How many of you have come upon the case where someone is talking about a project plan when in actual fact they are talking about the schedule?
Just in case anyone isn't aware of the difference the plan normally contains extra information such as project objectives, stakeholders, risks, communications, identified resources, project governance structure (i.e. who is the sponsor, customer, and who is on the project board or steering committee).
We are trying very hard to correct this very common misunderstanding. Does anyone have any advise or tips that may help please? Saving Changes...
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Don KimPROJECT-TO-PORTFOLIO MANAGEMENT EXPERT| Seeking opportunitiesSacramento, CA, United States
I differentiate between the two by calling the project plan a "Project Management Plan" which has all those items you correctly list. In fact the PMBOK calls it the project management plan, for which each KB area comprises a sub plan within the overall PMP (Project Mgmt Plan, not to be confused with the PMP cert!), such as how your going to manage procurement, quality, issues, risks, etc.
Thus, your schedule would comprise that part of your time management sub plan in which you create the project plan/scheduleWBS. This works for me since it helps distinguish between the project plan which is the WBS of all the tasks required to complete the project as well as the time lines associate with the completion. And the PMP is the plan your will undertake to manage the overall project.
My current issue now is actually getting stakeholders and team members to actually read and sign off on the PMP and as well as give me timely updates for the schedule.
Furthermore, its always a chore to remind people that the schedule is for the most part, and especially in the beginning stages of the planning process, a baseline estimate of the tasks and time lines you and your team believe the project will be completed by. Often times stakeholders will view the schedule as exact times for tasks to be completed.
But then your job as a PM is to manage expectations and educate your team and stakeholders on this matter.
Julie:
The challenge of change is creating awareness and a common terminology that can be understood by everyone in the organization.
You might want to consider a program initiative to create awareness around your PMO methodology to get your users to embrace the new tools, tips, methodology, processes and procedures.
In my previous organization, we create a website, PM Toolkit, Series of training classes, lunchtime brownbags and outreach support for PMs. Providing awareness and a supportive environment to learn and adapt to the new change will help everyone adopt the change together.
Good luck!
~Naomi Saving Changes...
Hans RobbersSenior Director| SalesforceVlissingen, Netherlands
Julie
Well recoginised confusion. I do agree with Don to call the Plan a PMP or a Project Governance Plan or Project Initiation Document (PID) which is the PRINCE II term. This would reduce the problem however people still tend to speak about the plan.
Naomi's words on change are right and wise however in the day to day talk the word will be plan with iss double meaning
One way of solving it is to make clear at the start of the meeting what the topic is and what you mean by it. Being the facilitator or chairmain of the meetin gyou can ask/remind during the meeting which plan is subject to discussion
Hoopes this helps
Hans Saving Changes...
Andrew MakarProgram Manager| AMAKAR LLCOakland Township, Mi, United States
I wasn't familiar with term term "project management plan" until I started studying for the PMBOK years ago. I always thought the project plan was the Microsoft .mpp file.
I quickly learned the difference between the two when the PMO provided additional support, training, and 1:1 mentoring on the specific PM templates and processes. Organizations often default to providing more training as the option to increase awareness.
A better approach is to include daily or weekly mentoring and coaching of the project managers so they understand the terminology, process and templates. In my example, I was paired with a senior project manager who was familiar with the methodology and terminology.
Supporting websites and off-the-shelf training are always helpful, but mentoring and coaching were key techniques. Senior and junior PMs can also for a community of practice to augment PM learning.
Following are 2 plan documents associated with a project.
a) Project Life Cycle - Project initiation till Project closure.
b) Project Execution - Project Execution start till Project Execution end.
Schedule (timeline) information is part and parcel of all plan!
Best Regards,
Vivekanandan M Saving Changes...
Gabriel Blanc-LaineVP Sales & Marketing| Qtask Inc.Burbank, Ca, United States
Interesting discussion. I think often times a plan can blur the line with a schedule and that’s where most of the confusion comes. The plan should be the over-view of what needs to happen, how to accomplish goals and what the drilled-down tasks are of each member in the team. The schedule is a time-scale to be cross-referenced to the plan and used to mark progress. Saving Changes...
Elyse NielsenSenior Project Manager| Ascension Health Information ServicesHaines City, Fl, United States
Hi Julie,
In my experience it has been a simple manner of education. Individual used the term project plan simply because microsoft project creates .mpp files.
Having an education plan as a part of your culture change introducing project management methodology is crucial. Educating all on the components of the PMBOK project plan will help to identify the gaps in their current planning processes.
