Development of Project management Plan Inputs I

June 29, 2010
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Introduction
The project management process starts with the project charter input. The
master plan then also integrates the major subsidiary plans. The project
management plan process also uses the outputs of these processes. Being so
interlinked any updates to these subsidiary plans will necessitate changes/
updates in the project management plan too. There are quite a few subsidiary
plans that must be incorporated into the main project management plan. All the
inputs to the project management plan are discussed here in a set of four
articles. Three of these discuss the subsidiary plans that are necessary for
the making of the project management plan. Other necessary inputs are included
in the fourth part of this set.
Subsidiary plans set 1
Scope management, requirement management, the schedule management and the cost
management plans are discussed here. Scope management ensures that the required
work, only the required work is specified and gets done.Scope managementthus must include collecting of requirements, defining the scope, creating a
WBS. There is a verification phase involved in the process that ensures the
scope defined is right and then a control scope is essential to control changes
and prevent scope creep. Scope can define two things; the features and
specifications of the product and/or services being delivered via the project.
The project scope defines the activities required to be undertaken in the
project to deliver the product or the services.
As part of the requirements collection one of the outputs is the requirements management plan. This is the subsidiary plan about analyzing, documenting and managing the
requirements collected. The details that must be part of the plan include how
requirements activities are planned, tracked and reported. The process of
prioritizing the requirements is also specified in this plan. Metrics related
to the product that are to used and reasons for choosing specific set of
metrics are documented. Configuration management issues like how changes to the
outcomes requirements will be initiated, analyzed as well how they will be
traced, tracked and reported are detailed. The authorization levels needed for
the changes will be specified too. Traceability of requirements to requirement
attributes or some documents will be defined.
The schedule managementprocesses include everything that needs to be done to ensure timely completion
of the project. The preparatory steps include identifying and defining the
required activities and appropriately sequencing them for the most effective,
least cost and lowest possible risk manner. Activity resources and the activity
time duration estimates are further details that are inputs to the schedule
planning processes. Developing the schedule involves then analyzing the
activity sequences, durations, resource requirements and schedule constraints
to finalize a project schedule. What remains to be done thereafter is to means
to control the schedule. These involve monitoring and measuring the schedule
performance along with the means to create the necessary changes. The schedule
management plan details the development of the schedule via a specified
methodology and tool. It would specify the format of the schedule. Criteria for
developing and controlling the schedule are part of this plan too.
A cost managementplan defines the format and relevant criteria for planning, estimating,
structuring and budgeting. It also includes the means to control the costs as
well. An effecting cost management plan needs to include units of measure and
the associated cost numbers to be used in the plan. Staff hours/days/ weeks or
a lumped up measure for estimating costs are detailed. The associated accuracy
specifies the rounding method. If the estimates are to be accurate to a dollar,
tens of dollars or hundreds/thousands of dollars are fixed within the plan. The
cost estimate workings would include links to the WBS and the control accounts
(CA). Rules related to the cost performance measurements based on the earned
value management need to be specified. A related issue is the threshold. This
is the quantum of variation that should trigger actions, variances less than
this threshold are taken to not significant. Details of the three cost
management processes, namely the estimate costs, determine budget and control
costs are documented in the plan. Reporting, as needed at various steps, are
specified too.

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