The last post discussed the second of the processes in the Integration Knowledge Area, process 4.2 Develop Project Management Plan.
This post will focus on the elements of the Project Management Plan, which essentially are the plans from all of the other knowledge areas plus 4 additional plans that are integrated together in this process.
1. Inputs, Tools & Techniques, and Outputs
Let’s first review the inputs to the process.
| 4.1 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 management plans from all other knowledge areas plus 4 additional subsidiary plans |
| 3. | EEFs | Government or industry standards, PM body of knowledge for application area (construction, healthcare, IT, etc.) |
| 4. | OPAs |
|
| TOOLS & TECHNIQUES | ||
| 1. | Expert Judgment | Utilized for developing:
|
| 2. | Facilitation Techniques | Brainstorming, conflict resolution, problem solving, meeting management |
| OUTPUTS | ||
| 1. | Project Management Plan | Integrates all baselines and subsidiary plans |
2. Input #2 = Outputs from Other Planning Processes
What are the three categories of outputs from other planning processes that become the elements of the Project Management Plan?
|
Category |
Description |
|
| 1.. | Performance Measurement Baseline | This consists of the following three baselines:
|
| 2.. | Knowledge area management plans | These consist of plans from the 8 knowledge areas other than Integration
|
| 3. | Additional management plans | These are additional management plans such as
|
3. Additional management plans—additional explanation
It is fairly obvious that the nine management plans listed under item 2 above come from the various knowledge areas listed. However, I feel a little more detail should be in order for those 4 additional management plans listed under item 3.
| Management Plan |
Explanation |
|
| 1. | Change management plan | This outlines the change control process:
|
| 2. | Configuration management plan | As opposed to changes in the project, the configuration controls changes to the functional and physical characteristics of the product, and documents those changes. |
| 3. | Requirements management plan | This links the various requirements to
|
| 4. | Process improvement plan | Improving processes used on the project during the course of the project by analyzing them in order to identify those activities that enhance value. |
These are the elements of the Project Management Plan. In my opinion, it is the most integrative of ALL the 47 processes and that is why it is important to understand that it is the “mother of all plans” that actually must come last after all the subsidiary plans are created, 9 from the knowledge areas other than Integration and the 4 additional plans outlined above.
The next post will be on the third process of the Integration Knowledge Area, that of 4.3 Direct and Manage Project Work.
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