File 2 original copy 1

The Project PlanThe Project Plan
Plan Your WorkPlan Your Work, then, then Work Your PlanWork Your Plan
Will Brimberry, Program ManagerWill Brimberry, Program Manager
Project Management OfficeProject Management Office
Office of the Chief Information OfficerOffice of the Chief Information Officer

Talking PointsTalking Points
 StandardsStandards
 DefinitionDefinition
 The OMB Process and Project ManagementThe OMB Process and Project Management
 Project ManagementProject Management
 CPICCPIC
 ArchitectureArchitecture
 Elements of the Project PlanElements of the Project Plan
 AuthorizationAuthorization
 Project ScopeProject Scope
 Integrated Management Control PlanIntegrated Management Control Plan
 Project Resource EstimatesProject Resource Estimates
 Supporting DocumentationSupporting Documentation

What, Who, Why, HowWhat, Who, Why, How andand When ?When ?
 What is a Project Plan?What is a Project Plan?
 Why do we need a Project Plan?Why do we need a Project Plan?
 How is a Project Plan used?How is a Project Plan used?
 When is a Project Plan used?When is a Project Plan used?
 Who uses the Project Plan?Who uses the Project Plan?
 What makes up a project plan?What makes up a project plan?
 Where does it come from?Where does it come from?
 How does architecture play into the project plan?How does architecture play into the project plan?

Project Plan StandardsProject Plan Standards
American National Standards Institute (ANSI): ANSI/PMI 99-001-2004American National Standards Institute (ANSI): ANSI/PMI 99-001-2004
Project Management Body Of KnowledgeProject Management Body Of Knowledge
(PMBOK)(PMBOK)

Why do we need a Project Plan? How is a Project Plan used?Why do we need a Project Plan? How is a Project Plan used?
The project plan is a consistent and coherent document that guides both projectThe project plan is a consistent and coherent document that guides both project
execution and project control. The plan is used to:execution and project control. The plan is used to:
 Guide the project’s through execution and control.Guide the project’s through execution and control.
 Document the planning assumptions.Document the planning assumptions.
 Document planning decisions regarding alternatives choices.Document planning decisions regarding alternatives choices.
 Communicate with stakeholders.Communicate with stakeholders.
 Define management reviews (as to content, extent, and timing).Define management reviews (as to content, extent, and timing).
 Establish project baselines for progress measurements and control.Establish project baselines for progress measurements and control.

What is a Project Plan? Formal DefinitionsWhat is a Project Plan? Formal Definitions
 Project management processes selected by the project management teamProject management processes selected by the project management team
 Level of implementation of each selected processLevel of implementation of each selected process
 Tools and techniques descriptions selected to accomplish the selected processesTools and techniques descriptions selected to accomplish the selected processes
 Description of how the selected process will be used for the specific projectDescription of how the selected process will be used for the specific project
 Description of how work will be executed to accomplish the project objectivesDescription of how work will be executed to accomplish the project objectives
 Description of how change will be monitored and controlledDescription of how change will be monitored and controlled
 Description of how configuration management will be performedDescription of how configuration management will be performed
 Description of how the performance baseline will be maintained and usedDescription of how the performance baseline will be maintained and used
 Stakeholder communication requirements and planStakeholder communication requirements and plan
 Selected project life cycle for multi-phase projectSelected project life cycle for multi-phase project
 Management reviews processes for content, extent, and timing to address open issues andManagement reviews processes for content, extent, and timing to address open issues and
pending decisionspending decisions
PMBOK Definition:PMBOK Definition: The project management plan defines how the project is executed, monitored andThe project management plan defines how the project is executed, monitored and
controlled, and closed. The project management plan documents the collection outputs of the planning processescontrolled, and closed. The project management plan documents the collection outputs of the planning processes
of the Planning Process Group, including:of the Planning Process Group, including:
PMBOK Glossary Definition:PMBOK Glossary Definition: a project plan is a “formal, approved document that defines how the project isa project plan is a “formal, approved document that defines how the project is
executed, monitored and controlled. It may be summary or detailed and may be composed of one or moreexecuted, monitored and controlled. It may be summary or detailed and may be composed of one or more
subsidiary management plans and other planning documents.”subsidiary management plans and other planning documents.”

What is a Project Plan? Informal DefinitionsWhat is a Project Plan? Informal Definitions
The project plan is a consistent and coherent document that guides both projectThe project plan is a consistent and coherent document that guides both project
execution and project control. The plan is a product of the iterative planningexecution and project control. The plan is a product of the iterative planning
process.process. The plan addresses the following questions in the following sections:The plan addresses the following questions in the following sections:
 WhatWhat is to be done?is to be done? Project ScopeProject Scope
 Who’sWho’s authority?authority? Authorization/CharteringAuthorization/Chartering
 HowHow it is to done?it is to done? Integrated Management PlanIntegrated Management Plan
 WhatWhat time and dollars are needed?time and dollars are needed? Resource Estimates (Baseline)Resource Estimates (Baseline)

CPIC & Project Management ArtifactsCPIC & Project Management Artifacts
OMB Life CycleOMB Life Cycle

Architecture & Project Management & CPICArchitecture & Project Management & CPIC
When should the plan be mature?When should the plan be mature?

CPIC & Project Management ProcessesCPIC & Project Management Processes

The Project Plan’s Key ElementsThe Project Plan’s Key Elements
What makes up a project plan?What makes up a project plan?
Authorization
Project Scope
Integrated Management Plan
Resource Estimates (Baseline)

What makes up a project plan?What makes up a project plan? A Collection of ArtifactsA Collection of Artifacts
Threaded within the document, major artifacts
(PMBOK reference) make up the plan, include:
Project Authorization or Charter (Section 4.1)
Scope Statement (Section 5.2.3.1)
Work Breakdown Structure, WBS (Section 5.3.3.2)
- Project Schedule Network Diagram (Section 6.2.3)
Project Management Approach (Section 4.3)
Integrated Management Control Plan
- Scope Management Plan (Section 5.1.3.1)
- Schedule (Management Plan) (Section 6.5.3.8)
- Cost (Budget) Management Plan (Section 7.1.3.4)
- Quality Management Plan (Section 8.1.3.6)
- Staffing (HR) Management Plan (Section 9.1.3.3)
- Communication Management Plan (Section 10.1.3.1)
- Risk Management Plan (Section 11.1.3.1)
- Risk Register (Section 11.2.3.1)
Procurement (and Contract) Management Plan
(Section 12.1.3.1)
Performance (Measures) Baseline
- Schedule Estimates (Selection 6.5.3)
- Major Milestones (Section 6.1.3.3)
- Cost Estimates (Selection 7.1.3.1)
- Cost Baseline (Selection 7.2.3.1)

Authorization
Project Scope
Integrated Management Plan
Resource Estimates (Baseline)

Project AuthorizationProject Authorization
 The project charter is the document that formally authorizes a project.
 Chartering links the project to ongoing work of the organization.
 The project sponsor external to the project organization authorizes the project.
 Key Elements of a Project Charter:
 Business Needs (Statement)
 Project Scope Statement and Product Scope Description
 Strategic Plan
 “Enterprise Environmental Factors” (Organizational Factors & Constraints)

Project ScopeProject Scope
 1) Solutions Architecture Work
- including the technical product specifications
 2) Project’s Management Activities.

 Defined (authorized), risk adjusted, scheduled and planned work of the project.
 Project plan is founded on a mature project scope statement.
 Project scope statement is founded on detailed solution architecture (SA).
 Solutions architecture is found on mature enterprise architecture (EA).
 Project scope is the product of the iterative scope management processes that is
generally done by the project team, using a WBS.
 Using the WBS, the team to capture and then decompose all of the work of the project,
project scope.

What makes up the Solution Architecture?What makes up the Solution Architecture?
Using IBM architecture nomenclature, for the project plan should summarize and reference the major
artifacts, including:
 Architecture Overview
 Architecture Decisions
 Architecture Templates
 Business Context Diagrams
 Use Case Model
 Data & Information Models (and Specifications)
 (Technical) Performance Model
 Systems Context
 Operational Model
 Deployment Units

Where does the Solution Architecture come from?Where does the Solution Architecture come from?

Architecture & Project ManagementArchitecture & Project Management
Mature Project PlanMature Project Plan  Based on Detailed Solution ArchitectureBased on Detailed Solution Architecture Based on Good Enterprise ArchitectureBased on Good Enterprise Architecture

Integrated Management Control PlanIntegrated Management Control Plan
Integrated Management Control Plan or what is often referred to as Control Account Plan (CAP) is
all of the defined (authorized), risk adjusted, scheduled and planned work. The sum of all the
integrated management control plans constitutes and defines the management of the total project
scope. The scope management section details the verification and control processes, including formal
acceptance process, configuration and change controls. The management control plans include:
 Scope Management Plan
 Schedule (Time) Management Plan
 Cost (Budget) Management Plan
 Quality Management Plan
 Human Resource Management Plan
 Communication Management Plan
 Risk Management Plan
 Procurement (and Contract) Management Plan

Scope Management PlanScope Management Plan
Scope Management Plan: Scope management identifies and addresses the project deliverables and
how the related work is accomplished.
Includes: 1) solutions architecture work (that include the technical product specifications and related
activities) and 2) all the project’s management activities. This management section summarizes how
the project scope will be/was determined, including its planning methodology, assumptions and
decisions. The scope management section underpins the verification and control processes, including
formal acceptance process, configuration and change controls.
Major Artifacts:
 Scope Statement
 Product Definition.
 Project Objectives
 Scope Management (and control) Plan
Management Processes, include: 1) scope planning, 2) scope definition, 3) create the WBS, 4)
scope verification and 5) scope change control.
Note: Scope verification, a part of the formal acceptance process, is tightly coupled with integration
and quality management’s acceptance criteria.

Time (Schedule) Management PlanTime (Schedule) Management Plan
Time (Schedule) Management Plan: Time management addresses the schedule issues and schedule
needed complete project objectives.
Includes: Descriptions of how the project schedule will be/was determined, including its planning
methodology, assumptions and decisions.
Major Artifacts: produced in this section are the:
 Schedule Management (and control) Plan
 Project Schedule (including project network diagram, “Gantt” chart, milestone chart, updated WBS)
Management Processes, include the 1) activity definition, 2) activity sequencing, 3) activity resource
estimating, 4) activity duration estimating, 5) schedule development, and 6) schedule control.

Cost Management PlanCost Management Plan
Cost Management Plan: Cost management addresses the cost of the resources needed to complete
project activities. Additionally, project cost management should also consider the effect of project
decisions on the cost of using the product, often referred to as the life-cycle costing.
Includes: Descriptions of how the project cost estimates and baseline will be/was determined,
including its planning methodology, assumptions and decisions.
Major Artifacts: produced in this section are:
 Resource Requirements
 Cost Estimates (and cost baseline)
 Updated WBS
 Cost Management (and control) Plan.
Management Processes, includes 1) cost estimating, 2) cost budgeting, and 3) cost control.

Quality Management PlanQuality Management Plan
Quality Management Plan: Quality management addresses the assurance that the defined product
characteristics meet the stakeholders’ expectations and how the project management processes realize
the stakeholders’ expectations.
Includes: Descriptions of how the work quality will be/was planned, determined and assured,
including assumptions and decisions.
Major Artifacts: produced in this section are the
 Quality Management (and control) Plan
 Quality Metrics
 Quality Checklists
 Process Improvement Plan
 Quality Baseline
Management Processes, includes 1) quality planning, 2) quality assurance, and 3) quality control.

Project Human Resource Management PlanProject Human Resource Management Plan
Project Human Resource (Team) Management Plan: Human resource (HR) management
addresses what appropriate human resources (internal staffing and external stakeholders) are needed
and how to use them to accomplish project objectives.
Includes: Descriptions of how the team members and (all) stakeholders will be/were identified for and
effectively used/involved with the project, including its planning methodology, assumptions and
decisions.
Major Artifacts: produced in this section are:
 Stakeholder Analysis
 Role & Responsibility Assignments (Responsibility Matrix)
 Project Organization Charts (and project directories)
 Staffing Management Plan
Management Processes, includes 1) human resource planning, 2) acquiring project team, 3) team
development, and 4) managing project team.

Communication Management PlanCommunication Management Plan
Communication Management Plan: addresses how the project ensures timely and appropriate
generation, collection, dissemination, storage, and disposition of project information.
Includes: Descriptions of how project stakeholder communications requirements will be/were
determined and met, including its planning methodology, assumptions and decisions. Special
attention should be given to earned value management (EVM) as an integrating practice and technique
for project control and performance reporting.
Major Artifacts: Based on a stakeholders’ needs analysis, the major artifacts are the
 Control Data & Reporting Requirements
 Performance Reporting Specifications
 Communications Management Plan.
Management Processes, include 1) communication planning, 2) information distribution, 3)
performance reporting, and 4) managing stakeholders.

Risk Management PlanRisk Management Plan
Risk Management Plan: addresses how risks are systematically identified analyzed and responded to
throughout the project.
Includes: Descriptions of how the project risks will be/were determined, including its planning
methodology, assumptions and decisions.
Major Artifacts:
 Risk Management (and control) Plan, including:
- Risk Inventory with Thresholds
- Prioritized Probability-Impact Ranking (matrix)
- Response Plan (Workarounds and Corrective Actions)
Management Processes, include 1) risk management planning, 2) risk identification, 3) qualitative
risk analysis, 4) quantitative risk analysis, 5) risk response planning, and 6) risk monitoring and
control.
Note: Projects baselines are developed via the time (schedule), cost, and risk processes.

Procurement (and Contract) Management PlanProcurement (and Contract) Management Plan
Procurement Management Plan: addresses how goods and service are attained from outside the
performing organization.
Includes: Descriptions of how the project procurement strategies and actions will be/were determined,
including its planning methodology, assumptions and decisions.
Major Artifacts: include:
 Acquisition strategy
 Procurement Management Plan
 Statement of Work (SOW)
 Make-or-Buy Decisions
 Request for changes
 Evaluation criteria
 Request for Proposal (RFP) and Others (RFI and RFC)
 Contract
 Contract Change Process
 Formal Acceptance and Contract Closure Procedures
Management Processes, include 1) plan purchases and acquisitions, 2) plan contracting, 3) request
seller responses, 4) select sellers, 5) contract administration, and 6) contract closure.

Project Resource Estimates (Baseline)Project Resource Estimates (Baseline)
Schedule Estimate: The schedule estimate is primarily the product of the Time (Schedule)
Management processes. This section summarizes the risk-adjusted schedule estimate, estimate
assumptions and methodologies.
Cost (Budget) Estimate: The cost (budget) estimates are primarily the products of the Cost
(Budget) Management processes. This section summarizes the risk-adjusted cost estimate, estimate
assumptions and methodologies.
This section should summarize how these performance baselines (estimates) are used within the
integrated control process and by its primary control tool, earned value management (EVM). The
work breakdown structure (WBS) is used to develop (planning) cost & scheduled work baseline
estimates, guide the scheduled-work (executing), and monitor (controlling) the cost & scheduled-
work baseline estimates. Estimating involves primarily scope, time, cost and risk management
processes.

Supporting DocumentationSupporting Documentation
The supporting documentation section quotes, summarizes and/or references documentation that
gives more meaning, understanding, context, authority to the project plan. Supporting
documentation may include:
 Mission or Strategic Plans
 Organizational Policies
 Legal Mandates and Legislation
 Technical and Management Standards
 Lessons Learned
 Business Issues Details (resulting in a formal project)
 Project Manager’s and Team Credentials
 Prior Business and Technical Studies
 Issues Paper on Business or Project Assumptions and Limitations
Formatting: If possible and appropriate, the supporting documentation should be a verbatim. All
documentation should be accurately concisely summarized and authoritatively referenced. If
available, all documentation should include authoritative internet addresses. If applicable, all
supporting documentation should reference the applicable project plan section.

Plan Your WorkPlan Your Work,, thenthen Work Your PlanWork Your Plan
Thanks You!Thanks You!
Will Brimberry, Program ManagerWill Brimberry, Program Manager
Project Management OfficeProject Management Office
Office of the Chief Information OfficerOffice of the Chief Information Officer
202-208-6052202-208-6052
will_Brimberry@ios.doi.govwill_Brimberry@ios.doi.gov

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Editor's Notes