free management EbooksPROJECT MANAGEMENT PLAN CHECKLIST Your project management plan is a comprehensive document that defines each area connected to your project. The final document will contain all the required plans you need to manage, monitor and implement your project. Your plan must also describe the deliverables and benefits it brings to the organization The introduction to your plan provides a high-level framework and summary of the project objective. The detailed information is contained within the documents remaining sections, which are commonly referred to as: Project Management Approach Project Scope Timeframe & Milestone Management Cost Management Plan Quality Management Human Resources Management Change Management Plan Communications Management Plan Risk Management Plan Procurement Management Plan PROJECT MANAGEMENT APPROACH Itis important that you outline the overall management approach you will adopt for this project in this section. It performs a similar role to that of an ‘Executive Summary’. For each member of the project team you will describe what role they will perform and their level of authority. In the instance where only one person can make a decision, such as, increasing the funding, then this needs to be stated in this section Details of which divisions, departments or organizations are providing the required resources for the project are summarized here. You will also need to include an overview of the constraints or limitations of your stated resources. PROJECT SCOPE MANAGEMENT Many project mangers use the project charter scope statement as a basis for this section, which must define, communicate and gain agreement on the exact details of the project. This process helps to avoid confusion arising between the project members and stakeholders that cause delays, increased costs, re-works or any other unintended consequences. There are five key aspects to this section. The first three are part of the planning group processes and the remaining two are part of the monitoring and controlling group processes. These are: Collect requirements — this is where you define your customers or end users needs and © www free-management-ebooks.com 2013. All Rights Reservedexpectations. You will use the high-level requirements outlined in the project charter as a basis and then incorporate the interest of your project's stakeholders. These will be listed in the stakeholder register. There are several techniques, such as, interviews, facilitated workshops, questionnaires, surveys, prototypes etc. that you can use to collate your project requirements Define scope — details the activities that must be completed to ensure the project deliverables are achieved. You must define exactly what is excluded from your scope so that stakeholder expectations are set appropriately. This section needs to define the exclusions, constraints and assumptions made for the project. You must list all the management reports and documents you will produce during the project. You also need to define what your project's ‘acceptance criteria’ will be so that everyone involved knows what constitutes a completed project. Create WBS (Work Breakdown Structure) — shows how you will break down your project deliverables into manageable chunks of work, this is known as decomposition. You continue to breakdown each deliverable until you reach the work package level. At this level you can assign estimated costs, as well as define and manage the activity duration. ‘You must be careful not to breakdown deliverables to the point were the project becomes inefficient. Your WBS must include all project work and can be represented in a variety of ways, the most common are as an outline or an organization chart. From your WBS you will also produce your: ‘+ WBS dictionary — provides a definition of the work packages. * Scope baseline — an approved version of the detailed scope statement. Verify scope - this section formally establishes your stakeholders’ agreement and acceptance of your completed project deliverables. Scope verification also provides details of how change requests will be proposed, validated and accepted or rejected. Control scope — here you define how changes to your project scope and the scope baseline will be managed. This is a natural part of any project and a strict control process is essential. In addition to this plan you will also use the work performance information and your requirements document to administer and manage this control TIMEFRAME & MILESTONE MANAGEMENT. This is the section where you define the feasible delivery dates for each aspect of the project and its completion date. It also includes milestones that need to achieved throughout the project and phase end dates once any known constraints have been accounted for. Controlling this area will be critical to the success of your project in a timely and cost effective manner. There are six processes in this section these are: Define Activities — from the WBS you define each step involved in performing a particular activity or activities required to complete a work package. This creates you activity list, which details which team member is responsible for the activity, dependencies with other activities and initial cost estimates. ‘Sequence Activities — using the activity list you can now define the relationships between the different activities and decide the most efficient order they must be performed in. The end result is displayed in a network diagram. Estimate Activity Resources — now you have defined each activity you must estimate what type of resources and what quantities each one needs. It is important to identi © www.free-management-ebooks.com 2013. All Rights Reservedright skills you need for your project here and to refine them in the develop schedule process. A resources calendar presents the duration and quantity of the resources your project requires. Estimate Activity Duration - using the output from estimating activity resources you can now ‘define’ how long each activity will take depending on the number of resources you have available. The most popular techniques used for estimating are: * Analogous estimating. * Parametric estimating «Three point estimate These duration estimates will change as the project progresses. Develop Schedule — now you have all the information you require to develop your schedule. Using a scheduling tool and method you will create your ‘Critical Path’ (CPM) or ‘Critical Chain’ (CCM) that will require several version before you match the schedule to the agreed milestones and completion date. This process enables you to observe the impact of altering resources and compressing certain activities. Control Schedule — enables you to maintain your projects baseline so that it always reflects the current situation. This is also where you establish how you will assess, agree and implement necessary changes. Accepted changes will result in the project schedule and records being updated and communicated throughout the team. The schedule management plan is the result of these processes and defines how your project will be time managed and what techniques and tools will be used. The management of time in a project is based upon activities not on the WBS elements. Cost MANAGEMENT This section outlines the agreed budget for your project and is split into three key areas: Estimating costs - this is where you define at the outset of the project what you expect the costs to be. You will specify who is responsible for managing project costs, as well as the person or individuals who are responsible for authorizing changes to either the project or budget. Your organization may have set guidelines for how accurate your estimates must be. The input to your estimates will come from four documents - the scope statement, the project schedule, the HR plan and the risk register. Budgeting costs — this describes how you will manage the estimated costs against the baseline. The formats and standards that will measure, monitor, report and control are defined in this section. Controlling costs — outlines the procedures you have put in place to monitor costs and how change requests along with their financial implications will be incorporated into the cost baseline. The latter is then compared to the work performance information which details activities or work packages have been completed and those still being worked on. ‘Acommon technique used in this area is Earned Value Management (EVM) where your forecast of expenditure is compared to the projects actual costs. (Return on investment is not a concern of the project team or plan.) © wwwfree-management-ebooks.com 2013. All Rights ReservedQUALITY MANAGEMENT The focus of this section is to ensure that the project and its deliverables achieve the quality objectives and standards set. This section includes quality roles and responsibilities, as well as defines the contents of three processes: Plan Quality — collates all the required quality standards and then outlines how the project team will meet and demonstrate its compliance to the quality baseline. This results in the Quality Management Plan which assigns a quality metric for each deliverable, that is the test criteria it must pass to be signed off as acceptable. Perform Quality Assurance - this process defines the quality control measures of the project and audits that these are being adhered to. Any changes identified in the process need to be reflected in a revised Quality Management Plan. Perform Quality Control — is the actual execution of the quality control activities. These have been designed to measure how well they have been followed and where applicable recommend changes. When a project fails to meet its quality requirements there are serious repercussions on the delivery and acceptance of the project. Human Resources (HR) MANAGEMENT This section defines the people that make up the project team, both in terms of skills and knowledge. The composition of the whole project team will change over the length of the project as resources alter to match the project phase. But itis important to have core of individuals that are committed throughout the project and have the correct level of management, planning, organizing, monitoring and communications skills. This section consists of four processes: Develop HR Plan - is where you define the type of skills and knowledge you require for your project team members and represent this in a project organization chart. The project activities will provide you with a list of the necessary skills and level of responsibility you need for each phase or work package of the project. It will also identify if there are any training requirements and create a timetables of when, who and how long an individual will be released to the project time Acquire Project Team — identifies the manner in which you will acquire the necessary individuals for the project in a timely fashion. Where specialist resources are required the project manager will negotiate the release of such individuals with their functional managers or liaise with agencies to provide people to interview in advance. Develop Project Team- this is the process where the project manger builds a competent team, one that is based on trust, open and honest communications. The project manager must create an environment that encourages a collaborative way to solve problems and make decisions. Conflicts and differences of opinion will occur throughout the project and it is essential that the project manager handles these instances in a constructive and objective manner. Manage Project Team— is the final aspect of this section and describes the techniques that will be used to manage the project team. These techniques will consist of a variety of activities from observation and good interpersonal skills to performance appraisals and conflict management. © www free-management-ebooks.com 2013. All Rights Reserved(CHANGE MANAGEMENT In many organization's this is a separate section and is where you will detail and define how changes to your project are identified, assessed and a decision is made as to whether they are accepted or rejected. In some instance the organization has its own ‘Change Control Board’ or ‘CCB’ that manages this aspect of a project and judges the likely impact of each proposed change. This section also describes whom within the organization, or project team, has the authority to approve changes, which individuals can submit changes, how proposed changes are recorded and monitored. COMMUNICATIONS MANAGEMENT The effectiveness of your communications is a significant aspect of any project and if handled poorly will hamper its success. Good communications enable the project manager to develop good working relationships with all parties of the project by defining the level and frequency of exchanging project information. There are five processes in this area. Identify Stakeholders — these are the individuals, departments or organizations that have an active interest and are involved in the project. You need to conduct a stakeholder analysis, which lists each stakeholder along with their role, expectations, level of interest and influence. Then you need to classify their potential impact on the project and how you would expect them to react in certain situations. Once this exercise has been completed you are then able to assess what communications best meet each stakeholder. Plan Communications - details the communications the project manger will have with each stakeholder and within the project team. This needs to include the format (email, meme, etc), level of detail, urgency and content for each communication along with a defined frequency. Within any project there is a continual need to keep everyone involved updated, so different individuals will be responsible for certain types of communication. Distribute Information — this describes how you will actually distribute information appropriately to interested parties during the project. This can take many forms, e.g. email, phone, text, web conferences, intranet, presentations, reports etc. Manage Stakeholder Expectations — having a clear understanding of your stakeholders expectations will enable the project manager to communicate with each in a way that addresses their concerns and interests when wanting to resolve issues. There are certain documents that any alterations to the project need to be recorded in to ensure your stakeholders are up-to-date. These are the stakeholder register, issue log and if appropriate the stakeholder management strategy. Report Performance — this section defines the style of reporting to be used, often this is a simple traffic light system to report the status of different activities or work packages. Stakeholders are usually most interested in how actual events compare to the forecast and the Eamed Value method (EVM) is a popular way to do this. © www.free-management-ebooks.com 2013. All Rights ReservedRisk MANAGEMENT This section needs to summarize the approach the project management team has adopted for identifying, assessing and managing risks associated with your project. There are six processes in this area’ Plan Risk Management - this involves the project management team looking at the key project areas and judging what degree of risk they contain. They consider risks to the project by categories defined in a Risk Breakdown Structure (RBS) and then assess the probability and likely impact of each risk. This section would also define how risk activities are to be documented. Identify Risks — It is the responsibility of the project management team to identify, analyze the impact of risks to the project. These are then documented in the Risk Register, which describes the risk, its likely impact on the project if it happens. A risk can be defined as something that has an effect on the project objectives, if it has no effect on the latter its is not a risk Perform Qualitative & Quantitative Risk Analysis — this aspect looks at the likely probability and impact a potential risk could have on the project and is often displayed using a matrix format. A longer more complicated and costly analysis of risk is trying to assess the quantitative element where an actual percentage is applied to probability and a monetary value is assigned to the impact. Plan Risk Responses — once the project risks have been identified and analyzed the project management team need to decide on the most appropriate strategy to adopt in advance. This falls into four ways to respond to such threats — avoid, mitigate, transfer and accept. Monitor & Control Risks — this details the practical ways in which the project manager will monitor risks and implement risk responses as required. As the project progresses the risk register and planned responses will be updated, as some risks become irrelevant and new ones occur. PROCUREMENT MANAGEMENT This section of the plan identifies the products, services and resources that need to be acquired or purchased from outside of the project team. These items must be procured in a time frame, the budget and other constraints. There are four processes in this area: Plan Procurements - this process details and records the expected purchase decisions. It also identifies the type of contract the purchase would be and potential suppliers. Conduct Procurements — outlines how quotes will be evaluated, selected and desired contractual terms. Administer Procurements — this area details how the procurements for the project will be managed. It also defines how suppliers’ performance and service will be monitored and adjustments made if appropriate. This ensures that strict control on expenditure is maintain and kept within budget. Close Procurements — this formally explains how each procurement will be closed or finalized. © www.free-management-ebooks.com 2013. All Rights ReservedTee agement books @a si fim wT - 1118} = nanamant Plar Vianagement Pian J(CHANGE MANAGEMENT PLAN TEMPLATE This template allows a project manager to control, manage and monitor change requests that occur throughout the life of a project. This plan defines who has the authority to approve the change requests and sets up a process of how a person can make a change request. It defines the information and justification that is required for each change. tts intent is to ensure that only ‘considered’ changes are present to the CCB (Change Control Board) or team responsible for changes as defined in the project plan. A project Change Management Plan will be developed in the planning phase of and names the individuals that are responsible and involved in the whole process of recording, managing, assessing and monitoring change requests. The project sponsor and project manager play key roles in this process and the development of this plan. Its purpose is to minimize ‘scope creep’ by allowing only approved changes to be implemented so any alterations to the project schedule, resources, budgeting, risk assessment or quality control are negligible. DESCRIPTION: this page details the typical items found on the cover of change management plan. Amend its contents to reflect the needs of your specific project and organization's culture. Authors of plan & their contact details: - Project Sponsor - Plan Author Displays a top-level summary of Project Name that this plan relates to. essential information relating to Project Sponsor Version of Change Management Plan - Version history will be shown in relevant appendix. the Change Management Plan. Approval: Lists the names and job titles of each person who as given approval and sign-off of this plan. - The date and version they have approved accompany their signature. Circulation List of who (name, location & organization) has received stated version, DESCRIPTION: these pages define the change request process and forms that must be used by anyone wanting to make a change to any of the project baselines. Introduction — provides project background and states strategic objectives project plan meets. Lists the sub-sections that must States the project objectives Describes the purpose of the change process, its principles and any ethical issues be included in this part of the Outlines the process every change request must adhere to and how this information must be presented to change management plan, the CCB. Details the components) of the Project Management Plan that are governed by this process. Describes how the process will be managed and monitored, including the communications process. Appendices — Version history, Document References & Glossary of Terms used in developing the plan. © www free-management-ebooks.com All Rights ReservedWontnp Title: Project Description: Project Contact tel: Plan Sponsor: email: Author: CHANGE MANAGEMENT PLAN APPROVAL Printed Name & Job Title Project Role Signature CIRCULATED To: © www.free-management-ebooks.com All Rights Reserved Version: Date ApprovedINTRODUCTION — describes project background and states the organization's strategic objectives it meets. PROJECT OBJECTIVES CHANGE REQUEST PROCESS DESCRIPTION me me PO © www free-management-ebooks.com All Rights ReservedCCB Mempers (name, CCB & project role) © www free-management-ebooks.com All Rights Reserved"CHANGE MANAGEMENT RESPONSIBILITIES ‘Stakeholder Name Responsibility Project Team Member Responsibility (CHANGE REQUESTPROCESS ‘STATUS An individual requests and completes a Change Request (CR) form. This completed form is then sent to the pe project ‘Change Manager’ "The GR form is assigned the next sequential CR Number and its details are entered info the CR Log or Register. The GR is reviewed and assessed by the appropriate project personnel. This includes an estimations of the effort required to process and develop a solution for this CR The CCB consider and discuss the viability of the proposed CR in terms of the components of the project plan it impacts. A priority is assigned — High, Medium, Low ‘APPROVED DECLINED REQUIRES MORE DATA Necessary amends and adjustments are made to the relevant project plans and communicated to relevant parties and stakeholders as defined in the commurications management plan. Scope CCB award the CR a status. (Responsibilities are assigned for CR's that gain approval.) Deliverables Time PROJECTMANAGENENT PLAN Prodilct/‘Genice COMPONENTS GOVERNED BY Duration THIS PROCESS. Processes Cont Quality Resource: © www free-management-ebooks.com Alll Rights ReservedAPPENDIX A ~ VERSION HISTORY This appendix records the version history of this plan. For each new and approved version the reasoning behind its creation are described below Version Date Date a anae aes 2 Lae APPENDIX B = GLOSSARY OF PROJECT TERMS Each project uses standard acronyms and develops their own for the ease of communication. It is important to record them in this plan to ensure clarity of description and terminology is consistent in every change request evaluated by the change management process. Acronym / Term ‘Standard or Project Definition ‘Change Control Board © www free-management-ebooks.com All Rights ReservedAPPENDIX C — DOCUMENTATION REFERENCES, Any professionally managed project has extensive documentation the purpose of this appendix is to record which documents (plus the version used, if applicable) have been used in the production of and conjunction with of the change management plan © www free-management-ebooks.com All Rights Reservedfree ManeeaTeenit = booksCONFIGURATION MANAGEMENT PLAN TEMPLATE This template helps you to create a Configuration Management (CM) Plan that allows a formal structure to describe how configuration management will be managed to the project stakeholders. It list the CM tools that will be used to endorse the success of the project. Configuration items (CI's) are all the documents and products that are required to administer and control the configuration management method used in a project. Day-to-day responsibilty of configuration management is most effective when only a single person has sole responsibility, The purpose of the configuration management plan is to identify, define, store and deliver all Cl's required during the project. it also describes how this process will be controlled and the reports that will be produced. This template may need to be modified to reflect the culture of your organization and the particular nature of the project itself. This plan provides an outline of Differences in expected standards and procedures that are required for this project. For each one a justification for the change must be given. Provide an explanation of the activities aims outlined in the plan. List of interrelated aspects or dependencies that this plan has with other projects. Describe the security measures being taken for all CI master copies The configuration administrator may be a single individual or one of the responsibilities of a project team member. That person will decide whether oF not a project document that needs to distribute amongst the team represents a Cl. The distribution process for C's and the management of the central record for all such data are described in the plan. Author / Configuration Administrator is listed along with their contact details. Project Name that this plan relates to. Displays a top-level summary of J» Version of Configuration Management (CM) Plan essential information relating to = Version history will be shown in relevant appendix. the Configuration Management Approval: Plan. - Lists the names and job titles of each person who as given approval and sign-off of this plan. ~The date and version they have approved accompany their signature. Circulation List of who (name, location & organization) has received stated version. © www free-management-ebooks.com All Rights ReservedProject = 5 a Pret Description: in Project Contact tel: Plan Contact tel: Sponsor: email: Author: email: ; CONFIGURATION MANAGEMENT PLAN APPROVAL Printed Name & Job Title Project Role Signature Date Approved Project Sponsor Project Manager wwww.free-management-ebooks.com All Rights ReservedINTRODUCTION - outlines the purpose of the CM plan and describes how it will document and communicate with its stakeholders. The section states how it will be manage and define the project structure and methodology for the areas listed below. C1 identification, definition and baseline acceptance: Cl process for modifications & Releases: CI Status Recording & Reporti 4 wwww.free-management-ebooks.com All Rights ReservedCl Quality control process: Control of storage, managing & delivery of CI's ‘CONFIGURATION MANAGEMENT (CM) - defines the methodology or approach recommended for the project and explains the rational behind this selection. It outlines the roles and responsibilities of those in the CM process including the procedures and organizational policies relevant to this process. The plan describes any impact these procedures may heve on interactions with other organizations or projects. If appropriate it will detail any necessary training required for the CM tools and who should receive it. CM Methodology / System: Current CM Tools: New CM Tools to be purchased: Training Requirements & Costings: 1 www.free-management-ebooks.com All Rights ReservedRoles & Responsibilities for CM: CM Organization Chart CM Interactions: External Organisations: Other Projects: ConriguraTiON Manacement (CM) Activities - describes the process and reporting activities associated with C's from inception through to closure of the project. Non CM Items: www. free-management-ebooks.com All Rights ReservedIdentification of Configuration (id, Version, Release, Relationships, Changes & Baselines): Cl Life Cycle Control of C's Reporting & Auditing of C's: 1 www ftee-:management-ebooks.cam All Rights ReservedAPPENDIX A - VERSION HISTORY This appendix records the version history of this plan. For each new and approved version the reasoning behind its creation are described below Version Date Date Number | Name of Implementation Author Approved by Reasoning behind new version Appennix B - G LossarY OF PROJECT TERMS Each project uses standard acronyms and develops their own for the ease of communication. It is important to record them in this plan to ensure Clarity of description and terminology is consistent in every communication ‘Standard or Project Definition PMO Project Management office cl Configuration Item 1 wwow.free-management-ebooks.com All Rights ReservedAppenpix C-D ocumENTATION REFERENCES ‘Any professionally managed project has extensive documentation the purpose of this appendix is to record which documents (plus the version used, if applicable) have been used in the production of and in conjunction with of this plan. CI No, & Version |___ Author | 1 www.free-management-ehooks.com All Rights ReservedTree Maraeanenit = booksCost MANAGEMENT PLAN TEMPLATE This template enables you to compile and complete each aspect of a project Cost Management Plan one of the most critical plans required for all projects. This plan provides a detailed record of the processes that will be adhered to ensuring project costs are properly managed. One of these process that is critical to any project's successful completion is the one that defines the actions required when a cost variance occurs. Without careful and detailed planning project costs can be miss communicated to stakeholders and its sponsor. This is because of a poor or lack of explanation as to what the costs covers and any assumptions that have been made in the process of detailing these costs. A project manager must have the processes and reporting structure in place to ensure that costs are accurately monitored and controlied. This arrangement guarantees that the cost base is well managed throughout the project's duration and that the final product is delivered to the approved budget. The Work Breakdown Structure (WBS) along with the scope and schedule baselines allows the costs of each activity to be properly estimated. An description of how these figures have been calculated including what assumptions and where appropriate what constraints have been made to arrive at this figure. The cost performance baseline is created and forms the basis for presenting the final project budget to the sponsor and stakeholders for approval. A project cost management plan has the following elements. Each will relate to the culture of the organization and the nature of the project being undertaken. Unit of measure (used to create the estimates) Level of precision (extent of rounding up or down that has been used) Level of accuracy (e.g. +10%) Organizational procedures links (WBS gives the framework & control account for the plan) Control thresholds (cost variance that will be tolerated before action is needed) Rules of performance measurement (e.g. EVM - Earned Value Measurement) Reporting formats & frequency Description of all cost processes. Fa Ones DESCRIPTION: this page details the typical items found on the cover of cost management plan. Amend its contents to reflect the needs of your specific project and organization's culture. ‘Author / Project manager is listed along with their contact details. Project Name that this plan relates to. Version & date of Cost Management Plan - Version history wil be shown in relevant appendix. Approval ~ Lists the names and job titles of each person who as given approval and sign-off of this plan = The date and version they have approved accompany their signature. Circulation List of who (name, location & organization) has received stated version. Displays a top-level summary of essential information relating to the Cost Management Plan. © www.free-management-ebooks.com All Rights ReservedINTRODUCTION — outlines the purpose of this plan and describes how it will document and communicate with its stakeholders and other team members, Cost MANAGEMENT PLAN SUMMARY — provides an overview of the cost management process as it applies to the project. The regularity of reporting is clearly indicated and the percentage of variance (suggestions shown below in blue italics) required at different stages of formulating this plan. foe pes ee Frequency of Frequency of Cost Monitoring: Cost Budget: Conception of Project 425% “ Cost Baseline $5% ‘© www. free-management-ebooks.com All Rights Reserved Responsibility of Email Contact Number: Alternative No.‘SPENDING Limit AUTHORITY LEVEL: < $20,000 < $50,000 < $100,000 < $250,000 Cost VARIANCE ACTION PLAN: outlines what actions need to be taken in the event of a cost variance occurring, alter the template examples (shown below in blue italics) to reflect the needs of the organization and project. All variance must be detailed in reporting process as described in this process and appropriate justification for the change. ‘Commitment to costs can only be given with Project Managers written approval & 5-20% reported appropriately. 04a Written approval is needed from Project Sponsor & Project Manager, plus reported appropriately. Necessary to re-estimate project work package or deliverable before presenting to Project Sponsor, Project Manager & appropriate stakeholder if necessary. Only with written approval of all parties can project continue. © vow free-management-ebooks.com All Rights ReservedCost MANAGEMENT APPROACH 8 the procedures and policies that are designed to monitor, control and manage the project costs from \ception to closure. It will also outline how the planning and estimation of costs should be conducted and documented. Procedures & Policies: Cost EsTmamion — defines the process to be used when estimating costs for each of the project's activities. This section defines the level of variation as it relates to estimations as throughout the project duration. It classifies the units of measurement, precision, accuracy, thresholds, rules of performance measurement and element of risk © www free-management-ebooks.com All Rights ReservedCost BASELINE — the WBS defines the project's individual work packages / activities and is an integral part of developing an aggregate of cost estimate for each package. This section also defines how the project will be funded including the control accounts, element of planned contingency and management reserve. Cost ConTROL & REPORTING PROCES: the metrics that need to be used in relation to each threshold Cost Management Reporting Process: © www.free-management-ebooks.com All Rights Reserved(CHANGE CONTROL PRocESs - describes the process that enables changes can be made to the cost baseline and the actions required for each change to gain approval or be rejected PROJECT BUDGET ~ this section provides the final figures for each of the budget areas listed below that are appropriate to this version of the cost management plan PROJECT BUDGET Fixed Costs TOTAL Project Costs Material Costs Contractor Costs Management Reserve © www. free-management-ebooks.com All Rights Reservednie a Project Description: Project Contact tel: Plan Contact tel: ‘Sponsor: email: Author: email: Cost MANAGEMENT PLAN APPROVAL Project Role Date Approved Project Sponsor Printed Name & Job Title Appropriate Stakeholders CIRCULATED To: © wwwfree-management-ebooks.com All Rights ReservedAPPENDIX A — VERSION HISTORY ‘This appendix records the version history of this plan. For each new and approved version the reasoning behind its creation are described below Version Date Release Date Se fae one APPENDIX B — GLOSSARY OF PROJECT TERMS. Each project uses standard acronyms and develops their own for the ease of communication. It is important to record them in this plan to ensure clarity of description and terminology is consistent in every communication. ‘Acronym / Term Standard or Project Definition Project Management Office Schedule Variance Cost Variance Schedule Performance Index Cost Performance Index Earned Value Measurement © yww.ftee-management-ebooks.com All Rights Reserved“APPENDIX C ~ DOCUMENTATION REFERENCES: ‘Any professionally managed project has extensive documentation the purpose of this appendix is to record which documents (plus the version used, if applicable) have been used in the production of and in conjunction with of this plan. ra © www.free-management-ebooks.com Alll Rights ReservedTree Marae Tent = booksPROCUREMENT MANAGEMENT PLAN TEMPLATE. ‘This template enables you to define your project's procurement framework and create this knowledge areas management plan. This plan describes which of the project items will be procured including the time frames they must be supplied in along with justification statements for each item. It defines the contract type and the performance measures that will be used throughout the project. It also identifies the decision criteria and approval process to be adopted during the project, including any templates or proformas all procurements must conform to. An essential part of this plan is coordinating the contractual arrangements with the project schedule, scope and budget. FRONT COVER DESCRIPTION: this page details the typical items found on the cover of procurement management plan. Amend its contents to reflect the needs of your specific project and organization's culture. Project Manager is listed as its author along with their contact detaiss. Project Name that this pian relates to. Displays a top-level summary of | * Version of Procurement Management Pian essential information relating to = Version history will be shown in relevant appendix. the Procurement Management Approval: Plan ~ Lists the names and job tiles of each person who as given approval and sign-off of this plan = The date and version they have approved accompany their signature. * Circulation List of who (name, location & organization) has recaived stated version Pi t Working Title: Project Description: Project Contact tel: Plan Contact tel: Sponsor: email: Author: email: ‘Organization: © www free-management-ebooks.com. All Rights ReservedPROCUREMENT MANAGEMENT PLAN APPROVAL Printed Name & Job Title Project Role Date Approved Project Sponsor INTRODUCTION: describes the purpose of the Procurement Management Plan, which defines what the project's procurements are, how they will be ‘managed up until and including contract closure. It is here that the project manager describes the management approach he or she will adopt to ‘ensure all procurements meet the needs of the project and lead to comp © www free-management-ebooks.com. All Rights ReservedROLES & RESPONSIBILITIES: defines only those that are pertinent to the management of this plan (ull details of all roles and their responsibilties is detailed in HR management plan.) This area of the plan and describes how their role relates to project communications only. Project manager: Members of Project team: Purchasing department: Others key individuals: PROCUREMENT DEFINITION: this section of the plan lists each of the items that must be procured for the project and the conditions that apply. It ‘shows how the procurements fit into the project schedule and gives a justification and any conditions that must be listed in a contract. The sign-off level for all individuals who have the authority to procure items may be listed here. © www.free-management-ebooks.com. All Rights Reserved‘CONTRACTUAL FORMAT: in this Section the author describes the type of contract that will be used by the purchasing department for the project's procurements. If certain items require a special contractual arrangement that will be stated here as well as any special terms and conditions need ‘COST DETERMINATION: this section states how project costs will be calculated and the role that they play in the selection criteria for vendors and ‘suppliers. It outlines how costs will be supplied to third parties in response to - Request for Quote (RFQ), Request for Proposal (RFP), or Request for Bid (RFB) © www free-management-ebooks.com. All Rights ReservedPROCURENENT RISKS: this part of the management plan outlines the identified risks thal are specific to the procurement process and procedures. They will be included in the risk register along with all other project risks. PROCUREMENT RISK MANAGEMENT: describes how the specific risks associated with this knowledge area will be managed. In the instance that specialist staff are required as part of this process they will be listed here and the reasons for their attachment to the project. ‘© www free-management-ebooks.com. All Rights Reservedindividual can acquire the required form, template or agreement. Many organizations have theit own version of the forms yreement, letter of intent etc. Agreements: Communication Documents: Evaluations & Reviews: © www free-management-ebooks.com. All Rights ReservedPROCUREMENT CONSTRAINTS: this section of the plan describes the constraints as they relate to the procurement management process from the initial planning through to closure. ‘Schedule: Resource: Technology / Systems: ‘Third Party Relationships: © www. free-management-ebooks.com. All Rights ReservedCONTRACT APPROVAL PROCESS: explains how each contract will be approved and the process that must be followed for this project. This section ‘also details which people are involved in the approval process, their roles and levels of authority within this important process. Many organizations will use a CRB (Contract Review Board) as the final part of the decision making process. The CRB will be made up of individuals from the contracts department, finance, purchasing, the project team and PMO. (DECISION CRITERIA: this section states the criteria that will be used when deciding whether or not to award a contract to a third party and defines process of how these criterion will be used in managing proje ‘VENDORISUPPLIER MANAGENENT: outlines the individuals who are responsible for managing the day-to-day operations of the project contracts. © www free-management-ebooks.com. All Rights ReservedPROCUREMENT PERFORMANCE METRICS: this section of the management plan defines what metrics will be sued throughout the duration of the project to measure the activity performance of the third parties. These figures feed into the schedule management process and play a key role in Quality of of Sevptewvendor| reaversenice [PET] actals | rinerame | Sinus” | ooeamenston | pewtonsnp © www free-management-ebooks com. All Rights ReservedAPPENDIX A ~ VERSION HiSTORY This appendix records the version history of this plan. For each new and approved version the reasoning behind its creation are described below | | ft fl "APPENDIX B — GLOSSARY OF PROJECT TERMS. Each project uses standard acronyms and develops their own for the ease of communication. It is important to record them in this plan to ensure clarity of description and terminology is consistent in every communication. Acronym / Term Standard or Project Definition PMO. Project Management Office CRB Contract Review Board © www.free-management-ebooks.com. All Rights ReservedAPPENDIX C = DOCUMENTATION REFERENCES: Any professionally managed project has extensive documentation the purpose of this appendix is to record which documents (plus the version used, if applicable) have been used in the production of and conjunction with of the communications management plan. © www. free-management-ebooks.com. All Rights ReservedTee Te aE ET books UAT sleet anagement FizPRrosect Quatity MANAGEMENT PLAN TEMPLATE This template guides you through the production of a Quality Management Plan that communicates to your stakeholders, project team and third parties the importance you place on producing quality products and services. This plan ensures that you prepare a detailed and well thought out approach to quality management It enables you to clearly indicate the quality requirements and boundaries of acceptance for all products and shows how you with measure quality assurance and control to guarantee your project's success. Fi or DESCRIPTION: this page details the typical items found on the cover of quality management plan. Amend its ees contents to reflect the needs of your specific project and organization's cuiture. Project Manager is listed as its author along with their contact details. Project Name that this plan relates to, Version of Quality Management Plan = Version history will be shown in relevant appendix. Approval: - Lists the names and jab titles of each person who as given approval and sign-off of this plan. - The date and version they have approved accompany their signature. Circulation List of who (name, location & organization) has received stated version. Project : Version: Working Title: Etoleck Descrieeo Date: Contact tel: Contact tel: 5 Organization: CIRCULATED TO: Displays a top-level summary of essential information relating to the Quality Management Plan. © Www. free-management-ebooks.com. All Rights ReservedQuatiTy_ MANAGEMENT PLAN APPROVAL Printed Name & Job Tile Project Role Date Approved INTRODUCTION : describes the purpose of the quality management plan is to define how quality will be managed within the project Ifecycle. Its aim Is to make sure that all the stakeholders, members of the project team and third parties are familiar with the process and procedures that plan the 2 www.free-management-ebooks.com. All Rights Reserved(QUALITY MANAGEMENT APPROACH: every organization has their own way of managing quality and this section of the plan describes how quality will be managed during the lifetime of the project. it will describes quality ion the aspects of ones and ‘process so that time wasting, higher costs, wi radicated completely. Thi: h approved by all stakeholders. QUALITY STANDARDS: this section of the plan is concermed with defining and documenting the quality standards required for the project. This is communicated to all members of the quality and the project team. Project Requirements: Process Quality: 2 www.free-management-ebooks.com. All Rights ReservedQUALITY ASSURANCE: an essential part of quality management is the process of auditing and measuring the quality of the work package. This is for both the initial project requirements and the resulting products or services produced. This section of the management plan defines the operational and quality standards plus the metrics to be used during the project to everyone involved. Reporting formats and contents will be defined here to monitor standards of work packages and the interval between assessments of work will be stated ocesses. Product Description Physical Requirements. Performance Standards. Phase 5) www.free-management-ebooks.com. All Rights ReservedProject Product Description ‘Assessment Physical Requirements Performance Standards Phase Interval Gusiny CONTROL MEASUREVENTS > this section defines how the quality logs should be used and they provide the documentation for the quality, control (Appendix D) and quality assurance (Appendix C) measures. It states what action must be taken if standards of performance do not meet requirements and the reporting format and meetings that will be conducted as part of this process. It outlines how these logs feed in their data to the project status meetings 2 www.free-management-ebooks.com. All Rights ReservedAPPENDIX A - VERSION HISTORY This appendix records the version history of this plan. For each new and approved version the reasoning behind its creation are described below ae =o =e Appenpix B - GLOSSARY OF PROJECT TERMS. Each project uses standard acronyms and develops their own for the ease of communication. ttis important to record them in this plan to ensure clarity of description and terminology is consistent in every communication. Acronym / Term Standard or Project Definition PMO Project Management Office CRB Contract Review Board “ www.free-management-ebooks.com. All Rights Reserved(APPENDIX C - QUALITY ASSURANCE LOG This appendix shows a sample quality assurance log that can be used as part of quality control measures. It feeds into the regular project status Foate | moascr | One® | racessnecouea | Aust | Anes ne www.free-management-ebooks.com. All Rights ReservedAppeNDIX D-Q uaLiTy CONTROL LoG This appendix shows a sample quality control log that can be used as part of quality control measures. It feeds into the regular project status PromaNeonuea | et [aR Saaaaaei a |e www.free-management-ebooks.com. All Rights ReservedAppenpix E-D OCUMENTATION REFERENCES Any professionally managed project has extensive documentation the purpose of this appendix is to record which documents (plus the version used, if applicable) have been used in the production of and conjunction with of the communications management plan. 1 www.free-management-ebooks.com. All Rights ReservedTree manasemnent EbooksPRoJecT REQUIREMENTS MANAGEMENT PLAN TEMPLATE ‘This Requirements Management Plan is an essential document for project’ that want o succeed. This template enables you to record and define all the project requirements whether they are product or project based. This plan provides a structured and documented framework that is fundamental o the PMBOK® knowledge area of scope management This plan defines how project requiromonis are collected, analyzed, monitored and managed for the duration of its life. This document ensures that all requirements aro recorded in a structured manner avoiding omissions and provides @ tool to ensure the right requirements are available in a timely and appropriate fashion Sa ES Soot eras Project Manager is listed as its author along with their contact details Project Name that this plan relates to. Displays a top-level summary of J ¢ Version of Requirements Management Pran essental information relating to Version history will be shown in relevant appendix the Requirements Management |» Approvat Plan Lists the names and job tiles of each person who as given approval and sign-off ofthis plan “The date and version they have approved accompany their signature. + Circulation List of who (name, location & organization) has received stated version. aa eas Pe eco Project ‘Contact tel: ‘Contact tel: ‘Organization: ‘Sponsor: email Author: email: © www free-management-ebooks.com, All Rights ReservedREQUIREMENTS MANAGEMENT PLAN APPROVAL Printad Name & Job Title Project Role Signature Date Approved Project Sponsor INTRODUCTION - describes how the project requirements are going to be collected, documented then analyzed and managed for the whole duration of the project. The purpose of this pian is to ensure that now requirements are omitted and that each one is avaliable in the correct manner and quantity at the time itis needed, & www. free-management-ebooks.com. All Rights ReservedCONFIGURATION MANAGEMENT: must be conducting during the initial planning stages and is an essential part of the requirements management plan, It must also be able to incorporate necessary and approved changes that occur during its lifespan. Itwil refer to processes and contents of the configuration management plan. il \www.free-management-ebooks.com. All Rights Reserved REQUIREMENTS MANAGEMENT AppRoAcH: describes the approach the project wil adopt when identiying, analyzing, managing and documenting its requirements."REQUIREMENTS PRIORITIZATION PROCESS: requires tne project manager to collaborate with all stakeholders to establish appropriate prioriies to all requirements that fit in with the constraints facing the project. Priority definitions can be listed in Appendix B of this template. "PRODUCT METRICS: provide a measurable quantitaive aspect for each product So that progress can be monitored and Success gauged, Examples of metrics are specttications that relate to cost, quality, performance or product requirements. "REQUIREMENTS TRACEABILITY MATRIX: this Section of ihe plan describes how agreed project requirements will be tracked according to their deliverables for all phases of the project. In this way specifications and features of products are traced to ensure they meet the requitements they are based on. Appendix C of this & www.free-management-ebooks.com. All Rights Reserved"APPENDIX A - VERSION HISTORY This appendix records the version history of this plan. For each new and approved version the reasoning behind its creation are described below ‘APPENDIX 8 - GLOSSARY OF PROJECT TERMS. Each project uses standard acronyms and develops their own for the ease of communication. It is important to record them in this plan to ensure clarity of description and terminology is consistent in every communication. (examples' are shown in italics) Acronym / Term Standard or Project Definition PMO Project Management Office High Priority | Assigned to requirements that are critical to the project/phase. Assigned to requirements that support the product/process operations. ‘Medium Priority Assigned to requirements that are desirable for their functional/quality enhancements if the can fit into the project plan. Low Priority ® www.free-management-ebooks.com. All Rights ReservedAPPENDIX G - Ri EQUIREMENTS — MATRIX [Businessunts Project Manager: Lead Bus. Analyst: www. free-management-ebooks.com. All Rights ReservedAPPENDIX D-D OCUMENTATION REFERENCES: Any professionally managed project has extensive documentation the purpose of this appendix is to record which documents (plus the version used, if applicable) have been used in the production of and conjunction with of the communications management plan. www. free-management-ebooks.com. All Rights Reservedfree management =books ati. i Vianagemer Fle vid IaAQCTT CIit FilialPROJECT RISK MANAGEMENT PLAN TEMPLATE This template enables you to create a comprehensive and well-evidenced risk management plan. To complete this plan you need to bring together a wide variety of individuals to ensure all potential risks can be assessed and analyzed to ensure your project's success. You must gather together key individuals from your project team, your stakeholders and your subject matter experts so that every assumption and constraint can be fully discussed and weighted in terms of its probability and severity as it relates to the project. Using this template will ensure that all communications on project risks are properly analyzed and recorded with all the necessary supporting documentation, Part of the process of producing this management plan creates to key living documents that any project must have, the risk register and risk log. Both of these documents are constantly updated and referred to throughout the life of any project and it is this management plan that defines how this process will be monitored and reported. This management plan needs a solid foundation of project data that provides sufficient structure to allow probabilities and the level of severity for each risk to be quantified. For example Assigned ‘key’ project individuals with the responsibility for managing risk. The scope of the project work must be defined. This includes its schedule, costs and resource requirements. Baseline thresholds for costs, resources and schedule must have a minimum and maximum. Reporting requirements must have been established in regards to their different formats, frequencies and circulations. DESCRIPTION: this page details the typical items found on the cover of risk management plan. Amend its contents to reflect the needs of your specific project and organization's culture. Project Manager is listed as its author along with their contact details. Project Name that this plan relates to Displays 2 top-4evel summary Version of Risk Management Plan of essential information = Version history will be shown in relevant appendix. relating to the Risk Approval: Management Plan. ~ Lists the names and job titles of each person who as given approval and sign-off of this plan = The date and version they have approved accompany their signature. Circulation List of who (name, location & organization) has received stated version. © www.free-management-ebooks.com All Rights ReservedProject je a Version: Working Title: Project Description: Project Contact tel: Plan Contact tel: Sponsor: emai Author: email: Risk MANAGEMENT PLAN APPROVAL 9 3 g Printed Name & Job Title Project Role Date Approved Project Sponsor © www free-management-ebooks.com All Rights Reservedmonitored, mana Risk MANAGEMENT APPROACH: this plan is written by the project manager and in this section he or she describes how they wil manage any identified risks with the objective of keeping their impact on the project to a minimum. This section defines who will act as risk manager throughout the project, usually this is the project manager but in some instances it is more effective to assign this role to one individual. It also outlines the processes to be used to manage the risks faced by the project. NOTE: Some organizations like fo see a high-level description of most critical risks (top three-five) in this section and how they will be mitigated and managed. Risk Management Team Roles & Responsibilities © www free-management-ebooks.com All Rights ReservedRisk IDENTIFICATION: this Section defines that the project vill use to identify risks. It must be performed as early as possible in the project and requires key project documents - definitions, baseline minimums/maximums for project costs, resources, schedule and scope. This process creates the Risk Register that is recorded in appendix C and the Risk Log, which is recorded in appendix D and is the document used to monitor and report on the status of each risk to the risk management team. RISK ANALYSIS: having identified specific risks this part of the plan describes how each one will be analyzed using qualitative and quantitative pene a level of probability will be calculated and as assessment made of its likely impact on the project for each risk. The resulting data enables the Probability Severity Impact © www.free-management-ebooks.com Alll Rights ReservedRisk RESPONSE PLANNING this section details how you aim to respond to each risk that has a high enough probability of happening or its impact is} significant to warrant planning how to handle it. The risk log assigns an owner to each of these major risks and it is their responsibility to monitor it and escalate its status if required to ensure the project continues to run smoothly. Risk MONITORING & CONTROLLING = the process for monitoring major risks, escalation procedures and reporting requirements are defined here. The greatest risks are often included in the project schedule as this is a clear way to observe if and when ‘trigger’ conditions occur or changes are yuested, © www. free-management-ebooks.com All Rights ReservedRISK REPORTING . this Is a critical part of risk monitoring and starts from day one and continues {ill project closure. The project manger defines the type of reports he or she wants to see in connection with risk management, who they are circulated to and their frequency, The output data from risk management forms a key segment of any project status report and needs to be regularly communicated to the project sponsor and other key project personnel and stakeholders. © www.free-management-ebooks.com All Rights ReservedENDIXA - Version HisToRY This appendix records the version history of this plan. For each new and approved version the reasoning behind its creation are described below Version Date Date Name of implementation Author Approved by Reasoning behind new version Appenpix B- GLOSSARY OF PROJECT TERMS Each project uses standard acronyms and develops their own for the ease of communication. It is important to record them in this plan to ensure clarity of description and terminology is consistent in every communication ‘Acronym / Term Standard or Project Definition PMO Project Management Office ©www. free-management-ebooks.com All Rights ReservedAppenix C - PROJECT RISK REGISTER. Project Manager: 7 Pro oti Likely Cause of Risk Affect on Severity | Ability to | Risk Deserpicn EE eer EASY MODERATE. ‘Comtex CRITICAL Serious MobEst TRIVIAL, CRITICAL ‘SERIOUS Movest Easy MODERATE Comptex Trivia CRITICAL, ‘SERIOUS Mopest TRIVIAL CRITICAL Easy SERIOUS MoDERATE. Mobest ‘COMPLEX TRIVIAL © www. free-management-ebooks.com All Rights Reservedely Cause of Risk Affect on Phase Risk Deserpten Afestad High Med Low High EASY Med | Mooerate Low | cowpex J 7 High EAsy Med | MODERATE tow | comptex High EASY Med | MoveraTe tow | Comex High % | Mo Lo © www.free-management-ebooks.com All Rights Reserved Overall Risk Rank. CRITICAL, ‘SERIOUS Mopesr TRIVIAL CRITICAL SERIOUS Mopest TRIVIAL Critica Serious Mopest TRIVIAL CRITICAL ‘Serious MobesT TRIVIAL CRITICAL ‘Serious Mobest TRIVIALAppenpix D - ProJect RiskLoc Project: Project Manager: Date: © www free-management-ebooks.com All Rights Reserved© www. free-management-ebooks.com All Rights ReservedAppenpix E- DOCUMENTATION REFERENCES Any professionally managed project has extensive documentation the purpose of this appendix is to record which documents (plus the version used, if applicable) have been used in the production of and conjunction with of the communications management plan. © www free-management-ebooks.com All Rights ReservedProJect SCOPE MANAGEMENT PLAN TEMPLATE This template guides you through each stage of preparing an effective scope management pian that ensures success. With this plan you clearly state the exact work that need to be done and schedules to attain the project objective. There are six processes to scope management within the PMBOK® framework. 5.1 Plan scope management 5.2 Collect requirements: 5.3 Define scope 5.4 Create WBS (Work Breakdown Structure) 5.5 Validate scope 5.6 Control Scope Accritical part of project management is the ability to manage the project scope from its inception through to sign-off. This template is designed to enable you to produce an effective Scope Management plan. All essential details and descriptions of what the exact nature of the project is are contained in this management plan. It also defines how end user requirements will be translated into deliverables and their associated workable chunks This plan ensures that everyone has a common and thorough understanding of the projects overall objective and how this need will be met. It defines the role and responsibility of every individual linked to the project and the communication that must occur between different parties to ensure it success. DescRIPTION: this page details the typical items found on the cover of scope management plan. Amend its contents to reflect the needs of your specific project and organization's culture. Project Manager is listed as its author along with their contact details. In some organizations the Project Sponsor may also be co-author f this plan Project Name that this plan relates to. Displays a top-lovel summary of |* Version of Scope Management Plan essential information relating to - Version history will be shown in relevant appendix. the Scope Management Plan Approval: - Lists the names and job titles of each person who as given approval and sign-off of this plan. ~The date and version they have approved accompany their signature. Circulation List of who (name, location & organization) has received stated version. © www.tree-management-ebooks.com. All Rights ReservedProject ; . Version: Woking Tie: Project Contact tel: Plan ‘Organization Sponsor: em: Author: emai ‘Scope ManaGement PLan Approval Printed Name & Job Title Project Role Date Approved ‘CiRcULATED To: © www.free-management-ebooks.com. All Rights ReservedINTRODUCTION - this section of the scope management plan describes the process that will be undertaken to ensure that only the work required to deliver the service or product is completed and any other work is excluded from the project's scope. It describes how the scope of the project will be defined, devoloped and validated along with the roles and responsibilities of individuals as they relate to scope management. It also describes the process that will be used to control and manage the scope during its lifespan, so thal project creep can be avolded, ‘SCOPE MANAGEMENT APPROACH - this section summarizes the scope management approach that will be wised for the project. It defines who has ‘and has authority for this area as well as what documents and measures will firstly define and then validate the scope. It change request process. © www free-management-ebooks.com. All Rights ReservedROLES & RESPONSIBILITIES - this section of the plan lists the names, contact details and responsibilities of anyone who is involved in scope management. This will include individual stakeholders, team members, sponsor and project manager. It will state who is responsible for and has the authority to accept the scope's project deliverables and the person or persons who have the overall authority to accept the final project a © www.free-management-ebooks.com. All Rights Reserved‘Scope DEFINITION - is the area of the plan that describes how the project deliverables will be defined so that each one has a detailed description. This section needs the existence of the Requirements Document, Requirements Management Pian and a Requirements Traceability Matrix so that they can be referred to in the definition explanation. It will also refer to any other documents that it uses as part of this process i.e. Project charter, scope statement etc. Finally this section descries the tools and techniques that will be used in the scope definition process. Tools & Techniques © www.free-management-ebooks.com. All Rights Reservedibed in detail. There are five Product Scope Description Product Acceptance Criteria Project Deliverables © www.free-management-ebooks.com. All Rights ReservedProject Exclusions Project Constraints Project Assumptions © www.free-management-ebooks.com. All Rights ReservedWORK BREAKDOWN STRUCTURE (WBS) - in this section the WBS and its associated dictionary define each of the project deliverables, its associated work packages and how each of these components will be managed throughout the project duration. It outlines how the scope hi been divided up or decomposed into manageable chunks. © wwwfree-management-ebooks.com. All Rights Reserved‘SCOPE VALIDATION - describes how each of the project deliverables will b each of these deliverables will be formally signed off and accepted by th deliverable that defines the end of the project. "SCOPE CONTROL - this is a vilal section of this management plan a5 I describes the way project creep will be prevented and changes lo ihe scope baseline assessed, evaluated, approved and integrated into a new version of the project scope. It also outlines how progress will be monitored and the status reporting it requires as well as how any approved changes will be communicated within the project team, third-parties and to plained here. © www.free-management-ebooks.com. All Rights ReservedAppenpixA - Version History This appendix records the version history of this plan. For each new and approved version the reasoning behind its creation ate described below Version Date Date ae ae ae Aerenpix B - GLossary oF PRoJEcT TERMS Each project uses standard acronyms and develops their own for the ease of communication. It is important to record them in this plan to ensure clarity of description and terminology is consistent in every communication. Acronym / Term Standard or Project Definition Project Management Office Change Control Board © www free-management-ebooks.com. All Rights ReservedApPENDIX C - DOCUMENTATION REFERENCES Any professionally managed project has extensive documentation the purpose of this appendix is to record which documents (plus the version used, if applicable) have been used in the production of and conjunction with of the communications management plan. Requirements Document Requirements Management Plan Requirements Traceability Matrix © www..free-management-ebooks.com. All Rights ReservedAPPENDIX D - REPORTING REQUIREMENTS All professionally managed projects require extensive and detailed reporting structure this appendix can be used to record which reports are required as part of this management plan. © www.free-management-ebooks.com. Alll Rights ReservedTree | Maneeeaneenit = booksProgect SCHEDULE ManaGement PLan TEMPLATE This template enables you to create a schedule management plan for your project. This is a critical document because as part of its production the criteria for developing, monitoring, and controling the schedule are established along with and the individual activities that relate to each of these components of the schedule. It defines how each resource will be measuted, its performance assessed, level of accuracy and control thresholds that are acceptable for this project. The Work Breakdown Structure (WBS) document plays a key role in producing the schedule management pian as it defines the manageable chunks of work required for each deliverable once approved these create the project scope baseline’ This plan outlines the precise nature and objective of the project including who must be liaised with so that your project is approved and signed-otf by the correct individuals. Another purpose performed by the creation of this schedule management plan is to ensure that everyone connected with or involved in the project has a common and thorough understanding of why the project is being undertaken and how the organization will benefit on its completion. DESCRIPTION: this page details the typical items found on the cover of schedule management plan. Amend its contents to reflect the needs of your specific project and organization's culture. Project Manager is listed as its author along with their contact details. Project Name that this plan relates to. Displays a top-level summary of Version of Schedule Management Plan essential information relating to - Version history will be shown in relevant appendix. the Schedule Management ‘Approval: Plan. - Lists the names and job titles of each person who as given approval and sign-off of this plan. ~The date and version they have approved accompany their signature. Circulation List of who (name, location & organization) has received stated version. a 2 CIRCULATED To: © www. free-management-ebooks.com. All Rights ReservedSCHEDULE_MANAGEMENT PLAN APPROVAL Printed Name & Job Title Project Role Signature Date Approved Project Sponsor INTRODUCTION - describes the importance of planning schedule management and the objective of this plan and its contents. u woww.free-management-ebooks.com. All Rights ReservedSCHEDULE MANAGEMENT APPROACH - this section of the plan describes the methodology that the project will adopt in terms of the format and tools to be used to manage the schedule, including the identification of schedule milestones. ROLES AND RESPONSIBILITIES - this section defines each individual that is part of the schedule management, both in terms of its planning and execution, Each role and its associated responsibilities will be described in this part of the plan. Schedule Mgmt Role Responsibilities | Name Contact Details 4 woww.free-management-ebooks,com. All Rights Reserved"SCHEDULE CONTROL - is an extremely important Section Of this plan because i Gescribes the process for controlling the project schedule. This will include the frequency with which project updates and schedule reviews will be created and distributed. Progress communications on the schedule throughout the project duration will have their regularity and circulation defined in this part of the plan. Finally, this section also states who is, responsible for each aspect of controlling the project schedule. Roles & Responsibilities ‘SCHEDULE CHANGES & THRESHOLD‘ this section describes the boundary conditions that have been set by the project sponsor, which in tum determines the parameters the project schedule is required to operate in. Those changes that fall outside these conditions are required to comply with the defined change request proces: 4 ywww.free-management-ebooks.com. All Rights ReservedSCOPE CHANGE - defines how any approved scope changes will be incorporated into a new schedule baseline. For each scope change the project manager and appropriate members of the team detail how the original schedule in terms of deliverables, resources, costs and times has been adjusted to create the new ba: 4 www. free-management-ebooks.com. All Rights ReservedAPPENDIX A - VERSION HisTORY This appendix records the version history of this plan. For each new and approved version the reasoning behind its creation are described below Version Date Dale Name of Implementation Author Approved by Reasoning behind new version Number, Revised Approved Appenpix B - G Lossary oF Prosect TERMS Each project uses standard acronyms and develops their own for the ease of communication. I'is important to record them in this plan to ensure clarity of description and terminology is consistent in every communication. Project Management Office 4 wonw.free-management-ebooks.com. All Rights Reserved‘Any professionally managed project has extensive documentation the purpose of this appendix is to record which documents (plus the version 1H ywwww.free-management-ebooks.com. All Rights Reserved