not just a project schedule! Continues to develop for the life of the project – as changes are approved, the plan is updated. |
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Develop Project Management Plan I-TT-O
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Inputs
• Project Charter •Outputs from planning processes • Enterprise Environmental Factors •Organizational Process Assets Tools and Techniques • Expert Judgment Outputs • Project Management Plan |
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Project Charter
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Documents the business needs, current understanding of the customer’s needs, and
the new product, service or result that it is intended to satisfy |
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Enterprise Environmental Factors can include:
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Governmental or industry standards
Project management information systems Organization structure and culture Infrastructure Personnel administration |
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Organizational Process Assets can include:
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Standardized guidelines, work instructions, proposal evaluation criteria, and
performance measurement criteria Project management plan template Change control procedures Project files from past projects |
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Subsidiary Management Plans
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Scope Management Plan
Requirements Management Plan Schedule Management Plan Cost Management Plan Quality Management Plan Process Improvement Plan Human Resource Plan Communications Management Plan Risk Management Plan Procurement Management Plan |
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Project Scope Management Definition
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includes the
processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Managing scope is primarily concerned with what is and is not included in the project. The Scope Management Plan may be formal or informal, highly detailed or broadly framed based upon the needs of the project. It is typically included as part of the project management plan. |
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Project Scope Management Plan questions
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How scope will be managed?
What is the process to accept, evaluate and respond How will changes be identified? What supporting information is required? How will changes be identified and classified? Who can authorize the change? How changes will be integrated into the project Who will be responsible for making the changes? Under what conditions would you re-baseline? Who has to be notified? Assessment of expected stability How likely are changes? How frequently do you expect changes? By how much do you expect it to change? |
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Schedule Management Plan
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The schedule Management Plan documents the project time
management processes and their associated tools and techniques. Documents how the schedule will be managed The plan should document at a minimum: How will changes be identified? How will changes be analyzed, traced, and reported? What supporting information is required? How will changes be identified and classified? Who can authorize the change? How changes will be integrated into the project Who will be responsible for making the changes? Under what conditions would you re-baseline? Who has to be notified? Assessment of expected stability How likely are changes? How frequently do you expect changes? By how much do you expect it to change? |
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Cost Management Plan
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Sets out the format and establishes the criteria for planning,
structuring, estimating, budgeting, and controlling project costs. It will establish: Level of Accuracy - based on the scope and magnitude of the project and may include an amount for contingencies Units of Measure – (hours, days, weeks, $$) Organizational procedures links – WBS provides the framework. Control Thresholds – agreed-upon amount of variation allowed before actions need to be taken Rules of performance measurement – Earned Value Management rules of performance measurement are set Reporting Format – format and frequency for the costs reports Process Descriptions – for each of the 3 cost management processes (Estimate Costs, Determine Budget, Control Costs) |
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Plan Quality I-TT-O
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Inputs
• Scope baseline • Stakeholder register • Cost performance baseline • Schedule baseline • Risk Register • Enterprise environmental factors •Organizational process assets Tools and Techniques • Cost – benefit analysis • Cost of Quality • Control Charts • Benchmarking • Design of experiments • Statistical sampling • Flowcharting • Proprietary quality management methodologies • Additional quality planning tools Outputs •Quality management plan •Quality metrics •Quality checklists • Process improvement plan • Project document updates |
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Quality Management Plan
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Describes how the project management team will
implement the performing organization’s quality policy. Provides input to the overall Project Management Plan and includes Quality Control – monitoring and recording results Quality Assurance – Auditing the quality requirements and quality control results to ensure appropriate quality standards are met Continuous Process Improvement – iterative means for improving the quality of all processes. Style and detail are determined by the requirements of the project Should be reviewed early in the project to ensure that decisions are based on accurate information. |
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Develop Human Resource Plan - I-TT-O
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Inputs
• Activity resource requirements • Enterprise environmental factors •Organizational process assets Tools and Techniques •Organizational charts and position descriptions • Networking •Organizational theory Outputs • Human Resource Plan |
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Human Resource Plan
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Provides Guidance on how project human resources should
be defined, staffed, managed, controlled, and eventually released. Should Include, but not be limited to: Roles and Responsibilities Role – describes the accountability on a project Authority – right to assign resources, make decisions and sign approvals Responsibility – work that a team member is expected to perform Competency – skill and capacity required to complete project activities Project Organization Charts Graphic display of project team members and their reporting relationship Staffing Management Plan Staff Acquisition Resource Calendars Release Plan Training Needs Recognition and Rewards Compliance Safety |
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Plan Communications I-TT-O
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Inputs
• Stakeholder Register • Stakeholder Management Strategy • Enterprise environmental factors •Organizational process assets Tools and Techniques • Communication requirements analysis • Communication technology • Communication Models • Communication Methods Outputs • Communications management plan • Project document updates |
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Communications Management
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Involves determining the information and communications needs of the
stakeholders Usually Provides: Stakeholder communication requirements Type of Information to be communicated Reason for the distribution of the information Time frame and frequency for the distribution of required information Person responsible For Communicating the message For Authorizing the communication For Receiving the information Methods and/or technologies used to convey the information Resources allocated for communication activities Escalation process Method for updating and refining communications management plan Glossary of common terms Information flow charts Communications Constraints |
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Plan Risk Management I-TT-O
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Inputs
• Project scope statement • Cost management plan • Schedule management plan • Communications management plan • Enterprise environmental factors •Organizational process assets Tools and Techniques • Planning meetings and analysis Outputs • Risk management plan |
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Risk Management Plan
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Describes how risk management will be structured and performed on
the project It includes: Methodology – Defines the approaches, tools and data sources Roles and Responsibilities – Defines the lead, support and risk management team members and clarifies their responsibilities Budgeting – assigns resources, estimates funds needed, and establishes protocols for use of contingency reserve Timing – Defines when and how often the risk management process will be performed in the project life cycle Risk Categories – provides structure to systematically identify risks to a consistent level of detail and contributes to the effectiveness and quality of the identify risks process Definitions of risk probability and impact – probability of an event and its impact are tailored to the project Probability and Impact Matrix: determine risks of concern by combining factors to determine high, moderate or low risks items Revised Stakeholder Tolerances Reporting formats – how risks will be documented, analyzed and communicated. Tracking – how risk activities |
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Plan Procurements - I-TT-O
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Inputs
• Scope baseline • Requirements documentation • Teaming Agreements • Risk Register • Risk – related contract decisions • Activity resource requirements • Project Schedule • Activity Cost Estimates • Cost performance baseline • Enterprise environmental factors •Organizational process assets Tools and Techniques •Make-or-buy analysis • Expert judgment • Contract type Outputs • Procurement management plan • Procurement statements of work •Make or Buy decisions • Procurement documents • Source selection criteria • Change requests |
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Procurement Management
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Describes how the procurement processes will be managed from
developing procurement documents through contract closure. Can include guidance for: Types of contracts to be used Risk management issues If and how independent estimates should be used Actions that are within the authority of the project team vs. procurement department Standard procurement documents Managing multiple suppliers Coordinating procurement with other parts of the project (ie. Schedule) Constraints and Assumptions Lead times to purchase Make or buy decisions and linking them to resource and schedule processes Setting the scheduled dates for contract deliverables and linking to schedule Identifying requirements for performance bonds or insurance contracts to mitigate some forms of project risk Establishing the direction to be provided to sellers for their WBS Establishing format for the SOW Identifying pre-qualified sellers Procurement metrics to be used to manage contracts and evaluate sellers |
