A good project plan starts with a thorough understanding of the project objectives, parameters, drivers, and working scope, or in other words, a well-defined project definition document. The project's definition is the foundation upon which the project plan is created. If the project definition is weak, unclear, and not complete, the project plan will reflect the same weaknesses. The first element of good project planning is the requirement of a good project definition. A well-written project definition document includes the cross-functional perspectives of the project's stakeholders. Once the project manager and project team have been selected, then the PM and team members must go through the process of identify the project's stakeholders. Keeping in mind that this selection is based on what is known about the project so far; as more information is made available, it is not uncommon for stakeholders to be added or changed.

When team members and stakeholders have been identified, various discussions take place with the team and stakeholders in an effort to understand the scope of the project from multiple or cross-functional perspectives. Always keep in mind that project management is an inclusive, cross-functional process and can only be completed effectively and efficiently with the input of key stakeholders. One of the reasons why project management methodologies work so well within organizations is because they are created from an "inclusionary" point of view and "cut across" functional lines within a corporation for the higher good of achieving the mutually agreed upon goals.

Once a solid project definition document is completed and approved by key stakeholders and team members, the project manager, team, and specified stakeholders begin the process of planning the project. The planning process, like definition, is highly iterative. While the project definition drives the project plan, it does not contain enough detail for people to begin working and completing deliverables within the parameters of time, resources, dollars, and time. One of the key objectives then of the project planning process is to document enough detail so people can begin working on and completing identified tasks and deliverables. The project plan translates the project definition into the who, what, when, where, why, and how tasks and deliverables will be completed. The tools that must be completed to ensure a thorough project plan are: WBS (work breakdown structure), effort and duration estimates, project network or dependency analysis, critical path analysis and critical path compression, Gantt chart, risk abatement and risk management plans, resource loading and leveling, budget, and communication plans. Like the project definition document, the project plan must be reviewed and approved by the project team and key stakeholders. An approved project plan is the essential tool that helps the project manager track, control, problem-solve, and communicate status and changes.

What make a good project plan? A good project definition document, the aforementioned project plan elements, continuous dialogue among project stakeholders, and the use of project management software. All of these make up critical success factors for planning success.

Self-Management: A Critical Attribute Project Teams

As any seasoned project manager knows, one of the most difficult and yet rewarding aspects of managing a project is managing the people involved in the project. One of the requirements of any project is getting people to cooperate with the established objectives and standards and manage themselves through the waters of change. Cooperation involves not only managing actual work effort, but influencing the attitudes of each team member and stakeholder. As the seasoned project manager knows, he or she can only go so far in managing and shaping the work efforts and attitudes of other people. One of the critical attributes required for a successful team is the ability of individuals to self-manage. The following excerpt from author John Powell highlights what it means to self-manage:

"The important thing is to want to know what is in us. We must cultivate the desire to be honest with ourselves. Honesty with oneself is a habit of self-awareness that must be practiced daily. And this self-awareness is more a process that a simple fact. We must habitually try to become aware of the highly personal and individual way that we function in processing our sensations, perceptions, emotions, and motives. We must look more carefully at the way we come to our decisions and ultimately to our actions. Only in this way will we gain an increased awareness of our personal process, and a more conscious control over our actions and reactions. We must, of course, all through this process take responsibility for our own decisions and behavior. We know that they are the result of something in us. At the same time we must be listening and look to find out what that something is. We must be trying to learn who we really are than trying to tell ourselves who we should be."

Another person or circumstance may stimulate a reaction in me. But the specific way that I react will be determined by my own attitudes and personal perspectives. These in turn have been shaped by the messages recorded on my mind-tapes and the experience of my life. Attitudes are as highly personal as fingerprints. Consequently, no two people ever see anything in exactly the same way. You may laugh off something that I will take seriously. You may react with compassion to a person with whom I would become angry. Let us both suppose that the very same thing happens to both of us. It is very possible that you will be exhilarated by the challenge while I am devastated by the catastrophe.

A blamer who projects the responsibility for his or her reactions never really grows up. The life of such a person is a perpetual exercise in projection and rationalization. It is a life of pretense that is never really penetrated by reality. Blame insists that someone else is pulling their strings."