Project Management Plan
“Project Management Plan” is an output for the process “Develop Project Management Plan”.
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
Project baselines include, but are not limited to:
– Scope baseline,
– Schedule baseline, and – Cost baseline.
Subsidiary plans include, but are not limited to:
– Scope management plan,
– Requirements management plan,
– Schedule management plan,
– Cost management plan,
– Quality management plan,
– Process improvement plan,
– Human resource management plan,
– Communications management plan,
– Risk management plan,
– Procurement management plan, and – Stakeholder management plan.
Among other things, the project management plan may also include the following:
– Life cycle selected for the project and the processes that will be applied to each phase;
– Details of the tailoring decisions specified by the project management team as follows: ?? Project management processes selected by the project management team, ?? Level of implementation for each selected process, ?? Descriptions of the tools and techniques to be used for accomplishing those processes, and ?? Description of how the selected processes will be used to manage the specific project, including
the dependencies and interactions among those processes and the essential inputs and outputs.
– Description of how work will be executed to accomplish the project objectives;
– Change management plan that documents how changes will be monitored and controlled;
– Configuration management plan that documents how configuration management will be performed;
– Description of how the integrity of the project baselines will be maintained;
– Requirements and techniques for communication among stakeholders; and – Key management reviews for content, the extent of, and timing to address, open issues and pending decisions.
The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.
While the project management plan is one of the primary documents used to manage the project, other project documents are also used. These other documents are not part of the project management plan. Table 4-1 is a representative list of the project management plan components and project documents.
Table 4-1 Differentiation Between the Project Management Plan and Project Documents Project Management Plan Project Documents Change management plan Communications management plan Configuration management plan Cost baseline Cost management plan Human resource management plan Process improvement plan Procurement management plan
Scope baseline
– Project scope statement
– WBS – WBS dictionary Quality management plan Requirements management plan Risk management plan Schedule baseline Schedule management plan Scope management plan Stakeholder management plan Activity attributes Activity cost estimates Activity duration estimates Activity list Activity resource requirements Agreements Basis of estimates Change log Change requests
Forecasts
– Cost forecast – Schedule forecast Issue log Milestone list Procurement documents Procurement statement of work Project calendars Project charter Project funding requirements Project schedule Project schedule network diagrams Project staff assignments Project statement of work Quality checklists Quality control measurements Quality metrics Requirements documentation Requirements traceability matrix Resource breakdown structure Resource calendars Risk register Schedule data Seller proposals Source selection criteria Stakeholder register Team performance assessments Work performance data Work performance information Work performance reports
“Project Management Plan” is an input for the process “Direct and Manage Project Work “.
The project management plan contains subsidiary plans concerning all aspects of
the project. Those subsidiary plans related to project work include, but are not limited to:
– Scope management plan,
– Requirements management plan,
– Schedule management plan,
– Cost management plan, and – Stakeholder management plan.
“Project Management Plan” is an input for the process “Monitor and Control Project Work “.
Monitoring and controlling project work involves looking at all aspects of the project. Subsidiary plans within the project management plan form the basis for controlling the project. Subsidiary
plans and baselines include, but are not limited to:
– Scope management plan,
– Requirements management plan,
– Schedule management plan,
– Cost management plan,
– Quality management plan,
– Process improvement plan,
– Human resource management plan,
– Communications management plan,
– Risk management plan,
– Procurement management plan,
– Stakeholder management plan,
– Scope baseline,
– Schedule baseline, and – Cost baseline.
“Project Management Plan” is an input for the process “Perform Integrated Change Control”.
Elements of the project management plan that may be used include, but are not
limited to:
– Scope management plan, which contains the procedures for scope changes;
– Scope baseline, which provides product definition; and – Change management plan, which provides the direction for managing the change control process and documents the formal change control board (CCB).
Changes are documented and updated within the project management plan as part of the change and configuration management processes.
“Project Management Plan” is an input for the process “Close Project or Phase”.
The project management plan becomes the agreement between the project manager and project sponsor, defining what constitutes project completion.
“Project Management Plan” is an input for the process “Plan Scope Management”.
Approved subsidiary plans of the project management plan are used to create the scope management plan and influence the approach taken for planning scope and managing project scope.
“Project Management Plan” is an input for the process “Validate Scope”.
The project management plan contains the scope management plan and the scope baseline. The scope management plan specifies how formal acceptance of” the completed project deliverables will be obtained. The scope baseline includes the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison.
“Project Management Plan” is an input for the process “Control Scope”.
The following information from the project management plan is used to control
scope: – Scope baseline. The scope baseline is compared to actual results to determine if a change, corrective
action, or preventive action is necessary.
– Scope management plan. Sections from the scope management plan describe how the project scope
will be monitored and controlled.
– C hange management plan. The change management plan defines the process for managing change
on the project.
– C onfiguration management plan. The configuration management plan defines those items that are configurable, those items that require formal change control, and the process for controlling changes to
such items.
– Requirements management plan. This plan is a component of the project management plan and describes how the project requirements will be analyzed, documented, and managed.
“Project Management Plan” is an input for the process “Plan Schedule Management”.
The project management plan contains information used to develop the schedule
management plan which includes, but is not limited to: – Scope baseline. The scope baseline includes the project scope statement and the work breakdown
structure (WBS) details used for defining activities, duration estimation, and schedule management; and – Other information. Other scheduling related cost, risk, and communications decisions from the project management plan are used to develop the schedule.
“Project Management Plan” is an input for the process “Control Schedule”.
The project management plan contains the schedule management plan and the schedule baseline. The schedule management plan describes how the schedule will be managed and controlled.
The schedule baseline is used as a reference to compare with actual results to determine if a change, corrective action, or preventive action is necessary.
“Project Management Plan” is an input for the process “Plan cost management”.
The project management plan contains information used to develop the cost
management plan, which contains, but is not limited to: – Scope baseline. The scope baseline includes the project scope statement and WBS detail for cost
estimation and management.
– Schedule baseline. The schedule baseline defines when the project costs will be incurred.
– Other information. Other cost-related scheduling, risk, and communications decisions from the project management plan.
“Project Management Plan” is an input for the process “Control costs”.
The project management plan contains the following information that is used to
control cost: – Cost baseline. The cost baseline is compared with actual results to determine if a change, corrective
action, or preventive action is necessary.
– C ost management plan. The cost management plan describes how the project costs will be managed and controlled.
“Project Management Plan” is an input for the process “Plan quality management”.
The information used for the development of the quality management plan includes, but is not limited to: – Scope baseline. The scope baseline includes: ?? Project scope statement. The project scope statement contains the project description, major project deliverables, and acceptance criteria. The product scope often contains details of technical issues and other concerns that can affect quality planning and that should have been identified as a result of the planning processes in Project Scope Management. The definition of acceptance criteria may significantly increase or decrease quality costs and therefore, project costs. Satisfying all acceptance criteria that the needs of the sponsor and/or customer have been met.
?? Work breakdown structure (WBS). The WBS identifies the deliverables and the work packages used to measure project performance.
?? WBS dictionary. The WBS dictionary provides detailed information for WBS elements.
– Schedule baseline. The schedule baseline documents the accepted schedule performance measures,
including start and finish dates.
– Cost baseline. The cost baseline documents the accepted time interval being used to measure cost
performance.
– Other management plans. These plans contribute to the overall project quality and may highlight actionable areas of concern with regard to the project?s quality.
“Project Management Plan” is an input for the process “Control Quality “.
The project management plan contains the quality management plan, which is used to control quality. The quality management plan describes how quality control will be performed within the project.
“Project Management Plan” is an input for the process “Plan Human Resource Management”.
The project management plan is used to develop the human resource management plan. The information used for the development of the human resource management”
plan includes, but is not limited to:
– The project life cycle and the processes that will be applied to each phase,
– How work will be executed to accomplish the project objectives,
– A change management plan that documents how changes will be monitored and controlled,
– A configuration management plan that documents how configuration management will be performed,
– How integrity of the project baselines will be maintained, and – Needs and methods of communication among stakeholders.
“Project Management Plan” is an input for the process “Plan communications management”.
The project management plan provides information on how the project will be executed, monitored, controlled, and closed.
“Project Management Plan” is an input for the process “Control communications “.
The project management plan describes how the project will be executed, monitored, controlled, and closed. It provides valuable information for the Control Communications process such
as, but not limited to:
– Stakeholder communication requirements,
– Reason for the distribution of the information,
– Timeframe and frequency for the distribution of required information,
– Individual or group responsible for communication of the information, and – Individual or group receiving the information.
“Project Management Plan” is an input for the process “Plan Risk management”.
In planning risk management, all approved subsidiary management plans and baselines should be taken into consideration in order to make the risk management plan consistent with them. The risk management plan is also a component of the project management plan. The project management plan provides baseline or current state of risk-affected areas including scope, schedule, and cost.
“Project Management Plan” is an input for the process “Control Risks”.
The project management plan, which includes the risk management plan, provides guidance for risk monitoring and controlling.
“Project Management Plan” is an input for the process “Plan Procurement management”.
The project management plan describes the need, justification, requirements, and
current boundaries for the project. It includes, but is not limited to, the scope baseline contents: – Project scope statement. The project scope statement contains the product scope description, service description and result description, the list of deliverables, and acceptance criteria, as well as important information regarding technical issues or concerns that could impact cost estimating. Identified
constraints may include required delivery dates, available skilled resources, and organizational policies.
– WBS. The work breakdown structure (WBS) contains the components of work that may be resourced
externally.
– WBS dictionary. The WBS dictionary and related detailed statements of work provide an identification of the deliverables and a description of the work in each WBS component required to produce each deliverable.
“Project Management Plan” is an input for the process “Control Procurements “.
The project management plan describes how the procurement processes will be managed from developing procurement documentation through contract closure.
“Project Management Plan” is an input for the process “Close Procurements “.
The project management plan contains the procurement management plan, which provides the details and guidelines for closing out procurements.
“Project Management Plan” is an input for the process “Plan Stakeholder Management”.
The information used for the development of the stakeholder management plan
includes, but is not limited to:
– Life cycle selected for the project and the processes that will be applied to each phase;
– Description of how work will be executed to accomplish the project objectives;
– Description of how human resources requirements will be met and how roles and responsibilities,
reporting relationships, and staffing management will be addressed and structured for the project;
– Change management plan that documents how changes will be monitored and controlled; and – Need and techniques for communication among stakeholders.
“Project Management Plan” is an input for the process “Control Stakeholder Engagement”.
The project management plan is used to develop the stakeholder management plan. The information used to Control Stakeholder Engagement includes, but is”
not limited to:
– The life cycle selected for the project and the processes that will be applied to each phase;
– How work will be executed to accomplish the project objectives;
– How human resources requirements will be met, how roles and responsibilities, reporting relationships,
and staffing management will be addressed and structured for the project;
– A change management plan that documents how changes will be monitored and controlled; and – Needs and techniques for communication among stakeholders.
This definition was found in the PMBOK V5
Go back to the Glossary or to the Mapping