3.

Preliminary project scope statement

a.

a. What is it about?

Provides framework for more details of

project
Provides outline of what project will
create achieve and deliver
Allow stakeholders to have common
understanding and purpose
Corresponding amount of resources
stakeholders are willing to commit
Refined through further planning and
approval from project sponsor

b. Developing the preliminary project scope

statement

Builds on consensus agreed earlier by all

stakeholders in project charter
More details are progressively elaborated
and developed through the preliminary
project scope statement
Include key dimensions relating to the
objectives and deliverables of the project
Project boundaries should also be spelled
out
Identification of the project deliverables
and characteristics should be supported by
their corresponding acceptance criteria
Key acceptance criteria for all the project
deliverables should be identified in the
statement
Include a list of initial project risks that
are highlighted early to be dealt with as
project planning intensifies
Risks are also mapped against a timeline
to estimate when they are likely to occur
and when mitigation measures need to be
taken
Elaborate on the initial work breakdown
structure
Indicate how approvals for the project are
to be processed
Indicate clearly when and from whom
approvals should be routed if there are
proposed changes in the near future when
the project moves along
Important for integration because it sets
the groundwork for further progressive
elaboration when full scale project scope
management kicks in

4. Project Plan

b.

How the project plan is developed?

Requires a constant process of progressive
elaboration which follows a logical and
systematic approach
Template used in the project completed
earlier may also be tweaked and adopted
for use
Review the business requirements,
functional requirements and technical
requirements of the new proposed
facilities
Identification of the desirable functional
requirements, corresponding technical
requirements
Design plan then evolves following the
completion of this review
Design plan provides the platform for the
work breakdown structure to be developed
for the project
Work breakdown structure decomposes
the entire project into manageable bits
where further planning can then take place
Estimated time needed for their
completion is then established after
considering and selecting the resources
needed for their execution
Project schedule can then be developed
Final planning with more details
Changes may occur
Bunch of plans

c.

What is it about?
Reflects the value systems, beliefs,
priorities and conditions of the project
Integration platform that brings all the
stakeholders together
Communicates to all the stakeholders and
the project management team how the
project is to be run, managed and
controlled
Guides the stakeholders on how the
project should progress and how it should
be managed
PM needs to identify what resources are
needed, in what quantities and when these
are needed as the project progresses
Project plan is made up of a bunch of
plans that cover 9 PMBOK areas
When each of these plans are developed
and implemented, the five project
management processes will be triggered

Allows planning to take place in a more

manageable bitesize and concentrated
manner
Provide the project manager with the
baselines to compare actual performance
with planned performance
Should include the following items:
integration, scope, schedule, cost, quality,
human resource, communications, risk and
procurement management plans.
Plans need to be integrated concurrently at
the same time by the project manager
Decision made in one plan can affect
decisions in other plans for the same
components, actions and activities
Establish the list of milestones
Determine the resource calendar
Frame the risk register

4. Project Plan in action

b. Monitoring and controlling bunch of plans

a. Executing bunch of plans

Components, actions and activities

identified from the work breakdown
structure are systematically carried out
Provides the platform for integration as
different stakeholders come together to
provide their individual contributions
Project manager uses these plans to
coordinate progress of the work to ensure
that activities are not carried out too early
or too late
In the event where changes happen, the
bunch of plans should also surface the
procedures for these changes to be
approved by the appropriate authorities,
bunch of plans will be updated
Bunch of plans should also make
provisions for documenting the lessons
learned when the project is completed

Many workflows and activities may be

linked and a change in one activity may
affect another activity elsewhere in the
project
Prompts questions for the project manager
to take timely actions without overlooking
the details, seek answers to time and cost
performance of the project
Done through earned value management
which comprises a set of formulas that
measure and report on budget and
schedule progress
Assess if funds are being spent faster than
what the project schedule has allowed for,
followup actions must then be taken to
ensure that the project cash flow and
schedule remain healthy
Integrated change control is recommended
All change requests must pass through
integrated change control for assessment,
approval, dissemination of information for
followup actions and keeping records
Request is then routed to a designated
change control committee who then
evaluates the merits or otherwise of the
proposed change request

5. Closing process

Administrative closure then takes

place
Collectively, all such project
documents are then archived in a
safe and readily accessible
location for future references
Administrative closure is part of
contractual closure
Contract is deemed to have been
fulfilled satisfactorily