Document Sample
					The Project Management Plan and Sub-Plans
Specific NCI-Frederick standards are noted in italics with an asterisk.

Quick Reference

   1. Project Scope Management Plan (PMBOK 3rd Edition, Section
          Answers who, what, when, why, where, how, and how many
          Is compared against the customer's Scope of Work (the narrative description of the end
           results to be provided by the project)
          Should include a plan for change management: How change is requested, authorized,
           and documented
   2. Schedule Management Plan (PMBOK 3rd Edition, Chapter 6, Introduction)
          Indicates how changes to the project schedule will be made and controlled
          Includes the project baseline schedule
          Defines how schedule performance is reported (e.g., variance analysis)
          Employs the use of project management software
   3. Cost Management Plan (PMBOK 3rd Edition, Chapter 7, Introduction)
          Provides cost estimating, an approximation of the costs of the resources needed to
           complete project activities
       *The NCI-Frederick cost-estimating process should comply with the existing standard format
       in the Administrative Handbook (ref:
          Aggregates the estimated costs of individual activities or work packages in the WBS to
           establish a cost baseline or budget
          Addresses the factors that create cost variances to control changes to the project budget
           (cost control), including
          Project funding requirements,
          Performance reports,
          Approved change requests, and
          Forecasts
   4. Quality Management Plan (PMBOK 3rd Edition, Section
          Quality planning: identifying the quality standards external and internal to the
           organization relevant to the project and determining how to satisfy them
          Quality assurance: identifying how the planned systematic quality activities ensure that
           the project employs all processes needed to meet requirements
          Quality control: identifying how specific project results will be monitored to determine
           whether they comply with relevant quality standards; and identifying ways to eliminate
           causes of unsatisfactory performance
   5. Process Improvement Plan (PMBOK 3rd Edition, Section
          Details the steps for analyzing processes that identify waste and non-value added

The Project Management Plan and Sub-Plans

        Defines the purpose, start, and end of processes, their inputs and outputs, data required,
         the stakeholder owner of the process
        Includes process configuration—a flowchart of processes with interfaces
        Includes process metrics that maintain control over the status of processes
        Includes targets for improved performance that guide the process improvement process
  6. Staffing Management Plan (PMBOK 3rd Edition, Section
        Identifies project roles, responsibilities, reporting relationships, and describes how staff
         will be managed
        Describes how the project team will be formed, developed, and managed
       *Human Resources for NCI-Frederick projects are acquired from the appropriate
       functional support areas as follows:
        Projects are assigned to the appropriate contractor by NCI.
        The contractor assigns the project to the organizational element best suited to control
           or direct it; that organizational group then assigns the Project Manager.
        The Project Manager selects the required functional support areas necessary to
           execute the project.
        The functional support area head assigns the appropriate resource(s) to serve on the
           project team.
  7. Communications Management Plan (PMBOK 3rd Edition, Section
        Identifies all the stakeholders and determines their information and communications
        Identifies how and when the information will be distributed, including status reporting,
         progress measurement, and forecasting
        Identifies how stakeholders will be managed to satisfy their requirements and resolve
  8. Risk Management Plan (PMBOK 3rd Edition, Section
        Risk identification: identifies which risks might affect the project and documents their
        Risk analysis – qualitative or quantitative
            Qualitative risk analysis: prioritizing risks for subsequent further analysis or action by
             assessing and combining their probability of occurrence and impact
            Quantitative risk analysis: numerically analyzing the effect on overall project
             objectives of identified risks
        Risk response: determines the options and actions necessary to enhance opportunities
         and to reduce threats to project objectives
        Risk monitoring and control methods that track identified risks, monitor residual risks,
         identify new risks, execution of risk response plans, and evaluation of the effectiveness
         of risk response plans throughout the project life cycle
                 *Risk Management for NCI-Frederick
                 The NIH Risk Management guidelines and contractor-specific guidelines should
                 be applied as appropriate to all integrated projects. Reference:

The Project Management Plan and Sub-Plans

     A risk assessment should include any risks affecting the cost, scope, or duration of the
     project. Project risks should, if feasible, be assessed and responses planned at the work
     package level of the work breakdown structure for projects requiring an Integrated Project
     Alternatively, a risk model can be applied that uses a list of consistent questions from
     available templates and then weights the responses to determine a high-, medium-, or low-
     risk level for the project. Thresholds are established for each risk and a contingency reserve
     is determined for the budget and/or schedule from these thresholds.
     The method used to assess risk should be a function of the complexity of the project, but
     certain issues should always be considered for their level of risk in every project.
  9. Procurement Management Plan (PMBOK 3rd Edition, Section
        Lists what to purchase or acquire and when and how
         *For NCI-Frederick, procurement processes are in place for subcontracting and
         obtaining material resources. Changes to those processes must be approved by senior
        Documents all products, services, and results requirements and identifies potential
        Describes how sellers will be selected
        Describes how contracts will be administered and closed

     Other information to include in the project management plan:
      Milestone List (PMBOK 3rd Edition, Section all significant points or events in the
        project. A schedule milestone has zero duration.
        Resource Calendar (PMBOK 3rd Edition, Section A calendar of working days
         and nonworking days that determines those dates on which each specific resource is idle
         or can be active.
        Schedule Baseline (PMBOK 3rd Edition, Section the approved time-phased
        Cost Baseline (PMBOK 3rd Edition, Section the approved budgeted cost for the
        Quality Baseline (PMBOK 3rd Edition, Section the quality objectives of the
         project used as a basis for measuring and reporting quality performance as part of the
         performance measurement baseline.
        Risk Register (PMBOK 3rd Edition, Section the document containing the
         results of the qualitative or quantitative risk analysis and risk response planning; contains
         details of all identified risks, including description, category, cause, probability of
         occurring, and impact(s).