5th Edition PMBOK® Guide–Process 4.2 Develop Project Management Plan


The second project management process in the Integration Knowledge Area is under the Planning Process Group and it is called Develop Project Management Plan.

Here is a list of the inputs, tools & techniques, and outputs used in the Develop Project Management Plan process.

1. Inputs, Tools & Techniques, and Outputs–summary

4.2  DEVELOP PROJECT MANAGEMENT PLAN
INPUTS
1. Project Charter Defines high-level boundaries of the project; used as the starting point for initial planning.
2. Outputs from other Processes Baselines and subsidiary plans from other planning processes.
3. EEFs Government or industry standards, PM body of knowledge for application area (construction, healthcare, IT, etc.)
4. OPAs
  • Guidelines, work instructions, proposal evaluation criteria, performance measurement criteria
  • Project management plan template
  • Change control procedures
  • Project files from previous projects, lessons learned knowledge base
  • Configuration management knowledge base
TOOLS & TECHNIQUES
1. Expert Judgment Utilized for developing:

  • Technical and management details
  • HR expertise regarding resources, skill levels
  • Configuration management
  • Change control process
  • Resource scheduling
2. Facilitation Techniques Brainstorming, conflict resolution, problem solving, meeting management
OUTPUTS
1. Project Management Plan Integrates all baselines and subsidiary plans

2. Inputs, Tools & Techniques, and Outputs–detail

In going over these elements, let’s start from the end and work backwards.

It should be no surprise that the Output of the “Develop Project Management Plan” process is the Project Management Plan. This integrates all of the baselines and subsidiary plans from the various knowledge areas and other areas required for project management.

The Tools & Techniques should be pretty understandable once it is understood what is in the Project Management Plan. Expert Judgment is used when technical subjects related to planning are involved, which is true for many of the subsidiary plans that are integrated into the Project Management Plan. Facilitation Techniques are used to reach out to various stakeholders so that there is buy-in for the Project Management Plan.

For the inputs, you have the Project Charter, which actually contains a certain amount of high-level planning, which is turned into detailed plans that are contained in the Project Management Plan. These detailed plans are produced for each of the knowledge areas, plus other areas required for project management, and these are the next set of inputs.

The next two inputs are ones you will see throughout the processes: EEFs (Environmental Enterprise Factors) and OPAs (Operational Process Assets). For the EEFs, you have a) the governmental standards and regulations, and b) the PM body of knowledge for the particular application area, which consists of the practical application of project management to that area.

The OPAs are in two categories, a) those guidelines, processes, and templates for project management plans, and b) the corporate knowledge base containing project management plans from previous projects.

This gives a general overview of these elements. In order to really understand the process in depth, however, we should look at the contents of the project management plan. That is the subject of the next post.

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