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. This includes a roles/responsibilities matrix (who will create the scope, who will contribute to the scope, who will approve the scope)

• 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 and processes 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 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.

In my experience I have rarely seen other PM’s create a formal Project Management Plan. I believe this is a mistake. 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.

The Project Plan Part 3a: The Organizational Change Management Plan – Roles & Responsibilities

Planning

Organizational Change Management is a structured approach to transitioning individuals, teams, and organizations from current state to a desired future state. People change management is the number one reasons why projects will either succeed or fail.

The Organizational Change Management Plan provides a framework to effectively lead your affected stakeholders through the changes that occur within a project. I will address this topic in four posts starting with this one (defining the roles and responsibilities). The topics for the remaining posts are :

• Preparing for Change

• Managing Change

• Reinforcing Change

Roles and Responsibilities

Defining the roles within the team and organization ensures that the team members understand their role in effecting the change within the organization. Use the table below to define the roles, describe the responsibilities and define the names of who will fill the role.

Role

Description/Responsibility

Name(s)

Executive Sponsor/ Change Champion

“Face” of the project communicating directly with employees and management

Participate actively and visibly throughout the project

Build a coalition of sponsorship and manage resistance – identify other Executives who will Champion the change

 

Change Management resource/Team

Formulate change management strategy – evaluate how big the change is and who will be impacted

Develop change management plan – determine what actions will be taken to enable moving people forward including a communication plan, sponsor roadmap, a coaching plan, training plan and resistance management plan

Execute plan with the other “doers” on the project

 

Change Agents (Middle managers and supervisors)

These are people that have influence in the organization that  can be an advocate for change

Communicator of the change – become well versed in the changes that are occurring and why so they can communicate the message to the employees

Coach – trained in how to help the employees through the change

Liaison between the employees and the change management/project team taking direction and providing feedback on the “buzz” in the organization

 

The Project Management Plan – Project Close

Planning

When you are managing a long-running project, your sponsoring business partners may start to feel you are a permanent part of their team. Since many projects have enhancements to make after the initial project is done, it is easy to get endlessly drawn into managing these enhancements as if they were part of the original project.

Your defense against this is to define the conditions of project close in your Project Management Plan. Here is a sample list of typical conditions:

  • The Project Objectives from the Project Charter have all been met
  • Contracts have been fulfilled and closed.
  • Lessons Learned have been documented and reviewed
  • Project Documents have all been stored in the project document repository
  • There are no critical open issues (there will always be some issues left over; as long as they are not critical, these can be handled by your post-implementation Support Model)

Be sure to include this section in your Project Management Plan and that your Project Sponsor is aware of and agrees to these conditions in advance.

The Project Management Plan – Procurement Management

Planning

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

Planning

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

Planning

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