Planning Process Group    

 

As the Project Manager (PM), I am authorized to begin planning the work once initiation is complete. The deliverable for this process group is the project management plan (“PM plan” or “plan”), which will be as complete as possible with the information I have at this time. Let us review the processes and documentation, from eight PMBOK knowledge areas, needed for me to develop the project management plan.

 

Integration Management

 

“Integration Management,” within the planning process group, culminates with an executable project management plan. Everything else in this process group – scope, time, cost, quality, HR, communications, risk and procurement management – “rolls up” into that plan.

 

Here is an example of a PM plan for a small landscaping project PMI 4.2 Develop Project Management Plan. The level of detail necessary still amazes me. Much like writing a computer program, nothing is assumed and all steps must be included. Interestingly, my team knows it works: it was executed by one of the members who now has a beautifully xeriscaped yard.

 

Scope Management

 

“Scope Management” includes setting boundaries and formalizing the original requirements while considering the end deliverables and necessary outcomes. Until the functional groups accomplish this – and it can easily take days or weeks to achieve – the mission’s scope is uncertain. Once the requirements and in/out of scope boundaries are clear, I can create the work breakdown structure (WBS) and define work packages. 

 

Requirements, scope, and WBS establish scope integrity and are revisited as necessary.  Should the client wish to add a feature to a software package, for example, the answer is quite often "No."  Requirements' changes, alone, could add days or weeks to the schedule, let alone the alterations to the project's scope and work packages.  Proper planning softens the "No" by giving the PM and client agreed-upon documentation to review.

 

Here is a sample template for ascertaining requirements. Note the scope section (page 4) includes items that are out of scope. This is sometimes “missed” on projects to great detriment PMI 5.1 Collect Requirements - Requirements Document template.

This is the scope section from the effort listed below PMI 5.2 Define Scope - Landscaping Project.

[Note: Enlarge these files to see detail.] This work breakdown structure (WBS), created in Microsoft Project, demonstrates an endeavor where scope was managed properly PMI 5.3 Create WBS - Landscaping Project WBS, including estimating work package durations accurately. Here is a flowchart-style WBS for a different perspective on this project PMI 5.3 Create WBS - Landscaping Project Flowchart (Visio) WBS.

 

Time Management

 

Time management on a project can be difficult and I must – as the project manager – work closely with the functional area subject management experts (SMEs) to ensure they consider the schedule and where we are on that schedule.  If we have two years to accomplish the project, do they consider achieving the scheduled milestones on the schedule feasible?  Do they think we can accomplish our goals in the allotted time?  Of course, time management is an iterative process and I depend on the SMEs and team members to answer these questions several times throughout the endeavor.

 

Before we can accomplish anything, however, the functional managers need a solid WBS, defining and sequencing activities. Once this is accomplished, they can:

 

• Estimate activity durations and the resources needed to accomplish the tasks
• Contemplate the costs involved (formalized in the next section)
• Develop the schedule, fully, before working on the budget

 

I create a linear responsibility chart (LRC) mostly for my use, but also for posting in the war room.  I ensure the IT team links it into the project intranet dashboard for easy, up-to-the-minute access from any team member’s reference.  The LRC is available for the project duration, and helps everyone remember who “owns” each activity.  Team members can quickly ascertain the person to whom they should speak for problem resolution. Every averted snag = a better chance to stay within the timetable.

 

This LRC is an example of a chart that is easy to interpret PMI 6.1 Define Activities - Linear Responsibility Chart sample.

This homework file offers a short WBS and network diagram (showing the critical path) [pp. 2-9]. Calculations have also been performed now for early and late start/finish [pp. 10-12]. This information could become critical – and would be needed quickly – if something impacts the schedule in other areas during project execution PMI 6.5 Develop Schedule - WBS, Network Diagram, Early Start and Finish.

Here is an excerpt from a case study on the volunteer team that mapped the locations of space shuttle Columbia debris after it disintegrated in February of 2003 PMI 6.1 and 6.2 Define and Sequence Activities - 'Columbia' research.

        

Cost Management

 

Estimating costs and determining the budget are the next steps in the planning process.  The budget is set by totaling the bottom-up costs associated with each work package and considering quality, staffing, communications, cash flow, and risk needs  Each functional area submits its figures (by WBS activity) to the organization’s budgeting system, including salaries, equipment needed, contractors’ wages, FTEs, etc.  (Overhead costs are not yet calculated and I must be careful to include legal and other support costs before the budget is set.)

 

In most firms, a go/no-go gate follows the budget planning completion.  “Can the company afford it?,” “Is it within the ballpark for the cost baseline?” are important questions to ask.  If, at any time, the costs move outside the budget parameters, I must immediately jump on the find-out-what-happened bandwagon.  Where, in the WBS, did everything go astray?  If the overages appear before the budget is set, there is time to discuss the problem with the sponsor.  Can he authorize more funds? Can we reduce scope or move tasks elsewhere?

 

Here are two examples of cost estimating. The first is the preliminary cost schedule for a landscaping project PMI 7.1 Estimate Costs - Landscaping Project. See the final materials costs, below, in the artifact for “PMI 7.2 Determine Budget.” The second is an excerpt from research into a highway construction project. It contains an interesting comment from the Federal Highway Administration and an excellent estimating list from Michael Griffiths (albeit from the IT arena) PMI 7.1 Estimate Costs - Indianapolis 'Hyperfix' Project.

Here is a section from the project management plan of the landscaping project, mentioned above. Our team formalized the preliminary materials cost PMI 7.2 Determine Budget - Landscaping Project.

     

Quality Management

 

Planning for quality output can include a myriad of items depending on the (1) product or service, (2) company standards, policies, and strategies, and (3) the standards and expectations for the project’s specific discipline. The appropriate functional area subject matter experts (SMEs) work with me, as the PM, to ensure the company’s acceptance criteria are part of the undertaking’s quality standard. 

I must also remember any change in the product or a benchmark will require revisiting quality processes. This can impact several other areas, including budget and timeline. 

 

Here is a quality plan portion of a project management plan PMI 8.1 Plan Quality - Quality Plan from Landscaping Project.

This project is from a strategic management class. I role-played a Chief Operations Officer who must address her employees’ lack of commitment to the quality process. The COO hopes to impress upon the listeners the importance of planning quality into their products as part of their company strategy, not simply hoping it happens by magic PMI 8.1 Plan Quality - Woods Hole and Lightstorm Entertainment.

This assessment tool, from the Malcolm Baldrige Foundation and the National Institute of Standards and Technology, is suitable for all quality management areas. However, I will use it during quality planning, since it asks questions one must consider “up front.” PMI 8.1 Plan Quality - Baldrige Assessment Tool - Are We Making Progress?

       

Human Resource Management

 

Once the activities on the project are set, I can begin coordinating the work of the functional managers or SMEs as they plan for human resource needs. I create a responsibility assignment matrix, giving me an at-a-glance reference to personnel and their project roles.
 
If a person or group is available for only a specific time period, the HR plan – along with the early and late start times available for all phases of the project (calculated during Time Management) – can provide quick access to data for answering “What (or whom) can we move? Could Person D return on X Date?” In a similar vein, if I suddenly must deal with a showstopper such as a new government regulation sidelining my validation lead, where do I turn? Can I borrow someone from another project? Change my timeline to fit that availability? Can the project wait until the lead obtains the newly-required certification?

 

Here is an example of a responsibility assignment matrix PMI 9.1 Develop HR Plan - Responsibility Assignment Matrix (RAM) that is thorough yet concise.

This excerpt is from a business continuity/disaster recovery plan’s data on project participant roles and responsibilities. It is a real-world example of information included in a technical project’s HR plan. It demonstrates how the plan would “collect” its data from other project documents PMI 9.1 Develop HR Plan - BCP Roles and Responsibilities.

Microsoft Project provides a template for an HR plan and includes the Gantt chart PMI 9.1 Develop Human Resources Plan - MSProject sample. I personally like this example because it is for a large technical project … my “bread and butter” as a business analyst.

I also found an excellent HR management tutorial from the Ontario Canada Ministry of Agriculture, Food, and Rural Affairs. The entire file is excellent, and the list on page 6 is especially effective as a tutorial for creating an HR management plan PMI 9.1 Develop Human Resources Plan - Tutorial.

 

Communications Management

 

In my opinion, proper project communications is one of the most important items on the agenda.  If no one communicates, nothing is accomplished.  “Communications” includes

 

• Internal and external stakeholder roles and responsibilities
• Change control procedures/processes
• Document control and distribution
• Personal communication preferences
• A project intranet website, if applicable

 

As the project manager, I need the cooperation of all stakeholders for their personal communications preferences: phone numbers, email addresses, etc.  Each should clearly define the “how” and “when” of communicating.  For example, System Tester Y receives Reports 1, 6, and 7 each Wednesday by 1:00 PM, but Manager C prefers a 5-minute phone update each morning.  I assign an individual to collect any communications changes and ensure a distribution method for those changes (and for uploading to the intranet) is approved and followed.

 

This communication plan includes internal and external interactions for a parking lot construction venture PMI 10.2 Plan Communications - Parking lot project. It clearly defines each person’s preferred method of contact and frequency of updates, along with reports distribution and a meeting/update schedule.

A power/interest grid is a valuable tool to assist me in focusing on essentials when planning communications with my stakeholders PMI 10.2 Plan Communications – Power-Interest Grid.

For a unique real-world example of planning communications, I offer an excerpt from a paper dealing with the ad hoc team that mapped the locations of the space shuttle Columbia debris in February 2003 PMI 10.2 Plan Communications - from 'Columbia' research. I had the privilege to discuss their process with one of the principals, and I gained valuable insight into communications management.

 
 

Risk Management

 

Risk can be positive (opportunity) or negative (risk, hazard). As a good PM, I prepare for both once the project activities are determined and the WBS is available for team members’ review. The risk management plan (RMP) defines the activities for risk management and how to conduct them throughout the life cycle. Risks and opportunities (hereinafter “Risks”) should be considered from the inception of the undertaking. I ensure the functional area employees assess hazards and opportunities very early in the project (via a risk assessment worksheet) and add their findings to the risk register. This is an iterative process, too, since risks appear or disappear as the project evolves.

 

Qualitative and quantitative risk analyses are completed in areas “flagged” as precarious.  Qualitative and quantitative analyses prioritize risks and assess their impact should they occur.  To that end, I incorporate a probability and impact matrix to acquire risk factors (ascertained by combining probability of occurrence and probability of impact to provide a single factor for the risk in question).  It is also my job to plan risk responses, reducing the impact of threats and enhancing the chance to take advantage of opportunities.

 

This risk mitigation and management plan is how my team would have approached a project-gone-bad: Boeing’s 787 “Dreamliner,” three years late to market and millions of dollars over budget PMI 11.1 Plan Risk Management - Boeing 787 'Dreamliner'.

This is an example of a risk assessment worksheet for a software upgrade project. It includes general project information fields and a risk matrix PMI 11.2 Identify Risks - Risk Assessment Worksheet.

Even when the PM identifies risks, it can be a complicated matter to get everyone on board to solve them PMI 11.2 Identify Risks - Crosby Mfg. Case Study. Perhaps the Crosby Manufacturing team could utilize a probability and impact matrix  PMI 11.1 - Plan Risk Management - Probability and Impact Matrix  and then draw on this form to solidify its method of attacking the problems PMI 11.3 and 11.4 Qualitative and Quantitative Risk Analysis template.

Here is an example of excellent risk response planning that hits close to home. When our university quickly replaced an instructor who became ill after a course started, I interviewed our Director of Academics regarding the planned response to such a risk. It is an interesting, well-thought-out process PMI 11.5 Plan Risk Response - Replacing Instructors on Short Notice.

  
     

Procurement Management

 

No matter how simple or complex the endeavor, procuring the materials to carry out the mission is a critical part of preparation.  The baseline procurement plan revolves around the project activities.  The functional areas’ staff members begin planning procurements after the activities and timetable are defined.  Depending on the complexity, I – as the project manager – might acquire the procurement office’s help with calculations.  This is especially important if we must determine time/value of money for major purchases (e.g., equipment or land).

 

As the PM, I must consider equipment and other resources.  What must I purchase (or lease)?  What is the payment schedule vs. when funds become available? When do I need the resources?  Is there a lead time for acquiring Item R?  Vendors are an integral part of procurement.  Hopefully, I can use companies who have served me well.

 

This procurement plan PMI 12.1 Plan Procurements - Procurement Plan documents the schedule and costs, timeline, budget, constraints, individual vendors to be used and the product(s) they provide, and work authorization procedures. Change control procedures are also included, as is an acceptance form which must be signed by principal(s) at the contract firm.

       
     

Transitioning to the Executing Process Group

 

With planning complete and an executable project management plan at the ready, a go/no-go decision is needed from management. Are we approved to move to the next process group, “Executing”? If we pass this gate, my job as project manager turns to coordinating people and other resources and well as managing the activities according to the project management plan. 

My team and I have the documents we need to carry out the project, but we may need to revisit some of them as more information is gathered during execution.

Onward and upward!