Berma Procesys Corporation

Project Operations Division

Draft Project Management Procedure

1. Related Policy

This procedure is governed by Berma Procesys Corporations Project Management

Policy.

2. Purpose

This Berma Procesys Corporations Project Management Procedure articulates the

BPC Project Management Policy and the BPC Project Management Lifecycle by
defining the processes that are performed throughout the life of a project to
ensure the efficient and effective management of projects.

3. Scope

The Project Management Procedure applies to projects of Berma Procesys

Corporation. A project is a unique set of processes consisting of coordinated and
controlled activities with start and finish dates, undertaken to achieve an
objective. Achievement of the project objective requires deliverables conforming
to specific requirements, including multiple constraints such as time, cost and
resources. 1
This means: It has a defined start and finish, therefore a project is
temporary.
Something is finished when the project is finished; it creates an end
deliverable, the project objective;
It is not business as usual, and as a consequence does not follow normal
procedures, because there is something unique to it;
Given the above, it needs a specific organization for the coordination and
control of this unique set of processes.

Although with Berma Procesys Corporation, some projects may be similar, each
project is actually unique as differences may occur e.g. in the deliverables
provided by the project, the stakeholders influencing the project, the resources
used, the way processes are adapted to create the deliverables, etc..

4. Project Phases

It is recommended that projects progress through the following project phases.

1. Initiation Phase: the first phase of the project lifecyle.

The Initial Phase begins the process of determining how the project will be
executed. Using the content in the Business Case as its foundation, the Initial
Phase has two outcomes:

The preparation of a detailed model of the work required to achieve the

project objectives; and
Confirmation of the in-principle funding decisions and project
arrangements suggested in the Business Case.

The major activity in the Initiate Phase is the preparation of the Project Initiation
Document. The Project Manager, in consultation with key stakeholders, outlines

1
ISO 21500 Definition
the intended approach to project governance, executing work, and managing
resources and risk.

Steps Responsibility Comments

1. Confirm the governance Project Manager and
structure for the project Project Sponsor
and form governance
groups
2. Develop the Project Project Manager Complete the Project
Charter in consultation Charter Template as
with key stakeholders and appropriate for the size of
any other the project and submit it
teams/portfolios that will to the Project Sponsor for
be affected by the project endorsement.

The Project Charter is a

living document that
becomes a repository of
essential project
information and is
updated as required
through to the Close
Phase of the project.
3. Identify stakeholders Project Manager
4. Establish project team Project Manager
5. Submit the Project Project Manager Projects require a Project
Charter for approval. Charter to be completed
and approved prior to
project work being
conducted.

The Project Charter

should be authorized by
the Project Sponsor prior
to starting the Planning
Phase of the project.

2. Planning Phase: the second phase of the project lifecycle.

The Planning Phase of the project management process determines how the the
project will be executed. Using the Project Charter as its foundation, the planning
phase has two objectives:

Production of a detailed model of the work required to achieve the project

outputs
Reconfirmation of the earlier in-principle funding decisions.
The major component of the planning phase activity is creating the
Project Management Plan Document - the project manager in conjunction
with key stakeholders drafts a blueprint for how the project will be
conducted. The Project Management Plan details the intended approach
to stakeholder management; project governance; executing the work
(work plan); managing resources; dealing with issues and risk. The
completed Project Management Plan is submitted to the Steering
Committee for approval which triggers the Execution Phase of the project.
During the planning phase, it is important to consider the integration of a
change management proposal where the project is likely to lead to one or
more of the following: relocation of work area; elimination of positions; a
change to hours of operation; introduction of significant technological
 change; or a significant change to work practices or impact on conditions,
including change that would be likely to lead to changed responsibility
levels.

Steps Responsibility Comments

1. Prepare the Project Project Manager Use the appropriate
Management Plan template based on the
size of the project.
Define Project
Organization Small projects are not
required to complete a
Project Management Plan.
It is sufficient to update
information relating to
the implementation stage
of the project outlined in
the Project Charter.

The Project Management

Plan is a living document
that forms a directory for
the required tools of the
project e.g. Risk Register,
and Project Schedule.
These are integral tools
within the project and are
required to be updated
through up to Project
Closure.
2. Define Scope Project Manager, Project Complete a Project
Scheduler Schedule and add this
Create Work Breakdown content to the Project
Structure (WBS) and Initiation Document.
Define Activites
Small projects are not
Prepare the Project required to prepare an
Schedule additional Project
Schedule. It is sufficient
to update the information
relating to the key
activities provided in the
Project Initiation
Document to reflect any
changes to project
timeframes.
3. Develop the Project Project Manager Complete a Project
Budget and estimate Budget and add this
costs content to the Project
Charter.

It is sufficient to update
the budget information
provided in the Project
Initiation Document to
reflect any changes to
project budget.
4. Submit the Project Project Manager Scheduled and budget
Charter Document for information must be
approval of the additional approved by the Project
 schedule and budget Sponsor
information
5. Develop a Risk Project Manager For small projects, the
Management Plan (for Business Case completed
medium and large in the Initiation Phase
projects) includes considerations of
project risks that have
been identified and the
risks of not doing the
project.
6. Prepare a Communication Project Manager
Plan (for medium and
large projects)
7. Develop a Quality Quality Assurance/Control
Management Plan Manager
8. Develop Procurement Procurement/Supply
Management Plan Chain Head-Manager
9. Prepare a Risk Register Project Manager The Risk Register should
(for large projects) be updated as required
through to the Close
Phase of the project.
1 Prepare an End of Phase Project Manager End of Phase Reports are
0. Report (for medium and used to provide an
large projects) update to the appropriate
governing body as
outlined in the Project
Initiation Document.

3. Implementation Phase: the third phase of the project lifecycle.

The Implementation phase focuses on the processes of determining how the

project outputs will be delivered. It is triggered by the preparation and approval of
a detailed implementation plan that is added to the Project Initiation Document.
The Implementation Plan or the Project Management Plan consists of all activities
related to systems, staff, processes and training that must be completed to
achieve the intended project outputs.

Once project approval is granted, there are two aspects to executing the project.
The first is the work done to create and deliver the project outputs, the second is
the work done to manage creation and delivery of the project outputs. Both are
essential to successful project execution. During execution, the project manager
will manage risks and issues; adhere to budget and notify any budget overruns to
the delegate; communicate regularly with stakeholders; manage and support the
team; report to governing bodies; review and rework the project management
plan; process change requests, and track and assess the project finances.

Steps Responsibility Comments

1. Direct and Control Project Project Manager
Work and Manage Scope
2. Prepare Project Status Project Manager Use the appropriate
Reports and Distribute template based on the
Information size of the project.

These will be used to

provide an update to the
appropriate governing
body, at regular intervals
as per the Project
 Management Plan.
3. Manage Stakeholders and Project Manager
Communications
4. Control Project Schedule,
Costs and Resources
5. Develop and Manage Project Manager
Project Team
6. Perform Quality QA/QC Manager, Project
Assurance and Control Manager
7. Prepare an Issue Register Project Manager The Issue Register should
(for large projects) be updated as required in
the Implementation
Phase.
8. Update the Risk Register Project Manager Update as required and
and Control Risks use to feed the Project
Status Reports.
9. Select Suppliers and Procurement/Supply
Administer Procurements Chain Head-Manager
1 Prepare the Lessons Project Manager Update as required, until
0 Learned Log the Post Implementation
Review.
1 Prepare an End of Phase Project Manager End of Phase Reports are
1 Report (as appropriate for used to provide an
medium and large update to the appropriate
projects) governing body as
outlined in the Project
Charter.

4. Closure Phase: the final phase of the project lifecycle.

The Closure Phase is the formal closure of the delivery component of the project.
It has two main outcomes:

The handover of project outputs to the operational areas responsible for

ongoing support and maintenance (if applicable to the project); and
The evaluation of the success of the project (also known as Benefits
Realization Analysis).

The Benefits Realization Analysis is a critical component of the post-

implementation review that characterizes the Close Phase. The Project Charter
will have outlined the time frame and process for determining whether and to
what extent the intended business outcomes have been achieved. The Project
Sponsor can use the information in the Benefits Realization Analysis to compare
the actual project outcomes and cost with the planned outcomes and determine
what was achieved by the project was worth the amount invested.
Steps Responsibility Comments
1. Prepare the Post- Project Manager Complete a Post-
Implementation Review Implementation Review
(for medium and large and submit it to the
projects) Project Steering Group for
review before submitting
it to the Project Sponsor.
2. Prepare communications Project Manager
to stakeholders and the
community about the
completion of the project

5. Review of this Procedure

This procedure will be formally reviewed every 12 months in conjunction with
Berma Procesys Corporations Project Management Policy.