The project management plan (PMP) describes the management and project execution processes that are used to ensure that the project’s scope is completed on time and within budget. The PMP defines the project scope; describes the organizational framework and overall management systems for the project; and identifies roles and responsibilities of the project participants. It also describes the formal change control process by which the project scope, cost, schedule, budget profile, and PEP may be revised. The PMP is a living document that will be updated to capture changes to project systems, processes, procedures and personnel and revisions to the approved performance baseline or other significant changes, as appropriate.
Preparing a PMP is an essential part of the project planning phase, illustrating the project management readiness for implementation of the project not only for the project team, but also for the university.
Building a PMP can be broken down into six steps:
1. Assign a dedicated project manager
Assigning a project manager is strongly encouraged, especially in projects with wider scopes and multiple teams. A project manager can help facilitate communications, advise on timelines, monitor resource use, and help delegate new tasks.
2. Collect information from the team
Clear communication and expectations are essential to the execution and success of any project. Establish key performance indicators to track progress and consider each individual’s skills and knowledge to inform a more efficient workflow. Before solidifying the PMP, consider the needs and expectations of the team. As the project progresses, collect feedback to develop and improve the process.
3. Work backward from your end goals
Often it is helpful to work backward from the end goals to delineate well-defined objectives. Working backward can give a broader view of how each task and purpose can work in conjunction and how each element correlates with creating the final product.
4. Set major milestones
Major milestones help the project team track their progress and timing throughout the project. Setting deadlines for these milestones and expected resource use for them can help the team see if tasks are taking longer than anticipated, in order to adjust the PMP and plans as needed. The project team should define these milestones to create enthusiasm and camaraderie between project sub-teams or groups.
5. Create subtasks
When milestones are created, delegate subtasks between two or more groups to break down the workload. Establish the work parameters of each group to avoid redundancies and better facilitate productivity.
6. Set cross-team status checks
In addition to establishing strong communication between project groups and leaders, the Project Management Office (PMO) will encourage and facilitate communication within the groups themselves. Creating meetings and check-ins to encourage cross-team conversations ensures that major milestones are met and that the project team can collaboratively approach roadblocks.
The PMO has experienced project managers in writing and executing PMPs. PMO staff can support putting together a full PMP or specific sections as needed. The Tools & Templates menu has instructions, templates, and examples for the most commonly required sections of a PMP.
If individualized assistance is needed, please contact the PMO directly at researchpmo@unl.edu. Include any proposal or sponsor documentation, guidelines, or requirements as well as the submission deadline with your request.
