How to write a PMBOK® aligned Project Management Plan

1. What exactly is the expected outcome of this project?
2. What resources do I need and where do I get them from?
3. How long is this project going to take?
4. How much does it cost and how do I ensure to stay within the budget?
5. What resources do I need and where do I get them from?
6. There must be risks associated with this project, how do I manage the
7. What kind of reports are required and at what intervals?
8. Where do I get the material and services from?
9. Who else is involved in the project and what is his/her interest?
10. How do I ensure the right level of quality?
11. What do I do if things change?
12. How to track project and status?

1. Discuss the project with the key stakeholders

Collect the stakeholder requirements and expectations, register and rate them. Conflicting requirements must be resolved before project execution can begin.

2. Create a scope document

After the requirements for the project and the desired results have been recorded, it is time to create a project scope document in which the individual project elements are listed. All elements must be described clearly, completely, and unambiguously. Divide the scope into easy-to-manage packages and further break them down into activities.

3. Create a detailed project schedule

Now that the scope of the project has been set, it is time to insert project information into a schedule. A Gantt chart is a practical tool that you can use to easily visualize the project timeline. It is an instrument that gives you a complete overview of the project progress, the scope of work, and the dependencies.

4. Define roles, responsibilities and resources

Resources are the people, equipment and material that are required to complete your project. Particular caution and care is required here. Delays in project execution are very often due to the fact that production rates and therefore the number of resources required are not adequately estimated. You also have to consider where you get the resources from, when you need them and, depending on the availability, when you have to order them. Describe this part with all the details in the project procurement plan.

5. Prepare the project budget

Now that you know exactly what to do, how long it will take and which and how many resources you need, you can now create a cost plan relatively easily. Provide a certain contingency and present it separately.

6. Define and describe the communications process

McKinsey says employees spend almost 20% of their time looking for and collecting information. In addition, inefficient communication and collaboration are two of the main causes of stress at work. If stakeholders and employees have to constantly search through series of emails or constantly ask for updates, they become frustrated and their motivation drops. It is therefore extremely important to collect all data and information in a controlled environment, where they are easily accessible and can be kept up to date. In addition, to maintain a good relationship, it is essential to agree on report content and deadlines and to adhere strictly.

7. Develop a project quality management plan

Develop strategies to ensure the quality of both the end product and all individual processes for manufacturing the product. Also describe how you intend to constantly improve the processes.

8. Perform a risk assessment

Go through all the previous points again and evaluate with your team what could go wrong. Think about how likely a risk is and what the impact on the schedule, costs and project product could be. Develop strategies for dealing with each individual risk.

9. Develop monitor and control strategy

Go back to each of the above and describe how you want to monitor and control each plan.

10. Obtain approval

Now that your plan is complete, let your project sponsor approve it and authorize you to carry out the project.

The terms project plan and project management plan are often used interchangeably. PMI^® makes no distinction between the two plans. However, there is a difference between a project plan and a project management plan.

The project plan is essentially about what to do, while the project management plan is more about how.
While the project management plan contains the above-described components, the project plan mostly revolves around the schedule. In the schedule, the individual activities to be carried out are precisely listed in the exact order of their execution.

For a construction project, this can quickly include several thousand entries. Usually, it is created with the help of professional software such as Oracle Primavera. Even if many projects have an extra planner that operates, updates, and monitors the software, I can only warmly recommend every project manager familiarize themselves with the software and its extensive features.

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