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The Project Plan is a key element in the project’s success. It helps to focus the project by serving as the
main source for project information initially, and then as the basis for controlling and measuring progress
along the way. As such, it represents a pivotal role in project communications.
The preparation of a project plan requires, first, the gathering and organization of relevant project
information. Depending on the project’s context and origin, this may include information residing in
existing documents such as a Project Proposal, Contract, User Requirements Specification, etc. The
purpose and focus of the Project Management Plan however is to describe in project management terms,
fundamentals relating to the project ‘what, why, who and how’. Having these clearly defined and
communicated to all relevant project stakeholders can help reduce confusion, provide direction to the
project team, and focus attention on project priorities and deliverables.
The Project Plan also provides the framework for applying specialized techniques to determine project
time and resource requirements, scope definition and risk exposure. These techniques are addressed in
the ‘Project Planning’ topic area.
The following is an outline of the main generic components of a project plan. These components may in
fact be combined, and may have a different context or significance depending on the nature of the
project. Perhaps the most important aspect of the Project Plan pertains to the underlying questions it I
intended to answer. The answers to these questions up front in the project will help to ensure that the
essential angles have been covered, before significant resources are applied.
This statement serves to enhance focus for the project efforts, and facilitate organizational understanding,
buy-in and alignment.
It may also include language reflecting the corporate ‘vision’ and how the project contributes to that
vision, ex. `To be in the forefront of space exploration….`. Thus, particularly for projects which have a
strategic importance within the organization, it may combine the current `mission` (project assignment..)
with the longer term `vision` (where you want to be as an organization..).
It typically references the business need, including and reinforcing elements of the business case
justifying the project. This includes the anticipated benefits or outcomes. It should be noted that in many
cases these benefits will be measurable only after completion of the project.
OBJECTIVES (‘What ’will be achieved’)
Objectives are statements that describe what specifically is expected to be achieved within the project’s
mandate, in order to meet the overall project mission. Objectives should be “SMART”: Specific,
Measurable, Achievable, Realistic, and Time-Based. To be specific and concrete, objectives should be
deliverable-based. Therefore, the completion of an objective should be evident through the creation of
one or more deliverables.
• land a manned spacecraft on the surface of the moon, enabling at least one astronaut to walk freely on
the moon surface.
• collect rock samples and ensure procedures for safe handling upon re-entry to earth.
With the mission and objectives, the project becomes aligned. Typically, one or more objectives will
help to achieve the project mission.
PROJECT SUCCESS CRITERIA (On what criteria will the project’s success be judged.)
These measures will include both quantitative (ex on time, on budget) and qualitative. The latter may
reflect the client/sponsor priorities, such as delivering ‘top quality’, or ‘recognition for commitment to
the community’, or ‘zero tolerance reliability’. They may also reflect internal processes, such as effective
change transition.
SCHEDULE (‘When’)
Completion dates of the major project deliverables and interim phases. In the initial stages of the Project
Plan, and to support the Project Kickoff, schedule information may be limited to agreed delivery dates
and a high level ‘milestone schedule’ or ‘master schedule’ of summary tasks.
During the Project Planning phase, each of the project phases would be described in greater detail,
including elements such as:
• Objectives of phase
• Owner (Responsible party and sign-off)
• Key activities
• Deliverables
• Documents produced/approved
CONSTRAINTS (‘Within..’)
External events (dates), conditions (incl $), or impingements around which the project plan is developed.
RISK MANAGEMENT (‘What if NOT’)
List of major risks confronting the projects
Assessment of severity (HML) as determined by (1) probability and (2) potential implact.
For each ‘H’igh risk, appropriate mitigation plans.
and, for each, planned steps for mitigation.
(This is a great team building exercise in itself..)
Project: __________________
PROJECT MISION
CHARTER
OBJECTIVES
STATEMENT OF WORK
SCOPE
SCHEDULE
COST
QUALITY
RESOURCES
ASSUMPTIONS
CONSTRAINTS
RISK MANAGEMENT
PROJECT ORGANIZATION
METHOD OF CONTROL