4.1 Project Plan Development

Introduction

Project plan development uses the outputs of the other planning processes to create a consistent and coherent document that can be used to guide both project execution and project control.

It is used to:

Guide project execution.
Document project planning assumptions.
Document project planning decisions regarding alternatives chosen.
Facilitate communication among stakeholders.
Define key management reviews as to context, extent and timing.
Provide a baseline for progress measurement and project control.

4.1.1 Inputs

Other planning outputs
Historical information
Organizational policies
Constraints
Assumptions

4.1.2 Tools & Techniques

Project planning methodology
Stakeholder skills and knowledge
Project management information system

4.1.3 Outputs

Project plan
Supporting detail

4.1.1 Project Plan Development - Inputs

4.1.1.1 Other planning outputs

All of the outputs of the planning processes in the other knowledge areas are input to developing the project plan.

4.1.1.2 Historical information

Historical information should be used in verifying assumptions and assessing alternatives.

4.1.1.3 Organizational policies

Any of the organizations involved in the project may have formal and informal policies in the following areas:

quality management - process audits, continuous improvement targets
personnel administration - hiring and firing guidelines, performance reviews
financial controls - time reporting, expenditure reviews, account codes

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4.1.2 Project Plan Development - Tools and techniques

4.1.2.1 Project planning methodology

This includes any structured approach used to guide the project team and may include:

standard forms and templates
simulations
hard and soft tools

4.1.2.2 Stakeholder skills and knowledge

The project management team must create an environment in which stakeholders can contribute appropriately. On a construction project being done under a lumpsum contract the professional cost engineer will make a major contributionto the profitability objective during proposal preparation when the contract amount is being determined.

4.1.2.3 Project management information system (PMIS)

The PMIS consists of all the tools and techniquesused to gather, integrate and disseminate the outputs of the other project management processes. It is used to support all aspects of a project.

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4.1.3 Project Plan Development - Outputs

4.1.3.1 Project plan

The project plan is a formal, approved document used to manage and control project execution. It is also known as an integrated project plan and will change over time as more information becomes available.

The performance measurement baselines represent a management control that will generally only in response to an approved scope change.

The project plan normally includes:

project charter
description of project management approach
scope statement
WBS
cost estimates, scheduled start dates and responsibility assignments
performance measurements for schedule and cost
major milestones and targets for each
key or required staff
key risks, assumptions, constraints and planned responses
open issues and pending decisions

4.1.3.2 Supporting detail

This will include:

Outputs from planning processes that are not included in the project plan
Additional information or documentation
Technical documentation such as requirements, specifications and designs
Documentation of relevant standards

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