Development of Project management Plan Inputs III

July 5, 2010
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Introduction
Of the several subsidiary plans the scope and requirements management, schedule
and cost management plans, quality management including process improvement
plans and the HR management plans have been discussed in two other parts of
this set of four articles. What remains to be discussed of the subsidiary plans
that are used as inputs to the project management plan are the communication
management plan, the risk management plan and the procurement management plans.
These are going to be discussed in the following.
Subsidiary plans as input
Like most of the plans developed the communications managementplan could be formal or informal, detailed or brief depending on the needs of
the project being handled. It will usually contain guidelines and applicable
templates related to communications events such as project meetings, project
team meetings, e-meetings and emails. Issues related to project websites such
as a collaboration software and other project related software also could be
included. Wiki sites used quite often these days may also be covered. Other
items that come out of the communication plan would include at a top level
information to be communicated along with the format, content, the details and
even the language to be used are specified. This is tempered by the need of the
stakeholders. The rationale for distributing the information and the time frame
and periodicity are included. A person who is the owner of the process, who is
responsible for distributing the information, is specified. A person authorized
to release confidential information also needs to be clearly mentioned. The
distribution list or the recipients should be listed along with details like
the means (technology) of communicating to them. A graphical aid that
illustrates the complete communication flow is also not uncommon. Besides
budget allocations, time, cost is included as a guide to authorized allocations
to the communications activities. Escalation and the process of modifying the
plan also will have to be specified too.
The risk management planis part of the perform the risk analysis process. This subsidiary plan defines
the structure of the risk analysis process and also how to perform the risk
management tasks. The plan must include the roles of responsibilities for
performing the risk analysis tasks. Schedule of risk management activities,
risk categories, definitions of probability and impact as well as the
probability and impact matrix is specified in the plan. Stakeholders risk tolerance is updated in view of the risk analysis, if required.
Methodology that defines sources of data, tools and approaches to be used for
risk management of the project is defined. Risk analysis schedules are decided
and integrated into the main the schedule. Risk categories list or a risk
breakdown structure (RBS) is used for identifying risks accurately. Definitions
of risk probabilities and their impact are arranged in a matrix to have a ready
recokner of the impact of risks on the project. Besides, prioritizing becomes
easy. Formats of risk reports are defined in the plan. This plan also sets down
tracking activities how risk activities will be recorded, used for updating for
the sake of process assets as well as how to audit the risk management
processes.
One other vital and crucial subsidiary plan is the procurement management plan. It is easy to see how timely acquisition of components, sub systems or
services can help run the project in a timely manner and break it, if
procurement fails. A procurement management plan manages all aspects of
procurements starting from development of procurement documents right through
to closure of a procurement contract. The plan lays down guidelines for using
an appropriate contract type, standardized procurement documents to be used,
risks involved and coordination of procurement actions with project activities,
etc. The last is possibly the most crucial part of the procurement activities.
This includes activities like matching buy lead times with the project
schedule, managing multiple sellers, making sure the project at the seller is
progressing as needed and so on. Finding sellers, taking them through a
pre-qualification process if required, etc. is part of the activities covered
under the plan.

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