The Project Management Plan – Procurement Management


In many projects you will need to procure or purchase something. It might be software, hardware, professional services, office space, furniture, resources, licenses, permits, etc. It is up to the Project Manager to determine what needs to be procured, who is providing the funding, who will sign the purchase orders or contracts, and the timing of when it is needed for the project. These actions need to be tracked and managed in order to stay on schedule.

Many organizations have policies and procedures on procurement to ensure they are getting the best deal. Be sure to understand these policies and procedures for your organization

The Procurement Management Plan addresses the following:

• Lists what to purchase or acquire and when and how

• Documents all products, services, and results requirements and identifies potential sellers

• Describes how sellers will be selected

• Describes how contracts will be negotiated, administered and closed. You can reference the Contract Management policies of your organization

The Project Management Plan – Risk Management


Managing risk stands along with having a well-defined Project Charter as the two most important disciplines of Project Management. Having a documented plan for how you will manage risk will help enforce the practice.

In a future post I will describe the metrics that are used to measure the health of a project. One of these measures is Risk Management. The health of managing risk is “green” (which is good) if you have a plan for managing risk and are adhering to it.

The Risk Management Plan addresses the following:

• Identify the template to be used as the Risk Register.  Include column definitions and an example. In a future post, when I elaborate on Risk Management, I will identify the key components of a Risk Register

• Include the procedures you will use to identify, monitor and escalate risks. This includes identifying who will participate in Risk Management sessions

• Identify standard checklists or historical risk information you can use for Risk identification

The Project Management Plan – Communications Management


Managing communications on a project is one of the top real-world challenges, right up there with the battle for resources. Project crises are frequently created by miscommunication or lack of communication.

Communications must be managed on many levels:

  • Communicating up to Executives and the Project Steering Committee
  • Communicating sideways to your management peers
  • Communicating down to the project team members (note the “up”, “sideways” and “down” designations refer to the typical project hierarchy chart and are not meant to be derogatory)
  • Managing the lines of communication. There are potentially n(n-1)/2 lines where n = the number of people involved in the project. For example, a project with 10 people has 45 potential lines of communication!

Knowing how to tailor your communications to each audience is an important skill. Executive communication is typically brief and bottom-line (are we on schedule and budget? Do we have critical issues? How are high-exposure risks being managed?). Communication to management peers usually will include important project metrics (schedule, budget, scope, resources, issues, risks, task plans). Communications to project team members is focused on near-term task planning and upcoming milestones.

The Communications Management Plan specifically addresses the following:

  • Identifies all the stakeholders and determines their information and communications needs
  • Identifies how and when the information will be distributed, including status reporting, progress measurement, and forecasting
  • Identifies how stakeholders will be managed to satisfy their requirements and resolve issues. This includes defining the lines of communication and the mechanism for issue logging and visibility
  • Identifies the project document repository and the folder names