This chapter started you on the road to project planning via the Develop Project Management Plan process, the Collect Requirements process, the Define Scope process, and the Create WBS process. We covered a lot of material in this chapter. Everything you've learned so far becomes the foundation for further project planning.
The output of the Develop Project Management Plan process is the project management plan, which is concerned with defining, coordinating, and integrating all the ancillary project plans. The purpose of this plan is to define how the project is executed, how it's monitored and controlled, and how it's closed.
The Collect Requirements process involves gathering and documenting the requirements of the project. It's important that requirements be measurable, traceable, testable and so on. Measurement criteria for project requirements are agreed upon by the stakeholders and project manager. Additionally, requirements should be tracked in a traceabil-ity matrix that documents where they originated, the results of the tests, the priority of the requirement and more.
The scope statement is produced during the Define Scope process. It describes the project deliverables. The scope statement forms a baseline you'll use to weigh future project decisions, most particularly change requests. The scope statement contains a list of project deliverables that will be used in future Planning processes.
The project scope statement contains many elements, including product scope description, product acceptance criteria, deliverables, exclusions from scope, constraints, and assumptions.
Constraints restrict or dictate the actions of the project team. Constraints usually involve time, cost, and scope but can also include schedules, technology, quality, resources, risk, and more.
Assumptions are things believed to be true. You'll want to document project assumptions and validate them as the project progresses.
A WBS is a deliverable-oriented group of project essentials. The highest levels of the WBS are described using nouns, and the lowest levels are described with verbs. Each element in the WBS has its own set of objectives and deliverables that must be met in order to fulfill the deliverables of the next highest level and ultimately the project itself. In this way, the WBS validates the completeness of the work.
The lowest level of the WBS is known as the work package level. This breakdown allows the project manager to determine cost estimates, time estimates, resource assignments, and quality controls.
Was this article helpful?
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.