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Developing the Project Management Plan

Developing the Project Management Plan
By Elyse Nielsen

We know that the project management plan is the key document that contains the overall planning, monitoring, and implementing activities to be done in a project. So how does one derive such a document?

First one has to look at what one has around the desktop. The inputs for developing a Project Management Plan are:

  • Preliminary Project Scope Statement – The preliminary Project Scope Statement forms the basis of the scope section of the Project Management Plan and includes a description of the scope, its boundaries, and the major deliverables.
  • Project management processes – Project management processes are descriptions of how the project will be managed. For example, communication management at your company might include status updates included in the project bulletin board.
  • Organizational process assets – Organizational process assets are resources, procedures, or processes, from any or all of the organizations involved in the project, that influence the process or outcome of a project.
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Contract Closure Process

Contract Closure Process
By Elyse Nielsen

  • The Procurement Management Plan – The Procurement Management Plan is the play book for how to manage the Contract Closure process and to interweave it with other processes.
  • The Contract Management Plan – The Contract Management Plan details how to manage the contract on significant purchases, throughout the life of the contract. A project team commonly refers to the Contract Management Plan for any contract closure guidelines surrounding a purchase. By providing information for the necessary documentation, delivery, and performance requirements, the team can assure the seller has met all obligations necessary for the contract to be closed.
  • Contract Documentation – Contract documentation encompasses the contract, requested changes to the contract, approved changes to the contract, schedules, seller-developed technical documentation, and seller performance reports. Teams review contract documentation to ascertain what was in the contract originally and how that changed overtime. Additionally the team will use contract documentation to determine how the seller is reporting its performance.
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    Developing the Project Charter

    Developing the Project Charter
    By Elyse Nielsen

    Congratulations, you have been elected to write a charter. So with about 5 dollars you head over to your local starbucks and wonder what to do next. A project charter is a pretty systematic document. If you have one at your organization, you can derive several others from that foundational work.

    In developing a project charter, there are several inputs to the process:

    1. Contract – The contract that is used as an input is the contract between your organization and the organization you’re asking to provide a product or service.
    2. Statement of Work (SOW) – An SOW is a narrative description of products, services, or results to be supplied. The SOW indicates a business need, a product scope description, or a strategic plan.
    3. Enterprise environmental factors – Enterprise environmental factors are any external environmental factors and internal organizational environmental factors that surround or influence the project’s success.
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