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<Project Title>

Project Management Plan

Version: Date:

A Commitment to Excellence in Training and Education of Health Professionals

Document History
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

Acronyms & Abbreviations


Acronym FSMed PMP PRC WBS Description Fiji School of Medicine Project Management Plan Project Resource Centre Work Breakdown Structure

Access to this Document


This document should be distributed to only appropriate parties in accordance with the confidentiality status stated on the cover of this document. An electronic copy of this document can be located at ___________. {or delete the one that does not apply} This document is not available online. Please request an electronic copy of this document from the Project Manager ___________.

References
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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

APPENDIX A ORGANISATIONAL CHART.....................................................................................................14 APPENDIX B WORK BREAKDOWN STRUCTURE............................................................................................15

10 12

APPENDIX C COMMUNICATIONS MANAGEMENT PLAN............................................................................16 APPENDIX D QUALITY MANAGEMENT PLAN..............................................................................................17

13 APPENDIX E - RISK MANAGEMENT PLAN......................................................................................................18 13.1 RISK PROCESS DEFINITIONS....................................................................................................................................19

Project Management Plan

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About this Document

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.

Figure 1 Project Life Cycle

1.1 Background to the Project


This project is required to ___________.

1.2 Coordinating Area


This project is being coordinated from the _________s Office.

1.3 Strategic Links


This project relates to the _________ Plan, particularly strategic objective/initiative item/s: Plan Ref Objective / Initiative

1.4 Related Projects


This project is related to the following project(s): Project ID Project Title Relationship

1.5 Project Benefits


The deliverables from this project expect to provide the future measurable benefits: 1.

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Project Scope

2.1 Project Deliverables


The project deliverables that this project creates, which includes all products, services or results, that are being handed over to the Project Sponsor as part of the close-out phase includes: 1.

2.2 In Scope (Inclusions)


The specific scope inclusions that relate to the deliverables noted above include: 1.

2.3 Out of Scope (Exclusions)


The specific out of scope or exclusions to the work being conducted include: 1.

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:
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FSMed (Staff) Human Resources: Contractor (External) Human Resources: Capital Assets: Other Operational (Materials/Travel/Consumables):

Hour s Hour s

$ $ $ $

Total Cost $ Administration Fee $ Optional Margin $ Total Project Budget $

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).

Project Roles & Responsibilities

Appendix A shows the Organisational Chart for this project.

7.1 Project Sponsor


The Project Sponsor is ____________, who is the authority for the project work that the Project Manager has been allocated to complete. The role and responsibilities of the Project Sponsor include: 1. Providing the financial resources and sponsorship for the project;
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2. Holding responsibility to FSMeds senior management and Board as the executive

representative for the project (where the Sponsor is a FSMed executive);


3. Approving changes to project scope, schedule, budget and specifications, in accordance

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

Management Plan and Close-out Report;


5. Reviewing Project Progress Reports;

6. Resolving issues beyond the Project Managers authority;


7. Examining the project at the close-out phase and approving / rejecting the deliverables as

part of the signing off of the Close-out Report; and


8. Attending and chairing the monthly Steering Committee meetings (where applicable).

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

and where appropriate; and


6. Attending all Steering Committee meetings.

7.3 Project Manager


The Project Manager for this project is ____________, who is responsible for the successful delivery of this project in accordance with this PMP. The role and responsibilities of the Project Manager include:

Ensuring the project is registered with the Project Resource Centre;


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Project Management Plan

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.

7.4 Advisory Group/s


The Advisory Group/s provide advice, opinion, input and / or feedback to the project team, and comprises of the following personnel: Name Role Organisation/Directorate

The roles and responsibilities of an Advisory Group members include:


1. Reviewing and providing feedback and advice on concepts and documents as presented by

the project team; 2. Providing specialist views when required;


3. Collaborating with any entity or body for which they represent, and thereby providing a

representative opinion (where required) based on the purpose of their role; and
4. Attending Advisory Group meetings.

7.5 Project Team Members


Project Team members include all those individuals that directly or indirectly report to the Project Manager, including any consultants, contractors or staff. They include:
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Name

Role

Organisation/Directorate

The role and responsibilities of the project team members include:


1. Undertaking the tasks as assigned and as professionally as possible, as specified in the

Work Breakdown Structure;


2. Reporting to the Project Manager and notifying where negative or significant deviations in

the planned project scope, schedule, budget or quality occur;


3. Identifying and reporting any risks, issues and proposed changes; and

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.

7.6 FSMed Project Resource Centre


This project is supported by the organisations Project Resource Centre (PRC). The roles and responsibilities of the PRC include:

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

8.1 Documentation Management


The Project Resource Centre shall keep a hardcopy file for all projects in the Project Resource Centre Office. This file shall hold the master signed documents (a copy being held by the project manager), in particular the: Key contracts (where applicable); Signed Project Proposal; Signed Project Management Plan; and Signed Project Close-Out Report. These documents are also used to update the Project Registers status.

8.2 Project Progress Tracking


The guiding principles for Project progress tracking comprise:

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.

8.3 Project Cost Management


The guiding principles for cost management controls for this project comprise:

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

a project that are not capital assets;

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.

8.4 Project Time Management


The guiding principles for time management controls of this project comprise:

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.

8.5 Project Quality Management


The guiding principles for quality management controls of this project comprise:

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.

8.6 Project Human Resource Management


The guiding principles for human resource management controls of this project comprise: A Responsible Officer shall be appointed to each task, whereas the Project Manager is responsible for the overall delivery of the project.

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.

8.7 Project Procurement Management


The guiding principles for procurement management controls of this project comprise:

All purchases are to be managed in accordance with the purchasing policy.

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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.

8.8 Project Risk Management


The guiding principles for risk management controls of this project comprise:

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.

8.9 Project Issues Management


The guiding principles for managing project issues comprise:

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.

8.10 Project Change Management


The guiding principles for managing changes comprise:

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.

8.11 Project Progress Reporting


The guiding principles for Project Status performance reporting comprise:
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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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Appendix A Organisational Chart


The organisational chart for this project is shown below.

Project Sponsor <Name>

Project Steering Committee <Name> (Chair)

Project Resource Centre (PRC)

Project Manager <Name>

Project Advisory Group <Name> (Chair)

Project Team Member <Name> Project Team Member <Name>

Project Team Member <Name>

Figure 2 Organisational Chart

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Appendix B Work Breakdown Structure


This detailed Work Breakdown Structure sets out the work plan for the project, and was used as the basis to calculate the budget, resource allocation and schedule. ACTIVITY / TASK
WBS No. Activity or Task Detail

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

Project Management Plan

10 Appendix C Communications Management Plan


Key Stakeholders have been identified for this project and the key communications required (of and from the project team) have been documented in this Communications Plan as follows:

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

11

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12 Appendix D Quality Management Plan


This Quality Management Plan stipulates any audits, tests or inspections required. Relates to WBS Task Required Equipment / Methodology Details of Process Responsible Officer (Quality Verifier)

Results from all audits, tests or inspections stated above are to be recorded on a Quality Verification Report and submitted to the Project Manager.

Project Management Plan

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13 Appendix E - Risk Management Plan


Extreme or high risks have been identified for this project and treatment strategies have been developed as follows: Ref
1 2 3 4 5 6 7 8 9 10 11

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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13.1 Risk Process Definitions


Likelihood Definition
Descriptor
Almost certain Likely Possible Unlikely Rare

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

Risk Assessment Matrix

Table C Risk Management Matrix

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