Project Planning Process Group – Part 5

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About this lesson

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.

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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  • 00:04 Hi, this is Ray Sheen.
  • 00:06 Let's talk now about some additional project planning processes.
  • 00:09 And these processes will be from the different knowledge areas that
  • 00:12 we haven't yet addressed in our planning.
  • 00:15 This is part 5 of 6 lessons on project planning processes.
  • 00:19 The next process is plan communication management.
  • 00:24 The project management body of knowledge, the PMBOK Guide, defines this process as
  • 00:29 the process of developing an appropriate approach and plan for project
  • 00:33 communication activities based upon the information needs of each stakeholder or
  • 00:38 group, available organization assets, and the needs of the project.
  • 00:44 The inputs are the project management plan or
  • 00:45 project charter along with project documents,
  • 00:49 enterprise environmental factors and the organizational process assets.
  • 00:53 The outputs are the communication management plan
  • 00:56 which is incorporated into the project manager plan.
  • 00:58 In addition, there may be some updates to other aspects of
  • 01:01 the project management plan and we update our project documents.
  • 01:06 The tools and techniques, are the typical communication management tools,
  • 01:10 different communication technologies, communications models and
  • 01:13 methods, connected communications requirements analysis, and
  • 01:17 if you haven't communicated enough hold a meeting.
  • 01:20 We also throw in some expert judgment data analysis and interpersonal and
  • 01:23 team skills.
  • 01:25 We'll introduce risk management with the plan risk management process.
  • 01:29 However we'll focus the next lesson on the rest of the risk planning processes.
  • 01:34 The project management body of knowledge, the PMBOK Guide, defines this process as
  • 01:39 the process of defining how to conduct risk management activities for a project.
  • 01:44 The inputs are again the charter and
  • 01:46 project management plan along with project documents and
  • 01:50 of course enterprise environmental factors and an organizational process assets.
  • 01:55 The output is a risk management plan which is incorporated
  • 01:57 into the project management plan.
  • 02:00 And tools and
  • 02:00 techniques are old standbys of data analysis, expert judgment and meetings.
  • 02:06 The next process is plan procurement management.
  • 02:08 This will look at using the supplier as another source of project resources.
  • 02:13 The project management body of knowledge, the PMBOK Guide, defines this process as
  • 02:17 the process of documenting project procurement decisions,
  • 02:21 specifying the approach, and identifying potential sellers.
  • 02:25 The inputs on this process are the project management plan, the project charter, and
  • 02:30 project documents.
  • 02:31 There's an additional input this time, and that is the business documents.
  • 02:35 Recall back when we were initiating processes,
  • 02:37 we had business documents of business case and benefits plan.
  • 02:41 Finally, the process uses the enterprise environmental factors and
  • 02:45 organizational process assets.
  • 02:47 The process has a lot of outputs.
  • 02:49 One is the procurement management plan which gets incorporated into the project
  • 02:53 management plan.
  • 02:54 That's the easy one.
  • 02:56 The process my also create changed requests
  • 02:58 that must be managed to the integrated change control process.
  • 03:01 Then there are all the procurement documents that are generated,
  • 03:05 procurement strategy, procurement statement of work, bid strategy,
  • 03:08 make buy analysis and independent cost estimates.
  • 03:12 There's also one project document created and that's the source selection criteria.
  • 03:17 Finally the process can lead to updates to the organizational process assets.
  • 03:23 The tools and techniques for this process are quite straight forward,
  • 03:25 expert judgement, data gathering and data analysis.
  • 03:30 The last process in this lesson is plan stakeholder engagement.
  • 03:34 The project management body of knowledge the PMBOK Guide, defines this process as
  • 03:38 the process of developing approaches to involve project stakeholders based upon
  • 03:43 their needs,expectations, interests and potential impact to the project.
  • 03:48 The inputs are the project management plan and the project charter and
  • 03:52 project documents plus of course the enterprise environmental factors and
  • 03:55 organizational process assets.
  • 03:58 We also have the agreements from conduct procurement process popping up again.
  • 04:03 The outputs are the stakeholder engagement plan
  • 04:05 which goes into the project management plan.
  • 04:08 And the tools and techniques are the ubiquitous expect judgement meetings and
  • 04:12 data analysis, along with data gathering, data representation and decision making.
  • 04:17 Now these planning processes are like a glue that connects the project plan
  • 04:21 with the executing and then monitoring and controlling processes for
  • 04:25 each of these knowledge areas.
  • 04:27 These processes tied many of our knowledge areas into the planning process.
  • 04:33 Well, we know how virtually all the planning done, but
  • 04:36 there's still one more thing to do and that's that we have to account for risk.
  • 04:40 We'll take a look at that in the next lesson.

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