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Unformatted text preview: ledge areas). Scope statement, which includes the project objectives and the project deliverables. WBS to the level at which control will be exercised, as a baseline scope document. Cost estimates, scheduled start and finish dates (schedule), and responsibility assignments for each deliverable within the WBS to the level at which control will be exercised. Performance measurement baselines for technical scope, schedule, and cost-- i.e., the schedule baseline (project schedule) and the cost baseline (timephased project budget). Major milestones and target dates for each. Key or required staff and their expected cost and/or effort. Risk management plan, including: key risks, including constraints and assumptions, and planned responses and contingencies (where appropriate) for each. Subsidiary management plans, namely: Scope management plan (Section 22.214.171.124). Schedule management plan (Section 126.96.36.199). Cost management plan (Section 188.8.131.52). Quality management plan (Section 184.108.40.206). Staffing management plan (Section 220.127.116.11). Communications management plan (Section 10.1.3.1). Risk response plan (Section 18.104.22.168). Procurement management plan (Section 22.214.171.124). Each of these plans could be included if needed and with detail to the extent required for each specific project. Open issues and pending decisions. Other project planning outputs should be included in the formal plan, based upon the needs of the individual project. For example, the project plan for a large project will generally include a project organization chart. .2 Supporting detail. Supporting detail for the project plan includes: Outputs from other planning processes that are not included in the project plan. Additional information or documentation generated during development of the project plan (e.g., constraints and assumptions that were not previously known). Technical documentation; such as, a history of all requirements, specifications, and conceptual designs. Documentation of relevant standards. Specifications from early project development planning. This material should be organized as needed to facilitate its use during project plan execution. A Guide to the A Guide to the Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 45 ACROYMNS LIST Chapter 4--Project Integration Management 4.2 | 4.3 4.2 PROJECT PLAN EXECUTION
Project plan execution is the primary process for carrying out the project plan-- the vast majority of the project's budget will be expended in performing this process. In this process, the project manager and the project management team must coordinate and direct the various technical and organizational interfaces that exist in the project. It is the project process that is most directly affected by the project...
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- Fall '13
- The American