In Project Planning you determine and document details, plans, and processes related to such factors as scope, schedule, resources, communication, and risk.  The goal is to develop a structure within which to successfully execute and control the project. 

The Project Manager/Lead is responsible for completing this process group, working closely with staff from the requesting and performing organizations.

The Scope Statement is used to define and agree on the work that is and is not included in the project. The purpose is to be sure everyone associated with the project understands and agrees on the project parameters. The scope of work (and therefore the Scope Statement) is likely to be adjusted throughout the project.  Manage changes to scope by following the Scope Change Control processes you define in the Scope Statement.

Who is responsible? The Project Manager/Lead is responsible for completing the Scope Statement, working closely with appropriate business and technical team staff from the requesting and performing organizations.

When is this started? Begin work on the Scope Statement after obtaining approval to move ahead with the Project Planning process group.

Where do I begin? Instructions for completing this deliverable are in the Scope Statement template (Word 35k). 

The Risk Management Plan describes how risks will be identified and managed throughout a project.  Completion of this deliverable includes providing a mechanism to identify and assess risk (e.g., a Risk Register).

When is this started? The Risk Management Plan and Risk Register are started early in a project. The Risk Register is revisited throughout the project.

Where do I begin? If your area already has a risk management process in place, completion of this deliverable would involve communicating that your established process will be followed and then coordinating the completion of the Risk Register for this project. However, if your area does not have an established risk management process or if your established process is not appropriate for the specific project being planned, refer to the Risk Management Planning guide (pdf 50k) and the Risk Register - Basic Analysis (Excel 28k) or Risk Register - Detailed Analysis (Excel 38k) for help in completing this deliverable.

The Change Management Plan describes how requested changes will be managed throughout a project.  Completion of this deliverable includes providing a mechanism to request changes to a project (e.g., a Project Change Request). 

When is this started? The Change Management Plan is determined early in a project.

Where do I begin? If your area already has a change management process in place, completion of this deliverable could be as simple as communicating that your established process will be used. However, if your area does not have an established change management process, or if your established process is not appropriate for the specific project being planned, you can refer to the Project Change Management Planning guide (pdf 27k) for help in completing this deliverable. In addition, the sample Project Change Request template (Excel 42k) could be helpful, too.

Who is responsible? The Project Manager/Lead is responsible for completing the WBS with help from the team and outside resources, as needed. The Project Manager/Lead is also responsible for ensuring that this tool is used and updated throughout the project.

When is this started? Development of the WBS can begin after the scope of the project has been established (e.g., through the Scope Statement).

Where do I begin? Refer to the Building a Work Breakdown Structure guide (pdf 61k) for help in completing this deliverable. In addition, the Task Time Estimating template (Excel 72k) could be a helpful companion to that guide.

The Communication Plan defines the communication needs and expectations for your project.  In a nutshell, this document describes who needs what information, when, how, from whom, and in what form.  It also identifies where project information will be stored.  For example, this is where you would decide what types of project reports are needed, who is responsible for creating them, where they reside, and who receives copies of them, how, and when.

Who is responsible? The Project Manager/Lead is responsible for completing the Communication Plan, with help from the team and outside resources, as needed. The Project Manager/Lead is also responsible for ensuring that the Communication Plan is followed throughout the course of the project.

When is this started? You should have enough information to begin developing the Communication Plan after the scope of the project has been established (e.g., through the Scope Statement).

Where do I begin? Work with your project team and other stakeholders to decide how much and what type of communication is needed to support the success of your project. The scope of the project, your relationship with your customer, the type and number of risks you’ve identified, how long your team has worked together, the maturity level of your development processes, and other factors may influence these decisions. 

Different projects will have different communication needs.  And your communication plan may be formal or informal, depending on the needs of the project and the project team.  What is important is that everyone involved know what project information they are expected to communicate (and how, when…) and what information they can expect to receive.   The Project Communication Plan Checklist (Excel 17k) and sample Project Status Report template (Word 32k) might help as you complete this deliverable. You can modify these documents to meet the needs of your project.