Project Execution Plan - Baltimore Polytechnic Institute PEP... · 2010. 11. 4. · Insert Project...

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Project Execution Plan For

[Insert Name Here]

Project

Document Revision History

Revision Date Project Manager Project Sponsor

Insert Project Name Here

Project Execution Plan, Revision __ Page 2 of 24 Issuance Date

About This Project Execution Plan Template: This template is intended to serve as a guide for the development of a Project Execution Plan (PEP). The

PEP is a detailed document that provides the essentials of a project in terms of its objectives,

justification, and how the objectives are to be achieved. The PEP is a formal, approved document that is

used to guide both project execution and project control as a project progresses through its lifecycle. The

PEP is a detailed blueprint or game plan that charts the entire project’s course and forms the basis for

all management decisions associated with the project. The PEP describes the entire plan for the project

and describes how all the major activities under each project management essential are to be

accomplished, including that of overall project control and communications with stakeholders. It

documents the project associated planning assumptions and decisions, facilitates communication among

stakeholders, and documents the approved scope, cost and schedule baselines. The PEP identifies and

addresses the problem and need (why?), goals and objectives (what?), schedule (when?) and roles

(who?) for the subject project. It also provides the justification for the project and how the objectives are

to be achieved. In addition, the PEP describes how all the major activities under each project

management function are to be accomplished, including the documentation and control of project

planning assumptions and decisions, planning, estimating and risk management, and communications

with and among stakeholders. Recognize that the PEP is not a stagnant document. It is dynamic in

nature and will evolve through successive stages of the project life cycle.

This template identifies 20 major sections and key factors that should be considered for inclusion as part

of every Project Execution Plan. Each section is provided with a discussion on what should be included

therein (italicized).



Table of Contents 1. EXECUTIVE SUMMARY ....................................................................................................................... 4

2. PROJECT SCOPE, OBJECTIVES AND DELIVERABLES ........................................................................... 4

3. HUMAN RESOURCES MANAGEMENT (STAFFING PLAN) .................................................................... 6

4. INTEGRATION AND COMMUNICATIONS MANAGEMENT ..................................................................... 8

5. COST AND BUDGET MANAGEMENT ................................................................................................. 11

6. SCHEDULE MANAGEMENT (SCHEDULE, MILESTONES AND WORK CONTROL) ............................... 11

7. RISK MANAGEMENT PLAN ............................................................................................................... 12

8. BASELINE MANAGEMENT AND CHANGE CONTROL PLAN ............................................................... 13

9. PROJECT CONTROLS AND REPORTING PLAN .................................................................................... 14

10. PROCUREMENT, CONTRACT AND INVENTORY MANAGEMENT PLAN ........................................... 14

11. MANAGING PROJECT QUALITY .................................................................................................... 14

12. ENVIRONMENTAL, HEALTH AND SAFETY .................................................................................... 15

13. APPENDIX A – TERMINOLOGY ...................................................................................................... 16

14. APPENDIX B – ECONOMIC ANALYSIS AND BUSINESS CASE ......................................................... 17

15. APPENDIX C – TECHNICAL BASELINE DOCUMENT (DESIGN BASIS) ........................................... 18

16. APPENDIX D – INTERFACES AND MEMORANDA OF UNDERSTANDING ......................................... 19

17. APPENDIX E –SCHEDULE - CURRENT AND/OR BASELINE ............................................................. 21

18. APPENDIX F - COST PLAN - CURRENT AND/OR BASELINE............................................................ 22

19. APPENDIX G – RISK ANALYSIS WORKSHEET AND MATRIX ......................................................... 23

20. APPENDIX H – PROJECT MEASURES ............................................................................................ 24



1. Executive Summary

Introduction to Project Provide a brief description of the project, as well as background information. The reason for the project

and the overall timing and expectations should be described in business terms. Some background

information about how and why the project was initiated should also be included. Describe who (in

terms of individual roles and/or organizational areas) will use the final outcome of the project and

identify any other stakeholders who will be impacted by the results of the project. The Project Sponsor

and Executive Sponsor should be identified at the end of this section.

Project Authority Identify the source of authorization for the project. This may be a program or other authorizing

organization/entity.

Stakeholder (Customer) Identification and Advocacy Identify who (in terms of individual roles and/or organizational areas) will use the final outcome of the

project, and identify any other stakeholders who will be impacted by the results of the project.

2. Project Scope, Objectives and Deliverables

Scope and Objectives Provide discussions of the scope and objectives of the project.

With regard to the scope:

Define the project scope with as much detail as possible such that scope changes will be readily

evident to everyone.

Itemize what is included in this scope.

Itemize what is excluded (omitted) from the scope.

With regard to the objectives, identify:

What are the overall project objectives?

What are the technical objectives?

What are the schedule objectives?

What are the cost objectives?

Are there any special objectives defined for the project?



Work Approach Describe the work approach.

Define the specific tasks to be accomplished (think about deliverables and customer

turnover/closeout requirements) and who will accomplish the work.

Define the project phases. For example study, planning, engineering/design, implementation,

start-up and testing, transition and customer turnover, operations, and closeout.

Deliverables A deliverable is any measurable, tangible, verifiable item that must be produced to complete the project

or to satisfy a project milestone.

Define all internal deliverables and turnover / closeout requirements.

Define all external deliverables turnover / closeout requirements.

Define acceptance process for deliverables and turnover / closeout requirements.

Define approval process for deliverables turnover / closeout requirements.

For each deliverable, provide a description of its quality objectives in terms of output quality and

approval requirements. (For example, "Interim status reports will be provided weekly to the Project

Sponsor and Project Team Leaders and will be approved by each person prior to being accepted within

the project archives.")

The amount of support to be allocated to the implemented product or service should also be included as a

quality objective.

Constraints and Requirements List all known constraints and requirements.

Assumptions List all known assumptions and the methodology that will be used to validate the assumption. Validation

is the process of providing evidence that a process, structure, system or component meets the needs of the

user, i.e. "Are we building the ‘Right Thing’?"

Identification of Vested Interests (Client Requirements) Identify any specific client requirements that are not already captured within the scope and objectives

sections.

Goals and Critical Success Factors Define what the successful project looks like, in terms of the requesting client’s requirements. Identify

objective measures that can be used to gauge project performance. Tie success of the project to the

specific measures identified in section 11, Project Quality.



3. Human Resources Management (Staffing Plan)

Project Organization (Structure and key components and concepts) This section should identify the required Project Team and any required organizational interfaces. An

organization chart of all project stakeholders should be included such as internal and external

resources, clients, vendors, etc.



Project SponsorProject Sponsor

Project and

Contract Manager

Manager

Project Name

Lines of Reporting

Lines of Communications

and Coordination

Project Team

EXAMPLE

EXAMPLE

EXAMPLE



Roles and Responsibilities (Project Team and Customer(s)) Define roles and responsibilities

Define authority structure, internal and external.

This section assigns roles and responsibilities to the named members of the Project Team taking the

organizations Resource Plan and the project skill requirements into account.

This section should discuss the specific roles and responsibilities for the Project Sponsor, Project

Manager, Implementation Manage/Maintenance Job Sponsor, Team Members, Site Engineering and

other support and engineering organizations should be included in ALL Project plans.

This section should also include a discussion of the expectations for key project team position including

the Project Sponsor, the Project Manager, and the Implementation Manage/Maintenance Job Sponsor.

Staffing, Resource and Labor Requirements Planning Define the project Resource Plan.

Identify where the resources come from?

Work Schedule Identify the work schedule for the project team including regular start and stop times, scheduled shifts,

non-work periods, holidays, etc.

Training Plan Provide a detailed description of project specific training requirements. These should include, as

applicable:

Project Team specific training needs,

Project Team qualification requirements,

Contractor and/or Vendor training needs,

Contractor and/or Vendor qualification requirements, and

End-user (i.e., operations, maintenance, chemistry, etc.) training requirements.

Project Facilities and Resources Identify the logistical and facility considerations for the project.

The project's requirements for facilities and resources, such as office space, special facilities, computer

equipment, office equipment, and support tools, should be identified.

Responsibilities to procure or develop these items should be clearly assigned and described here.

4. Integration and Communications Management

Dependencies Any dependencies outside of the Project Manager's direct control, or outside of the scope of the project

(but which may still influence the project success) should be identified. For example, activities to be

carried out by a client or subcontractor, or activities or deliverables from an external project that are

required within the context of this project.

Internal dependencies must also be considered. Dependencies of the project, and/or the project

deliverable (product) on other projects/products (existing or in development) should be clearly identified.



For example, if a needed resource cannot become available until another project is completed, this

dependency should be identified and the related risk documented in the appropriate section of the Project

Plan. Required linkages to other existing or planned systems should also be identified.

Communications Plans Develop and document a Communications Plan that describes the methods and protocols for conducting

communications between project stakeholders as well as external entities. The maintenance of effective

communications between and among the project team and project stakeholders should be identified as a

project measure.



Note: The table shown below should be included and modified as required. The following table identifies

the method, frequency, and content of these meetings along with the stakeholders and responsible

individuals. This table outlines most of the different communications instruments that a project might

need to use.

Method Frequency Stakeholders Content Responsible Person /

Submit to

Project Team

Meetings

As required,

based on project

milestones (at

least monthly)

Project Team and

Customer(s)

Technical and project status and

issues discussions.

Project Team Members / Project

Manager

Technical

Steering Team

Meeting

As required to

support project

milestones

Sponsor(s) and

Customer(s)

Technical presentation of project

including recommended and

evaluated options

Project Technical Lead / Project

Manager and Project

Stakeholders

Individual

Status Report

Weekly,

completed on the

last work day of

the week

Project Team and

Project Sponsor

Weekly accomplishments, Plans for

next week, key progress, issues or

barriers and their proposed solutions

Project Team Members / Project

Manager

Weekly Project

Status Report

Weekly,

completed on the

last work day of

the week

Project Sponsor

and Customer(s)

Weekly status summary regarding

scope, schedule, work/staffing;

Accomplishments this week, plans

for next week, observations/issues

Project Managers / Project

Sponsor and other Managers

(as required)

Monthly Project

Status Report

Monthly,

completed on the

last work day of

the month

Project Sponsor,

Customer(s)

Monthly status summary regarding

scope, schedule, work/staffing,

issues, change order log, staffing,

budget; Accomplishments for this

month and plans for next month


Sponsor and other Managers

(as required)

Monthly

Performance

Update Meeting

Monthly Project Sponsor,

Customer(s) and

other Management

(as required)

Monthly status summary regarding

scope, schedule, work/staffing,

issues, change order log, staffing,

budget; Accomplishments for this

month and plans for next month


Sponsors

Feedback Daily or as

needed

Project Sponsor

and Customer(s)

All project team members for

giving and receiving feedback

Interface Plans Define authority structure, internal and external. Identify any required regulatory interfaces, how

contractors will be dealt with, etc. Include copies of the applicable interface agreements and/or

memoranda of understanding in Appendix D.

Document Management Plans (Document Control and Project Files) Record retention and document and records management processes.

Define project files and what is to be retained (state retention requirements)

Use and disposition of personal files

Use and disposition of project files



5. Cost and Budget Management

Budget Authority Describe the source of funding and the source of authority for the project.

Work Breakdown Structure and Dictionary Construct the Work Breakdown Structure (WBS), to the extent possible

Establish a WBS dictionary and provide activity descriptions and related information

Define the Accounting Structure, as much as possible

The WBS should be established so that it is a detailed and comprehensive description of the scope of work

for the project.

WBS Performance Measurements Identify the WBS related performance metrics.

Accounting Structure Identify the accounting structure to be used.

Cross-reference the Accounting Structure to the WBS for the project.

Establish additional levels as required.

Project Cost Estimate and Funding Profile This section provides information on the estimate cost of the project and the associated project funding

profile. The project cost estimated should be a comprehensive estimate of the cost to implement the work

plan.

Identify the full cost estimate for the project (include a copy of the estimate as an appendix) and

the assumptions and bases used to derive the estimate.

Describe the project budget and detailed the associated Spend Plan.

Identify the approach that will be used to obtain funding authorization for the project. If a

phased funding approach is to be used, then this section should identify the phases and provide the

planned submittal and/or approval dates.

Cost Baseline Identify the elements that make up the Cost Baseline.

6. Schedule Management (Schedule, Milestones and Work Control)

Identification of Scheduling Methodology Describe the method and tools that will be used to manage and control the project schedule.

Identify Schedule review milestones and methods for updating.



Identify how project schedule ties in vertically to other Site schedules and tools (i.e., Site Master

Schedule, Work Management System, Project/Program Master Plan, Engineering Work,

Management, etc.)

Identify schedule metrics.

Identification of Project Milestones and Fixed Dates Identify project milestones.

Identify fixed project dates and commitments.

Identification of Activity Sequencing and Duration Identify the sequence of project activities and their associated duration

Identify any activity interdependencies.

Identify Schedule Baseline Identify the elements that make up the Schedule Baseline.

7. Risk Management Plan

Risk Identification Identify each risk and determine its characteristics. There are risks associated with every aspect of

project planning and execution. These should be identified to the extent possible. These should be

entered onto the project associated Risk Evaluation Worksheet. (See Appendix G)

An individual and/or organizational owner should also be identified for each risk item listed.

Risk Assessment and Evaluation Each identified risk should be evaluated and its relative impact and importance identified. Evaluations

should be based on the probability of the risk occurring and its associated severity and/or impact. This

should be entered onto the project associated Risk Evaluation Worksheet. (See Appendix G)

Risk Mitigation and Contingency Plan(s) Describe the Risk Mitigation and/or contingency plans that are associated with each identified risk.

Reference should be provided to external documents.



Risk Provisioning Describe the Risk provisioning that is provided with each identified risk.

A summary statement identifying the distribution of risk provisioning funds between contingency and

allowance funding similar to that shown in the example below MUST be included.

8. Baseline Management and Change Control Plan

Baseline Management Plan Detail the Configuration Management Plan(s) that are being applied to the project scope, schedule, cost

and deliverables.

Issue Resolution Process Describe the process that will be used to document, evaluate and resolve project issues.

Change Control Process Describe the process that will be used to document, evaluate and resolve project changes (i.e., Change

Orders and Project Change Orders).

Project Change Control Thresholds Identify whether the standard change control thresholds are to be employed.

Identify any unique change control thresholds that are being applied to the project

Contingency Management Describe the process that will be (is being) used to manage the project contingency.



9. Project Controls and Reporting Plan Explain the methods and processes that will be implemented to assist the Project Manager in identifying

project progress and communicating that progress to the project team, project sponsor and project

stakeholders. Include definition of the approach for resolving deviations from the Project Execution

Planand taking corrective action.

This Project Control section should include:

The type and frequency of production of Project Reports.

The frequency and attendees of Project Team and Stakeholder meetings.

The frequency and attendees of Project Status meetings.

The frequency of Executive Committee meetings.

The name and location of the Project File.

The methods to be used to log and control project actions.

The criteria for issuing a Revised Version of the Project Plan.

The metrics to be collected during the project and the analysis to be performed on them.

Method of monitoring and measuring project progress (earned value, Cost Performance Variance, Schedule Performance Variance, etc).

Identification and method for updating project reports

10. Procurement, Contract and Inventory Management Plan The procurement process, the associated contract activities, and the inventory management approach

should be described. Additionally, the procurement policies and methods to be used within the project

should be detailed (who is responsible for purchasing decisions and developing and managing purchase

orders, requests for proposal, etc. and how will these be managed).

Define procurement process and activities; include materials, equipment, supplies, services,

transportation, storage, subcontracting/outsourcing, logistics, etc.

Where will materials, components and services come from

What contracts must be created and administered

Who administers the contracts

Identify the types and levels of approval required for purchase orders and CSRs.

Identify the required spare parts, their use and the impact of the project on capital spares.

Identify how progress payments will be used, and how the Vendor contract is organized to

provide for progress payment. Also discus how these progress payments relate to stock and inventory.

Identify how to plan for a system average price, if applicable.

Identify how to account for stores loading.

Identification of Major Procurements Identify and characterize any major procurement for good and/or services that are required to support

and/or execute the project.

11. Managing Project Quality The QA condition of the work should be specified. Quality affecting activities such as Technical Quality

Reviews, Peer Reviews, etc., should be included. Measures against which to judge project status and/or

progress should be established and identified.



Quality Management Define quality management plans and systems.

Define quality assurance and control.

Method for monitoring and controlling costs.

Method for monitoring and controlling schedule.

Method for measuring deliverables against standards.

Method for incorporating approved changes.

Project Performance Measures Identify the measures that will be applied to measure project success. These measures can be related to

project performance relative to established baselines or they could be subjective measures that are

established by the project team and/or management. Measures should be project specific and should

provide an accurate reflection of project status. These measures will be used as a basis for project status

reporting and management updates.

Project measures are documented and reported on the Project Measures Form (found in Appendix H),

Project performance measures should also be established relative to safety and the safe performance of

project related activities should also be identified.

The following table of Project Performance/Earned Value Measures is an example for clarity.

Parameter Value

Cost Performance Index (CPI) 0.90 and 1.25

Schedule Performance Index (SPI) 0.90 and 1.25

Cost Variance (CV) 10% meets

10% exceeds

Schedule Variance (SV) 10% meets

10% exceeds

Budget Variance 10% meets

12. Environmental Health and Safety

Environmental and Conventional Safety Plan Define techniques such as safety assessments, pre job briefings, etc.

Environmental safety plans

Conventional/personnel safety plans

Emergency and Medical Response Plan(s), as required Define the provisions made to accommodate medical and other emergencies.



13. Appendix A – Terminology Define any unique (special), or significant terms and/or acronyms that will be commonly used within the

project. Terms that may be new or confusing to project stakeholders should be clearly explained.

Use a table format such as is provided below:

Abbreviations:

Item Definition

Definitions:

Term: Definition:



14. Appendix B – Economic Analysis and Business Case



15. Appendix C – Technical Baseline Document



16. Appendix D – Interfaces and Memoranda of Understanding



17. Appendix E – Schedule – Current and/or Baseline



18. Appendix F – Cost Plan – Current and/or Baseline



19. Appendix G – Risk Analysis Worksheet and Matrix The Risk Analysis Worksheet should be used to identify ALL project-related risks. Each risk should be identified, described and assigned the attributes

(probability of occurrence and severity/impact factor that will permit the project Manager and the Project Team to identify the required levels of risk provisioning

and mitigation and/or contingency planning that must be carried out. The Risk Severity / Impact Factor Versus Occurrence Probability Factor Matrix would be

used to perform this effort.

When completed, the Project Manager in conjunction with the project team should provide a preliminary outline of the mitigation and/or contingency plans that

will be put in place. They should also identify (in the area provided) the level of risk provisioning for each allowance and/or contingency item listed.

Risk Analysis Worksheet

Project:

Prepared By:

Project No.:

Date:

Sheet __22____ of ___24___

Risk Number

Risk Description

When is it Likely to Occur

(Lifecycle Step)

Consequence(s)

Probability of

Occurrence

(0.01 – 1.0)

Severity / Impact Factor

(1 to 5)

Risk

Exposur

e Factor

(A – E)

Previou

s R.E.F. (if any)

Mitigation and/or Contingency Plan(s)

Dollar Impact

($)

A or C Duration

(y, w, d, h) Cost ($)



Risk Severity / Impact Factor Versus Occurrence Probability Factor Matrix

5

4

3

2

1

Severity/Impact

Factor

C B B B A

C C C B B

D D C C C

D D D D C

E D D D D

1 – 20 % 21 – 40 % 41 – 60 % 61 80 % 81 – 100 %

Occurrence Probability Factor

Exposure and Severity/Probability Factor Rating – Actions and Provisioning Required

Risk Exposure

Factor

Action Risk Provisioning

A Incorporated into Project Scope Incorporate into Base

Project Estimate/Budget

B Mitigation Strategy And Detailed

Contingency Plan

Allowance Addition to

Estimate/Budget

C Mitigation Strategy And Outlined

Contingency Plan

Allowance Addition to

Estimate/Budget

D Mitigation Strategy Contingency Funding (Apply Monte Carlo Analysis Techniques)

E Treat As A Project Assumption None Required



20. Appendix H – Project Measures Form

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