1. Change management plan

The change management plan defines the process for managing change on the project. It provides the direction for managing the change control process and documents

the formal change control board (CCB)

2. Configuration management plan

The configuration management plan defines those items that are configurable, those items that require formal change control, and the process for controlling changes to

such items.

Configuration management activities included in the Perform Integrated Change Control process are

Configuration identification. Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified,

products and documents are labelled, changes are managed, and accountability is maintained.

Configuration status accounting. Information is recorded and reported as to when appropriate data about the configuration item should be provided. This information

includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes.

Configuration verification and audit. Configuration verification and configuration audits ensure the composition of a project’s configuration items is correct and that

corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures the functional requirements defined in the configuration

documentation have been met.

3. Scope Management Plan

Components

• Process for preparing a detailed project scope statement;

• Process that enables the creation of the WBS from the detailed project scope statement;

• Process that establishes how the WBS will be maintained and approved;

• Process that specifies how formal acceptance of the completed project deliverables will be obtained; and

• Process to control how requests for changes to the detailed project scope statement will be processed. This process is directly linked to the Perform Integrated

Change Control process

4. Requirements Management Plan

Phase-to-phase relationship strongly influences how requirements are managed. The most effective relationship approach for the project is documented this in the

requirements management plan. Many of the requirements management plan components are based on that relationship.

Components

• How requirements activities will be planned, tracked, and reported;

• Configuration management activities such as: how changes to the product will be initiated, how impacts will be analyzed, how they will be traced, tracked, and

reported, as well as the authorization levels required to approve these changes;

• Requirements prioritization process;

• Product metrics that will be used and the rationale for using them; and

• Traceability structure to reflect which requirement attributes will be captured on the traceability matrix.

5. Scope Baseline

SB/L = (SS+WBS+WBS.Dic)

Approved version* of a scope statement, WBS, and WBS dictionary.

• Project scope statement

Description of the project scope, major deliverables, assumptions, and constraints

• WBS

The WBS is a hierarchical decomposition of the total scope of work to be carried out to create the deliverables. Each descending level of the WBS represents an increasingly

detailed definition of the project work. The WBS is finalized by assigning each work package to a control account and establishing a unique identifier for that work package

from a code of accounts. These identifiers provide a structure for hierarchical summation of costs, schedule, and resource information. A control account is a management

control point where scope, budget, actual cost, and schedule are integrated and compared to the earned value for performance measurement. Control accounts are placed

at selected management points in the WBS. Each control account may include one or more work packages, but each of the work packages should be associated with only

one control account. A control account may include one or more planning packages. A planning package is a work breakdown structure component below the control

account with known work content but without detailed schedule activities.

• WBS dictionary

Provides detailed deliverable, activity, and scheduling information about each component in the WBS

The WBS dictionary is a document that supports the WBS.

Information in the WBS dictionary

• Code of account identifier

• Description of work

• Assumptions and constraints

• Responsible organization

• Schedule milestones

• Associated schedule activities

• Resources required

• Cost estimates,

• Quality requirements

• Acceptance criteria

• Technical references

• Agreement information

6. Schedule Management Plan

The schedule management plan can establish the following:

• Project schedule model development. The scheduling method and the scheduling tool to be used in the development of the project schedule model

• Level of accuracy. The acceptable range used in determining realistic activity duration estimates is specified and may include an amount for contingencies.

• Units of measure. Each unit used in measurements (such as staff hours, staff days, or weeks for time measures, or meters, litres, tons, kilometres, or cubic yards for

quantity measures) for each of the resources.

• Organizational procedures links. The WBS) provides the framework, allowing for consistency with the estimates. The WBS component used for the accounting is

called the control account. Each control account is assigned a unique code or account number

• Project schedule model maintenance. The process used to update the status and record progress of the project in the schedule model during the execution of the

project

• Control thresholds Variance thresholds for monitoring performance may be specified to indicate an agreed-upon amount of variation to be allowed before some

action needs to be taken. Thresholds are typically expressed as percentage deviations from the parameters established in the baseline plan.

• Rules of performance measurement. Earned value management (EVM) rules or other physical measurement rules of performance measurement are set. For

example, the schedule management plan may specify:

• Rules for establishing percent complete**

• Control accounts

• Earned value measurement techniques

• Schedule performance measurements such as schedule variance (SV) and schedule performance index (SPI)

• Reporting formats. The formats and frequency for the various schedule reports

• Process descriptions. Descriptions of each of the schedule management processes

7. Schedule Baseline

A schedule baseline is the approved version of a schedule model

It is accepted and approved by the appropriate stakeholders as the schedule baseline with baseline start dates and baseline finish dates. During monitoring and controlling,

the approved baseline dates are compared to the actual start and finish dates to determine whether variances have occurred.

8. Cost Management Plan

Cost management plan can establish the following:

• Units of measure.

• Level of precision. The degree to which activity cost estimates will be rounded up or down

• Level of accuracy.

• Organizational procedures links.

• Control thresholds.

• Rules of performance measurement. EAC,ETC

• Reporting formats.

• Process descriptions.

• Additional details.

• Description of strategic funding choices,

• Procedure to account for fluctuations in currency exchange rates, and

• Procedure for project cost recording

9. Cost Baseline

The cost baseline is the approved version of the time-phased project budget, excluding any management reserves*

It is developed as a summation of the approved budgets for the different schedule activities.

Activity cost estimates for the various project activities along with any contingency reserves for these activities are aggregated into their associated work package costs. The

work package cost estimates, along with any contingency reserves estimated for the work packages, are aggregated into control accounts. The summation of the control

accounts make up the cost baseline. Since the cost estimates that make up the cost baseline are directly tied to the schedule activities, this enables a time-phased view of

the cost baseline, which is typically displayed in the form of an S-curve

Management reserves are added to the cost baseline to produce the project budget. As changes warranting the use of management reserves arise, the change control

process is used to obtain approval to move the applicable management reserve funds into the cost baseline.

10. Quality Management Plan

Describes how the organization’s quality policies will be implemented.

The quality management plan should be reviewed early in the project to ensure that decisions are based on accurate information. The benefits of this review can include a

sharper focus on the project’s value proposition and reductions in costs and in the frequency of schedule overruns that were caused by rework.

11. Process Improvement Plan

The process improvement plan is a subsidiary or component of the project management plan. It details the steps for analyzing project management and product

development processes to identify activities that enhance their value. Areas to consider include:

• Process boundaries. Describe the purpose of the process, the start and end of the process, its inputs and outputs, the process owner, and the stakeholders of the

process.

• Process configuration. Provides a graphic depiction of processes, with interfaces identified, and used to facilitate analysis.

• Process metrics. Along with control limits, allows analysis of process efficiency.

• Targets for improved performance. Guide the process improvement activities

12. HR Management Plan

The HR management plan includes

Roles and responsibilities.

• Role. The function assigned to a person in the project. Examples of project roles are civil engineer, business analyst, and testing coordinator. Contains Role

clarity concerning authority, responsibilities, and boundaries

• Authority. The right to apply project resources, make decisions, sign approvals and accept deliverables. Team members operate best when their individual

levels of authority match their individual responsibilities.

• Responsibility. The assigned duties and work that a project team member is expected to perform

• Competency. The skill and capacity required to complete activities. If project team members do not possess required competencies, , proactive responses such

as training, hiring, schedule changes, or scope changes are initiated.

Project organization charts. A project organization chart is a graphic display of project team members and their reporting relationships.

Staffing management plan. Component of the human resource management plan that describes when and how project team members will be acquired and how

long they will be needed. It describes how human resource requirements will be met. It includes

Staff acquisition: it has data regarding

Whether Human resources come from internal or from external, contracted sources;

whether the team members need to work in a central location or may work from distant locations;

costs associated with each level of expertise

Level of assistance that the human resource department and functional managers are able to provide to the project management team.

Resource calendars: Calendars that identify the working days and shifts on which each specific resource is available. The staffing management plan

describes time when acquisition activities such as recruiting should start. One tool for charting human resources is a resource histogram, a visual

representation or resources allocation to all interested parties The chart can include a horizontal line that represents the maximum number of

hours available from a particular resource. Bars that extend beyond the maximum available hours identify the need for a resource optimization

strategy, such as crashing or fast tracking.

Staff release plan: Determining the method and timing of releasing team members benefits both the project and team members. When team

members are released from a project, the costs associated with those resources are no longer charged to the project, thus reducing project costs.

Morale is improved when smooth transitions to upcoming projects are already planned. A staff release plan also helps mitigate human resource

risks that may occur during or at the end of a project.

Training needs. If team members assigned doesn’t have the required competencies, a training plan can be developed. The plan can also include

ways to help team members obtain certifications.

Recognition and rewards. Criteria for rewards and planned system for their use. They should be based on activities and performance under a

person’s control. Culture effects Recognition and rewards,

Compliance. The staffing management plan can include strategies for complying with applicable government regulations, union contracts, and

other established human resource policies.

Safety. Policies and procedures that protect team members from safety hazards can be included in the staffing management plan as well as in the

risk register.

13. Communications Management Plan

The plan contains the following information:

• Stakeholder communication requirements;

• Information to be communicated, including language, format, content, and level of detail;

• Reason for the distribution of that information;

• Time frame and frequency for the distribution of required information and receipt of acknowledgment or response, if applicable;

• Person responsible for communicating the information;

• Person responsible for authorizing release of confidential information;

• Person or groups who will receive the information;

• Methods or technologies used to convey the information, such as memos, e-mail, and/or press releases;

• Resources allocated for communication activities, including time and budget;

• Escalation process identifying time frames and the management chain for escalation of issues that cannot be resolved at a lower level;

• Method for updating and refining the communications management plan as the project progresses and develops;

• Glossary of common terminology;

• Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of reports, meeting plans, etc.;

• Communication constraints usually derived from a specific legislation or regulation, technology, and organizational policies, etc.

14. Risk Management Plan

The risk management plan is a component of the project management plan and describes how risk management activities will be structured and performed. The risk

management plan includes the following:

• Methodology. Defines the approaches, tools, and data sources that will be used

• Roles and responsibilities. Defines the lead, support, and risk management team members and clarifies their responsibilities

• Budget. Estimates funds needed for inclusion in the cost baseline and establishes protocols for application of contingency and management reserves.

• Timing. Defines when and how often the risk management processes will be performed throughout the project life cycle, establishes protocols for application

of schedule contingency reserves, and establishes risk management activities for inclusion in the project schedule.

• Risk categories. Provide a means for grouping potential causes of risk. A risk breakdown structure (RBS) helps the project team to look at many sources from

which project risk may arise in a risk identification exercise. Different RBS structures will be appropriate for different types of projects.

• Definitions of risk probability and impact. The quality and credibility of the risk analysis requires that different levels of risk probability and impact be defined

that are specific to the project context. General definitions of probability levels and impact levels are tailored to the individual project during the Plan Risk

Management process for use in subsequent processes.

• Probability and impact matrix. A probability and impact matrix is a grid for mapping the probability of each risk occurrence and its impact on project objectives

if that risk occurs. Risks are prioritized according to their potential implications for having an effect on the project’s objectives. A typical approach to prioritizing

risks is to use a look-up table or a probability and impact matrix. The specific combinations of probability and impact that lead to a risk being rated as “high,”

“moderate,” or “low” importances are usually set by the organization.

• Revised stakeholders’ tolerances. Stakeholders’ tolerances may be revised in the Plan Risk Management process.

• Reporting formats. Reporting formats define how the outcomes of the risk management process will be documented, analyzed, and communicated. It

describes the content and format of the risk register as well as any other risk reports required.

• Tracking. Tracking documents how risk activities will be recorded and how risk management processes will be audited.

15. Procurement Management Plan

The procurement management plan is a component of the project management plan that describes how a project team will acquire goods and services from outside the

performing organization. It describes how the procurement processes will be managed from developing procurement documents through contract closure. The

procurement management plan can include guidance for:

• Types of contracts to be used (Fixed, Cost-plus, Time & Material)

• Risk management issues

• Whether independent estimates will be used and whether they are needed as evaluation criteria

• Actions the project management team can take unilaterally, if the organization has a prescribed purchasing department

• Standardized procurement documents

• Managing multiple suppliers

• Coordinating procurement with other project aspects, such as scheduling and performance reporting;

• Any constraints and assumptions that could affect planned procurements

• Handling the long lead times to purchase certain items and coordinating the extra time needed with the project schedule development

• Handling the make-or-buy decisions and linking them into the Estimate Activity Resources and Develop Schedule processes

• Setting the scheduled dates in each contract for the contract deliverables and coordinating with the schedule development and control process

• Identifying requirements for performance bonds or insurance contracts to mitigate some forms of project risk

• Establishing the direction to be provided to the sellers on developing and maintaining a work breakdown structure (WBS)

• Establishing the form and format to be used for the procurement/contract statements of work

• Identifying prequalified sellers

• Procurement metrics to be used to manage contracts and evaluate sellers.

16. Stakeholder Management Plan

The stakeholder management plan is a component of the project management plan and identifies the management strategies required to effectively engage stakeholders.

In addition to the data gathered in the stakeholder register, the stakeholder management plan often provides:

• Current and Desired engagement levels of key stakeholders

• Scope and impact of change to stakeholders

• Identified interrelationships and potential overlap between stakeholders

• Stakeholder communication requirements for the current project phase

• Information to be distributed to stakeholders, including language, format, content, and level of detail

• Reason for the distribution of that information and the expected impact to stakeholder engagement;

• Time frame and frequency for the distribution of required information to stakeholders

• Method for updating and refining the stakeholder management plan