PROJECT MANAGEMENT PLAN TEMPLATE

This Project Management Plan Template is free for you to copy and use on your project
and within your organization. We hope that you find this template useful and
welcome your comments. Public distribution of this document is only permitted
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PROJECT MANAGEMENT PLAN
<PROJECT NAME>
COMPANY NAME
STREET ADDRESS
CITY, STATE ZIP CODE
DATE
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TA%LE O& CONTENTS
Introduction......................................................................................................................................
Project Management !pproach........................................................................................................
Project "cope...................................................................................................................................#
Milestone $ist..................................................................................................................................#
"chedule %aseline and Wor& %rea&down "tructure........................................................................'
(hange Management Plan...............................................................................................................'
(ommunications Management Plan................................................................................................)
(ost Management Plan....................................................................................................................*
Procurement Management Plan.......................................................................................................+
Project "cope Management Plan.....................................................................................................+
"chedule Management Plan...........................................................................................................,-
.uality Management Plan..............................................................................................................,,
/is& Management Plan..................................................................................................................,#
/is& /egister..................................................................................................................................,#
"taffing Management Plan.............................................................................................................,#
/esource (alendar.........................................................................................................................,)
(ost %aseline.................................................................................................................................,0
.uality %aseline.............................................................................................................................,0
"ponsor !cceptance ......................................................................................................................,*
,
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INTROD'CTION
The Introduction pro1ides a high le1el o1er1iew of the project and what is included in this
Project Management Plan. This should include a high le1el description of the project and
describe the projects deli1erables and benefits. 23cessi1e detail is not necessary in this section
as the other sections of the project plan will include this information. This section should
pro1ide a summarized framewor& of the project and its purpose. $oo& bac& at the Project
(harter for information to include in this section.
Total "oftware Incorporated 4T"I5 has recently appro1ed the "mart6oice project to mo1e
forward for project initiation within the research and de1elopment 4/7D5 group. This project
will result in the de1elopment of new 1oice recognition software and supports T"I8s corporate
strategy of pro1iding progressi1e solutions to clients which impro1e producti1ity in both the
wor&place and home en1ironment. While 1oice recognition software is currently a1ailable9 T"I
belie1es that new technological de1elopments will enable our team to de1elop a solution far
superior to what is currently a1ailable.
T"I has been successful in gaining mar&et share because of its aggressi1e pursuit of product
:uality9 ease of use9 fle3ibility9 and customer ser1ice. !dditionally9 customers understand that
our products may be applied to a wide range of uses for business and personal functions. %y
le1eraging our reputation for superior :uality and user;friendly products9 and capitalizing on new
technology9 T"I can position itself as the premier pro1ider of effecti1e and easy to use 1oice
recognitions software in today8s mar&etplace.
PROJECT MANAGEMENT APPROAC(
This section is where you outline the o1erall management approach for the project. This section
should describe9 in general terms9 the roles and authority of project team members. It should
also include which organizations will pro1ide resources for the project and any resource
constraints or limitations. If there are any decisions which must be made by specific indi1iduals
<for e3ample authorizing additional funding by the project sponsor<this should also be stated
here. It should be written as an 23ecuti1e "ummary for the Project Management Plan.
The Project Manager9 =oe >reen9 has the o1erall authority and responsibility for managing and
e3ecuting this project according to this Project Plan and its "ubsidiary Management Plans. The
project team will consist of personnel from the coding group9 :uality control?assurance group9
technical writing group9 and testing group. The project manager will wor& with all resources to
perform project planning. !ll project and subsidiary management plans will be re1iewed and
appro1ed by the project sponsor. !ll funding decisions will also be made by the project sponsor.
!ny delegation of appro1al authority to the project manager should be done in writing and be
signed by both the project sponsor and project manager.
The project team will be a matri3 in that team members from each organization continue to
report to their organizational management throughout the duration of the project. The project
manager is responsible for communicating with organizational managers on the progress and
performance of each project resource.

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PROJECT SCOPE
"tate the scope of the project in this section. The scope statement from the project charter should
be used as a starting point@ howe1er9 the project plan needs to include a much more detailed
scope than the charter. This detail should include what the project does and does not include.
The more detail included in this section9 the better the product. This will help to clarify what is
included in the project and help to a1oid any confusion from project team members and
sta&eholders.
The scope of T"I8s "mart6oice project includes the planning9 design9 de1elopment9 testing9 and
transition of the "mart6oice 1oice recognition software pac&age. This software will meet or
e3ceed organizational software standards and additional re:uirements established in the project
charter. The scope of this project also includes completion of all documentation9 manuals9 and
training aids to be used in conjunction with the software. Project completion will occur when the
software and documentation pac&age has been successfully e3ecuted and transitioned to T"I8s
manufacturing group for production.
!ll "mart6oice project wor& will be performed internally and no portion of this project will be
outsourced. The scope of this project does not include any changes in re:uirements to standard
operating systems to run the software9 software updates or re1isions.
MILESTONE LIST
Pro1ide a summary list of milestones including dates for each milestone. Include an introductory
paragraph in this section which pro1ides some insight to the major milestones. This section
should also mention or discuss actions ta&en if any changes to the milestones or deli1ery dates
are re:uired.
The below chart lists the major milestones for the "mart6oice Project. This chart is comprised
only of major project milestones such as completion of a project phase or gate re1iew. There
may be smaller milestones which are not included on this chart but are included in the project
schedule and W%". If there are any scheduling delays which may impact a milestone or deli1ery
date9 the project manager must be notified immediately so proacti1e measures may be ta&en to
mitigate slips in dates. !ny appro1ed changes to these milestones or dates will be communicated
to the project team by the project manager.
Milestone Description Date
(omplete /e:uirements
>athering
!ll re:uirements for "mart6oice must be determined
to base design upon
?*?33
(omplete "mart6oice
Design
This is the theoretical design for the software and its
functionality
)?#,?33
(omplete "mart6oice
(oding
!ll coding completed resulting in software prototype A?#,?33
(omplete "mart6oice
Testing and Debugging
!ll functionality tested and all identified errors
corrected
*?#,?33
(omplete Transition of (ompleted software and documentation transitioned ,,?#-?33
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"mart6oice to T"I
Production
to operations group to begin production
SC(ED'LE %ASELINE AND )OR* %REA*DO)N STR'CT'RE
This section should discuss the W%"9 W%" Dictionary9 and "chedule baseline and how they will
be used in managing the project8s scope. The W%" pro1ides the wor& pac&ages to be performed
for the completion of the project. The W%" Dictionary defines the wor& pac&ages. The
schedule baseline pro1ides a reference point for managing project progress as it pertains to
schedule and timeline. The schedule baseline and wor& brea&down structure 4W%"5 should be
created in Microsoft Project. The W%" can be e3ported from the M" Project file.
The W%" for the "mart6oice Project is comprised of wor& pac&ages which do not e3ceed '-
hours of wor& but are at least ' hours of wor&. Wor& pac&ages were de1eloped through close
collaboration among project team members and sta&eholders with input from functional
managers and research from past projects.
The W%" Dictionary defines all wor& pac&ages for the "mart6oice Project. These definitions
include all tas&s9 resources9 and deli1erables. 21ery wor& pac&age in the W%" is defined in the
W%" Dictionary and will aid in resource planning9 tas& completion9 and ensuring deli1erables
meet project re:uirements.
The "mart6oice Project schedule was deri1ed from the W%" and Project (harter with input
from all project team members. The schedule was completed9 re1iewed by the Project "ponsor9
and appro1ed and base;lined. The schedule will be maintained as a M" Project >antt (hart by
the "mart6oice Project Manager. !ny proposed changes to the schedule will follow T"I8s
change control process. If established boundary controls may be e3ceeded9 a change re:uest will
be submitted to the Project Manager. The Project Manager and team will determine the impact
of the change on the schedule9 cost9 resources9 scope9 and ris&s. If it is determined that the
impacts will e3ceed the boundary conditions then the change will be forwarded to the Project
"ponsor for re1iew and appro1al. The "mart6oice boundary conditions are:
(PI less than -.* or greater than ,.
"PI less than -.* or greater than ,.
If the change is appro1ed by the Project "ponsor then it will be implemented by the Project
Manager who will update the schedule and all documentation and communicate the change to all
sta&eholders in accordance with the (hange (ontrol Process.
The Project "chedule %aseline and Wor& %rea&down "tructure are pro1ided in !ppendi3 !9
Project "chedule and !ppendi3 %9 Wor& %rea&down "tructure.
C(ANGE MANAGEMENT PLAN
This section should describe your change control process. Ideally9 this process will be some type
of organizational standard which is repeatable and done on most or all projects when a change is
necessary. (hanges to any project must be carefully considered and the impact of the change
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must be clear in order to ma&e any type of appro1al decisions. Many organizations ha1e change
control boards 4((%s5 which re1iew proposed changes and either appro1e or deny them. This is
an effecti1e way to pro1ide o1ersight and ensure ade:uate feedbac& and re1iew of the change is
obtained. This section should also identify who has appro1al authority for changes to the
project9 who submits the changes9 how they are trac&ed and monitored.
Bor comple3 or large projects the (hange Management Plan may be included as an appendi3 to
the Project Management Plan or as a separate9 stand;alone document. We ha1e a detailed
(hange Management Plan template a1ailable on our website.
The following steps comprise T"I8s organization change control process for all projects and will
be utilized on the "mart6oice project:
"tep C,: Identify the need for a change 4!ny "ta&eholder5
/e:uestor will submit a completed T"I change re:uest form to the project manager
"tep C: $og change in the change re:uest register 4Project Manager5
The project manager will maintain a log of all change re:uests for the duration of the
project
"tep C#: (onduct an e1aluation of the change 4Project Manager9 Project Team9 /e:uestor5
The project manager will conduct an e1aluation of the impact of the change to cost9 ris&9
schedule9 and scope
"tep C': "ubmit change re:uest to (hange (ontrol %oard 4((%5 4Project Manager5
The project manager will submit the change re:uest and analysis to the ((% for re1iew
"tep C): (hange (ontrol %oard decision 4((%5
The ((% will discuss the proposed change and decide whether or not it will be appro1ed
based on all submitted information
"tep C0: Implement change 4Project Manager5
If a change is appro1ed by the ((%9 the project manager will update and re;baseline
project documentation as necessary as well as ensure any changes are communicated to
the team and sta&eholders
!ny team member or sta&eholder may submit a change re:uest for the "mart6oice Project. The
"mart6oice Project "ponsor will chair the ((% and any changes to project scope9 cost9 or
schedule must meet his appro1al. !ll change re:uests will be logged in the change control
register by the Project Manager and trac&ed through to completion whether appro1ed or not.
COMM'NICATIONS MANAGEMENT PLAN
The purpose of the (ommunications Management Plan is to define the communication
re:uirements for the project and how information will be distributed to ensure project success.
Dou should gi1e considerable thought to how you want to manage communications on e1ery
project. %y ha1ing a solid communications management approach you8ll find that many project
management problems can be a1oided. In this section you should pro1ide an o1er1iew of your
communications management approach. >enerally9 the (ommunications Management Plan
defines the following:
(ommunication re:uirements based on roles
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What information will be communicated
Eow the information will be communicated
When will information be distributed
Who does the communication
Who recei1es the communication
(ommunications conduct
Bor larger and more comple3 projects9 the (ommunications Management Plan may be included
as an appendi3 or separate document apart from the Project Management Plan. We ha1e a
detailed (ommunications Management Plan template a1ailable on our website.
This (ommunications Management Plan sets the communications framewor& for this project. It
will ser1e as a guide for communications throughout the life of the project and will be updated as
communication re:uirements change. This plan identifies and defines the roles of "mart6oice
project team members as they pertain to communications. It also includes a communications
matri3 which maps the communication re:uirements of this project9 and communication conduct
for meetings and other forms of communication. ! project team directory is also included to
pro1ide contact information for all sta&eholders directly in1ol1ed in the project.
The Project Manager will ta&e the lead role in ensuring effecti1e communications on this project.
The communications re:uirements are documented in the (ommunications Matri3 below. The
(ommunications Matri3 will be used as the guide for what information to communicate9 who is
to do the communicating9 when to communicate it9 and to whom to communicate.
Communication
Type
Description Frequency Format Participants/
Distribution
Deliverable Owner
Weekly Status
Report
Email
summary of
project status
Weekly Email
Project Sponsor,
Team and
Stakeholders
Status Report
Project
Manager
Weekly Project
Team Meeting
Meeting to
review action
register and
status
Weekly n Person Project Team
!pdated
"ction
Register
Project
Manager
Project Monthly
Review #PMR$
Present
metrics and
status to team
and sponsor
Monthly n Person
Project Sponsor,
Team, and
Stakeholders
Status and
Metric
Presentation
Project
Manager
Project %ate
Reviews
Present
closeout of
project phases
and kickoff
ne&t phase
"s 'eeded n Person
Project Sponsor,
Team and
Stakeholders
Phase
completion
report and
phase kickoff
Project
Manager
Technical (esign
Review
Review of any
technical
designs or
work
associated
with the project
"s 'eeded n Person Project Team
Technical
(esign
Package
Project
Manager
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Project team directory for all communications is:
Name Title E mail Office Phone Cell Phone
=ohn Da1is Project "ponsor j.da1isFtsi.com 333;333;3333 333;333;3333
=oe >reen Project Manager j.greenFtsi.com 333;333;3333 333;333;3333
Eerb Wal&er
"enior
Programmer
h.wal&erFtsi.com 333;333;3333 333;333;3333
=ason %lac& Programmer j.blac&Ftsi.com 333;333;3333 333;333;3333
Mary White
"r. .uality
"pecialist
m.whiteFtsi.com 333;333;3333 333;333;3333
/on "mith
.uality
"pecialist
r.smithFtsi.com 333;333;3333 333;333;3333
Tom "unday Technical Writer t.sundayFtsi.com 333;333;3333 333;333;3333
Garen %rown
Testing
"pecialist
&.brownFtsi.com 333;333;3333 333;333;3333
(ommunications (onduct:
Meetings:
The Project Manager will distribute a meeting agenda at least days prior to any scheduled
meeting and all participants are e3pected to re1iew the agenda prior to the meeting. During all
project meetings the time&eeper will ensure that the group adheres to the times stated in the
agenda and the recorder will ta&e all notes for distribution to the team upon completion of the
meeting. It is imperati1e that all participants arri1e to each meeting on time and all cell phones
and blac&berries should be turned off or set to 1ibrate mode to minimize distractions. Meeting
minutes will be distributed no later than ' hours after each meeting is completed.
2mail:
!ll email pertaining to the "mart6oice Project should be professional9 free of errors9 and pro1ide
brief communication. 2mail should be distributed to the correct project participants in
accordance with the communication matri3 abo1e based on its content. !ll attachments should
be in one of the organization8s standard software suite programs and adhere to established
company formats. If the email is to bring an issue forward then it should discuss what the issue
is9 pro1ide a brief bac&ground on the issue9 and pro1ide a recommendation to correct the issue.
The Project Manager should be included on any email pertaining to the "mart6oice Project.
Informal (ommunications:
While informal communication is a part of e1ery project and is necessary for successful project
completion9 any issues9 concerns9 or updates that arise from informal discussion between team
members must be communicated to the Project Manager so the appropriate action may be ta&en.
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COST MANAGEMENT PLAN
The (ost Management Plan clearly defines how the costs on a project will be managed
throughout the project8s lifecycle. It sets the format and standards by which the project costs are
measured9 reported9 and controlled. Wor&ing within the cost management guidelines is
imperati1e for all project team members to ensure successful completion of the project. These
guidelines may include which le1el of the W%" cost accounts will be created in and the
establishment of acceptable 1ariances. The (ost Management Plan:
Identifies who is responsible for managing costs
Identifies who has the authority to appro1e changes to the project or its budget
Eow cost performance is :uantitati1ely measured and reported upon
/eport formats9 fre:uency and to whom they are presented
Bor comple3 or large projects the (ost Management Plan may be included as an appendi3 to the
Project Management Plan or as a separate9 stand;alone document. We ha1e a detailed (ost
Management Plan template a1ailable on our website.
The Project Manager will be responsible for managing and reporting on the project8s cost
throughout the duration of the project. The Project Manager will present and re1iew the
project8s cost performance during the monthly project status meeting. Hsing earned 1alue
calculations9 the Project Manager is responsible for accounting for cost de1iations and presenting
the Project "ponsor with options for getting the project bac& on budget. !ll budget authority and
decisions9 to include budget changes9 reside with the "mart6oice Project "ponsor.
Bor the "mart6oice Project9 control accounts will be created at the fourth le1el of the W%"
which is where all costs and performance will be managed and trac&ed. Binancial performance of
the "mart6oice Project will be measured through earned 1alue calculations pertaining to the
project8s cost accounts. Wor& started on wor& pac&ages will grant that wor& pac&age with )-I
credit@ whereas9 the remaining )-I is credited upon completion of all wor& defined in that wor&
pac&age. (osts may be rounded to the nearest dollar and wor& hours rounded to the nearest
whole hour.
(ost and "chedule Performance Inde3 4(PI and "PI respecti1ely5 will be reported on a monthly
basis by the Project Manager to the Project "ponsor. 6ariances of ,-I or J?; -., in the cost and
schedule performance inde3es will change the status of the cost to yellow or cautionary. These
will be reported and if it8s determined that there is no or minimal impact on the project8s cost or
schedule baseline then there may be no action re:uired. (ost 1ariances of -I9 or J?; -. in the
cost and schedule performance inde3es will change the status of the cost to red or critical. These
will be reported and re:uire correcti1e action from the Project Manager in order to bring the cost
and?or schedule performance inde3es bac& in line with the allowable 1ariance. !ny correcti1e
actions will re:uire a project change re:uest and be must appro1ed by the ((% before it can be
implemented.
2arned 1alue calculations will be compiled by the Project Manager and reported at the monthly
project status meeting. If there are indications that these 1alues will approach or reach the
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critical stage before a subse:uent meeting9 the Project Manager will communicate this to the
Project "ponsor immediately.
PROC'REMENT MANAGEMENT PLAN
The Procurement Management Plan should be defined enough to clearly identify the necessary
steps and responsibilities for procurement from the beginning to the end of a project. The project
manager must ensure that the plan facilitates the successful completion of the project and does
not become an o1erwhelming tas& in itself to manage. The project manager will wor& with the
project team9 contracts?purchasing department9 and other &ey players to manage the procurement
acti1ities.
Bor larger projects or projects with more complicated procurement management re:uirements9
you can include the Procurement Management Plan as a separate document apart from the
Project Management Plan. We ha1e a detailed Procurement Management Plan a1ailable on our
website.
The Project Manager will pro1ide o1ersight and management for all procurement acti1ities under
this project. The Project Manager is authorized to appro1e all procurement actions up to
K)-9---. !ny procurement actions e3ceeding this amount must be appro1ed by the Project
"ponsor.
While this project re:uires minimal or no procurement9 in the e1ent procurement is re:uired9 the
Project Manager will wor& with the project team to identify all items or ser1ices to be procured
for the successful completion of the project. The Project Manager will then ensure these
procurements are re1iewed by the Program Management Lffice 4PML5 and presented to the
contracts and purchasing groups. The contracts and purchasing groups will re1iew the
procurement actions9 determine whether it is ad1antageous to ma&e or buy the items or resource
re:uired ser1ices internally9 and begin the 1endor selection9 purchasing and the contracting
process.
In the e1ent a procurement becomes necessary9 the Project Manager will be responsible for
management any selected 1endor or e3ternal resource. The Project Manager will also measure
performance as it relates to the 1endor pro1iding necessary goods and?or ser1ices and
communicate this to the purchasing and contracts groups.
PROJECT SCOPE MANAGEMENT PLAN
It is important that the approach to managing the projects8 scope be clearly defined and
documented in detail. Bailure to clearly establish and communicate project scope can result in
delays9 unnecessary wor&9 failure to achie1e deli1erables9 cost o1erruns9 or other unintended
conse:uences. This section pro1ides a summary of the "cope Management Plan in which it
addresses the following:
Who has authority and responsibility for scope management
Eow the scope is defined 4i.e. "cope "tatement9 W%"9 W%" Dictionary9 "tatement of
Wor&9 etc.5
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Eow the scope is measured and 1erified 4i.e. .uality (hec&lists9 "cope %aseline9 Wor&
Performance Measurements9 etc.5
The scope change process 4who initiates9 who authorizes9 etc.5
Who is responsible for accepting the final project deli1erable and appro1es acceptance of
project scope
We ha1e a detailed "cope Management Plan a1ailable on our website which can be included as
an appendi3 to the Project Management Plan for larger or more comple3 projects. %e sure to
re1iew it and determine if itMs necessary for managing your project.
"cope management for the "mart6oice Project will be the sole responsibility of the Project
Manager. The scope for this project is defined by the "cope "tatement9 Wor& %rea&down
"tructure 4W%"5 and W%" Dictionary. The Project Manager9 "ponsor9 and "ta&eholders will
establish and appro1e documentation for measuring project scope which includes deli1erable
:uality chec&lists and wor& performance measurements.
Proposed scope changes may be initiated by the Project Manager9 "ta&eholders or any member
of the project team. !ll change re:uests will be submitted to the Project Manager who will then
e1aluate the re:uested scope change. Hpon acceptance of the scope change re:uest the Project
Manager will submit the scope change re:uest to the (hange (ontrol %oard and Project "ponsor
for acceptance. Hpon appro1al of scope changes by the (hange (ontrol %oard and Project
"ponsor the Project Manager will update all project documents and communicate the scope
change to all sta&eholders. %ased on feedbac& and input from the Project Manager and
"ta&eholders9 the Project "ponsor is responsible for the acceptance of the final project
deli1erables and project scope.
The Project "ponsor is responsible for formally accepting the project8s final deli1erable. This
acceptance will be based on a re1iew of all project documentation9 testing results9 beta trial
results9 and completion of all tas&s?wor& pac&ages and product functionality.
SC(ED'LE MANAGEMENT PLAN
This section pro1ides a general framewor& for the approach which will be ta&en to create the
project schedule. 2ffecti1e schedule management is necessary for ensuring tas&s are completed
on time9 resources are allocated appropriately9 and to help measure project performance. This
section should include discussion of the scheduling tool?format9 schedule milestones9 and
schedule de1elopment roles and responsibilities.
%e sure to chec& out the detailed "chedule Management Plan a1ailable on our website. The
separate "chedule Management Plan is suitable for larger projects or projects where the schedule
management is more formalized.

Project schedules for the "mart6oice Project will be created using M" Project --A starting with
the deli1erables identified in the project8s Wor& %rea&down "tructure 4W%"5. !cti1ity
definition will identify the specific wor& pac&ages which must be performed to complete each
deli1erable. !cti1ity se:uencing will be used to determine the order of wor& pac&ages and
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assign relationships between project acti1ities. !cti1ity duration estimating will be used to
calculate the number of wor& periods re:uired to complete wor& pac&ages. /esource estimating
will be used to assign resources to wor& pac&ages in order to complete schedule de1elopment.
Lnce a preliminary schedule has been de1eloped9 it will be re1iewed by the project team and any
resources tentati1ely assigned to project tas&s. The project team and resources must agree to the
proposed wor& pac&age assignments9 durations9 and schedule. Lnce this is achie1ed the project
sponsor will re1iew and appro1e the schedule and it will then be base lined.
In accordance with T"I8s organizational standard9 the following will be designated as milestones
for all project schedules:
(ompletion of scope statement and W%"?W%" Dictionary
%ase lined project schedule
!ppro1al of final project budget
Project &ic&;off
!ppro1al of roles and responsibilities
/e:uirements definition appro1al
(ompletion of data mapping?in1entory
Project implementation
!cceptance of final deli1erables
/oles and responsibilities for schedule de1elopment are as follows:
The project manager will be responsible for facilitating wor& pac&age definition9 se:uencing9 and
estimating duration and resources with the project team. The project manager will also create the
project schedule using M" Project --A and 1alidate the schedule with the project team9
sta&eholders9 and the project sponsor. The project manager will obtain schedule appro1al from
the project sponsor and baseline the schedule.
The project team is responsible for participating in wor& pac&age definition9 se:uencing9
duration9 and resource estimating. The project team will also re1iew and 1alidate the proposed
schedule and perform assigned acti1ities once the schedule is appro1ed.
The project sponsor will participate in re1iews of the proposed schedule and appro1e the final
schedule before it is base lined.
The project sta&eholders will participate in re1iews of the proposed schedule and assist in its
1alidation.
+'ALITY MANAGEMENT PLAN
This section discusses how :uality management will be used to ensure that the deli1erables for
the project meet a formally established standard of acceptance. !ll project deli1erables should
be defined in order to pro1ide a foundation and understanding of the tas&s at hand and what wor&
must be planned. .uality management is the process by which the organization not only
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completes the wor&9 but completes the wor& to an acceptable standard. Without a thorough
.uality Management Plan9 wor& may be completed in a substandard or unacceptable manner.
This section should include :uality roles and responsibilities9 :uality control9 :uality assurance9
and :uality monitoring.
Bor larger or more comple3 projects9 the .uality Management Plan may be included as an
appendi3 or separate document. ! detailed .uality Management Plan is a1ailable for use on our
website.
!ll members of the "mart6oice project team will play a role in :uality management. It is
imperati1e that the team ensures that wor& is completed at an ade:uate le1el of :uality from
indi1idual wor& pac&ages to the final project deli1erable. The following are the :uality roles and
responsibilities for the "mart6oice Project:
The Project "ponsor is responsible for appro1ing all :uality standards for the "mart6oice
Project. The Project "ponsor will re1iew all project tas&s and deli1erables to ensure compliance
with established and appro1ed :uality standards. !dditionally9 the Project "ponsor will sign off
on the final acceptance of the project deli1erable.
The Project Manager is responsible for :uality management throughout the duration of the
project. The Project Manager is responsible for implementing the .uality Management Plan
and ensuring all tas&s9 processes9 and documentation are compliant with the plan. The Project
Manager will wor& with the project8s :uality specialists to establish acceptable :uality
standards. The Project Manager is also responsible for communicating and trac&ing all :uality
standards to the project team and sta&eholders.
The .uality "pecialists are responsible for wor&ing with the Project Manager to de1elop and
implement the .uality Management Plan. .uality "pecialists will recommend tools and
methodologies for trac&ing :uality and standards to establish acceptable :uality le1els. The
.uality "pecialists will create and maintain .uality (ontrol and !ssurance $ogs throughout the
project.
The remaining member of the project team9 as well as the sta&eholders will be responsible for
assisting the Project Manager and .uality "pecialists in the establishment of acceptable :uality
standards. They will also wor& to ensure that all :uality standards are met and communicate any
concerns regarding :uality to the Project Manager.
.uality control for the "mart6oice Project will utilize tools and methodologies for ensuring that
all project deli1erables comply with appro1ed :uality standards. To meet deli1erable
re:uirements and e3pectations9 we must implement a formal process in which :uality standards
are measured and accepted. The Project Manager will ensure all :uality standards and :uality
control acti1ities are met throughout the project. The .uality "pecialists will assist the Project
Manager in 1erifying that all :uality standards are met for each deli1erable. If any changes are
proposed and appro1ed by the Project "ponsor and ((%9 the Project Manager is responsible for
communicating the changes to the project team and updating all project plans and
documentation.
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.uality assurance for the "mart6oice Project will ensure that all processes used in the
completion of the project meet acceptable :uality standards. These process standards are in
place to ma3imize project efficiency and minimize waste. Bor each process used throughout the
project9 the Project Manager will trac& and measure :uality against the appro1ed standards with
the assistance of the .uality "pecialists and ensure all :uality standards are met. If any changes
are proposed and appro1ed by the Project "ponsor and ((%9 the Project Manager is responsible
for communicating the changes to the project team and updating all project plans and
documentation.
RIS* MANAGEMENT PLAN
This section pro1ides a general description for the approach ta&en to identify and manage the
ris&s associated with the project. It should be a short paragraph or two summarizing the
approach to ris& management on this project.
"ince ris& management is a science in itself9 we ha1e many ris& management templates a1ailable
on our website. $oo& for the detailed /is& Management Plan9 /is& /egister along with
templates for performing a ris& assessment meeting.
The approach for managing ris&s for the "mart6oice Project includes a methodical process by
which the project team identifies9 scores9 and ran&s the 1arious ris&s. 21ery effort will be made
to proacti1ely identify ris&s ahead of time in order to implement a mitigation strategy from the
project8s onset. The most li&ely and highest impact ris&s were added to the project schedule to
ensure that the assigned ris& managers ta&e the necessary steps to implement the mitigation
response at the appropriate time during the schedule. /is& managers will pro1ide status updates
on their assigned ris&s in the bi;wee&ly project team meetings9 but only when the meetings
include their ris&8s planned timeframe.
Hpon the completion of the project9 during the closing process9 the project manager will analyze
each ris& as well as the ris& management process. %ased on this analysis9 the project manager
will identify any impro1ements that can be made to the ris& management process for future
projects. These impro1ements will be captured as part of the lessons learned &nowledge base.
RIS* REGISTER
The /is& /egister for this project is pro1ided in !ppendi3 (9 /is& /egister.
STA&&ING MANAGEMENT PLAN
Discuss how you plan to staff the project. This section should include discussion on matri3ed or
projectized organizational structure depending on which is being used for this project. This
section should also include how resources will be procured and managed as well as the &ey
resources needed for the project.
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The "mart6oice Project will consist of a matri3 structure with support from 1arious internal
organizations. !ll wor& will be performed internally. "taffing re:uirements for the "mart6oice
Project include the following:
Project Manager 4, position5 N responsible for all management for the "mart6oice Project. The
Project Manager is responsible for planning9 creating9 and?or managing all wor& acti1ities9
1ariances9 trac&ing9 reporting9 communication9 performance e1aluations9 staffing9 and internal
coordination with functional managers.
"enior Programmer 4, position5 N responsible for o1ersight of all coding and programming tas&s
for the "mart6oice Project as well as ensuring functionality is compliant with :uality standards.
/esponsible for wor&ing with the Project Manager to create wor& pac&ages9 manage ris&9
manage schedule9 identify re:uirements9 and create reports. The "enior Programmer will be
managed by the Project Manager who will pro1ide performance feedbac& to the functional
manager.
Programmer 4, position5 N responsible for coding and programming for the "mart6oice Project.
!ll coding and programming tas&s will be re1iewed by the "enior Programmer prior to
implementation. /esponsibilities also include assisting with ris& identification9 determining
impacts of change re:uests9 and status reporting. The Programmer will be managed by the
Project Manager and feedbac& will be pro1ided to the functional manager for performance
e1aluations by the Project Manager and "enior Programmer.
"enior .uality "pecialist 4, position5 N responsible for assisting the Project Manager in creating
:uality control and assurance standards. The "enior .uality "pecialist is also responsible for
maintaining :uality control and assurance logs throughout the project. The "enior .uality
"pecialist will be managed by the Project Manager who will also pro1ide feedbac& to the
functional manager for performance e1aluations.
.uality "pecialist 4, position5 N responsible for assisting the Project Manager and "enior .uality
"pecialist in creating and trac&ing :uality control and assurance standards. The .uality
"pecialist will ha1e primary responsibility for compiling :uality reporting and metrics for the
Project Manager to communicate. The .uality "pecialist will be managed by the Project
Manager who will pro1ide feedbac&9 along with the "enior .uality "pecialist to the functional
manager for performance e1aluations.
Technical Writer 4, position5 N responsible for compiling all project documentation and
reporting into organizational formats. /esponsible for assisting the Project Manager in
(onfiguration Management and re1ision control for all project documentation. /esponsible for
scribing duties during all project meetings and maintaining all project communication
distribution lists. The Technical Writer will be managed by the Project Manager who will also
pro1ide feedbac& to the functional manager for performance e1aluations.
Testing "pecialist 4, position5 N responsible for helping establish testing specifications for the
"mart6oice Project with the assistance of the Project Manager and Programmers. /esponsible
for ensuring all testing is complete and documented in accordance with T"I standards.
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/esponsible for ensuring all testing resources are coordinated. The Testing "pecialist will be
managed by the Project Manager who will also pro1ide feedbac& to the functional manager for
performance e1aluations.
The Project Manager will negotiate with all necessary T"I functional managers in order to
identify and assign resources for the "mart6oice Project. !ll resources must be appro1ed by the
appropriate functional manager before the resource may begin any project wor&. The project
team will not be co;located for this project and all resources will remain in their current
wor&space.

RESO'RCE CALENDAR
Include a /esource (alendar as part of your project plan. The resource calendar identifies &ey
resources needed for the project and the times?durations theyMll be needed. "ome resources may
be needed for the entire length of the project while others may only be re:uired for a portion of
the project. This information must be agreed to by the Project "ponsor and Bunctional Managers
prior to beginning the project.
The "mart6oice Project will re:uire all project team members for the entire duration of the
project although le1els of effort will 1ary as the project progresses. The Project is scheduled to
last one year with standard '- hour wor& wee&s. If a project team member is not re:uired for a
full '- hour wor& wee& at any point during the project9 their efforts outside of the "mart6oice
Project will be at the discretion of their Bunctional Manager.
Smartoice !esource Calen"ar
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COST %ASELINE
This section contains the cost baseline for the project upon which cost management will be
based. The project will use earned 1alue metrics to trac& and manage costs and the cost baseline
pro1ides the basis for the trac&ing9 reporting9 and management of costs.
The cost baseline for the "mart6oice project includes all budgeted costs for the successful
completion of the project.
Project P,a$e %-.gete. Tota Comment$
Planning K#)-9--- Includes wor& hours for all
project team members for
gathering re:uirements and
planning project
Design K)-9--- Includes wor& hours for all
project team members for
wor& on "mart6oice
conceptual design
(oding K--9--- Includes all wor& hours for
coding of "mart6oice
Testing K,A)9--- Includes all wor& hours for
testing 4including beta testing5
of "mart6oice software
Transition and (loseout K,)-9--- Includes all wor& hours for
transition to operations and
project closeout
+'ALITY %ASELINE
This section should include the :uality baseline for the project. The purpose of this baseline is to
pro1ide a basis for ensuring that :uality can be measured to determine if acceptable :uality
le1els ha1e been achie1ed. It is important for all projects to clearly define and communicate
:uality standards and the :uality baseline ser1es this purpose.
The "mart6oice Project must meet the :uality standards established in the :uality baseline. The
:uality baseline is the baseline which pro1ides the acceptable :uality le1els of the "mart6oice
Project. The software must meet or e3ceed the :uality baseline 1alues in order to achie1e
success.
Item Acce!ta/e Le0e Comment$
6oice /ecognition !t least +*I recognition le1el
with I or less errors in te3t
Hsing standard T"I 2nglish
language databases
(ompatibility Oo errors associated with
running software with
compatible applications
Hsing the PPPPPPP suite of
applications
"upporting Documentation $ess than ,I failure rate in
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beta testing new users to run
setup and e3ecute software
functionality
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SPONSOR ACCEPTANCE
!ppro1ed by the Project "ponsor:
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QProject "ponsorR
QProject "ponsor TitleR
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