Project Management Plan Version:Project Name Id:

Project Manager Email: Phone:

Project Sponsor Email: Phone:Elevator Pitch Summarise the project in three short sentences.

This project is about…It’s important to do because…When it is finished…

Table of ContentsProject Overview........................................................................................................Integration Management Plan....................................................................................Scope Management Plan............................................................................................Scope Statement........................................................................................................Work Breakdown Structure........................................................................................HR Management Plan.................................................................................................Project Organisation Breakdown Structure (OBS)......................................................Roles & Responsibilities Table....................................................................................RACI Chart...................................................................................................................Time Management Plan..............................................................................................Milestone Schedule....................................................................................................Project Schedule.........................................................................................................Cost Management Plan...............................................................................................Project Cost Estimate..................................................................................................Quality Management Plan........................................................................................Quality Plan..............................................................................................................Procurement Management Plan...............................................................................Procurement Plan.....................................................................................................Stakeholder Management Plan................................................................................Stakeholder Analysis.................................................................................................Communication Management Plan..........................................................................Communication Plan.................................................................................................Risk Management Plan.............................................................................................Risk Register.............................................................................................................Opportunity Register................................................................................................Authorisation............................................................................................................

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Figure 1

Project OverviewProject objective/sWhat must be achieved, before the project closes, in order to call the project “successful”. Ensure that this is feasible given the constraints of time, cost and quality.

Measurable Success CriteriaHow you will measure/prove that you have achieved the project objective/s. Should be unambiguous, and ideally quantifiable (measured numerically). Must be achieved before the project closes. May be arbitrary, and less aspirational than the objective/s, but serves to clarify the meaning of “success”, to ensure that everyone is ‘on the same page’.

Background and strategic alignmentHistory, rational and relevant background information about the project. Where did it come from? How is it aligned with the corporate strategy?Governance structuresIndividuals/groups who authorise the project, direct the project manager, provide funding, are accountable for the benefits, and to whom the project manager reports and escalates risks and issues – e.g. Project Sponsor, Steering Committee, Project Control Group, PMOs, etc. Also guiding documents such as policies, contracts, terms of reference. Benefits and long-term outcomesPositive results expected to be achieved because of the project, but AFTER it has closed. Also called “long-term outcomes”. Although the Sponsor is accountable for benefits, it can be helpful for the project manager and team to be aware of what they are.

Other key stakeholdersIndividuals and/or groups involved with the project, affected by the project, or able to affect the project.

Lessons Learned from past projects What Lessons Learned and insights have been gained on past projects that may be relevant to this project?

AssumptionsUncertain conditions that are considered likely to be true, and on which current plan is based.

ConstraintsKnown facts that will limit the team’s choices in relation to how the work is conducted.

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Integration Management PlanProject lifecycleWhat will be the phases of the project lifecycle? Note any gate reviews or hold-points that apply. Phase gates (e.g. “G1”) are checkpoints at which the project’s governance structure (e.g. Sponsor) may review the project, confirm its continued viability, and make a “Go/No-Go” decision.

G1 = Phase Gate 1 Approval of Project Charter required before the project may proceed to the Planning Phase. G2 = Phase Gate 2 Approval of Project Plan required before the project may proceed to the Implementation Phase. G3 = Phase Gate 3 Approval of final Status Report required before the project may proceed to the Closure Phase.

PM methodology & toolsWhat formal methodology (if any) is to be used to manage this project? – e.g. organisation’s methodology, PRINCE2, Agile, etc. What project management tools, templates and/or software will be used? – e.g. Microsoft Project.

Integrated Change ControlHow will proposed changes be identified, analysed, reported, accepted/rejected, integrated into the PMP and communicated to affected stakeholders? What documentation is required? – e.g. Change Request template, Change Log.

Status ReportsWhat is the process for reporting on project progress and performance? What documentation/templates must be used? – e.g. the 10-SPM Project Status Report template. How often will Status Reports be sent? Will Earned Value Management (EVM) be used to measure cost and schedule performance and forecast final costs? What method/s will be used to measure percent-complete for work packages and the overall project?

ClosureDescribe the process, activities and approvals required to close and review the project. What documentation is required? – e.g. the 10-SPM Post Implementation Review.

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Initiation G1 Planning G2 Implementation G3 Closure

Scope Management PlanScope management concepts, processes, and techniques to be appliede.g. How will the project be scoped? How will requirements be gathered and who should be involved? How will scope be validated (accepted by the client/user)? How will deliverables handed-over?

Scope Statement InclusionsList the products, services and results (deliverables) that are included in the scope of work for this project.

ExclusionsIdentify any products, services and results that are NOT currently in scope. NOTE These may be brought in-scope later through Integrated Change Control.

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Work Breakdown Structure

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Project

Planning

Engage stakeholders

Develop PMP and sub-plans

PMP Approved

Implementation

PM during Implementation

Ongoing PM activities

Update PMP

Team meetings

Status Reports

Activities in sub-plans

QA activities

QC activities

Procurement activities

Communication activities

Risk treatment activities

Project Deliverables

Closure

Perform administrative

closure

Celebrate with team

Conduct Post Implementation

Review

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HR Management PlanBuilding the teamWhat is the process for bringing internal resources onto the project as team members (e.g. secondment)? Who needs to be consulted? Are there any non-technical criteria that team members must meet? – e.g. security clearance, Working With Children Check, etc.Induction processWhat process will team members go through when joining the team? – e.g. safety briefings, security passes, briefings, email accounts, access to share drives, sign non-disclosure agreement.Managing the teamWhat team building will be done? How will team and individual performance be evaluated? How will team members be allocated work? How are they to report on progress? How will performance be reviewed/managed? How will line managers be kept informed?Disbanding the teamWhat is the process for off-boarding team members? How will team members be acknowledged at the end of the project? How will the team celebrate project completion?

Project Organisation Breakdown Structure (OBS)What are the channels of delegated authority (flowing down from the governance structure, to project manager, to team leaders), and reporting (flowing up from team members, to team leaders, to project manager, to the governance structure)? May include internal and external team members, such as suppliers, contractors, and volunteers.

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Steering Committee

Proejct Sponsor

Project Manager

[Project Role]

[Project Role]

[Project Role]

[Project Role]

[Project Role]

[Project Role]

Roles & Responsibilities TableProject role Name Phone Email Availability Responsible for Authority / financial

delegation (if any)Required qualifications, skills, checks

Professional development

RACI ChartKey R = Responsible for coordinating the work; A = Approves/signs-off on the work; C = Contributes to the work; I = Is to be kept informed of progressDeliverable Activities

Proj

ect S

pons

or

Proj

ect m

anag

er

… …

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Time Management PlanTime management concepts, processes, and techniques to be appliede.g. How will the schedule be developed and who should be involved? What is the tolerance for being behind schedule? Are there any rewards or penalties for being ahead/behind schedule? What calendar will be used (e.g. 5- or 6-day week)?

Milestone ScheduleMilestonesCheckpoints indicating that a certain amount of work has been completed or a significant stage has been reached. Best phrased as events in the past tense (e.g. Charter Approved”).

Planned date

Current estimated date

Variance Status = On track = Behind = Issue = Complete

Comments

Project Schedule

Develop Project Plan

Project Plan Approval

Deliverable 1

Deliverable 2

Deliverable 3

Deliverable 4

Deliverable 5

Deliverable 6

Close Project

Develop PIR

01-Jun-17 01-Jul-17 01-Aug-17 31-Aug-17 01-Oct-17 31-Oct-17 01-Dec-17 31-Dec-17 31-Jan-18 02-Mar-18 02-Apr-18 02-May-1842979Start: -

C09dd-mmm-yy43004Start: -C09dd-mmm-yy43034Start: -

C09dd-mmm-yy43039Start: -C09dd-mmm-yy43048Start: -

C09dd-mmm-yy43068Start: -C09dd-mmm-yy43093Start: -

C09dd-mmm-yy43118Start: -C09dd-mmm-yy 43168Start: -

C09dd-mmm-yy43188Start: -C09dd-mmm-yy

25

30

5

9

20

25

25

50

20

5

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Cost Management PlanCost management concepts, processes, and techniques to be appliede.g. How will cost plans be developed and who should be involved? Will Earned Value Management be used? What is the tolerance for being over budget? Are there any rewards or penalties for being under/over budget? Are there any funding or cash-flow constraints, such as annual budget cycles? How will human resources be charged to the project (if at all)? How much contingency will be calculated? How will indirect costs be captured? Are profit or amortised costs to be considered? What bank/cost/control accounts will be set up? How and when will committed/receipted costs be captured? Sub-plans, tools and templates e.g. Project Cost Estimate, Budget, Cash-Flow, Payback Analysis, EVM tools, etc.

Project Cost Estimate

Item Internal human resources Budget Procured goods/services Budget Direct Cost Actual Cost Variance Notes$0 $0 $0$0 $0 $0$0 $0 $0$0 $0 $0$0 $0 $0$0 $0 $0$0 $0 $0$0 $0 $0$0 $0 $0$0 $0 $0$0 $0 $0$0 $0 $0$0 $0 $0

$0 $0 $0 $0 $0 budgeted cost remainingPM's financial delegation: $0Project Budget: $0 Total Budgeted (Direct Cost): $0Project Cost Estimate: $0 Total Acutal Cost: $0 (including $0 contingency and management reserve)

Project Contingency: 20% = $0 $0 contingency used; $0 #DIV/0!10%

Management Reserve: 10% = $0 $0 management reserve used; $0 #DIV/0!

Indirect Cost (overhead): 10% = $0 #DIV/0!

Instructions: Double-click here to open embedded excel spreadsheet; then type numbers only into yellow cells only.

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Quality Management PlanQuality management concepts, processes, and techniques to be appliede.g. How will quality requirements be identified and who needs to be consulted? Whose definition of quality needs to be considered? Are there any penalties or rewards for under/over-delivering on quality? What needs to be considered – e.g. end user preferences; product lifecycle and through-life/maintenance costs; obsolescence? Sub-plans, tools and templates e.g. Quality Plan, Configuration Management, Fishbone Diagram, standard checklists, QC charts, etc.

Quality PlanItem A specific product or process, or the whole project

Quality definitionWhat features, functions and attributes will make it ‘fit for purpose’?

Applicable standards (if any)e.g. Technical/functional standards, Australian/ ISO/ Industry standards or codes, organisational policies.

Acceptance criteria Measurable criteria for “good enough”

Quality Assurance What will be done to ensure that products and processes WILL meet the quality definition?

Added to Schedule,

RACI & Budget

( )

Quality ControlWhat will be done to check that completed products and processes HAVE met the quality definition?

Added to Schedule,

RACI & Budget

( )

Procurement Management PlanPMP_170630 Page 11 of 16

Procurement management concepts, processes, and techniques to be appliede.g. How will the Procurement Plan be developed? What policies, procedures and departments need to be involved in planning and conducting procurement? What incentives will be used (e.g. penalties and/or rewards for time/cost/quality performance)? Who will conduct contract administration? To whom should suppliers send invoices? How will suppliers’ performance be reviewed? How will contracts be closed/discharged?Sub-plans, tools and templates e.g. Procurement Plan, Supplier Evaluation Table, Supplier Performance Evaluation, Variation Form, etc.

Procurement PlanGoods/services/results to be procured from outside the organisation

Budgeted cost

Special Conditions to be included in contract e.g. risks to be transferred, rewards/penalties, intellectual property rights, warranties, etc.

Method of Procuremente.g. RFQ, RFT, panel selection

Contract typee.g. Fixed Price, Cost Plus, Time & Materials

Supplier Evaluation Criteriae.g. price, availability, quality, qualifications, track record, etc – in descending order of priority/importance

Added to Schedule,

RACI & Budget

( )

Stakeholder Management PlanPMP_170630 Page 12 of 16

Stakeholder management concepts, processes, and techniques to be appliede.g. How will stakeholders be identified? How will they be analysed? Who needs to be involved in this process? What Change Management activities will be funded by the project? Are there Change Management, media, PR, or other specialist communication/engagement people involved or available to assist?Sub-plans, tools and templates e.g. Stakeholder Analysis, Change Management Plan, etc.

Stakeholder AnalysisStakeholder Name of person or group

BackgroundWhat relevant information is known about the stakeholder and their involvement with this project?

Attitude Rate their attitude toward the project. 1 =strongly opposed3 = indifferent5 =strongly supports

PowerRate as Low or High, then describe their authority or influence

InterestRate as Low or High, then describe their involvement or interest

Management StrategyLow Power, Low Interest = MonitorLow Power, High Interest = InformHigh Power, Low Interest = SellHigh Power, High Interest = Engage

Communication Management Plan

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Information & data management protocols (‘rules’) to be applied on this projectWhat private, confidential and/or classified information needs to be protected? Where will project information be stored and how will access to it be managed? What version control method will be used for project documentation? What information will be handed over at the end of the project, to support the operation and maintenance of the product (e.g. user manuals, warranties, maintenance plans, etc.)? How will info/data be archived/destroyed in the Closure Phase?Communication management concepts, processes, and techniques to be appliedHow will communication be planned, executed, monitored, controlled, and closed? Who needs to be involved? Sub-plans, tools and templates e.g. TRIM, online share drives, wikis, micro-blogs (e.g. Twitter), collaboration tools, Communication Plan, Status Report templates, websites, intranets, social media tools, collaboration tools, etc.

Communication PlanStakeholder Name of person or group

Information – outboundWhat information do they need? What key messages will they receive from the project team?

Information – inboundWhat information do you need from the stakeholder?

ChannelHow will the information be communicated? (e.g. email, meeting, Status Report, website)

Timing When will the communication begin and how frequently will it be updated?

Notese.g. confidentiality, communication, style/preference

Added to Schedule,

RACI & Budget( )

Risk Management PlanPMP_170630 Page 14 of 16

Risk management concepts, processes, and techniques to be appliede.g. Who needs to be involved in Risk Management? How will risks be identified? What risk categories will be considered? How will WHS and Environmental Risk Management requirements be explained to all involved? What likelihood and impact classifications will be used? How will risk treatment strategies be funded? (e.g. work package contingency?) How will issues be managed/reported? How will open risks be handed over at the end of the project?Sub-plans, tools and templates What documents, sub-plans, tools and templates will be used to manage this knowledge area? e.g. Risk Register, Opportunity Register, Issue Log, etc.

Risk RegisterT# Threat description

What threats (events) could adversely affect the project, the organisation, customers or other stakeholders?

Likelihood

1= Unlikely2= Possible3= Likely

Impact

2= Minor 4= Moderate 6= Major

Response (Likelihood x

Impact)

2-4 = Accept6 = Monitor8+ = Treat

Treatment strategy What action will be taken to prevent this risk from occurring and/or reduce its impact on the project? (e.g. mitigate, avoid, eliminate, transfer, assign, accept)

StatusNot yet treatedStrategy ImplementedIssueClosed/passed

Added to Schedule,

RACI & Budget

( )

T1

T2

T3

Opportunity RegisterO# Opportunity description

List the main opportunities that could positively affect the project, the organisation, customers, the community and/or other stakeholders.

Likelihood

1= Unlikely2= Possible3= Likely

Impact

2= Minor 4= Moderate 6= Major

Response (Likelihood x

Impact)2-4 = Accept6 = Monitor8+ = Treat

Treatment strategy What action will be taken to capture this opportunity and exploit it to its full potential? (e.g. exploit, enhance, share, accept)

StatusNot yet treatedStrategy ImplementedCapturedClosed/passed

Added to Schedule,

RACI & Budget

( )

O1

O2

O3

AuthorisationName of authoriser Role PMP approved? (yes/no) Date Comments

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Template courtesy of Elemental Projects – www.elemental-projects.com.au

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