Hi
First, I understand it is essential to explain that the project will execute in 3 different locations; however, my experience tells me the only relevant issue is resource mobility and availability for each one. The scenario could be 3 different cities, and the issues are more or less the same.
First, you mentioned a list of activities, and the first question to resolve if I have the resources in each location to handle the activities or the same resource is needed. If we need the same resource, could do he/she works remotely? Also, you need to define the project governance, we have 3 countries, but the decision needs to determine by the team around the PM.
Documents that I need to start if I am the PM.
1. Project scope or proposal
2. High-level WBS
3. Budget
4. High-level time plan
5. Other documents created over the project negotiation
The required staff, this is a good question and is no answer in your original question, but let me define a possible scenario. If the project is ready to start, and the negotiation is close. In the past, when I work for Ericsson, this stage in the project lifecycle is called TG3; here, as the PM I call the solution architect to join the team and start to confirm the project assumptions. With the solution architect, we begin to call the other project staff and present a complete assessment with the final time plan and budget to the project sponsor
How I track the project plan; any project tools is ok, example: Ms project, Jira or version one platform, the critical part defines how we will delivery the project (agile, waterfall, …). The tracking tools are right as the quality of the information. How your PM set the process to update the tracking tools.
For communications tools, you can use any; in the past, I worked with Excel or google sheets; however, my experience shows me these tools are ok in low complex projects. For complex projects, I prefer to use other tools like Jira to track project issues or defects.
Resources allocations; this is possible if we have a good project plan and call the resources at the right time. Sometimes, we need to reserve resources weeks ahead, and it is vital to have real-time visibility of the project status and avoid over costs.
Reports, the reports are linked directly to how the PM is tracking the project. Also, a good team can understand the impact of any delay and communicate with the PM. If the PM has a good control scope. He/She could communicate any positive or negative impact of any change he/she project scope. A significant error that I see in the past special when the people work on agile, the team could be working on a dynamic project, could be change at any time. Still, if I ask today what they are working on, they must have a clear scope of the current activities’ deliverables.