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The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes. Part 5.
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Quick reference
Project Planning Process Group – Part 5
The project management planning processes integrate with each other to create all components of the project plan. There are 24 project management planning processes.
When to use
Once a project has been initiated it needs to be planned. Projects that are very large or that are adaptive at the time of initiation will often go through a significant replan at the beginning of each phase of the project life cycle. Of course whenever a project change is approved, the team must execute the appropriate planning processes to address the change.
Instructions
Planning Process Group
“Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve.” PMBOK® Guide
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017 Figure Part 2, 1-2, Page 562 and Glossary definition, Page 713. |
Every project needs to be planned. Due to the unique nature of the project goal, objective or results, projects are full of uncertainty. The particular set of deliverables, resources, timing and business environmental factors associated with each process requires a unique project plan. All ten project management knowledge areas contribute to the development of the overall project management plan through the knowledge management plan.
There are 24 processes in the Planning group of project management processes. Four of those processes are addressed in this course module and the other twenty are addressed in other modules. The four in this module are: Plan Communications Management, Plan Risk Management, Plan Procurement Management and Plan Stakeholder Engagement.
Plan Communications Management (10.1)
“TThe process of developing an appropriate approach and plan for project communication activities based upon the information needs of each stakeholder or group, available organization assets, and the needs of the project.” PMBOK® Guide
Planning Process Group Communications Mgmt Knowledge Area
Communications is essential glue in project management. Poor communications makes problems worse, good communications reduces risk and leads to better project execution. Different stakeholders require different information delivered in different ways. The process plans that communications strategy. The communications plan must be updated regularly throughout the lifecycle of the project.
Inputs:
- Project Management Plan
- Project Charter
- Project Documents
- Enterprise Environmental Factors
- Organizational Process Assets
Tools and Techniques:
- Communication Requirements Analysis
- Communication Technology
- Communication Models
- Communication Methods
- Meetings
- Expert Judgment
- Data Representation
- Interpersonal and Team Skills
Outputs:
- Communication Management Plan
- Project Management Plan Updates
- Project Documents Updates
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 10-3, Page 367 and Glossary definition, Page 713. |
Plan Risk Management (11.1)
“The process of defining how to conduct risk management activities for a project.” PMBOK® Guide
Planning Process Group Risk Mgmt Knowledge Area
Every project is unique and therefore is subject to risk. Many people believe that the primary role of a project manager once a project plan is in place is to manage project risk. This process is the planning for how risk management will occur. It determines the processes, assets and resources that will be used. It should be done very early in the planning process so that risk management activities can be integrated with the rest of the project planning processes.
Inputs:
- Project Management Plan
- Project Charter
- Project Documents
- Enterprise Environmental Factors
- Organizational Process Assets
Tools and Techniques:
- Data Analysis
- Expert Judgment
- Meetings
Outputs:
- Risk Management Plan
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 11-3, Page 402 and Glossary definition, Page 713. |
Plan Procurement Plan (12.1)
“The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.” PMBOK® Guide
Planning Process Group Procurement Mgmt Knowledge Area
This process provides the policies, mechanisms and procedures that are used to purchase external goods and services that are needed to accomplish the work of the project. This process is often a balance of project costs, schedule and risks as decisions are made with regard to what should be purchased and what should be done internally by the project team.
Inputs:
- Project Management Plan
- Project Charter
- Project Documents
- Business Documents
- Enterprise Environmental Factors
- Organizational Process Assets
Tools and Techniques:
- Data Gathering
- Data Analysis
- Expert Judgment
Outputs:
- Procurement Management Plan
- Procurement Statement of Work
- Procurement Strategy
- Bid Strategy
- Source Selection Criteria
- Make or Buy Decisions
- Independent Cost Estimates
- Change Requests
- Organizational Process Assets Updates
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 12-3, Page 467 and Glossary definition, Page 713. PMBOK is a registered mark of the Project Management Institute, Inc.
Plan Stakeholder Engagement (13.2)
“The process of developing approaches to involve project stakeholders based upon their needs, expectation, interests, and potential impact on the project.” PMBOK® Guide
Planning Process Group Stakeholder Mgmt Knowledge Area
The stakeholders were identified as part of Project Initiation. This process determines how to interact with each of those stakeholders so as to meet their needs with respect to the project objectives. The Stakeholder Engagement Plan created in this process identifies how stakeholders will continue to be identified and the approach used to create and maintain a relationship with each of them.
Inputs:
- Project Management Plan
- Project Charter
- Project Documents
- Agreements
- Enterprise Environmental Factors
- Organizational Process Assets
Tools and Techniques:
- Expert Judgment
- Meetings
- Data Gathering
- Data Analysis
- Data Representation
- Decision Making
Outputs:
- Stakeholder Engagement Plan
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017, Figure 13-5, Page 517 and Glossary definition, Page 713. PMBOK is a registered mark of the Project Management Institute, Inc. |
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PMI, PMP, CAPM and PMBOK are registered marks of the Project Management Institute, Inc.