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Author: PM Name
Version: V1.0
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Table of Contents
1. Project Scope 1
1.1. Project Purpose 1
1.2.1. In scope 3
1.2.3. Constraints 3
1.2.4. Assumptions 3
1.2.5. Dependencies 3
2. Stakeholders 5
2.1. Primary Stakeholders 5
External Stakeholders 5
3. Schedule 7
3.1. Schedule Management Plan 7
4. Cost Management 9
4.1. Project Cost Management 9
5. Quality Management 10
5.1. Quality Management Plan 10
6. Staffing
6.1. Proposed Organisational Structure 12
7. Communications 13
7.1. Communications Plan 13
8. Risk
8.1. Project Risks and Management 16
9. Procurement 16
9.1. Procurement Management 16
1. Your first Objective 1.01 Break objective 1 into specific achievable and measurable
requirements that will form the highest level in your requirements register
2. Your second Objective
1.02 Break objective 1 into specific achievable and measurable
3. Your third Objective
requirements that will form the highest level in your requirements register
1.2.1. In scope
The scope for the project includes the following:
This can reiterate the deliverables, however this is where the scope of the project lives.
This can reiterate the deliverables, however this is where the scope of the project lives.
Resources – ??
Costs - ????
etc
1.2.4. Assumptions
Defined Oxiana Processes and standards will be applied. If a process exists then it will be applied or
agreed to be modified outside of the scope of this project. This will be simple in the case of DOA
(Delegation of Authority), but may be more difficult in others such as Supplier Creation.
1.2.5. Dependencies
Description of Name of other project Impact on this project Impact on other project
Dependency
EG: Possible change of EG: OZ minerals Eg: If changed to Eg: None.
base system from merger / integration SAP the activities
Ellipse to SAP activities required for
objective 1 (provide
ERP tools) will
increase.
Appilcation specific
uploads and
extracts would also
need to change.
Affecting some of
the outputs of
objectives 2 and 3.
Changes to the list of requirements in the requirements register represent a change in scope.
Therefore they need a change request.
2. Stakeholders
2.1. Primary Stakeholders
Internal Stakeholders
External Stakeholders
3. Schedule
3.1. Schedule Management Plan
Changes to the schedule will be made and recorded in MS Project schedule “XYZ Project -
Schedule.mpj”
Near term milestones and any changes to the schedule at milestone level will be communicated as
part of the Sponsor progress meetings and also reported as part of regular team meetings.
Changes to the scheduled completion date of the project will be processed as Change Requests and
will be logged in the Change Register, maintained by the Project Manager. All changes to scheduled
completion date must be approved by the Sponsor. See the “Change Register” sheet in “ XYZ Project -
Registers.xls”
4. Cost Management
4.1. Project Cost Management
The project costs and budget will be managed during the project by the PM. The project budget and
forecasts will be regularly reported to the sponsor via the Sponsor status update meetings. At a
minimum, budget expenditure against current Forecast plus Estimate at Completion, and Estimate to
Completion will be shown.
Estimate at completion
Estimate to completion
Budget summary into External vs Internal costs (nb: internal refers to cross charges, payroll
staff or contract staff, external refers to purchases of equipment or services specifically for the
project)
EG: While changes to budget follow the company delegation of authority manual, any
changes to this project that will bring the budget over $200K USD must be reviewed approved
by the Executive Director of Projects. This threshold is laid out in the project charter along with
risk thresholds.
Changes to the budget (as a whole) of the project will be processed as Change Requests and will be
logged in the Change Register, maintained by the Project Manager. All changes to budget must be
approved by the Sponsor. See the “Change Register” sheet in “XYZ Project - Registers.xls”
5. Quality Management
5.1. Quality Management Plan
Quality on a project is about meeting the customers defined and implied needs. Unfortunately on
projects, quality is difficult to measure. Often, key stakeholders cannot measure the true quality of the
results until delivery, and then it is too late or expensive to resolve the gaps. A good example of this is
one of the key success criteria of this project: “Company XYZ Purchase Orders make the target mark
of 90% of total Invoices (ie: POI / POI + NOI)”. This measurement will be hard to undertake until very
late in the project. At that late stage, any changes related to this measurement will be difficult and
costly.
The goal of the Quality Management Plan for this project is to attempt to have an indicator of whether
our customer’s needs are being met as soon as possible in the project. In addition to measurements,
several indicators will be used including the process of requirements tracking. The use of quality
measurements, indicators and requirements tracking are detailed in the sections below. The overall
components of the quality plan are;
Use other quality measurements when possible to assess quality early in the project, when
this is not possible use quality indicators.
The use of simple requirements tracking is one of the core quality indicators.
Ensuring “Proper Inputs” may mean the creation and review of appropriate test cases.
“Quality processes” refers to processes to assist in producing quality such as multiple solution
reviews, or even requirements tracking. If these are explicitly listed and monitored as a Quality
Indicator then they are more likely to undertaken.
All quality measurements and indicators will be listed and monitored in the “Quality” sheet in “ XYZ
Project - Registers.xls”. Changes to this sheet do not require an approved change request.
At a minimum, each requirement will need to be listed in the register and the status tracked.
Requirements can’t always be marked as “Solution Delivered” and then ignored. Since new
solutions may affect “solved” requirements a continual review of the requirements will need to
be undertaken by the PM. (this is in fact a quality indicator)
A change to the list of requirements is likely to effect scope. Therefore changes to the
requirements must be monitored and approved by the sponsor via an approved change
request and an entry in the Change Register.
6. Staffing
6.1. Proposed Organisational Structure
The below list represents the proposed team. Due to Oxiana being a Matrix organisation each
manager of a proposed team member will need to explicitly authorised their involvement. These
authorisations must be recorded by the PM against each team member.
7. Communications
7.1. Communications Plan
Due to the geographically dispersed nature of the project and the global community of Ellipse users,
communications is vital to the success of the project. Several communication tools will be used
throughout the project to make sure stakeholders have the appropriate input to the project, and all
stakeholders are aware of changes before they happen and what to do when something unexpected
happens.
An agenda for the meetings will be used including a list of relevant issues. The complete list of issues
will exist in the Issues Register (see “Issues Register” sheet in “XYZ Project - Registers.xls”). This will
form an input and output of the meetings but will not be used to run the meeting (ie: no meetings by
spreadsheets).
Status review of near term milestones (typically next 4-7). This is a tool to discuss the current
forecast date, and any possible changes. The team will need to agree on the current status
(using the green, amber, red notation) of the forecast dates so the PM may report accurately.
Agenda items for relevant issues and risks. To avoid the management by large lists of issues /
risks the PM will bring relevant issues and risks to each meeting.
Functional agenda items such as time, place, meeting attendees and any conference call
details
Due to the dispersed nature of this project, communications will be undertaken via phone conferences,
some video conferences (not available outside of Perth, Melbourne, GG and PH) as well as email.
Overall Progress narrative plus a qualitative assessment as Green, Amber, Red (No issues
unmanaged, Some issues outstanding, Severe issues)
Status of associated Risks, Resources and Costs. Plus a colour coded status (see above)
Key Achievements and Objectives (in the past and next four weeks)
Top 5 Hotspots. This is designed to address the top five unmanaged risks and issues with the
project or dependencies.
Schedule dates of next seven uncompleted milestones (including Baseline and current
Forecast dates) plus narratives on near term milestones (next four milestones)
Budget expenditure against current Forecast. Includes Estimate at Completion, and Estimate
to Completion
Project Kick Off communication to all stakeholders via a one page PDF communiqué.
Update of intranet (Oxnet) profiles to include all team members and a short amount of
personal information and picture if possible.
All implementations or changes during the project require a “Pre Go Live” communication to all
stakeholders with information on what will change and how it will affect the various
stakeholder groups. This should include details on down time, and detail support processes
during the change. This will be done via a “one page PDF communiqué”.
The maintenance of an up to date “Stakeholder list” (kept as part of the Project Management
Plan)
The maintenance of an up to date “Contact List” including phone numbers and emails (kept
separately in document “XYZ Project - Contacts.xls”)
At project close or after the go live of large changes a one page communiqué will be sent out
to all stakeholder describing the change made, the ongoing effects of the change and any
work explicitly not undertaken. Possibly a narrative will be included on the performance of the
people involved in the change / project.
During the project, all documentation mentioned in this plan will be held in;
\\melfps01\depts\finance\ellipse\etc etc etc
This is a working area and the information held here is not for public consumption, but for the Project
Team and sponsors. All public facing documents will be sent via email, and possibly also published on
Oxnet. At completion these project documentation will be cleaned up and archived using the OneOx
standard.
8. Risk
8.1. Project Risks and Management
A Risk Register will be created and will be updated during the project by the PM. See the “Risk
Register” sheet in “XYZ Project - Registers.xls”. Risks will be assessed in a qualitative fashion and will
be communicated as required through team meetings, sponsor status reports and possibly steering
committee meetings.
NB: The risk management plan should meet the Oxims standards for Risks Management.
9. Procurement
9.1. Procurement Management
This project’s need for external procurement may be broken up into three areas;
Incidental costs such as travel, taxis, meals and accommodation
Purchase of equipment
All of the first items will be handled by Oxiana’s internal travel officers and Oxiana reimbursement
policies. As outlined in the Cost Management section no project team expenditure may be undertaken
without the PM’s prior approval. The PM’s travel and accommodation will be approved by the project
sponsor or direct manager.
External labour is to first go through an assessment of internal vs external (ie: make or buy) using CSS
or other departments. Once made a single quote is to be obtained from an appropriate supplier and
approved by the sponsor. Further requests for quote may be made if required by the project sponsor.
Each request for quote must include a list of requirements and specific and measurable success
criteria.
Equipment purchases for commodity items such as PC hardware will go through Oxiana’s applicable
purchasing process and approved by the sponsor.
For travel and accommodation, all monitoring and costing beyond initial approval is the responsibility
of the travelling team member.
For the second and third type of procurement, all monitoring of the procurement cycle is the
responsibility of the PM. The final close of purchase orders and the storage of a copy of the related
documentation of the purchases is the responsibility of the PM.
.