Finalizing Project Plan Components

The project plan isn't just about the work breakdown structure. The plan consists of many separate components that, when bundled together, say, "Here's what we're going to do in order to bring in the stipulated set of deliverables." The following is the list of components of the typical project plan. Note that these items aren't necessarily in a fixed order that's recognized throughout all of PM-dom. In smaller project, you might opt to not include some of the more esoteric items, but in most cases the items listed in the order listed represent a pretty comprehensive project plan.

Table of contents Begin your project plan with a table of contents (TOC) that says what the reader should expect to find inside.

Overview The overview is an executive summary of what the project ' s about. Don' t write in heavy detail here. Instead you' re striving to provide a 30,000-foot view of the project, written in nontechnical terms that stakeholders, executives, sponsors, and others can understand.

Sponsors Name the sponsor (or, if you have more than one, name them all and identify the executive sponsor).

Team members Next, provide a list of the team members who will be involved, indicating full- or part-time capacity and whether company employees or contractors. Requirements List again the requirements of the project. Scheduled tasks Attach your work breakdown structure (WBS) here. Expected resources State the non-human resources that you anticipate using. You can change this heading to Materials List or Expected Materials Utilization if appropriate. You can also designate any vendors in this section.

Environmental issues Here we' re not talking about the effect your project is going to have on the Arctic tundra or Costa Rican rainforests. This section is a discussion of the overall issues the project could anticipate running into, including the overall computing environment as well as the political, geographic, and integrated systems environments. Business requirements Describe the customer' s stated expectations. What business requirement or requirements is this project going to solve? You' l l want to fully develop the business requirements section, as this is the area that get the most attention from nontechnical people and will likely be the piece that authorizes the project. Managers aren't interested in the technical excitement of the project; they' re interested in how much better the project' s going to make their business run.

Implementation plans This is an executive overview of methodology by which you' l l perform the WBS. Include here your development, hardware installation, securing, configuration, testing, and other plans that you have developed for correct implementation of the WBS.

Support plans Talk about how the system will be supported once it' s rolled out. Training plans Just as with support plans, describe the way in which end users will be trained on the system.

Note The (WRS) part of exam objective 2.22 refers to a workflow representation system, a subset of cooperative workflow. Computer-supported cooperative work (CSCW) is the generic moniker given to this whole subject—one you' d study in the advanced stages of computer science school. The idea is that, with the world growing smaller each day, thanks to the Internet, we need a CSCW system that is able to go across language and computing platform barriers, so that individuals from anywhere in the world can work together. One of the outflows of such a hypothetical system would be a WRS describing how people do their work. For the purposes of the IT Project+ test, you don't have to worry about the WRS nomenclature—you won't be asked any questions about it. But it's interesting research reading. For more information, simply point your browser to a search engine and type in the string "cooperative workflow" or "CSCW". You'll get all the reading you ever needed on the subject.

Project Management Made Easy

Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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