Develop Project Management Plan

The process of documenting the action necessary to define, prepare, integrate and coordinat all subsidary plans. The project management plan defines how the project is executed, monitored, conrolled and closed. The project management plan content will vary depending upon the application area and complexity of the project. The project management plan is developed through a series of integrated processes until project closure. Inputs: Project Charter:

The process of developing a document that formally authorizes a project or phase. The approved project charter formally initiates the project. A project manager is identified as early in the project. Project charter provides the project manager with the authority to apply resources to project activities. Project charter documents the initial requirements that satisfy the stakeholder’s needs and requirements. Key project stakeholders should sign the project charter to acknowledge agreement on the need and intent of the project. Projects are authorized by someone external to the project such as sponsor or PMO. Initiator will create the project charter. Outputs from Planning Process: Outputs from many of the planning processes are integrated to create the project management plan. Any baseline and subsidairy management plan that are an output from other planning processes are inputs to this process. Enterprise Environmental Factor: The enterprise environmental factors that can influence the develop project management plan process include but are not limited to: Ø  Govermental or industry standards Ø  Project management information systems Ø  Organizational structures and culture Ø  Infrastructure Ø  Personal administration Organizational Process Assets: The organizational process assets that can influence the develop project management plan process include but are not limited to: Ø  Standard guidelines, work instruction, proposal evaluation criteria and performance measurement criteria. Ø  Project management plan template Ø  Change control procedures including the steps by which policies plan or any project document will be modified Ø  Project files from past projects Ø  Historical information and lesson learned knowledge base Ø  Configuration management knowledge base containing the versions and compnay policies, procedures and any project documents. Tools and Techniques: Expert Judgment: When developing the project management plan, expert judgment is utilized to Ø  Meet the project needs Ø  Develop technical and management details Ø  Determine resource and skills level Ø  Define the level of configuration management Ø  Determine which project document will be submitted to change control process. Outputs: Project Management Plan: The project management plan integrates and consolidates all subsidiary management plan includes but not limited to: Ø  The life cycle selected for the project and processes Ø  Project management process selected by the project management team, level of implementation of each selected process and description of the tools and techniques Ø  How work will be executed to accomplish the project objectives Ø  How changes will be monitored and controlled in change management plan                           Ø  How configuration management plan will be performed Ø  How integrity of the performance measurement baselines will be maintained Ø  Communication among stakeholders Ø  Key management reviews for context and decision pending Subsidiary plan includes but not limited to Ø  Scope management plan Ø  Requirements management plan Ø  Schedule management plan Ø  Cost management plan Ø  Quality management plan Ø  Process improvement plan Ø  Human resource plan Ø  Communications management plan Ø  Risk management plan Ø  Procurement management plan