Guidance for Project Management Plan
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Project Plan
Project plan constitute a formal guidance on a paper for project control, monitoring and execution that details project planning, decisions, and facilitating communication within the program documenting the scope, cost and project baselines of the project (Levin, 2008).
Project Plan Elements
For a successful project plan, there are essential elements to consider (Cleland & Ireland, 2008). The elements involve the scope of the project, responsibilities, resources, cost, schedule, stakeholders, communication plan, project tracking, and risk management plan. The range covers the objectives and deliverables, requirements, assumptions, and constraints. With stakeholders, the plan needs to document their identification and involvement in the project, commitment, and needs. The roles and responsibilities involve the people within the project with specification on whether to consult, approve, inform and responsible for being detailed. Scheduling is all about identification and sequencing of activities, with an estimationof the resources and duration (Kerzner, 2013). Communication is all about taking into consideration what to communicate, when and to who, with proper identification of the responsible person. Risk management involves identification, analysis, response, monitoring and control of possible risk scenarios (Lai, 2014). Project tracking requires monitoring, reviewing and reporting the actual performance.
Schedule Components
The program details activities to be undertaken, the sequence, resources and duration. During the action identification level, The International Lighting Company project manager needs to specify a work breakdown structure to organize the tasks required and the deliverables. The tasks are ordered in the manner in which they are undertaken, with the resources to be used being indicated (Meredith, 2014).
Risk Analysis
This involves the identification of uncertain events that negatively affect the project of the Lighting Company, and analyze events both qualitatively and quantitatively. There has to be a monitoring and control measures in place, with an articulate plan on the response. The impact and the probability of the occurrence of the risk must be analyzed (Dobson & Dobson, 2012).
Project Constraints
The significant constraints of a project are cost, schedule, and time. The scope is the limit of the deliverable to be accomplished and time specifies the time by which the tasks will be performed together with the deadline. Cost details the financial resource inputs and limitations of the project. The availability of resources has to be specified and how they will be utilized (Levin, 2008).
Network Design Plan
A project activity cannot begin before the prior activities are accomplished. The network is created to indicate the flow of events, where unique codes identify them in a flowing manner.
Project critical path provides a view of the project in a graphical way with a prediction of the time required to complete a task. It helps in the proper identification of activities that will keep the schedule of the project flow. The actions are portrayed as nodes with the events for the activities shown in arrows. There are no delays in project activities in the critical path (Meredith, 2014). Project slack is the time to the latest or the earliest start or end time of an activity within a project, and is therefore the time within which an activity can be delayed or the earliest an activity can be accomplished without delaying the project (Cleland & Ireland, 2008).
Management Reserve Plan
Is the documentation of the amount of contract budget required for the purposes of management control, and not for any particular task accomplishment (Lock, 2007).
Project Plan
The plan introduces the project of the automated equipment repair monitoring system providing its overview, describing deliverables and benefits. The management approach section details roles and responsibilities of the project team with proper analysis of sources of resource, constraints, and limitation. The project scope section describes what the project entails and what it does not with milestone list providing a summary and dates of milestones. There is schedule baseline and work breakdown structure within the plan together with how change is managed (Lai, 2014). Management plans of communication, cost, quality, schedule, staff and the risk of automated system project is also documented in the scheme. Finally, are the baseline summaries.
Implementation Plan
The project has to be communicated to all stakeholders, and the baseline updated, and after that the implementation plan is developed to help in implementing the project.
Kick-off Meeting Plan
Details the mobilization of project team towards a common purpose and energized to undertake the project activities (Pryke & Smyth, 2012). The agenda must be clear with flow of presentations, expectations set, communication plan communicated, and feedback allowed.
Progress Tracking Plan
This is the identification and control of variance from the original plan to keep the project within its focus. Therefore, there has to be a baseline for the project and data be regularly collected which is then analyzed and compared with the baseline (Cleland & Ireland, 2008).
Financial Tracking Plan
Provides on how the expenditure of the project will be followed up to minimize waste and ensure that the finances are used appropriately as allocated for their purpose.
Revision Plan
Change Control Plan
This lays out the documentation of change requests and submissions, and how such is generated. The plan includes how the change will be reviewed, approved and implemented and the responsibilities for such (Richman, 2012).
Meeting Plan
Status meeting is where the status of the situation of the automation system project is discussed, and members of the project get to understand the progress and give insights and brainstorm on new ideas. It updates members of the previous meetings and upcoming milestones.
Issues meetings, on the other hand, provide updates on open questions that help in tracking the progress of the project. Issues noted commonly initiate the meeting on when a quick response is required. The members also get to be updated on new problems and upcoming events that are the core of the project (Chilmeran, 2008). Therefore, the plan details how the project will prepare for such meetings to respond to the needs.