Overview - Grantham University



Project Management PlanOverviewProject name: Every project should have a unique name, which helps distinguish each project and avoids confusion among related projects.Purpose: (write in layperson’s terms, avoid technical jargon)The goals of the project:Strategic reason for the project:Time estimate: (a rough estimate)Cost estimate: (a rough estimate)SponsorName:Title:Contact information:TeamNameTitlePhoneEmailXxxxx XxxxProject manager / Project contactNNN-NNN-NNNNXxx@xxx.xxxDeliverables Briefly list and describe the products that will be created as part of the project. Software packages, pieces of hardware, technical reports, and training materials are examples of deliverables.ProductDescriptionA list of important reference materials: reference and summarize important parts of: Scope management planSchedule management planCost management planQuality management planHuman resource management planCommunications management planRisk management planProcurement management planStakeholder management plans planA list of definitions and acronyms, if appropriate: Many projects, especially IT projects, involve terminology that is unique to a particular industry or technology. Providing a list of definitions and acronyms will help avoid confusion.TermDefinitionHow the project is organizedOrganizational charts: (PASTE ORG CHARTS HERE)Organizational chart of the company sponsoring the projectOrganizational chart of the customer’s companyProject organizational chartProject responsibilities: This section of the project plan should describe the major project functions and activities and identify the people responsible for them. A responsibility assignment matrix (described in?Chapter 9) is often used to display this information. WBS activities OBS activities1.12.03.04.05.04.0Business AnalystUserProject managerSoftware engineerHardware engineerTest engineerIntegration managementQuality assuranceConfiguration managementTrainingOther organizational or process-related information: List documents major processes of the project. Management and technical approaches Management objectives: It is important to understand top management’s view of the project, the priorities for the project, and any major assumptions or constraints.Project controls: This section describes how to monitor project progress and handle changes. Will there be monthly status reviews and quarterly progress reviews? Will there be specific forms or charts to monitor progress? Will the project use earned value management (described in?Chapter 7) to assess and track performance? What is the process for change control? What level of management is required to approve different types of changes? (You will learn more about change control later in this chapter.)Risk management: This section briefly addresses how the project team will identify, manage, and control risks. This section should refer to the risk management plan, if one is required for the project.Project staffing: This section describes the number and types of people required for the project. It should refer to the human resource plan, if one is required for the project.Technical processes: This section describes specific methodologies a project might use and explains how to document information. For example, many IT projects follow specific software development methodologies or use particular Computer Aided Software Engineering (CASE) tools. Many companies or customers also have specific formats for technical documentation. It is important to clarify these technical processes in the project management plan.Work that needs to be performedMajor work packages: A project manager usually organizes the project work into several work packages using a work breakdown structure (WBS) and produces a scope statement to describe the work in more detail. This section should briefly summarize the main work packages for the project and refer to appropriate sections of the scope management plan.Key deliverables: This section lists and describes the key products created as part of the project. It should also describe the quality expectations for the product deliverables.Other work-related information: This section highlights key information related to the work performed on the project. For example, it might list specific hardware or software to use on the project or certain specifications to follow. It should document major assumptions made in defining the project work.Project scheduleSummary schedule: It is helpful to have a one-page summary of the overall project schedule. Depending on the project’s size and complexity, the summary schedule might list only key deliverables and their planned completion dates. For smaller projects, it might include all of the work and associated?dates for the entire project in a Gantt chart. For example, the Gantt chart and milestone schedule shown in?Chapter 3? were fairly short and simple.Detailed schedule: This section provides more detailed information about the project schedule. It should reference the schedule management plan and discuss dependencies among project activities that could affect the project schedule. For example, this section might explain that a major part of the work cannot start until an external agency provides funding. A network diagram can show these dependencies (see?Chapter 6, Project Time Management).Other schedule-related information: Many assumptions are often made when preparing project schedules. This section should document major assumptions and highlight other important information related to the project schedule.Budget Summary budget: The summary budget includes the total estimate of the overall project’s budget. It could also include the budget estimate for each month or year by certain budget categories. It is important to provide some explanation of what these numbers mean. For example, is the total budget estimate a firm number that cannot change, or is it a rough estimate based on projected costs over the next three years?Detailed budget: This section summarizes the contents of the cost management plan and includes more detailed budget information. For example, what are the fixed and recurring cost estimates for the project each year? What are the projected financial benefits of the project? What types of people are needed to do the work, and how are the labor costs calculated? (SeeChapter 7, Project Cost Management, for more information on creating cost estimates and budgets.)Other budget-related information: This section documents major assumptions and highlights other important information related to financial aspects of the project. ................
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