Chap 4.2 Develop Project Management plan

Trainer: Anand BobadePMBOK 6th Edition, 2019, All rights reserved.
Develop Project
Management plan
Chapter 5 –
Project Integration Management
PMP SIXTH EDITION

PMBOK 6 - All rights reserved, 2019; By: Anand Bobade
Overview
Develop PMP Process definition
Develop PMP - ITTO
How to start developing PMP?
What is process tailoring?
What are different subsidiary plans?
What are project documents?
Review
4.2 Develop Project Management Plan

Integration Management processes
Develop Project
Charter
Develop Project
Management plan
Direct and Manage
Project work
Manage Knowledge
Monitor & Control
Project Work
Perform Integrated
change Control
Close Project or
phase
I P EE
MC CMC

Why?
What?
Who?When?
How?
Project
Sponsor
Develop Project Management Plan -> Overview
Purpose of the
plan:
Communicates intent of the
project
Serves as guide for PM’s
Provide project structure
Provides documentation
Provides baselines.

Project Management Plan
Project Approach
Baselines (Scope, Cost, Schedule)
Describes how project is executed ?
Describes how to Monitor & control
Describe how to manage changes after baseline?
Reporting structure, frequency etc.
How to manage & update PMP throughout the project
Other subsidiary plans
contains
PM prepares PMP
with the help of
stakeholders
PMP should be approved before project work begins.

Subsidiary plans:
Scope Management
Plan
Requirements
Management Plan
Schedule
Management plan
Cost Management
Plan
Quality
Management Plan
Resource
management Plan
Communication
Plan
Stakeholder
Engagement Plan
Risk Management
Plan
Procurement Plan

The PMP contains scope, schedule, and cost baselines, against
which the PM will need to report project performance.
Scope statement,
Work breakdown
structure (WBS),
and WBS dictionary
Scope baseline :
The agreed-upon
schedule, including
the start and end
dates, Milestones.
Schedule baseline:
The time-phased
cost budget
Cost baseline :

Deviations from baselines are often due to
incomplete risk identification and risk management.
How to handle a problem on a project? - Look at
your Project management plan to see how you
planned to handle such a problem.
• How work will be performed
Project Schedule
• Activities/ Milestones on
timeline
Both are Different

Subsidiary
Plans
The process of defining, preparing, coordinating &
integrating subsidiary plans.
It is a central document that defines the basis of all
project work & how work will be performed.
Develop Project Management Plan definition
Defining
Preparing Coordinating
Integrating

Develop Project Management Plan -> ITTO
Expert Judgment
Data Gathering
Interpersonal and team
skills
Meetings
Project Charter
Output from other
processes
Enterprise
environmental factors
Organizational process
assets
Project Management
plan
Inputs Tools & Techniques Outputs

Project Charter
Output from Other
Processes
EEF OPA
Develop Project Management plan -> Input

Project Charter
It acts as a starting point for initial planning
Purpose or
Justification
Measurable
objectives
High level
requirements
High level project
description
Project
Management
Plan
Scope
(Requirements)
Schedule Project Budget
Develop PMP -> Inputs -> Project charter
Input to develop
Summary
milestone
Summary budget
Stakeholder list
High level risks

Output from Other
Processes
Baselines & subsidiary plans, that are output from other planning processes are input to PMP.
Communication
Management plan
Scope
Management plan
Quality
Management plan
Develop PMP->Inputs->Output from other processes

Week1 Week2 Week3 Week4
Scope Management Plan
Collect Requirements
Schedule Management Plan
Develop Schedule
Cost Management Plan
Develop Budget
Note: Similar logic is applicable for all other subsidiary plans
Develop PMP->Inputs->Output from other processes
Scope, time & cost knowledge area’s all planning processes has to complete
to generate respective baselines, which will be incorporated in PMP.

Develop Project Management plan-> Tools and Techniques
Expert Judgment Data Gathering
Interpersonal
and team skills
Meetings

Expert Judgment
Tailor process
Develop component of Project management plans
Determine resources and skill levels
Determine tools & techniques to be used
Work prioritization
Develop PM plan-> T&T -> Expert Judgment
Technical expertise Quality management expertise
HR & Training Expertise Configuration Management expertise
Experts
Expertise should be considered from individuals or groups:

Data Gathering
Data gathering techniques:
Brainstorming Checklists Focus groups Interviews
Develop PM plan-> T&T -> Data Gathering

Brainstorming
To generate and collect Multiple ideas.
Frequently used to gather ideas & solutions about project approach.
Develop PM plan-> T&T -> Data Gathering -> Brainstorming
Project
Manager
Project team
member
SME
Other
Stakeholders
Brainstorming stages:
Problem Identification (Prior activity)
Idea Generation
Idea Selection (decision making)
Implementation (Post activity)

Checklists
It is a list of items you need to verify, check or inspect.
It can guides development of PMP.
It can help PM to verify all required information is included in the PMP.
Organizations have standard checklists.
PM can use checklists from the industry.
Develop PM plan-> T&T -> Data Gathering -> Checklists

Focus groups
Bring together prequalified stakeholders & SME’s.
Trained moderator develop a discussion by asking predefined questions.
Discussion can be about Project management approach, PMP Component integrations
Project
Manager
Sponsor
Management
Customer
Project Team
Develop PM plan-> T&T -> Data Gathering -> Focus groups
Pros
Has fix agenda
More structured
Cons
Trained Moderator required
Less control
Moderator

Interviews
Approach to elicit information from stakeholders by directly talking to them.
Spontaneous questions Useful to obtain specific information
Project participants
Sponsors
Functional Manag.
SME
Develop PM plan-> T&T -> Data Gathering -> Interviews
Project Management
plan

Interpersonal
and team skills
Interpersonal and team skills used while developing PMP includes:
Develop Project Management plan -> T&T -> Interpersonal and team skills
Conflict management Facilitation Meeting management
Conflict management
•Bring diverse
stakeholders in
alignment on all
aspects of PMP
Facilitation
•Ensure effective
participation
•Achieve mutual
understanding
•Achieve agreements
Meeting Management
•Ensure all meeting
are well planned &
executed.
•Agenda
•Each stakeholder
group representation
•Minutes of meeting

Meetings
In this process meeting are used to:
Discuss Project approach Determine how work will be executed
Establish how project will be monitored &
controlled
Planning meetings:
• Discuss the project approach
• Planning intent
• How work will happen
Kick-off Meetings:
• Communicate objectives
• Get/develop team commitment
• Explain Roles & responsibilities
• One team performs planning & execution.
• Kick-off happens the beginning of planning process group.
Small
projects:
• Project management team does majority of planning
• Remaining project team is on-board after completion of initial planning, at the start of
development or implementation
• Kick-off meeting takes place in the beginning executing PG.
Large
project:
Develop Project Management plan-> T&T ->Meetings
Multi phase
project:
Kick-off happens at
the beginning of
each phase

Project
Management plan
Develop Project Management plan-> Output

PMP
Describes how project will be executed, monitored , controlled & closed.
Integrates & consolidates all subsidiary plans & baselines.
PMP contents:
Project authorization
Project development approach(Predictive, Agile etc)
Life cycle Phases
Project Baselines (Scope, Schedule, Cost)
Subsidiary Plans
Process tailoring
Performance measurements (Integrating all baselines)
Management review points
Develop PMP -> Output -> Project Management Plan

Subsidiary plans of PMP:
Scope Management Plan:
• How scope will be defined, developed, monitored, controlled & validated.
Requirements Management Plan:
• How requirements will be analysed, documented & managed.
Schedule Management plan:
• Criteria & activities for developing, monitoring & controlling schedule.
Cost Management Plan:
• Describes how the project costs will be planned, structured, and controlled.
Quality Management Plan:
• Describes how organizations quality policies, methodologies & standards will
be implemented in the project.

Subsidiary plans of PMP:
Resource management Plan:
• Describes how project resources are categorized, allocated, managed &
released.
Communication Plan:
• Describes how communication will be planned, structured, implemented &
monitored for effectiveness.
Stakeholder Engagement Plan:
• Describes how various stakeholders will be engaged in decision making &
execution.
Risk Management Plan:
• Describes how risk management activities will be structured & performed.
Procurement Plan:
• How project team will acquire goods & services from outside organization.

Additional components of PMP:
Change Management Plan:
• How change request will be authorized & incorporated
Configuration Management:
• How information about items of the project will be
recorded & updated.
Performance measurement baselines:
• Integrated Scope, schedule & cost plan for the project to
measure & manage performance.

The PMP contains scope, schedule, and cost baselines, against
which the PM will need to report project performance.
Scope statement,
Work breakdown
structure (WBS),
and WBS dictionary
Scope baseline :
The agreed-upon
schedule, including
the start and end
dates, Milestones.
Schedule baseline:
The time-phased
cost budget
Cost baseline :

These documents are not part of PMP, however, they are necessary to manage project effectively.
Develop PMP -> Output -> PMP -> Project documents

why Project plan is required & what it contains.
Develop PMP Process definition
Develop PMP - ITTO
How to start developing PMP?
What is process tailoring?
What are different subsidiary plans?
What are baselines?
What are project documents?
Develop Project Management Plan -> Review

Chap 4.2 Develop Project Management plan

Chap 4.2 Develop Project Management plan

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Chap 4.2 Develop Project Management plan