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PMP Certification: A Beginner s Guide
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5 Create a procurement plan This plan will vary depending on organizational structure
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(for example, a centralized procurement department versus a decentralized procurement department, where the PM has more involvement and control)
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6 Develop the project budget, assumptions, exclusions, and the tracking and reporting
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plan Note that it is important to identify and document the type of estimate used (for example, order of magnitude or definitive)
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7 Obtain management commitment, a document of understanding (DOU), statement of
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work (SOW), or contractor (vendor/supplier) agreement for key resources to clearly state the work they are expected to perform
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8 Assign resources to the project and assign work packages from the WBS to specific
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team members (resource plan or resource assignment matrix [RAM])
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9 Approve project quality management processes and procedures, measurements and
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tracking format, and reporting frequency
10 Develop a baseline and obtain approval (baselining the plan means to establish a starting
point or a point of reference for comparing against for changes) Once these items are complete, as the PM you must provide clear direction and ongoing management of the project management plan It is all about planning the work and working the plan The plan also serves as a guide to how you are planning to manage the different aspects of the project
Case Study: Example of a Project Management Plan
In the case of the BEC (Budweiser Events Center), their project management plan is the Event Data Sheet, which is created by the Event Manager using a standard process and template that clearly defines how the project is to be managed down to the following items:
The schedule (including event date, setup date, sound check, and doors open times) Contacts (including promoter, tour manager, production contacts, operations manager, media/PR manager, box office, finance/HR, concessions, and catering) Box office information (including attendance/seating and ticket handling) Staff (number of supervisors, number of staff needed for each category sound/lights, runners, receptionists, cleaning, video, pyro shooter, and so on) First responders (local law enforcement, emergency medical, fire department)
4: Project Integration Management
Security (including parking lot, entrances, loading dock, and dressing rooms) Parking lot management Concessions/catering Setup (stadium seating, stage, tables, dressing rooms, and so on) Show production (trucks, buses, food/beverage, stagehand labor, and so on) Miscellaneous
The standard format and flow of the Event Data Sheet offers consistency in how events will be managed regardless of the type of event From the customer s point of view, the measure of success will be whether the project is completed on time, within budget, and at an acceptable level of quality
Develop Project Management Plan Inputs, Tools and Techniques, and Outputs
According to the PMBOK, inputs to the Develop Project Management Plan process are as follows:
Project charter Outputs from the previous planning processes Contract Enterprise environmental factors Organizational process assets
The tool and technique for this process is expert judgment, and the output is the actual project management plan Don t be fooled by the single tool and technique and output for this process, because the project management plan is essential to the success of the project and is a compilation of all the key components of the project The project management plan can be a fairly large document with many volumes or it can be small in size, depending on the complexity of the project The PM plan should be used to guide the execution of the project It will be the first place someone (such as a new team member or an auditor) goes to understand the project and how it is to be managed The copies/files should be date stamped and clearly marked with a version number so there is no confusion over which is the latest version to be used for reference by the PM and the team
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The project management plan should be used early and often throughout the project life cycle It should be a working document and readily available in a centrally located file cabinet or an electronic team room (such as a Wiki or SharePoint location) It is extremely important to keep the document up to date and accurate without multiple versions The rule of thumb is to keep the current and previous two (v-2) versions for reference
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