Develop Project Management Plan
Figure 5:Develop Project Management Plan: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), (5th Edition)" by Project Management Institute, 2013, p. 72. Newton Square, PA: Project Management Institute, Inc. Reprinted without permission
Figure 5: Develop Project Management Plan above depicts all the possible inputs tools and techniques resulting in Project Management Plan.
4.2 Develop Project Management Plan
Process Definition
The project management plan guides a project from inception to close. Project Management Institute breaks the planning group down into twenty-four sub-plans. These sub-plans create initial baselines for the project in the areas of scope, schedule, and budget. As the project progresses through its life cycle changes to the plan occur which are then reflected as updates in 24 sub-plans to create, new baselines, and these new baselines are compared against the original baseline to determine variance against the original estimation.
Process Assessment
The project management plan creates a road map and ownership if the project team and stakeholders are involved in the planning process thus creating buy-in. This is especially important when dealing with virtual teams to have cohesion and ownership and inclusion in the planning process.
Develop Project Management Plan
4.2.1.1
Input
In PGMT 502, our team developed a high-level template charter to identify all the key stakeholders. Define the relationships and responsibilities between stakeholders and scope restraints in the development and maintenance of the Adoption website. This is considered an input utilized in a project management plan.
4.2.2 Tools and Techniques
In PGMT 612 as the team identified possible anomalies to contend with in an international setting. Project management plans address risks and remedies tools and techniques to mitigate risk situations through training and collaboration.
4.2.3.1
Output
The result of all the inputs, facilitation techniques, and expert judgment results in the formation of a project management plan as seen here in PGMT 611 an output that addresses internal change within an organization and addresses key how-to of the project management plan.