According to the PMBOK® Guide, the Project Management Plan is a single document that is composed of several subsidiary management plans. These subsidiary plans (such as the Scope, Schedule, Cost, and Quality management plans) define how each specific area of the project will be managed and controlled.
Relationship to the Project Charter: The Project Charter is a high-level document that authorizes the project and provides the project manager with the authority to apply organizational resources. It contains high-level requirements, boundaries, and objectives. Because the subsidiary plans must align with these high-level goals, the Project Charter serves as a primary input for the Develop Project Management Plan process, which is where these subsidiary plans are consolidated.
Integration: Subsidiary plans are not created in a vacuum; they must be consistent with the direction provided by the sponsor in the charter. For example, if the charter specifies a strict budget, the Cost Management Plan (a subsidiary plan) must outline processes that respect that constraint.
Why other options are incorrect:
Option A: Subsidiary management plans are mandatory for any project: While highly recommended, the PMBOK Guide emphasizes tailoring. For very small or simple projects, a project manager might choose to create a simplified plan rather than a full suite of formal subsidiary documents.
Option C: Subsidiary management plans can be independently managed: This is incorrect because project management is an integrated discipline. A change in the Schedule Management Plan will almost certainly impact the Cost or Resource Management Plans. They must be managed as a cohesive, integrated whole.
Option D: Subsidiary management plans do not need regular updates: On the contrary, project management plans are progressively elaborated. As the project evolves and more information becomes available (or as change requests are approved), these plans must be updated to reflect the current reality of the project.
