General Approach:

This section describes both managerial and technical approaches to work. Technical

discussion describes relationship of project to available technologies. For example, it might

note this project is extension of work done by company for earlier project. Subsection on

managerial approach takes note of any deviation from routine procedure – for instance, use

of subcontractors for some parts of work.

Contractual Aspects:

This critical section of plan includes complete list and description of all reporting

requirements, customer-supplied resources, liaison arrangements, advisory committees,

project review and cancellation procedures, proprietary requirements, any specific

management agreements (for example, use of subcontractors) as well as technical

deliverables and their specifications, delivery schedules, and specific procedures for

changing any of above. Completeness is necessity in this section. If in doubt about whether

item should be included or not, wise planner will include it.

Resources:

There are two primary aspects to this section. First is budget. Both capital and expense

requirements are detailed by task, which makes this project budget. One-time costs are

separated from recurring project costs. Second, cost monitoring and control procedures

should be described. In additional to usual routine elements, monitoring and control

procedures must be designed to cover special resource requirements for project, such as

Personnel:

This section lists expected personnel requirements of project. Special skills, types of

training needed, possible recruiting problems, legal or policy restrictions on work force

composition, and any other special requirement, such as security clearances, should be

noted here. (This reference to “security” includes need to protect trade secrets and research

targets from competitors as well as need to protect national security). It is helpful to timephase

personnel needs to project needed and in what numbers. These projections are

important element of budget, so personnel, schedule, and resources sections can be

crosschecked with one another to ensure consistency.

Evaluation Methods:

Every project should be evaluated against standards and by methods established at project's

inception. This section contains brief description of procedure to follow in monitoring,

collecting, storing, and evaluating history of project.

Potential Problems:

Sometimes it is difficult to convince planners to make serious attempt to anticipate potential

difficulties. One or more such possible disasters such as subcontractor default, technical

failure, strikes, bad weather, sudden required breakthroughs, critical sequences of tasks,

tight deadlines, resource limitations, complex coordination requirements, insufficient

authority in some areas, and new complex or unfamiliar tasks are certain to occur. Only

uncertainties are which ones will occur and when. In fact, timing of these disasters is not

random.

There are times, conditions and events in life of every project when progress depends on

subcontractors, or weather, or coordination or resource availability, and plans to deal with

unfavorable contingencies should be developed early in project's life cycle. Some project

managers disdain this section of plan on grounds that crises cannot be predicted. Further,

they claim to be very effective firefighters. It is quite possible that when one finds such

project manager, one has discovered arsonist. No amount of current planning can solve

current crises, but preplanning may avert some.

These are elements that constitute project plan and are basis for more detailed planning of

budgets, schedules, work plan, and general management of project. Once this basic plan is fully

developed and approved, it is disseminated to all interested parties.

Below is detailed discussion on some important parts/aspects of a Project Plan.

Introduction/Overview:

The project management plan introduction/overview includes an introduction both to the

specific project and to the project management plan document itself. Some background

information may be included to set the stage or provide perspective on the information that

follows, such as how the project was initiated, who the customer or sponsor is, how the project

is funded, or other factors that are important to those who read the plan. Introductions are

always short, allowing the reader to move into the plan quickly. Additional external or historical

information can be referenced or included in the Appendix.

External factors, such as general or specific economic trends, constraints, or opportunities;

political or governmental conditions; population demographics; or internal organizational

factors, should be discussed.

Mission and Objectives:

The purpose or mission of the project is stated in one or two paragraphs, followed by a set

of concrete objectives. The mission statement is all encompassing, establishing why the

project exists. Mission statements can be general or specific. They also reference the

customer if the project is being performed under contract or for a third party.

Project objectives are outlined as specific goals to be accomplished and to which status they

can be applied. For instance, objectives for a small construction project might include a

good location; a modern energy-efficient economic design; a fully furnished facility; a

complete set of project documents; compliance with all laws, codes, and requirements; a

standard profit margin; and a completion date.

Planning becomes straightforward when objectives are defined for key areas. Objectives

can be established for every aspect of the project, including scope of work, organization,

management, systems, environment, safety, and overall completion of the project (i.e., final

cost and schedule dates). Established objectives in the following areas facilitate detailed

planning, systems development, and work performance:

• Technical objectives
• Schedule objectives
• Cost objectives
• Organizational/personnel-related objectives
• Quality objectives
• Environmental safety and health objectives
• Contracting/procurement objectives
• Management system objectives

Well-defined objectives enhance the reliability of subsequent planning. Once objectives are stated in

concise terms, they allow for the development of the project scope of work and the work breakdown

structure.

Work Scope:

The work scope section of the project management plan demonstrates how well the project

is understood.

It includes narrative descriptions of all elements of the project’s scope of work. It clearly

identifies the products or services to be provided to the customer. The statement of work

contains enough information to allow development of the Work Breakdown Structures

(WBS), schedules, and cost estimates, as well as assignment of responsibilities.

This section can address the project phases and include special plans associated with those

phases, such as the Research and Development plan, engineering/design plans, construction

plan, manufacturing plan, facility start-up plan, or transition plan. It may also describe the

systems management activities, including systems engineering and integration, to ensure

project life cycle perspective. In other words, it shows that the activities necessary to ensure

that the design and final products meet customer requirements are all planned and managed

properly and can be integrated and operated as intended, and that start up, transition,

operation, and completion activities are also planned and managed properly.

To simplify preparation, the work scope can be prepared in outline form, which can then be

used to develop the Work Breakdown Structures (WBS). Often the Work Breakdown

Structure (WBS) and work scope are prepared in parallel, with the resultant narrative

description of the work called a Work Breakdown Structure (WBS) dictionary.