I know it is a formal written plan and it is continuously developed, refined, revisited and updated through the project life cycle. (It is a progressive elaboration ).
I know also it is consists of many subsidiary plans (18-plan according to PMBOK 6th Ed).
However re-searching this plan has an output from other processes.
if we suppose the ( one of the input is the project procurement management plan 12.1 process) (this 12.1 process has an input document so called "Project team assignments" which is an output of 9.3 process "9.3 Acquire Resources".
Please note that (9.3 Acquire Resources) is a process in Execution process Group (Execution phase).
It means some processes are output from execution process Group come into (as input) to Planning process Group and some output of the processes at Planning process group comes (as input) at Initial group (just an example 13.1 Identify stakeholders).
My question even our approach method is "Predictive life cycle" How can I stick to the approval of ( Project management plan including bases of scope, schedule and cost)??
From above definition I am sure I need to continuously developed, refined and update this process , so I need to make a change request.
Experience project managers should think that (PMBOK6th Ed are concerning to ) movements to Agility method , or at least hybrid type ).
Approval of Project management plan ( should be a question mark for the reason which I have stated specially when we are continuously go from day to day or when we applied standard guide of PMBOK6th Ed.
BR,
Mansour Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
I can not follow your whole question perhaps because english is not my first language. But I will take you last comment about Agile. Key thing to take into account is you have "the what" (project management plan) but you do not have "the how" to do that inside the PMBOK Guide. And because it is a guide you can find tools and techniques that you can use but it does not mean that you must follow them. So, "the how" is the difference when you work with Agile and more when you use an Agile based method. The same when you consider other term: project. Saving Changes...
Margaret LoveSenior Instructor| VelociteachGreenville, Sc, United States
Two things that may help...
1) Don't confuse the process group of execution with the phase in your project of execution. You may Acquire Resources (an executing process) very early in the Planning Stage of your project. It's easy to get the stages and process groups confused but they are two different things.
2) I think you are trying to make the 49 processes fit into a nice box, and they just don't. Resource Assignments (from an executing process) are input to Plan Procurement Management (a planning process) because many times what you are procuring are resources and you need to plan how to do that in Plan Procurement Management. Yes, the Procurement Management Plan becomes an input to Develop the Project Plan in Integration, but I would be careful in making the leap that resource assignments are therefore input to Develop the Project Plan. It's just not that linear
One other thought for you is that you don't Develop the Charter and then Develop the Project Plan and get it approved. After Developing the Charter, you may start some of those plan components in the other knowledge areas, or even work on the outline of the overall plan or one of it's other components (like the Change Management plan), but the whole PM Plan isn't finished and approved until all the components are finished. That can take a while. You don't need a change request until all of the input components are complete and the plan itself has integrated them all and everything has been approved. From then on, you do need a change request, but they shouldn't be that many of them. Saving Changes...
