The purpose the planning process group is to establish the total scope of the project and lay out a course of action to accomplish those objectives. The primary result of the planning process is the integrated project plan which includes the scope, schedule, budget, quality, human resource, communications, risk management and procurement plans. The project plan is assembled after the sub-plans are created.  All of the PMBOK Knowledge Areas are represented in the Planning Process Group:

• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resource Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management
• Project Stakeholder Management

***See end of page for links to artifact documents.

4.0 Project Integration Management

4.2 Develop Project Management Plan

Process Definition

During project planning the project manager develops an integrated project plan laying out the effort required to accomplish the entire scope of the project. Although this is the first item identified in the Planning Process Group column in the PMBOK matrix, Table 3-1, it is the last process performed in the planning process group since it pulls together all the other planning process outputs into a single integrated plan. 

 Process Assessment

The value of this process is questionable to me.  In effect it is the last of the planning processes executed, since it compiles into a single document all the sub-plans, like scope, schedule, cost, risk, etc...  However, the schedule, the budget, the risk plan, the HR plan and others are nearly always executed in isolation, using their individual plans and documents.  That makes this comprehensive document redundant and usually quickly outdated unless it is also maintained and updated every time the rest of the plan is updated.  If it serves no purpose other than as another document to update during the project, I see no point in creating a single, redundant document in the first place.  

Figure 4. Develop Project Management Plan: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 72. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

1. Fence Construction Project Charter: Example of a project charter, developed for a project to build a backyard privacy fence. As an input to the "Develop Project Management Plan" process it serves as the foundational document from which the sub-plans are developed, which in turn also serve as inputs to this process.
2. Developing a Project Management Plan: Homework essay from PMGT 501 on techniques for preparing a project management plan.
3. Fence Project Management Plan: An example project management plan for building a fence, an output of the project management planning process.  It combines into one place the scope, schedule, budget and other planning elements for the project.

5.0 Project Scope Management

Planning scope management involves clearly identifying all the deliverables required to satisfy the contractual obligations. The primary output of this process area is a scope baseline, consisting of a scope statement, a list of all deliverables, called a Work Breakdown Structure (WBS), and a WBS dictionary with background information on each WBS item. This document then guides the development of the schedule in the Time Management Planning process. The following Project Scope Management processes are used in this process group:

5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS

5.1 Plan Scope Management 

Process Definition

Planning scope management results in creating a plan for developing, controlling and closing the project scope.  It is important to note that the plan is about how the scope will be managed, not the actual scope itself.  It should clearly identify the tools that should be used, such as Microsoft Visio or Excel, recommended templates, the configuration management and control processes that should be followed, reporting requirements and closure process.  

Process Assessment

A scope management plan is rarely useful for me.  My organizations usually have existing processes which are embedded into the culture and followed by teams.  WBS's are done in Excel or Vizio, WBS dictionaries have templates, etc...  I've seen times where this might have helped, but I wouldn't stress over not having this for my project.

Figure 5. Plan Scope Management: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 107. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

1. Fence Construction Project Charter: Example of a project charter, developed in PMGT 501 for a project to build a backyard privacy fence. As an input to the "Plan Scope Management" process it provides a top-level description of the deliverables and acceptance criteria for the project.
2. Expert Judgment: This essay from PMGT 612 outlines tools and techniques for developing a scope management plan. 
3. Scope Management Plan: This scope management plan was created specifically for this portfolio example as an output to the "Plan Scope Management" process.  It defines the tools and process for developing scope statements, WBS and WBS dictionaries, how they will be controlled and reported, and how the closure process will be conducted.  

5.2 Collect Requirements

Process Definition

This process gathers into one place all the requirements guiding the development of project deliverables, including products, data and services.  The requirements essentially define the project objectives and success criteria.  

Process Assessment

Figure 6. Collect Requirements: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 111. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

1. Requirements Management Plan: This personal requirements management plan is an input for collecting requirements.  It identifies the techniques for identifying requirements, the stakeholders that should be interviewed, and the database in which the requirements will be stored.
2. Fence Requirements: Requirements for the PMGT 501 class project to build a backyard fence. The requirements document is an output of the "Collect Requirements" process and an input to the "Define Scope" and "Create WBS" processes.
3. Example Requirements for a Bicycle: Homework assignment from PMGT 614, WBS 1 module, to identify requirements that drive the design of a bicycle. This reflects an output of this process.

5.3 Define Scope

Process Definition

The output of the process is the "Scope Statement." The scope statement is a detailed description of the project outcomes, including the major deliverables, budget constraints, key schedule milestones, project assumptions and constraints, and known risks.

Process Assessment

Figure 7. Define Scope: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 120. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

1. Expert Judgment: A lessons learned homework assignment for PMGT 502 exploring the tools and techniques for a well defined and controlled scope.
2. Bamboo Bicycle Project Scope Statement: This scope statement was created for a class PMGT 501 team project as an output of the define scope process. It includes the product description, acceptance criteria, assumptions and constraints.
3. Fence Scope Baseline: A sample scope baseline for the PMGT 501 class fence project. The scope baseline contains a scope statement, and output of this process.

5.4 Create WBS

Process Definition

The Work Breakdown Structure is a description of all the deliverables to be provided in fulfillment of the project. It captures all the products, services and data to be delivered to the customer for successful completion of the project. Given that the WBS is essentially a list of deliverable items, WBS elements should generally be listed as nouns rather than verbs. Verbs are used to describe schedule activities, not WBS deliverables. This is explained in further detail in the WBS Practice Standard, 2nd Edition, Section 5.5.1

Process Assessment

Figure 8. Create WBS: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 125. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

1. Aircraft WBS, Tree Structure, MIL-STD-881C: Example of a classic "tree structure" WBS for an aircraft. This WBS was created using the Mil Std 881C guidelines for an aircraft WBS and is therefore MilSpec compliant. The WBS is part of the scope baseline, an output of this process.
2. Aircraft WBS, Tabular Structure, MIL-STD-881C: Example of a "tabular structure" WBS for an aircraft. This WBS was created using the MIL-STD-881C guidelines for an aircraft WBS and is therefor MilSpec compliant. The WBS is part of the scope baseline, an output of this process.
3. WBS Dictionary Example: This WBS dictionary example was created in PMGT 611 for a process improvement plan. The WBS dictionary is part of the scope baseline, an output of the create WBS process.
4. Detailed WBS Dictionary Template: This template allows a PM to complete a detailed WBS dictionary to support schedule development, cost estimating, and HR planning. This is a tool for this process.

6.0 Project Time Management

Planning time management involves identifying all the activities required to satisfy the contractual obligations of the project, i.e. to deliver all the WBS items (deliverables) to the customer. In general practice the processes above are blended into a single effort of schedule development, but in reality, whether done formally or informally, all the above processes are completed by the project team whether they are documented as separate efforts or not. The following Project Time Management processes are used in this process group:

6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule

6.1 Plan Schedule Management

Process Definition

Planning schedule management results in creating a plan for developing, controlling and closing the project schedule.  It is important to note that the plan is about how the schedule will be managed, not the actual schedule itself.  It should clearly identify the tools that should be used, such as Microsoft Project, recommended templates, the configuration management and control processes that should be followed, reporting requirements and closure process.  

Process Assessment

A schedule management plan has never been useful for me.  My organizations usually have existing processes embedded into the culture and followed by teams.  Schedules are done in MSProject, and progress reporting is done weekly with percent complete identification. I've never seen a need for this process.

Figure 9. Create WBS: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 145. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

1. Fence Construction Project Charter: Example of a project charter, developed in PMGT 501 for a project to build a backyard privacy fence. It is an input to the "Plan Schedule Management" process, providing summary milestones and management approval guidelines.
2. Expert Judgment: This essay from PMGT 612 outlines tools and techniques best practices for developing a schedule management plan. 
3. Schedule Management Plan: This schedule management plan was created specifically for this portfolio example as an output to the "Plan Schedule Management" process.  It outlines the tools, development processes, reporting, change management and closure requirements for the project schedule.

6.2 Define Activities

Process Definition

With the scope baseline completed, the first step in schedule development is to define the activities required to produce the project deliverables, as outlined in the WBS. This list of activities should result in the completion of each work package in the WBS.  

Process Assessment

This first step, defining the activities required to create and deliver each WBS element is critical in the creation of a good schedule.  Making sure that activities are identified for each and every WBS element is often overlooked, with focus skewed toward product development.  Things like training, spares and support facilities are frequently neglected.

Figure 10. Define Activities: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 149. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

1. Schedule Management Plan: This schedule management plan was created specifically for this portfolio example as an input to the "Define Activities" process.  It describes the level of detail and tools required for capturing project activities. 
2. Expert Judgment: This paper discusses tools and techniques for using the WBS to identify activities.
3. Fence Schedule: A schedule for a Backyard Privacy Fence project. The project schedule contains the identified activities that are outputs of the "Define Activities" process.

6.3 Sequence Activities

Process Definition

After the activities have been identified and sequenced that achieve the desired project scope, the project manager must determine which resources are required for each activity. These resources can include people, equipment, material and supplies.

Process Assessment

Estimating activity resources is one of the most difficult exercises in project management.  Activities frequently take more resources than estimated, especially when it comes to labor.  Also, the resources required often change over time as activities and deliverables become more well understood.  This is one of the most pain-in-the-butt processes in project management.  Of course, it's also one of the most important.  

Figure 12. Estimate Activity Resources: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 161. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

1. Don Funk Resource Requirements: Homework assignment from Microsoft Project 2010 Official Academic Course, Chapter 2, demonstrating resource estimating, an output of this process.
2. Activity Resource Requirements: A list of resource requirements is one of the two primary outputs for the "Estimate Activity Resources" process. This homework assignment was to create a list of activity resource requirements for building a surfboard.
3. Retirement Party RBS: The RBS (Resource Breakdown Structure) is one of the outputs of the "Estimate Activity Resources" process. This homework assignment created an RBS for a retirement party.

 

6.5 Estimate Activity Durations

Process Definition

The availability of resources often affects how long it takes to accomplish tasks on a project. Therefore the activity durations are not estimated until after the available resources have been assigned.

Process Assessment

As with estimating activity resources, estimating activity durations is very difficult. Activities frequently take more time than estimated, especially when it comes to labor.  Also, the duration required often changes over time as activities and deliverables become more well understood.   

Figure 13. Estimate Activity Durations: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 166. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

 

1. Expert Judgment: This brief paper discusses the "Estimate Activity Durations" process and the tools and techniques used therein.
2. Three-Point Estimating: This homework problem from PMGT 613 involves conducting PERT calculations to determine the probability of finishing a project by a certain date. PERT uses three-point estimating, a tool and technique for the "Estimate Activity Duration" process.
3. Don Funk Music Activity Duration Estimates: This file shows estimated activity durations for the Don Funk music video project, an output of this process.

 

6.6 Develop Schedule

Process Definition

The schedule is the final result of the preceding processes, define activities, sequence activities, estimate resources and estimate durations.

Process Assessment

As with 4.2 Develop Project Management Plan, this isn't a process so much as a compilation of the results of the other time management processes.  Once activities have been identified and sequenced, and estimates made for resources and duration, the schedule is effectively built.   

Figure 14. Develop Schedule: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 173. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

1. Modeling Techniques: This PMGT 501 homework assignment essay on "Schedule Development for Small Projects" overviews a simple modeling technique for developing a schedule for small projects.
2. Fence Project Schedule: This schedule developed for PMGT 501 illustrates a simple output for the completed process.  
3. Bicycle Schedule: This fully resourced scheduled developed as a demonstration of Monte Carlo risk assessment is an example of an output of the schedule development process.  

7.0 Project Cost Management

Planning cost management involves estimating the approximate cost of doing the individual project activities and then pulling those costs together to establish a cost baseline. These activities in turn allow the "control costs" activity to be performed. The following Project Cost Management processes are used in this process group:

7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget

7.1 Plan Cost Management

8.0 Project Quality Management

8.1 Plan Quality Management

Process Definition

The ISO 9000 definition of quality is "the degree to which a set of inherent characteristics fulfill requirements." Planning project quality involves defining all the requirements for which quality control is necessary on a project and planning the activities required to demonstrate compliance. Outputs of the quality planning process can include the following: a quality management plan, quality metrics, quality checklists and a process improvement plan.

Process Assessment

I've never had to perform this process.  When I work on projects large enough to perform quality management, I always have a quality manager who provides this plan to me.

Figure 18. Plan Quality Management: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 232. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

1. Fence Quality Plan: A sample project quality management plan for a fence construction project. The quality plan is the primary output for the "Plan Quality" process, addressing the quality policies of the organization and how they will be conducted.
2. Example Quality Control Plan: An example quality management plan (output) for improving project management.
3. Additional Quality Planning Tools: The Three Dimensions of Quality for a Project Manager: A paper describing three different quality concerns for the project manager -- product quality, project quality and project management quality. This encompasses tools and techniques for the "Plan Quality Management" process.

9.0 Project Human Resource Management

9.1 Plan Human Resource Management

Process Definition

Planning human resource management involves developing a human resource plan that involves identifying and documenting project roles, responsibilities and required skills, reporting relationships, and creating a staffing management plan.

Process Assessment

I have never developed, or been asked to develop, a human resource plan in my life.  However, after studying these this process and looking back on the HR problems I've had in my career, I think this would be one of the most useful exercises I could use in project management.  Getting a handle on what types of people I will need, exactly what they'll be doing, and using this information to help the HR department make sure I have the right people at the right time would have saved me a lot of headaches in the past.  I hope I have the chance to use this process in the future. 

Figure 19. Plan Human Resource Management: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 258. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

1. Expert Judgment: Homework Essay on tools and techniques for developing position descriptions, a key element of a human resource plan.
2. Position Descriptions: Homework Problem from PMGT in which position descriptions were developed for an HR plan.  position descriptions are key elements of a good HR plan, the output for this process.  They tell the management and HR team what type of talent to bring onto the team.  
3. HR Plan Forrest University: This human resource plan for a university IT department contains all the elements of a good HR plan, the output of this process. This paper was developed for PMGT 611.

10.0 Project Communications Management

10.1 Plan Communications Management

Process Definition

During the project initiation phase the communications management function developed a list of stakeholders and their relevant roles on the project. In the planning phase the project manager determines the information needs of each of the stakeholders and develops a communications approach to satisfy those needs. This plan then feeds into the overall project management plan.

Process Assessment

I've never seen or used a communications plan in the real world, but I think a brief plan would be useful.  It would help the project manager conduct a thoughtful assessment of which key stakeholders need which information, then document that need.  This will help facilitate good communications, and transfer that knowledge to future PMs as necessary. 

Figure 20. Plan Communications Management: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 289. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

1. Communications Requirements Analysis: This white paper describes a simple technique for communications analysis for small projects.
2. Communications Methods: Presentation developed by Dr. Carswell outlining communications methods tools and techniques for developing a communications plan. 
3. Project Communications Management Plan: A sample project communications plan defining which stakeholders need which information, when and how frequently, and who is to provide it. The communications plan is the primary output from the "Plan Communications" process.

11.0 Project Risk Management

Project risk management is one of the most critical, yet somehow overlooked, of the project management processes. Risk management is the process of looking forward to a point in the future of the project and imagining why the project might fail, then planning to avoid these failures. It involves analyzing the schedule, the scope, the budget and quality for potential project pitfalls, and adjusting all these items to prevent or account for those pitfalls. The following Project Risk Management processes are used in this process group:

11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses

12.0 Project Procurement Management

Figure 26. Plan Procurement Management: Inputs, Tools and Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p. 358. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

1. Expert Judgment: Writing a procurement management plan can be a daunting task for the manager of a small project, often resulting in the task being left undone. This paper outlines a technique for developing a simple but useful procurement management plan for small projects.
2. Procurement Statements of Work: This essay outlines key elements of a good Procurement Statement of Work, an output of the procurement planning process. This important document forms the basis for the contract between you and your supplier, and in turn becomes the foundation of the project plan your supplier executes to provide you with deliverables. 
3. Project Procurement Management Plan: This procurement management plan, an output for this process, was developed for a Fleet Precision Navigation Upgrade (FPNU). It identifies the key procurement items, the schedule they are required to be delivered to and the types of contracts to be used.

13.0 Project Stakeholder Management