Guide to Create the Project Management Plan

– A Step by Step Approach –

Contents
1 Create the WBS ...................................................................................................................... 1
2 Create the schedule .............................................................................................................. 4
3 Create the budget.................................................................................................................. 8
4 Define objectives leading to the goal. ................................................................................15
5 Answer to risks.....................................................................................................................17
6 Create the communications management plan ............................................................... 19
7 Create the scope statement ............................................................................................... 22
8 Define the development lifecycle .......................................................................................25
9 Gather functional requirements and quality attributes for the solution. ......................27
10 Gather project management requirements. ...................................................................29
11 Develop subsidiary management plans ..........................................................................31
12 Project Organigram ...........................................................................................................32
12 Integrate the project management plan .........................................................................33

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1 Create the WBS
1) Organize a brainstorming session with the project team and subject matter experts.
2) Consult the project charter, especially the goal statement and the key deliverable(s)
to satisfy the goal.
3) Identify the major components of the key deliverable. For example, if your goal is to
celebrate your marriage, then the key deliverable is a marriage celebration.
Decomposing this key deliverable into its constituent deliverables may include: 1)
place, 2) catering, 3) entertainment, and 4) guests.
4) Break down each deliverable into smaller, more manageable components called work
packages. For instance, the deliverable “2) catering” is decomposed in the work
packages: 2.1) select catering provider, 2.2) plan menu, and 2.3) provide food and
beverages.
5) Assign a hierarchical numbering to each element to create a work breakdown
structure. This is the deliverable based Work Breakdown Structure (db-WBS).
6) Start a new WBS where in the first level you have phases without names, for instance
phase 1, phase 2, phase 3, phase n. This will be the phase-based WBS (phb-WBS)
7) Copy/paste each element from the db-WBS into the appropriate phase of the phb-
WBS but maintain the same code each element received in the db-WBS. Check that
the phb-WBS has received all elements from the db-WBS and maintained the same
code as defined in the db-WBS.
8) Share the WBS with relevant stakeholders, receive feedback and adjust as needed.
Here is an example with 2 layers of decomposition. If the Goal is to “Celebrate the
Marriage”, the Key Deliverable is “Marriage Celebration”. The Work Breakdown
Structure (WBS) could be structured as follows:
Deliverable-Based WBS (db-WBS) Phase-Based WBS (phb-WBS)

1. Place Phase 1
1.1. Select place 1,1 Select place
1.2. Define place decoration 2.1 Select catering provider
1.3. Decorate and use place 3.1 Select music band
2. Catering 4.1 Design and print invitations
2.1. Select catering provider 4.2 Select guests
2.2. Plan menu Phase 2
2.3. Provide food and beverages 1.2 Define place decoration
3. Entertainment 2.2 Plan menu
3.1. Select music band 3.2 Select music
3.2. Select music 4.3 Track participation
3.3. Entertain with music Phase 3
4. Guests 1.3 Decorate and use place
4.1. Design and print invitations 2.3 Provide food and beverages
4.2. Select guests 3.3 Entertain with music
4.3. Track participation 4.4 Celebrate with guests
4.4. Celebrate with guests

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If the Goal were to “Get Married by June 1”, the Dey Deliverable would be “The Marriage
Experience”, encompassing the entirety of the wedding. In this case, the aforementioned
deliverable, “Post-marriage Celebration”, would become one of the summary deliverables
among others, including but not limited to:
1. Attire for the bride, groom, and bridal companions.
2. Pre-marriage gathering and dinner.
3. Wedding day ceremonies.
4. Post-marriage celebration.

Each of these summary deliverables would be further decomposed into individual

deliverables and work packages. The final level of decomposition would then transition
into the corresponding phase of the Phase-based WBS while retaining the original code.

Key Deliverable: “The Marriage Experience”  project level

1. Attires  1. summary deliverable
1.1. Bridal attire  1.1. deliverable
1.1.1. Wedding dress design  1.1.1. work package
1.1.2. Bridal dress confection
1.2. Groom's attire
1.2.1. Groom's attire design
1.2.2. Groom's attire confection
1.3. Bridal companions' attire
1.3.1. Bridal companions' attire design
1.3.2. Bridal companions' attire confection
2. Pre-marriage gathering and dinner
2.1. Pre-marriage gathering
2.1.1. Pre-marriage gathering planning
2.1.2. Venue selection for the gathering
2.1.3. Guest list compilation
2.1.4. Invitation coordination
2.2. Dinner
2.2.1. Dinner menu arrangement
2.2.2. Pre-wedding activities or entertainment management
3. Wedding day ceremonies
3.1. Wedding ceremony:
3.1.1. Wedding ceremony planning and coordination
3.1.2. Ceremony venue selection
3.1.3. Officiant or clergy hiring
3.1.4. Ceremony program design and printing
3.2. Ceremony decorations deliverable:

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 3.2.1. Processional and recessional organization (entrance and exit management)
3.2.2. Ceremony decoration and floral arrangements
4. Post-marriage celebration: decomposed as explained above
4.1. Place
4.1.1. Select place
4.1.2. Define place decoration
4.1.3. Decorate and use place
4.2. Catering
4.2.1. Select catering provider
4.2.2. Plan menu
4.2.3. Provide food and beverages
4.3. Entertainment
4.3.1. Select music band
4.3.2. Select music
4.3.3. Entertain with music
4.4. Guests
4.4.1. Design and print invitations
4.4.2. Select guests
4.4.3. Track participation
4.4.4. Celebrate with guests

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2 Create the schedule
1) Organize a brainstorming session with the project team and subject matter experts.
2) Consult the phase based WBS (pb-WBS).
3) Determine the logical sequence of work packages, establish dependencies among the
work packages and create a network diagram to visualize these relationships.
4) Estimate the duration for each work package considering effort, number of resources
allocated to each element and productivity. Recognize that effort is the amount of
time one person needs to accomplish the work, for instance 100 person/hours. While
duration is how long it takes to accomplish the work of 100 person/hours. The
duration depends on how many resources you assign to the activity and how
productive they are. Assume full-time resources and a productivity of 50%. I.e., a full-
time person with 50% productivity will accomplish 20 hours effort in one 40-hour
working week. In other words, if you have a work package of 40 person/hours effort
and you want it to finish in one week, you will need 2 full-time people working with a
productivity of 50%.
5) Utilize the dependencies from the network diagram and your estimation of durations
to create a Gantt diagram.
6) incorporating time reserves for contingencies and including milestones to mark the
estimated accomplishment of major deliverables.
7) Document in the schedule diagram the same phases defined in the phase based WBS
(phb WBS). Each phase must have at least one major deliverable accomplished.
8) Identify the critical path, which represents the longest sequence of dependent
activities without float (i.e., without flexibility to be accomplished later without
affecting the project end).
9) Verify that the resulting project duration aligns with existing constraints, project
objectives, and business requirements. Adjust and replan as necessary until these
criteria are met.
10) Notes:
10.1) In the Gantt Diagram we must see the phases (as defined in the phb-WBS).
10.2) In each of the Gantt phases we must see not only activities, but the respective
deliverable(s) accomplished in each of these phases. You have major deliverables defined in
the db-WBS, but these major deliverables may be not, or not all accomplished in 1 phase.
Therefore, we must find a way to detect and show which "intermediate deliverable(s)" are
accomplished in each phase. The intermediate deliverable(s) accomplished in a phase are
needed for the phase review in controlling. If the phase deliverables are approved at phase
end, the phase can be approved and closed. Therefore, you need to establish these
intermediate deliverable(s) in each phase. They will become “milestones” inside the phase.
Perhaps you can do that in the phase based WBS before continuing with the Gantt. Or
perhaps you can do that in the Gantt directly. For instance, if in phase 1 you have activities
“1.1.1 determine specifications for equipment” and “1.1.2 create list of potential suppliers”
among other activities of phase 1 but belonging to other work packages, you could
summarize those two related activities to determine an intermediate deliverable called, for
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example “1.1.6 Specifications and list of potential suppliers: ready for purpose". Another way
would be to have one deliverable for each activity. For instance: “1.1.1.1. Specifications for
equipment: ready for purpose” and “1.1.2.1 List of potential suppliers: ready for purpose”.
Perhaps the second option is easier. If you were using a professional Gantt Tool, you would
show to the customer/sponsor only those "milestones" of accomplished deliverables, where
some deliverables may have several or many activities leading to the accomplished
deliverable and you would not show that level of detail; but if someone wants to see the
detailed activities, you will have them.
10.3 The Gantt must show explicitly the times reserves. As you will establish intermediate
deliverables for each phase and that intermediate deliverable will have a number in the WBS
or in the Gantt, you can create an activity in the Gantt with the following number called
"Reserve for xx.xx" where xx.xx is the number of the intermediate deliverable, and you
allocate a time reserve for that deliverable. Note that you will use this same xx.xx number to
create a “budget reserve of money” for the sa2) In the Gantt Diagramm we must see the
phases (as defined in the phb-WBS
3) In the Gantt we must see the respective deliverable(s) accomplished in each of these
phases. You have major deliverables defined in the db-WBS, but these major deliverables are
not, or not all accomplished in 1 phase. Therefore, we must find a way to detect and show
"intermediate deliverable(s)" are accomplished in each phase. Each phase must have some
explicit deliverable accomplished; this is what determines that a phase has been completed
and the phase review in controlling will have to accept the phase deliverable(s) to obtain
phase closing approval. You need to establish these intermediate deliverable(s). Perhaps you
can do that in the phase-basad WBS before continuing with the Gantt. Or perhaps you can
do that in the Gantt directly. Each intermediate deliverable will be a "milestone", for instance
in phase 1 you have 1.1.1 specifications for equipement and 1.1.2 list of potential suppliers.
So, what would be the phase intermediate deliverable of these 2 activities from the same
work package? May be something like 1.1.6 "Specifications and list of potential supliers:
ready for purpose". Another way would be to have one deliverable for each activity. For
instance: 1.1.1.1 Specifications for equipment ready for purpose and 1.1.2.1 List of potential
suppliers ready for purpose. Perhaps the second option is easier. If you were using a
professional Gantt Tool, you would show to the customer/sponsor only those "milestones" of
accomplished deliverables, where some deliverables may have several or many activities
leading to the accomplished deliverable and you would not show that level of detail, but if
someone wants to see the detailed activities, you would have them.
4) The Gantt must show explicitly the times reserves. As you will establish intermediate
deliverables for each phase and that intermediate deliverable will have a number in the WBS,
you can create an activity in the Gantt with the following number called "Reserve for xx.xx"
where xx.xx is the number of the intermediate deliverable. Note that you will use this same
xx.xx number to create a budget reserve of money for the same intermediate deliverable. So
you need it.
5) We should understand how you arrived at the durations shown in the Gantt. It should not
be a black box. As explained in item 4 you calculate durations based on certain parameters
(number of resources, % of usage, and productivity). You should show explicitly how you
calculated durations. This “estimating package” should accompany your Gantt diagram. In
this way, you will be equipped to answer a possible question-request from a key stakeholder
about “: how did you estimate the duration of each of those activities? Pls. show”.

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Example of network diagram

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Example of Gantt diagram

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3 Create the budget
1. Cost Estimation and Budgeting by Deliverable:
a. Organize a brainstorming session with the project team and subject matter
experts.
b. Consult the deliverable-based Work Breakdown Structure (db-WBS).
c. For each work package:
i. Determine the type of resources required to complete the work, such
as labor, materials, equipment, and subcontractors.
ii. Material resources: Quantify the quantities of material resources
required, using estimation techniques such as analogy, expert
judgment, and parametric modelling. Estimate each work package
individually, then aggregate the quantities of material resources
needed for each work package to control accounts comprising several
work packages, deliverables, and summary deliverables.
iii. Human resources: Identify effort-driven work and determine the
required labor hours or person-days based on estimation techniques
such as analogy, expert judgment, and parametric modelling. Estimate
each work package individually, then aggregate the effort estimates of
each work package to control accounts comprising several work
packages, deliverables, and summary deliverables.
d. Obtain cost information: Gather cost information for each resource required
to complete the work package. Consult with suppliers, subcontractors, or
internal departments responsible for providing the necessary resources.
Obtain current pricing information with accuracy.
e. Calculate resource costs: Multiply the quantity of each material resource by its
associated unit cost to determine the cost of that resource for each work
package. For effort-driven work, multiply the effort estimation (labor hours or
person-days) by the appropriate labor rate to derive the labor cost.
f. Consider indirect costs: Determine any indirect costs such as overhead
expenses or administrative costs. Add them to the total cost of each work
package.
g. Create reserves for contingencies: Assess risks and uncertainties of each work
package or deliverable and determine an appropriate percentage or amount
to set aside as contingency reserves for each work package or deliverable.
h. Validate and refine estimates: Review the estimated costs for each work
package or deliverable using different effort and cost estimating techniques,
ensuring they are realistic. Adjust and refine as needed.
i. Document the cost estimates: Record the estimated costs for each work
package and aggregate them into cost estimates for deliverables and summary
deliverables in a spreadsheet. Document relevant assumptions and
parameters used for the calculation. The result is the deliverable-based cost
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 baseline, which shows the cost breakdown for each work package, deliverable,
and summary deliverable.
j. Verify that the resulting cost estimates meet possible budget constraints,
project objectives, and business requirements. Adjust and replan as necessary
until these criteria are met.
2. Cost Estimation and Budgeting by Phases:
a. Consult the phase-based Work Breakdown Structure (pb-WBS).
b. Utilize the individual estimates of quantities, effort, costs, and contingencies
from the deliverable-based estimations and reorganize them by periods (e.g.,
months) and phases, using the same hierarchical codes for each work package,
deliverable, and summary deliverable.
c. Document the time-based cost estimates: Record the estimated costs for each
period and aggregate them into cost estimates for phases in a spreadsheet.
Document relevant assumptions and parameters used for the calculation. The
result is the time-phased cost baseline, which shows the cost distribution over
time for the project.
d. Verify that the resulting cost estimates meet possible budget constraints,
project objectives, and business requirements. Adjust and replan as necessary
until these criteria are met.

Example of deliverable-based cost estimating and budgeting (reusing the order of the
deliverable based WBS)

Deliverable Work package Labor Cost Equipment Cost Ancillary Cost Total
Deliverable 1 1.1 Requirements Project Management Office Equipment 6.000€ 40.400€
(Consultation Team + Functional for the
system) Team for two weeks, management
16.400€ Team and the
Functional Team,
18.000€
1.2 Testable version IT-Team for six Office Equipment 2.000€ 22.430€
weeks,14.430€ for the Technical
Team, 6.000€
1.3 Develop first pilot IT-Team for six None None 14.430€
weeks,14.430€
1.4 Test first pilot IT-Team for six None None 14.430€
weeks,14.430€
1.5 Update to second IT-Team for four weeks, None None 9.620€
pilot 9.620€
1.6 Test second pilot IT-Team for four weeks, None None 9.620€
9.620€
1.7 Update to third IT-Team for four weeks, None None 9.620€
pilot 9.620€
1.8 Test third pilot IT-Team for four weeks, None None 9.620€
9.620€
1.9 Complete and IT-Team for eight None None 19.240€
publish final version weeks, 19.240€
Total Cost Deliverable 1 149.410€

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Deliverable 2 2.1 Announce first test Marketing Team for six None None 16.730€
(Advertisement phase weeks, 16.730€
campaign) 2.2 Announce second Marketing Team for None None 11.150€
test phase four weeks, 11.150€
2.3 Define scope of Marketing Team for None None 5.600€
the advertisement two weeks, 5.600€
campaign
2.4 Announce third Marketing Team for None None 11.150€
test phase four weeks, 11.150€
2.5 Create content for Marketing Team for None None 22.300€
advertisement eight weeks, 22.300€
campaign
2.6Publish Marketing Team for None None 22.300€
advertisement eight weeks, 22.300€
Total Cost Deliverable 2 89.230€
Deliverable 3 3.1 Identify External Contractor for None None 7.500€
(Trained & audited pharmacists that must one and a half week,
pharmacists) participate 7.500€
3.2 Identify training External Contractor for None None 22.500€
program two and a half weeks +
course fee, 22.500€
3.3 Perform training External None None 455.000€
countrywide Contractor for three
(outsourced) weeks + the costs of
performing the
training, 455.000€
3.4 Audit pharmacists Medical Advisor for None None 1.635€
one week, 1.635€
Total Cost Deliverable 3 486.635€
Deliverable 4 4.1 Identify needed Medical Advisor for None None 1.635€
(Equipped medical equipment one week, 1.635€
pharmacies) 4.2 Obtain seller of Medical Advisor + None None 7.800€
medical equipment Administration for
three weeks, 7.800€
4.3 Delivery and External Contractor for Equipment for all None 2.739.200€
installation of four weeks, 20.000€ Pharmacies, 44
equipment Pharmacies in
total, 2.719.200€
Total Cost Deliverable 4 2.748.635€
Deliverable 5 5.1 Prepare survey 1.0 Marketing Team for Standard Office 2.000€ 14.400€
(Surveys) two weeks, 8.400€ Equipment for the
marketing team,
6.000€
5.2 Perform survey 1.0 Marketing Team for None None 8.400€
two weeks, 8.400€
5.3 Prepare survey 2.0 Marketing Team for None None 5.600€
two weeks, 5.600€
5.4 Perform survey 2.0 Marketing Team for None None 5.600€
two weeks, 5.600€
5.5 Closing report Project Management None 10.000 15.600€
for one week, 5.600€
Total Cost Deliverable 5 49.600€
Reserve for contingencies 50.000€
Cost Baseline 3.573.510€
Management Reserve 150.000€
Project Budget 3.723.510€

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Example of phase-based cost estimating and budgeting (reusing the order of the
phase-based WBS)
Phase Deliverable Work package Labor Cost Equipment Cost Ancillary Total Cost
Phase 1 Deliverable 1 1.1 Requirements Project Office Equipment 6.000€ 40.400€
Management for the
Team + Functional management Team
Team for two and the Functional
weeks 16.400€ Team, 18.000€
1.2 Testable IT-Team for six Office Equipment 2.000€ 22.430€
version weeks,14.430€ for the Technical
Team, 6.000€
Deliverable 3 3.1 Identify External None None 7.500€
pharmacists that Contractor for
must participate one and a half
week, 7.500€
3.2 Identify External None None 22.500€
training program Contractor for
two and a half
weeks + course
fee, 22.500€
3.3 Perform External None None 455.000€
training Contractor for
countrywide three weeks + the
(outsourced) costs of
performing the
training, 455.000€
3.4 Audit Medical Advisor None None 1.635€
pharmacists for one week,
1.635€
Deliverable 4 4.1 Identify Medical Advisor None None 1.635€
needed medical for one week,
equipment 1.635€
4.2 Obtain seller Medical Advisor + None None 7.800€
of medical Administration for
equipment three weeks,
7.800€
4.3 Delivery and External Equipment for all None 2.739.200€
installation of Contractor for Pharmacies, 44
equipment four weeks, Pharmacies in total,
20.000€ 2.719.200€
Deliverable 5 5.1 Prepare Marketing Team Standard Office 2.000€ 14.400€
survey 1.0 for two weeks, Equipment for the
8.400€ marketing team,
6.000€
5.2 Perform Marketing Team None None 8.400€
survey 1.0 for two weeks,
8.400€
Phase 1 Total Cost 3.320.900€
Phase 2 Deliverable 1 1.3 Develop first IT-Team for six None None 14.430€
(Regarding first pilot weeks,14.430€
pilot) 1.4 Test first pilot IT-Team for six None None 14.430€
weeks,14.430€
Deliverable 2 2.1 Announce Marketing Team None None 16.730€
first test phase for six weeks,
16.730€
Phase 2 Total Cost 45.590€
Phase 3 Deliverable 1 1.5 Update to IT-Team for four None None 9.620€
(regarding second pilot weeks, 9.620€
second pilot) 1.6 Test second IT-Team for four None None 9.620€
pilot weeks, 9.620€

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 Deliverable 2 2.2 Announce Marketing Team None None 11.150€
second test for four weeks,
phase 11.150€
2.3 Define scope Marketing Team None None 5.600€
of the for two weeks,
advertisement 5.600€
campaign
Phase 3 Total Cost 35.990€
Phase 4 Deliverable 1 1.7 Update to IT-Team for four None None 9.620€
(regarding third pilot weeks, 9.620€
third pilot) 1.8 Test third IT-Team for four None None 9.620€
pilot weeks, 9.620€
Deliverable 2 2.4 Announce Marketing Team None None 11.150€
third test phase for four weeks,
11.150€
2.5 Create Marketing Team None None 22.300€
content for for eight weeks,
advertisement 22.300€
campaign
Phase 4 Total Cost 52.690€
Phase 5 Deliverable 1 1.9 Complete and IT-Team for eight None None 19.240€
(regarding final publish final weeks, 19.240€
version) version
Deliverable 2 2.6 Publish Marketing Team None None 22.300€
advertisement for eight weeks,
22.300€
Deliverable 5 5.3 Prepare Marketing Team None None 5.600€
survey 2.0 for two weeks,
5.600€
5.4 Perform Marketing Team None None 5.600€
survey 2.0 for two weeks,
5.600€
5.5 Closing report Project None 10.000 15.600€
Management for
one week, 5.600€
Phase 5 Total Cost 68.340€
Reserve for contingencies 50.000€
Cost Baseline 3.573.510€
Management Reserve 150.000€
Project Budget 3.723.510€

Cost parameters
Cost of Team Members:
Hellen Schmidt: 150.000€ (Project Manager)
Project Management Team:
Nina Burda (project controller) (90.000 €/Y )
Patrizia Zampella (project controller) (90.000 €/Y)
Markus Hellenschmidt (project scheduler) (90.000 €/Y)
Ronny Rechtlich (Intern) (20.000 €)
Project Technical Team:
Hilde Höflich (IT-Senior Developer) (75.000 €/Y)
Sarazka Smetzof (IT-Junior Developer) (50.000 €/Y)

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Costs of the Project Functional Team:
Chantal Beethoven (Medical Advisor) (85.000 €/Y)
Menderes Yilmaz (Administration) (50.000 €/Y)
Costs of the Project Marketing Team:
Layla Levin (Communication Expert) (85.000 €/Y)
Benjamin Verblühtchen (Media Designer) (60.000 €/Y)
Costs of external advisors and contractors.
The External Companies cost 5.000€ per Week.
Assumption: The external training costs 10.000€ to develop and 2.500€ to perform
Assumption: Each pharmacy needs to have 4 trained persons what leads to a training cos of
10.000€ per pharmacy and 440.000€ in total.
Costs of Project Personnel when not working for the project:
Assumption: All Team members are only needed to be paid by the Project for the time they work
for the project, during their time they are not needed for this project the consulting NGO PaMaNi
will reschedule them to other projects.
Travelling costs to Ghana and back:
2.000€ Per person,1.000 per flight,
Assumption: the stay in Ghana is covered by the government of Ghana to keep the foreigners
safe.
Costs of equipment and office materials.
Office Equipment per Person: 3.000€ (including Laptops, office materials, furniture etc.), 30.000€
total.
Reserves for contingencies:
To avoid the risk “Insufficient human resources in form of doctors and pharmacists to deliver
services to all users” we planned with a reserve of 50.000€ personal cost in the first phase to
make sure we can provide enough human resources.
Costs of servers and IT-Equipment:
Assumption: The cost of maintaining the server for the project are covered by the government of
Ghana to keep the lights on after the official end of the project.
Assumption: The Technical Team only requires the standard office equipment.
Management Reserve
Assumption: To allow the Sponsor to react quickly in certain situations they get a Management
Reserve of 150.000€.
Costs of medical equipment.
61.800€ per pharmacy, we assume a total of 44 pharmacies needed in total, we assumed one
pharmacy per 500.000 inhabitants per region. 44 pharmacies are 2.719.200€ total cost for
equipment.
Methods of estimation
• Bottom-up: the team used bottom up estimating for every single work package of every
deliverable and reorganized these estimates for the phase estimates.
• Parametric modelling: for the cost of the equipment of pharmacies the team used the
parametric modelling. After estimating the cost for one single pharmacy, it was possible
to extrapolate it for all pharmacies.
• Top down by experts organized as Delphi panel: The team consulted asked a group of
Africa experts who were known from various previous projects and asked them to
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 participate to a Delphi panel and provide individual anonymous estimates used in two
rounds. The results of the first round were shared anonymously and used as basis to
provide a second individual estimate. The average of the second estimates was 3.865.000
€. The average of the second round of top-down estimates by the Delphi panel was
3.865.000 € which had a 10% variation to the bottom-up estimate made by the team.
Therefore, the result of the Delphi panel was considered a confirmation of the accuracy
of the bottom-up estimate done by the team. The following table shows the results of the
2 rounds of Delphi estimation.

First round Second round

Expert Estimate Expert Estimate
Expert 1 3.750.000€ Expert 1 3.800.000€
Expert 2 4.150.000€ Expert 2 4.050.000€
Expert 3 3.650.000€ Expert 3 3.750.000€
Expert 4 3.780.000€ Expert 4 3.800.000€
Expert 5 4.260.000€ Expert 5 3.920.000€
Expert 6 2.870.000€ Expert 6 3.870.000€
Expert 7 3.915.000€ Expert 7 3.865.000€
Average 3.865.000€

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4 Define objectives leading to the goal.
1. Organize a brainstorming session with the project team and subject matter experts.
2. Consult the deliverable-based WBS (db-WBS) to identify the deliverables of the
project. Create a list of these deliverables.
3. Consult the phase-based WBS (phb-WBS) + the schedule + the network diagram to
visualize the sequences, dependencies, and the timeline of the accomplishment of
deliverables.
4. (Optional) Group deliverables together if they should be accomplished at the same
time and you want to streamline the quantity of objectives.
5. Formulate objectives by adding the verb "accomplish" or “complete” or “finish”, to
deliverables or group of deliverables and a target date of accomplishment.
For example, if the goal is to build a house in 10 months, the list of objectives could
be shortened and made easier to overview by grouping several deliverables into
single objectives:
a) Example of grouping several deliverables per objective to attain the goal of
building a house in 10 months:
• Accomplish the site preparation and foundation construction by the end of
Month 1.
• Achieve the completion of the structural framing and roofing by the end of
Month 3.
• Accomplish the installation of plumbing, electrical, and HVAC systems by the
end of Month 6.
• Complete the interior finishing, including flooring, painting, and cabinetry, by
the end of Month 8.
• Achieve final inspections, ensure regulatory compliance, and obtain a
certificate of occupancy by the end of Month 10.
b) However, grouping deliverables into single objectives may be risky, as it can lead
to a situation where one team completes their part on time while another team
does not, resulting in an incomplete objective. To mitigate this risk, you can choose
to define only one deliverable per objective. This approach allows for managing
teams, objectives, and deliverables individually. However, it is important to note
that this may result in an extended list of objectives, which could make it slightly
less easy to overview.
Example of 1 deliverable per objective to attain the same goal of building a house
in 10 months:
• Accomplish site preparation by the end of Month 1.
• Complete foundation construction by the end of Month 1.
• Achieve the completion of structural framing by the end of Month 2.
• Finish roofing by the end of Month 3.
• Accomplish the installation of plumbing systems by the end of Month 4.
• Complete the installation of electrical systems by the end of Month 5.

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 • Finish the installation of HVAC (Heating, Ventilation, and Air Conditioning)
systems by the end of Month 6.
• Complete interior flooring by the end of Month 7.
• Finish interior painting by the end of Month 8.
• Install cabinetry and finish by the end of Month 8.
• Obtain final inspections and ensure regulatory compliance by the end of
Month 10.
• Obtain a certificate of occupancy by the end of Month 10.
6. Ensure the objectives are Specific, Measurable, Achievable, Relevant, and Time-based
(SMART).
7. Review and adjust the objectives based on realism and time constraints.
8. Check the validity of the set of objectives in relation to the goal and make any
necessary refinements.

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5 Answer to risks.
1. Organize a brainstorming session with the project team and subject matter experts.
2. Create a list of typical or generic risks sources for this type of project. Example:

Technical Scope definition Management Project management

Requirements Program/Portfolio
definition management
Estimates, Operations management
Assumptions, and Resourcing
constraints Organization
Technical processes Communication
Technology
Technical interfaces
Commercial Contractual terms External Legislation
Internal procurement Exchange rates
Suppliers Sites, facilities
Subcontracts Weather, environment
Customer Competition
Partnerships

3. Create an empty risk register to capture individual risks, probabilities, impacts,

strategy types, measures, and owners. Example:

Risk Risk Probability Impact Strategy

Measure Risk owner
Name Nr 1 to 5 1 to 5 type

4. Create a table defining ranges of probability and impact for assessing risks. Example:

Impact on:
Scale Probability
Time Cost in € Quality
5 Very Very significant impact on overall
>70% > 6 months > 500K
High functionality
100K ~ Significant impact on overall
4 High 51% - 70% 3 ~ 6 months
500K functionality
Some impact on key functional
3 Medium 31% - 50% 1 ~ 3 months 50K ~ 100K
areas
Minor impact on overall
2 Low 11%-30% 1 ~ 4 weeks 10K ~ 50K
functionality
Minor impact on secondary
1 Very low 1% - 10% 1 week <10K
functions

5. Consult the project charter, project management plan, and other relevant project
documents.

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6. Determine the risk value of each risk by assessing its probability and potential impact
on cost, time, scope, and quality. Example:

Probability Impact Criticality

Risk Name Risk Nr
1 to 5 1 to 5
Sponsor 6 5 12 60
Functional requirements 1 5 12 60
Status tracking tool 2 4 10 40
ePayment 3 5 5 25
Online help (*) 4 3 7 21
Training sessions (**) 5 4 4 16

Example of how to calculate the probability score and the compound impact score:
(*) Probability medium: 3 = 31%-50% / Impact on time (low) 1-4 weeks; 50% of 4
weeks = 2 weeks / Impact on cost (low) 10K-50K; 50% of 50K = 25K
(**) Probability high: 4 = 51%-70% / Impact on time (very low) 1 Week x 70% = 0,7
Week rounded up to 1 Week; / Impact on cost (low) 10K – 50K; 50K x 70% = 35K
7. Rank risks based on their individual criticality (risk value).
8. Define a risk tolerance threshold and identify high-priority risks above that threshold.
9. Develop risk response strategies for risks above the risk tolerance threshold
(mitigation, avoidance, transfer, acceptance). Example:

Prob. Impact
Risk Name Risk Nr Criticality Strategy Measure
1 to 5 1 to 5
Nominate
Sponsor 6 5 12 60 Mitigate delegated
sponsor
Functional Requirement
1 5 12 60 Mitigate
requirements workshops
Supplier of Replace the
2 4 9 36 Avoid
tracking tool supplier
Hire triangular
ePayment 3 5 5 25 Transfer payments
supplier
Reserve of 2
Online help 4 3 7 21 Accept weeks and 25 K
(*)
Reserve of 1
Training
5 4 4 16 Accept Week and 35K
sessions
(**)

10. Define work packages to implement the risk answers and assign responsibilities for
implementing and monitoring risk response strategies.
11. Estimate the cost, effort, and duration required to implement risk responses and
update the budget and schedule accordingly.
12. For risks below the risk tolerance threshold, define bulk money and time reserves and
include them in the budget and schedule.

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6 Create the communications management plan
1. Organize a brainstorming session with the project team, subject matter experts and
other appropriate stakeholders.
2. Utilize the stakeholders register and the stakeholders classification matrix. Update it
for the current project phase as needed.
3. Understand the information needs of each stakeholder group. Talk to stakeholders
as needed.
4. Define appropriate communication strategies according to the classification matrix,
focusing on stakeholders with high influence and low level of current engagement.
5. Determine the frequency, format, and level of detail required for effective
communication.
6. Identify suitable communication channels for each stakeholder group. Consider
various channels such as meetings, emails, project management software, and
collaboration tools.
7. Depending on the characteristics of the project, consider incorporating marketing
elements to transmit excitement, such as a project website, a project bulletin,
memorabilia, prizes, a hall of fame, events, and celebrations.
8. Assign communication roles and responsibilities to project team members.
9. Put all this information together in a spreadsheet to create a draft of the
communications management plan.
10. Share the draft of the communications management plan with the project sponsor,
gather feedback, make necessary adjustments, and repeat the process until the
communications management plan is approved by the sponsor.
Example of a communications management plan:
Medium Freq. Resp. Target
Daily chat PM Team MS-
Daily PM PM Team
Teams
Weekly video conference PM Team MS-
Weekly PM PM Team
Teams
Daily chat Work Package Leaders to
MS- WP Team
specialists in the development Daily WPL
Teams Members
teams
Daily chat PM Team with Work MS- WP
Daily PM Team
Package Leaders Teams Leaders
Weekly video conference MS- WP Team
Weekly WPL
Teams Members
Weekly video conference MS- WP
Weekly PM Team
Teams Leaders
Weekly report of Work Package
MS- WP Team WP
Team Members to the Work Package Weekly
Teams members Leaders
leader with standard format.
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 Weekly report of Work Package
MS- WP
Leaders to the Project Management Weekly PM Team
Teams Leaders
Team using standard format.
Bi-weekly briefing of Project Board
MS- Bi- Project
Members by the Project PM Team
Teams weekly Board
Management Team
Bi-weekly personal briefing of each
Each
member of the board by the project Each PM
In Bi- Project
management team member Team
Person weekly Board
delegated by the company of the Member
Member
project board member
Newsletter showing strengths goes
All
out to all employees for Every
Website employees
informational and marketing three PM Team
e-mail of D, Ch,
purposes. Four editions: 1 at start + weeks
M
1 every 3 weeks and 1 before WMC
Press releases showing strengths
goes out to all media in scope for Every
Website All media
informational and marketing three PM Team
e-mail in scope
purposes. Four editions: 1 at start + weeks
1 every 3 weeks and 1 before WMC
Brochure for marriage partners in
German, English, and Japanese Marriage
Print Monthly PM Team
language. Three editions: start, in partners
the middle, before WMC
Retrospectives followed by small in-
house celebrations at phase-gates At Work
In
by PM Team Members with Work phase PM Team Package
person
Package Leaders in the gates Leaders
corresponding countries.
Retrospectives followed by small in-
house celebrations at phase-gates At Work
In Team
by Work Package Leaders with Team phase Package
person Members
Members in the corresponding gates Leaders
countries.

Content of the standard status report on Microsoft Teams:

• Status of the work in scope for the reporting period using Earned Value Analysis
method.
• Work that should have been completed but is not and the impact on interfaces.
• Corrective measures for time, cost, scope, and quality gaps.
• Outlook of work scheduled for the next reporting period.
• Issues encountered, and way of action recommended or implemented.

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• Scope change requests
• Newly identified risks
• Miscellaneous.

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7 Create the scope statement
1. Organize a brainstorming session with the project team, subject matter experts and
other appropriate stakeholders.
2. Create the product scope statement (it is the description of the product, service, or
capability that the project will create, its constituent deliverables, acceptance criteria
and exclusions).
a. Consult the deliverable based WBS which contains all components of the product.
Describe in phrases the product that the project will create and its acceptance
criteria.
b. List its major deliverables and their respective acceptance criteria.
c. Specify any exclusions explicitly, stating what is out of scope.
Example of Product Scope Statement:
Description:
The project aims to create a web system with dedicated hosting capable of handling
xxx users simultaneously. The system will provide real-time information on the
status of transactions, following a status scheme to be created by the "Status
Definition" project. It will allocate unique identifiers to each customer and order,
allowing customers to recover their ID using their email address. The system will
enable end users to place orders, track payment and delivery status, and access
details of past transactions. Initially, the online solution will be implemented for one
product line, with subsequent projects handling other product lines. The first release
will support German and English languages.
Major Deliverables:
− Interface with the upgraded finance system released by the "Project Finance
System"
− Upgrades to the customer relationship management (CRM) system and sales
system
− Integration with the order management system of selected suppliers
− Automation of current manual logistics handling
− Integration of various system components
− Creation of a new customer homepage
− Development and implementation of performance reports
Acceptance Criteria:
− 100% fulfillment of all Must-Have Requirements for the product and each
component
− 80% fulfillment of all Should-Have Requirements for the product and each
component
Exclusions:
− Marketing campaign targeting end users

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 − Other products or product lines, except for the selection made during the
analysis phase at the beginning of project execution
− Languages other than German and English
3. Create the project scope statement (it is the description of the work necessary to
create the product, service or capability described in the product scope). Consult
phase based WBS. Describe the necessary work required to accomplish the described
product. Include activities such as analysis, design, implementation, integration,
customization, deployment, and creation of reports.
Example of project scope statement:
The project scope encompasses the following activities:
− Analysis, design, and implementation of interfaces with the finance, CRM, and
sales systems
− Analysis of the current CRM and sales system to determine whether an upgrade
or migration to new systems is preferable
− Implementation of either an upgrade of the CRM and sales system or migration
to new systems, including data conversion and migration
− Definition of selection criteria for a logistics system, selection of a logistics
management package, customization, and deployment
− Analysis of products and product lines to select the products within the project's
scope
− Analysis of suppliers to determine which ones are within the project's scope
− Integration with the selected suppliers' systems for the chosen product line
− Creation of a new customer homepage
− Definition and creation of performance reports
4. Update Assumptions: Consult the project charter, section Assumptions. Note that
Assumptions are statements that are considered to be true, without concrete proof or
evidence, for the purpose of planning a project. Assumptions are made based on the
information available at the time and serve as the foundation for decision-making and
project planning.
Example of Assumptions:
− Strong and supportive sponsorship from XZ direction will be granted
− Strong and supportive collaboration with Finance and Sales will be granted, with
subject matter experts available as per the approved schedule baseline
− Strong and supportive collaboration with selected suppliers will be granted, and
subject matter experts from their side will be available as per the approved
schedule baseline
− The "Finance System" and "Status Definition" projects will deliver their results on
time, as defined in the approved schedule baseline of this project
5. Update Constraints. Consult the project charter, section Constraints. Note that
constraints are limitations or restrictions that are imposed on the project by various
factors, including key stakeholders. These limitations define boundaries within which the
project must operate and are typically non-negotiable. Constraints can impact various
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aspects of the project, such as its scope, schedule, budget, resources, and quality. Here
are some common types of constraints:
− Time Constraints: These constraints relate to the project's timeline and can include fixed
deadlines or specific milestones that must be met.
− Budget Constraints: Budget constraints refer to limitations on the financial resources allocated
to the project. This could include a predefined budget that must not be exceeded.
− Resource Constraints: Resource constraints involve limitations on the availability, quantity, or
type of resources that can be utilized for the project. This may include restrictions on
personnel, equipment, or materials.
− Technical Constraints: Technical constraints are limitations imposed by technology or existing
systems. For example, the project may need to adhere to specific software or hardware
requirements.
− Legal and Regulatory Constraints: Legal and regulatory constraints refer to compliance
requirements that the project must adhere to. This could involve industry-specific regulations,
data privacy laws, or health and safety regulations.
− Stakeholder Constraints: Stakeholder constraints are limitations imposed by key project
stakeholders. These stakeholders may have specific expectations, preferences, or
requirements that need to be considered and accommodated.

Example of Constraints:
− The online system must run on iOS, Android, and Windows (technical constraint)
− The logistics system should have external costs in terms of money outflows not
larger than xxx Euros (financial constraint)
− IT-Consulting XX must be used as the consulting provider (resource constraint)
− Phase 2 must be completed by the 2nd week of June (time constraint)
6. Assemble a draft of the Scope Statement, which consists of the product scope, the
project scope, updated Assumptions, and updated Constraints as explained above.
7. Share the draft of Scope Statement with appropriate stakeholders, solicit feedback,
adjust as needed and document the final version as one section of the Project
Management Plan.

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8 Define the lifecycle for the development of the solution
(Project phases and/or iterations & lifecycle type)
1. Document the phases and the major deliverables accomplished in each phase. To
do so, reuse the phases defined in the phase based WBS and in the schedule
diagram, which should contain the same phases.
2. Consult the following descriptions of lifecycle types. Determine and document if the
project will use a predictive, iterative, incremental, Agile, or hybrid approach.
a) Predictive Approach (Waterfall):
a. Defines requirements and scope upfront during project planning.
b. Emphasizes a sequential and linear progression of phases.
c. Changes to the plan are treated as exceptions.
d. Suitable when requirements are well-defined and stable, and there is little
expectation of significant changes throughout the project.
b) Iterative Approach:
a. Gradually improves or expands the product through successive iterations.
b. Gathers feedback and incorporates it into each iteration.
c. Allows for progressive definition and refinement of requirements.
d. Well-suited for projects with evolving or unclear requirements.
c) Incremental Approach:
a. Adds functionality to the product incrementally, piece by piece.
b. Each increment delivers a usable subset of the final product.
c. Allows for early customer feedback and early partial value realization for
the client.
d. Facilitates faster time-to-market for critical functionalities.
e. Particularly beneficial when the customer can start using and benefiting
from the product before its full completion.
d) Agile Approach:
a. Combines iterative and incremental practices in a flexible and adaptive
manner.
b. Emphasizes collaboration, customer involvement, and continuous
improvement.
c. Delivers tangible results in short iterations (sprints).
d. Responds quickly to changing requirements and priorities.
e. Promotes transparency, flexibility, and responsiveness in development.
e) Hybrid Approach:

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 a. Integrates elements from multiple lifecycles based on project-specific
needs.
b. Tailors the approach to different components or deliverables within a
project.
c. Combines predictive, iterative, incremental, or agile practices as required.
d. Allows for customization of lifecycle phases, activities, and delivery
methods.
e. Enables flexibility in selecting the most suitable approach for each project
component.
f. Many projects adopt a hybrid approach because different deliverables
may require different development approaches. For example,
i. a software component may use an incremental approach,
ii. while a behavior-changing component may follow an agile
approach.
iii. Additionally, a component involving physical component design,
construction, and testing may utilize a predictive approach.
iv. The hybrid approach provides versatility, optimizing development
efficiency and effectiveness while managing risks effectively.

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9 Gather functional requirements and quality attributes for the solution.
1. Identify stakeholders and engage in discussions, interviews, and workshops to elicit
project requirements.
2. Document requirements in a clear and concise manner, ensuring they are
measurable, achievable, and relevant to project objectives.
3. Analyse gathered requirements to identify dependencies, conflicts, and gaps.
4. Prioritize requirements based on their importance to project success, considering the
MoSCoW method (Must have, Should have, Could have, Won't have).
5. Document requirements in a structured manner. Use clear and unambiguous
language to describe each requirement, avoiding ambiguity and misunderstanding.
6. Conduct reviews with key stakeholders to validate and refine the documented
requirements. Adjust as needed.
7. Document the final version as requirement documentation in the project
management plan.
Example of functional requirements and quality attributes:
For reference and understanding of the context of the example functional
requirements, read first the product scope.
Product Scope: The product is an online (digital) medical support system called OmeGha
that caters to Ghana. It enables simultaneous video chats, handling a minimum of 88
video chats (2 per pharmacy) at a time. The system facilitates real-time communication
between trained pharmacists and doctors, offering clear audio, video, and chat functions.
When logged in, end-users are visible to others with their username and profession title.
As a result, pharmacists can request doctors to join a video call, enabling collaborative
treatment via video chat. Pharmacists can utilize the medical equipment available in their
pharmacies. The first version of the system will support the English language exclusively.
Functional requirements
1) Must-Have
• Prescription Management: Integrate a feature that allows doctors to electronically
prescribe medications to be used by the pharmacists.
• Fast and stable connection to the attending doctor.
• Trained personnel as defined by an exam to be developed.
• Availability of pharmacists, covered by emergency services during night-time and
national holidays.
• The pharmacists must be able to see whether a doctor is available for a call and
be able to request a call.
• Equipment must be easy to use for pharmacists.
2) Should-Have
• Same quality and quantity of equipment based on regional population and needs.

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 • No appointments are needed; patients can visit the pharmacy without prior
announcement.
• Connection to the nearest hospital if necessary.
3) Could-Have
• After each call, the pharmacist has the option to rate the doctor's
understandability of instructions for potential improvement.
• Video calls will be recorded, allowing pharmacists and doctors to review previous
calls and add additional thoughts or notes.
4) Won't-Have
• Pharmacists will not be able to undertake surgeries.
Quality attributes:
1) Must-Have:
• Prescription Management: Accuracy Rate of Prescription Transmission: Target:
95% or higher.
• Connection Reliability Rate: Target: 95% or higher.
• Exam Success Rate: Target: 90% or higher.
• Emergency Coverage Rate: Target: 90% or higher.
• Availability Status Update Time: Target: Less than 3 seconds.
• Equipment Usability Satisfaction Score: Target: 8 out of 10 or higher.
2) Should-Have:
• Equipment Standardization Compliance: Target: 90% or higher.
• Patient Waiting Time: Target: 15 minutes or less.
• Hospital Connectivity Time: Target: 10 seconds or less.
3) Could-Have:
• Doctor's Instruction Understandability Rating: Target: 4 out of 5 or higher.
• Call Recording and Review: Ensure successful recording and storage of all video
calls for review and note-taking purposes.

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10 Gather project management requirements.
1. Identify Stakeholders: Utilize the stakeholder classification matrix and involve relevant
stakeholders, with a focus on those ranked 1, 2, and 3.
2. Conduct Stakeholder Interviews: Schedule and conduct interviews with stakeholders
to understand their perspectives and expectations regarding project management.
Use open-ended questions to encourage stakeholders to express their requirements,
preferences, and concerns.
3. Identify Requirements for Project Management: Based on the gathered information,
determine the project management areas that require specific management plans
and identify the key elements to be included within those plans. This input may impact
various management areas, including requirements, scope, schedule, cost, risk,
quality, communications, resources, stakeholder engagement, procurement, change,
and problem-solving.
4. Analyze Stakeholder Requirements: Analyze stakeholder requirements regarding
their project management preferences and address any conflicting requirements
using negotiation techniques and stakeholder ranking.
5. Consider the Development Approach: Assess stakeholder preferences for the
development approach to be used, such as predictive, iterative, incremental, Agile, or
hybrid. Understand the implications of the chosen approach on scope management,
schedule management, and other management areas.
6. Evaluate Compliance with PM Methodology: Determine if the organization has a
standard project management methodology or a PMO that provides guidance. Assess
the level of compliance required with the existing methodology and identify any
customizations needed to align with stakeholder requirements. If the organization
does not have a mandatory PM methodology, declare that the project will utilize ISO
21502 as the PM Framework. Implement this project management framework using
the processes, tools, techniques, and other training documents provided in this
course.
7. Document and Validate Requirements: Document all identified requirements for
project management in a clear and concise manner. Validate the requirements with
stakeholders to ensure accuracy and completeness.
8. Provide Input for Planning: Use the elicited requirements as input for creating
subsidiary management plans to effectively manage different aspects of the project.
Examples of project management requirements
− The sponsor requests to receive regular project updates and progress reports
during her golf playing sessions.
− The financial director requests the use of earned value management (EVM) as a
project performance measurement technique.
− Team members request short and focused meetings of 30 minutes with an agenda,
to ensure efficient use of their time.

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− The compliance director insists on having regular compliance reviews throughout
the project, with documented evidence of compliance with relevant regulations and
standards.
− The customer insists on having a dedicated project portal or platform where they
can access real-time project updates, track progress, and provide feedback.
− The legal department requests that a comprehensive risk register and mitigation
plan be developed to address potential legal and contractual risks.
− The human resources department requests that a portion of the project budget be
allocated to training and skill enhancement programs for project team members.

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11 Develop subsidiary management plans
1) Consult the document “Subsidiary Management Plans”.
2) Adapt the example provided in each subsidiary management plan to fit your project.
3) Read the generic process included in each subsidiary management plan. Adapt it as
needed and incorporate the result into your case study as your subsidiary
management plan. You can use the provided generic process for each subsidiary
management plan BUT AVOID copying and pasting these processes without
understanding them.

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12 Project Organigram
1. Reuse the organigram defined in the project charter showing the levels of project
governance and project management
2. Reuse the deliverable based WBS showing the level of work packages of the different
deliverables
3. Assign responsibilities for work packages with names if known. Use “to be nominated”
if the name of the work package leader is not known yet.
Example of organigram down to the level of work packages

Project Board
Mr Money – Director Finance Company A
Mrs Order – Director Compliance Company B
Project Sponsor Mr Change – Director Sales Company C
Project Manager
Mrs. Wonderful
Deliverable 1 Deliverable 2 Deliverable 3 Deliverable 4 Deliverable 5
Mr. One Mrs. Two Mr. Three Mrs. Four Mrs. Five
Work Package 1.1 Work Package 2.1 Work Package 3.1 Work Package 4.1 Work Package 5.1
Smith Gomez To be nominated To be nominated Naggi
Work Package 1.2 Work Package 2.2 Work Package 3.2 Work Package 4.2 Work Package 5.2
Johnson Gomez Engel To be nominated To be nominated
Work Package 1.3 Work Package 2.3 Work Package 5.3
Johnson Mangold Naggi

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12 Integrate the project management plan

4 SMART Objectives leading to the goal

8 Development Lifecycle

9 Functional Requirements and Quality Attributes for the global solution.

7 Scope Statement (product scope, exclusions, project scope, updated assumptions,

updated constraints)

1.a Deliverable based WBS

1.b Phase based WBS

2 Schedule

3 Budget

5 Answers to risks

6 Communications management plan

10 Project Management Requirements

11 Other subsidiary management plans

12 Project Organigram

Note: make sure that all sections of the PM-Plan are cross aligned. You may need several
iterations from A to Z and from Z to A.

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Evaluation Criteria
1. SMART Objectives (4)
• Specificity: How specific the objectives are in addressing the project goals.
• Measurability: The extent to which objectives can be measured.
• Achievability: Realism and feasibility of the objectives.
• Relevance: Alignment of objectives with the overall project goal.
• Time-bound: Clear timelines for achieving the objectives.
2. Development Lifecycle (8)
• Completeness: Coverage of all key stages of development.
• Clarity: Clear definition and explanation of each stage.
• Integration: How well the stages are integrated with each other.
• Alignment: Alignment with project goals and objectives.
3. Functional Requirements and Quality Attributes (9)
• Comprehensiveness: Coverage of all necessary functional requirements.
• Quality Attributes: Specification of quality attributes for the solution.
• Clarity: Clear and understandable description of requirements and
attributes.
• Alignment: Alignment with project objectives and stakeholder needs.
4. Scope Statement (7)
• Product Scope: Clear definition of the product scope.
• Exclusions: Clearly stated exclusions.
• Project Scope: Comprehensive definition of the project scope.
• Updated Assumptions and Constraints: Inclusion of updated assumptions
and constraints.
5. Deliverable-based WBS (1.a) and Phase-based WBS (1.b)
• Detail and Clarity: Level of detail and clarity in both WBS.
• Comprehensiveness: Inclusion of all necessary deliverables and phases.
• Structure: Logical and effective structuring of WBS.
6. Schedule (2)
• Detail: Level of detail in the project schedule.
• Realism: Feasibility and realism of the schedule.
• Flexibility: Ability to accommodate changes and contingencies.
7. Budget (3)
• Detail and Accuracy: Level of detail and accuracy in budget estimation.
• Comprehensiveness: Inclusion of all cost elements.
• Realism: Feasibility of the budget within project constraints.
8. Answers to Risks (5)
• Identification: Effectiveness in identifying potential risks.
• Mitigation Plans: Quality and feasibility of risk mitigation strategies.
• Preparedness: Overall preparedness for dealing with identified risks.
9. Communications Management Plan (6)
• Comprehensiveness: Coverage of all necessary communication aspects.
• Clarity: Clarity in communication strategies and methods.
• Stakeholder Involvement: Effectiveness in involving and informing
stakeholders.
10. Project Management Requirements (10)
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 • Specificity: Clarity and specificity of management requirements.
• Relevance: Relevance of these requirements to the project's success.
• Completeness: Completeness in covering all necessary management
aspects.
11. Project Organigram (12)
• Clarity: Clarity and understanding of the organizational structure.
• Roles and Responsibilities: Clear definition of roles and responsibilities.
• Alignment with Project Goals: How well the organigram supports project
goals.
12. Overall Alignment
• Consistency: Consistency and coherence across all sections.
• Alignment with Goals: Overall alignment of each section with the project
goals.
Each section can be graded on a scale of 0-100%, with deductions for missing elements,
lack of clarity, or misalignment with project goals. The overall grade would be an average
of the grades across all sections. This approach will ensure a detailed and systematic
evaluation of the Project Management Plan.

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