The Project Management Plan – Scope Management

Planning

The Project Management Plan defines how the project is executed, monitored, controlled and closed. The first component of the Project Management Plan is the Scope Management Plan.

The Scope Management Plan addresses the following:

• Defines how the Scope of Work will be created

• Defines what the Scope of Work will contain (Scope exclusions, process and physical scope, organizational scope, application scope, deliverables, Work Breakdown Structure aka WBS)

• Defines what constitutes the baseline Scope for change management purposes. This is not the actual Scope it is the sources of Scope (e.g. “The deliverables as listed in section x of document z and the approved WBS”)

• Includes a plan for change management: How change is requested, authorized, and documented

• Describes the process for getting approval for completed deliverables

• Reference the Project Charter for the priority of Scope in the triple constraints

The Project Management Plan – Overview

Planning

There are two main types of high level planning for a project: (1) The Project Management Plan; (2) The Project Activity Plan (aka The Project Plan). The Project Management Plan describes the approach for managing the project. The Project Activity Plan describes the work to be done to achieve the project objectives. This post addresses the Project Management Plan.

The Project Management Plan defines how the project is executed, monitored, controlled and closed. It addresses the management of scope, schedule, cost, quality, staffing, communications, risk, and procurement. Whenever matters of project procedure are in question, this document shall be the first source consulted.

This is a dynamic document and reflects the current thinking regarding the project approach based on what is known at this time. It is expected to be updated with new information as the project unfolds. Original and revised versions should be distributed to the entire project team.

The components of the Project Management Plan are:

  • Scope Management
  • Schedule Management
  • Budget Management
  • Staff Management
  • Communications Management
  • Risk Management
  • Procurement Management
  • Project Close Definition
  • Post-Project Audit Plan

In subsequent posts I will elaborate on each of these sections.

For large projects I highly recommend creating a Project Management Plan and sharing it with your sponsor and key stakeholders. This plan describes the “rules of engagement” for the project an will minimize assumptions and misunderstandings regarding project process. I have also found this to be very helpful if you are new to an organization. It is a way to document your understanding of the project management practices of that organization.

The Project Charter – Sign Off

Initiation

The Project Charter can be looked at as a contract between you and your project sponsor or you and your manager. It documents your understanding of the expectations of the sponsor and what you are expected to deliver and when. Like any contract, it should be concluded with a signature indicating agreement.

Why get a real signature? It is amazing how people will pay close attention to what is in a document when they have to sign their name to it! I have seen cases on my own projects as well as those I consulted on where misunderstandings are cleared up prior to charter sign off. This has and will save many hours of effort avoiding taking a project down the wrong path. For these reasons I highly recommend getting a real signature and posting a PDF image of the Project Charter in the project repository.

Once you have a signed-off charter, you now have one of the deliverables subject to formal Change Management. Any request that would change any component of the charter should have a formal change benefit/impact statement signed off and the Project Charter should be changed to a new version and signed off again.

In my next post we will move to the Planning Phase and begin a multi-part discussion on the Project Management Plan.

The Project Charter – Dependencies

Initiation

As part of the Project Charter it is important to define dependencies on the deliverables and resources of other projects and initiatives that are outside the control of the project team. If you have any of these dependencies, they can present major risks to your project schedule. As such, they should be included in your risk management strategy as well as being called out separately in the Dependencies section of your charter

Here is an example of a dependency I encountered in a real-world project:

The project I was managing needed a couple of PC’s to be available in each location for the staff to access for some of their tasks. Another project was ordering and installing these PC’s for a different purpose. I asked to be included in the status reports for that project so I could monitor progress. When I noticed the project completion date slipping to the point of endangering the project I was managing, I offered to advise the person (not a professional PM) managing the project to help them get on track. This was successful and my project avoided any impact.

Be sure to actively identify current projects and initiatives that could impact your project and plan your strategy.

The Project Charter – Constraints

Initiation

Constraints are any limitations to solution options that have been imposed on a project. It is important to know these early on so time is not wasted pursuing these options. Here are some examples:

  • The solution must work with Microsoft Internet Explorer 8 as that is the company standard
  • The solution must be an Oracle product for seamless integration with our other Enterprise systems
  • The new department we are adding as a result of this project must fit into this 30′ x 50′ area

When project constraints are uncovered, be sure to understand the reason why. It is possible the constraint could be removed. I was involved with a project where the service provider was preselected but without looking at the competition. I convinced my business partners to conduct formal “Request for Proposal’s” with the leading competition and the result was a different provider was selected.

Constraints are included in the Project Charter so that the Sponsor and Core Project Team understand and agree.