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 and processes for managing the project. The Project Activity Plan describes the work to be done to achieve the project objectives. This series of posts address 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 and 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.
There is a good reason the Project Management Institute (PMI) includes these plans in their best practices. Once I obtained my Project Management Professional (PMP) certification, I included a formal Project Management Plan on all of my large projects.
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