Project Management Plan Template

Project Management Plan for

Project Management PlanInsert Project Name

Insert Date DRAFT

Project Management Plan Template for PMO.docxPage 16 of 20

Part I31.Project Scope Statement32.Background and Business Need33.Project Objectives34.Project Management Approach35.Boundaries36.Assumptions37.Dependencies38.Deliverables & High-level Requirements49.Vendor Management Plan410.Issue Management Plan511.Risk Management Plan612.Key Milestones & Timeline713.Project Roles Matrix714.Project Team Directory715.Project Roles & Responsibilities716.Project Meeting Management717.Acceptance & Approval of Project Management Plan Part I8Part II918.Schedule Management Plan/Project Schedule919.Project Scope Change Management Process920.Project Communications Plan & Management Strategy1021.Ongoing Project Communications1122.Project Training Plan1223.Project Budget1224.Budget Management Plan1225.Acceptance & Approval of Project Management Plan Part II12Appendices13Appendix A: Project Charter13Appendix B: Project Roles Matrix15Appendix C: Standard Project Roles and Responsibilities16Appendix D: Scope Change Management Request Form22Appendix E: Document Change Log23

Part IThe Project Management Plan is a formal, approved document that defines how a project is executed, monitored and controlled. The objective of this Project Management Plan is to define the approach to be used by the project manager and the project team to deliver the intended scope of this project.

Project Scope StatementA concise vision or scope statement that summarizes the purpose and intent of the project and describes what the customer is envisioning that will be delivered. It describes the thing or service that will exist.

Background and Business NeedInclude the background and business need from the approved project charter document.

Project Objectives Outlines the high-level business and customer focused objectives for the project...not the deliverables.

Project Management ApproachThe Project Manager, insert project manager name is responsible for managing and executing this project according to this Project Plan and will be supported by the project roles matrix outlined in section insert roles matrix section #.

BoundariesInclude information from the project scope/charter, and add information gathered from the Kick-off meeting or other resources/opportunities.

a. Insert boundaryb. Insert boundaryc. Insert boundaryd. Insert boundary

Assumptions Include information from the project scope/charter, and add information gathered from the Kick-off meeting or other resources/opportunities.

a. Insert assumptionb. Insert assumptionc. Insert assumptiond. Insert assumption

DependenciesInclude information from the project scope/charter, and add information gathered from the Kick-off meeting or other resources/opportunities.

a. Insert dependencyb. Insert dependencyc. Insert dependencyd. Insert dependency

Deliverables & High-level RequirementsInclude information from the project scope/charter, and add information gathered through the Kick-off meeting and through other opportunities. Cut/paste DBS.

DeliverablesRequirements

1. Deliverable1.1. Deliverable1.2. Deliverable

2. Deliverable2.1. Deliverable2.1.1. Deliverable2.1.2. Deliverable2.2. Deliverable

3. Deliverable

4. Deliverable4.1. Deliverable4.2. Deliverable4.2.1. Deliverable4.2.2. Deliverable4.2.3. Deliverable4.2.3.1. Deliverable4.2.3.2. Deliverable

Vendor Management PlanVendors will be held to their contracts with GHS for specified deliverables. The following process will be used to manage list name(s) of project vendors during this project.When GHS contracts with vendors, we expect the vendor to operate as a partner and work in good faith to provide professional services based on best practices and industry standards.Use the following questions in your discussions with the sponsor(s) and project directors to outline the vendor management plan. Outline the roles for the overall vendor management. Consider negotiations, signing contracts, approval of invoices. Define how the vendor will be tracked deliverable, hours, bucket of $s Include the high-level milestones for each vendor deliverable Define format and timeframe for status reports from the vendor. Include any pertinent information from the vendor contract or link to vendor contract. Indicate who will be responsible and how deliverables will be approved.

Link to vendor contract(s).Link to Project Acceptance Criteria.

Issue Management PlanThe following is a summary of the issue management process:

a. Identify the Outstanding Issue for ResolutionAny member of the project may identify a potential issue. Once an issue is identified, the Project Manager will make sure that it has not been addressed before and then decide the path to take for resolution. Some issues can be addressed and resolved without formal documentation, but many require a more formal approach for resolution.

b. Document & Log the Issue for TrackingAfter an issue has been identified, it becomes necessary to document it. The project manager adds the issue is to Link to Issues/Risk & Decisions Log.

c. Resolve the IssueThe project Core Team will review and prioritize outstanding issues and assign them resource to resolve it. That resource will determine the measures necessary to reach a solution and provide a target resolution date. It may be necessary to involve other resources to implement the identified measures to resolve the issue. If the issue cannot be resolved, or if the impact is greater than originally determined, it may be necessary to bring it before the project Core Team for review before continuing. Resource provides update to Project Manager.

d. Record the Resolution of the IssueOnce the issue has been resolved, it is then necessary to record the resolution and close it - this is the last step of the tracking process. The Project Manager will verify that the solution was approved, and if everything is satisfactory, will change the status to completed. (At this time the issue may be removed from the Outstanding Issue Log and placed in a similar log for completed issues. This would be helpful to the project manager in the first step of the process when checking to make sure an issue has not been addressed before.)

Risk Management PlanThe approach we have taken to manage risks for this project included a methodical process by which the project team identified, scored, and ranked the various risks. The most likely and highest impact risks will be added to the project schedule to ensure that the assigned key resources take the necessary steps to implement the mitigation response at the appropriate time during the schedule. Resources will provide status updates on their assigned risks.

High Probably/High Impact RisksFollowing are the risks identified by the project team members to have the highest probability and highest impact should they occur and their related preventive and mitigation strategies.

Risk Statement #1: Include risk statement.

Preventive Measures: To ensure risk does not occur.a. Insert preventive measure.b. Insert preventive measure.

Mitigation Strategies: If preventive measures do not work.a. Insert mitigation strategy.b. Insert mitigation strategy.

Risk Statement #2: Include risk statement.

Preventive Measures: To ensure risk does not occur.a. Insert preventive measure.b. Insert preventive measure.

Mitigation Strategies: If preventive measures do not work.a. Insert mitigation strategy.b. Insert mitigation strategy.

All other risks and strategies are included in the Risk Plan tab of the Project Management Plan.

Key Milestones & Timeline

MilestoneDate

Project Charter Approved

Project Kick Off Meeting Held

Initial Risk Assessment Completed

Project Management Plan Part I Approval

Project Management Plan Part II Approval/Final Schedule Approval

Final Schedule Approval

Go Live(s)

Lessons Learned Completed

Project Roles MatrixThe project roles matrix for this project has been developed and appears in Appendix #.

Project Team DirectoryThe following section includes contact information for key project team members.NameProject RolePhone NumberEmail

NameProject SponsorPhone NumberEmail Address

NameProject LeaderPhone NumberEmail Address

NameProject ManagerPhone NumberEmail Address

NameKey Resource Manager(s)Phone NumberEmail Address

NameKey Resource Manager(s)Phone NumberEmail Address

NameKey Resource Manager(s)Phone NumberEmail Address

NameProject Team LeadPhone NumberEmail Address

NameProject Team Lead Phone NumberEmail Address

NameProject Team LeadPhone NumberEmail Address

NameProject Team Lead Phone NumberEmail Address

NameProject Team LeadPhone NumberEmail Address

NameProject Team Lead Phone NumberEmail Address

NameVendorPhone NumberEmail Address

Project Roles & ResponsibilitiesSee Appendix # for detailed project roles and responsibilities for this project.

Project Meeting ManagementBest practice meeting management tools and techniques will be used during all project-related meetings including sponsors updates, core team meetings, and team meetings. These tools and techniques include the following: Meeting roles including meeting leader, scribe, timekeeper, and gatekeeper Agenda and Action Minutes to be sent to all project team members Following are the agreed-upon ground rules to be used during project meetings:1) Start on time, end on time, return from breaks on time.2) Focus on the meeting and the agenda avoid multi-tasking.3) Put mobile devices on silent mode.4) Leave the meeting if you must take a call.5) Demonstrate respect by being prepared, avoiding side conversations, and being open to and listening to others opinions.6) Actively participate by sharing your insights and expertise to increase the productivity of the meeting.7) Use effective meeting tools including agendas for all meetings, action minutes, parking lot for off-topic items, and meeting roles.8) If you are unable to attend, please notify the meeting leader.

Acceptance & Approval of Project Management Plan Part I

Approvals

Customer Project DirectorDateIT Project DirectorDate

IT Project ManagerDateKey Resource Provider/VendorDate

Sponsor(s)DateCIO(s)Date

Part II

Schedule Management Plan/Project ScheduleThe project schedule for this project is created using MS Project 2007 by the Project Manager with input from the project team and key stakeholders. The schedule will be managed through the Project Web Access (PWA) system and team members are responsible for logging their time in the PWA system for their tasks.

Link to project schedule or provide a milestone report graphic here or as an appendix.

Project Scope Change Management ProcessFollowing is an overview of the Project Scope Change Process:a. Initiator of the proposed change fills out scope change request form with initial scope change request information including description and justification. Initiator submits the request to the project manager.b. Core Team evaluates scope change request to approve for gathering impact on project scope, cost, schedule and resources.c. Initiator fills out Impact Areas portion of the scope change request form with information from evaluation.d. Submit project scope change request to Core Team for approval.e. If change request is approved, submit to the Project Lead and Sponsor.f. Project Manager notifies appropriate stakeholders, issues project change order, and updates project documentation (Change Request Log, project schedule, Project Roles Matrix and budget forecast).g. If change request is rejected, close request.h. Approvals may be by written signatures or via email.

See Appendix Appendix # for Change Request Form.

Project Communications Plan & Management StrategyThe purpose of the Project Communications Plan is to support communications and public relations planning and outline the communications management strategy for the project. The plan includes two primary components to keep project stakeholders informed:

a) Ongoing project communications focused on the project organization which includes all stakeholders directly involved in the project from the sponsor to the team members.b) Event-driven communications built around key milestones and general publicity and information needs of end users and other stakeholders directly affected by the project.

Stakeholders include those people, groups of people, or organizations directly affected by the project or the results of the project and/or deliverables.

Following is a process map that outlines the communications plan development process.

Ongoing Project Communications Project implementation offers regular opportunities for communications to key stakeholders. These communications include the status of the project, identification of critical issues, resource needs, etc.

The ongoing regular communications plan guides the regular communications needed throughout the life of the project to ensure that those members of the project organization and key stakeholders are kept informed. This plan identifies specific communications methods and assigns the person(s) responsible for each.

The Project Manager will take a proactive role in ensuring effective project communications on this project. Following are the specific ongoing and regular communications methods to be used for this project.

Ongoing Regular CommunicationsFrequencyPurposeParticipantsResponsible

Placeholder for Ongoing Regular Communications Plan from Communications Planning Document.

Link to Communication Plan.Link to Project PowerPoint Presentation.

Project Training PlanThe purpose of the training plan is to outline the strategy for training provide a high-level description the training to be provided. Include the target audiences for the training. Outline the team/person responsible for the project training plan.

Link to Project Training Plan

Project BudgetInclude a high-level overview of the project budget and any key points to be highlighted.

Link to detailed budget or attach as appendix.

Budget Management PlanFollowing is the Budget Management Plan that clearly defines how the budget on this project will be managed.

Use the following questions to help you work with the sponsor(s) and Project Directors to outline the plan for managing the budget. If an outside vendor is a part of the project, please refer to the vendor management section. Identify who is responsible for managing the budget Identify who has the authority to approve purchase orders and payment of invoices Indicate how budget performance is quantitatively measured and reported upon Identify report formats, frequency and to whom they are presented Indicate guidelines for when the budget should be considered for a scope change request Indicate who has the authority to make changes to the project to bring it back within budget

Acceptance & Approval of Project Management Plan Part II

Approvals

Customer Project DirectorDateIT Project DirectorDate

IT Project ManagerDateKey Resource Provider Date

SponsorDateCIODate

AppendicesAppendix A: Project Charter

Appendix B: Project Organization and Roles Matrix

Appendix C: Standard Project Roles and Responsibilities

Following are the typical roles and responsibilities for projects. Roles may be assigned to one or more individuals. Conversely, individuals may play one or more roles.

1. Sponsor: Insert Name(s)1) Has ultimate authority and responsibility for the project 2) Provides funding for the project (initial funding, additional funds)3) Approves changes to scope, as required4) Removes obstacles that prevent the project from moving forward 5) Approves Project Charter and the Project Management Plan including the project schedule6) If project is a strategic initiative, provides updates to executive management7) Resolves issues escalated by the Project Leader

2. Advisory Team: Insert Name(s)1) Provides information and expert advice about enterprise plans for other projects that impact project timelines, deliverables, or resources2) Advises on strategic partnerships3) Promotes enterprise-wide support for the project

3. Steering Team: Insert Name(s)1) Supports the Sponsor in supporting, promoting, providing resources for, and making decisions for the project2) Provides information and expert advice about enterprise plans for other projects that impact project timelines, deliverables, or resources3) Provides enterprise-wide leadership in support of the project4) Advises on issue resolution escalated by the Project Leader or core team for decision making5) Resolves or forwards policy issues to appropriate decision-making bodies

4. Core Team: Insert Name(s) 1) Meets regularly to review issues and monitor project progress2) Provides status updates on open action items3) Reviews and makes recommendations on vendor change orders4) Manages project issues and risks5) Approves investigation of proposed project change requests6) Reviews and approves/rejects project change requests7) Keeps respective departments and functional areas aware of the status of the project8) Serves as conduit from respective departments and functional areas for input into the project

5. Project Leader: Insert Name(s) 1) Participates in the development of the Project Charter and Project Management Plan in collaboration with the Project Manager and other key stakeholders2) Coordinates and ensures the availability of functional resources to participate in the project 3) Participates in project budget development4) With support from the Project Manager, presents Project Charter and the Project Management Plan to Project Sponsor for approval 5) Works with Project Sponsor to acquire project funding and additional funding, as needed6) Works with Project Manager in vendor/contract negotiations7) Works with Purchasing Dept for procurement of product and services that are not on state contract8) Collaborates with Project Manager and others, as needed, regarding issues and unplanned expenditures that may impact the budget9) Attends and actively participates in core team and sponsor update meetings 10) Makes decisions in a timely manner, outside of regularly scheduled meetings, as project-related decisions are needed11) Keeps senior management informed of project status12) Works with Project Manager and Team Leaders as needed, to resolve issues and remove obstacles to project progress13) Approves vendor change orders; and presents those vendor change orders which impact the project scope, for the Sponsors approval14) Reviews the proposed schedule and assist in its validation15) Provide significant updates (i.e. changing dates, risks, significant issues) in between meetings and status reports to Sponsor and other leadership

6. Project Manager: Insert Name(s)The Project Manager roles and responsibilities are built around the Project Management Institute nine knowledge areas.

1) Facilitates the development of the Project Charter and the Project Management Plan in collaboration with the project team and resource managers 2) Maintains the Project Management Plan3) Ensures all given objectives and responsibilities of the team are properly documented and approved on the Roles Matrix4) Leads Lessons Learned session5) Conducts regular core team meetings to review issues, project risks, and monitor project progress6) Creates regular status reports and distributes to project team7) Supports the Project Leader in communication to senior management including reports such as milestone reports, project cost analysis reports, etc.8) Supports the project communications advisory team in developing the project communications plans9) Works with core team and Project Leader to remove obstacles to project progress10) Facilitates ongoing project risk management and analysis11) Documents issues and tracks and monitors issues through resolution12) Escalates issues to Project Leader and/or core team for referral to appropriate management and/or policy making bodies13) Facilitates development of high-level deliverable structure, WBS sessions, work package definition, sequencing, and estimating effort and resources with the project teams14) Creates the project schedule and validates the schedule with the core team and sub teams15) Obtains schedule approval from the Project Sponsor and Project Leader16) Monitors time submission for project tasks to ensure work is being completed as scheduled17) Levels and monitors schedule weekly and updates as necessary18) Monitors critical path in the project schedule and proactively works with resources and resource managers to ensure those agreed-upon dates are met19) Monitors vendor/consultant hours and verifies invoices against deliverables/milestones20) Monitors vendor contract compliance21) Presents vendor change orders to Project Leader and follows scope change management processes, if required22) Reports to and receives direction from the Sponsor, Project Leader, and core team23) Facilitates the identification of project resource requirements and works with resource managers and customers to construct project teams24) Manages assigned staff, vendors, contractors, and other resources25) Provides an orientation to the assigned project resources on the Project Roles Matrix including their roles and responsibilities26) Works with resource managers when necessary to either increase resource availability or negotiate for other resources27) Motivates and coaches team leads and team members28) Ensures the project scope management change process is followed29) Analyzes project change request impacts to schedule, budget, and resources30) Documents and communicates project change requests31) Participates in budget development, as needed32) Tracks project budget and provides regular reports33) Ensures deliverable acceptance criteria are developed and receive the required sign-offs before the project is closed

7. Team Leader: Insert Name(s)1) Serves on the Core Team2) Manages the assigned sub team and vigorously pursues the teams given objectives (i.e. project tasks)3) Provides regular status updates to the Project Manager, estimated time to completion, cause of variances, etc., as defined by the project 4) Coordinates, attends, and actively participates in project team meetings5) Obtains estimates for project change requests and vendor change orders and provides to Project Manager6) Contributes to overall project objectives and specific team deliverables7) Contributes to the Project Management Plan development in collaboration with the Project Manager and the Core Team8) Ensures tasks for team are completed on time9) Schedules and conducts routine team meetings with project team and provides them status updates and project documentation, when necessary10) Coordinates team activities related to project schedule11) Provides forecast estimates of work to complete to Project Manager12) Notifies Project Manager of any issues and project risks13) Works to identify and resolve issues and project risks14) Makes and communicates decisions in a timely manner15) Advises Project Manager of potential schedule task delays16) Escalates issues to Project Manager for referral to appropriate policy making bodies17) Participates in WBS session, work package definition, sequencing, and duration and resource estimating. 18) Reviews and validates the proposed schedule.19) Performs assigned activities once the schedule is approved.

8. Team Member: Insert Name(s)1) Contributes to project schedule development in collaboration with Project Manager2) Responsible for contributing to overall project objectives and specific team deliverables3) Communicates project risks and escalates issues to team lead 4) Attends and actively participates in team meetings5) Provides estimate to complete for assigned activities and updates remaining work 6) Maintains appropriate records of work in progress which includes any necessary documentation7) Notifies the team lead of any expected difficulties or issues arising8) Responsible for making and communicating decisions in a timely manner9) Participates in WBS session, work package definition, sequencing, and duration and resource estimating10) Reviews and validates the proposed schedule11) Performs assigned activities once the schedule is approved

Appendix D: Scope Change Management Request Form

Appendix E: Document Change Log

Document Change Log

DocumentVersion DateAuthorInputProvided ByChanges Made

Document Change Log Instructions:

1. Enter appropriate information into each column.

2. Note DRAFT version in the Document Change Log and Document Version in the footer until the document is approved as a final document. Various drafts of this document may be distinguished using the date in the document file name.

3. Note the final document as Version 1.0 in the Document Change Log as well as the Document Version in the footer.

4. Minor changes made to the document in the future (i.e., change in Business Unit Lead) should be noted as an additional document within the same version. For example, a minor change after the final document has been approved would be Version 1.1.

5. Major changes, such as those outlined within an approved Project Change Request, should be noted as the next version of the document. For example, a major change allowing additional deliverables to be added through a Project Change Request would lead to Version 2.0 of the document.

Title

Function

PhaseTitle

Function

PhaseFunction

Title

PhaseTextProject Kick-off Meeting