This training was about exposing the employees of the Lagos State Public Service to the Contemporary Project Management Practices they can adopt to Enhance Project Delivery in the Pandemic Era for the Lagos State Public Service. Upon successful completion of the training, participants s were to apply the generally recognized practices of project management acknowledged by the Project Management Institute (PMI) to successfully manage projects by: • Getting started with project management fundamentals. • Identifying organizational influences and project life cycle. • Working with project management processes. • Initiating a project. • Planning a project. • Planning for project time management. • Planning project budget, quality, and communications. • Planning for risk, procurements, and stakeholder management. • Executing a project. • Managing project work, scope, schedules, and cost. • Controlling a project. • Closing a project.

1. Theme: Project Management Practices
Zoom Link: http://bit.ly/BPPPMPTrainingDay2
Training Topic:
Adopting Contemporary
Project Management Practices
to Enhance Project Delivery in the Pandemic Era
for the Lagos State Public Service.
BPPEnergy Consulting

2. Presented by: BPP Energy Consulting Limited
Date: 03-06-2021
Organized by:
The Lagos State Ministry of Establishments,
Training and Pension.
Delivered by: MR. IMOH ETUK
Zoom Link: http://bit.ly/BPPPMPTrainingDay2

3. BPP
Executive
Brief
Core
Objectives
Ground
Rules

4. Thursday 3rd June 2021
Day 2 Schedule
10:15am – 10:55am
5mins break
 Initiating a Project
 Develop a Project Charter
 Identify Project Stakeholders
11:00 – 11: 55pm
5mins break
 Planning a Project
 Develop a Project Management Plan
 Plan Scope Management
 Collect Project Requirements
 Define Project Scope
 Create a WBS
12:20pm – 12:55pm
5mins break
 Planning for Project Time Management
 Plan Schedule Management
 Define Project Activities
 Sequence Project Activities
12:00pm – 12:55pm
5mins break
 Planning Project Budget, Quality, and Communications
 Plan Project Cost Management
1:00pm – 1:30pm
5mins break
 Estimate Project Costs
 Determine the Project Budget
 Plan Quality Management
 Plan Human Resource Management
 Plan Communications Management
2:06pm – 2:45pm
15mins Q & A
 Close Project or Phase
 Close Procurements
 Summary
 Questions & Answer Sessions

5. First Session
Initiating a Project, Develop a
Project Charter and
Identify Project Stakeholders
10:15am – 10:55am
5mins break

6. Initiating a Project
It’s common knowledge that in all walks of life, a strong start can
significantly increase the chances of achieving success.
All projects start with high hopes and a motivated team. However,
if they are not initiated correctly, the threat of reeling off-course
and ending up directionless remains looming throughout the
project life cycle.
In the following sections, you’ll learn more about the importance of
the project initiation process and the steps you should take to
ensure the success of your project.

7. Phases of the project life cycle
Before going into the details of the project initiation phase, it’s better to do
a quick recap of the five phases of project management
 Project initiation – Starting a project
 Project planning – the document that describes how the project will be
executed, monitored, and controlled, and closed
 Project execution - Your team carries out all the planned activities,
constructs deliverables, and presents them to project stakeholders
 Project monitoring and control - continually track, review, adjust and
report on the project’s performance.
 Project closure - You and your team have gotten the deliverables
approved and all the items in your project plan have been checked off

8. What is project initiation?
Project initiation is the first phase of the project management
life cycle and in this stage, companies decide if the project is
needed and how beneficial it will be for them.
The two metrics that are used to judge a proposed project and
determine the expectations from it are the business case and
feasibility study.
Why is it important?
 Take major decisions that establish the direction and
resource requirements
 To help project managers to stay on track
 Effective project management requires you to maximize
benefits and minimize costs while delivering ‘value’ to
the customer.

9. Project initiation process – 6 key steps to follow

10. Develop a Project Charter
The project charter is perhaps the most comprehensive and
important part of the project initiation process.
 The charter is, in some ways, the first document of the
project that identifies the necessary details like the goals
and the constraints of the project.
 The Project Charter describes the project vision and
objectives (the reasons for doing the work).
 Ideally, the Charter is provided to the project manager by
the project sponsor

11. Project Charter

12. Purpose of Project Charter
The key purpose of a Charter is to define exactly what it is the
project has to achieve to be successful. This encompasses:
 Identifying the Project Vision- The vision encapsulates the
purpose of the project and is business/benefits focused.
 Identify the strategic purpose and alignment of the project.
 Identifying the Project Objectives - Define three to five
specific objectives that need to be achieved by the project
to fulfill the vision.
 Defining the overall Project Scope - The scope defines the
formal boundaries of the project by describing what will be
done by the project and what will not be done by the
project.

13. Identifying Project Stakeholders
As a project manager, your primary task is to manage people.
"Satisfy stakeholders!" is the project manager's mantra.
Identifying stakeholders is a primary task because all the
important decisions during the initiation, planning and execution
stages of the project are made by these stakeholders.
The five primary project stakeholders are
the project manager,
the project team,
the functional management,
 the sponsor, and
the customer.

14. Identifying Stakeholders – a Primary and an Ongoing Task
The five primary project stakeholders are the project
manager, the project team, the functional management,
the sponsor, and the customer.
In a larger sense, anyone who participates in the project
or is impacted by its results is a stakeholder.
Each stakeholder has an essential contribution to make
and all stakeholder expectations need to be met.
Contribution made by different people to the project is
the principal criteria for identifying stakeholders.

15. Stakeholders in Project Management
Project leader (or project manager) – the head of the project;
defines, plans, controls, and leads the project
Project team members – produce the outputs (deliverables) for
the project; participate in the project management process;
Sponsor (or upper manager) – the person with formal authority
who is ultimately responsible for the project; oversees the project
Project customer – the person or group whose needs and
requirements drive the project; receives the final output(s) that
the project produces.
Functional managers (resource managers or line managers)–
provide company policy an resources, particularly people who are
involved in the project

16. Second Session
Planning a Project
Develop a Project Management Plan
Plan Scope Management
Collect Project Requirements
Define Project Scope
Create a WBS
11:00 – 11: 55pm
5mins break

17. Planning a Project
In project management, proceeding without a project plan
leaves you in danger of overrunning available resources and
failing to achieve the client’s goals.
A project plan ensures all stakeholders share the same vision,
sets measurable goals for your project, establishes solid
communication among team members and stakeholders, and
serves as the foundation for project transparency.
Without it, you’re setting yourself and your team up for
project failure.

18. Planning a Project

19. Planning a Project

20. What is a project plan?
A project plan, also known as the project management plan, is
the document that describes how the project will be executed,
monitored, and controlled, and closed.
This outlines the objectives and scope of the project and serves
as an official point of reference for the project team, and
stakeholders.
It is created during the project planning phase and is a
compilation of several other documents.
The project management plan is formally approved at the
beginning of the project and then progressively updated
throughout the course of the project.

21. Why is project planning important?
Project planning is a crucial stage that comes right after
initiation in project management phases.
Through proper planning,
you streamline the entire project into a series of steps and
ensure the availability of all the resources on time.
Project constraints such as time, scope, and costs are
discussed in the project planning process, and mitigation plans
are developed after the identification of potential risks.
By comparing the actual progress with the project plan, you
can also monitor the performance of your team and take the
necessary steps to improve it.

22. Components of the project management plan
The primary components of a project management plan are:
 Scope Statement
 Critical Success Factors
 Deliverables
 Work Breakdown Structure
 Schedule
 Budget
 Quality
Human Resources Plan

23. Areas where project planning is important for
successful projects

24. Areas where project planning is important for successful
projects
 Well-defined goals - One of the most obvious and most
important– steps of a project plan is defining your project goals.
It must be realistic, clear and measurable
 Resource planning - Your team and your company have finite
resources to work with, and the success of your project depends
on your operating within the limits of those resources.
 Task planning – This is so important that many people
mistakenly think of project management solely in terms of
managing tasks.

25.  Risk identification - Check with your team and other project
stakeholders about risks to consider
Communication - One area of project planning that’s easy to
overlook is communication in project management. What tools
are you going to use?
Scheduling - A project schedule contains more than your
average weekly planner notes. Project scheduling involves
creating a document, these days usually a digital document
Areas where project planning is important for successful
projects Cont’d

26. Develop a Project Management Plan
The following are the ways to develop a Project Management
Plan.
These includes:
 Collect requirements from key stakeholders
 Define the scope of the project
 Create a work breakdown structure.
 Define project activities
 Sequence project activities
 Estimate activity duration, costs, and resources
 Assign resources to work packages and activities according
to skills and interests.
 Build in contingencies
 Create a performance measurement baseline
 Develop all subsidiary plans.

27. Plan Scope Management
All projects are constrained by a number of factors. For example,
cost, time, quality, benefits, risks, and scope are among the major
constraints that all project managers must work within in order to
bring their project to completion.
While understanding each constraint is crucial to a project
manager’s success, scope is arguably the most critical factor,
because it outlines all of the work that does and doesn’t fall
within the project.
Below, we define “scope” as it relates to project management,
explore the scope management process, and walk through the
steps necessary to create a scope management plan.

28. The term project scope refers to all of the discrete work and
actions that are required to deliver the project’s stated objectives
and deliverables on time and within budget.
These objectives and deliverables are typically derived from the
project charter, which defines the statement of objectives in a
project; sets project goals, roles, and responsibilities; and identifies
stakeholders.
Ultimately it is the project charter that will provide the project
framework required to plan the scope management process.
In layman’s terms, a project’s scope identifies what is and is not a
part of the project.
What is project scope?

29. Scope management is the process of identifying and defining what
actions are required to deliver a project’s requirements. It also
involves ensuring that that work is completed according to the
project’s schedule and budget.
Though scope management allows for changes to a project’s
requirements and objectives, it also puts in place a formal change
process in order to account for and minimize scope creep that
could otherwise derail the project.
A scope management plan could also be referred to as a blueprint
or draft or layout drafted by the project manager which defines the
scope of the project including the work breakdown structure of the
project.
What is Scope Management?

30. Scope Management Plan Cnt’d
Drafting the scope management plan effectively helps to execute
the project efficiently and properly in a synchronized manner.
A good scope management plan must include the following points
into consideration:
 Requirements of the project
 The owners or the stakeholders
 Scope statement
 Scope planning
 Scope execution
 Work Breakdown Structure of the project
 Roles and responsibilities
 Deliverables
 Scope control

31. Below is an overview of the main steps involved in creating
a scope management plan.
 Collect the required inputs - This includes the project
management plan, project charter, enterprise environmental
factors (EEFs), and organizational process assets (OPA), which
you will reference and leverage to generate the scope
management plan.
 Generate a work breakdown structure (WBS) - The work
breakdown structure (WBS) is a document, typically in chart
format, that outlines a project’s deliverables according to a set
hierarchy.
 Translate your WBS into discrete tasks - Once all of the
project’s deliverables are outlined in the WBS, they must be
translated into separate task.
How to create a scope management plan

32.  Identify project requirements - In order to create an accurate
scope statement, you must understand the business and
stakeholder requirements that will guide the project.
 Develop a scope statement - Armed with an understanding of
the project’s requirements, it is now possible to begin
developing the project scope statement.
 Define your processes - Finally, it’s important to outline the
processes that will guide the project’s scope management
philosophy as the project team works toward delivering upon
the project’s requirements.
How to create a scope management plan Cnt’d

33. Project Scope management plan diagram

34. Collect Project Requirements
The Collect Requirement is a process that determines, as well
as documents and manages the needs and requirements of the
stakeholders, to meet the objectives of the project
management task.
The collect requirements document contains details about the
objectives that are needed to satisfy stakeholders’ requirements
and also to ensure the project satisfaction.
The collect requirement acts as a framework that provides a
baseline for the project's budget, schedule, and quality
specifications, risk, and resources plan.

35. Collection Requirement Process: The Foundation for
Project Scope Definition
 Step 1: Identify the needs’ of the stakeholders.’
 Step2: Document the needs & requirements.
 Step3: Manage them throughout the project to meet project
goals’.
According to PMI, about 70% project’s failure is attributed to
requirement collection. While most of these projects were
meeting schedule & budget criterion, they failed to meet the
stakeholder’s requirements.

36. Collect Requirements - Tools and Techniques
Expert Judgment
Data Gathering - e.g. brainstorming, interviews, focus
 groups questionnaires and Surveys, and benchmarking
Data Analysis
Decision Making
Data Representation
Interpersonal and Team Skills

37. Define Project Scope
Project scope is the part of project planning that involves
determining and documenting a list of specific project goals,
deliverables, features, functions, tasks, deadlines, and ultimately
costs.
Two things must be defined i.e. Product Requirements and
Process Requirements
Define the Product Requirements
 Before we determine what will be in the project’s scope,
you must be very clear about what are the product
requirements, otherwise known as product scope.
 In other words, what are the functions and features
required for the website, application and/or bespoke
software solution being developed?

38. Define Project Scope Cnt’d
Define the Process Requirements
 Process requirements describe how people interact with a
product and how a product interacts with other (often
existing) business processes.
 When you discuss how data gets moved and how business
transactions flow from one point to another, you are
describing process requirements.
.

40. How to Define Project Scope
Involve the correct stakeholders - It of course goes without
saying that for a project to be delivered successfully, the
correct stakeholders from the organization commissioning the
project must be involved very intimately at various stages of
the project scope.
Identify the limitations - Perhaps even more important than
what is in-scope for a project is what is out-of-scope for a
project.
Change Management - It is natural for parts of any large
project to change along the way.

41. Create a WBS
The Project Management Body of Knowledge sees WBS as
"hierarchical decomposition of the total scope of work to be
carried out by the project team to accomplish the project
objectives and create the required deliverables."
How to Create a WBS
 Determine and describe the project statement
 Highlight all the necessary phases of the project.
 Create and list the deliverables
 Divide the deliverables into manageable tasks
 Assign every section and ensure each owner is empowered to
deliver

42. WBS Diagram

43. Third Session
Planning for Project Time Management
Plan Schedule Management
Define Project Activities
Sequence Project Activities
12:00pm – 12:55pm
5mins break

45. Plan Schedule Management
 Plan Schedule Management is the process of establishing the
policies, procedures, and documentation for planning,
developing, managing, executing, and controlling the project
schedule.
 The key benefit of this process is that it provides guidance and
direction on how the project schedule will be managed
throughout the project.
 The inputs, tools and techniques, and outputs of this process
are depicted in Figure 6-3. Figure 6-4 depicts the data flow
diagram of the process.

46. Plan Schedule Management

47. Plan Schedule Management

48. Plan Schedule Management
In summary, Schedule Management Plan requires thinking
proactively before executing the project.
It involves thinking through several points, including:
 Individuals involved in the scheduling process
 The approach required to plan a schedule of the process
 Use of organizational processes and procedures
 Tools used for scheduling
 Method to manage and control the project to schedule
baseline and manage any deviations

49. Define Project Activities
Project Activity is basically a milestone, a section or a task that has many
sub-tasks under it.
In line with this, Activity, in project management, is defined as the
amount of work performed that converts input to appropriate outputs.
To make this thing more clear, here are three examples:
 Sections - First, the writer will get an idea and will make a task of
the same and will add it under the ‘idea section’, if the team likes
the idea, it will move to ‘production section’.
 Milestones - These milestones are considered as the activity of the
project.
 Subtasks – These are the actions needed to complete the activity in
the task

50. Sequence Project Activities
Sequence Activities is the process of identifying and
documenting relationships among the project activities.
The key benefit of this process is that it defines the
logical sequence of work to obtain the greatest efficiency
given all project constraints
After you’ve established the dependencies among your
activities, you can sequence them.

52. The sequence activities are designed to fall under project management
process groups and knowledge areas.
By using the results from the procedures, the project schedule
development defines sequence activities, estimate activity resources, and
estimate activity durations in combination with the scheduling tool to
produce the schedule model.
The Schedule management plan recognizes what scheduling method and
device to use for the task, which will manage the activities to be
sequenced.
Sequence Project Activities
How to Sequence Activities in a Project?
Sequencing can be performed by
utilizing project management software or
by using manual or mechanized procedures.

53. Project Schedule Network Diagrams

54. Tools Used in Project Management Sequence Process
In the process of sequencing activities in project management,
the project manager identifies and records relationships among
the various project activities so that he/she can define the best
logical sequence that can produce the highest efficiency.
In the end, the project manager can develop a project
management sequence process.
There are three tools and techniques used in the project
management sequence process:
Precedence Diagramming Method (PDM)
Dependency Determination
Leads and Lags

55.  If you are not fully aware of what activities are to be done,
or you cannot plan.
 You cannot determine the hard way for a project unless
you sequence activities
Why is it Important to Determine Activity Sequencing
on Projects?

56. Estimate Activity Resources
The definition of resources in project management include people,
materials, equipment, money, facilities and any fundamental things
that are necessary for executing the project.
They are needed throughout the entire lifecycle of the project.
Determining the resource requirements is very important for
successful management.
The ability of the project manager to estimate the activity resources
is very crucial.
Estimate activity resource is the process that estimates the type
and amount of resources like equipment, supplies , and human
resource to perform individual tasks for a particular project.

57. Estimate Activity Durations
All project management activities have three unique attributes
and these include :
 duration,
 work effort, and resource.
 It is important for project managers to carry out estimate
activity durations to be able to plan activities based on its
three attributes.
 Estimate activity duration is a process in project
management that involves analyzing different activity and
estimates how long it takes to accomplish a certain task with
the estimated amount of resources.

58. Develop a Project Schedule
A project schedule is a timetable that organizes project
tasks, activity durations, calendar start and end dates, and
sets overall project milestones on a timeline.
Project schedules also define the team members and
resources needed to complete tasks. Project scheduling is
fundamental for planning and control in project management.
All the work necessary to complete the deliverables is
accounted for in the project schedule; it also includes all
associated costs as outlined in the project budget.
Clearly, the project schedule is an essential tool to deliver a
project on time and within budget

59. The Gantt Chart Project Scheduling Screen

60.  Create the schedule plan for your project.
 Define who has authority over the schedule.
 Identify start and end dates for project activities and tasks.
 Figure out task dependencies.
 Sequence activities and tasks chronologically to create a
project calendar.
Project Schedule Steps

61. Fourth Session
Planning Project Budget, Quality,
and Communications
Plan Project Cost Management
1:00pm – 1:30pm
5mins break

62. What is a Project Budget?
 A project budget is the total projected costs needed to
complete a project over a defined period of time.
 It’s used to estimate what the costs of the project will be for
every phase of the project.
 The project budget will include such things as labor costs,
material procurement costs and operating costs. But it’s not a
static document.
 Your project budget will be reviewed and revived throughout
the project, hopefully with the help of a project budgeting
software.

63. The obvious answer is that projects cost money, but it’s more nuanced
than that. The budget is the engine that drives your project’s funding.
It communicates to stakeholders how much money is needed and
when it’s needed.
 But it’s not only a means to get things that your project requires.
 The other part of the importance of a project budget is that it’s an
instrument to control project costs.
 The budget is your plan, which acts as a baseline to measure your
performance as you collect the actual costs once the project has
been started.
Why You Need a Project Budget

64. Quality Planning?
It’s not enough to make sure you get a project done on time
and under budget. You need to be sure you make the right
product to suit your stakeholders’ needs.
Quality means making sure that you build what you said you
would and that you do it as efficiently as you can. This means
trying not to make too many mistakes and always keeping your
project working toward the goal of creating the right product.
Everybody “knows” what quality is. But the way the word is
used in everyday life is a little different from how it is used in
project management, you manage quality on a project by setting
goals and taking measurements.

65. Communication Planning?
Communications management is about keeping everybody in
the loop.
The communications planning process concerns defining the
types of information you will deliver, who will receive it, the
format for communicating it, and the timing of its release
and distribution.
The first step in defining your communication plan is figuring
out what kind of communication your stakeholders need
from the project so they can make good decisions.
This is called the communications requirements analysis.
Your project will produce a lot of information; you don’t
want to overwhelm your stakeholders with all of it.

66. Types of Communication in Project Management
If all the parties to the communication are taking part in the
exchange at the same time, the communication is synchronous.
A telephone or Skype conference call is an example of synchronous
communication.
The following are examples of synchronous communications:
 Live meeting: Gathering of team members at the same location
 Conference call: A telephone call in which several people
participate
 Audio conference: Like a conference call, but conducted online
using software like Skype

67. Types of Communication Cnt’d
 Computer-assisted conference: Audio conference with a
connection between computers that can display a
document or spreadsheet that can be edited by both parties
 Video conference: Similar to an audio conference but with
live video of the participants.
 IM (instant messaging): Exchange of text or voice messages
using pop-up windows on the participants’ computer
screens
 Texting: Exchange of text messages between mobile phones,
pagers, or personal digital assistants (PDAs)

68. Plan Project Cost Management
Organizations aim for their projects to be successful and to meet
client expectations as well as their internal objectives. But what
is the reality on the ground?
Project cost management is the process of estimating, budgeting
and controlling costs throughout the project life cycle, with the
objective of keeping expenditures within the approved budget.
For a project to be called successful, it’s necessary that
 it delivers on the requirements and scope
 its execution quality is of a high standard
 it’s completed within schedule and
 it’s completed within budget.
What is Project Cost Management?

69. Why is Project Cost Management Important?
By implementing efficient cost management practices, project
managers can:
 Set clear expectations with stakeholders
 Control scope creep due to transparencies established with
the customer
 Track progress and respond with corrective action at a quick
pace
 Maintain expected margin, increase ROI, and avoid losing
money on the project
 Generate data to benchmark for future projects and track
long-term cost trends

70. Fifth Session
Estimate Project Costs
Determine the Project Budget
Plan Quality Management
Plan Human Resource Management
Plan Communications Management
1:35 pm – 2:00pm
5mins break

71. Estimate Project Costs
Cost estimation is the process of quantifying the costs associated with
all the resources required to execute the project.
To perform cost calculations, we need the following information:
 Resource requirements (output from the previous step)
 Price of each resource
 Duration that each resource is required
 List of assumptions
 Potential risks
 Past project costs and industry benchmarks, if any
 Insight into the company’s financial health and reporting
structures

72. Determine the Project Budget
Determine Budget is the process of aggregating the estimated costs
of individual activities or work packages to establish an
authorized cost baseline.
The key benefit of this process is that it determines the cost baseline
against which project performance can be monitored and controlled.
A project budget is the total projected costs needed to complete
a project over a defined period of time. It’s used to estimate what
the costs of the project will be for every phase of the project.
What is a Project Budget?

73. Creating a Project Budget
 Use Historical Data - Your project is likely not the first to try
and accomplish a specific objective or goal.
 Reference Lessons Learned - To further elaborate on
historical data, you can learn from their successes and
mistakes.
 Leverage Your Experts - Another resource to build a project
budget is to tap those who have experience and knowledge be
they mentors, other project managers or experts in the field
 Confirm Accuracy - Once you have your budget, you’re not
done. You want to take a look at it and make sure your figures
are accurate.

74. Creating a Project Budget
 Baseline and Re-Baseline the Budget - Your project budget is
the baseline by which you’ll measure you project’s progress
once it has started.
 Update in Real Time - Speaking of changes, the sooner you
know about them, the better.
 Get on Track - The importance of having a project
management software that tracks in real time is that it gives
you the information you need to get back on track sooner
rather than later.

75. Plan Quality Management
Plan Quality Management is the process of identifying quality
requirements and/or standards for the project and its
deliverables, and documenting how the project will demonstrate
compliance with relevant quality requirements.
The key benefit of this process is that it provides guidance and
direction on how quality will be managed and validated
throughout the project.
The Plan Quality Management process involves the production of
a quality management plan as part of the overall project
management plan.

76. Categories of Plan Quality Management
Quality standards can generally be categorized as follows:
 Internal company standards
 Those imposed by regulatory agencies
 Legal standard of care to the public (or simply, public
expectations)
 External standards imposed by the project sponsor or
organization
 Other stakeholder standards, like utilities, adjacent
landowners, and other affected organizations

77. Plan Human Resource Management
The resource management plan is "the component of the project
management plan that provides guidance on how project
resources should be categorized, allocated, managed, and
released. It may be divided between the team management
plan and physical resource management plan"
(PMBOK® Guide—6th Edition, Page 318).
“The cause of almost all
relationship difficulties is rooted in
conflicting or ambiguous
expectations around roles and
goals.” —Steven Covey

78. Plan Human Resource Management
 Roles and Responsibilities - Want to reduce conflict in your
projects? It’s critical that we clarify the roles and responsibilities
of the team members.
 Project Organization Chart - A project organization chart (org
chart) is a graphic display of the project team members.
 Project Team Resource Management - The project team
resource management is your approach to staffing the project.
How will you acquire the staff?
 Training and Development - Think ahead. How do you plan to
train and develop your project team? What team building
exercises will you use?
 Rewards and Recognition - Lastly, rewards and recognition may
be included. Will the project manager recognize individuals as
well as the team.

79. Plan Communications Management
Plan Communications Management is the process of developing
an appropriate approach and plan for project communications
based on stakeholder's information needs and requirements,
and available organizational assets.
The key benefit of this process is that it identifies and
documents the approach to communicate most effectively and
efficiently with stakeholders.
The inputs, tools and techniques, and outputs of this process are
depicted in Figure 10-2. Figure 10-3 depicts the data flow
diagram of the Plan Communications Management process.

80. Plan Communications Management

81. Why is a project management communication plan
important?
A project management communication plan will keep your project on
track because it:
 Creates written documentation that the team can reference
 Sets expectations of when stakeholders will receive updates
 Increases stakeholders’ visibility into the project and its status
 Provides the opportunity for stakeholders to give feedback, which
can help the team detect issues early on and decrease wasted
work
 Increases productivity during meetings or eliminates them
altogether

82. How to make a project management communication plan
 Choose a format - Choose a platform where it will be easy to gather
feedback on your communication plan and to share or store the plan for
your team and stakeholders to reference.
 Set a communication goal - Whatever you hope to achieve, the first step
to crafting a successful communication plan is to write that goal down.
 Identify stakeholders - Most projects have many stakeholders, most of
whom have different levels of interest in and influence on the project.
 Identify methods of communication - Your CTO never checks his email
but is on Slack all day. On the other hand, your head designer never
installed Slack but checks her email constantly.
 Determine frequency of communication - List how often you will send
out each type of communication (e.g., send a weekly email on Mondays
with project progress, links to completed deliverables, current budget,
etc.)
 Determine who provides communication updates - Most often, this task
will fall on the project manager, but if not, the owner of a specific update
needs to be clearly identified in your communications plan.

83. Sixth Session (Last Session
Close Project or Phase
Close Procurements
Questions & Answer Sessions
2:06pm – 2:45pm
15mins Q & A

84. Closing a project consists of those processes performed to
conclude all activities across all Project Management Process
Groups to formally complete the project, phase, or contractual
obligations.
In other words, Project Closing is the combination of the
following when applied to a project:
 Assurance that all the work has been completed,
 Assurance that all agreed upon project management
processes have been executed, and
 Formal recognition of the completion of a project—everyone
agrees that it is completed.
Closing a Project or Phase Cnt’d

85. Actions and activities necessary to satisfy completion or exit
criteria for the phase or project such as:
 Making certain that all documents and deliverables are up-to-
date and that all issues are resolved;
 Confirming the delivery and formal acceptance of deliverables
by the customer;
 Ensuring that all costs are charged to the project;
 Closing project accounts;
 Reassigning personnel. Depending upon the organization the
project staff will be assigned to another project,
Activities Necessary for Closing a Project or Phase

86. .
 Dealing with excess project material. This can mean dealing
with the materials and equipment that is lying around after
the project has finished.
 Reallocating project facilities, equipment, and other resources;
Elaborating the final project reports as required by
organizational policies.
 Confirming the formal acceptance of the project work. If the
project deliverables are not up to the agreed standard, the
project manager must bring it up to standard..
Activities Necessary for Closing a Project or Phase Cnt’d

87. Closing a Project or Phase
The inputs, tools and techniques, and outputs of the process are depicted in
Figure 4-14” (PMBoK Guide p121).

88. Close Procurements
Procurements are closed when a contract is completed OR when
a contract is terminated before the work is completed. The
Close Procurements is a part of Closing Process Group. All
procurements must be closed out, no matter the circumstances
under which they stop, are terminated, or are completed.
Work that must be performed during Close Procurement
phase:
Product verification: Involves checking to see if all the work is
done correctly and satisfactorily.
 Negotiated settlement: Final settlement of all claims,
invoices and other issues.
 Financial closure: Involves making final payments and
completing cost records.
.

89. Close Procurements
 Procurement audit: Structured review of only the
procurements process
Updates to records: Making sure all of the records of the
project are complete and are accessible in the records
management system.
 Final contract performance reporting: This is creating a final
report.
 Lessons learned: Lessons learned from everyone including the
project manager are documented for the project.
Procurement file: The file includes contract, changes,
submittals from the project manager, financial information,
inspection results, and lessons learnt.

90. Project Management is an amazing field of work with a number
of different tools and techniques to let you effectively analyze
and control projects as you want while keeping a keen eye on
multiple dependencies and key factors to get the desired results
that will benefit your customers and maximize stakeholders
profits.
Project management tools and techniques define the workflow
and how the project will take shape but it’s always up to the tools
to execute those techniques and help you get those sweet results.
So, get to exploring and find the right tools and techniques to
benefit your project.
Summary

91.  https://www.parallelprojecttraining.com/describe-the-five-major-
components-of-a-project-management-plan-2/
 https://home.kpmg/au/en/home/insights/2020/05/coronavirus-covid-19-
project-program-management-new-reality.html
 https://www.projectengineer.net/project-management-plan-the-12-core-
components/
 https://www.apm.org.uk/resources/what-is-project-management/
 https://www.wrike.com/project-management-guide/faq/what-is-business-
project-management/
 https://www.pcmag.com/news/6-tips-for-getting-started-with-project-
management
 https://www.wrike.com/project-management-guide/
 https://www.paymoapp.com/blog/the-complete-project-manager-guide/
 https://www.pmi.org/pmbok-guide-standards
Reference Links