Hubbry Logo
Project planProject planMain
Open search
Project plan
Community hub
Project plan
logo
7 pages, 0 posts
0 subscribers
Be the first to start a discussion here.
Be the first to start a discussion here.
Project plan
Project plan
Project plan
View on Wikipedia
from Wikipedia

A project plan, is a series of structured tasks, objectives, and schedule to a complete a desired outcome, according to a project managers designs and purpose. According to the Project Management Body of Knowledge (PMBOK), is: "...a formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among project stakeholders, and document approved scope, cost, and schedule baselines. A project plan may be sumarized or detailed."[1]

The latest edition of the PMBOK (v6) uses the term project charter to refer to the contract that the project sponsor and project manager use to agree on the initial vision of the project (scope, baseline, resources, objectives, etc.) at a high level. In the PMI methodology described in the PMBOK v5, the project charter and the project management plan are the two most important documents for describing a project during the initiation and planning phases.

The project manager creates the project management plan following input from the project team and key project stakeholders. The plan should be agreed and approved by at least the project team and its key stakeholders.

Many project management processes are mentioned in PMBOK® Guide, but determining which processes need to be used based on the needs of the project which is called Tailoring is part of developing the project management plan.[2]

Purpose

[edit]

The objective of a project plan is to define the approach to be used by the project team to deliver the intended project managers scope of the project.

At a minimum, a project plan answers basic questions about the project:

Why?
What is the problem or value proposition addressed by the project? Why is it being sponsored?
What?
What is the work that will be performed on the project? What are the major products/deliverables?
Who?
Who will be involved and what will be their responsibilities within the project? How will they be organized?
When?
What is the project timeline and when will particularly meaningful points, referred to as milestones, be complete?

Plan contents

[edit]

To be a complete project plan according to industry standards such as the PMBOK or PRINCE2, the project plan must also describe the execution, management and control of the project. This information can be provided by referencing other documents that will be produced, such as a procurement plan or construction plan, or it may be detailed in the project plan itself.

The project plan typically covers topics used in the project execution system and includes the following main aspects:

Details

[edit]

The project plan document may include the following sections:

  • Introduction: A high-level overview of the project.
  • Project management approach: The roles and authority of team members. It represents the executive summary of the project management plan.
  • Project scope: The scope statement from the Project charter should be used as a starting point with more details about what the project includes and what it does not include (in-scope and out-of-scope).
  • Milestone list: A list of the project milestones (the stop points that helps evaluating the progress of the project). This list includes the milestone name, a description about the milestone, and the date expected.
  • Schedule baseline and work breakdown structure: The WBS which consists of work packages and WBS dictionary, which defines these work packages, as well as schedule baseline, which is the reference point for managing project progress, are included here.
  • Project management plans: This section contains all management plans of all project aspects.
  • Change management plan
  • Communication management plan
  • Cost management plan
  • Procurement management plan
  • Project scope management plan
  • Schedule management plan
  • Quality management plan
  • Risk management plan
  • HR or staffing management plan
  • Resource calendar: Identify key resources needed for the project and their times and durations of need.
  • Cost baseline: This section includes the budgeted total of each phase of the project and comments about the cost.
  • Quality baseline: Acceptable levels of quality.
  • Sponsor acceptance: Some space for the project sponsor to sign off the document.

See also

[edit]

References

[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia

Project plan

View on Grokipedia
from Grokipedia
A project management plan is a formal document that describes how a project will be executed, monitored, controlled, and closed, integrating and consolidating all subsidiary plans from key areas such as scope, , , , , communications, , , and stakeholder management. As of the PMBOK Guide Eighth Edition (2025), this concept is central to PMI standards for effective project delivery. It serves as a roadmap for activities, enabling effective control, productivity among team members, clear communication, and accurate progress tracking against baselines. The plan typically begins with a preliminary version covering near-term activities (such as the next 2-4 weeks) and evolves into a comprehensive outline once requirements and scope are approved. Thorough planning reduces risks, aligns expectations, and provides a baseline for measuring performance throughout the project lifecycle.

Overview

Definition

A is a comprehensive document that outlines how a will be executed, monitored, controlled, and closed, serving as the foundational roadmap for activities. According to the PMBOK® Guide (7th edition, 2021), the plan integrates the processes and activities necessary to meet objectives while addressing constraints such as scope, , , and . This plan evolves progressively as the advances, incorporating detailed strategies for all phases from to closure. At its core, the project plan encompasses key elements including scope management, and , and budget control, , , communications protocols, risk identification and mitigation, strategies, and . These components ensure alignment across the project's performance domains, enabling coordinated efforts to deliver value. The plan's structure allows for baseline establishment—such as scope, , and baselines—to serve as references for measuring progress and managing changes. The project plan differs from related documents in purpose and detail. The , a high-level issued by the project sponsor, formally authorizes the project, defines its objectives at a broad level, and assigns the without delving into execution details. In contrast, the project plan builds upon the charter by providing granular guidance on . Historically, formal project planning emerged in the 1950s and 1960s through U.S. Department of Defense initiatives, notably the missile program, where innovative techniques like the (PERT) were developed to manage complex timelines and dependencies in defense projects. This era marked the shift from ad hoc methods to structured planning, laying the groundwork for modern standards. According to the (PMI), poor planning remains a leading cause of project failure, contributing to the challenges faced by many initiatives.

Importance

A well-developed project plan plays a crucial role in reducing risks by systematically identifying potential uncertainties and outlining mitigation strategies upfront, thereby increasing the likelihood of successful outcomes. According to the Pulse of the Profession 2016 report, projects employing proven practices, including thorough planning, are 2.5 times more likely to succeed compared to those without such approaches. This structured foresight helps organizations avoid common pitfalls like unforeseen delays or resource shortages, with high-performing entities wasting 13 times less money on projects due to effective planning and execution. Project plans also ensure alignment with broader goals by providing a clear framework that directs efforts toward value delivery and fosters stakeholder buy-in. By defining objectives and linking them to organizational priorities, plans help secure executive support and , resulting in 27% higher project success rates when enterprise offices are strategically aligned. This alignment minimizes miscommunication and ensures that project deliverables contribute directly to strategic objectives, enhancing overall organizational performance. In terms of efficiency, project plans significantly curb issues such as , cost overruns, and delays through defined boundaries and timelines. For instance, alignment of practices with strategy can reduce scope creep by up to 42%, preventing uncontrolled changes that often lead to budget excesses. A historical example is NASA's , where detailed planning and disciplined mission management were key factors in achieving the ambitious goal of lunar landings despite immense complexities, enabling the program to meet its objectives within a decade. Furthermore, project plans serve essential legal and compliance functions by documenting processes, responsibilities, and standards, which are vital for audits, contracts, and regulatory adherence. In industries like , comprehensive plans facilitate owner audits to detect billing errors and ensure adherence to financial guidelines, thereby avoiding penalties and disputes. Similarly, in IT projects, they support by outlining steps to meet standards such as data protection laws, providing verifiable records for external reviews and contractual obligations.

Key Components

The key components of a project plan align with the performance domains outlined in the PMBOK® Guide – Eighth Edition (released November 13, 2025), including scope, , , resources, and , guided by six core principles such as focusing on value, embedding quality, and integrating . These components incorporate modern practices like AI tools for optimization and sustainability considerations for long-term viability.

Objectives and Scope

Project objectives are fundamental to guiding a project's direction and ensuring alignment with organizational goals. They are typically defined using the , which stand for Specific, Measurable, Achievable, Relevant, and Time-bound, to create clear and actionable targets. For instance, rather than a vague goal like "improve sales," a SMART objective might state: "Increase market share by 15% in the North American region within 12 months through targeted campaigns." This framework, originally proposed by George T. Doran in 1981 and widely adopted in , helps prevent ambiguity and facilitates progress tracking. The scope statement serves as a detailed description of the project's boundaries, explicitly outlining what is included and excluded to minimize misunderstandings. Inclusions specify the deliverables, features, and functions that the project will produce, while exclusions clarify items deliberately omitted, such as non-essential enhancements or out-of-scope activities. This document forms the foundation for the (WBS), a hierarchical decomposition of the total scope into manageable work packages that captures 100% of the defined work without overlap. Establishing the scope baseline—comprising the approved scope statement, WBS, and associated WBS dictionary—provides a reference point for measuring project performance and controlling changes throughout the lifecycle. Gathering stakeholder input is essential during the phase to accurately define objectives and scope, ensuring requirements reflect diverse needs without introducing unnecessary elements. Techniques such as structured interviews allow managers to elicit detailed expectations from individual stakeholders, probing for clarifications on priorities and constraints. Workshops, involving facilitated group sessions with key participants, promote collaborative discussion to validate requirements, resolve conflicts, and build consensus on inclusions and exclusions. These methods help avoid "gold plating," where teams add unrequested features in an effort to exceed expectations, potentially leading to inefficiencies; instead, they emphasize delivering exactly what is specified. A common pitfall in this stage is scope creep, defined as the gradual expansion of project scope beyond its original boundaries without corresponding adjustments to time, cost, or resources, often resulting from poor initial documentation or uncontrolled changes. To prevent it during planning, project managers should develop a robust change control process early, requiring formal approval for any modifications and regularly reviewing the scope baseline with stakeholders. Additionally, conducting thorough requirements validation sessions can identify and mitigate potential creep sources before baseline approval, maintaining project focus and viability.

Schedule and Milestones

The and milestones section of a plan establishes the timeline for execution by sequencing activities, identifying key dependencies, and defining critical checkpoints to ensure timely completion. This involves applying the project's scope to break down work into manageable activities and assigning durations based on and constraints. Scheduling techniques provide visual and analytical tools to represent these timelines, enabling project managers to forecast completion dates and allocate efforts efficiently. Modern tools, including AI-driven software, can optimize sequencing and predict delays. Key scheduling techniques include Gantt charts, network diagrams, and the critical path method (CPM). Gantt charts offer a visual timeline representation, with horizontal bars depicting activity durations, start and finish dates, and dependencies, making them suitable for communicating progress to stakeholders. Network diagrams, such as those using the precedence diagramming method (PDM), graphically illustrate the logical relationships between activities, showing sequences and potential bottlenecks through nodes for activities and arrows for connections. The critical path method (CPM) identifies the longest sequence of dependent activities that determines the minimum project duration, calculated via forward and backward passes to determine early and late start/finish dates; the total project duration equals the sum of activity durations along this longest path. Dependencies and sequencing are modeled using the precedence diagramming method (PDM), which defines four primary relationship types to reflect how activities interconnect:
  • Finish-to-Start (FS): The successor activity starts only after the predecessor finishes (the most common type).
  • Start-to-Start (SS): The successor starts after or when the predecessor starts.
  • Finish-to-Finish (FF): The successor finishes after or when the predecessor finishes.
  • Start-to-Finish (SF): The successor finishes after or when the predecessor starts (least common).
    These relationships ensure activities are logically ordered, preventing overlaps or gaps that could extend the timeline.
Milestones serve as major checkpoints marking the completion of significant events or deliverables, such as completion or phase transitions, with zero duration and no associated resources. Their role in progress tracking involves providing benchmarks for evaluating advancement, triggering reviews, and signaling potential issues if delayed, thereby facilitating stakeholder communication and adjustments without micromanaging every task. The baseline is established by approving a fixed version of the initial schedule model, capturing planned start/finish dates, durations, and dependencies at outset, often integrated with the . It serves as the reference for variance analysis, where deviations are measured by comparing actual progress against baseline dates using metrics like schedule variance (SV = Earned Value - Planned Value), expressed in time units to quantify delays or accelerations and inform corrective actions.

Resources and Budget

Resource planning in entails identifying and documenting the types and quantities of resources needed to execute project activities, encompassing such as team members with specific skills, resources like supplies and , and resources including tools and machinery. This assessment ensures alignment with project objectives and constraints, often visualized through tools like resource histograms, which are bar charts illustrating resource usage over time to identify potential overloads or underutilizations, while considering principles such as reducing environmental impact through eco-friendly sourcing. follows this identification, assigning resources to specific tasks while considering dependencies on the project schedule to enable leveling for optimal efficiency. Budget estimation establishes the financial framework for the by associated with resources and activities. Common methods include analogous estimating, which derives from historical data of similar past for quick, high-level approximations; parametric estimating, which applies statistical relationships such as per unit multiplied by the of units required; and bottom-up estimating, which aggregates detailed estimates from individual work packages for greater accuracy. A key element in this process is the calculation of Planned Value (PV), defined as the budgeted of work scheduled to be completed by a given point in time, serving as a baseline for in . The cost baseline represents the approved time-phased project , incorporating all estimated costs and contingency reserves but excluding management reserves, and forms the foundation against which actual expenditures are measured. In the PMBOK® Guide – Eighth Edition, this aligns with the finance domain. Contingency reserves are provisions within the baseline for addressing identified risks, such as schedule delays or scope changes that can be anticipated and quantified. In contrast, management reserves are set aside outside the baseline for unforeseen "unknown-unknown" risks, typically ranging from 5-10% of the total and controlled at the organizational level rather than by the . Procurement strategy determines how external resources will be obtained, beginning with make-or-buy decisions that evaluate whether to develop components in-house or acquire them from vendors based on factors like , capacity, expertise, and exposure, with expanded emphasis on sustainable and ethical sourcing in current standards. When opting to buy, vendor selection criteria are established, including technical capability, , past performance, delivery reliability, and compliance with project standards, often evaluated through requests for proposals (RFPs) and weighted scoring systems to select the most suitable suppliers.

Risk Management

Risk management in project planning involves systematically identifying, analyzing, and developing responses to uncertainties that could affect project objectives, ensuring proactive handling of potential threats and opportunities. This process integrates with the project's scope and to contextualize risks related to deliverables and timelines, including sustainability-related risks like environmental impacts. According to the (PMI), effective enhances decision-making by quantifying uncertainties early in the planning phase, with AI tools aiding in identification and analysis. Risk identification begins with techniques to uncover potential events that may impact the project positively or negatively. Common tools include , which evaluates strengths, weaknesses, opportunities, and threats to highlight internal and external factors; brainstorming sessions, where team members collaboratively generate risk ideas in a structured group setting; and the Delphi technique, an iterative anonymous surveying method that aggregates expert opinions to reach consensus on risks, particularly useful for distributed teams. These methods ensure a comprehensive list of risks is compiled during the planning stage. Following identification, risks undergo qualitative and quantitative analysis to prioritize them. Qualitative analysis often employs a probability-impact matrix, a grid that rates risks based on their likelihood of occurrence and potential severity of consequences, categorizing them into high, medium, or low priority for focused attention. Quantitative analysis builds on this by calculating numerical values, such as the expected monetary value () using the formula: EMV=Probability×Impact\text{EMV} = \text{Probability} \times \text{Impact} This measures the potential financial outcome of a , aiding in for high-value uncertainties. Once analyzed, response strategies are planned to address threats and opportunities. For threats, strategies include avoiding the by changing the project plan to eliminate it, mitigating by reducing its probability or impact, transferring via contracts or to third parties, or accepting if the is deemed tolerable without action. For opportunities, corresponding approaches are exploiting to ensure occurrence, enhancing to increase probability or impact, sharing with partners to leverage joint benefits, or accepting passively. These strategies are tailored to the project's context to balance potential gains and losses. All identified risks, analyses, and responses are documented in the , a dynamic tool maintained throughout and updated as new emerges. It includes details such as descriptions, owners responsible for monitoring and response, and triggers—specific indicators or that signal a is approaching, enabling timely intervention. This living document serves as the central repository for ongoing risk oversight during plan development.

Development Process

Steps to Create

Creating a project plan begins with the initiation phase, where the reviews the to understand the high-level objectives, scope, and provided by the sponsoring entity. This review ensures alignment with organizational goals and identifies initial constraints such as and timeline. Concurrently, the core is assembled, drawing from available resources to include roles essential for planning, such as subject matter experts and key stakeholders, to facilitate collaborative input from the outset. Team assembly at this stage establishes and leverages diverse expertise to refine the plan's foundation. The development of the project plan proceeds through iterative planning cycles, employing progressive elaboration to build detail incrementally as information becomes available. This approach starts with defining the project scope, which serves as the input for subsequent components like and ; for instance, the is created first to decompose deliverables, followed by sequencing activities to develop the timeline. Each integrates subsidiary plans—such as those for , , and —into a cohesive , allowing for refinement based on expert judgment, stakeholder feedback, and data gathering techniques like interviews and focus groups. Progressive elaboration ensures the plan evolves from a high-level outline to a detailed baseline without premature commitment to unverified details, adapting to project complexity and uncertainty. Once the integrated plan is drafted, it undergoes a structured and approval process to secure stakeholder buy-in and establish the performance baseline. Stakeholders, including sponsors and functional managers, participate in reviews through meetings and formal sign-offs, verifying that the plan addresses scope, , , and risks adequately. Approval locks the baseline, after which any changes require controlled processes to maintain integrity; this step mitigates misalignment and sets measurable criteria for execution. In agile contexts, project planning manifests iteratively through mechanisms like sprint planning, which functions as a mini-project plan for short development cycles. During sprint planning, the team collaboratively defines a sprint goal aligned with overall objectives, selects prioritized backlog items, and breaks them into actionable tasks, ensuring feasibility within the sprint's timebox. This approach emphasizes adaptability, with the sprint backlog serving as the approved plan for the , reviewed and adjusted at subsequent planning events to reflect evolving priorities.

Tools and Methodologies

Project planning relies on a variety of software tools to facilitate the creation, visualization, and management of schedules, tasks, and resources. Traditional tools such as emphasize structured scheduling through features like Gantt charts, which display task durations and dependencies in a format, and (CPM) analysis to identify tasks that determine the project's overall timeline. Similarly, Primavera P6 serves enterprise-level needs by enabling multi-project portfolio management, advanced , and detailed scheduling for large-scale initiatives in industries like and . In contrast, modern digital tools prioritize collaborative and flexible planning environments suitable for distributed teams. Atlassian's Jira supports agile workflows with customizable boards for issue tracking, sprint planning, and integration with development tools, making it ideal for software and IT projects. Asana facilitates task assignment, timeline visualization, and progress tracking through list, board, and calendar views, enhancing team coordination without requiring extensive setup. , also from Atlassian, uses a card-based system for simple, visual organization of tasks into lists, promoting intuitive collaboration for smaller teams or creative endeavors. As of 2025, platforms like have incorporated AI-driven features, including to forecast project risks, delays, and resource needs based on historical data and patterns, thereby automating insights for proactive planning adjustments. Established methodologies provide frameworks for structuring project plans, with representing a linear, sequential approach where phases—such as requirements gathering, , , verification, and —are completed in strict order before proceeding to the next, ensuring predictability in stable environments like or . Agile methodologies, particularly Scrum, offer an iterative alternative, emphasizing adaptive planning through artifacts like the —an ordered list of features, enhancements, and fixes prioritized by value to guide incremental development sprints. Hybrid approaches, such as , merge Scrum's time-boxed iterations with Kanban's flow-based visualization and work-in-progress limits, allowing teams to transition smoothly between structured ceremonies and continuous delivery for evolving projects. The evolution of project management standards underscores these tools and methodologies. The PMBOK Guide, Seventh Edition, from the (PMI), shifts focus to 12 principles—including stewardship, team leadership, and —alongside eight performance domains to promote holistic, value-driven adaptable to complex contexts. Complementing this, , managed by PeopleCert (formerly AXELOS), structures around seven processes and practices, with a key emphasis on managing by stages to divide projects into manageable segments for controlled progression and decision-making at stage boundaries.

Implementation and Review

Execution Phase

The execution phase of a project represents the stage where the project plan serves as the primary roadmap for transforming objectives into tangible outcomes, directing resources toward the completion of defined tasks and deliverables. This phase emphasizes the active implementation of the plan's baselines—such as scope, , and —to ensure coordinated efforts across the , while adhering to established milestones and managing any necessary adjustments through formal processes. According to the (PMBOK) Guide, the executing —detailed in the Sixth Edition (2017)—is where the majority of project resources are expended, focusing on leading and performing the work outlined in the plan to achieve project goals. However, the current PMBOK , Eighth Edition (released November 2025), adopts a principle-based approach emphasizing value delivery and adaptability, integrating traditional processes with agile practices. Directing and managing project work involves coordinating the using the plan's baselines to guide daily operations, ensuring that activities align with the approved and any change requests. The leads the team in executing tasks, facilitating communication through meetings and information systems (PMIS) to resolve issues and maintain progress. Key inputs include the , project documents like the milestone list, and organizational assets such as guidelines for issue management, which enable efficient team coordination and . Outputs from this encompass deliverables, work performance data, and updates to the issue log, allowing for real-time adjustments without deviating from the plan's core structure. In agile or hybrid approaches, execution often involves iterative sprints, daily stand-ups, and tools like burndown charts to track progress and adapt to changes collaboratively. Deliverable production during execution requires strict alignment with project milestones to produce outputs that meet quality standards and stakeholder expectations, while deviations are handled through integrated change control to prevent scope creep. Teams focus on creating tangible results, such as prototypes or completed modules, by following the execution plan's task sequences and timelines, often beginning with a kick-off meeting to clarify roles and expectations. Any proposed changes, such as modifications to features or timelines, must undergo formal review to assess impacts on the baselines before approval, ensuring that production remains on track. This approach minimizes disruptions and maintains the project's momentum toward milestone achievements. In agile contexts, deliverables are reviewed in sprint reviews, allowing for incremental feedback and adjustments. Team dynamics in the execution phase are enhanced through motivation techniques directly tied to the project plan, particularly via strategic resource assignments that match individual strengths to specific roles and tasks. Project managers can apply theories like McGregor's Theory X and Y to tailor assignments: for instance, providing structured guidance and clear resource allocations to less experienced team members (Theory X) while granting autonomy and challenging tasks to self-motivated veterans (Theory Y), as outlined in the plan's resource management section. Similarly, McClelland's motivation theory informs assignments by placing achievement-oriented individuals on high-impact tasks, affiliation-driven members in collaborative roles, and power-motivated ones in leadership positions, fostering engagement and productivity. These techniques, integrated into the plan's human resource and schedule components, help sustain team morale and performance throughout execution. An illustrative is Fujitsu UK's initiative to develop early-career project managers in its IT services division, where a detailed project plan was used to execute and process for software and service delivery projects. The plan outlined standardized methodologies, resource assignments for cross-functional teams, and milestone-based tracking via , enabling coordination among diverse groups to produce enhanced service deliverables on time. By aligning daily operations with the plan's timelines and incorporating for adapting to complex customer requirements, the project met deadlines, improved , and reduced costs while boosting . This execution approach demonstrated how a robust plan facilitates timely deliverable production in software-related IT environments.

Monitoring and Control

Monitoring and control in involves systematically tracking progress, analyzing performance data, and implementing adjustments to ensure the project aligns with its objectives and constraints. This phase is essential for identifying deviations early and maintaining overall project integrity through ongoing oversight. While traditionally process-oriented as in PMBOK 6th Edition, current standards (PMBOK 8th Edition, 2025) integrate monitoring across performance domains like measurement and uncertainty, supporting both predictive and adaptive (agile) methods. Performance reporting is a core element of monitoring, relying on key performance indicators (KPIs) to quantify progress. (EVM) provides standardized metrics for this purpose, such as schedule variance (SV) and cost variance (CV). Schedule variance is calculated as SV = EV - PV, where EV represents earned value (the budgeted cost of work performed), and PV is planned value (the budgeted cost of scheduled work). Cost variance is determined by CV = EV - AC, with AC denoting actual cost (the total cost incurred for work performed). These indicators allow project teams to assess whether the project is on track temporally and financially, enabling data-driven decisions rather than subjective judgments. For instance, a negative SV indicates a behind-schedule status, prompting targeted interventions. In agile projects, complementary metrics like and sprint burndown are used alongside EVM for hybrid tracking. Control processes encompass mechanisms to address identified variances, including integrated change control, corrective actions, and preventive measures. Integrated reviews all change requests, approves necessary modifications, and updates project documents and deliverables to reflect approved alterations, ensuring that changes do not disrupt the baseline plan without justification—as outlined in PMBOK 6th Edition. Corrective actions realign project performance with the plan by addressing existing deviations, such as reallocating resources to recover schedule slips detected via EVM metrics. Preventive measures, in turn, proactively mitigate potential issues before they escalate, often informed by in performance reports to forestall risks like resource shortages. These processes are iterative, with monitoring triggering appropriate responses to sustain project viability. In agile, controls occur through retrospectives and continuous improvement cycles. Tools for tracking enhance the efficiency of monitoring by visualizing and . Dashboards offer real-time, graphical overviews of health, integrating KPIs like SV and CV for quick stakeholder comprehension and . Variance reports, derived from EVM , detail deviations from the baseline, explaining causes and recommending controls to guide corrective efforts. Together, these tools facilitate proactive management, reducing the likelihood of major disruptions. Modern tools also include agile-specific software like Jira for issue tracking and boards. Monitoring and control culminate in closure integration, where a final of the project plan captures to inform future initiatives. This involves evaluating overall performance against the original plan, documenting successes and shortcomings in areas like variance , and archiving insights for organizational . Such reviews ensure continuous improvement, with monitoring data providing a factual basis for reflective analysis. Monitoring may also briefly trigger predefined responses, such as contingency activations, to address emerging threats.

References

  1. https://www.pmi.org/standards/pmbok
  2. https://www.pmi.org/learning/library/project-planning-frequently-asked-questions-3193
  3. https://www.pmi.org/learning/library/project-planning-model-identify-challenges-7402
  4. https://www.pmi.org/learning/library/importance-planning-phase-project-success-6021
  5. https://www.pmi.org/learning/library/charter-selling-project-7473
  6. https://www.pmi.org/learning/library/history-pm-practices-3544
  7. https://www.pmi.org/learning/library/identify-factors-cause-project-failure-2442
  8. https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/pulse-of-the-profession-2016.pdf
  9. https://ntrs.nasa.gov/api/citations/19720005243/downloads/19720005243.pdf
  10. https://www.pmi.org/learning/library/construction-audits-scorekeeping-wins-5191
  11. https://www.pmi.org/learning/library/an-overview-regulatory-process-5745
  12. https://www.pmi.org/learning/library/project-benefit-management-8957
  13. https://www.pmi.org/learning/library/top-five-causes-scope-creep-6675
  14. https://www.pmi.org/learning/library/applying-work-breakdown-structure-project-lifecycle-6979
  15. https://www.pmi.org/learning/library/scope-management-9099
  16. https://www.pmi.org/learning/library/determining-project-requirements-best-practices-7278
  17. https://www.pmi.org/learning/library/scope-creep-not-necessarily-bad-thing-3352
  18. https://www.pmi.org/learning/library/controlling-scope-creep-4614
  19. https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/practice-standard-scheduling.pdf
  20. https://www.pmi.org/learning/library/critical-path-method-calculations-scheduling-8040
  21. https://www.pmi.org/learning/library/manage-milestone-managing-deliverables-10437
  22. https://www.pmi.org/learning/library/monitoring-performance-against-baseline-10416
  23. https://www.pmi.org/learning/library/practical-calculation-schedule-variance-7028
  24. https://www.projectmanager.com/blog/what-is-a-resource-histogram
  25. https://www.pmi.org/learning/library/project-estimating-accurate-labor-costs-8207
  26. https://www.pmi.org/learning/library/make-earned-value-work-project-6001
  27. https://www.projectengineer.net/contingencies-vs-management-reserves/
  28. https://www.pmi.org/learning/library/model-risk-contingency-reserve-9310
  29. https://galorath.com/project/baseline/cost/
  30. https://www.pmi.org/learning/library/vendor-selection-process-predictor-project-success-8514
  31. https://www.pmi.org/learning/library/risk-management-9096
  32. https://www.pmi.org/learning/library/risk-analysis-decisions-uncertain-times-6686
  33. https://www.pmi.org/learning/library/risk-facilitation-made-easy-9632
  34. https://www.pmi.org/learning/library/risk-identification-life-cycle-tools-7784
  35. https://www.pmi.org/learning/library/qualitative-risk-assessment-cheaper-faster-3188
  36. https://www.pmi.org/learning/library/collaborative-games-agile-risk-management-5973
  37. https://www.pmi.org/learning/library/expected-monetary-value-choices-risk-impact-3490
  38. https://www.pmi.org/learning/library/program-risk-management-major-defense-7090
  39. https://www.pmi.org/learning/library/effective-strategies-exploiting-opportunities-7947
  40. https://www.pmi.org/learning/library/risk-analysis-project-management-7070
  41. https://www.brainbok.com/guide/pm-processes/project-integration-management/develop-project-management-plan/
  42. https://www.pmi.org/learning/library/project-plan-assembly-elements-summary-3128
  43. https://guides.visual-paradigm.com/beginners-guide-to-kickstarting-a-small-project-using-pmbok/
  44. https://www.scrum.org/resources/what-is-sprint-planning
  45. https://support.microsoft.com/en-us/office/work-with-the-gantt-chart-view-0e84efa4-78ce-4cd1-baed-5159a55f78b4
  46. https://support.microsoft.com/en-us/office/show-the-critical-path-of-your-project-in-project-ad6e3b08-7748-4231-afc4-a2046207fd86
  47. https://www.oracle.com/construction-engineering/primavera-p6/
  48. https://www.atlassian.com/software/jira
  49. https://asana.com/
  50. https://trello.com/
  51. https://monday.com/blog/project-management/ai-report/
  52. https://www.atlassian.com/agile/project-management/waterfall-methodology
  53. https://www.scrum.org/resources/what-is-a-product-backlog
  54. https://www.atlassian.com/agile/project-management/scrumban
  55. https://www.pmi.org/-/media/pmi/documents/public/pdf/pmbok-standards/12-project-management-principles.pdf
  56. https://www.peoplecert.org/browse-certifications/project-programme-and-portfolio-management
  57. https://www.peoplecert.org/PRINCE2-7th-Edition
  58. https://www.invensislearning.com/blog/direct-and-manage-project-work/
  59. https://www.pmi.org/learning/library/agile-project-management-principles-6115
  60. https://project-management.com/project-management-phases-exploring-phase-3-execution/
  61. https://www.pmi.org/learning/library/motivation-increase-project-team-performance-7234
  62. https://www.invensislearning.com/info/project-management-case-studies
  63. https://www.pmi.org/learning/library/earned-value-management-systems-analysis-8026
  64. https://www.pmi.org/learning/library/integrating-scheduling-evm-metrics-8516
  65. https://www.pmi.org/learning/library/agile-earned-value-management-6679
  66. https://www.pmi.org/-/media/pmi/documents/public/pdf/pmbok-standards/pmbok-guide-6th-edition-5th-printing.pdf
  67. https://www.pmi.org/learning/library/earned-value-measures-corrective-action-7725
  68. https://www.pmi.org/learning/library/project-management-useful-tools-techniques-6543
  69. https://www.pmi.org/learning/library/tools-projects-digital-dashboard-performance-8045
  70. https://www.pmi.org/learning/library/project-office-phenomenon-9036
  71. https://www.pmi.org/learning/library/importance-of-closing-process-group-9949
  72. https://www.pmi.org/learning/library/evm-disciplined-approach-project-management-6003
Add your contribution
Related Hubs
User Avatar
No comments yet.