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The Project Management Plan

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The Holy grail for PMI is the project management plan. You may or may not have experience using a project management plan on your projects. If you're planning to take one of the PMI exams, it's really important that you understand what he project management plan is from a PMI's perspective. The best way I can describe it is, it's the how-to-guide for your project. It's the instruction manual. Think about it this way. Let's say you're having a really good day; you win the lottery and you decide maybe I'm not going to go back to managing these
projects anymore. Somebody else has to step in and pick up your project because business is going to go on. The project management plan is the key that will get that new project manager up to speed as quickly as possible. So, think about the project management plan as being your how-to-guide.

It's how we're approaching the work of our project. Now there are two main pieces or components of a project management plan as far as the PMBOK Guide describes it. The first would be
our baselines. When we think about a baseline, think about it as
a measuring stick. There are three key baselines that we're going to have, a scope baseline, a schedule baseline and a cost baseline. You may hear these called performance baselines or performance measurement baselines. Check out my other video on baselines. The other piece of your project management plan will be subsidiary plans. Well think about that term, subsidiary, what does it mean? It means it's a part of something else and
that's what these subsidiary plans are. They're part of the
project management plan and they just provide additional details, information and instruction around very specific areas of your project.

So, for example, I might have a cost management plan that describes how I'm managing my budget, how I'm developing my estimates, any type of accounting procedures that I need to
follow. I may have a quality management plan, I could have a
schedule management plan, resource management plan, communication management plan, etc. Those would all be part of that project management plan. Now the project management plan is developed iteratively throughout your project. We want to make sure it stays up to date. So, I always use the rule of as little as possible.

We want to keep it as scant, believe it or not, as we need it to be. We want the right information, the right amount of information without going overboard. I don't want to be updating a 600-page document every time something changes on my project. So, we want enough information to be valuable, but not too much that it becomes unwieldy. So that's the information on the project management plan. This is a key aspect of any exam you'll take from PMI and its good practice for your projects.

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