PROJECT MANAGEMENT PLAN TEMPLATE · the Project Management Plan or as a separate, stand-alone...

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PROJECTMANAGEMENTPLANTEMPLATEThisProjectManagementPlanTemplateisfreeforyoutocopyanduseonyourproject

andwithinyourorganization.Wehopethatyoufindthistemplateusefulandwelcomeyourcomments.Publicdistributionofthisdocumentisonlypermitted

fromtheProjectManagementDocsofficialwebsiteat:ProjectManagementDocs.com

PROJECTMANAGEMENTPLAN<PROJECTNAME>

COMPANYNAMESTREETADDRESS

CITY,STATEZIPCODE

TABLEOFCONTENTSINTRODUCTION...................................................................................................................................3PROJECTMANAGEMENTAPPROACH........................................................................................................3PROJECTSCOPE...................................................................................................................................4MILESTONELIST..................................................................................................................................4SCHEDULEBASELINEANDWORKBREAKDOWNSTRUCTURE..........................................................................5CHANGEMANAGEMENTPLAN...............................................................................................................6COMMUNICATIONSMANAGEMENTPLAN.................................................................................................7COSTMANAGEMENTPLAN..................................................................................................................10PROCUREMENTMANAGEMENTPLAN....................................................................................................11PROJECTSCOPEMANAGEMENTPLAN....................................................................................................12SCHEDULEMANAGEMENTPLAN...........................................................................................................13QUALITYMANAGEMENTPLAN.............................................................................................................14RISKMANAGEMENTPLAN...................................................................................................................16RISKREGISTER..................................................................................................................................16STAFFINGMANAGEMENTPLAN............................................................................................................16RESOURCECALENDAR.........................................................................................................................18COSTBASELINE.................................................................................................................................19QUALITYBASELINE.............................................................................................................................20SPONSORACCEPTANCE.......................................................................................................................21

INTRODUCTIONTheIntroductionprovidesahigh-leveloverviewoftheprojectandwhatisincludedinthisProjectManagementPlan.Thisshouldincludeahigh-leveldescriptionoftheprojectanddescribetheprojectsdeliverablesandbenefits.Excessivedetailisnotnecessaryinthissectionastheothersectionsoftheprojectplanwillincludethisinformation.Thissectionshouldprovideasummarizedframeworkoftheprojectanditspurpose.LookbackattheProjectCharterforinformationtoincludeinthissection.TotalSoftwareIncorporated(TSI)hasrecentlyapprovedtheSmartVoiceprojecttomoveforwardforprojectinitiationwithintheresearchanddevelopment(R&D)group.ThisprojectwillresultinthedevelopmentofnewvoicerecognitionsoftwareandsupportsTSI’scorporatestrategyofprovidingprogressivesolutionstoclientswhichimproveproductivityinboththeworkplaceandhomeenvironment.Whilevoicerecognitionsoftwareiscurrentlyavailable,TSIbelievesthatnewtechnologicaldevelopmentswillenableourteamtodevelopasolutionfarsuperiortowhatiscurrentlyavailable.TSIhasbeensuccessfulingainingmarketsharebecauseofitsaggressivepursuitofproductquality,easeofuse,flexibility,andcustomerservice.Additionally,customersunderstandthatourproductsmaybeappliedtoawiderangeofusesforbusinessandpersonalfunctions.Byleveragingourreputationforsuperiorqualityanduser-friendlyproducts,andcapitalizingonnewtechnology,TSIcanpositionitselfasthepremierproviderofeffectiveandeasytousevoicerecognitionssoftwareintoday’smarketplace.PROJECTMANAGEMENTAPPROACHThissectioniswhereyououtlinetheoverallmanagementapproachfortheproject.Thissectionshoulddescribe,ingeneralterms,therolesandauthorityofprojectteammembers.Itshouldalsoincludewhichorganizationswillprovideresourcesfortheprojectandanyresourceconstraintsorlimitations.Ifthereareanydecisionswhichmustbemadebyspecificindividuals—forexampleauthorizingadditionalfundingbytheprojectsponsor—thisshouldalsobestatedhere.ItshouldbewrittenasanExecutiveSummaryfortheProjectManagementPlan.TheProjectManager,JoeGreen,hastheoverallauthorityandresponsibilityformanagingandexecutingthisprojectaccordingtothisProjectPlananditsSubsidiaryManagementPlans.Theprojectteamwillconsistofpersonnelfromthecodinggroup,qualitycontrol/assurancegroup,technicalwritinggroup,andtestinggroup.Theprojectmanagerwillworkwithallresourcestoperformprojectplanning.Allprojectandsubsidiarymanagementplanswillbereviewedandapprovedbytheprojectsponsor.Allfundingdecisionswillalsobemadebytheproject

sponsor.Anydelegationofapprovalauthoritytotheprojectmanagershouldbedoneinwritingandbesignedbyboththeprojectsponsorandprojectmanager.Theprojectteamwillbeamatrixinthatteammembersfromeachorganizationcontinuetoreporttotheirorganizationalmanagementthroughoutthedurationoftheproject.Theprojectmanagerisresponsibleforcommunicatingwithorganizationalmanagersontheprogressandperformanceofeachprojectresource.PROJECTSCOPEStatethescopeoftheprojectinthissection.Thescopestatementfromtheprojectchartershouldbeusedasastartingpoint;however,theprojectplanneedstoincludeamuchmoredetailedscopethanthecharter.Thisdetailshouldincludewhattheprojectdoesanddoesnotinclude.Themoredetailincludedinthissection,thebettertheproduct.Thiswillhelptoclarifywhatisincludedintheprojectandhelptoavoidanyconfusionfromprojectteammembersandstakeholders.ThescopeofTSI’sSmartVoiceprojectincludestheplanning,design,development,testing,andtransitionoftheSmartVoicevoicerecognitionsoftwarepackage.Thissoftwarewillmeetorexceedorganizationalsoftwarestandardsandadditionalrequirementsestablishedintheprojectcharter.Thescopeofthisprojectalsoincludescompletionofalldocumentation,manuals,andtrainingaidstobeusedinconjunctionwiththesoftware.ProjectcompletionwilloccurwhenthesoftwareanddocumentationpackagehasbeensuccessfullyexecutedandtransitionedtoTSI’smanufacturinggroupforproduction.AllSmartVoiceprojectworkwillbeperformedinternallyandnoportionofthisprojectwillbeoutsourced.Thescopeofthisprojectdoesnotincludeanychangesinrequirementstostandardoperatingsystemstorunthesoftware,softwareupdatesorrevisions.MILESTONELISTProvideasummarylistofmilestonesincludingdatesforeachmilestone.Includeanintroductoryparagraphinthissectionwhichprovidessomeinsighttothemajormilestones.Thissectionshouldalsomentionordiscussactionstakenifanychangestothemilestonesordeliverydatesarerequired.ThebelowchartliststhemajormilestonesfortheSmartVoiceProject.Thischartiscomprisedonlyofmajorprojectmilestonessuchascompletionofaprojectphaseorgatereview.TheremaybesmallermilestoneswhicharenotincludedonthischartbutareincludedintheprojectscheduleandWBS.Ifthereareanyschedulingdelayswhichmayimpactamilestoneordeliverydate,theprojectmanagermustbenotifiedimmediatelysoproactivemeasuresmaybetakento

mitigateslipsindates.Anyapprovedchangestothesemilestonesordateswillbecommunicatedtotheprojectteambytheprojectmanager.Milestone Description DateCompleteRequirementsGathering

AllrequirementsforSmartVoicemustbedeterminedtobasedesignupon

2/28/xx

CompleteSmartVoiceDesign

Thisisthetheoreticaldesignforthesoftwareanditsfunctionality

5/31/xx

CompleteSmartVoiceCoding

Allcodingcompletedresultinginsoftwareprototype 7/31/xx

CompleteSmartVoiceTestingandDebugging

Allfunctionalitytestedandallidentifiederrorscorrected

8/31/xx

CompleteTransitionofSmartVoicetoTSIProduction

Completedsoftwareanddocumentationtransitionedtooperationsgrouptobeginproduction

11/30/xx

SCHEDULEBASELINEANDWORKBREAKDOWNSTRUCTUREThissectionshoulddiscusstheWBS,WBSDictionary,andSchedulebaselineandhowtheywillbeusedinmanagingtheproject’sscope.TheWBSprovidestheworkpackagestobeperformedforthecompletionoftheproject.TheWBSDictionarydefinestheworkpackages.Theschedulebaselineprovidesareferencepointformanagingprojectprogressasitpertainstoscheduleandtimeline.Theschedulebaselineandworkbreakdownstructure(WBS)shouldbecreatedinMicrosoftProject.TheWBScanbeexportedfromtheMSProjectfile.TheWBSfortheSmartVoiceProjectiscomprisedofworkpackageswhichdonotexceed40hoursofworkbutareatleast4hoursofwork.Workpackagesweredevelopedthroughclosecollaborationamongprojectteammembersandstakeholderswithinputfromfunctionalmanagersandresearchfrompastprojects.TheWBSDictionarydefinesallworkpackagesfortheSmartVoiceProject.Thesedefinitionsincludealltasks,resources,anddeliverables.EveryworkpackageintheWBSisdefinedintheWBSDictionaryandwillaidinresourceplanning,taskcompletion,andensuringdeliverablesmeetprojectrequirements.TheSmartVoiceProjectschedulewasderivedfromtheWBSandProjectCharterwithinputfromallprojectteammembers.Theschedulewascompleted,reviewedbytheProjectSponsor,andapprovedandbase-lined.TheschedulewillbemaintainedasaMSProjectGanttChartbytheSmartVoiceProjectManager.Anyproposedchangestotheschedulewillfollow

TSI’schangecontrolprocess.Ifestablishedboundarycontrolsmaybeexceeded,achangerequestwillbesubmittedtotheProjectManager.TheProjectManagerandteamwilldeterminetheimpactofthechangeontheschedule,cost,resources,scope,andrisks.IfitisdeterminedthattheimpactswillexceedtheboundaryconditionsthenthechangewillbeforwardedtotheProjectSponsorforreviewandapproval.TheSmartVoiceboundaryconditionsare:CPIlessthan0.8orgreaterthan1.2SPIlessthan0.8orgreaterthan1.2IfthechangeisapprovedbytheProjectSponsorthenitwillbeimplementedbytheProjectManagerwhowillupdatethescheduleandalldocumentationandcommunicatethechangetoallstakeholdersinaccordancewiththeChangeControlProcess.TheProjectScheduleBaselineandWorkBreakdownStructureareprovidedinAppendixA,ProjectScheduleandAppendixB,WorkBreakdownStructure.CHANGEMANAGEMENTPLANThissectionshoulddescribeyourchangecontrolprocess.Ideally,thisprocesswillbesometypeoforganizationalstandardwhichisrepeatableanddoneonmostorallprojectswhenachangeisnecessary.Changestoanyprojectmustbecarefullyconsideredandtheimpactofthechangemustbeclearinordertomakeanytypeofapprovaldecisions.Manyorganizationshavechangecontrolboards(CCBs)whichreviewproposedchangesandeitherapproveordenythem.Thisisaneffectivewaytoprovideoversightandensureadequatefeedbackandreviewofthechangeisobtained.Thissectionshouldalsoidentifywhohasapprovalauthorityforchangestotheproject,whosubmitsthechanges,howtheyaretrackedandmonitored.ForcomplexorlargeprojectstheChangeManagementPlanmaybeincludedasanappendixtotheProjectManagementPlanorasaseparate,stand-alonedocument.WehaveadetailedChangeManagementPlantemplateavailableonourwebsite.ThefollowingstepscompriseTSI’sorganizationchangecontrolprocessforallprojectsandwillbeutilizedontheSmartVoiceproject:

Step#1:Identifytheneedforachange(AnyStakeholder) RequestorwillsubmitacompletedTSIchangerequestformtotheprojectmanagerStep#2:Logchangeinthechangerequestregister(ProjectManager) Theprojectmanagerwillmaintainalogofallchangerequestsforthedurationofthe project

Step#3:Conductanevaluationofthechange(ProjectManager,ProjectTeam,Requestor) Theprojectmanagerwillconductanevaluationoftheimpactofthechangetocost,risk, schedule,andscopeStep#4:SubmitchangerequesttoChangeControlBoard(CCB)(ProjectManager) TheprojectmanagerwillsubmitthechangerequestandanalysistotheCCBforreviewStep#5:ChangeControlBoarddecision(CCB) TheCCBwilldiscusstheproposedchangeanddecidewhetherornotitwillbeapproved basedonallsubmittedinformationStep#6:Implementchange(ProjectManager) IfachangeisapprovedbytheCCB,theprojectmanagerwillupdateandre-baseline projectdocumentationasnecessaryaswellasensureanychangesarecommunicatedto theteamandstakeholders

AnyteammemberorstakeholdermaysubmitachangerequestfortheSmartVoiceProject.TheSmartVoiceProjectSponsorwillchairtheCCBandanychangestoprojectscope,cost,orschedulemustmeethisapproval.AllchangerequestswillbeloggedinthechangecontrolregisterbytheProjectManagerandtrackedthroughtocompletionwhetherapprovedornot.COMMUNICATIONSMANAGEMENTPLANThepurposeoftheCommunicationsManagementPlanistodefinethecommunicationrequirementsfortheprojectandhowinformationwillbedistributedtoensureprojectsuccess.Youshouldgiveconsiderablethoughttohowyouwanttomanagecommunicationsoneveryproject.Byhavingasolidcommunicationsmanagementapproachyou’llfindthatmanyprojectmanagementproblemscanbeavoided.Inthissectionyoushouldprovideanoverviewofyourcommunicationsmanagementapproach.Generally,theCommunicationsManagementPlandefinesthefollowing:

• Communicationrequirementsbasedonroles• Whatinformationwillbecommunicated• Howtheinformationwillbecommunicated• Whenwillinformationbedistributed• Whodoesthecommunication• Whoreceivesthecommunication• Communicationsconduct

Forlargerandmorecomplexprojects,theCommunicationsManagementPlanmaybeincludedasanappendixorseparatedocumentapartfromtheProjectManagementPlan.WehaveadetailedCommunicationsManagementPlantemplateavailableonourwebsite.

ThisCommunicationsManagementPlansetsthecommunicationsframeworkforthisproject.Itwillserveasaguideforcommunicationsthroughoutthelifeoftheprojectandwillbeupdatedascommunicationrequirementschange.ThisplanidentifiesanddefinestherolesofSmartVoiceprojectteammembersastheypertaintocommunications.Italsoincludesacommunicationsmatrixwhichmapsthecommunicationrequirementsofthisproject,andcommunicationconductformeetingsandotherformsofcommunication.Aprojectteamdirectoryisalsoincludedtoprovidecontactinformationforallstakeholdersdirectlyinvolvedintheproject.TheProjectManagerwilltaketheleadroleinensuringeffectivecommunicationsonthisproject.ThecommunicationsrequirementsaredocumentedintheCommunicationsMatrixbelow.TheCommunicationsMatrixwillbeusedastheguideforwhatinformationtocommunicate,whoistodothecommunicating,whentocommunicateit,andtowhomtocommunicate.Communicatio

nTypeDescription Frequenc

yFormat Participants/

DistributionDeliverabl

eOwner

WeeklyStatusReport

Emailsummaryofprojectstatus Weekly Email

ProjectSponsor,Teamand

StakeholdersStatusReport Project

Manager

WeeklyProjectTeamMeeting

Meetingtoreviewactionregisterand

status

Weekly InPerson ProjectTeam UpdatedActionRegister

ProjectManager

ProjectMonthlyReview(PMR)

Presentmetricsandstatustoteamandsponsor

Monthly InPersonProjectSponsor,

Team,andStakeholders

StatusandMetric

Presentation

ProjectManager

ProjectGateReviews

Presentcloseoutof

projectphasesandkickoffnext

AsNeeded InPersonProjectSponsor,

TeamandStakeholders

Phasecompletionreportand

phasekickoff

ProjectManager

TechnicalDesignReview

Reviewofanytechnical

designsorworkassociatedwiththeproject

AsNeeded InPerson ProjectTeamTechnicalDesignPackage

ProjectManager

Projectteamdirectoryforallcommunicationsis:

Name Title Email OfficePhone CellPhone

JohnDavis ProjectSponsor j.davis@tsi.com xxx-xxx-xxxx xxx-xxx-xxxxJoeGreen ProjectManager j.green@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx

HerbWalker SeniorProgrammer h.walker@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx

JasonBlack Programmer j.black@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx

MaryWhite Sr.QualitySpecialist m.white@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx

RonSmith QualitySpecialist r.smith@tsi.com xxx-xxx-xxxx xxx-xxx-xxxxTomSunday TechnicalWriter t.sunday@tsi.com xxx-xxx-xxxx xxx-xxx-xxxxKarenBrown TestingSpecialist k.brown@tsi.com xxx-xxx-xxxx xxx-xxx-xxxx

CommunicationsConduct:Meetings:TheProjectManagerwilldistributeameetingagendaatleast2dayspriortoanyscheduledmeetingandallparticipantsareexpectedtoreviewtheagendapriortothemeeting.Duringallprojectmeetingsthetimekeeperwillensurethatthegroupadherestothetimesstatedintheagendaandtherecorderwilltakeallnotesfordistributiontotheteamuponcompletionofthemeeting.Itisimperativethatallparticipantsarrivetoeachmeetingontimeandallcellphonesandblackberriesshouldbeturnedofforsettovibratemodetominimizedistractions.Meetingminuteswillbedistributednolaterthan24hoursaftereachmeetingiscompleted.Email:AllemailpertainingtotheSmartVoiceProjectshouldbeprofessional,freeoferrors,andprovidebriefcommunication.Emailshouldbedistributedtothecorrectprojectparticipantsinaccordancewiththecommunicationmatrixabovebasedonitscontent.Allattachmentsshouldbeinoneoftheorganization’sstandardsoftwaresuiteprogramsandadheretoestablishedcompanyformats.Iftheemailistobringanissueforwardthenitshoulddiscusswhattheissueis,provideabriefbackgroundontheissue,andprovidearecommendationtocorrecttheissue.TheProjectManagershouldbeincludedonanyemailpertainingtotheSmartVoiceProject.InformalCommunications:Whileinformalcommunicationisapartofeveryprojectandisnecessaryforsuccessfulprojectcompletion,anyissues,concerns,orupdatesthatarisefrominformaldiscussionbetweenteammembersmustbecommunicatedtotheProjectManagersotheappropriateactionmaybetaken.

COSTMANAGEMENTPLANTheCostManagementPlanclearlydefineshowthecostsonaprojectwillbemanagedthroughouttheproject’slifecycle.Itsetstheformatandstandardsbywhichtheprojectcostsaremeasured,reported,andcontrolled.Workingwithinthecostmanagementguidelinesisimperativeforallprojectteammemberstoensuresuccessfulcompletionoftheproject.TheseguidelinesmayincludewhichleveloftheWBScostaccountswillbecreatedinandtheestablishmentofacceptablevariances.TheCostManagementPlan:

• Identifieswhoisresponsibleformanagingcosts• Identifieswhohastheauthoritytoapprovechangestotheprojectoritsbudget• Howcostperformanceisquantitativelymeasuredandreportedupon• Reportformats,frequencyandtowhomtheyarepresented

ForcomplexorlargeprojectstheCostManagementPlanmaybeincludedasanappendixtotheProjectManagementPlanorasaseparate,stand-alonedocument.WehaveadetailedCostManagementPlantemplateavailableonourwebsite.TheProjectManagerwillberesponsibleformanagingandreportingontheproject’scostthroughoutthedurationoftheproject.TheProjectManagerwillpresentandreviewtheproject’scostperformanceduringthemonthlyprojectstatusmeeting.Usingearnedvaluecalculations,theProjectManagerisresponsibleforaccountingforcostdeviationsandpresentingtheProjectSponsorwithoptionsforgettingtheprojectbackonbudget.Allbudgetauthorityanddecisions,toincludebudgetchanges,residewiththeSmartVoiceProjectSponsor.FortheSmartVoiceProject,controlaccountswillbecreatedatthefourthleveloftheWBSwhichiswhereallcostsandperformancewillbemanagedandtracked.FinancialperformanceoftheSmartVoiceProjectwillbemeasuredthroughearnedvaluecalculationspertainingtotheproject’scostaccounts.Workstartedonworkpackageswillgrantthatworkpackagewith50%credit;whereas,theremaining50%iscrediteduponcompletionofallworkdefinedinthatworkpackage.Costsmayberoundedtothenearestdollarandworkhoursroundedtothenearestwholehour.CostandSchedulePerformanceIndex(CPIandSPIrespectively)willbereportedonamonthlybasisbytheProjectManagertotheProjectSponsor.Variancesof10%or+/-0.1inthecostandscheduleperformanceindexeswillchangethestatusofthecosttoyelloworcautionary.Thesewillbereportedandifit’sdeterminedthatthereisnoorminimalimpactontheproject’scostorschedulebaselinethentheremaybenoactionrequired.Costvariancesof20%,or+/-0.2inthecostandscheduleperformanceindexeswillchangethestatusofthecosttoredorcritical.ThesewillbereportedandrequirecorrectiveactionfromtheProjectManagerinorder

tobringthecostand/orscheduleperformanceindexesbackinlinewiththeallowablevariance.AnycorrectiveactionswillrequireaprojectchangerequestandbemustapprovedbytheCCBbeforeitcanbeimplemented.EarnedvaluecalculationswillbecompiledbytheProjectManagerandreportedatthemonthlyprojectstatusmeeting.Ifthereareindicationsthatthesevalueswillapproachorreachthecriticalstagebeforeasubsequentmeeting,theProjectManagerwillcommunicatethistotheProjectSponsorimmediately.PROCUREMENTMANAGEMENTPLANTheProcurementManagementPlanshouldbedefinedenoughtoclearlyidentifythenecessarystepsandresponsibilitiesforprocurementfromthebeginningtotheendofaproject.Theprojectmanagermustensurethattheplanfacilitatesthesuccessfulcompletionoftheprojectanddoesnotbecomeanoverwhelmingtasktomanage.Theprojectmanagerwillworkwiththeprojectteam,contracts/purchasingdepartment,andotherkeyplayerstomanagetheprocurementactivities.Forlargerprojectsorprojectswithmorecomplicatedprocurementmanagementrequirements,youcanincludetheProcurementManagementPlanasaseparatedocumentapartfromtheProjectManagementPlan.WehaveadetailedProcurementManagementPlanavailableonourwebsite.TheProjectManagerwillprovideoversightandmanagementforallprocurementactivitiesunderthisproject.TheProjectManagerisauthorizedtoapproveallprocurementactionsupto$50,000.AnyprocurementactionsexceedingthisamountmustbeapprovedbytheProjectSponsor.Whilethisprojectrequiresminimalornoprocurement,intheeventprocurementisrequired,theProjectManagerwillworkwiththeprojectteamtoidentifyallitemsorservicestobeprocuredforthesuccessfulcompletionoftheproject.TheProjectManagerwillthenensuretheseprocurementsarereviewedbytheProgramManagementOffice(PMO)andpresentedtothecontractsandpurchasinggroups.Thecontractsandpurchasinggroupswillreviewtheprocurementactions,determinewhetheritisadvantageoustomakeorbuytheitemsorresourcerequiredservicesinternally,andbeginthevendorselection,purchasingandthecontractingprocess.Intheeventaprocurementbecomesnecessary,theProjectManagerwillberesponsibleformanagementanyselectedvendororexternalresource.TheProjectManagerwillalsomeasureperformanceasitrelatestothevendorprovidingnecessarygoodsand/orservicesandcommunicatethistothepurchasingandcontractsgroups.

PROJECTSCOPEMANAGEMENTPLANItisimportantthattheapproachtomanagingtheprojects’scopebeclearlydefinedanddocumentedindetail.Failuretoclearlyestablishandcommunicateprojectscopecanresultindelays,unnecessarywork,failuretoachievedeliverables,costoverruns,orotherunintendedconsequences.ThissectionprovidesasummaryoftheScopeManagementPlaninwhichitaddressesthefollowing:

• Whohasauthorityandresponsibilityforscopemanagement• Howthescopeisdefined(i.e.ScopeStatement,WBS,WBSDictionary,Statementof

Work,etc.)• Howthescopeismeasuredandverified(i.e.QualityChecklists,ScopeBaseline,Work

PerformanceMeasurements,etc.)• Thescopechangeprocess(whoinitiates,whoauthorizes,etc.)• Whoisresponsibleforacceptingthefinalprojectdeliverableandapprovesacceptance

ofprojectscopeWehaveadetailedScopeManagementPlanavailableonourwebsitewhichcanbeincludedasanappendixtotheProjectManagementPlanforlargerormorecomplexprojects.Besuretoreviewitanddetermineifit'snecessaryformanagingyourproject.ScopemanagementfortheSmartVoiceProjectwillbethesoleresponsibilityoftheProjectManager.ThescopeforthisprojectisdefinedbytheScopeStatement,WorkBreakdownStructure(WBS)andWBSDictionary.TheProjectManager,Sponsor,andStakeholderswillestablishandapprovedocumentationformeasuringprojectscopewhichincludesdeliverablequalitychecklistsandworkperformancemeasurements.ProposedscopechangesmaybeinitiatedbytheProjectManager,Stakeholdersoranymemberoftheprojectteam.AllchangerequestswillbesubmittedtotheProjectManagerwhowillthenevaluatetherequestedscopechange.UponacceptanceofthescopechangerequesttheProjectManagerwillsubmitthescopechangerequesttotheChangeControlBoardandProjectSponsorforacceptance.UponapprovalofscopechangesbytheChangeControlBoardandProjectSponsortheProjectManagerwillupdateallprojectdocumentsandcommunicatethescopechangetoallstakeholders.BasedonfeedbackandinputfromtheProjectManagerandStakeholders,theProjectSponsorisresponsiblefortheacceptanceofthefinalprojectdeliverablesandprojectscope.TheProjectSponsorisresponsibleforformallyacceptingtheproject’sfinaldeliverable.Thisacceptancewillbebasedonareviewofallprojectdocumentation,testingresults,betatrialresults,andcompletionofalltasks/workpackagesandproductfunctionality.

SCHEDULEMANAGEMENTPLANThissectionprovidesageneralframeworkfortheapproachwhichwillbetakentocreatetheprojectschedule.Effectiveschedulemanagementisnecessaryforensuringtasksarecompletedontime,resourcesareallocatedappropriately,andtohelpmeasureprojectperformance.Thissectionshouldincludediscussionoftheschedulingtool/format,schedulemilestones,andscheduledevelopmentrolesandresponsibilities.BesuretocheckoutthedetailedScheduleManagementPlanavailableonourwebsite.TheseparateScheduleManagementPlanissuitableforlargerprojectsorprojectswheretheschedulemanagementismoreformalized.ProjectschedulesfortheSmartVoiceProjectwillbecreatedusingMSProject2007startingwiththedeliverablesidentifiedintheproject’sWorkBreakdownStructure(WBS).Activitydefinitionwillidentifythespecificworkpackageswhichmustbeperformedtocompleteeachdeliverable.Activitysequencingwillbeusedtodeterminetheorderofworkpackagesandassignrelationshipsbetweenprojectactivities.Activitydurationestimatingwillbeusedtocalculatethenumberofworkperiodsrequiredtocompleteworkpackages.Resourceestimatingwillbeusedtoassignresourcestoworkpackagesinordertocompletescheduledevelopment.Onceapreliminaryschedulehasbeendeveloped,itwillbereviewedbytheprojectteamandanyresourcestentativelyassignedtoprojecttasks.Theprojectteamandresourcesmustagreetotheproposedworkpackageassignments,durations,andschedule.Oncethisisachievedtheprojectsponsorwillreviewandapprovethescheduleanditwillthenbebaselined.InaccordancewithTSI’sorganizationalstandard,thefollowingwillbedesignatedasmilestonesforallprojectschedules:

• CompletionofscopestatementandWBS/WBSDictionary• Baselinedprojectschedule• Approvaloffinalprojectbudget• Projectkick-off• Approvalofrolesandresponsibilities• Requirementsdefinitionapproval• Completionofdatamapping/inventory• Projectimplementation• Acceptanceoffinaldeliverables

Rolesandresponsibilitiesforscheduledevelopmentareasfollows:

Theprojectmanagerwillberesponsibleforfacilitatingworkpackagedefinition,sequencing,andestimatingdurationandresourceswiththeprojectteam.TheprojectmanagerwillalsocreatetheprojectscheduleusingMSProject2007andvalidatetheschedulewiththeprojectteam,stakeholders,andtheprojectsponsor.Theprojectmanagerwillobtainscheduleapprovalfromtheprojectsponsorandbaselinetheschedule.Theprojectteamisresponsibleforparticipatinginworkpackagedefinition,sequencing,duration,andresourceestimating.Theprojectteamwillalsoreviewandvalidatetheproposedscheduleandperformassignedactivitiesoncethescheduleisapproved.Theprojectsponsorwillparticipateinreviewsoftheproposedscheduleandapprovethefinalschedulebeforeitisbaselined.Theprojectstakeholderswillparticipateinreviewsoftheproposedscheduleandassistinitsvalidation.QUALITYMANAGEMENTPLANThissectiondiscusseshowqualitymanagementwillbeusedtoensurethatthedeliverablesfortheprojectmeetaformallyestablishedstandardofacceptance.Allprojectdeliverablesshouldbedefinedinordertoprovideafoundationandunderstandingofthetasksathandandwhatworkmustbeplanned.Qualitymanagementistheprocessbywhichtheorganizationnotonlycompletestheworkbutcompletestheworktoanacceptablestandard.WithoutathoroughQualityManagementPlan,workmaybecompletedinasubstandardorunacceptablemanner.Thissectionshouldincludequalityrolesandresponsibilities,qualitycontrol,qualityassurance,andqualitymonitoring.Forlargerormorecomplexprojects,theQualityManagementPlanmaybeincludedasanappendixorseparatedocument.AdetailedQualityManagementPlanisavailableforuseonourwebsite.AllmembersoftheSmartVoiceprojectteamwillplayaroleinqualitymanagement.Itisimperativethattheteamensuresthatworkiscompletedatanadequatelevelofqualityfromindividualworkpackagestothefinalprojectdeliverable.ThefollowingarethequalityrolesandresponsibilitiesfortheSmartVoiceProject:TheProjectSponsorisresponsibleforapprovingallqualitystandardsfortheSmartVoiceProject.TheProjectSponsorwillreviewallprojecttasksanddeliverablestoensurecompliancewithestablishedandapprovedqualitystandards.Additionally,theProjectSponsorwillsignoffonthefinalacceptanceoftheprojectdeliverable.

TheProjectManagerisresponsibleforqualitymanagementthroughoutthedurationoftheproject.TheProjectManagerisresponsibleforimplementingtheQualityManagementPlanandensuringalltasks,processes,anddocumentationarecompliantwiththeplan.TheProjectManagerwillworkwiththeproject’squalityspecialiststoestablishacceptablequalitystandards.TheProjectManagerisalsoresponsibleforcommunicatingandtrackingallqualitystandardstotheprojectteamandstakeholders.TheQualitySpecialistsareresponsibleforworkingwiththeProjectManagertodevelopandimplementtheQualityManagementPlan.QualitySpecialistswillrecommendtoolsandmethodologiesfortrackingqualityandstandardstoestablishacceptablequalitylevels.TheQualitySpecialistswillcreateandmaintainQualityControlandAssuranceLogsthroughouttheproject.Theremainingmemberoftheprojectteam,aswellasthestakeholderswillberesponsibleforassistingtheProjectManagerandQualitySpecialistsintheestablishmentofacceptablequalitystandards.TheywillalsoworktoensurethatallqualitystandardsaremetandcommunicateanyconcernsregardingqualitytotheProjectManager.QualitycontrolfortheSmartVoiceProjectwillutilizetoolsandmethodologiesforensuringthatallprojectdeliverablescomplywithapprovedqualitystandards.Tomeetdeliverablerequirementsandexpectations,wemustimplementaformalprocessinwhichqualitystandardsaremeasuredandaccepted.TheProjectManagerwillensureallqualitystandardsandqualitycontrolactivitiesaremetthroughouttheproject.TheQualitySpecialistswillassisttheProjectManagerinverifyingthatallqualitystandardsaremetforeachdeliverable.IfanychangesareproposedandapprovedbytheProjectSponsorandCCB,theProjectManagerisresponsibleforcommunicatingthechangestotheprojectteamandupdatingallprojectplansanddocumentation.QualityassurancefortheSmartVoiceProjectwillensurethatallprocessesusedinthecompletionoftheprojectmeetacceptablequalitystandards.Theseprocessstandardsareinplacetomaximizeprojectefficiencyandminimizewaste.Foreachprocessusedthroughouttheproject,theProjectManagerwilltrackandmeasurequalityagainsttheapprovedstandardswiththeassistanceoftheQualitySpecialistsandensureallqualitystandardsaremet.IfanychangesareproposedandapprovedbytheProjectSponsorandCCB,theProjectManagerisresponsibleforcommunicatingthechangestotheprojectteamandupdatingallprojectplansanddocumentation.

RISKMANAGEMENTPLANThissectionprovidesageneraldescriptionfortheapproachtakentoidentifyandmanagetherisksassociatedwiththeproject.Itshouldbeashortparagraphortwosummarizingtheapproachtoriskmanagementonthisproject.Sinceriskmanagementisascienceinitself,wehavemanyriskmanagementtemplatesavailableonourwebsite.LookforthedetailedRiskManagementPlan,RiskRegisteralongwithtemplatesforperformingariskassessmentmeeting.TheapproachformanagingrisksfortheSmartVoiceProjectincludesamethodicalprocessbywhichtheprojectteamidentifies,scores,andranksthevariousrisks.Everyeffortwillbemadetoproactivelyidentifyrisksaheadoftimeinordertoimplementamitigationstrategyfromtheproject’sonset.Themostlikelyandhighestimpactriskswereaddedtotheprojectscheduletoensurethattheassignedriskmanagerstakethenecessarystepstoimplementthemitigationresponseattheappropriatetimeduringtheschedule.Riskmanagerswillprovidestatusupdatesontheirassignedrisksinthebi-weeklyprojectteammeetings,butonlywhenthemeetingsincludetheirrisk’splannedtimeframe.Uponthecompletionoftheproject,duringtheclosingprocess,theprojectmanagerwillanalyzeeachriskaswellastheriskmanagementprocess.Basedonthisanalysis,theprojectmanagerwillidentifyanyimprovementsthatcanbemadetotheriskmanagementprocessforfutureprojects.Theseimprovementswillbecapturedaspartofthelessonslearnedknowledgebase.RISKREGISTERTheRiskRegisterforthisprojectisprovidedinAppendixC,RiskRegister.STAFFINGMANAGEMENTPLANDiscusshowyouplantostafftheproject.Thissectionshouldincludediscussiononmatrixedorprojectizedorganizationalstructuredependingonwhichisbeingusedforthisproject.Thissectionshouldalsoincludehowresourceswillbeprocuredandmanagedaswellasthekeyresourcesneededfortheproject.TheSmartVoiceProjectwillconsistofamatrixstructurewithsupportfromvariousinternalorganizations.Allworkwillbeperformedinternally.StaffingrequirementsfortheSmartVoiceProjectincludethefollowing:

ProjectManager(1position)–responsibleforallmanagementfortheSmartVoiceProject.TheProjectManagerisresponsibleforplanning,creating,and/ormanagingallworkactivities,variances,tracking,reporting,communication,performanceevaluations,staffing,andinternalcoordinationwithfunctionalmanagers.SeniorProgrammer(1position)–responsibleforoversightofallcodingandprogrammingtasksfortheSmartVoiceProjectaswellasensuringfunctionalityiscompliantwithqualitystandards.ResponsibleforworkingwiththeProjectManagertocreateworkpackages,managerisk,manageschedule,identifyrequirements,andcreatereports.TheSeniorProgrammerwillbemanagedbytheProjectManagerwhowillprovideperformancefeedbacktothefunctionalmanager.Programmer(1position)–responsibleforcodingandprogrammingfortheSmartVoiceProject.AllcodingandprogrammingtaskswillbereviewedbytheSeniorProgrammerpriortoimplementation.Responsibilitiesalsoincludeassistingwithriskidentification,determiningimpactsofchangerequests,andstatusreporting.TheProgrammerwillbemanagedbytheProjectManagerandfeedbackwillbeprovidedtothefunctionalmanagerforperformanceevaluationsbytheProjectManagerandSeniorProgrammer.SeniorQualitySpecialist(1position)–responsibleforassistingtheProjectManagerincreatingqualitycontrolandassurancestandards.TheSeniorQualitySpecialistisalsoresponsibleformaintainingqualitycontrolandassurancelogsthroughouttheproject.TheSeniorQualitySpecialistwillbemanagedbytheProjectManagerwhowillalsoprovidefeedbacktothefunctionalmanagerforperformanceevaluations.QualitySpecialist(1position)–responsibleforassistingtheProjectManagerandSeniorQualitySpecialistincreatingandtrackingqualitycontrolandassurancestandards.TheQualitySpecialistwillhaveprimaryresponsibilityforcompilingqualityreportingandmetricsfortheProjectManagertocommunicate.TheQualitySpecialistwillbemanagedbytheProjectManagerwhowillprovidefeedback,alongwiththeSeniorQualitySpecialisttothefunctionalmanagerforperformanceevaluations.TechnicalWriter(1position)–responsibleforcompilingallprojectdocumentationandreportingintoorganizationalformats.ResponsibleforassistingtheProjectManagerinConfigurationManagementandrevisioncontrolforallprojectdocumentation.Responsibleforscribingdutiesduringallprojectmeetingsandmaintainingallprojectcommunicationdistributionlists.TheTechnicalWriterwillbemanagedbytheProjectManagerwhowillalsoprovidefeedbacktothefunctionalmanagerforperformanceevaluations.

TestingSpecialist(1position)–responsibleforhelpingestablishtestingspecificationsfortheSmartVoiceProjectwiththeassistanceoftheProjectManagerandProgrammers.ResponsibleforensuringalltestingiscompleteanddocumentedinaccordancewithTSIstandards.Responsibleforensuringalltestingresourcesarecoordinated.TheTestingSpecialistwillbemanagedbytheProjectManagerwhowillalsoprovidefeedbacktothefunctionalmanagerforperformanceevaluations.TheProjectManagerwillnegotiatewithallnecessaryTSIfunctionalmanagersinordertoidentifyandassignresourcesfortheSmartVoiceProject.Allresourcesmustbeapprovedbytheappropriatefunctionalmanagerbeforetheresourcemaybeginanyprojectwork.Theprojectteamwillnotbeco-locatedforthisprojectandallresourceswillremainintheircurrentworkspace.RESOURCECALENDARIncludeaResourceCalendaraspartofyourprojectplan.Theresourcecalendaridentifieskeyresourcesneededfortheprojectandthetimes/durationsthey'llbeneeded.Someresourcesmaybeneededfortheentirelengthoftheprojectwhileothersmayonlyberequiredforaportionoftheproject.ThisinformationmustbeagreedtobytheProjectSponsorandFunctionalManagerspriortobeginningtheproject.TheSmartVoiceProjectwillrequireallprojectteammembersfortheentiredurationoftheprojectalthoughlevelsofeffortwillvaryastheprojectprogresses.TheProjectisscheduledtolastoneyearwithstandard40hourworkweeks.Ifaprojectteammemberisnotrequiredforafull40hourworkweekatanypointduringtheproject,theireffortsoutsideoftheSmartVoiceProjectwillbeatthediscretionoftheirFunctionalManager.

COSTBASELINEThissectioncontainsthecostbaselinefortheprojectuponwhichcostmanagementwillbebased.Theprojectwilluseearnedvaluemetricstotrackandmanagecostsandthecostbaselineprovidesthebasisforthetracking,reporting,andmanagementofcosts.ThecostbaselinefortheSmartVoiceprojectincludesallbudgetedcostsforthesuccessfulcompletionoftheproject.ProjectPhase BudgetedTotal CommentsPlanning $350,000 Includesworkhoursforall

projectteammembersforgatheringrequirementsandplanningproject

Design $250,000 IncludesworkhoursforallprojectteammembersforworkonSmartVoiceconceptualdesign

Coding $200,000 IncludesallworkhoursforcodingofSmartVoice

Testing $175,000 Includesallworkhoursfortesting(includingbetatesting)

SmartVoice Resource Calendar

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec

th PMProgrammersQuality SpecsTech WriterTesting Spec

ofSmartVoicesoftwareTransitionandCloseout $150,000 Includesallworkhoursfor

transitiontooperationsandprojectcloseout

QUALITYBASELINEThissectionshouldincludethequalitybaselinefortheproject.Thepurposeofthisbaselineistoprovideabasisforensuringthatqualitycanbemeasuredtodetermineifacceptablequalitylevelshavebeenachieved.Itisimportantforallprojectstoclearlydefineandcommunicatequalitystandardsandthequalitybaselineservesthispurpose.TheSmartVoiceProjectmustmeetthequalitystandardsestablishedinthequalitybaseline.ThequalitybaselineisthebaselinewhichprovidestheacceptablequalitylevelsoftheSmartVoiceProject.Thesoftwaremustmeetorexceedthequalitybaselinevaluesinordertoachievesuccess.Item AcceptableLevel CommentsVoiceRecognition Atleast98%recognitionlevel

with2%orlesserrorsintextUsingstandardTSIEnglishlanguagedatabases

Compatibility Noerrorsassociatedwithrunningsoftwarewithcompatibleapplications

Usingthe_______suiteofapplications

SupportingDocumentation Lessthan1%failurerateinbetatestingnewuserstorunsetupandexecutesoftwarefunctionality

SPONSORACCEPTANCEApprovedbytheProjectSponsor:_________________________________________ Date: __________________ <ProjectSponsor><ProjectSponsorTitle>ThisfreeProjectManagementPlanTemplateisbroughttoyoubyProjectManagementDocs.com

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