5.

0 Develop Project Management Plan

A process of defining, preparing, and coordinating all
subsidiary plans and integrating them into a comprehensive
project management plan.
Key benefit: A central document which defines the basis of
all project work.
This process consists of three essential elements which
include:
1. Inputs
2. Tools and Techniques
3. Outputs
• Project charter
• Outputs from
other processes Tools &
• Enterprise Techniques • Project
environmental
factors • Expert judgment management
• Facilitation plan
• Organizational
process assets techniques

Inputs Outputs
 Develop Project
Management
Plan

Project
management
plan

Direct and Monitor and Perform

Close Project or
Manage Project Control Project Integrated
Phase
Work Work Change Control
 5.1 Develop Project Management Plan: Inputs
I. Project Charter
 The complexity of the project determines the size of a particular project charter as well as the
information gained during this period.
 It should define the high-level boundaries of the project.
 The project manager utilizes it as the beginning point for initial planning.
II. Outputs from Other Processes
 These outputs are integrated for the purpose of developing the project management plan.
 Any baselines and subsidiary plans generated from other planning processes are taken as inputs
to this process.
 Besides, any manipulation to these documents may affect the corresponding project management
plan.
III. Enterprise Environmental Factors
 These factors which can affect the project management plan include:
• Governmental or industry standards
• Project management body of knowledge for vertical market and/or focus
area
• Project management information system
• Organizational structure, culture, management practices, and sustainability
• Infrastructure
• Personnel administration
IV. Organizational Process Assets
 These assets which can affect the project management plan include:
• Standardized guidelines, work instructions, proposal evaluation criteria, and
performance measurement criteria
• Project management plan template
 5.2Develop Project Management Plan: Tools and Techniques
I. Expert Judgment
 While developing the project management plan, it is employed to:
• Tailor the process to meet the project requirements
• Develop technical and management details to be included in the project
management plan
• Determine resources and skill levels required to conduct project work
• Define the level of configuration management to be applied onto the project
• Determine the appropriate project documents which are subjected to the
previous change control process
• Prioritize the work on the project to make sure the project resources are
distributed appropriately.
II. Facilitation Techniques
 Utilized to guide the development of the project management plan.
 5.3 Develop Project Management Plan: Outputs
Project Management Plan
 The document which explains the way how the project will be executed, monitored, and
controlled.
 It combines and unites all of the subsidiary plans and baselines generated from the planning
processes.
 Project baselines include:
• Scope baseline
• Schedule baseline
• Cost baseline
 Subsidiary plans include:
• Scope management plan
• Requirements management plan
• Schedule management plan
 • Process improvement plan
• Human resource management plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Stakeholder management plan
 The project management plan may also include:
• Life cycle selected for the project and each phase process
• Details of the tailoring decisions specified by the project management team
• Description of how work will be executed to achieve the project
goals/objectives
• Change management plan that documents how changes will be monitored and
controlled
• Configuration management plan that documents how configuration
management will be performed
 6.0 Direct and Manage Project Work
A process of guiding and conducting the work defined in the
project management plan and executing approved changes to
accomplish the project objectives.
Key benefit: Allow overall management of the project work.
Direct and Manage Project Work also needs review of the
impact of entire project changes and the execution of
approved changes:
• Corrective action
• Preventive action
• Defect repair
 Direct and Manage Project Work activities include:
• Carry out activities to achieve project objectives
• Generate project deliverables to connect the planned project work
• Supply, train and supervise the team members designated to the project
• Acquire, manage and utilize resources including materials, tools, equipment,
and facilities
• Apply the planned methods and standards
• Initiate and control project communication channels for both external and
internal to the project team
• Create work performance data
• Provide change requests and performing approved changes into the project
scope, plans and environment
• Control risks and perform risk response activities
• Handle sellers and suppliers
• Handle stakeholders and their engagement
• Gather and document lessons learned and execute approved process
improvement activities
• Project management
plan
• Approved change Tools & • Deliverables
requests • Work performance
• Enterprise Techniques date
environmental • Change requests
factors • Expert judgment
• Project management
• Organizational • Project management plan updates
process assets information system
• Project documents
• Meetings updates

Inputs
Outputs
[Adopted from the source link: https://learning.oreilly.com/library/view/a-guide-
 6.1 Direct and Manage Project Work: Inputs
I. Project Management Plan
 It consists of subsidiary plans involving all aspects of the project. These plans include:
• Scope management plan
• Requirements management plan
• Schedule management plan
• Cost management plan
• Stakeholder management plan
II. Approved Change Requests
 An output of the Perform Integrated Change Control process together with the requests
approved and executed by the change control board (CCB)
 May be a corrective action, preventive action, or a defect repair
 Managed and performed by the project team
III. Enterprise Environmental Factors
 These factors which can affect the Direct and Manage Project Work include:
• Organizational, company, or customer culture and structure of the sponsor
companies
• Infrastructure
• Personnel administration
• Stakeholder risk tolerances
• Project management information system
IV. Organizational Process Assets
 These assets which can affect the Direct and Manage Project Work include:
• Standardized guidelines and work instructions
• Communication requirements
• Problem and flaw management procedures
 6.2Direct and Manage Project Work: Tools and Techniques
I. Expert Judgment
 It is utilized to evaluate the inputs required to guide and control implementation of the project
management plan.
 These judgment and skill are employed by the project manager and his or her team for all
technical and management details during this process.
 Extra skill can also be provided from many authority such as:
• Other units within the organization
• Consultants and other subject matter experts
• Stakeholders, including customers, suppliers, or sponsors
• Professional and technical associations
II. Project Management Information System
 Part of the environmental factors which allows access to tools like a scheduling tool, work
authorization system, configuration management system, information collection and distribution
III. Meetings
 Consider and bring out relevant topics of the project while guiding and supervising project work.
Attendees: Project manager, Project team and relevant Stakeholders.
 There are three types of meetings:
1. Information exchange
2. Brainstorming, option evaluation, or design
3. Decision making
 Prepared with a well-defined agenda, purpose, objective, and time frame and suitably
documented with meeting minutes and action items.
 Minutes should be kept as specified in the project management plan.
More productive and successful if all participants can gather and discuss in the
same location.
 Virtual meetings can be conducted with the utilization of audio and/or video conferencing tools
but with the need of extra arrangement and company to attain the similar effectiveness of a face-
to-face meeting.
 6.3 Direct and Manage Project Work: Outputs
I. Deliverables
 Any special and accurate product, result or capability to carry out a service which is needed to be
generated to finish a particular process, phase, or project.
Typically tangible components finished to match with the project objectives and
can take in elements of the project management plan.
II. Work Performance Data
 The sole observations and measurements obtained during certain tasks being taken to conduct
the project work.
 Data is gained through work implementation and proceeded to the controlling processes for
additional analysis.
 Examples: Work, key performance indicators, technical performance measures, start and end
dates of planned tasks. Number of change requests, number of flaws, actual costs and actual
durations.
III. Change Requests
 A formal proposal to alter any document, deliverable, or baseline.
 The changes caused by an authorized change request may alter other parts of the project
management plan.
 It is submitted when problems are discovered during project work and eventually change project
policies or procedures, project scope, project cost or budget, project schedule, or project quality.
 Preventive or corrective actions required for preventing negative consequence after the project.
 It can be direct or indirect, externally or internally conducted, and may involve:
• Corrective action
• Preventive action
• Defect repair
• Updates
IV. Project Management Plan Updates
 Updates may be done towards elements of the project management plan such as:
• Scope management plan
• Requirements management plan
• Schedule management plan
• Cost management plan
• Quality management plan
• Process improvement plan
• Human resource management plan
• Communications management plan
• Risk management plan
• Procurement management plan
• Stakeholder management plan
• Project baselines
V. Project Documents Updates
 Project documents that may be receiving updates include:
 7.0 Monitor and Control Project Work
A process of tracking, assessing, and reporting the
progress to achieve the performance objectives
designated in the project management plan.
Key benefit: Allow stakeholders to understand the
current state of the project, the procedures taken,
budget, schedule, and scope forecasts.
Monitoring literally includes collecting, measuring, and
distributing performance information, and evaluating
measurements and trends to effect process
advancements.
 The Monitor and Control Project Work process is concerned with:
• Comparing exact project performance against the project management plan
• Evaluating performance to identify whether any corrective or preventive
actions are specified, and then suggesting those actions as necessary
• Recognizing new risks and investigating, tracking, and monitoring existing
project risks to ensure that the risks are determined, status reported, and the
proper risk response plans are being implemented
• Keeping an accurate, opportune information base regarding the project’s
product and their corresponding documentation through project realization
• Providing information to support status reporting, progress measurement, and
forecasting
• Supplying forecasts to update latest cost and schedule information
• Monitoring application of validated changes
• Providing proper reporting on project progress and status to program
management when the project is part of an overall program
• Project
management plan
• Schedule forecasts
• Cost forecasts
• Validated changes Tools & • Change requests
• Work performance
• Work performance
information
Techniques reports
• Enterprise • Project management
• Expert judgment plan updates
environmental
factors • Analytical • Project documents
techniques updates
• Organizational
process assets • Project management
information system
• Meetings Outputs
Inputs
[Adopted from the source link: https://learning.oreilly.com/library/view/a-guide-
 7.1: Monitor and Control Project Work: Inputs
I. Project Management Plan
 It involves observing all aspects of the project. Subsidiary (additional) plans within the project
management plan make up the basis for managing the project. These plans and baselines include
the ones as mentioned in Section 5.3.
II. Schedule Forecasts
 Derived from progress against the schedule baseline and computed time estimate to complete
(ETC).
 This is typically expressed in terms of schedule variance (SV) and schedule performance index
(SPI).
 Variances against the planned finish dates and forecasted finish dates are given for projects not
utilizing earned value management.
 The forecasts may be utilized to identify if the project is still within defined tolerance ranges and
determine any necessary change requests.
III. Cost Forecasts
 Derived from progress against the cost baseline and computed ETC.
 This is typically expressed in terms of cost variance (CV) and cost performance index (CPI).
An estimate at completion (EAC) can be compared to the budget at completion (BAC)
to determine whether the project is within tolerance ranges or if change request is required.
Variances against the planned versus exact expenditures and forecasted final costs are
given for projects not utilizing earned value management.
IV. Validated Changes
 Authorized changes which result from the Perform Integrated Change Control process need validation
to make sure the change was properly executed.
Validated change provides the essential data to confirm its proper implementation.
V. Work Performance Information
 Performance data gained from several controlling processes, analyzed in context, and integrated based
on relationships across areas.
 Work performance data has been transformed into work performance information.
V. Work Performance Information
 Data in itself cannot be utilized in the decision-making process as it does not convey meaning.
Work performance information is correlated and gives a solid foundation for
project decisions.
 It is circulated through communication processes with examples such as status of deliverables,
implementation status for change requests, and forecasted estimates to complete.
VI.Enterprise Environmental Factors
 These factors which can affect the Monitor and Control Project Work process include:
• Governmental or industry standards
• Organization work authorization systems
• Stakeholder risk tolerances
• Project management information system

VII.Organizational Process Assets

 The assets which can affect the Monitor and Control Project Work process include:
• Organizational communication requirements
• Financial controls procedures
 7.2Monitor and Control Project Work: Tools and Techniques
I. Expert Judgment
 It is utilized to understand the information generated by the monitor and control processes.
 The project manager decides the actions needed to assure that project performance fulfill
expectations.
II. Analytical Techniques
 Applied in project management to forecast potential results according to feasible variations of
project or environmental variables and their relationships with other variables.
 Examples of analytical techniques applied in projects include:
• Regression analysis
• Grouping methods
• Casual analysis
• Root cause analysis
• Forecasting methods
• Variance analysis
III. Project Management Information System
 Part of enterprise environmental factors which gives access to automated tools such as
scheduling, cost, and resourcing tools, performance indicators, databases, project records, and
financials utilized during this process.
IV. Meetings
 May be face-to-face, virtual, formal, or informal.
 May include project team members, stakeholders, and other relevant project.
 Types: User groups & review meetings
 7.3 Monitor and Control Project Work: Outputs
I. Change Requests
 Issued to develop, modify, or minimize project scope, product scope, or quality requirements and
schedule or cost baselines.
May involve the collection and documentation of new requirements.
 Changes can affect the project management plan, documents, or product deliverables.
Changes which meet the project’s change control criteria should go through the
integrated change control process established for the project.
Changes may involve corrective action, preventive action, and defect repair.
II. Work Performance Reports
 The physical or electronic representation of work performance information compiled in project
documents with the purpose to make decisions, actions, or awareness.
 A physical or electronic representation in the form of project documents is needed so as to
record, store, and distribute work performance information.
 A subset of project documents with intention of generating awareness and making decisions or
actions.
II. Work Performance Reports
 Unique work performance metrics may be determined at the beginning of the project with the
inclusion of normal work performance reports provided to key stakeholders.
 Examples: Status reports, memos, justifications, information notes, recommendations, and
updates.
III. Project Management Plan Updates
 Changes determined in this process may influence the overall project management plan.
 The processed changes can then result in project management plan updates.
 There are several project management plan elements which may be updated such as:
• Scope/ Requirements/ Schedule/ Cost/ Quality management plan
• Scope/ Schedule/ Cost baseline
IV. Project Documents Updates
 Project documents which may be updated include schedule and cost forecasts, work performance
reports and issue log.
 8.0 Perform Integrated Change Control
A process of reviewing all change requests; approving changes and
managing changes to deliverables, organizational process assets, project
documents, project management plan, and communicating their
placement.
Key benefit: Allow documented changes within the project to be taken
in an integrated manner while minimizing project risk that often caused
by changes made without considering final project objectives or plans.
 The Perform Integrated Change Control process is carried out from
project inception through completion.
 The project management plan, the project scope statement, and other
deliverables are kept carefully and managing changes continuously in
order to ensure that only accepted changes are taken into a revised
baseline.
 The Perform Integrated Change Control process includes a change control board
(CCB) which is a formally chartered group accountable for reviewing, accessing,
authorizing, delaying, or rejecting changes to the project, and for recording and
communicating such decisions.
 Authorized change requests need new or revised cost estimates, activity sequences,
schedule dates, resource requirements, and analysis of risk response alternatives
and these changes usually need amendments to the project management plan and
other project documents.
 Certain change requests may require approval from customer or sponsor after CCB
approval.
 Configuration control is emphasized on the description of both deliverables and
the processes, whereas; change control is emphasized on determining,
documenting, and accepting or rejecting changes to the project documents,
deliverables, or baselines.
 Several configuration management activities involved in this process include:
• Configuration identification
• Configuration status accounting
• Configuration verification and audit
• Project
management plan
• Work performance
reports • Approved change
• Change requests Tools & requests
• Enterprise Techniques • Change log
• Project management
environmental
factors • Expert judgment plan updates
• Organizational • Meetings • Project documents
process assets • Change control tools updates

Inputs Outputs
[Adopted from the source link: https://learning.oreilly.com/library/view/a-guide-
 8.1: Perform Integrated Change Control: Inputs
I. Project Management Plan
 Elements of the project management plan which may be utilized include:
• Scope management plan
• Scope baseline
• Change management plan
Changes are recorded and updated within the project management plan as part
of the change and configuration management processes.
II. Work Performance Reports
 Work performance reports of certain interest to this process are resource availability, schedule
and cost data, and earned value management (EVM) reports, burn-up or burn-down charts.
III. Change Requests
 All Monitoring and Controlling processes and Implementing processes generate change requests
as an output.
IV. Enterprise Environmental Factors
 There is only one factor which can affect the Perform Integrated Change Control process - project
management information system.
 The project management information system may involve: scheduling software tool, configuration
management system, information collection and distribution system, or web interfaces to other online
automated systems.
V. Organizational Process Assets
 The organizational process assets which can affect this process are as follows:
• Change control procedures
• Steps for approving and issuing change authorizations
• Process measurement database utilized to gather and generate available
measurement data on processes and products.
• Project documents
• Configuration management knowledge base
 8.2Perform Integrated Change Control: Tools and Techniques
I. Expert Judgment
 Stakeholders may be requested to supply their skills and join the change control board (CCB)
aside from the project management team’s expert.
Several sources may be given during the application of judgment and skills to
any technical and management details, for example: consultants, stakeholders,
professional and technical associations, industry groups, subject matter experts
(SMEs) and project management office (PMO).
II. Meetings
 Referred to as change control meetings.
 CCB may also observe configuration management activities. The roles and responsibilities of
these boards are obviously determined and approved upon by relevant stakeholders and recorded
in the change management plan.
III. Change Control Tools
 Manual or automated tools may be utilized to facilitate configuration and change management.
 Tools are chosen according to the requirements of the project stakeholders and utilized to
 8.3 Perform Integrated Change Control: Outputs
I. Approved Change Requests
 Change requests are processed based on the change control system.
Accepted change requests will be executed through the Direct and Manage
Project Work process.
 The arrangement of entire change requests with both opposite approval status will be updated in
the change log as partial updated to project documents.
II. Change Log
 It is utilized to record changes which appear during a particular project.
 These changes and their effects to the project are explained to the suitable stakeholders in terms
of time, cost and risk.
 Rejected change requests are also kept in the change log.
III. Project Management Plan Updates
Possible updated elements of the plan include:
• Any subsidiary plans
• Baselines which are subjected to the formal change control process
 Changes to baseline should only demonstrate the changes from the current
time forward. Previous performance may not be altered so as to protects
the integrity of the baselines and the historical data of the past
performance.
IV. Project Documents Updates
 Project documents that may be updated in this process include all documents
designated as being subjected to the project’s formal change control process.
 9.0 Close Project or Phase
A process of concluding all activities across all of the
Project Management Process Group to formally finalize
the project or phase.
Key benefit: Allow lessons discovered and learned, the
official ending of project task, and the release of
company’s resources to undertake new attempts.
The project manager looks through entire prior
information from the past phase closures to make sure
that all project task is finished with the aims achieved.
 The project manager will review the scope baseline to confirm the completion
before making the project closed since project scope is evaluated against the
project management plan.
 This process also initiates the steps to analyze and record the reasons for actions
carried out if a project is closed before completion.
 All the relevant stakeholders in the process are required to be involved for the
success of this process.
 All planned activities essential for administrative closure of the project or phase,
including sequential methodologies which direct:
• Actions and activities that are vital to fulfill completion or exit criteria for the
phase or project
• Actions and activities necessary to transmit the project’s products, services, or
results to the next phase or to production and/or operations
• Activities required to collect project or phase records, assess project success or
failure, collect lessons learned and file project information for future
utilization.
• Project management
plan Tools & • Final product,
service, or result
• Accepted
deliverables
Techniques transition
• Organizational
• Organizational • Expert judgment process assets
process assets • Analytical updates
techniques
• Meetings
Inputs Outputs
[Adopted from the source link: https://learning.oreilly.com/library/view/a-guide-
 9.1: Close Project or Phase: Inputs
I. Project Management Plan
 The project management plan becomes the agreement between the project manager and project
sponsor, determining what makes up project completion.
II. Accepted Deliverables
 This may involve authorized product specifications, delivery receipts, and work performance
documents. Incomplete and temporary deliverables may also be included for phased or
abandoned projects.
III. Organizational Process Assets
 The organizational process assets which can affect this process include:
• Project or phase closure guidelines or requirements
• Historical information and lessons learned knowledge base
 9.2 Close Project or Phase: Tools and Techniques
I. Expert Judgment
 This is applied when performing administrative closure activities. These experts make sure that
the project or phase closure is executed to the appropriate standards.
Expertise is accessible from many sources such as:
• Other project managers within the organization
• Project management office (PMO)
• Professional and technical associations
II. Analytical Techniques
 Example of analytical techniques utilized in project closeout include:
• Regression analysis
• Trend analysis
III. Meetings
 May be face-to-face, virtual, formal, or informal.
 9.3 Close Project or Phase: Outputs
I. Final Product, Service, or Result Transition
 Refer to the change of the final product, service, or result in which project was approved to
produce.
II. Organization Process Assets Updates
 The organization process assets which are updated through the Close Project or Phase process
include:
• Project files
• Project or phase closure documents
• Historical information