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4.2.3.1 Project Management Plan The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes. Project baselines include, but are not limited to:Scope baseline (Section 5.4.3.1), Schedule baseline (Section 6.6.3.1), and Cost baseline (Section 7.3.3.1). Subsidiary plans include, but are not limited to:Scope management plan (Section 5.1.3.1), Requirements management plan (Section 5.1.3.2), Schedule management plan (Section 6.1.3.1), Cost management plan (Section 7.1.3.1), Quality management plan (Section 8.1.3.1), Process improvement plan (Section 8.1.3.2), Human resource management plan (Section 9.1.3.1), Communications management plan (Section 10.1.3.1), Risk management plan (Section 11.1.3.1), Procurement management plan (Section 12.1.3.1), and Stakeholder management plan (Section 13.2.3.1). Among other things, the project management plan may also include the following:Life cycle selected for the project and the processes that will be applied to each phase; Details of the tailoring decisions specified by the project management team as follows:Project management processes selected by the project management team, Level of implementation for each selected process, Descriptions of the tools and techniques to be used for accomplishing those processes, and Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs. Description of how work will be executed to accomplish the project objectives; Change management plan that documents how changes will be monitored and controlled; Configuration management plan that documents how Configuration management will be performed; Description of how the integrity of the project baselines will be maintained; Requirements and techniques for communication among stakeholders; and Key management reviews for content, the extent of, and timing to address, open issues and pending decisions. The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.

10.1.3.1 Communications Management Plan The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, monitored, and controlled. The plan contains the following information:Stakeholder communication requirements; Information to be communicated, including language, format, content, and level of detail; Reason for the distribution of that information; Time frame and frequency for the distribution of required information and receipt of acknowledgment or response, if applicable; Person responsible for communicating the information; Person responsible for authorizing release of confidential information; Person or groups who will receive the information; Methods or technologies used to convey the information, such as memos, e-mail, and/or press releases; Resources allocated for communication activities, including time and budget; Escalation process identifying time frames and the management chain (names) for escalation of issues that cannot be resolved at a lower staff level; Method for updating and refining the communications management plan as the project progresses and develops; Glossary of common terminology; Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of reports, and meeting plans, etc.; and Communication constraints usually derived from a specific legislation or regulation, technology, and organizational policies, etc. The communications management plan can also include guidelines and templates for project status meetings, project team meetings, e-meetings, and e-mail messages. The use of a project website and project management software can also be included if these are to be used in the project.

Process: 11.5 Plan Risk ResponsesDefinition: The process of developing options and actions to enhance opportunities and to reduce threats to project objectives.Key Benefit: The key benefit of this process is that it addresses the risks by their priority, inserting resources and activities into the budget, schedule and project management plan as needed.Inputs 1.Risk management plan 2.Risk register   Tools & Techniques 1.Strategies for negative risks or threats 2.Strategies for positive risks or opportunities 3.Contingent response strategies 4.Expert judgment   Outputs 1.Project management plan updates 2.Project documents updates

Process: 6.1 Plan Schedule ManagementDefinition: The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.Inputs 1.Project management plan 2.Project charter 3.Enterprise environmental factors 4.Organizational process assets   Tools & Techniques 1.Expert judgment 2.Analytical techniques 3.Meetings   Outputs 1.Schedule management plan

4.5.3.2 Change Log A change log is used to document changes that occur during a project. These changes and their impact to the project in terms of time, cost, and risk, are communicated to the appropriate stakeholders. Rejected change requests are also captured in the change log. 13.3 Manage Stakeholder Engagement Definition: The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.Key Benefit: The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.  Inputs 1.Stakeholder management plan 2.Communications management plan 3.Change log 4.Organizational process assets   Tools & Techniques 1.Communication methods 2.Interpersonal skills 3.Management skills   Outputs 1.Issue log 2.Change requests 3.Project management plan updates 4.Project documents updates 5.Organizational process assets updates

13.2 Plan Stakeholder Management Definition:  Stakeholder Management is the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success. Key Benefit: The key benefit of this process is that it provides a clear, actionable plan to interact with project stakeholders to support the project’s interests.Inputs  1.Project management plan 2.Stakeholder register 3.Enterprise environmental factors 4.Organizational process assets Tools & Techniques  1.Expert judgment 2.Meetings 3.Analytical techniques Outputs 1,Stakeholder management plan 2.Project documents updates 5.2.1.5 Stakeholder Register Described in Section 13.1.3.1. The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project. 13.1.3.1 Stakeholder Register The main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to:Identification information. Name, organizational position, location, role in the project, contact information; Assessment information. Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; and Stakeholder classification. Internal/external, supporter/neutral/resistor, etc.  The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change—or new ones identified—throughout the life cycle of the project.

4.1.3.1 Project Charter The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer’s needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:Project purpose or justification, Measurable project objectives and related success criteria, High-level requirements, Assumptions and constraints, High-level project description and boundaries, High-level risks, Summary milestone schedule, Summary budget, Stakeholder list, Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project), Assigned project manager, responsibility, and authority level, and Name and authority of the sponsor or other person(s) authorizing the project charter. Process: 7.1 Plan Cost ManagementDefinition:  The process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs.Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project costs will be managed throughout the project.Inputs 1.Project management plan 2.Project charter 3.Enterprise environmental factors 4.Organizational process assets Tools & Techniques 1.Expert judgment 2.Analytical techniques 3.Meetings   Outputs Cost management plan

Process: 9.1 Plan Human Resource ManagementDefinition: The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.Key Benefit: The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.Inputs 1.Project management plan 2.Activity resource requirements 3.Enterprise environmental factors 4.Organizational process assets   Tools & Techniques 1.Organization charts and position descriptions 2.Networking 3.Organizational theory 4.Expert judgment 5.Meetings   Outputs Human resource management plan

Process: 9.4 Manage Project TeamDefinition: The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.Key Benefit: The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.Inputs 1.Human resource management plan 2.Project staff assignments 3.Team performance assessments 4.Issue log 5.Work performance reports 6.Organizational process assets   Tools & Techniques 1.Observation and conversation 2.Project performance appraisals 3.Conflict management 4.Interpersonal skills   Outputs 1.Change requests 2.Project management plan updates 3.Project documents updates 4.Enterprise environmental factors updates 5.Organizational process assets updates

On most projects, communication planning is performed very early, such as during project management plan development. This allows appropriate resources, such as time and budget, to be allocated to communication activities. Effective communication means that the information is provided in the right format, at the right time, to the right audience, and with the right impact. Efficient communication means providing only the information that is needed.