Hello everyone so now let's discuss the Develop project management plan, so last process was

the develop project chart of one of the most important process, I would say about for the

integration management, as I told you lot of questions, approximately 10 questions in

the Project Charter, so it speaks itself, the importance of that process.

Next one is the Develop Project Management plan, so as the name suggests, it is develop

project management plan, so your primary output is the project management plan itself, when

we discuss the Develop Project Charter our primary output was the Project Charter but

in this case it's project management plan, and if you remember, I discussed this in the

introduction tricks and technique, the father-child relationship, this is like one of the I would

say my favorite example of that father-child relationship, because our Father is the project

management plan and it has like around 18 to 19 sub components or in short you can say

18 to 19 sub plans, so basically what happens is that and why I have developed this technique

father-child relationship, is when they ask you a question in the exam always try to make

sure that we are picking the child instead of the father.

So what do I mean by that is, let us say if somebody says how you will manage the scope

and one of the option is scope management plan and one of the option is project management

plan, always go for the scope management plan, and always go for the child.

Okay similarly let us come back to our Father which is the Develop project management plan,

which is a planning process, this is the plan which guides the project execution and control

and covering every aspect of the project.

So this is like everything for you, if you want to make sure your project is successful,

if you want to make sure, if you want to know how your project would be guided, how project

would be executed, how it would be monitored, controlled, and even most importantly, how

it will be closed.

All of that information would actually be part of this project management plan.

So let us see, it contains eighteen to nineteen sub components, we would be discussing these

eighteen to nineteen sub components in an in a while.

It's not a schedule, the project management plan is more than a schedule, so I will actually

give you a real-life example of what happened with me.

It's been a long time, I was actually working and my manager came to me and he told me that

Varun, can you create a project management plan for me, I said why not sure.

So based upon my learning from the PMP, I actually came up with this project management

plan in detail.

Like, this is what we are doing, how we will be doing in Scope, this is how we will manage

the budget, this is how you'll manage the time, and like it was all about very detail

and it covered actually all these 10, 11 knowledge areas, but when I showed it to him and he

said that this is not, you gave me such a detailed document, I just wanted to know what

are your tasks, what other activities, what you will do, I just need the project schedule.

So again it is a misconception, it is much more than the project schedule.

So if your manager comes to you and asked, can you create the project plan?

Ask them are you referring to project management plan or are you referring to the project schedule?

Because project management plan is much more than the project schedule.

Integration: it integrates and consolidates all of the subsidiary managed plans and baselines

and other information necessary to manage the project.

As I told you it has eighteen to nineteen sub components, it has all the subsidiary

plans and it has some of the baselines as well.

Progressive elaboration, as discussed in the Develop Project Charter process, this project

management plan is progressively elaborated.

What do I mean by that is the plan is continuously developed, refined, revisited and updated

throughout the project life.

So I'm assuming a lot of projects are actually running on progressive elaboration technique,

where you do something, you create something, you have let's say half information, you will

develop a prototype and you'll show it to the customer, the customer will come back

to you, the customer will give you some information, you will go back work on that information,

create a second version of that product, show it back so again, it will be continuously

developed, refined, revisited.

That it's all about the project management plan.

Next let's see, it's about what are the different tools and techniques for this process, so

first of all in the input section, we have the Project Charter, then we have outputs

from other processes, EEF and OPA , so when I say Project Charter, we all know Project

Charter is a high-level document developed and approved by the sponsor, which is officially

stating that the project manager is assigned you can go ahead and start working.

So whenever you want to start something, how you will do the things?

You need to know all the high-level information, then only you will probably try to go into

much more detail.

That high level information is actually coming from this Project Charter.

Then when it says output from other processes, as I told you this project management plan

it's made up of eighteen to nineteen components, so eighteen to nineteen components in in PMBOK

they have specifically mentioned it's 18 but if you count it actually comes out to be 19

components, so it's made up of 18 to 19 components but where are those 18 to 19 components created,

they are actually developed somewhere in one of the 49 processes, Right?

So when they've created some of the processes they will actually go back and become an input

to this process, so again it works both ways, the child always comes from the parent.

So similarly, all the 18 to 19 components are coming from this project management plan.

And again keep one more thing in mind, it's this process is something which you do multiple

times, so for example, if I know scope information, okay first create the scope management plan

which will become part of the project management plan.

When I know about the schedule management plan, I will create the schedule management

and this process will be again that because now I am updating the project management plan

with the schedule information as well.

Let's see the tools, we have the expert judgment, in data gathering, we have brainstorming,

checklist, focus group, interviews.

Similarly on interpersonal team skills, we have conflict management, facilitation needing

management and the meetings.

Output, we will have the project management plan.

So to understand the inputs again, first we understood why we have the Project Charter,

why we need a starting point and that starting point comes with the high level information

that high level information is coming from the Project Charter.

As already explained, output from other processes.

So all of those 18, 19 sub components which are created somewhere in the process will

actually become an input here.

EEF and OPA, these are the two common ones which you will see, these two inputs are in

more than 90% of the process.

These are common inputs, again EEF; something which I would say is something which could

be internal or external, more like your organization culture, the example which I gave you.

I used to come at nine o clock and used to come in the afternoon, that that was the EEF.

OPA, you can talk about the plans, the processes, all that which is very specific to that organization.

Like your lessons learned, that's your OPA.

So for tools and techniques, we have the experts judgment, you always need an expert who can

help you out to create the project management plan.

So an expert can come and say okay, these are the contents of project management plan,

this is how you should write, so you can use an expert, who can guide you to write a project

management plan.

So expert judgment, another common tool which you will see a lot.

Okay on the data gathering we have the brainstorming, the same example which I explained in the

Develop Project Charter process, okay team let's listen, let’s hurdle around and talk

about what we really need.

So again, you can go ahead and brainstorming, you can do brainstorming.

On the focus group side, focus group is little more structured, again go back and focusing

on one particular part of the project, one particular feature of that project.

A facilitator will take care of it.

Similarly on the interviews talk one-on-one of the people trying to gather as much as

much information as possible.

Checklist, this is a new one, In some organization use a standard checklist popular in the industry

and some develop its specific for their projects or organization.

So when I say checklist, it is something there are some industry specifics which are very

popular like they have pre-defined checklist which you just need to go and just start following

it.

Sometimes there are some checklists, which are very specific to the organizations as

well, so you use that.

It is one of the data gathering technique.

For interpersonal team skills, we have the expert judgement, the conflict management,

and the facilitation and meeting management.

As already discussed conflict management, we'll be discussing in detail in the resource

management but again two people are having a conflict how to resolve that, that’s the

basic principle of conflict management.

There are different techniques, very important topic we will go over that.

Facilitation, more like a kind of a workshop where you gather, so many people like different

teams and try to see what are the relationship between them.

Then we have the meeting management again, developing the agenda, making sure the team

is sticking to the topic, all those things would be part of meeting management.

And of course the meetings, which is one of the another common tools, where you'll make

sure that you are gathering all the information which is required.

Ok when we did the Develop Project Charter process, we had only one of only two outputs

which was your Project Charter and the assumption Log, but this is not the case with Develop

project management plan, the second process we have only one output, which is the project

management plan, which is a formal approved document that defines how the project is managed,

executed, and controlled.

So basically this is all about “How” how you will manage it, how you will execute,

how you will control, and how you will even close.

All those are actually part of the project management plan.

It's always formal and written, you want to make sure that project management plan is

always formal and written.

It's a single plan comprised of many components, you can see these are the 18 plans which are

described later and there's one more which is not given.

This is actually the screenshot from the PMBOK 6 and this is something which is not given

like the nineteenth component, but if you go back ,it's something related to the management.

I exactly don't remember, I think it's management reviews, which is you want to make sure you

what are the preventive actions, what are the corrective actions and all those things

are actually the management review, and take a decision whether you should move ahead or

no.

Okay, this is the difference between the project documents and the project management plan.

If you go to the third tab of your ITTO’s sheet which you downloaded from the website

www.eduhubspot.com, you will see that this same image is actually on that 3rd tab and

why I have specifically put the image is because of the reason of the importance.

A lot of people get confused which will fall under the category of project management plan

and which will fall under the category of project documents.

It's approved by PM, sponsor and the, resource manager.

So multiple stakeholders are involved in this and you need everybody's approval for that.

It will guide how the project will be conducted.

Let us do a quick revision, so what all things we learned in this process is, first focus

your efforts on understanding the output: the project management plan.

Make sure when you go back and read the PMBOK, read all the bullet points about whatever

is mentioned in the project management plan, some of the examples you can see like which

of the following is part of project management plan or which of the following is not part

of project management plan.

So you can see questions like these.

Note that the project management plan is the overall plan, not just the project schedule.

Don't be like my manager who wanted a project schedule and would use the word project management,

you don't want to be like him.

Know the 18 components and in which process they are created, that is important, like

where all of those 18 -19 components are created or discussed, that is important.

Know that the project management plan continues to be developed iteratively until the project

is closed.

Again, you come back to this document repeatedly, so this is something, which you make sure

that you know it is continuously developed.