What outputs are
expected of a project management plan? When is it appropriate to make
assumptions in project management planning? When is it necessary to solicit
input from a subject matter expert during project management planning?
As PMBOK is at pains to point out, the project management plan
is progressively collaborated, this means that throughout the project
is constantly developed, refined, replant and updated. The project management plan
represents the aggregation of all the other planning outputs, and so it
cannot be completed in the first place until after all of the component
plans that make up its constitution had been created.
This process, and hence the project management plan itself, is first created within the planning process
group and its contents baselined after approval. The term ‘progressive
elaboration’ means that the approved plan is constantly updated and
refined but in a controlled manner.
It is also a mistake to assume that the project plan is developed at one point in time. In truth, although it is an output within the executing process group, and forms part of the integration knowledge area, it relies on outputs from the quality, human resource, communications, risk, and procurement knowledge areas to be fully assembled for the first time.
Since the project management plan consists of many other major
planning outputs it can only be assembled after such component plans
have been created.
The project management plan represents 15 component plans which are aggregated together to become the project plan itself.
The inputs reference information needed to develop the project management plan are the project charter,
the other 15 component plans as mentioned above, the enterprise
environmental factors and organisational process assets.
May 28th, 2015
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