ProjectManagementDocs.com

1

PROJECTMANAGEMENTPLANTEMPLATEThisProjectManagementPlanTemplateisfreeforyoutocopyanduseonyourproject

andwithinyourorganization.Wehopethatyoufindthistemplateusefulandwelcomeyourcomments.Publicdistributionofthisdocumentisonlypermitted

fromtheProjectManagementDocsofficialwebsiteat:ProjectManagementDocs.com

PROJECTMANAGEMENTPLAN<PROJECTNAME>

COMPANYNAMESTREETADDRESS

CITY,STATEZIPCODE

DATE

ProjectManagementDocs.com

2

TABLEOFCONTENTSINTRODUCTION...................................................................................................................................3PROJECTMANAGEMENTAPPROACH........................................................................................................3PROJECTSCOPE...................................................................................................................................4MILESTONELIST..................................................................................................................................4SCHEDULEBASELINEANDWORKBREAKDOWNSTRUCTURE..........................................................................5CHANGEMANAGEMENTPLAN...............................................................................................................6COMMUNICATIONSMANAGEMENTPLAN.................................................................................................7COSTMANAGEMENTPLAN..................................................................................................................10PROCUREMENTMANAGEMENTPLAN....................................................................................................11PROJECTSCOPEMANAGEMENTPLAN....................................................................................................12SCHEDULEMANAGEMENTPLAN...........................................................................................................13QUALITYMANAGEMENTPLAN.............................................................................................................14RISKMANAGEMENTPLAN...................................................................................................................16RISKREGISTER..................................................................................................................................16STAFFINGMANAGEMENTPLAN............................................................................................................16RESOURCECALENDAR.........................................................................................................................18COSTBASELINE.................................................................................................................................19QUALITYBASELINE.............................................................................................................................20SPONSORACCEPTANCE.......................................................................................................................21

ProjectManagementDocs.com

3

INTRODUCTIONTheIntroductionprovidesahigh-leveloverviewoftheprojectandwhatisincludedinthisProjectManagementPlan.Thisshouldincludeahigh-leveldescriptionoftheprojectanddescribetheprojectsdeliverablesandbenefits.Excessivedetailisnotnecessaryinthissectionastheothersectionsoftheprojectplanwillincludethisinformation.Thissectionshouldprovideasummarizedframeworkoftheprojectanditspurpose.LookbackattheProjectCharterforinformationtoincludeinthissection.TotalSoftwareIncorporated(TSI)hasrecentlyapprovedtheSmartVoiceprojecttomoveforwardforprojectinitiationwithintheresearchanddevelopment(R&D)group.ThisprojectwillresultinthedevelopmentofnewvoicerecognitionsoftwareandsupportsTSI’scorporatestrategyofprovidingprogressivesolutionstoclientswhichimproveproductivityinboththeworkplaceandhomeenvironment.Whilevoicerecognitionsoftwareiscurrentlyavailable,TSIbelievesthatnewtechnologicaldevelopmentswillenableourteamtodevelopasolutionfarsuperiortowhatiscurrentlyavailable.TSIhasbeensuccessfulingainingmarketsharebecauseofitsaggressivepursuitofproductquality,easeofuse,flexibility,andcustomerservice.Additionally,customersunderstandthatourproductsmaybeappliedtoawiderangeofusesforbusinessandpersonalfunctions.Byleveragingourreputationforsuperiorqualityanduser-friendlyproducts,andcapitalizingonnewtechnology,TSIcanpositionitselfasthepremierproviderofeffectiveandeasytousevoicerecognitionssoftwareintoday’smarketplace.PROJECTMANAGEMENTAPPROACHThissectioniswhereyououtlinetheoverallmanagementapproachfortheproject.Thissectionshoulddescribe,ingeneralterms,therolesandauthorityofprojectteammembers.Itshouldalsoincludewhichorganizationswillprovideresourcesfortheprojectandanyresourceconstraintsorlimitations.Ifthereareanydecisionswhichmustbemadebyspecificindividuals—forexampleauthorizingadditionalfundingbytheprojectsponsor—thisshouldalsobestatedhere.ItshouldbewrittenasanExecutiveSummaryfortheProjectManagementPlan.TheProjectManager,JoeGreen,hastheoverallauthorityandresponsibilityformanagingandexecutingthisprojectaccordingtothisProjectPlananditsSubsidiaryManagementPlans.Theprojectteamwillconsistofpersonnelfromthecodinggroup,qualitycontrol/assurancegroup,technicalwritinggroup,andtestinggroup.Theprojectmanagerwillworkwithallresourcestoperformprojectplanning.Allprojectandsubsidiarymanagementplanswillbereviewedandapprovedbytheprojectsponsor.Allfundingdecisionswillalsobemadebytheproject

ProjectManagementDocs.com

4

sponsor.Anydelegationofapprovalauthoritytotheprojectmanagershouldbedoneinwritingandbesignedbyboththeprojectsponsorandprojectmanager.Theprojectteamwillbeamatrixinthatteammembersfromeachorganizationcontinuetoreporttotheirorganizationalmanagementthroughoutthedurationoftheproject.Theprojectmanagerisresponsibleforcommunicatingwithorganizationalmanagersontheprogressandperformanceofeachprojectresource.PROJECTSCOPEStatethescopeoftheprojectinthissection.Thescopestatementfromtheprojectchartershouldbeusedasastartingpoint;however,theprojectplanneedstoincludeamuchmoredetailedscopethanthecharter.Thisdetailshouldincludewhattheprojectdoesanddoesnotinclude.Themoredetailincludedinthissection,thebettertheproduct.Thiswillhelptoclarifywhatisincludedintheprojectandhelptoavoidanyconfusionfromprojectteammembersandstakeholders.ThescopeofTSI’sSmartVoiceprojectincludestheplanning,design,development,testing,andtransitionoftheSmartVoicevoicerecognitionsoftwarepackage.Thissoftwarewillmeetorexceedorganizationalsoftwarestandardsandadditionalrequirementsestablishedintheprojectcharter.Thescopeofthisprojectalsoincludescompletionofalldocumentation,manuals,andtrainingaidstobeusedinconjunctionwiththesoftware.ProjectcompletionwilloccurwhenthesoftwareanddocumentationpackagehasbeensuccessfullyexecutedandtransitionedtoTSI’smanufacturinggroupforproduction.AllSmartVoiceprojectworkwillbeperformedinternallyandnoportionofthisprojectwillbeoutsourced.Thescopeofthisprojectdoesnotincludeanychangesinrequirementstostandardoperatingsystemstorunthesoftware,softwareupdatesorrevisions.MILESTONELISTProvideasummarylistofmilestonesincludingdatesforeachmilestone.Includeanintroductoryparagraphinthissectionwhichprovidessomeinsighttothemajormilestones.Thissectionshouldalsomentionordiscussactionstakenifanychangestothemilestonesordeliverydatesarerequired.ThebelowchartliststhemajormilestonesfortheSmartVoiceProject.Thischartiscomprisedonlyofmajorprojectmilestonessuchascompletionofaprojectphaseorgatereview.TheremaybesmallermilestoneswhicharenotincludedonthischartbutareincludedintheprojectscheduleandWBS.Ifthereareanyschedulingdelayswhichmayimpactamilestoneordeliverydate,theprojectmanagermustbenotifiedimmediatelysoproactivemeasuresmaybetakento

ProjectManagementDocs.com

5

mitigateslipsindates.Anyapprovedchangestothesemilestonesordateswillbecommunicatedtotheprojectteambytheprojectmanager.Milestone Description DateCompleteRequirementsGathering

AllrequirementsforSmartVoicemustbedeterminedtobasedesignupon

2/28/xx

CompleteSmartVoiceDesign

Thisisthetheoreticaldesignforthesoftwareanditsfunctionality

5/31/xx

CompleteSmartVoiceCoding

Allcodingcompletedresultinginsoftwareprototype 7/31/xx

CompleteSmartVoiceTestingandDebugging

Allfunctionalitytestedandallidentifiederrorscorrected

8/31/xx

CompleteTransitionofSmartVoicetoTSIProduction

Completedsoftwareanddocumentationtransitionedtooperationsgrouptobeginproduction

11/30/xx

SCHEDULEBASELINEANDWORKBREAKDOWNSTRUCTUREThissectionshoulddiscusstheWBS,WBSDictionary,andSchedulebaselineandhowtheywillbeusedinmanagingtheproject’sscope.TheWBSprovidestheworkpackagestobeperformedforthecompletionoftheproject.TheWBSDictionarydefinestheworkpackages.Theschedulebaselineprovidesareferencepointformanagingprojectprogressasitpertainstoscheduleandtimeline.Theschedulebaselineandworkbreakdownstructure(WBS)shouldbecreatedinMicrosoftProject.TheWBScanbeexportedfromtheMSProjectfile.TheWBSfortheSmartVoiceProjectiscomprisedofworkpackageswhichdonotexceed40hoursofworkbutareatleast4hoursofwork.Workpackagesweredevelopedthroughclosecollaborationamongprojectteammembersandstakeholderswithinputfromfunctionalmanagersandresearchfrompastprojects.TheWBSDictionarydefinesallworkpackagesfortheSmartVoiceProject.Thesedefinitionsincludealltasks,resources,anddeliverables.EveryworkpackageintheWBSisdefinedintheWBSDictionaryandwillaidinresourceplanning,taskcompletion,andensuringdeliverablesmeetprojectrequirements.TheSmartVoiceProjectschedulewasderivedfromtheWBSandProjectCharterwithinputfromallprojectteammembers.Theschedulewascompleted,reviewedbytheProjectSponsor,andapprovedandbase-lined.TheschedulewillbemaintainedasaMSProjectGanttChartbytheSmartVoiceProjectManager.Anyproposedchangestotheschedulewillfollow

ProjectManagementDocs.com

6

TSI’schangecontrolprocess.Ifestablishedboundarycontrolsmaybeexceeded,achangerequestwillbesubmittedtotheProjectManager.TheProjectManagerandteamwilldeterminetheimpactofthechangeontheschedule,cost,resources,scope,andrisks.IfitisdeterminedthattheimpactswillexceedtheboundaryconditionsthenthechangewillbeforwardedtotheProjectSponsorforreviewandapproval.TheSmartVoiceboundaryconditionsare:CPIlessthan0.8orgreaterthan1.2SPIlessthan0.8orgreaterthan1.2IfthechangeisapprovedbytheProjectSponsorthenitwillbeimplementedbytheProjectManagerwhowillupdatethescheduleandalldocumentationandcommunicatethechangetoallstakeholdersinaccordancewiththeChangeControlProcess.TheProjectScheduleBaselineandWorkBreakdownStructureareprovidedinAppendixA,ProjectScheduleandAppendixB,WorkBreakdownStructure.CHANGEMANAGEMENTPLANThissectionshoulddescribeyourchangecontrolprocess.Ideally,thisprocesswillbesometypeoforganizationalstandardwhichisrepeatableanddoneonmostorallprojectswhenachangeisnecessary.Changestoanyprojectmustbecarefullyconsideredandtheimpactofthechangemustbeclearinordertomakeanytypeofapprovaldecisions.Manyorganizationshavechangecontrolboards(CCBs)whichreviewproposedchangesandeitherapproveordenythem.Thisisaneffectivewaytoprovideoversightandensureadequatefeedbackandreviewofthechangeisobtained.Thissectionshouldalsoidentifywhohasapprovalauthorityforchangestotheproject,whosubmitsthechanges,howtheyaretrackedandmonitored.ForcomplexorlargeprojectstheChangeManagementPlanmaybeincludedasanappendixtotheProjectManagementPlanorasaseparate,stand-alonedocument.WehaveadetailedChangeManagementPlantemplateavailableonourwebsite.ThefollowingstepscompriseTSI’sorganizationchangecontrolprocessforallprojectsandwillbeutilizedontheSmartVoiceproject:

Step#1:Identifytheneedforachange(AnyStakeholder) RequestorwillsubmitacompletedTSIchangerequestformtotheprojectmanagerStep#2:Logchangeinthechangerequestregister(ProjectManager) Theprojectmanagerwillmaintainalogofallchangerequestsforthedurationofthe project

ProjectManagementDocs.com

7

Step#3:Conductanevaluationofthechange(ProjectManager,ProjectTeam,Requestor) Theprojectmanagerwillconductanevaluationoftheimpactofthechangetocost,risk, schedule,andscopeStep#4:SubmitchangerequesttoChangeControlBoard(CCB)(ProjectManager) TheprojectmanagerwillsubmitthechangerequestandanalysistotheCCBforreviewStep#5:ChangeControlBoarddecision(CCB) TheCCBwilldiscusstheproposedchangeanddecidewhetherornotitwillbeapproved basedonallsubmittedinformationStep#6:Implementchange(ProjectManager) IfachangeisapprovedbytheCCB,theprojectmanagerwillupdateandre-baseline projectdocumentationasnecessaryaswellasensureanychangesarecommunicatedto theteamandstakeholders

AnyteammemberorstakeholdermaysubmitachangerequestfortheSmartVoiceProject.TheSmartVoiceProjectSponsorwillchairtheCCBandanychangestoprojectscope,cost,orschedulemustmeethisapproval.AllchangerequestswillbeloggedinthechangecontrolregisterbytheProjectManagerandtrackedthroughtocompletionwhetherapprovedornot.COMMUNICATIONSMANAGEMENTPLANThepurposeoftheCommunicationsManagementPlanistodefinethecommunicationrequirementsfortheprojectandhowinformationwillbedistributedtoensureprojectsuccess.Youshouldgiveconsiderablethoughttohowyouwanttomanagecommunicationsoneveryproject.Byhavingasolidcommunicationsmanagementapproachyou’llfindthatmanyprojectmanagementproblemscanbeavoided.Inthissectionyoushouldprovideanoverviewofyourcommunicationsmanagementapproach.Generally,theCommunicationsManagementPlandefinesthefollowing:

• Communicationrequirementsbasedonroles• Whatinformationwillbecommunicated• Howtheinformationwillbecommunicated• Whenwillinformationbedistributed• Whodoesthecommunication• Whoreceivesthecommunication• Communicationsconduct

Forlargerandmorecomplexprojects,theCommunicationsManagementPlanmaybeincludedasanappendixorseparatedocumentapartfromtheProjectManagementPlan.WehaveadetailedCommunicationsManagementPlantemplateavailableonourwebsite.

ProjectManagementDocs.com

8

ThisCommunicationsManagementPlansetsthecommunicationsframeworkforthisproject.Itwillserveasaguideforcommunicationsthroughoutthelifeoftheprojectandwillbeupdatedascommunicationrequirementschange.ThisplanidentifiesanddefinestherolesofSmartVoiceprojectteammembersastheypertaintocommunications.Italsoincludesacommunicationsmatrixwhichmapsthecommunicationrequirementsofthisproject,andcommunicationconductformeetingsandotherformsofcommunication.Aprojectteamdirectoryisalsoincludedtoprovidecontactinformationforallstakeholdersdirectlyinvolvedintheproject.TheProjectManagerwilltaketheleadroleinensuringeffectivecommunicationsonthisproject.ThecommunicationsrequirementsaredocumentedintheCommunicationsMatrixbelow.TheCommunicationsMatrixwillbeusedastheguideforwhatinformationtocommunicate,whoistodothecommunicating,whentocommunicateit,andtowhomtocommunicate.Communicatio

nTypeDescription Frequenc

yFormat Participants/

DistributionDeliverabl

eOwner

WeeklyStatusReport

Emailsummaryofprojectstatus Weekly Email

ProjectSponsor,Teamand

StakeholdersStatusReport Project

Manager

WeeklyProjectTeamMeeting

Meetingtoreviewactionregisterand

status

Weekly InPerson ProjectTeam UpdatedActionRegister

ProjectManager

ProjectMonthlyReview(PMR)

Presentmetricsandstatustoteamandsponsor

Monthly InPersonProjectSponsor,

Team,andStakeholders

StatusandMetric

Presentation

ProjectManager

ProjectGateReviews

Presentcloseoutof

projectphasesandkickoffnext

phase

AsNeeded InPersonProjectSponsor,

TeamandStakeholders

Phasecompletionreportand

phasekickoff

ProjectManager

TechnicalDesignReview

Reviewofanytechnical

designsorworkassociatedwiththeproject

AsNeeded InPerson ProjectTeamTechnicalDesignPackage

ProjectManager

Projectteamdirectoryforallcommunicationsis:

Name Title Email OfficePhone CellPhone

ProjectManagementDocs.com

9

JohnDavis ProjectSponsor j.davis@tsi.com xxx-xxx-xxxx xxx-xxx-xxxxJoeGreen ProjectManager j.green@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx

HerbWalker SeniorProgrammer h.walker@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx

JasonBlack Programmer j.black@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx

MaryWhite Sr.QualitySpecialist m.white@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx

RonSmith QualitySpecialist r.smith@tsi.com xxx-xxx-xxxx xxx-xxx-xxxxTomSunday TechnicalWriter t.sunday@tsi.com xxx-xxx-xxxx xxx-xxx-xxxxKarenBrown TestingSpecialist k.brown@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx

CommunicationsConduct:Meetings:TheProjectManagerwilldistributeameetingagendaatleast2dayspriortoanyscheduledmeetingandallparticipantsareexpectedtoreviewtheagendapriortothemeeting.Duringallprojectmeetingsthetimekeeperwillensurethatthegroupadherestothetimesstatedintheagendaandtherecorderwilltakeallnotesfordistributiontotheteamuponcompletionofthemeeting.Itisimperativethatallparticipantsarrivetoeachmeetingontimeandallcellphonesandblackberriesshouldbeturnedofforsettovibratemodetominimizedistractions.Meetingminuteswillbedistributednolaterthan24hoursaftereachmeetingiscompleted.Email:AllemailpertainingtotheSmartVoiceProjectshouldbeprofessional,freeoferrors,andprovidebriefcommunication.Emailshouldbedistributedtothecorrectprojectparticipantsinaccordancewiththecommunicationmatrixabovebasedonitscontent.Allattachmentsshouldbeinoneoftheorganization’sstandardsoftwaresuiteprogramsandadheretoestablishedcompanyformats.Iftheemailistobringanissueforwardthenitshoulddiscusswhattheissueis,provideabriefbackgroundontheissue,andprovidearecommendationtocorrecttheissue.TheProjectManagershouldbeincludedonanyemailpertainingtotheSmartVoiceProject.InformalCommunications:Whileinformalcommunicationisapartofeveryprojectandisnecessaryforsuccessfulprojectcompletion,anyissues,concerns,orupdatesthatarisefrominformaldiscussionbetweenteammembersmustbecommunicatedtotheProjectManagersotheappropriateactionmaybetaken.

ProjectManagementDocs.com

10

COSTMANAGEMENTPLANTheCostManagementPlanclearlydefineshowthecostsonaprojectwillbemanagedthroughouttheproject’slifecycle.Itsetstheformatandstandardsbywhichtheprojectcostsaremeasured,reported,andcontrolled.Workingwithinthecostmanagementguidelinesisimperativeforallprojectteammemberstoensuresuccessfulcompletionoftheproject.TheseguidelinesmayincludewhichleveloftheWBScostaccountswillbecreatedinandtheestablishmentofacceptablevariances.TheCostManagementPlan:

• Identifieswhoisresponsibleformanagingcosts• Identifieswhohastheauthoritytoapprovechangestotheprojectoritsbudget• Howcostperformanceisquantitativelymeasuredandreportedupon• Reportformats,frequencyandtowhomtheyarepresented

ForcomplexorlargeprojectstheCostManagementPlanmaybeincludedasanappendixtotheProjectManagementPlanorasaseparate,stand-alonedocument.WehaveadetailedCostManagementPlantemplateavailableonourwebsite.TheProjectManagerwillberesponsibleformanagingandreportingontheproject’scostthroughoutthedurationoftheproject.TheProjectManagerwillpresentandreviewtheproject’scostperformanceduringthemonthlyprojectstatusmeeting.Usingearnedvaluecalculations,theProjectManagerisresponsibleforaccountingforcostdeviationsandpresentingtheProjectSponsorwithoptionsforgettingtheprojectbackonbudget.Allbudgetauthorityanddecisions,toincludebudgetchanges,residewiththeSmartVoiceProjectSponsor.FortheSmartVoiceProject,controlaccountswillbecreatedatthefourthleveloftheWBSwhichiswhereallcostsandperformancewillbemanagedandtracked.FinancialperformanceoftheSmartVoiceProjectwillbemeasuredthroughearnedvaluecalculationspertainingtotheproject’scostaccounts.Workstartedonworkpackageswillgrantthatworkpackagewith50%credit;whereas,theremaining50%iscrediteduponcompletionofallworkdefinedinthatworkpackage.Costsmayberoundedtothenearestdollarandworkhoursroundedtothenearestwholehour.CostandSchedulePerformanceIndex(CPIandSPIrespectively)willbereportedonamonthlybasisbytheProjectManagertotheProjectSponsor.Variancesof10%or+/-0.1inthecostandscheduleperformanceindexeswillchangethestatusofthecosttoyelloworcautionary.Thesewillbereportedandifit’sdeterminedthatthereisnoorminimalimpactontheproject’scostorschedulebaselinethentheremaybenoactionrequired.Costvariancesof20%,or+/-0.2inthecostandscheduleperformanceindexeswillchangethestatusofthecosttoredorcritical.ThesewillbereportedandrequirecorrectiveactionfromtheProjectManagerinorder

ProjectManagementDocs.com

11

tobringthecostand/orscheduleperformanceindexesbackinlinewiththeallowablevariance.AnycorrectiveactionswillrequireaprojectchangerequestandbemustapprovedbytheCCBbeforeitcanbeimplemented.EarnedvaluecalculationswillbecompiledbytheProjectManagerandreportedatthemonthlyprojectstatusmeeting.Ifthereareindicationsthatthesevalueswillapproachorreachthecriticalstagebeforeasubsequentmeeting,theProjectManagerwillcommunicatethistotheProjectSponsorimmediately.PROCUREMENTMANAGEMENTPLANTheProcurementManagementPlanshouldbedefinedenoughtoclearlyidentifythenecessarystepsandresponsibilitiesforprocurementfromthebeginningtotheendofaproject.Theprojectmanagermustensurethattheplanfacilitatesthesuccessfulcompletionoftheprojectanddoesnotbecomeanoverwhelmingtasktomanage.Theprojectmanagerwillworkwiththeprojectteam,contracts/purchasingdepartment,andotherkeyplayerstomanagetheprocurementactivities.Forlargerprojectsorprojectswithmorecomplicatedprocurementmanagementrequirements,youcanincludetheProcurementManagementPlanasaseparatedocumentapartfromtheProjectManagementPlan.WehaveadetailedProcurementManagementPlanavailableonourwebsite.TheProjectManagerwillprovideoversightandmanagementforallprocurementactivitiesunderthisproject.TheProjectManagerisauthorizedtoapproveallprocurementactionsupto$50,000.AnyprocurementactionsexceedingthisamountmustbeapprovedbytheProjectSponsor.Whilethisprojectrequiresminimalornoprocurement,intheeventprocurementisrequired,theProjectManagerwillworkwiththeprojectteamtoidentifyallitemsorservicestobeprocuredforthesuccessfulcompletionoftheproject.TheProjectManagerwillthenensuretheseprocurementsarereviewedbytheProgramManagementOffice(PMO)andpresentedtothecontractsandpurchasinggroups.Thecontractsandpurchasinggroupswillreviewtheprocurementactions,determinewhetheritisadvantageoustomakeorbuytheitemsorresourcerequiredservicesinternally,andbeginthevendorselection,purchasingandthecontractingprocess.Intheeventaprocurementbecomesnecessary,theProjectManagerwillberesponsibleformanagementanyselectedvendororexternalresource.TheProjectManagerwillalsomeasureperformanceasitrelatestothevendorprovidingnecessarygoodsand/orservicesandcommunicatethistothepurchasingandcontractsgroups.

ProjectManagementDocs.com

12

PROJECTSCOPEMANAGEMENTPLANItisimportantthattheapproachtomanagingtheprojects’scopebeclearlydefinedanddocumentedindetail.Failuretoclearlyestablishandcommunicateprojectscopecanresultindelays,unnecessarywork,failuretoachievedeliverables,costoverruns,orotherunintendedconsequences.ThissectionprovidesasummaryoftheScopeManagementPlaninwhichitaddressesthefollowing:

• Whohasauthorityandresponsibilityforscopemanagement• Howthescopeisdefined(i.e.ScopeStatement,WBS,WBSDictionary,Statementof

Work,etc.)• Howthescopeismeasuredandverified(i.e.QualityChecklists,ScopeBaseline,Work

PerformanceMeasurements,etc.)• Thescopechangeprocess(whoinitiates,whoauthorizes,etc.)• Whoisresponsibleforacceptingthefinalprojectdeliverableandapprovesacceptance

ofprojectscopeWehaveadetailedScopeManagementPlanavailableonourwebsitewhichcanbeincludedasanappendixtotheProjectManagementPlanforlargerormorecomplexprojects.Besuretoreviewitanddetermineifit'snecessaryformanagingyourproject.ScopemanagementfortheSmartVoiceProjectwillbethesoleresponsibilityoftheProjectManager.ThescopeforthisprojectisdefinedbytheScopeStatement,WorkBreakdownStructure(WBS)andWBSDictionary.TheProjectManager,Sponsor,andStakeholderswillestablishandapprovedocumentationformeasuringprojectscopewhichincludesdeliverablequalitychecklistsandworkperformancemeasurements.ProposedscopechangesmaybeinitiatedbytheProjectManager,Stakeholdersoranymemberoftheprojectteam.AllchangerequestswillbesubmittedtotheProjectManagerwhowillthenevaluatetherequestedscopechange.UponacceptanceofthescopechangerequesttheProjectManagerwillsubmitthescopechangerequesttotheChangeControlBoardandProjectSponsorforacceptance.UponapprovalofscopechangesbytheChangeControlBoardandProjectSponsortheProjectManagerwillupdateallprojectdocumentsandcommunicatethescopechangetoallstakeholders.BasedonfeedbackandinputfromtheProjectManagerandStakeholders,theProjectSponsorisresponsiblefortheacceptanceofthefinalprojectdeliverablesandprojectscope.TheProjectSponsorisresponsibleforformallyacceptingtheproject’sfinaldeliverable.Thisacceptancewillbebasedonareviewofallprojectdocumentation,testingresults,betatrialresults,andcompletionofalltasks/workpackagesandproductfunctionality.

ProjectManagementDocs.com

13

SCHEDULEMANAGEMENTPLANThissectionprovidesageneralframeworkfortheapproachwhichwillbetakentocreatetheprojectschedule.Effectiveschedulemanagementisnecessaryforensuringtasksarecompletedontime,resourcesareallocatedappropriately,andtohelpmeasureprojectperformance.Thissectionshouldincludediscussionoftheschedulingtool/format,schedulemilestones,andscheduledevelopmentrolesandresponsibilities.BesuretocheckoutthedetailedScheduleManagementPlanavailableonourwebsite.TheseparateScheduleManagementPlanissuitableforlargerprojectsorprojectswheretheschedulemanagementismoreformalized.ProjectschedulesfortheSmartVoiceProjectwillbecreatedusingMSProject2007startingwiththedeliverablesidentifiedintheproject’sWorkBreakdownStructure(WBS).Activitydefinitionwillidentifythespecificworkpackageswhichmustbeperformedtocompleteeachdeliverable.Activitysequencingwillbeusedtodeterminetheorderofworkpackagesandassignrelationshipsbetweenprojectactivities.Activitydurationestimatingwillbeusedtocalculatethenumberofworkperiodsrequiredtocompleteworkpackages.Resourceestimatingwillbeusedtoassignresourcestoworkpackagesinordertocompletescheduledevelopment.Onceapreliminaryschedulehasbeendeveloped,itwillbereviewedbytheprojectteamandanyresourcestentativelyassignedtoprojecttasks.Theprojectteamandresourcesmustagreetotheproposedworkpackageassignments,durations,andschedule.Oncethisisachievedtheprojectsponsorwillreviewandapprovethescheduleanditwillthenbebaselined.InaccordancewithTSI’sorganizationalstandard,thefollowingwillbedesignatedasmilestonesforallprojectschedules:

• CompletionofscopestatementandWBS/WBSDictionary• Baselinedprojectschedule• Approvaloffinalprojectbudget• Projectkick-off• Approvalofrolesandresponsibilities• Requirementsdefinitionapproval• Completionofdatamapping/inventory• Projectimplementation• Acceptanceoffinaldeliverables

Rolesandresponsibilitiesforscheduledevelopmentareasfollows:

ProjectManagementDocs.com

14

Theprojectmanagerwillberesponsibleforfacilitatingworkpackagedefinition,sequencing,andestimatingdurationandresourceswiththeprojectteam.TheprojectmanagerwillalsocreatetheprojectscheduleusingMSProject2007andvalidatetheschedulewiththeprojectteam,stakeholders,andtheprojectsponsor.Theprojectmanagerwillobtainscheduleapprovalfromtheprojectsponsorandbaselinetheschedule.Theprojectteamisresponsibleforparticipatinginworkpackagedefinition,sequencing,duration,andresourceestimating.Theprojectteamwillalsoreviewandvalidatetheproposedscheduleandperformassignedactivitiesoncethescheduleisapproved.Theprojectsponsorwillparticipateinreviewsoftheproposedscheduleandapprovethefinalschedulebeforeitisbaselined.Theprojectstakeholderswillparticipateinreviewsoftheproposedscheduleandassistinitsvalidation.QUALITYMANAGEMENTPLANThissectiondiscusseshowqualitymanagementwillbeusedtoensurethatthedeliverablesfortheprojectmeetaformallyestablishedstandardofacceptance.Allprojectdeliverablesshouldbedefinedinordertoprovideafoundationandunderstandingofthetasksathandandwhatworkmustbeplanned.Qualitymanagementistheprocessbywhichtheorganizationnotonlycompletestheworkbutcompletestheworktoanacceptablestandard.WithoutathoroughQualityManagementPlan,workmaybecompletedinasubstandardorunacceptablemanner.Thissectionshouldincludequalityrolesandresponsibilities,qualitycontrol,qualityassurance,andqualitymonitoring.Forlargerormorecomplexprojects,theQualityManagementPlanmaybeincludedasanappendixorseparatedocument.AdetailedQualityManagementPlanisavailableforuseonourwebsite.AllmembersoftheSmartVoiceprojectteamwillplayaroleinqualitymanagement.Itisimperativethattheteamensuresthatworkiscompletedatanadequatelevelofqualityfromindividualworkpackagestothefinalprojectdeliverable.ThefollowingarethequalityrolesandresponsibilitiesfortheSmartVoiceProject:TheProjectSponsorisresponsibleforapprovingallqualitystandardsfortheSmartVoiceProject.TheProjectSponsorwillreviewallprojecttasksanddeliverablestoensurecompliancewithestablishedandapprovedqualitystandards.Additionally,theProjectSponsorwillsignoffonthefinalacceptanceoftheprojectdeliverable.

ProjectManagementDocs.com

15

TheProjectManagerisresponsibleforqualitymanagementthroughoutthedurationoftheproject.TheProjectManagerisresponsibleforimplementingtheQualityManagementPlanandensuringalltasks,processes,anddocumentationarecompliantwiththeplan.TheProjectManagerwillworkwiththeproject’squalityspecialiststoestablishacceptablequalitystandards.TheProjectManagerisalsoresponsibleforcommunicatingandtrackingallqualitystandardstotheprojectteamandstakeholders.TheQualitySpecialistsareresponsibleforworkingwiththeProjectManagertodevelopandimplementtheQualityManagementPlan.QualitySpecialistswillrecommendtoolsandmethodologiesfortrackingqualityandstandardstoestablishacceptablequalitylevels.TheQualitySpecialistswillcreateandmaintainQualityControlandAssuranceLogsthroughouttheproject.Theremainingmemberoftheprojectteam,aswellasthestakeholderswillberesponsibleforassistingtheProjectManagerandQualitySpecialistsintheestablishmentofacceptablequalitystandards.TheywillalsoworktoensurethatallqualitystandardsaremetandcommunicateanyconcernsregardingqualitytotheProjectManager.QualitycontrolfortheSmartVoiceProjectwillutilizetoolsandmethodologiesforensuringthatallprojectdeliverablescomplywithapprovedqualitystandards.Tomeetdeliverablerequirementsandexpectations,wemustimplementaformalprocessinwhichqualitystandardsaremeasuredandaccepted.TheProjectManagerwillensureallqualitystandardsandqualitycontrolactivitiesaremetthroughouttheproject.TheQualitySpecialistswillassisttheProjectManagerinverifyingthatallqualitystandardsaremetforeachdeliverable.IfanychangesareproposedandapprovedbytheProjectSponsorandCCB,theProjectManagerisresponsibleforcommunicatingthechangestotheprojectteamandupdatingallprojectplansanddocumentation.QualityassurancefortheSmartVoiceProjectwillensurethatallprocessesusedinthecompletionoftheprojectmeetacceptablequalitystandards.Theseprocessstandardsareinplacetomaximizeprojectefficiencyandminimizewaste.Foreachprocessusedthroughouttheproject,theProjectManagerwilltrackandmeasurequalityagainsttheapprovedstandardswiththeassistanceoftheQualitySpecialistsandensureallqualitystandardsaremet.IfanychangesareproposedandapprovedbytheProjectSponsorandCCB,theProjectManagerisresponsibleforcommunicatingthechangestotheprojectteamandupdatingallprojectplansanddocumentation.

ProjectManagementDocs.com

16

RISKMANAGEMENTPLANThissectionprovidesageneraldescriptionfortheapproachtakentoidentifyandmanagetherisksassociatedwiththeproject.Itshouldbeashortparagraphortwosummarizingtheapproachtoriskmanagementonthisproject.Sinceriskmanagementisascienceinitself,wehavemanyriskmanagementtemplatesavailableonourwebsite.LookforthedetailedRiskManagementPlan,RiskRegisteralongwithtemplatesforperformingariskassessmentmeeting.TheapproachformanagingrisksfortheSmartVoiceProjectincludesamethodicalprocessbywhichtheprojectteamidentifies,scores,andranksthevariousrisks.Everyeffortwillbemadetoproactivelyidentifyrisksaheadoftimeinordertoimplementamitigationstrategyfromtheproject’sonset.Themostlikelyandhighestimpactriskswereaddedtotheprojectscheduletoensurethattheassignedriskmanagerstakethenecessarystepstoimplementthemitigationresponseattheappropriatetimeduringtheschedule.Riskmanagerswillprovidestatusupdatesontheirassignedrisksinthebi-weeklyprojectteammeetings,butonlywhenthemeetingsincludetheirrisk’splannedtimeframe.Uponthecompletionoftheproject,duringtheclosingprocess,theprojectmanagerwillanalyzeeachriskaswellastheriskmanagementprocess.Basedonthisanalysis,theprojectmanagerwillidentifyanyimprovementsthatcanbemadetotheriskmanagementprocessforfutureprojects.Theseimprovementswillbecapturedaspartofthelessonslearnedknowledgebase.RISKREGISTERTheRiskRegisterforthisprojectisprovidedinAppendixC,RiskRegister.STAFFINGMANAGEMENTPLANDiscusshowyouplantostafftheproject.Thissectionshouldincludediscussiononmatrixedorprojectizedorganizationalstructuredependingonwhichisbeingusedforthisproject.Thissectionshouldalsoincludehowresourceswillbeprocuredandmanagedaswellasthekeyresourcesneededfortheproject.TheSmartVoiceProjectwillconsistofamatrixstructurewithsupportfromvariousinternalorganizations.Allworkwillbeperformedinternally.StaffingrequirementsfortheSmartVoiceProjectincludethefollowing:

ProjectManagementDocs.com

17

ProjectManager(1position)–responsibleforallmanagementfortheSmartVoiceProject.TheProjectManagerisresponsibleforplanning,creating,and/ormanagingallworkactivities,variances,tracking,reporting,communication,performanceevaluations,staffing,andinternalcoordinationwithfunctionalmanagers.SeniorProgrammer(1position)–responsibleforoversightofallcodingandprogrammingtasksfortheSmartVoiceProjectaswellasensuringfunctionalityiscompliantwithqualitystandards.ResponsibleforworkingwiththeProjectManagertocreateworkpackages,managerisk,manageschedule,identifyrequirements,andcreatereports.TheSeniorProgrammerwillbemanagedbytheProjectManagerwhowillprovideperformancefeedbacktothefunctionalmanager.Programmer(1position)–responsibleforcodingandprogrammingfortheSmartVoiceProject.AllcodingandprogrammingtaskswillbereviewedbytheSeniorProgrammerpriortoimplementation.Responsibilitiesalsoincludeassistingwithriskidentification,determiningimpactsofchangerequests,andstatusreporting.TheProgrammerwillbemanagedbytheProjectManagerandfeedbackwillbeprovidedtothefunctionalmanagerforperformanceevaluationsbytheProjectManagerandSeniorProgrammer.SeniorQualitySpecialist(1position)–responsibleforassistingtheProjectManagerincreatingqualitycontrolandassurancestandards.TheSeniorQualitySpecialistisalsoresponsibleformaintainingqualitycontrolandassurancelogsthroughouttheproject.TheSeniorQualitySpecialistwillbemanagedbytheProjectManagerwhowillalsoprovidefeedbacktothefunctionalmanagerforperformanceevaluations.QualitySpecialist(1position)–responsibleforassistingtheProjectManagerandSeniorQualitySpecialistincreatingandtrackingqualitycontrolandassurancestandards.TheQualitySpecialistwillhaveprimaryresponsibilityforcompilingqualityreportingandmetricsfortheProjectManagertocommunicate.TheQualitySpecialistwillbemanagedbytheProjectManagerwhowillprovidefeedback,alongwiththeSeniorQualitySpecialisttothefunctionalmanagerforperformanceevaluations.TechnicalWriter(1position)–responsibleforcompilingallprojectdocumentationandreportingintoorganizationalformats.ResponsibleforassistingtheProjectManagerinConfigurationManagementandrevisioncontrolforallprojectdocumentation.Responsibleforscribingdutiesduringallprojectmeetingsandmaintainingallprojectcommunicationdistributionlists.TheTechnicalWriterwillbemanagedbytheProjectManagerwhowillalsoprovidefeedbacktothefunctionalmanagerforperformanceevaluations.

ProjectManagementDocs.com

18

TestingSpecialist(1position)–responsibleforhelpingestablishtestingspecificationsfortheSmartVoiceProjectwiththeassistanceoftheProjectManagerandProgrammers.ResponsibleforensuringalltestingiscompleteanddocumentedinaccordancewithTSIstandards.Responsibleforensuringalltestingresourcesarecoordinated.TheTestingSpecialistwillbemanagedbytheProjectManagerwhowillalsoprovidefeedbacktothefunctionalmanagerforperformanceevaluations.TheProjectManagerwillnegotiatewithallnecessaryTSIfunctionalmanagersinordertoidentifyandassignresourcesfortheSmartVoiceProject.Allresourcesmustbeapprovedbytheappropriatefunctionalmanagerbeforetheresourcemaybeginanyprojectwork.Theprojectteamwillnotbeco-locatedforthisprojectandallresourceswillremainintheircurrentworkspace.RESOURCECALENDARIncludeaResourceCalendaraspartofyourprojectplan.Theresourcecalendaridentifieskeyresourcesneededfortheprojectandthetimes/durationsthey'llbeneeded.Someresourcesmaybeneededfortheentirelengthoftheprojectwhileothersmayonlyberequiredforaportionoftheproject.ThisinformationmustbeagreedtobytheProjectSponsorandFunctionalManagerspriortobeginningtheproject.TheSmartVoiceProjectwillrequireallprojectteammembersfortheentiredurationoftheprojectalthoughlevelsofeffortwillvaryastheprojectprogresses.TheProjectisscheduledtolastoneyearwithstandard40hourworkweeks.Ifaprojectteammemberisnotrequiredforafull40hourworkweekatanypointduringtheproject,theireffortsoutsideoftheSmartVoiceProjectwillbeatthediscretionoftheirFunctionalManager.

ProjectManagementDocs.com

19

COSTBASELINEThissectioncontainsthecostbaselinefortheprojectuponwhichcostmanagementwillbebased.Theprojectwilluseearnedvaluemetricstotrackandmanagecostsandthecostbaselineprovidesthebasisforthetracking,reporting,andmanagementofcosts.ThecostbaselinefortheSmartVoiceprojectincludesallbudgetedcostsforthesuccessfulcompletionoftheproject.ProjectPhase BudgetedTotal CommentsPlanning $350,000 Includesworkhoursforall

projectteammembersforgatheringrequirementsandplanningproject

Design $250,000 IncludesworkhoursforallprojectteammembersforworkonSmartVoiceconceptualdesign

Coding $200,000 IncludesallworkhoursforcodingofSmartVoice

Testing $175,000 Includesallworkhoursfortesting(includingbetatesting)

SmartVoice Resource Calendar

0

20

40

60

80

100

120

140

160

180

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec

Month

Hour

s pe

r mon

th PMProgrammersQuality SpecsTech WriterTesting Spec

ProjectManagementDocs.com

20

ofSmartVoicesoftwareTransitionandCloseout $150,000 Includesallworkhoursfor

transitiontooperationsandprojectcloseout

QUALITYBASELINEThissectionshouldincludethequalitybaselinefortheproject.Thepurposeofthisbaselineistoprovideabasisforensuringthatqualitycanbemeasuredtodetermineifacceptablequalitylevelshavebeenachieved.Itisimportantforallprojectstoclearlydefineandcommunicatequalitystandardsandthequalitybaselineservesthispurpose.TheSmartVoiceProjectmustmeetthequalitystandardsestablishedinthequalitybaseline.ThequalitybaselineisthebaselinewhichprovidestheacceptablequalitylevelsoftheSmartVoiceProject.Thesoftwaremustmeetorexceedthequalitybaselinevaluesinordertoachievesuccess.Item AcceptableLevel CommentsVoiceRecognition Atleast98%recognitionlevel

with2%orlesserrorsintextUsingstandardTSIEnglishlanguagedatabases

Compatibility Noerrorsassociatedwithrunningsoftwarewithcompatibleapplications

Usingthe_______suiteofapplications

SupportingDocumentation Lessthan1%failurerateinbetatestingnewuserstorunsetupandexecutesoftwarefunctionality

ProjectManagementDocs.com

21

SPONSORACCEPTANCEApprovedbytheProjectSponsor:_________________________________________ Date: __________________ <ProjectSponsor><ProjectSponsorTitle>ThisfreeProjectManagementPlanTemplateisbroughttoyoubyProjectManagementDocs.com