Develop Project management Plan Output

June 23, 2010

The project management plan is developed through development of many a related
subsidiary plan and the project management plan integrates these subsidiary
plans and baselines. It also defines many a processes that needs to be carried
out to manage a project through its lifecycle stages to completion. The
following discussions illustrate what the output plan document from this
process need to include.
Subsidiary Plans
There are several subsidiary plans that must work well and in sync with this
master project management plan. For that reason, all these plans are developed
together as they influence and impact each other and must therefore include the
interaction links well. Once developed to the working version level the changes
are made only through a change control process, so that none of the needed and
approved changes are lost. What subsidiary plans must the master plan contain
is really defined by the needs of the organization and the nature of the
project. However, some of these are necessaryand the master project management
plan must include these at a minimum.
Scope and requirements management plans help manage the definition of the
project and prevent scope and requirements creep. Thescope and requirementscreep can very easily create a runaway project. Thus these two are probably the
topmost items in the list of subsidiary plans. Immediately next in the list of
importance are theschedule and the costmanagement plans. Once again, these two plans let you manage two vital aspects
of the project. Schedule management is a constant concern f the project
management team once the project is launched into the execution phase. Cost
management goes hand in and as any changes in time required for an activity or
a task has a direct impact on the costs.Quality and process improvementplans are directly related to the quality delivered with the project outcomes.
Quality management plan helps you manage both the quality assurance as well as
the quality control aspects of the overall quality management processes. No
quality plan can be complete, unless that includes a feedback, measurement and
necessary correction actions to keep improving the processes used. Process
improvement plan helps manage the project management team achieve that.
Risk managementplan must not only try to foresee the risks involved during various stages of
the project but must be able to foresee opportunities as well. The ability to
clearly see such threats and opportunities can break a project or give you a
multiplier effect on the achievements. Two other subsidiary plans that act as
overall support to all project activities include thecommunications management plan and the procurement management plans. Systematic communications hold everything together and help
information exchange between various parts of the project activities.
Procurements of supplies and services at the times they are needed is also
vital to the success of the project.
The last of the subsidiary plans that is truly important to the success of the
project is thehuman resourcesplan. The primary aim of the plan is to get a project team together and
includes plans to how to locate, get and create a team out of these resources.
Included Baselines and Other Details
The level of details of the project management plans depend on the style of
operation of the given organization, nature of the project and such other
related issues. The baselines that need to be included are the scope baseline
as well as the schedule and the cost performance baselines. Between these three
baselines you have the benchmark/ cornerstone against which the progress and
performance of the project is measured.
The life cycle selected for the project and the processes that are to be
applied are detailed in the plan. Project management teams often get to do some
tailoring to the plans and processes. Results of these tailoring are included
and such changes include the project management processes selected by the
project team for the particular phase of the project or the complete project.
The processes thus changed will also have the level of implementation
documented. The tools and techniques to be used for these processes are also
listed and explained and relevant details would be recorded. Like most
processes used in the full project management, these selected processes also
will have interactions and influences. These dependencies and interactions will
have to be specified in the plan. For the sake of complete definition of the
selected processes, the inputs used by them and the outputs coming out of them
are specified.
How work will be executed, a change management plan and a configuration
management plan are some more essential elements of the plan that are included.
Communication techniques to be used to communicate with stakeholders will be
included as will the techniques used to maintain the integrity of the baselines
for measuring performance. Means for addressing open issues and pending
decisions will need to be specified as well. The management reviews will have
the duration, timing and the extent of issues these reviews could address are

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