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Table of Contents
Page No.

Defining Project Responsibilities

3

Staeholder !nalysis
"

#ilestone $hart
%

#ilestone Report
&

'ariation (orm
)

Ris *og
+

,usiness $ase (orm

-

Project Definition (orm or P.D

/0

Project Reporting (orm

/1

2ighlight Report
/3

$hange $ontrol (orm

/"

$hange $ontrol *og

/%

!ctual ' Planned

/&

Project management chec sheet

/)
Defining Project Responsibilities
PERSONNEL
TASKS/ACTIITIES
Preparation of high le3el project plan
.dentification of dependencies and documenting them
Sta!e"ol#er Anal$sis
The purpose of staeholder analysis is to inform the project manager and sponsor 4ho should contribute
to the project5 4here barriers might be5 and the actions that need to be taen prior to detailed project
planning.
Sta!e"ol#er
T"eir interest or
%"at t"e project nee#s
Percei&e# attit'#es
Actions to ta!e
re('ire)ent fro) t"e
fro) t"e)
an#/or ris!s
project
*ilestone C"art
#ain milestones6phases sho4n on higher chart5 and sub7milestones for each phase on charts belo4
TI*E +in s'itable 'nits ,#a$s- .ee!s- )ont"s- etc./
*ILESTONES
Responsibilit$
*ilestone Report
Project8
Date of #ilestone meeting6discussion8
Deli&erables #'e
D'e
R/A/01
Action to ta!e to bring #eli&erable or tas! bac! on sc"e#'le
#ate
9 R : Red flags [off plan 7 describe in detail8 ;uality5 cost5 time]
A : !mber [is almost off schedule or 4ill definitely be off schedule <=T>8 you may need to agree the precise definition before use] 0 : ?reen flags [to plan or
better 7 sho4 sa3ings
ariation 2or)
Acti&it$
Description
Date to
Re&ise#
Reason for #ela$.
Effect on project
na)e /No.
be
est.
3/C/T4 E5plain
#eli&ere#
3/C/T
Signed8 Project Sponsor
Project #anager
Date
Ris! Anal$sis
Score as follows, for Likelihood and Impact: 2igh : 35 #edium : 15 *o4 : /
Nat're of
Li!eli"oo#
I)pact
Li!eli"oo#
Actions re('ire# an# ."o .ill
Ris! or
6ig"/
6ig"/
5 I)pact
ta!e responsibilit$ to )anage t"e
*e#i')/
*e#i')/
+Score/
7ncertaint$
Lo.
Lo.
ris!
8'siness Case 2or)
Please complete the form belo4 and submit it to your project sponsor.
,acground to the project @P*>!S> A>>P ,R.>(B
?eneral aims@sB
.nitial Riss
>Cpected =utcomes
,enefits of running 4ith this project
.nitial estimates of cost and time
D8 Time8
=utcome of the business case
Decision from @C CB
Date
Project Definition 2or) +or PID/
Project Title8
Put here a 3ery brief
Sponsor9
.nsert actual sponsor name
title
State belo. t"e lin! .it" t"e corporate agen#a : t"e act'al .or#ing please.
Put here the actual 4ords in the corporate agenda E sho4ing the lin 4ith this project
Project 8ac!gro'n#9 The bacground to the project. >nough information to inform the reader.
Project 8enefits9 !n outline of 4hat the benefits are to the organisation5 indi3iduals or staeholders in deli3ering the
project
Project Objecti&es9
The specific objecti3es for the project. <=T>8 the objecti3es can be one
line or more detailed teCt.
Project Deli&erables9 Fhat you 4ill be deli3ering at the end of the project. <=T>8 these are the 4hat you 4ill ha3e
at the end of the project5 e.g. a report5 a building5 impro3ed ser3ice le3els etc.
T"is project .ill incl'#e9
T"is project .ill not incl'#e9
This section defines the boundaries of the
Planning details should not be included at this stage.
project.
S'ccess Criteria9
2o4 you 4ill measure the success of the project. <=T>8 the success
criteria must be measurable.
Constraints9 >Camples here can be specific @a sill 4hich the project team must ha3eB resources5 or a legal deadline
E <=T>8 only include time and money if you can ;uantify them.
Ke$ Ass')ptions9 The assumptions you are maing in putting this document together.
Project *anager9 Fho fulfils this role and 4hat they do.
Project Sponsor9 Fho fulfils this role and 4hat they do.
/0
Project
Fho fulfils these roles
Project Tea)
8oar#/Steering
and 4hat they do.
*e)bers9
0ro'p *e)bers9
<=T>8 may not be
appropriate for
all projects
8'#get
Reso'rce Costs9
Ot"er Costs9
Total costs ;attac" a brea!#o.n of t"e o&erall b'#get<
G '!T9E Some projects may ha3e important '!T issues. 2a3e you spoen to accountancy to discuss theseH
Start Date9
Co)pletion Date9
Signat're of Project
Date9
*anager9
Appro&al fro) Sponsor9
Date9
I (or your organisation5 you 4ill need to liaise 4ith your (inance people in order to de3elop financialIinformation
that 4ill inform project deli3ery. The data on this form in relation to finance needs to be fine tuned to your
organisational and project management needsProject Reporting 2or)
Project Title9
<umber8
Project Sponsor8
Project #anager8
Progress Report
Report <o.
RA0 Stat's19
RED / A*8ER / 0REEN
6ea#lines
Tas!s- *ilestones- O'tco)es #eli&ere# t"is perio#
$ompletion dates
Tass5 #ilestones5 =utcomes
$omments
Plan
!ctual
*ajor Ris!s an# Iss'es .nclude an assessment of the impact and any actions taen
Reco))en#ations an# Re('ests for Decisions or S'pport
Tas!s- *ilestones- O'tco)es sc"e#'le# for ne5t
$ompletion dates
perio#
Tass5 #ilestones5 =utcomes
$omments
Plan
(orecast
9 R>D
"Major concern - escalate to the next level" Slippage greater than /0J of
remaining time or budget5 or ;uality se3erely
compromised. $orrecti3e !ction not in place5 or not effecti3e. Knliely to deli3er on time to budget or ;uality
re;uirements
!#,>R
"Minor concern bein activel! manaed" Slippage less than /0J of remaining time or budget5 or ;uality impact is
minor. Remedial plan in place.
?R>><
"#ormal level of attention" <o material slippage. <o additional attention needed
6ig"lig"t/Progress Report
Project Na)e9
PR=L>$T <!#>
Reporting Perio#9
Project *anager9
Project Sponsor9
Prepare# b$9
Date Prepare#9
RA0 Stat's
R
Project P"ase9
0
Project Description9
Project En# Date9
dd6mm6yyyy
Ke$ Deli&erables Co)plete# t"is perio#
Ke$ Deli&erables O'tstan#ing t"is perio#
Ke$ Deli&erables for ne5t reporting perio#
Deli&er$
Deli&er$
Date
Date
Ris! *anage)ent
Iss'e *anage)ent
C"ange *anage)ent
Log No
Ris!
Action/Stat's
Log No
Iss'e
Action/Stat's
Re( No
Details
Appro&e#
2inancial State)ent
Capital
Re&en'e
E5ternal
So'rce
8'#get
Act'al
Re)aining
2orecast
So'rce
8'#get
Act'al
Re)aining
2orecast
So'rce
8'#get
Act'al
Re)aining
2orecast
0
0
0
/3
Project Agenc$ Tele9 =>= ?@@A BBAA
Project )anage)ent te)plates fro) Project Agenc$ : please alter to s'it $o'r nee#s
C"ange Control S"eet
Project Title
Project N')ber
Project *anager
$2!<?> R>MK>ST
=riginator
Date of re;uest
$hange re;uest no.
Phone8
allocated b! $hane $ontroller
.tems to be changed
Reference@sB
Description of change @reasons for change5 benefits5 date re;uiredB
>stimated cost5 and time to implement @;uotation attachedH
Nes
<o B
Priority 6 $onstraints @impact on other deli3erables5 implications of not proceeding5 rissB
$2!<?> >'!*K!T.=<
Fhat is affected
For re;uired @resources5 costs5 datesB
Related change re;uests
<ame of e3aluator
Date e3aluated
Signature
$2!<?> !PPR='!*
!ccepted Rejected Deferred
<ame
Signed
Date
$omments
$2!<?> .#P*>#><T!T.=<
!sset
.mplementer
Date completed
Signature
C"ange Control Log
Project Title
Project N')ber
Project *anager
/"
Project )anage)ent te)plates fro) Project Agenc$ : please alter to s'it $o'r nee#s
$hange
Description of change
Date
Date
Date
Date
number
recei3ed
e3aluated
appro3ed
completed
Act'al Planne#
Acti&it$
Planne#
Act'al
Difference
Planne#
Act'al
Difference
Ti)e
Ti)e
Cost
Cost
Project )anage)ent te)plates fro) Project Agenc$ : please alter to s'it $o'r nee#s
Project *anage)ent , C"ec! S"eet
%mend this $heck Sheet to s&it !o&r project
A9 SET 7P , INITIATION
N
<
$=##><TS
%
2a3e you identified the critical path for
N
<
$=##><TS
the projectH
/
De3eloped the business caseH
&
2a3e you de3eloped a communications
plan and included its component parts
1
.s a full options appraisal necessaryH
into the ?antt chartsH
3
.s the project in line 4ith the strategic
)
!re you continuing to carry out ris
planH
analysis throughout the projectH
"
2as the project recei3ed sign off by
+
!re ;uality standards highH 2o4 do you
sponsor or project boardH
no4H
89 SET 7P , DE2INITION
D9 DELIERC
/
2as a P.D or project definition form
/
2a3e you identified the appropriate type
been completedH
of control E loose 3ersus tightH
1
!re roles eCplicit and documentedH
1
Project reporting E are you clear 4ho
3
!re le3els of authority clearH
reports 4hat and to 4hom and ho4H
"
2a3e you carried out a staeholder
3
Do you ha3e a clear procedure for
analysis and planned accordinglyH
managing changeH
%
2a3e you assessed riss and put a plan
"
2a3e you de3eloped a planned 3ersus
into action to monitor themH
actual scheduleH 2o4 up to date is itH
&
!re you clear 4hat is dri3ing the project
%
Tolerance E ha3e you an agreed
Muality5 $ost or Time @/ onlyB
tolerance figureH
)
2a3e clear project re3ie4 procedures
&
'ariations E are these ;uicly flaggedH
been establishedH
+
2as planning started for a start up
E9 CLOSEDO%N AND REIE%
4orshop @or series of 4orshopsBH
-
Team selection 7 ha3e you got the
/
Post project re3ie4 has been plannedH
correct miC of sills and professional
1
*earning identifiedH
eCperienceH
3
.s the project still deli3ering the benefits
C9 DELIERC PLANNIN0
intendedH
"
.s there a case for abandoning the
project E off schedule or deli3ered a
/
2a3e you broen the project do4n into
significant part of itH
its component parts E 4or breado4n
%
>nd of project re3ie4 reports are
1
2o4 accurate are your estimatesH .f a
produced and circulatedH
lo4 percentage then recalculate.
2a3e you de3eloped a milestone chart or produced a ?antt chartH
2a3e you de3eloped an o3erall project budgetH 2a3e you sought ad3ice from financial eCperts