APM Lesson 2

eCourse - Adaptive Project Management
Introduction A course on the principles,

methods, practices and skills required for
Lesson 2 successful project management
ADAPTIVE
PROJECT
MANAGEMENT
Published by: PM4DEV

Project Management
for Development
Email: info@pm4dev.com
WEB: www.pm4dev.com
Lesson 2
© PM4DEV - 2020 1
LESSON 2
PLANNING
PHASE
Learning Objectives:
• Understand the steps of the

planning phase
• Identify the various project plans
• Recognize the importance of
iterative planning
ADAPTIVE
• Describe the value of plan
PROJECT integration and approval
MANAGEMENT
Welcome to lesson 2. The learning objectives of this lesson are:

• Understand the steps of the planning phase
• Identify the various project plans
• Recognize the importance of iterative planning
• Describe the value of plan integration and approval
© PM4DEV - 2020 2
LESSON 2
PLANNING
PHASE
Lesson Units
• Unit 2.1 – Planning phase

• Unit 2.2 – Planning approach
• Unit 2.3 – Core plans
• Unit 2.4 – Support plans -I
• Unit 2.5 – Support plans –II
ADAPTIVE
PROJECT Cont.
MANAGEMENT
This lesson consist of the following units:
Unit 2.1 – Planning phase

Unit 2.2 – Planning approach
Unit 2.3 – Core plans
Unit 2.4 – Support plans -I
Unit 2.5 – Support plans -II
© PM4DEV - 2020 3
LESSON 2
PLANNING
PHASE
Lesson Units
• Unit 2.6 – ME plans

• Unit 2.7 – Integration of plans
• Unit 2.8 – Approval of plans
• Unit 2.9 – Lesson learned
ADAPTIVE
PROJECT
MANAGEMENT
Unit 2.6 – ME plans

Unit 2.7 – Integration of plans
Unit 2.8 – Approval of plans
Unit 2.9 – Lesson learned
© PM4DEV - 2020 4
LESSON 2
PLANNING
PHASE
END OF UNIT
ADAPTIVE
PROJECT
MANAGEMENT
© PM4DEV - 2020 5
eCourse: Adaptive Project Management
A course on the principles,

successful project management
ADAPTIVE
PROJECT
MANAGEMENT
Lesson 2 – Unit 1
Project Management
for Development
WEB: www.pm4dev.com
© PM4DEV 2020
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means,
electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publishers.
Lesson 2 – Unit 1
© PM4DEV - 2020 1
The Project
Planning Phase
Adaptive
Project Management
www.pm4dev.com
The Project Planning Phase
© PM4DEV - 2020 2
Planning Phase 3
“Plans are useless,

but planning is essential”
Eisenhower
We are going to start this lesson with a very simple quote, “Plans are useless, but
planning is essential” What it means is that developing a plan is not enough, the
conditions on the field will change and that is why it important to constantly plan and
re-plan and adapt the project plans to the changes in the context.
© PM4DEV - 2020 3
Project Cycle 4
Implement
Initiate Plan Monitor Close
Adapt
In the project cycle, the planning phase receives input from the initiation and
adapting phases and then provides input to the implementation phase.
© PM4DEV - 2020 4
Planning Phase 5
The planning phase of the

project management cycle
begins once the project
initiation phase and its
major components are
completed.
The planning phase of the project management cycle begins once the project
initiation phase and its major components are completed. But there is no need to
stop working on the planning phase to start some implementation activities.
© PM4DEV - 2020 5
Effort vs Time 6
Implementation
Effort
Planning
Initiation Closure
Monitoring /Adapting
Time
Here is a representation of the amount of work that occurs in the planning phase
and you can see that it takes a considerable amount of time and effort before we
begin the implementation, but it overlaps the implementation, monitoring and
adapting phases. This it is a phase that doesn’t receive enough attention in
development projects. Most projects will begin the implementation using only
information from the project proposal and that creates a lot of risks, especially when
there is a long time between the time the proposal was created, and the project has
started.
© PM4DEV - 2020 6
Development of Plans 7
In this phase the project

manager and the project
team will develop all
project management
plans.
The purpose of a planning phase is to allow the project team the opportunity to
focus exclusively on the development all the plans. In this phase the project
manager and the project team, along with the support from key stakeholders, will
develop all the detailed project management plans. This is a process that is owned
by the project team. They are going to be discussing the methods, methodologies,
techniques, the use of different templates and different forms to start organizing
their work to implement the plans.
© PM4DEV - 2020 7
Steps in the Planning Phase 8
1. Planning Approach
2. Develop Core Plans
3. Develop Support
Plans
4. Develop M&E Plans
5. Integration of Plans
6. Approve and
Communicate
The Planning Phase includes the following six steps:

Definition of the planning approach
Development of the core plans
Development of the support plans
Development of the Monitoring Plans
Integration of plans and change control
Approval and communication of the plans
© PM4DEV - 2020 8
Planning Phase Flowchart 9
1. Planning 5. Integration
Approach and Change 6. Approval
Control
No
2. Project 4. Monitoring
Core Plans Plans Ok?
Yes
3.Project 3.Project
6.
Support Plans Support Plans
Communicate
(i) (ii)
Here is the flowchart that shows all the steps in the planning phase. It starts by
defining the Planning Approach, then with the team and the project manager start
developing the Core Plans that focus on the project constraints. Next is the
development of the Support Plans, then the development of the Monitoring and
Evaluation Plans. Next, it will be the responsibility of the project manager to ensure
all plans are properly integrated and a change control process is implemented. Then
all plans need to be reviewed and approved. This is an important step because it
helps to build an element of quality and makes sure that the project is not missing
anything important. When that is complete, then the project plans are ready to be
communicated to all the people who are going to be involved with the project.
© PM4DEV - 2020 9
Planning Phase 10
“No plan ever survived first

contact with reality.”
To end this unit here is another relevant quote, “No plan ever survived first contact
with reality.” No matter how good your plans might be, when you start implementing
them, you will find that there are going to be changes in the context and there are
going to be a some of assumptions that are different. You need to analyze the
changes in the context and identify what modifications you need to make in your
plans. Your plans need to reflect what is happening in the field, you need to adapt
your plans to that new reality.
© PM4DEV - 2020 10
Adaptive Project Management 11
END OF UNIT
© PM4DEV - 2020 11

ADAPTIVE
PROJECT
MANAGEMENT
Lesson 2 – Unit 2
Project Management
for Development
WEB: www.pm4dev.com
© PM4DEV 2020
Lesson 2 – Unit 2
© PM4DEV - 2020 1
The Adaptive
Planning Approach
Adaptive
Project Management
The Adaptive Project Planning Approach
© PM4DEV - 2020 2
Adaptive Planning 3
1. Formulates strategies
to achieve the project
objectives
2. Arranges or creates
the means required to
achieve the goals
3. Defines how the
project is implemented,
monitored, controlled
and closed.
The adaptive planning approach formulates the strategies to achieve the project
objectives. It also arranges or creates the means required to achieve the goals and
it defines how the project is implemented, monitored, controlled and closed. The
adapting planning approach is the identification and selection of the best approach,
the best methodology to plan, implement and monitor the project.
© PM4DEV - 2020 3
Adaptive Planning 4
Identification and selection of the best approach to

plan, implement and monitor the project.
The approach will help you answer these planning questions: Why we do the
project? Where will we work? When will activities take place? How will we
implement it? What needs to be delivered? Who will do the work? The approach
also helps identify the priorities, optimize the resources, control the constraints, and
avoid surprises.
Its important to differentiate between the plans that were presented to the donor in
the project proposal and the plans that are required to implement the project
© PM4DEV - 2020 4
Adaptive Planning 5
• Project Proposal
– May be incomplete
– Are limited
– Done in a hurry
• Project Management
– Current information
– Detailed instructions
– Monitor progress
The plans in the proposal are high level, they are usually done in a hurry to meet
the deadline to submit the proposal, and the information used may have been
limited or incomplete. These plans are used to show the cost and time estimate to
complete the project and sign the contract, but don’t include the plans to manage
the project. It is wrong to assume you can use these plans to implement the project.
Another important consideration is that there could be a significant time from the
moment the plans were developed to the time the project is approved, making some
of the initial assumptions and suppositions about the context not relevant.
The implementation needs more detailed plans that use more and current
information that the team will use to guide their work, the management plans are
detailed instructions on how to manage every aspect of the project, they are used to
monitor progress and ensure the achievement of the objectives.
© PM4DEV - 2020 5
Identify Planning Priorities 6
Area Complexity Risks Size Experience Constraints Level
Scope 2 3 3 2 3 2.6
Schedule 2 1 2 2 3 2
Budget 5 4 4 5 5 4.5
Quality 4 4 3 3 4 3.5
Team 1 2 2 2 3 2
Stakeholder 3 3 4 2 3 3
Information 1 2 2 2 3 2
Risk 4 3 3 2 3 3
Contract 4 4 4 5 3 4
One of the first decisions in defining the planning approach is to identify the level of
effort and detail of the project management plans required to implement and monitor
the project.
The level of effort will depend on the level of complexity, the level of risk, the size of
your project, the experience of you project team, and the constraints that were
identified in your project. A simple chart can help determine the level for each plan.
The team can rate each area to determine which plan will need more detail. In this
example, a simple chart facilitates the ranking of each area with a value from 0 to 5.
A level 5 means that the plans needs to be developed as detailed as possible.
© PM4DEV - 2020 6
Identify Planning Priorities 7
Level of Planning Effort and Detail

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
Scope
• Complexity Schedule
• Risks Budget
• Size Quality
• Experience Team
• Constraints Stakeholder
Information
Risk
Contract
In the example we see that the budget and the contract management plans will
need more effort and detail than the other plans. One of the reasons could be is
that the donor has strict policies on budget management, there are more risks that
will impact the budget, and that it is a complex and dynamic economic environment
with high currency fluctuations, which is why you need to put more effort and time to
develop these plans. On the other extreme you find that the team and information
are plans don’t need much effort and detail. One of the reasons could be is that you
have a team that has significant experience, and they don’t need much control; and
the level of information requirements is not significant. This chart will help you
organize the planning sessions by the effort required for each plan.
© PM4DEV - 2020 7
Planning Sessions 8
• Prepare meeting
calendar and agenda for
planning sessions
• Identify SMEs
• Distribute project
information
• Obtain plans and
lessons learned from
previous projects
The next step is to start preparing the Planning Sessions. As the project manager,
you need to organize and prepare a series of meetings to develop all the
implementation plans. You will need prepare a detailed agenda for the planning
sessions. You also need to identify Subject Matter Experts, these are people within
the organization, or external consultants, that can bring their experience during the
planning sessions; and other key stakeholders that can bring expertise and
knowledge.
You need to distribute some of the project information to the participants so that
they can become familiar before the session starts so that you don’t waste too much
time during the planning session explaining what the project is. You also need to
obtain plans and lessons learned from previous projects that can be used as a
reference during these sessions, this is information the team could look at for
examples of what successful projects did to develop the management plans.
© PM4DEV - 2020 8
Phase Overlaps 9
Implementation
Effort
Planning
Initiation Closure
Monitoring /Adapting
Time
Let’s look at the planning phase. In the project cycle, we identified the planning
phase as going through this cycle in which there is a lot of effort happening during
the phases between initiation and implementation. The planning phase starts
before the initiation phase is complete and may extend well into the implementation
phase where you are going to improve your plans based on the information and
lessons you collect during the implementation phase. This is an important phase,
and sometimes project managers don’t place too much attention and effort to
develop all the plans in the required level of detail and try to implement the project
right away. There are many risks in doing that, one of them is that you might find
out during implementation, that many of the plans you developed in a rush are
lacking details which can cause delays and quality problems.
© PM4DEV - 2020 9
Templates and Process 10
• Identify the templates,

procedures and tools
to develop all the
project plans
• Train your team in the
use of the templates
or tools
• Define the process to
develop and approve
all the project plans
The next step in to identify the templates, procedures, and tools to develop all the
project plans. Depending on the amount of data and detail you need, you might
need special software; for example, the development of the schedule and the
budget plans. You will also need to train your team in the use of the templates and
the tools, as they will need to use these tools during the implementation and
monitoring phases. You also need to define the process to develop and approve all
the project plans. It doesn’t need to be complex, but the idea is to develop a quality
control process to make sure you are not missing anything important.
© PM4DEV - 2020 10
Planning Method 11
• Participatory ADAPTIVE
• Cyclical (Adaptive)
• Results Oriented
• Phased plans
• Learning and Discovery
• Non participatory
• Lineal
• Activity Oriented
• Complete plans
• Command and control
TRADITIONAL
The Planning Method will depend on the type of project. In an adaptive project the
planning approach is participatory, meaning that you need to bring in more people
and stakeholders to participate in the planning sessions. It is also cyclical, meaning
that you are constantly adapting it. It is more results oriented, so there is going to
be more focus on outcomes than on activities. Plans are developed in phases, and
it is a learning and discovery process.
When you have a traditional project that has no risk, it is not complex, it is relatively
small, then the approach will be non-participatory, meaning that you can do the
project plans with just the team, and its activity oriented. In a traditional project, the
goal is to complete all the plans and there is no need to adapt them or modify them,
there is more focus on command and control. Wherever you are on this scale,
depending on the information and what you know about your project, you might be
able to choose the type of planning approach, from a high adaptive to a high
traditional approach, or even a mix of both.
© PM4DEV - 2020 11
Iterative Planning 12
x GOAL
In traditional – linear - project management, the approach is to implement the

activities under the assumptions that all events affecting the project are predictable,
that activities are well understood by everybody, and there is no need to revisit the
plans. Unfortunately, this approach proves to be not very effective, given the level of
uncertainty on many development projects. What happens is that the original
assumptions under which the project plan was built change and in some cases in
dramatic ways. What was originally assumed to be true is no longer valid.
Assumptions about approvals, additional funding, economic and social conditions,
change dynamically and you need to have the flexibility to adapt to these changes.
© PM4DEV - 2020 12
Adaptive Planning Cycle 13
In the adaptive - cyclical - project management, the approach is to use the adaptive
planning cycle. The goal is not just to complete your plans but to plan during the life
of the project. In development projects, the moment you start work you will find that
many of the original assumptions and risks have changed. That means that no
matter how good your plans are, by the time you are implementing there will be
changes in the context that will force you to make modifications. After you complete
the plans for the first phase, you move to the implementation phase where you do
the work, then you check the progress. You try to see the variances between what
you planned and what are the results. With that information, you act, you adapt the
plans, to improve them, so that in the next phase you incorporate those lessons,
you incorporate what you have learned, and you improve your plans so that they
reflect the changes in the context.
© PM4DEV - 2020 13
That is the idea, it is an iterative planning cycle that happens many times during the
life of the project and you don’t need to wait until the end of the project to adapt or
modify or make improvements; you can do it every three months, every six months,
depending on the length and complexity of your project. The idea is that planning is
more important than a plan, it is a continuous process of planning through the life of
the project. The closer that you get to the end of the project, the less you are going
to need to make changes and updates, but the early stages is when it is needed the
most because you don’t know much about what is going to happen in the project, so
there is a need to be flexible in your approach to planning.
© PM4DEV - 2020 14
Project Schedule – Cycles 15
Cycle Cycle Cycle

I II III
When you develop the project schedule, you will need to identify the moments when
you will start each cycle. It could be every month or every two months; on each
cycle you develop the detailed plans and use the lessons learned from the previous
phase to make improvements and adapt your plans to the changing conditions. As a
project manager you should find these opportunities to review the original
assumptions and make the appropriate changes to the plans, specially in the areas
of scheduling, risks, and relationships with key stakeholders. This approach consists
of a series of iterative cycles, allowing the project team to constantly evaluate the
implementation and results obtained and obtain feedback from beneficiaries and
other key stakeholders.
© PM4DEV - 2020 15
It is a team effort.
• From high-level plans to detailed plans.
• Focus detail on the first cycle.
• Define cycle milestones.
• Involve key stakeholders.
The people doing the work should be actively involved in planning the project.
When they get involved in the decision, they become motivated to get it right and
they will own it. It is helpful to involve your key stakeholders in the planning
sessions ; these could be the internal support functions of the organizations such as
finance or procurement. Also involve partners, who can provide with valuable
insights and information to manage risks, constraints and problems with resource
availability. Planning should not be done hastily; it takes time in order to get plans
that can become useful to the team and key stakeholders.
© PM4DEV - 2020 16
END OF UNIT
© PM4DEV - 2020 17

ADAPTIVE
PROJECT
MANAGEMENT
Lesson 2 – Unit 3
Project Management
for Development
WEB: www.pm4dev.com
© PM4DEV 2020
Lesson 2, unit 3
© PM4DEV - 2020 1
The Project Core

Management Plans
Adaptive
Project Management
The Project Core Management Plans
© PM4DEV - 2020 2
Core Plans 3
Core Processes
Support Processes
The Project Core Plans are the plans that are needed to manage the core
processes of the project. These core processes are Scope, Schedule, Budget, and
Quality; and they are related to the four project constraints.
© PM4DEV - 2020 3
Core Plans 4
• Scope
• Schedule
• Budget
• Quality
Quality
Scope
These processes are tightly related with each other, that is why they are called core
plans because a change in one plan will affect the other three. That is important to
understand when you are managing these plans, that they are connected, they are
not independent. Whatever changes occur in one plan will impact all the other core
plans. As you start developing these core plans make sure that these plans are
managed in an integrated fashion.
© PM4DEV - 2020 4
Scope Management Plan

5
• Logical Framework.
• Work Breakdown Structure (WBS)
• WBS Dictionary
• Scope Statement
• Scope Change Control
The first plan is the Scope Management Plan. This plan describes the processes
and procedures for defining, planning, and controlling the project scope. Scope is
defined as the detailed outline of all aspects of a project, including all related
activities, resources, timelines, and deliverables, as well as the project's boundaries.
The Scope Management Plan, for a development project, consist of the following
elements: Logical Framework, Work Breakdown Structure (WBS), WBS Dictionary,
Scope Statement Deliverables, and the Scope Change Control.
© PM4DEV - 2020 5
Logical Framework 6
Goal
(impact)
The Logframe is the
document that
structures the main
Outcomes
elements in
a project and the logical
linkages between them. Outputs
Activities
The Logical Framework is the document that structures the main elements of a
project, and the logical linkages between them. This is the logic of the project and
shows how the project was designed. It defines all the activities that are needed to
produce outputs that will eventually produce outcomes and contribute to the goal.
The cause effect logic in this structure becomes the basis for the scope
management plan. The logframe is developed during the design of the project or is
provided by the donor as part of the terms of reference.
© PM4DEV - 2020 6
Logical Framework 7
Project Indicators Means of Assumptions

Summary verification
Goal
Outcomes
Outputs
Activities
The logframe is represented in a 4 by 4 matrix, the first columns identify the goal,
outcomes, outputs and activities. The next column is for the performance indicators
identified to measure the results. The next column contains the means to verify the
data of the indicators, and the last column lists the assumptions, these are the
conditions the project believes to be true. These include any number of external
factors that if they do not occur can limit or keep the project from achieving the
expected result. The information from the first column is used to develop the work
breakdown structure – WBS.
© PM4DEV - 2020 7
Work Breakdown Structure (WBS) 8
Impact Goal
Outcomes Outcome 1 Outcome 2
Outputs Outputs 1.1 Outputs 1.2 Outputs 2.1 Outputs 2.2
Activity Activity Activity Activity

1.1.1 1.2.1 2.1.1 2.2.1
Activities
1.1.2 1.2.2 2.1.2 2.2.2
One of the tools used to further develop the plan is the Work Breakdown Structure
(WBS). It is a graphical representation of all the work in the project in hierarchal
layers. It is a process of breaking down the project work into smaller units that can
be used to estimate time and cost. In the example, at the top is the project goal,
then the outcomes, outputs, and all the activities in the project. The WBS is a
deliverable-oriented breakdown of a project into smaller components. One of the
benefits of using the WBS is to use it as a graphical representation of the work.
That way, the project team can have a good understanding of what they need to do
in order to achieve the goal of the project. The WBS represents 100% of all project
work and usually has 4 levels.
© PM4DEV - 2020 8
WBS Dictionary 9
Once the WBS is completed, the next steps is to develop the WBS Dictionary, this
is a document that describes the work in more detail, it is used to provide
instructions on how each project activity needs to be conducted and includes
information about the quality standards that must be followed, and the acceptance
criteria for delivering the work to satisfy the needs of beneficiaries. Later in the
planning process, the information on this document can extend to include start date,
deadline, budget, milestone, and other resources required to carry out the work
item.
© PM4DEV - 2020 9
Scope Statement 10
The Scope Statement is the next element of the plan, this is a document that
defines the project. It is the core of the scope management plan and the other
components lay the foundation. The scope statement is a written description of the
project scope, major deliverables, assumptions, and constraints. It states in writing
what work will be part of the project and what will not, and its importance should not
be underestimated. This is a document that can be shared with key stakeholders to
make sure they understand what the project will deliver and is used as the scope
baseline to evaluate any changes to the scope that will happen during the
implementation phase. Using a scope statement can help avoid scope creep.
© PM4DEV - 2020 10
Scope Change Control 11
• Documents the process to evaluate if a request is within

the project’s scope.
• Defines the process to evaluate and approve changes
• Defines how approved requests are prioritized.
• Explains the roles and responsibilities.
• Minimizes the problems with scope creep
The last element of the scope management plan is the Scope Change Control,
which documents the process to evaluate if a change request is within the project’s
scope, defines the process to analyze and approve changes, defines how approved
requests are prioritized and scheduled, and explains the roles and responsibilities
for each participant in the scope management process. The idea is not to stop
changes from happening. If a change has merits and benefits the project, then they
are welcome; but they need to go through a review process before they are
approved and implemented. An important benefit of this process is to avoid scope
creep, which is the uncontrolled changes to scope that can impact the schedule and
budget of a project.
© PM4DEV - 2020 11
Scope Change Control 12
• All change request are analyzed.

• Evaluate merit and benefits
• Evaluate impact to the other constraints.
• Submit for approval.
• Update plans.
• Communicate all involved.
The change request can come from the team, the donor, the beneficiaries or any
other key stakeholders; all requests must go through the review process. The
scope change control process will define the steps to review the request, analyze it,
evaluate the benefits of that change in the project, see if there is an impact to the
schedule and the budget, and describes the approval process as defined in the
project governance document. Approval may come from the project manager, a
senior manager, or the donor who will approve that change. The plan will define the
process to update the affected plans and communicate to all involved.
© PM4DEV - 2020 12
Schedule Management Plan 13
Schedule Management Plan defines the process and

procedures for updating, verifying, and monitoring project
schedule.
• Estimates
• Dependencies
• Milestones
• Baseline
• Resources
• Network Diagram
(Critical Path)
• Gantt Diagram
The next plan is the Schedule Management Plan. That is the plan that describes
the schedule to complete the project and the process for updating, verifying, and
monitoring the project schedule. The schedule includes the time estimates for each
one of the activities in the project scope, identifies the dependencies among the
activities, identifies the key milestones, identifies the resources and people
assigned to those activities. Two tools used to develop the schedule are the
Network Diagram and the Gantt Diagram. The schedule is a list of all activities, with
the estimated duration to complete each activity, and the intended start and finish
dates.
© PM4DEV - 2020 13
Network Diagram (Critical Path) 14
The Network Diagram is a representation of all the activities in the project and
shows how they are connected with each other. In this simple example, we have
the start and the finish of the project and we have a series of activities. All activities
are connected following logical dependencies; for example, purchasing training
manuals before conducting a training session. The diagram will show all the paths
in your project with all the activities. The path with the longest duration is known as
the critical path. It is critical because if there are any changes in the duration, then it
will impact the duration of the project. In the example, the duration of this project, is
seven days. That is the critical path. If I delay any activity for a day in the critical
path, then the duration of the project will be delayed by a day. For the activities in
the critical path, if they are delayed, will have an impact on the final date of the
project. As a project manager, that will be the area that you will need to focus, once
you have identified the critical path, then you can make sure that those activities are
not going to take longer than what was planned.
© PM4DEV - 2020 14
Gantt Diagram 15
•WBS
•Estimate duration
•Start Date
•End Date
•Predecessor
The Gantt Diagram is a graphical representation of the schedule. It is represented

using bars, each bar shows the duration of each activity; when they will start, when
they will end. The chart gives information about the activities that come before and
the activities that will come after.
© PM4DEV - 2020 15
Gantt Diagram 16
WBS Task Name

Jun '10 Jul '10 Aug '10 Sep '10 Oct '10 Nov '10 Dec '10 Jan '11 Feb '11 Mar '11 Apr '11 May '11
16 23 30 6 13 20 27 4 11 18 25 1 8 15 22 29 5 12 19 26 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8
0 AOP Program
1 Outcom e 1.0
1.1 Ouput 1.1
1.1.1 Activity 1.1.1
1.1.1.1 Task 1.1.1.1
1.1.1.2 Task 1.1.1.2
1.1.2.1 Task 1.1.2.1
1.1.2.2 Task 1.1.2.2
1.1.3.1 Task 1.1.3.1
1.1.3.2 Task 1.1.3.2
1.2 Ouput 1.2
1.2.1.1 Task 1.2.1.1
1.2.1.2 Task 1.2.1.2
1.2.2.1 Task 1.2.2.1
1.2.2.2 Task 1.2.2.2
2 Outcom e 2.0
2.1 Ouput 2.1
2.1.1.1 Task 2.1.1.1
2.1.1.2 Task 2.1.1.2
2.1.2.1 Task 2.1.2.1
2.1.2.2 Task 2.1.2.2
2.1.3.1 Task 2.1.3.1
2.1.3.2 Task 2.1.3.2
2.2 Ouput 2.2
2.2.1.1 Task 2.2.1.1
2.2.1.2 Task 2.2.1.2
2.2.2.1 Task 2.2.2.1
2.2.2.2 Task 2.2.2.2
Here is an example, this chart uses a software application that uses the WBS
information with all the activities of the project. The activities are all connected by
their dependencies with arrows. The chart can show the information by month,
period, or by week. Depending on the size of the project, the information can
expand to many pages. You can print the Gantt chart and place it on a wall in your
project office or make copies and send it everyone in the team so that they have a
clear understanding of the activities they are responsible for. This is a tool that
helps visualize the project and is used in the monitoring phase to keep track of the
progress of the project.
© PM4DEV - 2020 16
Budget Management Plan 17
Budget Management Plan defines the process and

procedures for using and controlling project budget.
• Estimates
• Contract Clauses
• Authorizations
• Reporting
• Disbursements
• Chart of accounts
• S Curve
The next plan is the Budget Management Plan. This is the plan to monitor and
control the project budget. Each activity of the WBS has a cost estimate, the cost
includes the labor, material, services, and other costs incurred to complete an
activity, the sum of all these costs defines the total cost of the project.
You will need to become familiar with the donor contract clauses, the process and
level of authorizations for changes to the budget, understands the reporting
requirements of the donor, and information about disbursements. To develop the
budget management plan, you will use two basic tools; the Chart of accounts and
the S Curve.
© PM4DEV - 2020 17
Chart of Accounts 18
Account Component M1 M2 M3 M4 M5 M6 Total Total BR

No Actual Planned
Month 3
5100 Professional 50,000 50,000 50,000 50,000 50,000 50,000
Services 120,000 150,000 30%
30,000 50,000 40,000
5200 Travel and 50,000 50,000 50,000
transportation 50,000 50,000 100%
50,000
5300 Training 40,000 50,000 40,000
Material 110,000 90,000 122%
45,000 65,000
Total Plan 50,000 90,000 150,000 140,000 50,000 100,000 290,000 97%
Total Actual 50,000 95,000 155,000 280,000
The Chart of Accounts is used to organize the cost in your project by account code.
The account code is either provided by the donor or the organization and describes
the component or the area of the account and you will use during the project. In this
example there is a budget for six months. The chart identifies the amount that will
be spend on each month for each account code, this is on the top line. On the line
below is where you will enter the actual money spent on each month for each
account. Every month, new information is entered in the chart. By the end of month
three, you can see that the plan was to spend $150,000 on account 5100
(professional services), but the project spent $120,000. That means that the Burn
Rate, the rate of spending money is 80%, meaning that the project is spending less
than planned. In another account there is a total amount of $90,00 planned for
account 5300 (training material), after three months, the total actual expenditure is
$110,000, meaning the project spent more than planned, and the Burn Rate is
122%. This is a simple tool, that a project manager can use to track and monitor
expenditures on the project.
© PM4DEV - 2020 18
Project Budget 19
The project budget follows the same information in the WBS. For each activity, the
project team will estimate the cost required to deliver the work, this will include the
materials, services, human resources, tools and any other costs required to
complete the activity. The budget chart will describe how the costs are distributed
across the schedule, in this example we can see a budget with 12 months and the
costs for the activities in all the months. This budget will be used to track the
performance and monitor the progress of the budget.
© PM4DEV - 2020 19
Cumulative Budget S curve 20
Actual Costs
Planned Costs
The S Curve is a graphic representation of the cumulative planned cost of the

project, and it looks like the letter S. What this shape means is that the initiation
and planning phase of every project don’t use much budget resources. During the
implementation phase is when the curve starts to move up since that is when the
project will spend most of the budget, and then at the closing phase the amount
spent goes down again. The monthly planed cost (blue columns) for each month
shows a bell type curve, the cumulative values of each month is the S curve (blue
line).
This tool is used to monitor the performance of the project by adding the actual
costs (red line) and helps identify the variances between what was planned and the
actual costs. During implementation, you may find a situation where the project is
spending more than what you planned, if the trends continues you may end up
spending more funds than what was needed to complete the project. It is important
to use this tool to identify issues on time so that you can take corrective actions
before it is too late.
© PM4DEV - 2020 20
Fixed vs. Variable Costs 21
35000
30000
25000
20000
Fixed
15000 Variable
10000
5000
0
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Example of Fixed Costs = Office Rent, same every month, independent of

people using the office
Example of Variable Costs = Electrical bill, changes based on use, dependent

on the number of people in the office
An important consideration to make when you are developing the budget

management plan is to differentiate between fixed and variable costs. A fixed cost
occurs independent on the progress in the project, for example office rent, salaries
and other expenses that occur on a regular basis. Variable costs are expenses
based on the rate of use, for example transportation to the field and purchase of
materials; these costs are dependent on the activities in the project. For example,
there is a problem in the project, and you are considering stopping work for a period
of time. While during that time you may not be expending variable costs, you are
still expending fixed costs, and that can have an impact on your budget’s bottom
line.
© PM4DEV - 2020 21
Quality Management Plan 22
Quality Management Plan defines the process and

procedures for assuring and controlling project quality.
• Quality objectives
• Standards, policies
• Inspections and Control
• Tests and Approvals
• Quality Control Charts
The last plan is the Quality Management Plan. As a project manager you need to
know if there are any quality standards or policies that apply to the project. These
may include quality inspections from government agencies, or international
standards. Your organization may require that you implement quality control
processes to ensure the project deliverables meet certain standards, which can
require testing of output deliverables and approvals from certified agencies. A
quality plan will describe the processes to ensure the project follows the required
quality standards and implements quality control mechanisms to ensure the
deliverables meet the quality standards. One of the tools you will need to
incorporate in your quality plan is the use of quality control charts.
© PM4DEV - 2020 22
Quality Control Charts 23
Upper limit
Weight
mean
Lower limit
1 2 3 4 5 6 7 8 9 10
Time Scale
A quality control chart basically helps you monitor how the project deliverables are
following the required quality standards. As you start delivering outputs your team
collects data on each deliverable. For example, the inspection on water wells. As
you start making progress, you start looking at the data and monitor if it doesn’t go
beyond the limits for quality. The chart helps you determine if the work processes
are being followed or not and determine if your need to make changes in the
processes to build the water wells. An upper limit means the process takes to more
time and resources than planed, the lower limit shows the process takes less time
and resources than planned, both extremes can have an impact on quality.
© PM4DEV - 2020 23
Adaptive Project Management

24
END OF UNIT
© PM4DEV - 2020 24

ADAPTIVE
PROJECT
MANAGEMENT
Lesson 2 – Unit 4
Project Management
for Development
WEB: www.pm4dev.com
© PM4DEV 2020
Lesson 2 – Unit 4
© PM4DEV - 2020 1
The Project
Support Plans
Adaptive
Project Management
The Project Support Plans – part one
© PM4DEV - 2020 2
Support Plans 3
Core Processes
Support Processes
The next set of plans are related to the support processes, these are the plans
that facilitate the management of key components of the project and make it
possible for the project to achieve its objectives. These processes are not
interrelated and interdependent like the core process, although there is some level
of interaction.
© PM4DEV - 2020 3
Support Plans 4
• Team management
• Stakeholder management
• Information management
• Risks management
• Contract management
There are five support processes and each one requires a management plan, these
are; team management, stakeholder management, information management, risk
management, and contract management. In this unit we are going to focus on two
important plans, the team management plan and the stakeholder management plan.
© PM4DEV - 2020 4
Team Management Plan 5
• Responsibility Assignment Matrix

• Capacity Building
• Resource Histograms
The Team Management Plan is a plan to build and develop the project team, it is a
process to turn a group of individuals into an effective team. The elements of the
plan include the following: the responsibility assignment matrix, the capacity building
plan, and the resource histogram.
© PM4DEV - 2020 5
Responsibility Assignment Matrix 6

WBS Activities Role Role Role Role Role
1 2 3 4 5
Activity 1.1 A R C I I
Activity 1.2 I R C I I
Activity 2.1 I A C - R
Activity 2.2 A C R - I
Activity 3.1 I A C - R
Activity 3.2 A - C I R
R = Responsible
A = Accountable
C = Consulted
I = Informer
An important tool used in the team management plan is the Responsibility

Assignment Matrix. For each one of the WBS activities in the project, you need
to identify the roles in your team for each activity. The most important role is
Responsibility. Each activity must have one person responsible for managing and
completing the activity. Either responsible for doing the work or responsible for
supervising the work of a third-party individual or people, like consultants or
vendors. The basic rule is to only assign one person as responsible, not two or
three. The other role is Accountable, there must be only one person who is
accountable for each activity. In most cases it will be a project manager or a
technical manager, it is the person who has a level of authority and makes sure that
the activity is completed according to the quality requirements. There can only be
one person who will be accountable, it is part of quality assurance to make sure that
those that are responsible for are activity, have someone who is going to supervise
and monitor that the activity is completed according to the plans. The next role is
for those that need to be Consulted or contribute with information and experience
to an activity. The last role is for all those who must be Information on the progress
of the work and any issues related to the activity. Not everybody needs to be in
every role. As you can see in the chart, there are some activities where not all the
people need to be involved. The matrix helps ensure that all team members
understand their roles and responsibilities in the project; which helps reduce
conflicts and duplication of efforts.
© PM4DEV - 2020 6
Team Development Plan 7
• Training Areas
• Training Budget
• Capacity building
• Development Targets
Converting the group into a team requires the identification of the skills gaps and
areas for development, both hard and soft skills. That is a conversation that the
project manager will have with the team to identify the training areas that the team
needs in order achieve a high level of performance. The team must have the skills
they need to be efficient and perform at level that meet the demands of the project.
Not all teams have all the skills they need, that is a reality, but what is important is to
identify the skills gaps early enough in the project and build those skills with training,
or other learning opportunities. That also means that you need to have a training
budget. For some projects that may be hard to come up with, but you should
identify other sources to fund your training needs. There may be some sources
within the organization or opportunities where someone within the organization can
provide training to your team. What is important is that you identify the critical skills
your team needs and develop the capacity development plan.
© PM4DEV - 2020 7
Team Development Plan 8
Team Development Area 1 2 3 4 5
Communication  
Collaboration  
Monitoring  
Coordination  
Shared Responsibility  
Problem Solving  
 Baseline
 Target
When you start looking at your team development plan, the first thing you need to
do is identify the critical skills that are needed in the project. For example, it could
be communication, collaboration, monitoring, coordinating, sharing responsibilities,
and even skills for problem solving. You can start with a simple survey to identify
the skills baseline of your team. Then, based on the roles of that person in your
team and the needs of the project, you set the development targets. The targets
need to be agreed by the team and make sure that they are achievable and within a
reasonable amount of time. The goal is for all team members to close the gap and
build the skills and confidence in communicating, collaborating, monitoring,
coordinating, and other areas they need to be effective in the project.
© PM4DEV - 2020 8
Resource Histograms 9
Role/Name Month 1 Month 2 Month 3 Month 4 Month 5 Month 6

Activity 1 40 80
Activity 2 40 40 80 80
Activity 3 80 120
Activity 4 80 40
Activity 5 80 40
Total Hrs 80 120 160 200 160 80
250
200
150
100
50
0
1 2 3 4 5 6
An important tool to use during the implementation phase is the resource histogram.
This is a chart that maps the number of hours each team members is assigned in
the project. Ideally; each team member assigned to the project is expected to work
full time, but the reality is that some will work more hours that others. As you start
assigning work, you will start noticing that some people have been asked to work
more hours that what they can accomplish on a regular day. For example, the total
number of hours in a month is 160 hours, assigning more work to a person will only
create delays, or poor quality in the deliverables. In the chart for month 4, a team
member has been assigned 200 hours. If the average work is 40 hours per week or
160 hours per month, then there is no way that somebody can work more time than
they are assigned and that is a problem. That means that you need to assign part
of that work to other team members. The chart helps identify those team members
that have been either over or under allocated to do work in the project, and you
need to act when the workload is not properly balanced. When there is no balance,
quality is going to suffer, the project is going to get delayed, and team motivation will
go down.
© PM4DEV - 2020 9
Stakeholder Management Plan 10
• Map levels of Interest

and Influence
• Develop plan to build and
maintain relationships
The next plan is the Stakeholder Management Plan. This is where you will
identify, analyze and develop strategies to improve the relationship with the various
internal and external stakeholders. The plan will map the levels of interest and
influence of each stakeholder and with that information you will develop the
strategies to build and maintain those relationships.
© PM4DEV - 2020 10
Interest and Influence 11
Influence Interest
Stakeholder Influence Interest Category
type Type
Donor High Funding High Outcomes A
Beneficiaries High Participation Low Benefits B
Local
Low Participation Low Resources D
Institutions
Partners High Opinion High Benefits A
Local
High Political Low Approach B
Government
Management High Resource Low Results B
A tool that you can use is the Interest and Influence Matrix. The project team
identifies all the key stakeholders and rank them based on their level of influence
and the level of interest. The levels are low, or high, and are assigned to each
stakeholder in the matrix. You can even include the type of influence and the type
of interest they have; this will help understand their priorities when you develop the
stakeholder plan. Next, you need to assign all stakeholders into four categories.
For example, a donor that has been identified to have high interest and a high
influence will go in category A. Another example would be stakeholders with low
influence and high interest, they would be in category C. Someone with high
influence and low interest would be in category B. Stakeholder with low interest and
low influence will be in category D.
© PM4DEV - 2020 11
Stakeholder Map 12
High
B A
Level of Influence Keep Satisfied Manage Closely
-
D C
Low
Monitor Keep Informed
Low - High
Level of Interest
The idea of organizing stakeholders in these categories is that it helps you identify
the type of strategies to manage the relationships, and for that you can use this
simple matrix to map the levels of influence and levels of interest in four categories.
For the category A, the strategy is to Manage Closely, that means you actively
engage the stakeholder, by consulting and communicating on a frequent basis. For
category B, the strategy is to Keep Satisfied, these are stakeholders that have a
high level of influence in the project, but their interest level is low; You need to
satisfy their needs and increase their interest in the project. The other category is
C, the strategy is to Keep Informed, they have high interest and are supportive of
the project, you need to keep them informed with regular reports and information on
the project progress. The last category is D, these are stakeholders that have low
interest and low influence, you should not spend time to build relationships with this
group, the only thing you need to do is to Monitor for any changes in their levels of
interest and influence.
© PM4DEV - 2020 12
Stakeholder Map 13
Stakeholder Unaware Resistant Neutral Supportive Leading
1 
2  
3  
4  
5 
6  
 = Current position
 = Desired position
Here is another tool that you can use for some key stakeholders that you need to
change their view or their level of interest in the project. You can have one
stakeholder who is completely unaware of what the project is all about. But there
may be a moment when you need this stakeholder to be supportive, so you identify
the desired position of where you want the stakeholder to be. You might have some
stakeholders that are resistant because they have the wrong information about the
project, and you need them to be supportive. Some of them may be neutral, but
you need them to be in a leading role, they need to start taking an active role in the
project. You can use the tool to identify key stakeholders and monitor the effect of
your actions to help them move to the positions you need them in the project.
© PM4DEV - 2020 13
END OF UNIT
© PM4DEV - 2020 14

ADAPTIVE
PROJECT
MANAGEMENT
Lesson 2 – Unit 5
Project Management
for Development
WEB: www.pm4dev.com
© PM4DEV 2020
Lesson 2 – Unit 5
© PM4DEV - 2020 1
The Project
Support Plans
Adaptive
Project Management
The Project Support Plans – Part 2
© PM4DEV - 2020 2
Support Plans 3
Core Processes
Support Processes
We continue with the support plans and we are going to look at the next set of
support processes.
© PM4DEV - 2020 3
Support Plans 4
• Information Management
• Risk Management
• Contract Management
The next processes that require plans are information management, risk
management, and contract management.
© PM4DEV - 2020 4
Information Management Plan 5
• Information Requirements
• Information Matrix
The Information Management Plan deals with the efficient use of project
information. To develop this plan the project manager and the team need to have a
good understating of the information requirements of stakeholders and use the
information matrix to organize all the information needs.
© PM4DEV - 2020 5
Information Requirements 6
• Who needs information?

• Why they need information?
• When they need the information?
• In what format they need the information?
• Who will prepare the information?
• Who will send the information?
The Information Requirements helps answer the following questions: Who needs
information? These are the key stakeholders of the project who make the
decisions. Why they need the information? It describes how they will use the
information provided by the project. When they need it? Stakeholders need timely
information to make critical decisions. In what format do the need the information?
Each stakeholder may have a preferred format and channel to receive the
information. The requirements also identify who will be in charge of preparing the
information and who will be responsible to send information.
© PM4DEV - 2020 6
Information Matrix 7
Stakeholder Purpose Format Prepared By Sent By Frequency
Project Project
Donor Monitor Template Quarterly
Coordinator Manager
Project Project
Beneficiaries Build support Presentation Quarterly
Coordinator Coordinator
Partner Project Project

Coordinate Meetings Monthly
Institutions Coordinator Manager
Project Project
Management Monitor Template Monthly
Manager Manager
The information matrix helps organize the information requirements. The table will
list all stakeholders that need information from the project, describes the purpose of
the information and the format to send the information; some stakeholders might
have specific requirements about how the information is needed from the project. In
the matrix the project manager needs to identify the team members that will be
responsible for preparing the information and who will be responsible for sending
that information. Another important element of the matrix is the frequency the
information is needed, this helps develop a calendar to mark the important dates
when information needs to be distributed to the different stakeholders.
© PM4DEV - 2020 7
Information Management 8
Development projects develop and produce large amounts of information; (baseline,

monitoring, and evaluation surveys) this information needs to be distributed to
inform the different stakeholders. There may be different needs, some of them are
required; for example, a donor has a need to know the project progress, a
government needs information on health changes in the local community, and other
stakeholders - like partners and institutions - may need information to help them
coordinate activities with the project. The goal of an information management plan is
to help stakeholders make the right decisions at the right time, with the right
information.
© PM4DEV - 2020 8
Risk Management Plan 9
Identify and categorize all critical risks identified by

the project team
• Risk Levels
• Risk Categories
• Risk Response
• Risk Owners
The Risk Management Plan is used to identify, categorize, and respond to all risks
that may negatively impact the project. The team will identify all possible risk and
rate the risks by levels of impact and probability, organize them in categories,
develop response strategies, and the project manager will assign an owner to each
risk. One approach to complete this plan is to have a brainstorming session, where
the team - and even some key stakeholders - identify all the risks based on the
information at that time, analyzing all possible events that might have a negative
impact on the project.
© PM4DEV - 2020 9
Risk Matrix 10
Risk Risk Risk Risk Risk Risk

Probability Impact Factor Priority Strategy
(P x I)
Risk A Medium (2) Low (1) 2 4 Accept
Risk B Low (1) High (3) 3 3 Transfer
Risk C High (3) High (3) 9 1 Avoid
Risk D Medium (2) High (3) 6 2 Mitigate
The use of a matrix helps organize the information. For each one of the risks the
team will identify the levels of probability and the levels of impact - the levels can
use a simple scale of high, medium, or low. Then, based on that information, the
team will develop the risk factor, which is the multiplication of the probability level
times the impact level. For example, Risk C has a high level of probability and a
high level of impact and the risk factor will be 9. That information will help prioritize
the resources to respond to the risk and these risks will be marked with priority #1,
with a response strategy to avoid the risk.
© PM4DEV - 2020 10
Risk Response Strategies 11
THREAT LEVEL
3 6 9
High (3)
PROBABILITY
Medium (2)
2 4 6
1 2 3
Low (1)
Low (1) Medium (2) High (3)
IMPACT
The use a risk heat map can help determine the threat level of each risk. This heat
map, or matrix, helps identify the severity of a risk based on the levels of probability
and impact. Risk that fall on the red or orange zone should be considered as high
threat and require immediate action to eliminate the impact to the project. Those
risks that fall on the yellow zones, are considered medium threat and a plan should
be developed to reduce their impact on the project. Risks that fall on the green
zones are considered low threat; they are risks that don’t need much attention other
than monitor during the life of the project. This matrix helps focus the project
resources and prioritize actions to work on risks that can impact the project.
© PM4DEV - 2020 11
Risk Response Strategies 12
Risk Index
Strategy Actions
level
Immediate actions are required, risk should be
treated as an issue and not depend on chance. This
9 Avoidance
requires a budget and people responsible to take
actions to avoid the risk.
Reduce the impact to the project, start taking
preventive actions such as contingency plans to use
6 Mitigate
in the case the risks occurs. The goal is to reduce
the impact to the project in case the risk occurs.
The project must find a way to share or transfer the
risk to a third party, either by hiring an experienced
4 Transfer
company or consultant. If feasible, the project can
buy insurance.
The time and cost to avoid this risk are higher than
the impact to the project. It is better to accept the
1-2 Accept
risk.
With the information on the risk heat map, the team will decide on the type of
response strategies to manage the different risks. The objective is to focus the
resources on those risks that have a high-risk factor; for example, the risks that are
identified with values 9 are risks that the project needs to take immediate action and
try to avoid or reduce the impact of that risk. The second level is to mitigate. That
is a level of 6; the project will make changes or take preventive actions to reduce
the impact of the risk into the project. Then, the other level is for risks with an index
of 4, here the strategy can be to transfer the risk to another party; an example could
be an activity in which the team doesn’t have the experience, or the skills needed.
The project manager might decide to transfer that responsibility to a third-party, a
partner, or a consultant to reduce the risk to the project. The last one is to accept
the risk; the level of the impact and the probability of the risk are low that even if it
happens the cost or delays to the project are minimal and is less expensive than
implementing a response. The project manager will monitor these risks to see if
there are any changes during the life of the project.
© PM4DEV - 2020 12
Risk Management Plan 13
Risk Action
Risk Consequence Response Owner Status
Level Date
More time may be AVOID Project
Delay in
needed to deliver
schedule
9 Find alternative 6/22 Coordinat Started
materials options for delivery or
Limited team TRANSFER
Project
experience to Poor quality 6 Develop RFP to 4/15
Manager
Closed
manage quality hire consultant.
MITIGATE Project
Travel costs may
increase
Higher costs 3 Plan travel 3 7/10 Manager Open
months ahead
Limited budget ACCEPT
Project
may be available Low skills 2 Monitor for budget 3/20
Manager
Closed
for training changes
The Risk Management Plan will organize all that information. It will have a
description of all the risks, information about the consequences if that risk should
happen. Each risk has been assigned a risk level; and for each one of those risks,
the team identifies and develops a responses strategy. There will be an action date,
which is when the response strategy needs to take place. The plan will identify an
owner, a team member that will be assigned to carry the activities to reduce the risk.
Finally, a column to keep track of the status of the actions, this information helps
monitor the progress on how the responses are making progress. One problem
with risks is that they tend to change over time, during the implementation phase it
is not unusual to see that the risks levels changed, and even new risks are
identified, that is why it is critical that the team has the opportunity to review the plan
on a regular basis and make the necessary changes.
© PM4DEV - 2020 13
Procurement Management Plan 14
Plan to manage all project procurement of all

goods and services
• WBS – To align with project plan, schedule

• Item - detailed description
• Contract Type – Follow donor contract terms
• Budget – Source and budget limit
• Actual – Variances actual from plan
• Due Date – According the project schedule
• Status – Monitor progress
The other important management plan, that is part of the contract processes, is the
Procurement Management Plan. The procurement of all goods and services
required by the project requires a lot of time and effort. This is why there is a need
to have a procurement plan that helps manage this process. The plan is aligned
with the WBS and the schedule. Includes a detailed description of the items to
procure. The type of contract which includes the contract terms set by the donor for
some types of purchases. Information about the budget which includes how much
money has been assigned for purchasing. The plan also includes information to
track the variances from the planed costs with the actual costs, this helps track
budget variances. The plan includes the due date when the goods or services are
needed at the project site and that reflects the need to align with the project
schedule. Finally, information to keep track of the general status to monitor the
progress.
© PM4DEV - 2020 14
Procurement Plan 15
Contract
(WBS) Item Budget Actual Due Date Status
Type
5 - Pick-up trucks
1.1.1 4x4
Public Bid 100,000 110,000 10/Mar/14 100%
10 – motorcycles
1.1.2 250cc
Public Bid 50,000 45,000 15/Mar/14 100%
Defensive Driving
1.1.3 Training
Invitation 10,000 20/Apr/14 50%
Maintenance and
1.1.3 repair services
Bid 5,000 12/Apr/14 0%
Auto and
1.1.3 Motorcycle parts
Direct 2,000 12/Apr/14 0%
1.1.3 Insurance Bid 7,000 12/Mar/14 100%
This is how a Procurement Plan can look like. This is an opportunity for the team to
start working together with representatives from the procurement and administrative
units in the organization who are supporting the project; these units need to
understand the procurement needs of the project as well as the schedule and
budget constraints. This plan is also a monitoring tool to review the status of all the
procurements in the project. It is used by the team on a regular basis to monitor if
any order is on time or delayed, if there are any variations from the plan, you need
identify the causes for the problems and make the necessary changes.
© PM4DEV - 2020 15
END OF UNIT
© PM4DEV - 2020 16

ADAPTIVE
PROJECT
MANAGEMENT
Lesson 2 – Unit 6
Project Management
for Development
WEB: www.pm4dev.com
© PM4DEV 2020
Lesson 2 – Unit 6
© PM4DEV - 2020 1
The Project
Monitoring Plan
Adaptive
Project Management
The Project Monitoring Plan
© PM4DEV - 2020 2
Monitoring Plan 3
• Measure progress toward

achieving objectives.
• The collection of routine
data.
• Track changes in
performance over time.
• Monitor the efficient use
of resources.
• Stakeholders can make
informed decisions.
The Monitoring Plan help measure progress towards achieving project objectives;
helps manage the collection of routine data.; tracks changes in project performance
over time, which in turn helps monitor the efficient use of resources, and helps
stakeholders make informed decisions.
© PM4DEV - 2020 3
Monitoring Areas 4
Process Monitoring
• Inputs
• Activities
Results Monitoring
• Outputs
• Outcomes
Context Monitoring
• Risks
• Assumptions
The monitoring plan focuses specially on three areas: Process Monitoring, which
monitors the efficiency on how the project uses inputs and completes activities.
Results Monitoring which monitors the effectiveness in achieving the expected
outputs and outcomes. And Context Monitoring, which looks at the risk and the
assumptions that were identified at the star of the project, and monitors to see if
there are any changes in the project environment.
© PM4DEV - 2020 4
Monitoring Plan 5
GOAL then
then OUTCOME if
if OUTPUT then
ACTIVITIES if
The logical framework describes the cause effect relationships between activities,
outputs, outcomes, and the final goal; it also describes the assumptions that hold
this relationship. For example, an activity of training people, if the assumption holds
(people participate), then the project will be able to deliver the output (training
completed), then if the new assumption holds (people use their knowledge), then
they project will be able to achieve an outcome (improved skills). If the last
assumption also holds true (application of skills), then the project will be able to
contribute to the final goal. This is the results chain the project needs to monitor, a
change in any of the assumptions can reduce or limit the impact of the project.
© PM4DEV - 2020 5
Monitoring and Evaluation Plans 6
• Final Goal (Impact). The

long-term development impact
• Outcome. The results the
project aims to achieve
• Outputs. The immediate
“tangible” deliverables
• Activities. Activities or
actions to deliver results
The monitoring plan is developed using information from the logical framework,
there a three levels of the logframe that the plan will monitor:
The first level are the activities, all the actions to deliver outputs, this is the area the
project team will spend the most time monitoring, and that includes monitoring the
scope, schedule, budget and quality of all activities.
The plan will also focus on monitoring the outputs; ensuring the project
deliverables (goods and services) are completed as planned and meet the quality
standards and expectations from beneficiaries.
The next area is to monitor the outcomes, or the expected results from the outputs,
this will include the short-term outcomes that the project can report.
The project final goal doesn’t require a monitoring plan, the results at this level are
part of the evaluation the donor or organization will conduct at the end of the
project. This will be included in the evaluation plan the describes the work that the
outside evaluator will carry.
© PM4DEV - 2020 6
Monitoring Indicators 7
• Goal Indicators (impact)

• Outcome Indicators (results)
• Output Indicators (deliverables)

• Process Indicators (activities)
Each level will have a series of indicators used to monitor progress. Process
indicators measure the efficiency of using project inputs and complete the activities,
these are indicators on scope, schedule and budget. The next level has indicators to
measure the outputs or project deliverables, these indicators measure quality,
quantity, and timeliness of the deliverables. The next level is the outcome indicators,
they measure project results, these indicators will measure changes in the
knowledge, skills, and behaviors of the beneficiaries. The final goal includes impact
indicators which are the long-term results of the project and are measured during a
project final evaluation.
© PM4DEV - 2020 7
Monitoring Matrix 8
Collection
Logframe Indicator Sources Frequency Responsible
method
Outcome
Output
Activity
The plan will include a monitoring matrix, which organizes the information for each
indicator, it identifies the sources to get the data, the type or methods to collect the
data, the frequency to collect the data, and the person or groups responsible for
collecting the data.
© PM4DEV - 2020 8
Monitoring Schedule Plan 9
Logframe Indicators Baseline Target Progress Timeline
Output 1.1 # # # %
Output 1.2 # # # %
Output 1.3 # # # %
Output 1.4 # # # %
The monitoring plan includes a simple schedule to keep track of the time required to
conduct the data collection, analysis, and reporting activities.
The schedule is used to keep track of the changes in the project indicators during
the life of the project. This matrix will include a baseline, which is the value of the
indicator at the start of the project. The planed target for each indicator. A column for
tracking the progress for each indicator. The horizontal bars provide information on
the start and end dates for collecting, analyzing, and reporting data for each level.
© PM4DEV - 2020 9
Effective and Efficient 10
Effective
Doing the right things
• Goal
• Outcomes
• Outputs
• Activities
Efficient
Doing the things right
• Scope
• Schedule
• Budget
• Quality
There are two important distinctions when developing a monitoring plan and is the
difference between Effective and Efficient. When monitoring the project, you need
to look at how effective the project is in achieving the objectives (doing the right
things). This is monitoring how the work from activities, outputs, outcomes are
helping achieve the final goal. Effective is when the project can achieve the target.
Efficient means doing the things right and measures how well the project is using
the resources to achieve the objectives while managing the constraints of scope,
schedule, budget, and quality.
© PM4DEV - 2020 10
END OF UNIT
© PM4DEV - 2020 11

ADAPTIVE
PROJECT
MANAGEMENT
Lesson 2 – Unit 7
Project Management
for Development
WEB: www.pm4dev.com
© PM4DEV 2020
Lesson 2 – Unit 7
© PM4DEV - 2020 1
Integration and
Change Control
Adaptive
Project Management
Integrating Project Plans and the Change Control Plan
© PM4DEV - 2020 2
Integrating Plans 3
• Core Management
Plans
• Supporting
Management Plans
The integration of plans is a process required to ensure that the various project
plans can be implemented in a coordinated manner. Integration needs to occur with
the core management plans to ensure the plans for scope, budget, schedule, and
quality; and the supporting management plans of team, stakeholder, information,
risk and contract management plans.
If there is no integration during the implementation phase, the work will not be
coordinated and that might cause confusion in the team, partners, and
stakeholders. Integration means that any change that happens in one plan needs
to be reflected in the other plans.
© PM4DEV - 2020 3
Integrating Plans 4
All nine project management plans need to be used in a coordinated fashion. For
example, we know that the core plans are related to the four project constraints; the
schedule, scope, budget and quality management plans need to be very tightly
integrated, a change in one plan will have an impact on the other plans. These
plans are not independent of each other, and integrating these plans ensures that all
project work is done in a coordinated manner. The other five management plans
also have a degree of dependency and the project manager and the team need to
evaluate the changes needed in them when core plan changes.
© PM4DEV - 2020 4
Integrating Plans 5
Here is an example of the need to integrate the project plans. There is a request to
modify an activity, the sponsor has approved the additional costs, and the change
will also increase the time to complete the activity. A change in the scope requires a
change in the budget and the schedule. If the information is not updated in the
schedule and budget management plans, the team will keep working with plans that
do not reflect the change, which may cause delays, extra costs, and work that will
need to be redone.
© PM4DEV - 2020 5
Integrating Plans 6
Another example of the need for integration is between the core management plan
and the monitoring plan. The core management plan will focus on the four
constraints, if there is a change in the duration of an activity, the change needs to
be reflected in the monitoring plan schedule. For example. The project changes the
scope of the training sessions, but if the monitoring pan is not updated, the team will
collect data on the assumption that the scope of the training did not change. This
can lead to conflicting results.
© PM4DEV - 2020 6
Integrating Plans 7
Scope Schedule Budget
Let’s look at a tool that can help manage the integration of the core plans; Microsoft
Project (or Project Open) is a good tool that facilitates the integration of three core
plans into a single view. The idea of having a single view, is that you can look at the
information of the project without having to look at three documents. You can have
a high-level view of your project and manage all its components. In the example,
the tool incorporates the information of project scope; this information lists all the
activities in the WBS. Then there is information on the schedule.; which includes
the duration of the activity, when the activity must start and when the activity must
finish. You can also include information on the budget to track how the funds are
being spent and the balance that is available for every task or activity. The tool
includes graphic information, Gantt charts, that show the duration of each activity
and the dependencies amongst the different activities.
© PM4DEV - 2020 7
Integrating Plans 8
Information
Quality Risk
Team Contract
Stakeholder
Monitoring
With the other plans such as, quality, team, stakeholder, information, risk, and
contract, and even the monitoring plan, they all include activities that need to be
monitored. These activities can also be part of the MS Project tool; they will go into
a new section that is called project management. During the development of the
WBS, it is good practice to include a separate component to include all the activities
related to the process of managing the project. It is under this component that we
can identify all the tasks and activities to manage quality, manage the team,
manage the relationships with stakeholders, manage information, manage risks,
and manage the project contract and procurement activities. Each activity will
include the duration, start and end dates, and a budget.
© PM4DEV - 2020 8
Integrating Plans 9
Goal/Impact
Outcome 1 Outcome 2 Outcome 3
Output 1.1 Output 2.1 Output 3.1
Integrating the plans means that all project work is organized and managed in a
coordinated manner. The activities identified in the core and supporting plans need
to be part of the WBS structure. The initial WBS only included the activities that
were developed in the Logical framework and are required to achieve the project
results. But the management activities also need to be part of the WBS. These are
activities that will use project resources (time and cost) and are assigned to team
members.
© PM4DEV - 2020 9
Integrating Plans 10
Goal/Impact
Activity 3.2.1
Activity 3.2.2
One of the core rules of the WBS is the 100% rule; it means that the WBS
represents and includes 100% of all the work in the project. For example, when we
develop the team management plans, there are a series of activities that need to be
monitored, such as team training, team meetings, and team evaluations. Other
examples include administrative activities that help coordinate the work of the
project and activities to monitor the performance of the project and activities to
evaluate the project’s efficiency and effectiveness.
© PM4DEV - 2020 10
Integrating Plans 11
Goal/Impact
Activity 3.2.1
Activity 3.2.2
All those activities are not in the logframe, but they need to be part of the project’s
scope, they need to be apart of the WBS and that is why we use this additional
component where we include all the project management activities with their
respective outputs and outcomes. These are important activities that will help
achieve the project goal. Now we have an integrated set of plans that are
coordinated, and they can help manage the project successfully.
© PM4DEV - 2020 11
Change Control Process

12
“Changes are inevitable and not always

controllable. What can be controlled is how
you manage, react to and work through the
change process.”
― Kelly A. Morgan
Here is a nice quote that summarizes the need for using a sound change control
process in the project. “Changes are inevitable and not always controllable. What
can be controlled is how you manage, react to, and work through the change
process.” ― Kelly A. Morgan. In adaptive project management, the approach is to
embrace change as a positive factor that can help improve the project. Most project
managers fear change and try to avoid it. But the reality is that changes will happen,
and the best approach is to know how to manage, react, and work through the
change process to ensure all changes provide a benefit to the project.
© PM4DEV - 2020 12
Change Control Process 13
Follow- Change
up Request
Execute Assess
Decision
A sound Change Control Process includes with the following steps. A change
request, the assessment of the request, the decision to approve or reject the
request, the implementation of the change, and follow-up actions. The process
starts with a Change Request; it can come from a donor, a key stakeholder, even
from the team or the project manager, as a response for a need to change an
element of the project plans. The next step is to Assess the request. What are the
benefits? What are the justifications for that change? What is going to be the cost
or the impact of the schedule to the project? Then, the next step is the Decision,
either a rejection or an approval of the request. Approval means that there is
enough merit for the change. The decision process is a filter to ensure that only
changes that add value to the project are approved. Then the team Executes the
change, update the plans and implement the changes. And finally, there is the
follow up to check that the implemented changes are producing the expected
benefits. This is the full cycle of the Change Control Process.
© PM4DEV - 2020 13
Change Control Process 14
• Change Request Form
• Change Control Log
• Change Control Board
• Change Control Policy
These are the four critical components of the change control process. A simple
Change Request Form for submitting all changes. A Change Control Log to
monitor the status of all request for changes. The appointment of a Change
Control Board in the project, which may be required for changes that have
significant impact on the project, and the development of a Change Control Policy
that defines the rational for reviewing, analyzing, and approving or rejecting the
request. The last one should be part of the Project Charter under the section of
Governance. The use of a change control boards is recommended when changes
can be significant and there is a need to have a transparent process on the decision
to approve a change since some of these changes can have cost and time
implications that may exceed the original budget.
© PM4DEV - 2020 14
Change Request Form 15
• Date of Request
• Requestor Name
• Request Date
• Change Request Description
• Justification
• Priority (H/M/L)
The Change Control Form is a basic form that helps capture information on the date
of request, name of the requestor, the date, the description of the change, the
justification, as well as the level of priority. It is a simple document that helps
organize the information so that the decision can be made by the people without
having to ask too many questions. One form can have all the information and you
can also track the decisions made by the board in charge of approving the change.
Keeping these forms is a good idea to provide the justifications for changes during a
project audit.
© PM4DEV - 2020 15
Change Control Log

16
• Number
• Date of Request
• Requestor Name
• Impact Analysis
• Priority (H/M/L)
• Change Owner
• Status
The final document behind that is the Change Control Log. The log helps track and
the change by a number, the date of the request, the name of the person
requesting the change, the description of the change, the initial impact analysis of
the change, whether it is going to be on schedule (days) or budget (cost), the
priority, the owner of the change – the person responsible for executing the
change, and the status of the change request. This is a useful log to keep track of
all the requests that are coming and inform the status of the request. Whether they
are in the phase of analysis, review, if they have been approved or not, and the date
that the change has been implemented.
© PM4DEV - 2020 16
Change Control Log

17
Impact Analysis
Description of
Id Date From Priority Owner Status
change/Justification Cost
Days
1 7/1/20 FM Update budget to reflect new 2 -$2000 M PM Closed
estimates, this will help reduce
the cost of materials
2 7/15/20 GR Change specifications and plans 10 $0 M PM Closed
to use the updated quality
standards to build and install
bricks
3 8/10/20 BR Included more area in surveying 10 $1500 L PM Closed
for future hospital
4 8/20/20 PO Change dates for procurement of 10 $0 H PM Closed

cement bags, a small delay
Here is an example of a change control log. Again, the idea is not to stop changes,
If the change has a merit, if there is a good justification, then the change can be
accepted, but the decision needs to consider other factors. The change may have a
positive impact to the beneficiaries, but we also need to look there are enough
funds or time to implement the change, evaluate if the team has the skills to
implement the changes, and ensure the change will not move us way from the
original goal. The approval process depends on the type of change, you can have
small, quick changes that are not going to have a significant impact on the schedule
or the budget and can be approved by the project manager. A change that can
have a significant impact on the projects will require more analysis, and the
approval may require the authorization to use additional funds and time to
implement the change.
© PM4DEV - 2020 17
Change Control Board 18
• Change Control
Charter/Members
• Level of Change
Authority:
• Project Manager
• Program Sponsor
• Project Donor
For changes that have a significate impact the use of a Change Control Board is
required. This is a board chartered by members off the organization who have
authorization to approve additional funding. This group can include subject matter
experts, or senior managers that can help with the decision; they need to have a
level of authority to approve this level the changes. Some of the people that are
going to be on this board are the project manager, the project sponsor, and even the
donor. All changes that have a high impact in the design of the project need to be
approved by the project donor. The board works on an ad hoc basis. The board
meets by a request from the project manager who sends all the information needed
for the board to analyze the change and make a decision, including
recommendations to implement the change, and update the project management
plans.
© PM4DEV - 2020 18

19
END OF UNIT
© PM4DEV - 2020 19

ADAPTIVE
PROJECT
MANAGEMENT
Lesson 2 – Unit 8
Project Management
for Development
WEB: www.pm4dev.com
© PM4DEV 2020
Lesson 2 – Unit 8
© PM4DEV - 2020 1
Project
Plans
Approval
Adaptive
Project Management
Approval of Project Plans
© PM4DEV - 2020 2
Approval and communication 3
• Review of Plans
• Approval of Plans
• Baseline all Plans
• Communicate Plans
This is the last step in the planning phase, and it is a quality control process to
ensure the project plans are complete and accurate. These are the steps in this
process: Review of the plans, Approval, setting the Baseline on all the plans, and
then to Communicate the plans.
© PM4DEV - 2020 3
Review of Plans 4
• Subject Matter Experts

• Project Managers
• Steering Committee
• Consultant
• PMO
The review and approval of the plans is a quality control measure to ensure the
project plans are integrated, complete, and accurate. It requires the contribution of a
small group of subject matter experts, which can include project managers from
different units, consultants, members of the steering committee, and senior
managers. Some organizations have a Project Management Office (PMO) that
provides project support, and they are in charge of reviewing the project plans. The
idea is to bring expertise and a different perspective to the management plans, by
making sure the plans are complete, integrated, have incorporated lessons learned
from previous projects, and nothing critical is missing from them.
© PM4DEV - 2020 4
Review of Plans 5
What to review?
• Plans are complete?

• Plans are integrated?
• Plans are accurate?
The review will assess if the plans are complete. Teams are always in a rush and
don’t have enough time to develop the plans, as a result there may be key pieces of
the plan that were not completed or are not in the detail needed for use in the
implementation phase. The review will look to see how well the plans are
integrated; ensuring that plans can be used in a coordinated and unified manner
and the team doesn’t encounter situations such as the procurement plan is not
aligned with the project schedule. Finally, the review will ensure that all information
on the plans is accurate, that there are no mistakes or errors that can jeopardize
the implementation of the project. The team, and partners, needs assurance that
the information on the plans is correct because these plans are going to guide their
work. It is not unusual that the review may find some errors, inconsistencies, and
missing information from the plans, the project manager and the team will make
corrections and resubmit them for approval.
© PM4DEV - 2020 5
Approval of Plans 6
• Project Board
• Donor or Funding Agency
The approval of the plans is an authorization for the project manager to start the
implementation phase. The group in charge of reviewing the plans, will include
recommendations for their use during the implementation phase. By approving, the
project team and the project manager can then start implementing the project
activities.
© PM4DEV - 2020 6
Cyclical Review and Approval

7
Review Review Review

Approval Approval Approval
Cycle I Cycle II Cycle III
Plans can be approved by cycle. The project team submits the plans for the first
cycle, the approval is then an authorization to begin work on the first cycle only.
After the end of the first cycle the team will prepare and submit the plans for the
second cycle for approval. This reduces the effort to review plans for a whole project
and in each cycle, there are significant improvements to the plans that reduce the
errors and increases the quality of the plans.
© PM4DEV - 2020 7
What is a Baseline? 8
A baseline is a “picture” of the current values in a

project plan.
• Used to assess
project performance
• Measure planned
values vs. actual
values
• Improves future
estimation accuracy
Once the plans are approved, the next step is to set a baseline for all the project
management plans. The baseline is a “picture” of the project indicators before
implementation. The baseline is needed to assist in the evaluation of the project
performance, it helps measure the planned values versus the actual values, which
in turn helps improve the estimation accuracy, especially the time and cost
estimates. The baseline helps measure how far does the project deviates from the
original plans and will be used in the monitoring phase to look at the initial estimates
and compare them with the actual performance, if there are significant variances the
project manager will need to make changes to the plan estimates for the next cycle.
© PM4DEV - 2020 8
Baseline Scope Plan 9
Goal
Outcome 1 Outcome 2
Outputs 1.1 Outputs 1.2 Outputs 2.1 Outputs 2.2

1.1.1 1.2.1 2.1.1 2.2.1

1.1.2 1.2.2 2.1.2 2.2.2
Activity
Baseline Scope 2.2.2
Scope Changes
The first plan where we need a baseline is the scope management plan. Once the
plan is approved, the list of all activities, outputs, and outcomes become the
baseline and will be used to identify any activities that will be added or modified
during the implementation phase. The Scope Baseline is the approved version of a
scope statement, work breakdown structure (WBS), and its associated WBS
dictionary. Scope baseline can be changed only through formal control procedures
and is used as a basis for comparison.
© PM4DEV - 2020 9
Baseline Schedule Plans 10
Baseline schedule
Actual Progress
A baseline of the schedule is one of the main project management documents that
should be created before the project starts the implementation phase. It sets out the
initial values for the activity planned dates and milestones. In this example the
baseline is colored in gray and the actual values are in blue and red (for the critical
path). In the first activity we see that it took less time than what was planned. In
the second activity we see that it took longer than planned and that has an
implication because that activity is on the critical path and that will have an impact
on the end date of the project.
© PM4DEV - 2020 10
Baseline Budget Plan 11
$1,200,000
$1,000,000
$800,000
$600,000 Plan
Actual
$400,000
$200,000
$-
1 2 3 4 5 6 7 8 9 10 11 12
The other important baseline is the budget. In this chart of the S curve, the blue
line represents the planned values of the budget, during the implementation phase
the team adds information from the accounting system that represents the actual
costs incurred by the project, represented in the red line. The are variances
specially at the start and at the end of the project. In most cases those variances
could be caused by delays in the implementation, or that the original estimates were
not accurate. For example, changes in market conditions that caused prices to rise
or fall. Early monitoring, using the baseline, helps analyze the actual performance
of the project and allows for timely changes to avoid negative surprises at the end.
© PM4DEV - 2020 11
Baseline Project Indicators 12
250
200
150
Planned (target)
Actual (progress)
100 Baseline
50
0
Group 1
Group 2
Group 3
Group 4
Group 5
Group 6
Group 7
Another important baseline is the initial value for all logframe indicators. The chart in
the example shows the baseline indicators for seven groups of beneficiaries. The
blue column shows the planned target, what the project aims to achieve. The green
column shows the baseline, the values obtained from the baseline study that show
the conditions at the start of the project. The column in red shows the actual
progress made by the project in the first quarter. The baseline and the actual data
help identify if there are any problems. In this example we can look at group 2 and
group 7 where there hasn’t been any changes from the baseline. That helps the
project manager focus on those groups and investigate the reasons for the delays
and take corrective actions.
© PM4DEV - 2020 12
Communicate Plans 13
• Increase understanding
• Build support
• Coordinate actions
• Avoid surprises
Once the plans are approved and there is a baseline, the final step is to
communicate these plans. Access to these plans helps key stakeholders increase
their understanding of the project. It helps them understand how the project will be
delivered and learn the challenges and the risks it will face. It also helps build
support from those key stakeholders that may not have a lot of interest in
participating and contributing to the project. When they are aware of what the
project is trying to achieve, they will have a better understanding of their role in the
project. Communicating or sharing this information, helps coordinate actions with
other units in the organization, with partners, and even other projects or initiatives
that we are dependent on the project’s timely delivery of goods or services.
© PM4DEV - 2020 13
Who should be informed?
• Project Team
• Internal Stakeholders
• External Stakeholders
Who should be informed? The Project Team should have a copy of all the project
plans or have access to the project plans and be the first group to be informed on
any changes to the plans. The Steering Committee, they also need to have a
copy of the plans. Some Internal Stakeholders, people in the finance unit, the
procurement unit, and the human resources unit, they need to have information that
correspond to the areas in which they are providing support. External
Stakeholders, such as the donor, and partners, they also need to have a copy of
the plans that are related to the areas of their interest, especially the scope,
schedule and monitoring plans. Stakeholders should receive the plans that are
important to them, there is not need to share information that has no value to them.
© PM4DEV - 2020 14
Communicating the plans is the last step in the planning phase, but it is a
continuous process, anytime there are changes in the plans the project manager
needs to communicate the changes to all people who are using the information to
work on the project. If changes are not communicated and plans are not updated,
the team will keep working on information from the old plans and that will create
more problems.
© PM4DEV - 2020 15

16
END OF UNIT
© PM4DEV - 2020 16

ADAPTIVE
PROJECT
MANAGEMENT
Lesson 2 - Unit 9
Project Management
for Development
WEB: www.pm4dev.com
© PM4DEV 2020
Lesson 2 - Unit 9
© PM4DEV - 2014 1
Lessons Learned
Planning Phase
Adaptive
Project Management
Lessons learned in the planning phase
© PM4DEV - 2014 2
Planning Phase – Lesson Learned

3
• Planning is a participative approach,

include stakeholders in the process.
• Apply an iterative planning approach
• Develop detailed plans per cycle, this will
save time and effort.
• Approval of plans is a quality control
process on all plans.
These are some of the common lesson that project managers learn from the
planning phase. These lessons focus on how to improve the process to successfully
plan the project and set the right environment to move to the implementation phase.
• Planning is a participative approach; you should include key stakeholders in the

process.
• Apply an iterative planning approach, break down your project into manageable
cycles.
• Develop detailed plans per cycle, this will save you time and effort, especially
when you know the project is complex.
• Approval of plans is a quality assurance process, ensure all plans are reviewed
and checked before distributing to the team.
© PM4DEV - 2014 3
Planning Phase – Lesson Learned

4
• Ensure all plans are integrated and

changes are reflected on all plans.
• Changes on plans need to be
communicated to all affected.
• Implement process to adapt plans as
lessons are learned on each cycle.
• “Plans are useless, planning is essential”
• Ensure all plans are integrated and changes are reflected on all plans, use the
change control process.
• Changes on plans need to be communicated to all affected and request that old
plans be archived.
• Implement process to adapt plans as lessons are learned on each cycle, don’t
wait too much time to make the improvements.
• “Plans are useless, planning is essential”. No matter how perfect the planning
phase was, you still need to have a planning mindset during the life of the project.
© PM4DEV - 2014 4
Planning Phase Checklist

5
No Activity Status
Organize planning sessions and include key
1
stakeholders.
Develop Core plans: scope, schedule, budget,
2
and quality.
Develop Support plans: team, stakeholders,
3
information, risks, and contracts.
Develop Monitoring and Evaluations plans.
4
Integrate all plans, ensure they are

5
synchronized.
Approve and communicate all plans to all
6
people with responsibilities.
Here is the checklist that the project manager should use to monitor that all the
critical activities of this phase are completed or are being monitored until they are
complete.
1. Organize planning sessions and include key stakeholders.

2. Develop Core plans: scope, schedule, budget, and quality.
3. Develop Support plans: team, stakeholders, information, risks, and contracts.
4. Develop Monitoring and Evaluations plans.
5. Integrate all plans, ensure they are synchronized.
6. Approve and communicate all plans to all people with responsibilities.
© PM4DEV - 2014 5

6
END OF UNIT
© PM4DEV - 2014 6

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eCourse - Adaptive Project Management

Introduction A course on the principles,

Published by: PM4DEV

• Understand the steps of the

Welcome to lesson 2. The learning objectives of this lesson are:

• Unit 2.1 – Planning phase

This lesson consist of the following units:

Unit 2.1 – Planning phase

• Unit 2.6 – ME plans

Unit 2.6 – ME plans

A course on the principles,

The Project Planning Phase

“Plans are useless,

Initiate Plan Monitor Close

The planning phase of the

In this phase the project

Steps in the Planning Phase 8

The Planning Phase includes the following six steps:

Planning Phase Flowchart 9

“No plan ever survived first

Adaptive Project Management 11

A course on the principles,

The Adaptive Project Planning Approach

Identification and selection of the best approach to

Identify Planning Priorities 6

Area Complexity Risks Size Experience Constraints Level

Identify Planning Priorities 7

Level of Planning Effort and Detail

Templates and Process 10

• Identify the templates,

In traditional – linear - project management, the approach is to implement the

Adaptive Planning Cycle 13

Project Schedule – Cycles 15

Cycle Cycle Cycle

Adaptive Project Management 17

A course on the principles,

The Project Core

The Project Core Management Plans

Scope Management Plan

Project Indicators Means of Assumptions

Work Breakdown Structure (WBS) 8

Outcomes Outcome 1 Outcome 2

Outputs Outputs 1.1 Outputs 1.2 Outputs 2.1 Outputs 2.2

Activity Activity Activity Activity

Scope Change Control 11

• Documents the process to evaluate if a request is within

Scope Change Control 12

• All change request are analyzed.

Schedule Management Plan 13

Schedule Management Plan defines the process and

Network Diagram (Critical Path) 14

The Gantt Diagram is a graphical representation of the schedule. It is represented

WBS Task Name

Budget Management Plan 17

Budget Management Plan defines the process and

Account Component M1 M2 M3 M4 M5 M6 Total Total BR

Cumulative Budget S curve 20

The S Curve is a graphic representation of the cumulative planned cost of the

Fixed vs. Variable Costs 21

Example of Fixed Costs = Office Rent, same every month, independent of