Just as the Closter 5k has a charter, the project will also have a Project Management Plan that “defines the basis of all project work.” (PMBOK® Guide p. 72) Because this plan will be “progressively elaborated by updates and controlled and approved through the Perform Integrated Control process,” (PMBOK® Guide p. 73), this process will be described here and an updated Project Management Plan will be periodically updated and eventually posted. This is one of the reasons I've been enjoying learning about Project Management. It's a puzzle that is making even more sense this second time through the PMBOK Guide.
4.2 Develop Project Management Plan
4.2.1 Develop Project Management Plan: Inputs
4.2.1.1 Project Charter
As earlier described and posted, there is a project charter for the Closter 5k as a part of the 5KPM project which showcases my work.
4.2.1.2 Outputs from Other Processes
As other plans are developed in PMBOK® Guide sections 5-13, and associated with the Closter 5k, the Project Management Plan will be revised, expanded, and updated.
4.2.1.3 Enterprise Environmental Factors
There are several environmental factors which will influence the Develop Project Management Plan Process. These factors generally include “industry standards” and the organizational structure.
Industry standards means conducting an event in the manner consistent with other similar 5k races. Participants know what to expect from the distance they run, the swag that they receive, and the results that are posted.
Regarding organizational structure, the Closter 5k is essentially a two-person operation for almost everything except the event-day execution of the race. An incredibly supportive sponsor has final oversight of the work, but the organizing committee, such as it is with two people, have free reign to use and incorporate different tools to make the project go. For example, we’ve moved away from emailing documents, to using shared on-line documents.
4.2.1.4 Organizational Process Assets
The shared on-line documents from prior years have become a trove of useful information that have been brought forward and updated for use in the present. We’ve always recorded historical information and lessons learned. This 5KPM project will form a standardized template and provide guidelines for future projects. How much a formal change control system will be in place is still uncertain, although one will no doubt be created for the practice of its creation and review.
4.2.2 Develop Project Management Plan: Tools & Techniques
4.2.2.1 Expert Judgment
The two main volunteers who conduct the Closter 5k have each volunteered at the event for seven years or more and know the tasks which need to be performed, the tools to get the tasks done, and what the required result should be. Our resources are limited, but we’ve tailored the processes, and our time commitments to fit our schedules in order to serve the project. This isn’t to say that if we had more time and more resources the scope of the Closter 5k couldn’t be expanded. Indeed it would be great to have a kickoff meeting with a true facilitator of new and exciting ideas. While we add features to new events, they are incremental, not revolutionary.
4.2.2.2 Facilitation Techniques
See above.
4.2.3 Develop Project Management Plan: Outputs
4.2.3.1 Project Management Plan
The Project Management Plan for the Closter 5k will be updated and periodically, in summary level or detail, with the baselines, subsidiary plans, and other descriptions, requirements, as these process areas are developed.
As always, your feedback is appreciated, so please share your thoughts about the 5KPM so far:
Stephen Miller’s LinkedIn Profile: https://www.linkedin.com/in/stephenlornemiller
5KPM Linked Group: https://www.linkedin.com/groups/8591204
5KPM Facebook Page: https://www.facebook.com/5KPM-1835352230014496/
Closter 5k Facebook: https://www.facebook.com/ClosterLaborDay5k/
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