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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.

5.1.2.1 Expert Judgment Expert judgment refers to input received from knowledgeable and experienced parties. Expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training in developing scope management plans. Process: 5.1 Plan Scope ManagementDefinition: The process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.Key Benefit: The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project.Inputs Project management plan Project charter Enterprise environmental factors Organizational process assets   Tools & Techniques Expert judgment Meetings   Outputs Scope management plan Requirements management plan

12.1.2.3 Market Research Market research includes examination of industry and specific vendor capabilities. Procurement teams may leverage information gained at conferences, online reviews and a variety of sources to identify market capabilities. The team may also refine particular procurement objectives to leverage maturing technologies while balancing risks associated with the breadth of vendors who can provide the materials or services desired.

4.4.2.2 Analytical Techniques Analytical techniques are applied in project management to forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables. Examples of analytical techniques used in projects are:Regression analysis, Grouping methods, Causal analysis, Root cause analysis, Forecasting methods (e.g., time series, scenario building, simulation, etc.), Failure mode and effect analysis (FMEA), Fault tree analysis (FTA), Reserve analysis, Trend analysis, Earned value management, and Variance analysis.

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 Project management plan Project charter Enterprise environmental factors Organizational process assets   Tools & Techniques Expert judgment Analytical techniques Meetings   Outputs 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 Stakeholder management plan Communications management plan Change log Organizational process assets   Tools & Techniques Communication methods Interpersonal skills Management skills   Outputs Issue log Change requests Project management plan updates Project documents updates 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  Project management plan Stakeholder register Enterprise environmental factors Organizational process assets Tools & Techniques  Expert judgment Meetings Analytical techniques Outputs Stakeholder management plan 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 Project management plan Project charter Enterprise environmental factors Organizational process assets Tools & Techniques Expert judgment Analytical techniques Meetings   Outputs Cost 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 Human resource management plan Project staff assignments Team performance assessments Issue log Work performance reports Organizational process assets   Tools & Techniques Observation and conversation Project performance appraisals Conflict management Interpersonal skills   Outputs Change requests Project management plan updates Project documents updates Enterprise environmental factors updates Organizational process assets updates