The first process in the Planning process group is the Develop Project Management Plan process. It's first for good reason. This process is part of the Integration Management Knowledge Area and is concerned with defining, coordinating, and integrating all the various subsidiary project plans.
This process involves defining and documenting the processes you're going to use to manage this project. For example, let's say you and the project team have determined you will use project management processes involving costs, human resources, risks, and a project schedule. (Warning: This is a demonstration only—don't try this at home. In reality, professionals perform many more processes than this on a typical project.) Each particular process might have a management plan that describes it. For instance, a cost management plan (an example of a subsidiary plan) would describe how costs will be managed and controlled and how changes to costs will be approved and managed throughout the project. The Develop Project Management Plan process brings all these subsidiary plans together, along with the outputs of the Planning group processes, into one document called the project management plan.
To create and document the plan, you need to gather some inputs and build on the information you've already collected.
The Develop Project Management Plan has four inputs:
■ Project charter
■ Outputs from planning processes
■ Enterprise environmental factors
■ Organizational process assets Let's take a look at each next.
Project charter You'll recall that the project charter describes the objectives of the project and the high-level requirements needed to satisfy stakeholder expectations. The reason it's an input into this process is because the content of the project charter—including project objectives, project description, high-level requirements, summary milestone schedule, summary budget, and so on—will help you and the team determine exactly which project management processes to use on the project.
Outputs from Planning processes The project management processes include all the individual processes that make up the process groups we're talking about throughout this book. The Initiating group, for example, has two processes, Planning has a zillion (OK, not that many, but it seems like it), and so on. The outputs from the Planning processes you use on the project become inputs to the Develop Management Plan. For example, the cost management plan we talked about in the introduction is an input. Any processes you use that produce a baseline (such as schedule or cost) or a subsidiary management plan (such as a risk management plan, communication management plan, and so on) are included as inputs to this process.
In Chapter 1, "What Is a Project?", I talked about tailoring—determining which processes within each process group are appropriate for the project on which you're working. Tailoring is used in the Develop Project Management Plan process because it's here you'll determine what processes to use to best manage the project.
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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.