Introduction/Overview

The PM plan introduction/overview includes an introduction both to the specific project and to the PM plan
document itself. Some background information may be included to set the stage or provide perspective on the
information that follows, such as how the project was initiated, who the customer or sponsor is, how the project is
funded, or other factors that are important to those who read the plan. Introductions are always short, allowing the
reader to move into the PM plan quickly. Additional external or historical information can be referenced or included
in the Appendix.
External factors, such as general or specific economic trends, constraints, or opportunities; political or governmental
conditions; population demographics; or internal organizational factors, should be discussed.

Work Breakdown Structure

The WBS is a product-oriented hierarchy of the scope of work embodied in a numbering structure that provides a
system for organizing the scope in a logical manner. The WBS is prepared in conjunction with the scope of work,
and it should be developed to the level of detail where responsibility for work performance is assigned.
Responsibility for each element of a WBS is then established.
The most popular portrayal of a project WBS is in graphic form, similar to an organization chart. This WBS chart
displays project elements and tasks in levels and boxes, representing smaller parts of the project. The WBS is a
mandatory requirement for the PM plan.
The WBS facilitates the following:
Understanding of the work
Planning of all work
Identifying end products and deliverables
Defining work in successively greater detail
Relating end items to objectives
Assigning responsibility for all work
Estimating costs and schedules
Planning and allocating resources
Integration of scope, schedule, and cost
Monitoring cost, schedule, and technical performance
Summarizing information for management and reporting
Providing traceability to lower levels of detail
Controlling changes.
The WBS provides a common, ordered framework for summarizing information and for quantitative and narrative
reporting to customers and management.
Logic and Schedules - Gantt Chart, Critical Path
All project work must be scheduled. Schedules include milestone lists, summary schedules, and detailed schedules.
This section of the PM plan includes those schedules and the logic and network plans necessary to develop them.
Networks and Logic
Network planning is applied during early planning processes, so that activity relationships are identified, understood,
and factored into the schedule. In their simplest form, network plans are simple flow diagrams displaying the order
in which activities are to be performed, which activities cannot be started or completed before other activities are
started or completed, and what activities must be completed before the overall project is complete. Logical network
plans are important for project planning, but they are complex, detailed, and cumbersome for displaying schedule
information. While networks are necessary, they may be referenced in the PM plan or attached later. The PM plan,
however, should describe the logic applied and establish networks as the basis for the schedules.
Summary Schedules
The summary schedule corresponds to the upper levels of the WBS and identifies key milestones. Additional levels
of schedules are developed as required and are compatible 51
COMPREHENSIVE PLANNING FOR COMPLEX PROJECTS with each other, the management summary
schedule, and the WBS. Schedules provide information for measuring physical accomplishment of work, as well as
identifying potential delays.

Schedules normally include lists of tasks and activities, dates when those tasks are to be performed, durations of
those tasks, and other information related to the timing of project activities. Milestone schedules are simple lists of
top-level events (i.e., the completion of the key tasks or activities) with planned dates. These same lists are used for
reporting schedule progress by adding a column for completion date information.
Milestone schedules, networks, bar charts, and activity listings are included in the
PM plan. Detailed schedules may be provided in the Appendix. They are maintained current over the life of the
project to reflect current working plans. Schedules also normally identify critical activities so they can receive
special attention.

Environmental, Safety, and Health (ES&H) Protection Plan

This section identifies all the environmental compliance laws, regulations, and requirements that must be satisfied
on the project, and how they will be complied with. It describes the steps to be taken by the project team to protect
the environment, the public, and project participants, including safety and health protection plan, ES&H
management/information systems, and emergency preparedness.
Safety and Health Protection Plan
The PM plan contains the project safety plan. Each element of the WBS is assessed for safety issues, including
potential hazards, opportunities for accidents, and government regulatory requirements. The systems, procedures,
and steps to be employed to ensure a safe workplace are also described.
ES&H Management/Information Systems
The systems and procedures to be used for managing and reporting information related to environmental, safety, and
health (ES&H) activities on the project are identified and described. Responsibilities and interfaces with outside
organizations, often key to compliance with ES&H regulations, are also documented. A matrix chart is used for
projects where multiple regulations, systems, and organizations are involved.
Emergency Preparedness Plan
Emergency preparedness involves addressing such issues as fires, tornadoes, floods, power outages, sabotage,
terrorism, and the loss of key personnel. Preliminary planning identifies the people who will take charge in each
type of emergency. Public services such as fire stations, ambulances, hospitals, police, and evacuation means are
identified.