Project Management SOP Template: Document Version

Project Management SOP Template
Document Version
Document Number 1.0

Revision Number 1
Effective Date
Owner
Approved By
Document Revision History
Version Date Revision Description

1.0 10/03/2016 Initial draft release
1
Info-Tech Research Group
Introduction: How to Use This Template
The template is designed to help you create a standardized collection of project management processes for your
organization. Consult Info-Tech’s Tailor Project Management Processes to Fit Your Projects blueprint for each
section in the template.
This document contains the following sections:
 Project Level Selection. Describe the criteria for classifying projects into levels by duration, budget, etc.
that will determine the amount of rigor applied for managing the projects.
 Project Level 1 Standard Operating Procedure. Simplified, “lite” procedure for the smallest project size
that will minimize project management overhead costs and effort while still addressing all facets of project
management.
 Project Levels 2 & 3 Standard Operating Procedure. Procedure for medium and large projects and
initiatives. It is subdivided into the project life cycle (initiation, planning, execution, and closing) and each
process addresses the level of detail that level 2 and level 3 projects require.
The template features a Task-at-a-Glance table for each task.
Task-at-a-Glance: How to use this table
Item Description
Describe the goals for the task
Goal (e.g. describe the scope of the project and establish what’s in and out of project
scope)
Document List the documents that contain relevant information for accomplishing this task
s (e.g. organization chart is needed for creating a staffing plan)
Inputs List the parties that should be consulted for accomplishing this task
Consulted (e.g. subject-matter experts should be consulted for creating a risk management
plan)
List tools, workbooks, and templates to be used for accomplishing this task
Tools & Templates
(e.g. Level 3 Charter Template)
Document List the documents that are created when this task is accomplished
s (e.g. Project Staffing Plan)
Outputs List the parties that should be informed about the task while in progress or when the
Informed task is accomplished
(e.g. stakeholders are informed during a project kick-off meeting)
List the party responsible for accomplishing this task
Responsible
(e.g. project manager)
List the party accountable for this task
Accountable
(e.g. PMO director, project governing body)
Following the Task-at-a-Glance table, the template contains a typical-case example of the procedure and other
pertinent information for the task.
The template also features a RACI chart for each task group (e.g. Planning Level 2/3 Projects) that summarizes
the roles and responsibilities for each task. Roles in this table should correspond to those in the Task-at-a-Glance
tables.
To use this template, simply replace the text in dark grey with information customized to your organization. When
complete, delete all introductory or example text and convert all remaining text to black prior to distribution.
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Table of Contents
1 INTRODUCTION................................................................................................................... 5
2 PROJECT LEVEL SELECTION............................................................................................6
3 LEVEL 1 PROJECT MANAGEMENT SOP...........................................................................7
3.1 CREATE A PROJECT CHARTER...........................................................................................7
3.2 MONITOR AND REPORT PROJECT STATUS..........................................................................8
3.3 CONTROL CHANGES TO THE PROJECT...............................................................................9
3.4 CONTROL PROJECT RISKS AND QUALITY OF PROJECT OUTCOME.....................................10
3.5 REVIEW THE PROJECT.....................................................................................................10
3.6 SIGN OFF AND ACCEPT FINAL DELIVERABLE....................................................................11
4 LEVEL 2 & 3 PROJECT MANAGEMENT SOP..................................................................12
4.1 INITIATE THE PROJECT.....................................................................................................12
4.1.1 Establish Project Context....................................................................................................... 12
4.1.2 Identify Key Project Stakeholders.......................................................................................... 13
4.1.3 Determine a High-Level Solution............................................................................................ 14
4.1.4 Establish Project Governance and Control.............................................................................14
4.1.5 Create a Project Charter........................................................................................................ 15
4.1.6 Hold a Project Kick-Off Meeting............................................................................................. 16
4.2 PLAN THE PROJECT.........................................................................................................18
4.2.1 Conduct Requirements Gathering.......................................................................................... 18
4.2.2 Draft a Scope Statement........................................................................................................ 19
4.2.3 Create a Work Breakdown Structure......................................................................................20
4.2.4 Create a Time Management Plan.......................................................................................... 21
4.2.5 Create a Cost Management Plan........................................................................................... 21
4.2.6 Create a Staffing Plan............................................................................................................ 22
4.2.7 Create a Stakeholder Management Plan...............................................................................22
4.2.8 Create a Communication Management Plan..........................................................................23
4.2.9 Create a Quality Management Plan.......................................................................................24
4.2.10 Create a Benefits Management Plan.....................................................................................25
4.2.11 Create a Risk Management Plan........................................................................................... 25
4.3 EXECUTE THE PROJECT...................................................................................................26
4.3.1 Acquire and Manage Project Team........................................................................................ 26
4.3.2 Hold Team Kick-Off Meeting.................................................................................................. 26
4.3.3 Manage Stakeholders............................................................................................................ 27
4.3.4 Monitor and Report Project Status......................................................................................... 28
4.3.5 Assess Project Change Requests.......................................................................................... 29
4.3.6 Control Minor Changes to the Project....................................................................................29
4.3.7 Control Major Changes to the Project....................................................................................30
4.3.8 Manage Scope Change Communication................................................................................31
4.3.9 Control Quality of Project Outcome........................................................................................ 31
4.3.10 Control Project Risk............................................................................................................... 32
4.4 CLOSE THE PROJECT......................................................................................................34
4.4.1 Ensure Business Acceptance................................................................................................. 34
4.4.2 Transition Project to Support.................................................................................................. 35
4.4.3 Conduct a Project Post-Mortem............................................................................................. 35
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4.4.4 Hand Over Project to PMO..................................................................................................... 36
4.4.5 Obtain Final Sign-Off.............................................................................................................. 36
5 APPENDIX.......................................................................................................................... 37
5.1 PROJECT MANAGEMENT ARTIFACT TEMPLATES................................................................37
5.2 REFERENCES..................................................................................................................37
List of Tables
Table 1. Terms and Definitions................................................................................................................................. 5
Table 2. Project Level Selection Criteria................................................................................................................... 6
Table 3. RACI Chart for Managing a Level 1 Project................................................................................................ 7
Table 4. Components of a Level 1 Project Charter................................................................................................... 8
Table 5. RACI Chart for Initiating a Level 2 or a Level 3 Project............................................................................12
Table 6. Components of a Project Charter by Project Level...................................................................................16
Table 7. RACI Chart for Planning a Level 2 or a Level 3 Project............................................................................18
Table 8. RACI Chart for Executing a Level 2 or a Level 3 Project..........................................................................26
Table 9. RACI Chart for Closing a Level 2 or a Level 3 Project..............................................................................34
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1 Introduction
This Project Management SOP documents [Organization name]’s project management processes and should be
used as guidance for the initiation, planning, execution, and monitoring of all organization projects.
The processes documented herein are maintained by the Project Management Office. If you have any questions,
comments or feedback, contact [Contact name] at pmo.info@projectco.com.
Table 1. Terms and Definitions
Terms Definitions
PMO Project management office
RACI Responsible – Accountable – Consulted – Informed
SME Subject-matter expert
SOP Standard operating procedure
WBS Work breakdown structure
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2 Project Level Selection
Projects are assessed a level based on a set of criteria, listed below, to determine the appropriate rigor of project
governance and management:
Table 2. Project Level Selection Criteria
Criterion Level 1 Level 2 Level 3

Time (in hours) 40-100 100-500 500+
Budget ($ in thousands) 0-100 100-500 500+
Coordination and collaboration between Limited Minimum 2 Minimum 4
resources and departments departments departments
Risk Low Medium High
Size of project team (# of FTE) 1-3 3-10 10+
The Project Level Assessment Tool is a 24-question assessment that determines the risk and complexity of a
project and then assigns it a level of 1, 2, or 3.
Projects are assigned a level based on a combination of three elements:
 Level thresholds for each risk category that determine how a project is scored for a specific category (e.g.
scope, time, cost, quality). These are set once for all projects.
 Importance weightings for each risk category, for a specific project, that determine how much a score for
one category impacts the overall project level.
 Responses to the 24 questions.
Each question is associated with one or more project risk categories, and the answer you choose will impact the
project's score for those categories. The category thresholds are set manually in the “Level Thresholds” tab. The
actual project level is determined by the importance rating for all categories.
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3 Level 1 Project Management SOP
Level 1 projects are characterized by:
 Low project risk.
 Well-defined, narrow scope.
 Short timeline and relatively small budget.
 Fewer stakeholders.
The Level 1 Project Management SOP is a minimal set of project management processes for small, low-risk
projects to deliver the maximum value for the effort expended in project management. The roles and
responsibilities of stakeholders are elucidated in the following RACI chart. When customizing this chart for your
organization, keep in mind that there can only be one “Accountable” entry per row to clarify who is accountable for
each task. A task may have multiple R, C, or I entries. Keep multiplicity of roles to a minimum.
Table 3. RACI Chart for Managing a Level 1 Project
Roles
Project Manager
Project Sponsor
Project Team
Stakeholders
SMEs
PMO
Tasks
3.1 Create a Project Charter R C C/A C/I C C
3.2 Monitor and Report Project Status R C I/A I I
3.3 Control Changes to the Project R C A C C C
Control Project Risks and Quality of Project
3.4 R C A C I
Outcome
3.5 Review the Project R C C I/A C
3.6 Sign Off and Accept Final Deliverable R C A I C I
Legend: R – Responsible; A – Accountable; C – Consulted; I – Informed
3.1 Create a Project Charter

Task-at-a-Glance: Create a Project Charter
 Define, and formalize the existence of, the project.

Goal
 Obtain sign-off from the project sponsor to set the project in motion.
Document
Project Intake Form
Inputs s
Consulted Project team, project sponsor, PMO, SMEs, stakeholders
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Tools & Templates Level 1 Project Charter Template
Document
Level 1 Project Charter
Outputs s
Informed
Responsible Project manager
Accountable Project sponsor
The Level 1 Project Charter has the following sections:
Table 4. Components of a Level 1 Project Charter
Section Component Description

Goals Prioritized list of the goals the project is expected to achieve.
Purpose List of benefits to be realized by the delivered product or service that
Benefits
meets the scope of the project.
Brief description of the product or service’s features, and the
Feature requirement
dependency for each feature.
The deliverables section should include both product and service
outputs. This includes all documentation that is produced through
Deliverables and
project work. Each deliverable should have a corresponding
acceptance criteria
acceptance criteria and a designated stakeholder responsible for final
Scope sign-off of the deliverable.
List all the constraints affecting this project, with the corresponding
Constraints and
assumption. Provide a brief assessment of the impact of this
assumptions
assumption changing.
List any scope items that are not included in the scope of the project.
Exclusions and other
All miscellaneous but notable items regarding the scope of the project
notes
should also be listed.
Roles and Describe who is doing what for the project. Include a listing of each
responsibilities person involved and what role each will play.
Logistics Provide the start and end dates for the project, the project duration in
Schedule and budget person-hours, and the budget. These parameters must be
accompanied by the level of tolerance for deviation (e.g. ±20%)
Fill out the template and send to the project sponsor for review and obtain sign-off. Submit the signed-off Project
Charter to the PMO.
3.2 Monitor and Report Project Status

Task-at-a-Glance: Monitor and Report Project Status
Goal Report the project status to key stakeholders.
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Document
Project Charter
Inputs s
Consulted Project team
Tools & Templates Level 1 Project Status Report Template
Document
Project Status Report
Outputs s
Informed Project sponsor, PMO, stakeholders
At the start of the project, and for each subsequent reporting period as set in the Project Portfolio Management
SOP, the project manager will consult with the project team to prepare a status report.
1. Indicate the current state of the project as green (no significant issues), yellow (issues to address), or red
(requires intervention).
2. Fill out the quantitative metrics of the project: project status (started, in progress, or closing), dates (start
and end) and the budget (allocated and spent to date).
3. If there are issues to address, list them in the space below.
Send the progress report to the project sponsor, PMO, and stakeholders.
3.3 Control Changes to the Project

Task-at-a-Glance: Control Changes to the Project
 Approve or reject request for changes in the project scope.

Goal  Provide a mechanism for escalating the project level.
 Document changes to the project.
Document
Written request for change, Project Charter
Inputs s
Consulted Project team, PMO, SMEs, stakeholders
Tools & Templates (optional) Project Intake Form Template
Document
(optional) Completed Project Intake Form, revised Project Charter
Outputs s
Informed n/a
All requests for change to the project should be submitted to the project manager in writing or by email.
1. For minor changes (does not change the scope, anticipated impact on schedule and budget within
tolerance):
a) The project manager will decide whether the change will positively affect the project outcome.
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b) If the change will indeed positively affect the project outcome, implement the change and include
it in the next status report to inform relevant parties.
2. For major changes (changes the scope, anticipated impact on schedule and budget past tolerance):
a) The project manager will discuss the change with the project sponsor and, if necessary, key
stakeholders.
b) Based on the discussion, the project manager will produce a revised draft Project Charter with
the new project baseline (scope, schedule, and budget).
c) The project sponsor will approve the change and authorize changes to the project baseline by
signing off on the revised Project Charter.
d) The project manager, in consultation with the project team and the project sponsor, will determine
whether the changed project should be escalated to level 2. If so, complete the Project Intake
Form and submit it to PMO for review. Proceed to close the project.
e) If the changed project does not need to be escalated to level 2, implement the change and
include it in the next status report to inform relevant parties.
3.4 Control Project Risks and Quality of Project Outcome

Task-at-a-Glance: Control Project Risks and Quality of Project Outcome
Goal Ensure that project will produce deliverables that meet the acceptance criteria.
Document
Project Charter
Inputs s
Consulted Project team, PMO
Tools & Templates n/a
Document
n/a
Outputs s
Informed Stakeholders
Before each status reporting as set in the Project Portfolio Management SOP, the project manager will consult the
“Project Deliverables and Acceptance Criteria” section of the Project Charter and ensure with the project team
that the deliverables being produced are on track to be accepted.
While no formal risk management practice is required in level 1 projects, the project manager should be cognizant
of project risks and take proactive steps to manage them. The project manager will consult the “Constraints and
Assumptions” section of the Project Charter and monitor whether they continue to hold true. Should issues
manifest themselves, the project manager and the project team will respond appropriately, issuing project change
requests if necessary.
Report any issues to relevant parties if difficulty in producing acceptable deliverables is anticipated with the status
report.
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3.5 Review the Project
Task-at-a-Glance: Review the Project
Goal Document lessons learned and evaluate the management of the project.
Document
Project Charter, Status Report
Inputs s
Consulted Project team, project sponsor, SMEs
Document
Lessons Learned Document
Outputs s
Informed PMO
Accountable PMO
This step is undertaken for all level 1 project closures, regardless of whether the project has been completed
successfully, has failed, or is being escalated to a level 2 project.
Before closing the project, the project manager will book a 30-minute meeting with the project team to discuss the
project itself. The attendance of the project sponsor and the SMEs are optional.
Meeting agenda:
1. 10 minutes: Successes and challenges during the execution of the project.
2. 10 minutes: Successes and challenges surrounding the management of the project.
3. 10 minutes: Start / Stop / Continue – whiteboarding exercise on what should we start doing, what should
we stop doing, and what should we continue doing?
The project manager will compile the notes from the meeting and send to the PMO to be deposited as a lesson
learned report.
3.6 Sign Off and Accept Final Deliverable

Task-at-a-Glance: Sign Off and Accept Final Deliverable
 Bring the project to a close.

Goal
 Realize goals of the project.
Artifacts Project Charter
Inputs
Consulted Project team, SMEs
Tools & Templates Level 1 Project Closure Checklist Template
Artifacts Completed Project Closure Checklist Form
Outputs
Informed PMO, stakeholders
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This step is undertaken for all level 1 project closures, regardless of whether the project has been completed
successfully, has failed, or is being escalated to a level 2 project.
Fill out the form and send to the project sponsor and the PMO for review. Obtain their sign-offs. Circulate the final,
signed-off form to the project team, PMO, and stakeholders to report the closure of the project.
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4 Level 2 & 3 Project Management SOP
Level 2 and 3 projects are characterized by:
 Medium and high project risk.
 Broad, overreaching scope.
 Long timeline and large budget.
 Many stakeholders.
The Level 2 & 3 Project Management SOP is a complete set of project management processes for large projects
and initiatives. Sections in this SOP correspond to the project life cycle: initiation, planning, execution, and
closing.
4.1 Initiate the Project

The roles and responsibilities of stakeholders for initiating a level 2 or 3 project are elucidated in the following
RACI chart. When customizing this chart for your organization, keep in mind that there can only be one
“Accountable” entry per row to clarify who is accountable for each task. A task may have multiple R, C, or I
entries. Keep multiplicity of roles to a minimum.
Table 5. RACI Chart for Initiating a Level 2 or a Level 3 Project
Roles
Other Stakeholders
Business Leaders
Key Stakeholders
Business Analyst
Project Manager
Project Sponsor
Business SMEs
Project Team
SMEs
PMO
Tasks
4.1.1 Establish Project Context R A C C C
4.1.2 Identify Key Project Stakeholders R R A C C C C
4.1.3 Determine a High-Level Solution R A C C C
Establish Project Governance and
4.1.4 C C A R C C C
Control
4.1.5 Create a Project Charter R I C A I C C C
4.1.6 Hold a Project Kick-Off Meeting R C C A C I I I C I
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4.1.1 Establish Project Context
Task-at-a-Glance: Establish Project Context
 Understand what’s happening in the project environment.

Goal
 Verify that the project is still viable.
Document
Project Intake Form, Business Case Document, Strategic Plan
Inputs s
Consulted PMO, SMEs, business leaders
Document
Project Context Document (1 page)
Outputs s
Informed n/a
1. Identify appropriate subject-matter experts and business leaders to consult to establish project context.
2. Compile a list of project inputs from the following sources:
a) Project Intake Form: business case, schedule, budget, dependencies, risk, allocated resources,
constraints
b) Business Case Document: business need, cost-benefit analysis, benefit, budget
c) Strategic Plan: business goals, strategic initiatives, timeline, context
d) Project sponsor: relevant business goals, strategic initiatives, benefit, schedule, budget, context
3. Consult the PMO and appropriate subject-matter experts and business leaders to collect project context.
a) PMO: status of all ongoing projects, available resources, input, constraints, dependencies
b) Subject-matter experts: input, context, dependencies, constraints
c) Business leaders: context, dependency
4. Save the list as a project context document to be used for the next steps of the initiation phase.
When consulting subject-matter experts and business leaders, make a more efficient use of their contact time by
inquiring about a list of stakeholders (see Section 4.1.2) and a high-level solution (see Section 4.1.3) as well.
4.1.2 Identify Key Project Stakeholders
Task-at-a-Glance: Identify Key Project Stakeholders
 Understand the project’s stakeholder landscape.

Goal  Identify key project stakeholders.
 Secure the commitment of business subject-matter experts.
Document
Project Context Document
Inputs s
Consulted Project sponsor, SMEs, business SMEs, business leaders
Tools & Templates Project Stakeholder and Impact Assessment Tool
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Document
Stakeholder Register
Outputs s
Informed n/a
Responsible Project manager, business analyst
Accountable PMO
Identify project stakeholders, key stakeholders, and user-group representatives.

1. Compile an initial list of stakeholders and rate their influence, involvement, and level of support in a scale
of 1 (lowest) to 10 (highest).
a) For user groups, identify an individual to act as their representative.
2. Identify appropriate subject-matter experts and business leaders to consult to verify the project.
3. Consult the project sponsor and subject-matter experts, business leaders, and any other appropriate
parties to verify the list of stakeholders, as well as their influence, involvement, and level of support.
4. Secure business SMEs’ commitment and availability while consulting with them.
5. Document stakeholder information in the Project Stakeholder and Impact Assessment Workbook, and
note the list of key stakeholders output by the workbook. Continually update the information throughout
the project.
4.1.3 Determine a High-Level Solution
Task-at-a-Glance: Determine a High-Level Solution
 Form an initial idea of what the project might look like.

Goal  Provide a basis of discussion for the project sponsor, project team, and
stakeholders.
Document
Project Context Document, Project Intake Form, Business Case Document
Inputs s
Consulted Project sponsor, SMEs, key project stakeholders
Document
High-Level Solution (1 page)
Outputs s
Informed n/a
Accountable PMO
1. With the PMO director, assess if the project requires an initial high-level solution.
2. Ask the project sponsor about the high-level solution.
3. Get feedback from other key project stakeholders.
4. Outline project activities in one-page plan that includes:
a) Phases and high-level tasks
b) Project management approach
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4.1.4 Establish Project Governance and Control
Task-at-a-Glance: Establish Project Governance and Control
Goal Install proper governance with appropriate authority for the project.
Document
Project Level Definition, Organizational Chart
s
Inputs
Project manager, business analyst, business SMEs, business leaders, key project
Consulted
stakeholders
Document
Project Governance Brief
Outputs s
Informed n/a
Responsible PMO
1. [Describe the governing bodies to be involved for level 2 and level 3 projects.]
2. [Describe the control points required for level 2 and level 3 projects.]
3. Verify that the governing bodies have sufficient authority to enable the execution of the project.
4. Determine governing bodies’ roles and responsibilities.
5. Document the governance structure in the project governance brief.
4.1.5 Create a Project Charter
Task-at-a-Glance: Create a Project Charter
 Define, and formalize the existence of, the project.

Goal
 Obtain sign-off from the project sponsor to set the project in motion.
Document Project Intake Form, Business Case Document, Strategic Plan, Project Context
Inputs s Document, Stakeholder Register, High-Level Solution, Project Governance Brief
Consulted Business analyst, SMEs, business SMEs, key project stakeholders
Tools & Templates Level 2 Project Charter Template, Level 3 Project Charter Template
Document
Project Charter
Outputs s
Informed Project team, PMO
1. Review the inputs for the project charter.

2. Using the project charter template, populate the project charter:
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Table 6. Components of a Project Charter by Project Level
Component Input Level 2 Level 3

Background and overview Project Intake Form
Project Context Document Yes Yes
Project purpose Strategic Plan
Business case Business Case Document No Yes
Project Intake Form
High-level scope High-Level Solution Yes Yes
Project Context Document
Key stakeholders Stakeholder Register Yes Yes
Project Intake Form
Project timeline Yes Yes
High-Level Solution
Project Intake Form
Project budget Yes Yes
Business Case Document
Critical success factors Yes Yes
Key stakeholders
High-level risk assessment SMEs Yes Yes
Business SMEs
Project Intake Form
Project organization Partial: see template Yes
Project Governance Brief
Project roles and Project Intake Form
Yes Yes
responsibilities Project Governance Brief
Project management Project Governance Brief
Partial: see template Yes
approach PMO
Project closure Project Governance Brief Yes Yes
3. Obtain the sign-off from the project sponsor and the governing body.
[Describe the approval process for the charter, e.g. sponsor, governing committee.]
4.1.6 Hold a Project Kick-Off Meeting
Task-at-a-Glance: Hold a Project Kick-Off Meeting
 Ensure that all project stakeholders understand the project goals and constraints.
Goal
 Introduce the project team, project sponsor, and stakeholders.
Document
Project Charter, Stakeholder Register
Inputs s
Consulted Business analyst, project team, project sponsor, key project stakeholders
Tools & Templates Kick-Off Meeting Agenda Template
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Document
Meeting Agenda, Meeting Minutes
Outputs s
Informed SMEs, business SMEs, business leaders, other stakeholders
Accountable PMO
Pre-kick-off meeting:
1. Compile a list of meeting invitees for the pre-kickoff meeting.
2. Clarify who will present, take notes, and host the meeting (for virtual meetings/teleconferences).
3. Using the Kick-Off Meeting Agenda Template, create an agenda.
4. Send meeting invites with the agenda, with a minimum notice of three business days.
5. Hold the meeting.
6. Distribute the minutes to all invitees within two business days of the meeting.
Main kick-off meeting:

1. Compile a list of meeting invitees for the kick-off meeting from the stakeholder register.
2. Clarify who will present, take notes, and host the meeting (for virtual meetings/teleconferences).
3. Using the Kick-Off Meeting Agenda Template and the minutes from the pre-kickoff meeting, create an
agenda.
4. Send meeting invites with the agenda, with a minimum notice of three business days.
5. Hold the meeting.
6. Distribute the minutes to all invitees within two business days of the meeting.
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4.2 Plan the Project
The roles and responsibilities of stakeholders for planning a level 2 or level 3 project are elucidated in the
following RACI chart. When customizing this chart for your organization, keep in mind that there can only be one
Table 7. RACI Chart for Planning a Level 2 or a Level 3 Project
Roles
Other Stakeholders
Key Stakeholders
Business Analyst
Project Manager
Governing Body
Project Sponsor
Business SMEs
Project Team
SMEs
PMO
Tasks
4.2.1 Conduct Requirements Gathering R R C/A I C C C C
4.2.2 Draft a Scope Statement R I R C/A I C I
4.2.3 Create a Work Breakdown Structure R C I A C
4.2.4 Create a Time Management Plan R I C C C A C
4.2.5 Create a Cost Management Plan R I R C C A C
4.2.6 Create a Staffing Plan R I I A C
4.2.7 Create a Stakeholder Management Plan R I C A C C C
Create a Communication Management
4.2.8 R I C A C C C
Plan
4.2.9 Create a Quality Management Plan R C C I A C C
4.2.10 Create a Benefits Management Plan R I R A C C C
4.2.11 Create a Risk Management Plan R C C I A C C
4.2.1 Conduct Requirements Gathering
Task-at-a-Glance: Conduct Requirements Gathering
Goal Elicit, analyze, and validate requirements.

Document Project Charter, Stakeholder Register, Project Context Document, High-Level
Inputs s Solution
Consulted Project sponsor, SMEs, business SMEs, key stakeholders, other stakeholders
Tools & Templates Requirements Gathering SOP, Business Requirements Document
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Document
Requirements Document
Outputs s
Informed PMO
Conduct the requirements gathering for the project in accordance with the Requirements Gathering SOP.
If there is not such a SOP in place, follow the simplified elicit-analyze-validate cycle for requirements gathering:
1. Elicit requirements.
a) Decide on the elicitation methods and prepare, e.g. brainstorming requires ground rules or focus
groups require invitations, specific focus areas, and meeting rooms.
b) Conduct and document the elicitation.
c) Review the documentation with the stakeholder and confirm the understanding of each
requirement.
2. Analyze requirements.
a) Validate requirements against the following criteria: completeness, correctness, clarity,
verifiability, necessity, feasibility, consistency, traceability, and modularity.
b) Classify requirements into business, stakeholder/use case, functional, or technical categories.
c) Consolidate similar requirements and eliminate redundancies.
d) Prioritize requirements into must haves, should haves, could haves, and won’t haves.
i. Usable criteria for prioritization include regulatory compliance, policy compliance,
business value significance, business risk, likelihood of success, implementation
complexity, strategy alignment, urgency, and dependencies.
3. Validate requirements.
a) Compile the Business Requirements Document.
b) Present the Business Requirements Document to business stakeholders.
The requirements document will then feed into drafting a scope statement.
4.2.2 Draft a Scope Statement
Task-at-a-Glance: Draft a Scope Statement
 Define the project deliverables and their acceptance criteria.

Goal  Define what’s included and what’s excluded in project work, and the constraints
and assumptions under which the project is being undertaken.
Document
Project Charter, Requirements Document
Inputs s
Consulted Project sponsor, SMEs
Tools & Templates Scope Statement Template
Document
Scope Statement
Outputs s
Informed Project team, PMO, key stakeholders
20
1. Based on the requirements, draw a scope diagram that describes all the features of the product or
service, and how they connect to each other.
2. Based on the scope diagram, write down features of the product or service, as well as dependencies with
other interfaces.
3. Write down exclusions to guard against scope creep.
4. Describe project deliverables and high-level acceptance criteria.
5. Validate the scope by asking these questions:
a) Will this scope provide a common understanding for all stakeholders, including those outside of
IT, of what the project will accomplish and what it excludes?
b) Should any detail be added to prevent scope creep later?
6. Consider the constraints and assumptions, and identify the impact of each assumption or constraint
changing.
7. Document results using the Scope Statement Template to produce a Scope Statement.
4.2.3 Create a Work Breakdown Structure
Task-at-a-Glance: Create a Work Breakdown Structure
 Form the project scope baseline.

Goal
 Create a basis for schedule and cost management.
Document
Scope Statement
Inputs s
Document
Work Breakdown Structure, WBS Dictionary
Outputs s
Informed Project sponsor
Accountable PMO
1. Break down work required for creating a deliverable into tasks that meet the following criteria:
a) Timeline: no more than two weeks
b) Budget: no more than $10,000
c) Scope: no more than a single, definable component of a deliverable
2. Elaborate the following aspects of each WBS task in the WBS Dictionary:
a) Description of work
b) Responsible party
c) Assumptions and constraints
21
3. Validate the WBS with the project team, SMEs, and the PMO. Together with the Scope Statement, the
WBS and the WBS Dictionary form the project scope baseline. Send the project scope baseline package
to the project sponsor.
4. Review the WBS every month to ensure the correctness and validity of the work breakdown.
4.2.4 Create a Time Management Plan
Task-at-a-Glance: Create a Time Management Plan
Goal Provide guidance and direction on how the project schedule will be managed.
Document
Project Charter, WBS, WBS Dictionary
Inputs s
Consulted Business analyst, project sponsor, PMO, key stakeholders
Document
Time Management Plan, Schedule Baseline
Outputs s
Informed Project team
Accountable Governing body
1. Identify the tasks involved in each piece of work and phase.

2. Estimate time and resources required to complete activities; place these activities in sequence.
a) Person assigned to do the task.
b) Date that the task is due.
c) Estimate scope and timing required for the task.
3. Add a buffer for resources (typically 10-15%).
4. Identify milestones (when a combination of tasks is completed or it could be associated with deliverables).
5. Determine the output of the project schedule.
6. Validate the project schedule and resourcing with consulted parties specified above.
7. Present the scheduling plan as below and obtain sign-off from the [project sponsor or governing body].
This forms the project schedule baseline.
a) Review the project purpose and outcomes.
b) Present proposed project schedule.
c) Present details around workload, resourcing, and scheduling.
d) Present details of next steps.
4.2.5 Create a Cost Management Plan
Task-at-a-Glance: Create a Cost Management Plan
Goal Provide guidance and direction on how the project budget will be managed.
Inputs Document Project Charter, WBS, WBS Dictionary, Time Management Plan
s
22
Consulted Project sponsor, PMO, key stakeholders
Document
Cost Management Plan, Cost Baseline
Outputs s
Accountable Governing body
1. [Customize with the budget planning process in your organization. Concerns to address in the cost
management plan include budget governance structure, distribution of budgetary authority, required level
of precision and accuracy, control thresholds, and cost reporting format.]
2. Estimate the costs using top-down or bottom-up approaches as appropriate. Include the pessimistic,
optimal, and optimistic estimates.
3. For each project level, prescribe required sections and levels of detail for the cost management plan
document.
4. Codify standardized processes, e.g. project cost measurement and response plan for cost variance in
level 2 projects
5. Obtain an approval from the governing body. This forms the project cost baseline.
4.2.6 Create a Staffing Plan
Task-at-a-Glance: Create a Staffing Plan
Goal Establish the plan for acquiring the best team and resources for the project.
Document Project Charter, organizational chart/company roster with skills distribution, WBS,
Inputs s WBS Dictionary
Consulted SMEs
Tools & Templates Project Staffing Plan
Document
Project Staffing Plan
Outputs s
Informed Project team, project sponsor
1. Identify skills requirements. What skills, competencies, and experience do we need?

2. Compile an inventory of skills available in the organization. What skills, competencies, and experience do
we have?
3. Identify any skills gaps. What skills are we currently missing?
4. Identify time requirements. When do we need the resources?
5. Identify time availability. When are the resources available to work?
6. Identify any timing gaps. Resources are not available when required.
7. Create acquisition plan. How will we acquire the resources?
23
4.2.7 Create a Stakeholder Management Plan
Task-at-a-Glance: Create a Stakeholder Management Plan
Provide a clear, actionable plan to interact with project stakeholders to support the
Goal
project’s interests.
Document Project Charter, stakeholder register, organizational chart/company roster,
Inputs s organizational communication and documentation policies
Consulted Business analyst, PMO, SMEs, business SMEs
Document Project Impact Assessment, Change Impact Rating, Impact and Communications
Outputs s Plan
1. Revisit the stakeholder power map and revise as necessary.

2. Carry out an impact assessment using the Project Stakeholder and Impact Assessment Tool.
a) Complete a 13-question survey on project impact at a high level.
b) For each impact, fill in the fields in the “Impact Analysis” worksheet to elaborate how the impact
will affect each stakeholder or stakeholder group.
c) Rate the frequency of each impact, the actions necessitated by each impact, and the anticipated
response of each stakeholder group.
3. Note the overall impact rating of the project. Projects in the red should have maximum change
governance; consult the PMO’s organizational change management process.
4. Using the “Impact and Communication Planning” worksheet, create a high-level game plan for managing
each impact for all affected stakeholders.
4.2.8 Create a Communication Management Plan
Task-at-a-Glance: Create a Communication Management Plan
 Identify and document the approach to communicate most effectively and

efficiently with stakeholders.
Goal
 Plan for creating, distributing, and depositing information about the project in a
secure manner.
Document Project Charter, Project Impact Assessment, organizational chart/company roster,
Inputs s organizational communication and documentation policies
Consulted Business analyst, PMO, SMEs, business SMEs
Communications Management Plan Template, Customer/Sponsor Project Status
Tools & Templates
Meeting Template, Level 2 or 3 Project Status Report Template
Outputs Document Communication Management Plan
s
24
Use the Communications Management Plan Template to create a communication management plan appropriate
for the project level.
1. Plan project status updates.
a) For the project sponsor, use the Customer/Sponsor Project Status Meeting Template as a
starting point to create a status update template for them.
b) For stakeholders, determine the audience and frequency, and the line items to include on the
project status update.
c) Determine the method of communication: by email, in-person meetings, virtual meetings, etc.
2. Plan project meetings.
a) Each regularly scheduled meeting should be documented in this section. Examples include
project status meeting, monthly review, quality review, risk review, and portfolio meetings.
b) For each meeting, note the invitees, purpose of the meeting, frequency, owner, agenda, and
location. For virtual meetings, instructions for hosting and joining should be part of the plan for
easy reference.
3. Document the constraints in communication.
a) Confidentiality and security should be given consideration for projects dealing with sensitive data.
b) Clearly state where project documents will be deposited, e.g. SharePoint. Refer to the company’s
policies on electronic content management.
4. Document the escalation process.
a) How will disputes or issues be solved?
5. Document the resourcing for communication.
a) For projects with large stakeholder groups, Public Relations and Legal should be recruited as part
of the communication management.
4.2.9 Create a Quality Management Plan
Task-at-a-Glance: Create a Quality Management Plan
Provide guidance and direction on how quality will be managed and validated
Goal
throughout the project.
Document Project Charter, Scope Baseline, Schedule Baseline, Cost Baseline, Project Impact
Inputs s Assessment, Project Staffing Plan
Consulted Project team, business analyst, SMEs, key stakeholders
Tools & Templates Quality Management Workbook
Document
Quality Management Plan
Outputs s
25
Accountable PMO
Use the Quality Management Workbook to create a quality management plan appropriate for the project level.
For each project deliverable:
1. Identify quality metrics. (What are you going to measure?)
2. Identify quality measurement methods. (How are you going to measure?)
3. Identify quality control points. (When are you going to measure?)
4.2.10 Create a Benefits Management Plan
Task-at-a-Glance: Create a Benefits Management Plan
Goal Document project benefits and create a plan for realizing them.
Document Business Case, Project Charter, Scope Baseline, Project Impact Assessment, Quality
Inputs s Management Plan
Consulted PMO, business SMEs, key stakeholders
Tools & Templates Benefits Management Plan Template
Document
Benefits Management Plan
Outputs s
Responsible Project manager and business analyst
Use the Benefits Management Plan Template to create a benefits management plan.
1. Identify and document quantitative and qualitative benefits that the project is expected to deliver.
2. Create a benefits realization plan to ensure the actual deliverance of benefits happens.
3. Create a benefits measurement and tracking plan.
4. Create a benefits reporting plan.
4.2.11 Create a Risk Management Plan
Task-at-a-Glance: Create a Risk Management Plan
Ensure that the degree, type, and visibility of risk management are commensurate
Goal
with both the risks and the importance of the project to the organization.
Project Charter, Scope Baseline, Schedule Baseline, Cost Baseline, Project Impact
Document
Assessment, Quality Management Plan, Benefits Realization Plan, Project Staffing
Inputs s
Plan
Consulted Project team, business analyst, SMEs, key stakeholders
Tools & Templates Risk Management Workbook
Outputs Document Risk Management Plan
s
26
Accountable PMO
Use the Risk Management Workbook to create a risk management plan appropriate for the project level.
1. Identify project risks.
2. Evaluate risks by prioritizing from most to least critical, based on probability and impact of the risk
occurring.
3. Develop a response plan and assign a potential owner for each risk.
4. Communicate and get buy-in for the risk management plan.
4.3 Execute the Project

The roles and responsibilities of stakeholders for executing a Level 2 or Level 3 project are elucidated in the
Table 8. RACI Chart for Executing a Level 2 or a Level 3 project
Roles
Other Stakeholders
Key Stakeholders
Business Analyst
Project Manager
Governing Body
Project Sponsor
Business SMEs
Project Team
SMEs
PMO
Tasks
4.3.1 Hold Team Kick-Off Meeting R I I A
4.3.2 Acquire and Manage Project Team R A
4.3.3 Manage Stakeholders R A C
Error:
Refer
ence
Error: Reference source not found R C A I I I I
sourc
e not
found
4.3.5 Assess Project Change Requests R C R A C
4.3.6 Control Minor Changes to the Project R I C A C C I
4.3.7 Control Major Changes to the Project R I C A C C C C C I
4.3.8 Manage Scope Change Communication R I C A C I I I I I
4.3.9 Control Quality of Project Outcome R C C I A C I
4.3.10 Control Project Risk R C C I A C I
27
4.3.1 Hold Team Kick-Off Meeting
Task-at-a-Glance: Hold Team Kick-Off Meeting
Goal Inform team of their expectations and foster team culture.

Document
Staffing Plan, Communication Management Plan
Inputs s
Consulted n/a
Document
Team Kick-Off Meeting Minutes
Outputs s
Informed Project team, project sponsor
Accountable PMO
1. Gather the project planning and project execution team members.

2. Clearly establish project objectives and success factors, and delegate responsibility based on work
expertise and workload.
3. Inform team members of the importance and influence of different stakeholders, as well as the
appropriate method to manage stakeholders based on their matrix designation.
4. Create communication protocol on how information is transmitted. The protocol should include who is
responsible for maintaining and monitoring stakeholder communication, and the frequency and format of
the communication plan.
4.3.2 Acquire and Manage Project Team
Task-at-a-Glance: Acquire and Manage Project Team
Goal Manage team through communication and by resolving internal issues.

Document
Project Staffing Plan, WBS, Project Schedule Baseline
Inputs s
Consulted n/a
Tools & Templates Project Team Meeting Agenda Template
Document
Project Team Meeting Agenda and Minutes
Outputs s
Informed n/a
28
Accountable PMO
1. Refer to the staffing plan created during the planning phase.

2. Obtain team buy-in for what the project is about.
3. Hold regular and frequent status meetings with the project team. In addition to managing project tasks,
use these meetings to resolve project or team issues and address any resource changes.
4. Establish clear tasks and activities for each project team member so they know what needs to be
accomplished. Also, tell them how progress will be measured so they know the project tasks are done as
needed.
5. Create a platform for accessing resources. For example, establish files on SharePoint and let the team
know where the documents are. Get this administrative setup completed at the beginning
4.3.3 Manage Stakeholders
Task-at-a-Glance: Manage Stakeholders
Goal Keep stakeholders informed and engaged, and maintain a positive impression.
Document Project Stakeholder and Impact Assessment Tool, Communications Management
Inputs s Plan
Consulted PMO
Document
n/a
Outputs s
Informed n/a
1. Building trust and rapport with stakeholders is the main goal of stakeholder engagement.
2. Stakeholder and impact assessment are to be revisited monthly. Significant updates should be reported
during regular status meetings.
3. Should requests for changes in project scope arise from stakeholders, follow the prescribed procedure for
project change requests.
4. Maintain a journal or CRM entry for documenting each stakeholder engagement.
4.3.4 Monitor and Report Project Status
Task-at-a-Glance: Error: Reference source not found
Goal Report the project status to key stakeholders.

Document Project Baselines, Communications Management Plan, Quality Management Plan,
Inputs s Risk Management Plan
29
Tools & Templates Level 2 or 3 Project Status Report Template
Document
Status Report
Outputs s
Informed PMO, governing body, key stakeholders, other stakeholders
1. At the start of the project, project status meetings should be booked in the Exchange calendar and invites
sent out.
2. Generate a status report and carry out status update meetings for stakeholders, the project team, and the
project sponsor as planned in the management plan.
3. The project manager shall informally engage the project sponsor and key stakeholders periodically to
build rapport and trust while providing an avenue for them to candidly provide feedback on the project.
4. Project managers should follow up on any change requests or stakeholder feedback by:
a) Documenting them in the meeting minutes and the Issues Log.
b) Communicating the status of the change requests within two business days to keep the
stakeholder in the loop.
4.3.5 Assess Project Change Requests
Task-at-a-Glance: Assess Project Change Requests
Goal Assess scope change requests based on the change’s value and impact.
Document
Written request for change, appropriate project management plan documents
Inputs s
Document
n/a
Outputs s
Informed n/a
Accountable PMO
.
1. Define and validate the requested change. As with requirements, evaluate the completeness,
correctness, clarity, verifiability, necessity, feasibility, consistency, traceability, and modularity of the
change.
2. Determine:
a) The impact on project outcome and deliverables.
b) The impact on project plan and timeline.
3. Ask the following questions:
a) Is the change within the original project baseline?
30
b) Can the change be accommodated within the current schedule/cost baseline?
c) Can the change be linked to an existing business requirement?
4. If you can answer “yes” to all of the above questions, classify the change as a minor change and follow
the procedure in section 4.3.6. If you can’t answer “yes” to all the questions, follow the procedure in
section 4.3.7.
4.3.6 Control Minor Changes to the Project
Task-at-a-Glance: Control Minor Changes to the Project
Goal Implement minor project changes to improve and enhance the project outcome.
Document
Inputs s
Consulted Business analyst, PMO, SMEs
Document
Entries in Issues Log
Outputs s
Informed Project team, key stakeholders
1. Identify dependencies. Do other project activities depend on the immediate implementation of this
change? If yes – implement, if no – defer and bundle.
2. Verify that the impact on project baselines (scope, schedule, and cost) can accommodate for the change
being considered (i.e. contingency).
3. Approve the change and document it in the decision-making log. Ensure any change in scope, no matter
how small, is reported, documented, and accompanied by approval of change by the project manager.
4. Periodically review minor scope changes to confirm that the project scope is maintained.
4.3.7 Control Major Changes to the Project
Task-at-a-Glance: Control Major Changes to the Project
Implement major project changes to improve and enhance the project outcome, and
Goal
recruit additional resources if necessary.
Document
Inputs s
Consulted Business analyst, PMO, SMEs, business SMEs, governing body, key stakeholders
Tools & Templates Detailed Project Change Request Form Template
Document
Formal Project Change Request
Outputs s
Informed Project team, other stakeholders
31
1. Significant changes should be brought to the project sponsor’s attention in the form of an in-depth
assessment.
a) Assess both the technical and business impact of the change.
b) Assess the value and materiality of the change.
c) Ensure the assessment is carried out by the appropriate personnel and the assessment period
does not exceed one day.
2. Present results of the assessment to next level of project governance and obtain decisions.
a) Major change requests should be approved by the project sponsors and stakeholders, not the
project manager.
b) Present the result of the assessment and create several options.
c) The operating committee should review and make decision for changes that are within 10-20% of
the budget.
d) Greater changes need to be escalated to the steering committee to get the approved funds.
3. Obtain final approval and funding for major scope changes
a) Major changes that will have significant impact on budget should be approved by the steering
committee.
b) Present high-level situation and succinct business changes.
c) Specify what resources are required to complete the changes.
4.3.8 Manage Scope Change Communication
Task-at-a-Glance: Manage Scope Change Communication
Thoroughly communicate important changes to the project to the project team and to
Goal
relevant stakeholders.
Document
Approved Project Change Request, Issues Log, Communications Management Plan
Inputs s
Consulted Business analyst, PMO
Document
Project status updates, meeting minutes
s
Outputs
Project team, SMEs, business SMEs, governing body, key stakeholders, other
Informed
stakeholders
Scope changes need to be communicated to both the project team and relevant stakeholders.
1. Document all changes in the decision-making log.
2. Communicate with project team members.
32
3. Ensure scope changes are communicated to relevant stakeholders through project status updates and
are understood by stakeholders.
4. Periodically review and update the decision log to document change impact.
4.3.9 Control Quality of Project Outcome
Task-at-a-Glance: Control Quality of Project Outcome
Continuously monitor, verify, and improve project quality to ensure deliverable

Goal
acceptance.
Document
Quality management plan, project baseline
Inputs s
Consulted Project team, business analyst, SMEs
Tools & Templates Quality Management Workbook
Document
Quality Management Tracking/Reporting Worksheet
Outputs s
Informed Project sponsor, key stakeholders
Accountable PMO
1. Use the quality management plan to continuously monitor, verify, and improve project quality.
a) Use the Quality Management Workbook to ensure strong requirements are established and
understood by the project team.
b) Repetitively monitor, improve, and test project processes to ensure high-quality outcomes.
c) Use common measures of quality to test project outcomes.
2. Resolve quality issues.
a) Establish clear, strong quality requirements at the beginning of the project and ensure they are
understood by the project team.
b) Repetitively monitor, test, and improve project process to ensure high-quality outcomes.
c) Use common measures such as reliability, functionality, and completeness to evaluate project
outcome quality.
3. Track, report, and communicate on quality.
a) Build in check points along the project process to identify defects promptly.
b) Attempt to identify the root cause of the problem and prevent future reoccurrence through lessons
learned.
c) Clearly assign ownership of quality and create a workforce culture that seeks quality improvement.
4. Obtain quality sign-off on deliverables.
a) Project deliverables must satisfy scope and requirements before sign-off.
b) Assess acceptance criteria to test functionality and features required in the scope statement.
c) Identify functionality gaps or issues. Create remediation plan for future re-evaluation.
d) Document sign-off owner, signature, and date.
33
4.3.10 Control Project Risk
Task-at-a-Glance: Control Project Risk
Goal Monitor and resolve foreseeable and unforeseeable project risks.

Document
Risk management plan, project baseline
Inputs s
Consulted Project team, business analyst, SMEs
Tools & Templates Risk Management Workbook
Document
Risk Management Tracking Worksheet
Outputs s
Informed Project sponsor, key stakeholders
Accountable PMO
Use the risk management plan to monitor and resolve foreseeable and unforeseeable project risks.
1. Steps to monitor risks:
a) Document risks and estimate the frequency and impact of risks.
b) Use a risk matrix to prioritize risks with high impact and frequency.
c) Create a contingency plan to address risks that will significantly hinder the project process or
outcome.
2. Steps to control risks:
a) Determine the ownership of the risk and track, report, and communicate risk response plan.
b) Quantify risk and evaluate risk trade-off when risk materialized.
c) Determine the appropriate action for risk based on impact. Risk resolution should be avoided,
mitigated, transferred, or accepted.
d) Document the risk occurrence, impact, and resolution in the risk log.
3. Steps to manage risk communication:
a) Communicate risk early and frequently with project team; provide updates on risk occurrence,
impacts, and resolution.
b) Create a workplace culture that discusses and values the importance of creating risk solutions.
c) Consult with stakeholders and obtain their input on identifying and evaluating potential risk. Inform
them of major risk control implementation.
4. Periodically use a risk response scorecard to evaluate success of the risk management plan.
a) How well did you predict risk events?
b) Was mitigation executed and tracked?
34
4.4 Close the Project
The roles and responsibilities of stakeholders for closing a Level 2 or Level 3 project are elucidated in the
Table 9. RACI Chart for Closing a Level 2 or a Level 3 Project
Roles
Other Stakeholders
Key Stakeholders
Business Analyst
Project Manager
Governing Body
Project Sponsor
Business SMEs
Project Team
SMEs
PMO
Tasks
4.4.1 Ensure Business Acceptance R C R A I C C

4.4.2 Transition Project to Support R C A I I I
4.4.3 Conduct a Project Post-Mortem R C C C I/A C C C
4.4.4 Hand Over Project to PMO R C I A
Error: C
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ence
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sourc
e not
found
4.4.1 Ensure Business Acceptance
Task-at-a-Glance: Ensure Business Acceptance
Goal Confirm that users accept the outcome of the projects.

Document Project Charter, Requirements Document, Scope Statement, Quality Management
Inputs s Workbook
Consulted Project team, SMEs, business SMEs
Tools & Templates Deliverable Acceptance Form Template
Document
Completed Deliverable Acceptance Form
Outputs s
Informed PMO
35
At this point, the project manager needs to ensure project outcome and deliverables are accepted by both the
sponsor (business) and users. A comparison of acceptance expectations and evidence of acceptance is used to
identify any gaps in business and user acceptance.
4.4.2 Transition Project to Support
Task-at-a-Glance: Transition Project to Support
Goal Transfer relevant knowledge on the project outcome to support staff.

Document
Requirements Document, Deliverable Acceptance Form
Inputs s
Tools & Templates Handover to Operations Template
Document
Handover Document
Outputs s
Informed PMO, key stakeholders, other stakeholders
The transition of project to Support includes both knowledge transfer and execution transfer.
1. Provide training and mentoring to ensure technical knowledge is passed on.
2. Transfer leadership roles by appointing the right people.
3. Transfer workforce by strategically assigning workers with the right technical and interpersonal skills.
4. Create support and a system to transfer work process. For example, using an online platform to store
knowledge assets is a great way for Support to access project information.
4.4.3 Conduct a Project Post-Mortem
Task-at-a-Glance: Conduct a Project Post-Mortem
Goal Document lessons learned and evaluate the management of the project.
Document Scope Statement, Project Scope Baseline, Project Schedule Baseline, Project Cost
s Baseline, other project management documents and artifacts
Inputs
Project team, business analyst, project sponsor, SMEs, business SMEs, key
Consulted
stakeholders
Tools & Templates Post-Mortem Review Template
Document
Lessons Learned Report
Outputs s
Informed PMO
36
Accountable PMO
The post-implementation review assesses long-term project success and benefits, and determines what steps
should be taken to improve current results. Assess the project periodically and take subsequent actions to
address issues that were discovered in the review.
4.4.4 Hand Over Project to PMO
Task-at-a-Glance: Hand Over Project to PMO
Goal Prepare the PMO to assume post-project responsibilities.

Document Quality Management Workbook, Benefits Tracking, Lessons Learned Report,
Inputs s Completed Acceptance Forms
Tools & Templates Handover to Operations Template
Document
Handover Document
Outputs s
Accountable PMO
At this point, the leadership and ownership of the project should be transferred to the project management office.
The project manager provides project documents, as well as guidance and a point of contact for the PMO so
future benefits can be tracked, measured, and improved.
The PMO’s responsibility is to ensure the project delivers the value it set out in the business case. Identify
exceptions in outcome, determine the cause, and take remedial actions. Continuously update benefit target and
use communication and other strategic tools to address gaps as soon as they are identified.
4.4.5 Obtain Final Sign-Off
Task-at-a-Glance: Error: Reference source not found
Goal Close the project.

Document
Inputs s
Consulted Business analyst, PMO, governing body
Tools & Templates Final Sign-Off and Acceptance Form Template
Document
Completed Final Sign-Off and Acceptance Form
Outputs s
Informed Project team, key stakeholders, other stakeholders
37
1. Complete the Final Sign-Off and Acceptance Form. Outline all remaining issues and closing activities.
2. Archive all project deliverables, documents, and information in accordance with PMO’s archiving policy.
3. Hold a project closeout meeting to thank the project team, project sponsor, and stakeholders.
38
5 Appendix
5.1 Project management artifact templates

The PMO is responsible for keeping the project management artifact templates available and up to date. Visit the
PMO SharePoint site ([insert hyperlink here]) to download the templates.
5.2 References
PMI. A Guide to Project Management Body of Knowledge (PMBOK Guide). Fifth ed. Newtown Square: Project
Management Institute, 2013.
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Table 1. Terms and Definitions

Criterion Level 1 Level 2 Level 3

Table 3. RACI Chart for Managing a Level 1 Project

Legend: R – Responsible; A – Accountable; C – Consulted; I – Informed

3.1 Create a Project Charter

 Define, and formalize the existence of, the project.

The Level 1 Project Charter has the following sections:

Table 4. Components of a Level 1 Project Charter

Section Component Description

3.2 Monitor and Report Project Status

Goal Report the project status to key stakeholders.

3.3 Control Changes to the Project

 Approve or reject request for changes in the project scope.

3.4 Control Project Risks and Quality of Project Outcome

3.6 Sign Off and Accept Final Deliverable

 Bring the project to a close.

4.1 Initiate the Project

Table 5. RACI Chart for Initiating a Level 2 or a Level 3 Project

Legend: R – Responsible; A – Accountable; C – Consulted; I – Informed

Task-at-a-Glance: Establish Project Context

 Understand what’s happening in the project environment.

4.1.2 Identify Key Project Stakeholders

Task-at-a-Glance: Identify Key Project Stakeholders

 Understand the project’s stakeholder landscape.

Identify project stakeholders, key stakeholders, and user-group representatives.

4.1.3 Determine a High-Level Solution

Task-at-a-Glance: Determine a High-Level Solution

 Form an initial idea of what the project might look like.

Task-at-a-Glance: Establish Project Governance and Control

4.1.5 Create a Project Charter

Task-at-a-Glance: Create a Project Charter

 Define, and formalize the existence of, the project.

1. Review the inputs for the project charter.

Component Input Level 2 Level 3

4.1.6 Hold a Project Kick-Off Meeting

Task-at-a-Glance: Hold a Project Kick-Off Meeting

Main kick-off meeting:

Table 7. RACI Chart for Planning a Level 2 or a Level 3 Project

4.2.1 Conduct Requirements Gathering

Task-at-a-Glance: Conduct Requirements Gathering

Goal Elicit, analyze, and validate requirements.

4.2.2 Draft a Scope Statement

Task-at-a-Glance: Draft a Scope Statement

 Define the project deliverables and their acceptance criteria.

4.2.3 Create a Work Breakdown Structure

Task-at-a-Glance: Create a Work Breakdown Structure

 Form the project scope baseline.

4.2.4 Create a Time Management Plan

Task-at-a-Glance: Create a Time Management Plan

1. Identify the tasks involved in each piece of work and phase.

4.2.5 Create a Cost Management Plan

Task-at-a-Glance: Create a Cost Management Plan

4.2.6 Create a Staffing Plan

Task-at-a-Glance: Create a Staffing Plan

1. Identify skills requirements. What skills, competencies, and experience do we need?

Task-at-a-Glance: Create a Stakeholder Management Plan

1. Revisit the stakeholder power map and revise as necessary.

4.2.8 Create a Communication Management Plan

Task-at-a-Glance: Create a Communication Management Plan