Chapter Two

Project Management plan

Chapter Contents
Project integration management process
Project plan development
Elements of project plan
What is project scope management?
Project identification
Software project management plan
Tools and techniques for project execution
Change control on IT projects
Chapter Objectives
At the end of this chapter, students will be able to:
Discuss project integration management process
Describe project plan development
List elements of project plan
Discuss the software project management plan
Describe change control on IT projects
1.1. Project Integration Management Process
Project managers must coordinate all of the other knowledge areas throughout the projects life
cycle. Project integration is integrating the work of all the people involved in the project by
focusing in good communication and relationship management. Project integration management
must occur within the context of the whole organization, not just within a particular project.
Project integration management involves integrating the other knowledge areas within the
project as well as integrating different areas outside of the project.
Project Integration management process includes:
Project Plan Development: taking the results of other planning processes and putting
them into a consistent, coherent document project plan.
Project plan Execution: Carrying out the project plan.
Integrated (overall) change Control: Coordinating changes across the entire project.
1.2. Project Plan Development
Project plan is a document used to coordinate all project planning documents. Its main purpose
is to guide project execution. It assists the project manager in leading the project team and
assessing project status. Project performance should be measured against a baseline project plan.

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Attributes of a project plan includes: unique, dynamic, flexible, updates as change occur, guide
project execution.
In this chapter we cover the three primary concernsfor getting the project off the ground. First,
there is the need to establishthe project team, and to get them (the entire team) involved at the
earliest stagesof the project. Second there is the need to look at objectives, constraints,
issues,opportunities, threats, and stakeholders. And finally, there is the need to establish
structures to facilitate the building ofthe plan and schedule. These include Work Breakdown
Structures, OrganizationalBreakdown Structures, Budgeting Structures, and Project
MilestoneSchedules.
There are several things that we want to accomplish by having a set of projectinitiation
techniques. The first is to address the problem with overcoming inertia.It is important and helpful
to have a mechanism and templates to facilitate theinitiation of the project. The more that we
have in the way of guides and guidelines,the easier it is to get started.
Another is to help funnel the early project efforts toward the project objectives.The opposite of
procrastination in project initiation is to move too quickly.All too often we find that we dont
know where were going, but were makinggood time. This will backfire, and have a
deleterious effect on project success.Project charters, team building, strategic planning, structure
building, all helpus to get off to a good start.
1.3. Elements of Project Plan
Typical Planning and Control Functions
The whole process of defining the work and developing and tracking schedules,resources, and
costs falls under the general heading of Planning and change control.There is a natural sequence
to the steps of this function, as follows.
The Planning Phase
Introduction or Overview of the Project
Consists of the project name, brief description of the project and the need it addresses, the
sponsors name, the names of the project manager and key team members, deliverables of the
project.
Description of how the project is organized
In this phase organizational charts are developed with project responsibility. Other organizational
or process related information are recorded in the project plan.
Establish the Project Objectives
Resist the tendency to start scheduling the work until you define it. Preface the work scope
definition by performing a strategic analysis of the project.

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 Define the Work
As noted earlier, the work scope definition is the foundation of a project plan. If you cant define
the work, you cant schedule it, you cant assign and evaluate resources, and you cant define a
valid project budget. Use the WBS (Work Breakdown Structure) technique to break the project
down into smaller, outlined segments, until you get to work packages and tasks that specifically
define the work to be done.
Determine the Work Timing
Now that you have a list of defined project tasks, you can work on the schedule. Estimate the
task durations and define the links between tasks (precedence relationships). This is the place to
use the computer. Let your CriticalPath Method (CPM) software calculate a tentative schedule,
based on estimatedtask durations and precedence information.
Establish Resource Availability and Resource Requirements
The first-cut schedule is probably not realistic. It assumes that there are unlimited resources
available to do the work. Probably not on your job! So now we need to do two additional things.
First, define the resources expected to be available. Who are they? What are their classifications?
How many are there?When will they be available? Also, assign a cost rate to each resource, so
we canlet the computer generate a resource-driven cost estimate for each task.
Then, go back to your task list and schedule, and assign resources to the tasks. You may want to
designate some tasks as resource-driven. In this case, the computer will calculate the task
duration, on the basis of the defined effort(resource quantities and rate of use).
Establish the Cost Baseline
If you have established cost rates for your resources, you are now in a position to develop a cost
baseline, or Task Budget. You may have to add fixed (non resource) cost to some tasks. The
computer will calculate the estimated cost for each task, and roll it up to various levels of your
WBS. Also, because the work is now scheduled, you will have a time-phase budget, usually
called a Cash Flow Plan or Project Expenditure Plan. This will become a valuable baseline for
tracking project performance, later.
1.4. Definition of Scope
Scope is the projects boundariesthat is, what is and is not to be done. The scope is
important for planning and also for minimizing changes.
Scope refers to all the work involves in creating the products of the project and the
processes used to create them.

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1.5. What is Project Scope Management?
It Includes the processes involved in defining and controlling what is or is not included in
a project.
Ensures that the project team and stakeholders have the same understanding of what
products to produce as a result of the project and what processes will be used in
producing them.
The main processes involved in PSM include:
Initiation: Involves committing the organization to begin a project or continue to the
next phase of a project.
Scope planning: Involves developing, documents to provide the basis for further
project decisions.
Scope definition: Involves subdividing the major project deliverables in to smaller,
more manageable components.
Scope Verification: Involves formalizing acceptance to the project scope.
Scope change Control: Involves controlling changes to a project.
Project Charter
Is a document that formally recognizes the existence of a project and provides direction
on the projects objectives and management?
Key project stakeholders should sign the project charter.
You will sign with other organizations in the project charter.
The Project Agreement is a document that formally defines the scope, duration, cost, and
deliverables for the project.
The form of a Project Agreement can be a contract, a statement of work, a business plan,
or a project charter.
The Project Agreement is typically finalized sometime after the analysis model stabilized
and the planning of the rest of the project is underway.
A Project Agreement should contain at least the following:
o list of deliverable documents
o criteria for demonstrations of functional requirements
o criteria for demonstrations of nonfunctional requirements, including accuracy,
reliability, response time, and security
o criteria for acceptance

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 The Project Agreement represents the baseline of the client acceptance test. Any change
in the functionality to be delivered, the nonfunctional requirements, the deadlines, or the
budget of the project requires the renegotiation of the Project Agreement.
The Project Charter should contain much of the early description of project content,
objectives, and budget. It is both a starting point for the project initiation process and the
basis for the strategic planning and plan validation that takes place at this time.
It specifies the project sponsor, the intended benefits and benefactors, and the source of
funding.
The lack of a Project Charter will potentially lead to conflict and confusion.
1.6. Software Project Management Plan
To start with, you will want to address the crucial identification of project objectives,constraints,
and stakeholders. Then you will need to move on to organizing for the project and development
of the project team. This team will participate in the development of a strategy for achieving the
project objectives,and the clarification of the role of the various project stakeholders. The team
will then proceed to the development of a framework for the work scope, timing, and budgeting
aspects of the project. These will include Work Breakdown Structures(WBS), Organizational
Breakdown Structures (OBS), structures for cost accounting,and Project Milestone Schedules.
Obviously, there is a lot of front end work that must be executed prior to establishingthe project
schedule, resource plan, and budget. And, contrary to popularthought, a good deal of this effort
does not involve the use of the computer.At this point, the project manager would do well to
consider the following courseof action:
Examine the objectives for this project and the various constraints that impact upon these
objectives.
Identify the project stakeholders and how they, too, will impinge upon thoseobjectives.
Develop a project strategy that will support the project objectives and stakeholders,while
meeting the various constraints.
Put together a project team and other required resources, and evaluate what limits they
impose on the execution of the project within time andbudget constraints.
Eventually, the PM has to implement a planning and control procedure that can support
the needs of the project while being able to be supported by theproject team.
Defining Project Objectives
A project plan is a blueprint of how one intends to achieve the objectives of a project.In several
aspects, it is not that different from a building drawing. To preparesuch a drawing, the architect

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must focus on the purpose and use of the building,amass conceptual data, develop outlines, and
conduct certain technical and cost inquiries.Once prepared and approved by the owner, the
drawing serves as the guidefor the construction of the building. We can view a project plan in a
similar light.It naturally follows, therefore, that the very first item of order, in this
planningprocess, is to make sure that the project objectives are perfectly clear and are definedin
terms that can be used to develop the project plan. An inseparable part ofthis process is the
identification of the constraints associated with the project.The project objectives typically cover
a number of elements, for example, timeobjectives, budget objectives, technical objectives, and
scope objectives.
Technical objectivessuch as volume of transactions, turnaround time, ease-of-use, and
error handling.
Timing objectivessuch as initial implementation of the system, system cutover, and
operator training.
Budget objectivessuch as total system cost, operating cost ($ per transaction),and
equipment costs.
Scope guidelinessuch as type of transactions to be processed, equipment to be used,
and locations involved, communications, and training.
All of these must be clearly identified before the project planning can commence in earnest.
Constraints would include:
Time constraints.
Technology constraints.
Personnel constraints.
Cultural constraints.
Money constraints.
These too, must be clearly identified at the outset.
Developing the Project Strategy
Once the project manager has outlined the objectives and considered the constraintsfor the
project, its time to initiate the development of the project strategy.
A project strategy is simply how the project objectives are going to be attained. Ifthe term
strategy hints at a more involved process than you might expect, that isintentional. It is not
enough to choose a course of action to achieve project objectives.That course of action must be
tested for its likelihood of success. The set ofprocesses that have been developed, within the

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discipline of Strategic Planning,are equally applicable to the process of developing the strategy
for a project.
Stakeholders
First, it will be advisable for the project manager to identify all of the projectstakeholders. Who
are the people who will have an impact on project success, eitherpositive or negative? Or, stated
differently, who are the people who canmake or break the project? For starters, dont forget the
owners of the enterprise.
They probably have the most to gain or lose from this project. The projectmanager and the
owners will have to evaluate whether the objectives of this projectare consistent with the general
mission of the enterprise. Will attainment ofthe project objectives enhance and be in harmony
with the primary purpose ofthe business? Will implementation of the project represent an
improved utilizationof the business financial, human, and physical resources? Will the
successfulcompletion of the project improve the position of the company in its overallbusiness
objectives?
There are two very important reasons for obtaining yes answers to these questions.The first is to
check for a proper fit with the other business of the company.The lack of such a fit will often
place the companys resources in disarray, exactinga toll on both the new project and the other
company business. The second isthat, without this required fit, the project manager is unlikely to
obtain the requiredsupport of his superiors. Without sponsorship in high places, a project
willeventually fail for lack of support in critical situations.This evaluation will be the first of
many instances where the project team willbe required to determine whether to continue the
project, to make significant adjustmentsto objectives and strategy, or to abandon it.
Other stakeholders would include the project sponsor, key project participants,company clients
and prospective clients, regulatory agencies, suppliers and subcontractors,users of the project
product; essentially anyone who can have an impacton the success of the project, or who might
be involved in the determinationof the project success.
Opportunities, Threats, and Issues
In the behavioral business strategic planning process, the next function is to attemptto identify
significant opportunities, threats, and issues. This same processshould be applied to a project.
Any project involves risk. An early evaluation ofpotential threats will help the project team to
prepare to deal with these and tominimize their impact. Any project involves opportunity. While
the key opportunitiesare usually part of the original project purpose and justification, an
evaluationof potential secondary opportunities may uncover additional benefits to thecompany

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and the project participants. An attempt to identify all issues that mayimpact on the project, to
list them, and to discuss them with the project stakeholdersshould promote knowledge of and
sensitivity to the issues and preventthem from having a severe negative impact on the project.
Involving the Project Team
The strategic planning process, as well as the project planning process, is not aone-person
process. At this time, the project team must be identified and assembled.While it certainly is
possible that the strategy that develops may impactupon the makeup of the project team, some of
the key players should be involvedin generating the data for the strategy development and
analysis, and in developingthe project strategy. At a later point in the process, a strategy and
project planwill have to be adopted. It is most important that the project team understand
thestrategy and support it. The more that people participate in the development of aplan, the
more likely they are to support it. This buy-off of the strategy is a key tosuccess of the project.Of
all the phases of the project initiation process, it is the act of dealing withstrategies, stakeholders,
and the organization that will have the greatest impacton project success. Ideally, many of these
issues will have been addressed whilethe project was first being considered or proposed. Once
the project has been officiallyauthorized or awarded, it may be too late to do much about some of
theseissues. Unfortunately, projects often come into being without full consideration ofthese
issues. Regardless of the level of attention given to this area in the preprojectstages, the sage
project manager will repeat the process at the initiation ofthe project.
Strategy and Organizational Culture
Most projects exist within the larger sphere of an existing, ongoing business. Theyare
accomplished by people who generally are part of this business and are part ofits organization
and culture. Yet many organizations treat projects as though theytook place in a different,
separate environment from that of the organization.When this happens, project managers, and
their senior managers, tend either toignore or to independently change key practices that are
crucial to maintainingthe organizations essential structure, culture, and business strategy.
Clearly, there are important differences between managing a project and theday-to-day
operations of a business. But when the project unfolds independentlyor outside an organizations
mainstream operations and culture, it can often havean adverse impact on the integrity of the
business. In many industries, project objectivesare virtually synonymous with an organizations
business goals. In such instances,the success of key projects may have a major impact on the
ability of thebusiness to continue to be competitive, even to survive.

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Therefore, organizations that apply strategic planning practices to aproject must focus on
integrating the project into the organization and its culture.This requires analyses of several
project constituenciesthe project sponsor,other project stakeholders, the organization in which
the project unfolds, and theproject teamas well as of the strategic planning process itself.
Stakeholder Analysis
How do we align the project objectives with the goals and expectations of the stakeholders,so as
to minimize the potential for conflicts that could adversely affect theprojects success? One way
to do this is to expand our view of project success.The behavioral view of project success is to
accomplish all of the schedule,budget, and technical objectives as planned. Couldnt we also
define project successas accomplishing the goals of everyone who has a stake in the project? If
so,then the stakeholder analysis must ask:
Who are the project stakeholders?
What do they want?
How can they impact success?
How can they be satisfied?
Organizing for Project Management
If you are in the business of doing projects, then your company has probably modifiedits
organizational structure to help it to respond to the demands of the projectsenvironment. Your
firm, like most, has probably migrated from a primarily functionalor line type of organizational
structure to the currently ubiquitous matrix format.
In short, a diagram of an organization, matrix, or otherwise, should not be mistakenfor the
organization itself. An organization is a living, working organism.The organization chart is
similar to a bar chart. It doesnt get the work done; itonly shows how the organization might
work. Lots of things can break down betweenthe diagramming of an organization and its
successful implementation.
Creating a Project Framework
A major component of the front-end work required to effectively plan and initiatea project is the
development of a framework for the project model. Thisframework or structuring of the project
is important to the development of acomplete and organized project plan. It is also essential to
permit the sorting, selecting,grouping, and summarization of the project data, which, in turn, are
essentialto support recognized management-by-exception techniques andreporting to the various
stakeholders.

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If we define the process of project planning and control as the integration ofthe project work
scope, timing, resource usage, and cost, then we will need to developa structured base for each of
these.
Work Scopea top-down hierarchical model, called a Work BreakdownStructure
(WBS). And, perhaps, an alternate hierarchical model, byresponsibility or
performer, called an Organizational Breakdown Structure(OBS).
Timinga Project Milestone Schedule.
Resources and Costa set of Resource Codes and Cost Accounts, used to
facilitate selection, sorting, summarization, and interrogation of resourceand cost
data. Sometimes called Resource Breakdown Structure andCost/Budget
Breakdown Structure.
1.7. Tools and Techniques for Project Execution
The workscope definition is key to the project management function. Withouta precise and
complete definition of the work, there is no foundation for the managementof time, resources,
and costs. There are several techniques that havebeen recognized to aid in the process of work
scope definition. Best known is theWBS (Work Breakdown Structure).
Standard routines have been established for the planning and control of schedules,resources, and
costs. Usually, we use computers and project managementsoftware to aid in these tasks. Such
computer-aided tools are strongly recommended,both for efficiency and standardization.
Computers also aid in and improveupon project management communications. In fact, seven of
the eight keyproject management functions, listed previously, can be substantially aided by
theuse of computer tools. Quality, although perhaps not directly aided by computers,is likely to
have a better chance when a project is run effectively using computertools. And it is a well-
accepted doctrine that standardization is an essential element of a quality program.

1.8. Change control on IT projects

During the tracking phase, we will manage the work scope, the schedule,the resources, and the
costs. Remember that the baseline that we recentlyestablished is like the abominable snowman. It
is a myth, and itmelts under pressure! Scope change is a natural situation in projects. This is only
a problem if itis not managed. Then it becomes scope creep, a really nasty situation. It isessential
to establish a method of change control. When changes are introducedinto the work scope, you
must define the specific tasks that will beadded, changed, or deleted, and the effect of these
changes on time, resources,and costs. One rule to follow is that the working budget is always
atask budget. The total project cost is the sum of the budgets for each task(plus contingency and
margin). The task budget does not get adjusted unlessthere is a defined change in the task list.
The following procedures will be done for change control:
Track Work Progress
If you follow the defined process up to this point, you should derive significantbenefits from
your planning investment. From here on out, theprocess requires extreme diligence, to continue
the payoff. It is fair to saythat there are those who will not want to make the commitment to
trackthe work in detail, or to track all of the project elements. s

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 Track Resource and Cost Actuals
If resources and costs are tracked at a different level ofdetail from the project plan, then it is
almost impossible to match thetracking data to the plan data. If youre going to use time sheets
and invoices,you will have to set up charging buckets to match the tasks.There are two benefits
to doing this tracking. The first is thatyou will be able to measure the actuals against the plan to
evaluate performanceand facilitate replanning. The second is that you will be able to collecta
project history. This is the only way that you can eventually validateyour earlier estimates and
improve upon them for future projects.
Compare to Baseline
Compare the amount of work accomplished to the amount of work that was scheduled to be
done. One application is in motivating subcontractorsto intensify their project efforts when
confronted with a down-spiralingcurve.
Evaluate Performance
Using WBS frameworks, you can analyzethe data at a high level. Where an out-of-tolerance
condition exists, drilldown to the details to find the source of the anomaly.
The data can be analyzed in tabular or graphic formats.
Forecast, Analyze, and Recommend Corrective Action
Theres no sense in collecting all of these data, analyzing, and evaluating, unlessyoure going to
do something about the results. Use these data to forecast against key project milestones and to
effect corrective action, where indicated.
Top management usually wants to know two key pieces of information:When is the project
going to be completed? What is it going to cost? Usingyour computer-based ability to evaluate
project performance and forecastthese key items, you are in position to provide a precise and
intelligent managementreport. You can present the forecast schedule and costs, comparedto the
targets.

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