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Revision D0.01 1.00 Prepared By Date Comments First Draft First Release
Awareness
Name Position Head of Department Date Signature
Approvals
This Project Management Plan has been checked by: Name Position Project Manager This Project Management Plan has been approved by: Name Position Project Sponsor Date Signature Date Signature
References
Project Management Plan Page 2 of 19
Table of Contents
1 ABOUT THIS DOCUMENT......................................................................................................................................4 1.1 1.2 1.3 1.4 1.5 2 BACKGROUND TO THE PROJECT...................................................................................................................................4 COORDINATING AREA................................................................................................................................................4 STRATEGIC LINKS......................................................................................................................................................4 RELATED PROJECTS.................................................................................................................................................4 PROJECT BENEFITS ..................................................................................................................................................4
PROJECT SCOPE...................................................................................................................................................5 2.1 2.2 2.3 2.4 2.5 PROJECT DELIVERABLES...........................................................................................................................................5 IN SCOPE (INCLUSIONS)............................................................................................................................................5 OUT OF SCOPE (EXCLUSIONS)...................................................................................................................................5 ASSUMPTIONS........................................................................................................................................................5 CONSTRAINTS.........................................................................................................................................................5
3 4 5 6 7
PROJECT SCHEDULE............................................................................................................................................5 PROJECT BUDGET................................................................................................................................................5 PROCUREMENT STRATEGY.................................................................................................................................6 KEY STAKEHOLDERS...........................................................................................................................................6 PROJECT ROLES & RESPONSIBILITIES.............................................................................................................6 7.1 7.2 7.3 7.4 7.5 7.6 PROJECT SPONSOR ................................................................................................................................................6 STEERING COMMITTEE.............................................................................................................................................7 PROJECT MANAGER.................................................................................................................................................7 ADVISORY GROUP/S................................................................................................................................................8 PROJECT TEAM MEMBERS........................................................................................................................................8 FSMED PROJECT RESOURCE CENTRE........................................................................................................................9
PROJECT CONTROLS.........................................................................................................................................10 8.1 DOCUMENTATION MANAGEMENT..................................................................................................................................10 8.2 PROJECT PROGRESS TRACKING.................................................................................................................................10 8.3 PROJECT COST MANAGEMENT...................................................................................................................................10 8.4 PROJECT TIME MANAGEMENT..................................................................................................................................11 8.5 PROJECT QUALITY MANAGEMENT..............................................................................................................................11 8.6 PROJECT HUMAN RESOURCE MANAGEMENT................................................................................................................11 8.7 PROJECT PROCUREMENT MANAGEMENT.....................................................................................................................11 8.8 PROJECT RISK MANAGEMENT .................................................................................................................................12 8.9 PROJECT ISSUES MANAGEMENT................................................................................................................................12 8.10 PROJECT CHANGE MANAGEMENT............................................................................................................................12 8.11 PROJECT PROGRESS REPORTING...........................................................................................................................12
10 12
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This Project Management Plan (PMP) provides the overall approved work plan for the ________ project. It defines the scope, budget, schedule, risks, personnel and deliverables of the project and also includes a number of subsidiary plans that help define, monitor and control the project. This project is defined as a complex project in accordance to the categories stipulated in the Project Management Guideline document. This PMP guides the work of the Execution and Closeout phases.
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Project Scope
2.4 Assumptions
In reading this PMP, please note the following assumptions: 1.
2.5 Constraints
The following constraints or boundaries have been identified relating to this project: 1.
Project Schedule
The Project Schedule is detailed in the Work Breakdown Structure in Appendix B. The proposed start date for this project is ____________. The expected end date for this project is _________.
Project Budget
The project costs are detailed in the Work Breakdown Structure in Appendix B. The summation of these costs forms the Project Budget that comprises: The project budget is detailed below:
Project Management Plan Page 5 of 19
FSMed (Staff) Human Resources: Contractor (External) Human Resources: Capital Assets: Other Operational (Materials/Travel/Consumables):
Hour s Hour s
$ $ $ $
Procurement Strategy
In considering the procurement of resources, equipment or materials the following strategy applies:
Key Stakeholders
The following individuals, groups or organisations have been identified as key stakeholders to this project: Name Organisation Relationship to Project
Communications to specific Key Stakeholders that require information from the project (or to the project) are detailed in the Communication Management Plan (Appendix C).
with the change management process. Non-contractual changes that do not impact the project plan, project schedule, project budget or project deliverable specifications, can be delegated to the Project Manager;
4. Approving the project scope and documentation, particularly the Project Proposal, Project
7.2
Steering Committee
The Steering Committee acts as an advisory body to the Project Sponsor, providing governance to the project team, and comprises of the following personnel: Name Role Project Sponsor (Chairperson) Project Manager The role and responsibilities of the Steering Committee members include:
1. Providing advice and guidance to the Project Sponsor; 2. Ensuring the project complies to the governance requirements of the organisation; 3. Reviewing all key project documentation (as advisors to the Project Sponsor), including the
Organisation/Directorate
Project Proposal, Project Management Plan, and Project Progress Reports; 4. Providing guidance to the Project Manager based on the assessment of the projects progress and any significant challenges that may arise;
5. Assisting in resolving issues beyond the Project Managers authority, by executive influence
Creating and maintaining the project documentation, particularly the PMP and its subsidiary Work Breakdown Structure (work plan); Managing the day-to-day functions of the project to ensure the project deliverables are produced to the approved scope, schedule, budget and quality; Monitoring and controlling the projects performance in consideration to the PMP, reporting performance major exceptions and issues to the Project Sponsor; Providing monthly Project Progress Reports to the Project Sponsor, based on tracking the percentage complete status on all WBS activities and tasks. Identifying, analysing, monitoring and controlling extreme and high project risks and their treatment status; Identifying, recording, analysing, allocating and overseeing the resolution of issues; Analysing project Change Requests and making a recommendation to the Project Sponsor. This includes implementing approved changes, and updating project documentation in accordance with the change outcomes; Ensuring quality checks are undertaken and documented in accordance with the PMP; Leading the project team to meet the project objectives; Authorising project expenditure in accordance with the project budget and in alignment with all FSMed policies; Attending Steering Committee meeting as the executive officer; and Attending and chairing the project team meeting that reviews the progress of planned tasks, as well as issues, changes and risks.
representative opinion (where required) based on the purpose of their role; and
4. Attending Advisory Group meetings.
Name
Role
Organisation/Directorate
4. Attending all project meetings, providing input where appropriate (i.e. active participation). Please note that organisational line management responsibilities may still exist for project team members relating to their employer obligations, however these are not detailed in this Plan.
Custodian responsibility for the project management methodology, including any future updates; Ensuring the methodology is released in accordance with the license agreement with People Rich Pty Ltd (Australia); Issuing of the Project IDs taken from the Project Register; Registering projects on the Project Register; Establishing a project folder on the central server for electronic files; Establishing a project file for all hardcopy documents; Monthly reporting the Project Register status to the executive; Registering all Change Requests on the Change Register; Collecting and distributing Lessons Learnt reports; Coordinating any project management-related training or coaching; and Maintaining any other project management resources and tools.
To be able to update the Project Register and other PRC-related documentation, the Project Manager is to forward the following signed documents:
Project Proposal Project Management Plan Change Requests Close-out Report Lessons Learnt Report
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Project Controls
A % Complete should be recorded on a working copy of the MS Project Work Breakdown Structure on a frequent basis. This should be done on a weekly basis. The review of the projects progress during project meetings shall focus on the WBS, issues recorded on the Issues Register, Extreme or High level Risks recorded on the Risk Register and any Change Requests recorded on the Change Register.
All costs are shown as the VAT Inclusive Price (VIP). Project costs will be examined frequently against the Work Breakdown Structure by the Project Manager. The Microsoft Dynamic Nav for Financial Management is the primary software used for determining actual spent project costs, however the Project Manager shall use the Microsoft Project application for everyday use. Project costs will generally be budgeted and tracked through the Work Breakdown Structure under the following cost categories:
1. FSMed Human Resources- Salary/wages that represent internal human resource costs; 2. Contractor (External) Human Resources - Contractors/service providers that represents
external human resource costs; and 3. Capital Assets equipment that represents capital assets;
4. Other Operational Costs equipment, material, travel and other consumables used on
Project costs may be shown by summing up all the cost categories values.
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An administration fee is applied to the total costs to calculate the project budget (external projects will also include a margin). Hours calculated for staff are based on 7.4 hours per day, being the equivalent to one day based on a 37 hour work week. All procurement of contractor services, materials and equipment shall be managed in accordance with the FSMed policies and approval processes.
All activity and task times are stipulated in the Work Breakdown Structure, which will be tracked frequently, with percentage complete for each task recorded at the project team meetings. FSMed staff are required to submit a fortnightly timesheet.
The Work Breakdown Structure shall include (where applicable) tasks that relate to tests, inspections and audits to verify the deliverable is fit for purpose, compliant to its predetermined specification and to assure overall quality assurance. The actual audits, tests or inspections processes are stipulated in the Quality Management Plan, as detailed in Appendix D. All audits, tests or inspections tasks when being conducted will be recorded and reported on a Quality Verification Report.
All activity and task times are stipulated in the Work Breakdown Structure, which will be tracked every week, with percentage complete for each task recorded at the project team meetings. This forms the basis of ensuring team members are completing their work in accordance to this Plan. All staff are required to complete fortnightly time sheets.
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Project Managers need to be cognisant of any additional approval requirements defined by the organisations policy requirements. All asset procurements shall be managed as assets and recorded through the normal asset management process. All purchase amounts are stipulated in the Work Breakdown Structure, which will be tracked every week.
The Appendix E includes a Risk Management Plan that will be followed to monitor, control and manage any extreme or high identified risks. At each project team meeting, the known and any new risks will be reviewed and discussed (where appropriate). Risks should be tracked using the Risk Register.
All project team members shall report project issues to the Project Manager in a timely manner, and they will be discussed at each project team meeting. All issues shall be recorded on the Issues Register. The Project Manager is responsible for allocating identified issues to a responsible officer for resolution or consideration, and shall track the issue to closure. Significant project issues shall be reported in the Project Progress Reports.
Any individual or organisation may request a change to the project through submitting a Change Request to the Project Resource Centre through the Project Manager. All Change Requests shall be reviewed by the Project Manager, who will ensure the Change Request is fully complete before submission to the Project Sponsor. All Change Requests shall be recorded and tracked in the Change Register by the PRC. Any changes to a projects approved deliverables, overall schedule or budget requires a formal Change Request to be approved by the Project Sponsor (or delegate), or otherwise changes may be approved by the Project Manager. Approved changes may require an update to this Project Management Plan.
Project performance shall be formally reported on using the Project Progress Report template, and provided frequently (normally at least monthly), although progress should be tracked weekly by the Project Manager. The Project Progress Report format reflects the status of tasks in accordance with the Work Breakdown Structure detail in this Plan.
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HOURS
FSMed External Human Contractor Resources Effort Effort (Hours) (Hours1)
SCHEDULE
Earliest Start Date Latest Finish Date FSMed Human Resources ($)
BUDGET
Contractor Human Resources ($) Capital Assets ($) Other Operational Expenses (e.g., Materials / Consumables / Travel) ($) $ $ $ $ $ $ A
PEOPLE
Human Resources (R= Responsible Officer)
$ $ $ $ $ TOTAL COLUMN EFFORT HOURS: TOTAL EFFORT HOURS: COLUMN TOTAL $: TOTAL COST $: ADMIN FEE 2 $: OPTIONAL MARGIN $: TOTAL PROJECT BUDGET $:
3
$ $ $ $ $ $ $ $ $ $
$ $ $ $ $ $
B = (A x 0.15) C D=A+B+C
1 2 3
FSMed Human Resources Effort should be based on 7.4 hours being equivalent to one day, based on a 37 hour work week. Administration Fee is applied to the Total Cost (e.g., default is 15%; therefore calculated as Total Cost x 0.15). Margin is applied to non-FSMed internal projects (e.g., consultancy projects). Page 15 of 19
Ref
1 2 3 4 5 6 7 8 9 10 11
Key Stakeholder
Project Sponsor Steering Committee Steering Committee Steering Committee Advisory Group Advisory Group Advisory Group
Type of Communication
Progress Meeting Agenda Meeting Minutes Progress Meeting Agenda Meeting Minutes Progress
Format
Progress Report Agenda Minutes Progress Report Agenda Minutes Progress Report
Delivery Method
Hardcopy Email Email Hardcopy Email Email Hardcopy
Frequency / Date
Monthly 3 days before meeting Within 7 days of meeting Monthly 3 days before meeting Within 7 days of meeting Monthly
Responsible Officer
Project Manager Project Manager Project Manager Project Manager Project Manager Project Manager Project Manager
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Results from all audits, tests or inspections stated above are to be recorded on a Quality Verification Report and submitted to the Project Manager.
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Risk Event
Likelihood
Impact
Risk Factor
Treatment Strategy
Responsible Officer
Details of the definitions used for this Risk Management Plan are detailed on the next page.
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Definition
Expected to occur in most circumstances. Will probably occur in most circumstances. Could occur some time. May occur some time, but not really expected to. Would only occur in exceptional circumstances.
Table A Risk Management Likelihood Definitions
Consequence Definition
Descriptor
Catastrophic Major Moderate Minor Insignificant
Definition
Unacceptable effect on project deliverables. Major effect on project deliverables or process, that is likely to require significant effort to rectify. Moderate effects on project deliverables or process, that is likely to require intervention to resolve. Some difficulties experienced, but these are likely to be easily resolved. No noticeable effect on project deliverables or process.
Table B Risk Management Consequence Definitions
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