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This lesson covers developing a project management plan. Developing the project management plan comes after the initiation phase (the project charter). When developing a project management plan, the inputs are the outputs from other processes and the tool used is expert judgement. When developing a project management plan, be sure to consider the following:
- Human Resources
[toggle_content title="Transcript"] Develop the project management plan is the next process. This is right after we finish the initiation phase, so we will develop the project charter, so the project charter is created. We will identify a stakeholder, that's under the stakeholder knowledge area. Once the charter is signed off, we start and develop the project management plan. Developing the project management plan process creates the project management plan. The project management plan in my opinion is like a notebook. For example, this binder right here is the encompassing the project management plan. The pieces of paper within that binder are going to be all your sub plans, which we will go over on the second. The inputs are the outputs from all the other processes. The tools used is expert judgement. The project management plan; it's going to be an input and it's also an output for each one of these processes. If you plan scope management, each one of these knowledge areas, you're going to see the project management plan has an input to it. There is plan scope management, plan schedule management, plan cost management, plan quality management, plan human resource management, plan communication management, plan risk management and plan procurement management and plan stakeholder management. Each one of these knowledge area has its own plan, which is a sub plan to the project management plan. The sub plans are telling you how to create processes or to run that knowledge area. Some of these plans are in the project management plan or other documents in the PMP. Under scope, you have requirements management plan and scope management plan. Under the scope knowledge area, we will cover what those two plans are. There is also all these, so you come up with requirements traceability matrix requirements traceability matrix, scope baseline, project scope statement, and work breakdown structure. Under time, you're going to develop this schedule management plan and you come up with the milestone list and activity list and a schedule baseline. When we get into the time knowledge area we will see this in action. Cost management plan under cost you have the cost management plan and you have the cost baseline. Key trend known cost baseline is...that is your budget for the project. Then you have the quality management plan. Your other document is the quality baseline, that's the quality that you are setting forth. Then you have human resource management plan, that's where we come up with resource list and resource calendar and you come up with organizational chart. Kind of, like what we saw earlier in this chapter with the functional organization, you'll have an organizational chart that is going to show your project. Then you have a communication management plan, a risk management plan, a procurement management plan, and a stakeholder management plan. With the stakeholder management plan, you are also going to have a stakeholder register. When you identify stakeholders, you are going to identify who these stakeholders are and what the contact information is, where they fall within the project. Are they interested in the projects, do they have much power? We will cover all that under stakeholder. Today we are going to cover integration, we have a change management plan and a configuration management plan. The next process is, direct and manage project work. [/toggle_content]