157675428 Project Management Plan

8/13/2019 157675428 Project Management Plan

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PROJECTMANAGEMENTPLANTEMPLATE

This Project Management Plan Template is free for you to copy and use on your projectand within your organization. We hope that you find this template useful and

welcome your comments. Public distribution of this document is only permittedfrom the Project Management Docs official website at:

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PROJECTMANAGEMENTPLAN

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Project Management Pan Tem!ate

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TA%LEO&CONTENTSIntroduction......................................................................................................................................Project Management !pproach........................................................................................................

Project "cope...................................................................................................................................#Milestone $ist..................................................................................................................................#"chedule %aseline and Wor& %rea&down "tructure........................................................................'(hange Management Plan...............................................................................................................'(ommunications Management Plan................................................................................................)(ost Management Plan....................................................................................................................*Procurement Management Plan.......................................................................................................+Project "cope Management Plan.....................................................................................................+"chedule Management Plan...........................................................................................................,-uality Management Plan..............................................................................................................,,/is& Management Plan..................................................................................................................,#

/is& /egister..................................................................................................................................,#"taffing Management Plan.............................................................................................................,#/esource (alendar.........................................................................................................................,)(ost %aseline.................................................................................................................................,0uality %aseline.............................................................................................................................,0"ponsor !cceptance ......................................................................................................................,*

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INTROD'CTIONThe Introduction pro1ides a high le1el o1er1iew of the project and what is included in thisProject Management Plan. This should include a high le1el description of the project anddescribe the projects deli1erables and benefits. 23cessi1e detail is not necessary in this section

as the other sections of the project plan will include this information. This section shouldpro1ide a summarized framewor& of the project and its purpose. $oo& bac& at the Project(harter for information to include in this section.

Total "oftware Incorporated 4T"I5 has recently appro1ed the "mart6oice project to mo1eforward for project initiation within the research and de1elopment 4/7D5 group. This projectwill result in the de1elopment of new 1oice recognition software and supports T"I8s corporatestrategy of pro1iding progressi1e solutions to clients which impro1e producti1ity in both thewor&place and home en1ironment. While 1oice recognition software is currently a1ailable9 T"Ibelie1es that new technological de1elopments will enable our team to de1elop a solution farsuperior to what is currently a1ailable.

T"I has been successful in gaining mar&et share because of its aggressi1e pursuit of productuality9 ease of use9 fle3ibility9 and customer ser1ice. !dditionally9 customers understand thatour products may be applied to a wide range of uses for business and personal functions. %yle1eraging our reputation for superior uality and user;friendly products9 and capitalizing on newtechnology9 T"I can position itself as the premier pro1ider of effecti1e and easy to use 1oicerecognitions software in today8s mar&etplace.

PROJECTMANAGEMENTAPPROAC(This section is where you outline the o1erall management approach for the project. This sectionshould describe9 in general terms9 the roles and authority of project team members. It should

also include which organizations will pro1ide resources for the project and any resourceconstraints or limitations. If there are any decisions which must be made by specific indi1iduals


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PROJECTSCOPE"tate the scope of the project in this section. The scope statement from the project charter shouldbe used as a starting point@ howe1er9 the project plan needs to include a much more detailedscope than the charter. This detail should include what the project does and does not include.

The more detail included in this section9 the better the product. This will help to clarify what isincluded in the project and help to a1oid any confusion from project team members andsta&eholders.

The scope of T"I8s "mart6oice project includes the planning9 design9 de1elopment9 testing9 andtransition of the "mart6oice 1oice recognition software pac&age. This software will meet ore3ceed organizational software standards and additional reuirements established in the projectcharter. The scope of this project also includes completion of all documentation9 manuals9 andtraining aids to be used in conjunction with the software. Project completion will occur when thesoftware and documentation pac&age has been successfully e3ecuted and transitioned to T"I8smanufacturing group for production.

!ll "mart6oice project wor& will be performed internally and no portion of this project will beoutsourced. The scope of this project does not include any changes in reuirements to standardoperating systems to run the software9 software updates or re1isions.

MILESTONELISTPro1ide a summary list of milestones including dates for each milestone. Include an introductoryparagraph in this section which pro1ides some insight to the major milestones. This sectionshould also mention or discuss actions ta&en if any changes to the milestones or deli1ery datesare reuired.

The below chart lists the major milestones for the "mart6oice Project. This chart is comprisedonly of major project milestones such as completion of a project phase or gate re1iew. Theremay be smaller milestones which are not included on this chart but are included in the projectschedule and W%". If there are any scheduling delays which may impact a milestone or deli1erydate9 the project manager must be notified immediately so proacti1e measures may be ta&en tomitigate slips in dates. !ny appro1ed changes to these milestones or dates will be communicatedto the project team by the project manager.

Milestone Description Date

(omplete /euirements

>athering

!ll reuirements for "mart6oice must be determined

to base design upon

?*?33

(omplete "mart6oiceDesign

This is the theoretical design for the software and itsfunctionality

)?#,?33

(omplete "mart6oice(oding

!ll coding completed resulting in software prototype A?#,?33

(omplete "mart6oiceTesting and Debugging

!ll functionality tested and all identified errorscorrected

*?#,?33

(omplete Transition of (ompleted software and documentation transitioned ,,?#-?33

#


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"mart6oice to T"IProduction

to operations group to begin production

SC(ED'LE%ASELINEAND)OR*%REA*DO)NSTR'CT'RE

This section should discuss the W%"9 W%" Dictionary9 and "chedule baseline and how they willbe used in managing the project8s scope. The W%" pro1ides the wor& pac&ages to be performedfor the completion of the project. The W%" Dictionary defines the wor& pac&ages. Theschedule baseline pro1ides a reference point for managing project progress as it pertains toschedule and timeline. The schedule baseline and wor& brea&down structure 4W%"5 should becreated in Microsoft Project. The W%" can be e3ported from the M" Project file.

The W%" for the "mart6oice Project is comprised of wor& pac&ages which do not e3ceed '-hours of wor& but are at least ' hours of wor&. Wor& pac&ages were de1eloped through closecollaboration among project team members and sta&eholders with input from functionalmanagers and research from past projects.

The W%" Dictionary defines all wor& pac&ages for the "mart6oice Project. These definitionsinclude all tas&s9 resources9 and deli1erables. 21ery wor& pac&age in the W%" is defined in theW%" Dictionary and will aid in resource planning9 tas& completion9 and ensuring deli1erablesmeet project reuirements.

The "mart6oice Project schedule was deri1ed from the W%" and Project (harter with inputfrom all project team members. The schedule was completed9 re1iewed by the Project "ponsor9and appro1ed and base;lined. The schedule will be maintained as a M" Project >antt (hart bythe "mart6oice Project Manager. !ny proposed changes to the schedule will follow T"I8schange control process. If established boundary controls may be e3ceeded9 a change reuest will

be submitted to the Project Manager. The Project Manager and team will determine the impactof the change on the schedule9 cost9 resources9 scope9 and ris&s. If it is determined that theimpacts will e3ceed the boundary conditions then the change will be forwarded to the Project"ponsor for re1iew and appro1al. The "mart6oice boundary conditions are:

(PI less than -.* or greater than ,."PI less than -.* or greater than ,.

If the change is appro1ed by the Project "ponsor then it will be implemented by the ProjectManager who will update the schedule and all documentation and communicate the change to allsta&eholders in accordance with the (hange (ontrol Process.

The Project "chedule %aseline and Wor& %rea&down "tructure are pro1ided in !ppendi3 !9Project "chedule and !ppendi3 %9 Wor& %rea&down "tructure.

C(ANGEMANAGEMENTPLANThis section should describe your change control process. Ideally9 this process will be some typeof organizational standard which is repeatable and done on most or all projects when a change isnecessary. (hanges to any project must be carefully considered and the impact of the change

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must be clear in order to ma&e any type of appro1al decisions. Many organizations ha1e changecontrol boards 4((%s5 which re1iew proposed changes and either appro1e or deny them. This isan effecti1e way to pro1ide o1ersight and ensure adeuate feedbac& and re1iew of the change isobtained. This section should also identify who has appro1al authority for changes to the

project9 who submits the changes9 how they are trac&ed and monitored.

Bor comple3 or large projects the (hange Management Plan may be included as an appendi3 tothe Project Management Plan or as a separate9 stand;alone document. We ha1e a detailed(hange Management Plan template a1ailable on our website.

The following steps comprise T"I8s organization change control process for all projects and willbe utilized on the "mart6oice project:

"tep C,: Identify the need for a change 4!ny "ta&eholder5/euestor will submit a completed T"I change reuest form to the project manager

"tep C: $og change in the change reuest register 4Project Manager5The project manager will maintain a log of all change reuests for the duration of theproject

"tep C#: (onduct an e1aluation of the change 4Project Manager9 Project Team9 /euestor5The project manager will conduct an e1aluation of the impact of the change to cost9 ris&9schedule9 and scope

"tep C': "ubmit change reuest to (hange (ontrol %oard 4((%5 4Project Manager5The project manager will submit the change reuest and analysis to the ((% for re1iew

"tep C): (hange (ontrol %oard decision 4((%5The ((% will discuss the proposed change and decide whether or not it will be appro1edbased on all submitted information

"tep C0: Implement change 4Project Manager5If a change is appro1ed by the ((%9 the project manager will update and re;baselineproject documentation as necessary as well as ensure any changes are communicated tothe team and sta&eholders

!ny team member or sta&eholder may submit a change reuest for the "mart6oice Project. The"mart6oice Project "ponsor will chair the ((% and any changes to project scope9 cost9 orschedule must meet his appro1al. !ll change reuests will be logged in the change controlregister by the Project Manager and trac&ed through to completion whether appro1ed or not.

COMM'NICATIONSMANAGEMENTPLAN

The purpose of the (ommunications Management Plan is to define the communicationreuirements for the project and how information will be distributed to ensure project success.ou should gi1e considerable thought to how you want to manage communications on e1eryproject. %y ha1ing a solid communications management approach you8ll find that many projectmanagement problems can be a1oided. In this section you should pro1ide an o1er1iew of yourcommunications management approach. >enerally9 the (ommunications Management Plandefines the following:

(ommunication reuirements based on roles

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What information will be communicated

Eow the information will be communicated

When will information be distributed

Who does the communication

Who recei1es the communication (ommunications conduct

Bor larger and more comple3 projects9 the (ommunications Management Plan may be includedas an appendi3 or separate document apart from the Project Management Plan. We ha1e adetailed (ommunications Management Plan template a1ailable on our website.

This (ommunications Management Plan sets the communications framewor& for this project. Itwill ser1e as a guide for communications throughout the life of the project and will be updated ascommunication reuirements change. This plan identifies and defines the roles of "mart6oiceproject team members as they pertain to communications. It also includes a communicationsmatri3 which maps the communication reuirements of this project9 and communication conductfor meetings and other forms of communication. ! project team directory is also included topro1ide contact information for all sta&eholders directly in1ol1ed in the project.

The Project Manager will ta&e the lead role in ensuring effecti1e communications on this project.The communications reuirements are documented in the (ommunications Matri3 below. The(ommunications Matri3 will be used as the guide for what information to communicate9 who isto do the communicating9 when to communicate it9 and to whom to communicate.

Communication

Type

Description Frequency Format Participants/

Distribution

Deliverable Owner

Weekly StatusReport

Emailsummary of

project statusWeekly Email

Project Sponsor,Team and

StakeholdersStatus Report

ProjectManager

Weekly ProjectTeam Meeting

Meeting toreview actionregister and

status

Weekly n Person Project Team!pdated"ctionRegister

ProjectManager

Project MonthlyReview #PMR$

Presentmetrics and

status to teamand sponsor

Monthly n PersonProject Sponsor,

Team, andStakeholders

Status andMetric

Presentation

ProjectManager

Project %ate

Reviews

Presentcloseout of

project phasesand kickoffne&t phase

"s 'eeded n Person

Project Sponsor,

Team andStakeholders

Phasecompletion

report andphase kickoff

Project

Manager

Technical (esignReview

Review of anytechnical

designs orwork

associatedwith the project

"s 'eeded n Person Project TeamTechnical

(esignPackage

ProjectManager

0


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Project team directory for all communications is:

Name Title E mail Office Phone Cell Phone

=ohn Da1is Project "ponsor j.da1isFtsi.com 333;333;3333 333;333;3333

=oe >reen Project Manager j.greenFtsi.com 333;333;3333 333;333;3333

Eerb Wal&er"enior

Programmerh.wal&erFtsi.com 333;333;3333 333;333;3333

=ason %lac& Programmer j.blac&Ftsi.com 333;333;3333 333;333;3333

Mary White"r. uality"pecialist

m.whiteFtsi.com 333;333;3333 333;333;3333

/on "mithuality

"pecialistr.smithFtsi.com 333;333;3333 333;333;3333

Tom "unday Technical Writer t.sundayFtsi.com 333;333;3333 333;333;3333

Garen %rown Testing"pecialist &.brownFtsi.com 333;333;3333 333;333;3333

(ommunications (onduct:

Meetings:The Project Manager will distribute a meeting agenda at least days prior to any scheduledmeeting and all participants are e3pected to re1iew the agenda prior to the meeting. During allproject meetings the time&eeper will ensure that the group adheres to the times stated in theagenda and the recorder will ta&e all notes for distribution to the team upon completion of themeeting. It is imperati1e that all participants arri1e to each meeting on time and all cell phones

and blac&berries should be turned off or set to 1ibrate mode to minimize distractions. Meetingminutes will be distributed no later than ' hours after each meeting is completed.

2mail:!ll email pertaining to the "mart6oice Project should be professional9 free of errors9 and pro1idebrief communication. 2mail should be distributed to the correct project participants inaccordance with the communication matri3 abo1e based on its content. !ll attachments shouldbe in one of the organization8s standard software suite programs and adhere to establishedcompany formats. If the email is to bring an issue forward then it should discuss what the issueis9 pro1ide a brief bac&ground on the issue9 and pro1ide a recommendation to correct the issue.The Project Manager should be included on any email pertaining to the "mart6oice Project.

Informal (ommunications:While informal communication is a part of e1ery project and is necessary for successful projectcompletion9 any issues9 concerns9 or updates that arise from informal discussion between teammembers must be communicated to the Project Manager so the appropriate action may be ta&en.

A
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COSTMANAGEMENTPLANThe (ost Management Plan clearly defines how the costs on a project will be managedthroughout the project8s lifecycle. It sets the format and standards by which the project costs aremeasured9 reported9 and controlled. Wor&ing within the cost management guidelines is

imperati1e for all project team members to ensure successful completion of the project. Theseguidelines may include which le1el of the W%" cost accounts will be created in and theestablishment of acceptable 1ariances. The (ost Management Plan:

Identifies who is responsible for managing costs

Identifies who has the authority to appro1e changes to the project or its budget

Eow cost performance is uantitati1ely measured and reported upon

/eport formats9 freuency and to whom they are presented

Bor comple3 or large projects the (ost Management Plan may be included as an appendi3 to theProject Management Plan or as a separate9 stand;alone document. We ha1e a detailed (ostManagement Plan template a1ailable on our website.

The Project Manager will be responsible for managing and reporting on the project8s costthroughout the duration of the project. The Project Manager will present and re1iew theproject8s cost performance during the monthly project status meeting. Hsing earned 1aluecalculations9 the Project Manager is responsible for accounting for cost de1iations and presentingthe Project "ponsor with options for getting the project bac& on budget. !ll budget authority anddecisions9 to include budget changes9 reside with the "mart6oice Project "ponsor.

Bor the "mart6oice Project9 control accounts will be created at the fourth le1el of the W%"which is where all costs and performance will be managed and trac&ed. Binancial performance ofthe "mart6oice Project will be measured through earned 1alue calculations pertaining to the

project8s cost accounts. Wor& started on wor& pac&ages will grant that wor& pac&age with )-credit@ whereas9 the remaining )- is credited upon completion of all wor& defined in that wor&pac&age. (osts may be rounded to the nearest dollar and wor& hours rounded to the nearestwhole hour.

(ost and "chedule Performance Inde3 4(PI and "PI respecti1ely5 will be reported on a monthlybasis by the Project Manager to the Project "ponsor. 6ariances of ,- or J?; -., in the cost andschedule performance inde3es will change the status of the cost to yellow or cautionary. Thesewill be reported and if it8s determined that there is no or minimal impact on the project8s cost orschedule baseline then there may be no action reuired. (ost 1ariances of -9 or J?; -. in thecost and schedule performance inde3es will change the status of the cost to red or critical. These

will be reported and reuire correcti1e action from the Project Manager in order to bring the costand?or schedule performance inde3es bac& in line with the allowable 1ariance. !ny correcti1eactions will reuire a project change reuest and be must appro1ed by the ((% before it can beimplemented.

2arned 1alue calculations will be compiled by the Project Manager and reported at the monthlyproject status meeting. If there are indications that these 1alues will approach or reach the

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critical stage before a subseuent meeting9 the Project Manager will communicate this to theProject "ponsor immediately.

PROC'REMENTMANAGEMENTPLAN

The Procurement Management Plan should be defined enough to clearly identify the necessarysteps and responsibilities for procurement from the beginning to the end of a project. The projectmanager must ensure that the plan facilitates the successful completion of the project and doesnot become an o1erwhelming tas& in itself to manage. The project manager will wor& with theproject team9 contracts?purchasing department9 and other &ey players to manage the procurementacti1ities.

Bor larger projects or projects with more complicated procurement management reuirements9you can include the Procurement Management Plan as a separate document apart from theProject Management Plan. We ha1e a detailed Procurement Management Plan a1ailable on ourwebsite.

The Project Manager will pro1ide o1ersight and management for all procurement acti1ities underthis project. The Project Manager is authorized to appro1e all procurement actions up toK)-9---. !ny procurement actions e3ceeding this amount must be appro1ed by the Project"ponsor.

While this project reuires minimal or no procurement9 in the e1ent procurement is reuired9 theProject Manager will wor& with the project team to identify all items or ser1ices to be procuredfor the successful completion of the project. The Project Manager will then ensure theseprocurements are re1iewed by the Program Management Lffice 4PML5 and presented to thecontracts and purchasing groups. The contracts and purchasing groups will re1iew the

procurement actions9 determine whether it is ad1antageous to ma&e or buy the items or resourcereuired ser1ices internally9 and begin the 1endor selection9 purchasing and the contractingprocess.

In the e1ent a procurement becomes necessary9 the Project Manager will be responsible formanagement any selected 1endor or e3ternal resource. The Project Manager will also measureperformance as it relates to the 1endor pro1iding necessary goods and?or ser1ices andcommunicate this to the purchasing and contracts groups.

PROJECTSCOPEMANAGEMENTPLANIt is important that the approach to managing the projects8 scope be clearly defined and

documented in detail. Bailure to clearly establish and communicate project scope can result indelays9 unnecessary wor&9 failure to achie1e deli1erables9 cost o1erruns9 or other unintendedconseuences. This section pro1ides a summary of the "cope Management Plan in which itaddresses the following:

Who has authority and responsibility for scope management

Eow the scope is defined 4i.e. "cope "tatement9 W%"9 W%" Dictionary9 "tatement of

Wor&9 etc.5

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Eow the scope is measured and 1erified 4i.e. uality (hec&lists9 "cope %aseline9 Wor&

Performance Measurements9 etc.5

The scope change process 4who initiates9 who authorizes9 etc.5

Who is responsible for accepting the final project deli1erable and appro1es acceptance of

project scope

We ha1e a detailed "cope Management Plan a1ailable on our website which can be included asan appendi3 to the Project Management Plan for larger or more comple3 projects. %e sure tore1iew it and determine if its necessary for managing your project.

"cope management for the "mart6oice Project will be the sole responsibility of the ProjectManager. The scope for this project is defined by the "cope "tatement9 Wor& %rea&down"tructure 4W%"5 and W%" Dictionary. The Project Manager9 "ponsor9 and "ta&eholders willestablish and appro1e documentation for measuring project scope which includes deli1erableuality chec&lists and wor& performance measurements.

Proposed scope changes may be initiated by the Project Manager9 "ta&eholders or any memberof the project team. !ll change reuests will be submitted to the Project Manager who will thene1aluate the reuested scope change. Hpon acceptance of the scope change reuest the ProjectManager will submit the scope change reuest to the (hange (ontrol %oard and Project "ponsorfor acceptance. Hpon appro1al of scope changes by the (hange (ontrol %oard and Project"ponsor the Project Manager will update all project documents and communicate the scopechange to all sta&eholders. %ased on feedbac& and input from the Project Manager and"ta&eholders9 the Project "ponsor is responsible for the acceptance of the final projectdeli1erables and project scope.

The Project "ponsor is responsible for formally accepting the project8s final deli1erable. Thisacceptance will be based on a re1iew of all project documentation9 testing results9 beta trialresults9 and completion of all tas&s?wor& pac&ages and product functionality.

SC(ED'LEMANAGEMENTPLANThis section pro1ides a general framewor& for the approach which will be ta&en to create theproject schedule. 2ffecti1e schedule management is necessary for ensuring tas&s are completedon time9 resources are allocated appropriately9 and to help measure project performance. Thissection should include discussion of the scheduling tool?format9 schedule milestones9 andschedule de1elopment roles and responsibilities.

%e sure to chec& out the detailed "chedule Management Plan a1ailable on our website. Theseparate "chedule Management Plan is suitable for larger projects or projects where the schedulemanagement is more formalized.Project schedules for the "mart6oice Project will be created using M" Project --A starting withthe deli1erables identified in the project8s Wor& %rea&down "tructure 4W%"5. !cti1itydefinition will identify the specific wor& pac&ages which must be performed to complete eachdeli1erable. !cti1ity seuencing will be used to determine the order of wor& pac&ages and

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assign relationships between project acti1ities. !cti1ity duration estimating will be used tocalculate the number of wor& periods reuired to complete wor& pac&ages. /esource estimatingwill be used to assign resources to wor& pac&ages in order to complete schedule de1elopment.

Lnce a preliminary schedule has been de1eloped9 it will be re1iewed by the project team and anyresources tentati1ely assigned to project tas&s. The project team and resources must agree to theproposed wor& pac&age assignments9 durations9 and schedule. Lnce this is achie1ed the projectsponsor will re1iew and appro1e the schedule and it will then be base lined.

In accordance with T"I8s organizational standard9 the following will be designated as milestonesfor all project schedules:

(ompletion of scope statement and W%"?W%" Dictionary

%ase lined project schedule

!ppro1al of final project budget

Project &ic&;off

!ppro1al of roles and responsibilities /euirements definition appro1al

(ompletion of data mapping?in1entory

Project implementation

!cceptance of final deli1erables

/oles and responsibilities for schedule de1elopment are as follows:

The project manager will be responsible for facilitating wor& pac&age definition9 seuencing9 andestimating duration and resources with the project team. The project manager will also create the

project schedule using M" Project --A and 1alidate the schedule with the project team9sta&eholders9 and the project sponsor. The project manager will obtain schedule appro1al fromthe project sponsor and baseline the schedule.

The project team is responsible for participating in wor& pac&age definition9 seuencing9duration9 and resource estimating. The project team will also re1iew and 1alidate the proposedschedule and perform assigned acti1ities once the schedule is appro1ed.

The project sponsor will participate in re1iews of the proposed schedule and appro1e the finalschedule before it is base lined.

The project sta&eholders will participate in re1iews of the proposed schedule and assist in its1alidation.

+'ALITYMANAGEMENTPLANThis section discusses how uality management will be used to ensure that the deli1erables forthe project meet a formally established standard of acceptance. !ll project deli1erables shouldbe defined in order to pro1ide a foundation and understanding of the tas&s at hand and what wor&must be planned. uality management is the process by which the organization not only

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completes the wor&9 but completes the wor& to an acceptable standard. Without a thoroughuality Management Plan9 wor& may be completed in a substandard or unacceptable manner.This section should include uality roles and responsibilities9 uality control9 uality assurance9and uality monitoring.

Bor larger or more comple3 projects9 the uality Management Plan may be included as anappendi3 or separate document. ! detailed uality Management Plan is a1ailable for use on ourwebsite.

!ll members of the "mart6oice project team will play a role in uality management. It isimperati1e that the team ensures that wor& is completed at an adeuate le1el of uality fromindi1idual wor& pac&ages to the final project deli1erable. The following are the uality roles andresponsibilities for the "mart6oice Project:

The Project "ponsor is responsible for appro1ing all uality standards for the "mart6oice

Project. The Project "ponsor will re1iew all project tas&s and deli1erables to ensure compliancewith established and appro1ed uality standards. !dditionally9 the Project "ponsor will sign offon the final acceptance of the project deli1erable.

The Project Manager is responsible for uality management throughout the duration of theproject. The Project Manager is responsible for implementing the uality Management Planand ensuring all tas&s9 processes9 and documentation are compliant with the plan. The ProjectManager will wor& with the project8s uality specialists to establish acceptable ualitystandards. The Project Manager is also responsible for communicating and trac&ing all ualitystandards to the project team and sta&eholders.

The uality "pecialists are responsible for wor&ing with the Project Manager to de1elop and

implement the uality Management Plan. uality "pecialists will recommend tools andmethodologies for trac&ing uality and standards to establish acceptable uality le1els. Theuality "pecialists will create and maintain uality (ontrol and !ssurance $ogs throughout theproject.

The remaining member of the project team9 as well as the sta&eholders will be responsible forassisting the Project Manager and uality "pecialists in the establishment of acceptable ualitystandards. They will also wor& to ensure that all uality standards are met and communicate anyconcerns regarding uality to the Project Manager.

uality control for the "mart6oice Project will utilize tools and methodologies for ensuring thatall project deli1erables comply with appro1ed uality standards. To meet deli1erable

reuirements and e3pectations9 we must implement a formal process in which uality standardsare measured and accepted. The Project Manager will ensure all uality standards and ualitycontrol acti1ities are met throughout the project. The uality "pecialists will assist the ProjectManager in 1erifying that all uality standards are met for each deli1erable. If any changes areproposed and appro1ed by the Project "ponsor and ((%9 the Project Manager is responsible forcommunicating the changes to the project team and updating all project plans anddocumentation.

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uality assurance for the "mart6oice Project will ensure that all processes used in thecompletion of the project meet acceptable uality standards. These process standards are inplace to ma3imize project efficiency and minimize waste. Bor each process used throughout theproject9 the Project Manager will trac& and measure uality against the appro1ed standards with

the assistance of the uality "pecialists and ensure all uality standards are met. If any changesare proposed and appro1ed by the Project "ponsor and ((%9 the Project Manager is responsiblefor communicating the changes to the project team and updating all project plans anddocumentation.

RIS*MANAGEMENTPLANThis section pro1ides a general description for the approach ta&en to identify and manage theris&s associated with the project. It should be a short paragraph or two summarizing theapproach to ris& management on this project.

"ince ris& management is a science in itself9 we ha1e many ris& management templates a1ailable

on our website. $oo& for the detailed /is& Management Plan9 /is& /egister along withtemplates for performing a ris& assessment meeting.

The approach for managing ris&s for the "mart6oice Project includes a methodical process bywhich the project team identifies9 scores9 and ran&s the 1arious ris&s. 21ery effort will be madeto proacti1ely identify ris&s ahead of time in order to implement a mitigation strategy from theproject8s onset. The most li&ely and highest impact ris&s were added to the project schedule toensure that the assigned ris& managers ta&e the necessary steps to implement the mitigationresponse at the appropriate time during the schedule. /is& managers will pro1ide status updateson their assigned ris&s in the bi;wee&ly project team meetings9 but only when the meetingsinclude their ris&8s planned timeframe.

Hpon the completion of the project9 during the closing process9 the project manager will analyzeeach ris& as well as the ris& management process. %ased on this analysis9 the project managerwill identify any impro1ements that can be made to the ris& management process for futureprojects. These impro1ements will be captured as part of the lessons learned &nowledge base.

RIS*REGISTER

The /is& /egister for this project is pro1ided in !ppendi3 (9 /is& /egister.

STA&&INGMANAGEMENTPLANDiscuss how you plan to staff the project. This section should include discussion on matri3ed orprojectized organizational structure depending on which is being used for this project. Thissection should also include how resources will be procured and managed as well as the &eyresources needed for the project.

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The "mart6oice Project will consist of a matri3 structure with support from 1arious internalorganizations. !ll wor& will be performed internally. "taffing reuirements for the "mart6oiceProject include the following:

Project Manager 4, position5 N responsible for all management for the "mart6oice Project. TheProject Manager is responsible for planning9 creating9 and?or managing all wor& acti1ities91ariances9 trac&ing9 reporting9 communication9 performance e1aluations9 staffing9 and internalcoordination with functional managers.

"enior Programmer 4, position5 N responsible for o1ersight of all coding and programming tas&sfor the "mart6oice Project as well as ensuring functionality is compliant with uality standards./esponsible for wor&ing with the Project Manager to create wor& pac&ages9 manage ris&9manage schedule9 identify reuirements9 and create reports. The "enior Programmer will bemanaged by the Project Manager who will pro1ide performance feedbac& to the functionalmanager.

Programmer 4, position5 N responsible for coding and programming for the "mart6oice Project.!ll coding and programming tas&s will be re1iewed by the "enior Programmer prior toimplementation. /esponsibilities also include assisting with ris& identification9 determiningimpacts of change reuests9 and status reporting. The Programmer will be managed by theProject Manager and feedbac& will be pro1ided to the functional manager for performancee1aluations by the Project Manager and "enior Programmer.

"enior uality "pecialist 4, position5 N responsible for assisting the Project Manager in creatinguality control and assurance standards. The "enior uality "pecialist is also responsible formaintaining uality control and assurance logs throughout the project. The "enior uality"pecialist will be managed by the Project Manager who will also pro1ide feedbac& to thefunctional manager for performance e1aluations.

uality "pecialist 4, position5 N responsible for assisting the Project Manager and "enior uality"pecialist in creating and trac&ing uality control and assurance standards. The uality"pecialist will ha1e primary responsibility for compiling uality reporting and metrics for theProject Manager to communicate. The uality "pecialist will be managed by the ProjectManager who will pro1ide feedbac&9 along with the "enior uality "pecialist to the functionalmanager for performance e1aluations.

Technical Writer 4, position5 N responsible for compiling all project documentation andreporting into organizational formats. /esponsible for assisting the Project Manager in(onfiguration Management and re1ision control for all project documentation. /esponsible forscribing duties during all project meetings and maintaining all project communicationdistribution lists. The Technical Writer will be managed by the Project Manager who will alsopro1ide feedbac& to the functional manager for performance e1aluations.

Testing "pecialist 4, position5 N responsible for helping establish testing specifications for the"mart6oice Project with the assistance of the Project Manager and Programmers. /esponsiblefor ensuring all testing is complete and documented in accordance with T"I standards.

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/esponsible for ensuring all testing resources are coordinated. The Testing "pecialist will bemanaged by the Project Manager who will also pro1ide feedbac& to the functional manager forperformance e1aluations.

The Project Manager will negotiate with all necessary T"I functional managers in order toidentify and assign resources for the "mart6oice Project. !ll resources must be appro1ed by theappropriate functional manager before the resource may begin any project wor&. The projectteam will not be co;located for this project and all resources will remain in their currentwor&space.

RESO'RCECALENDARInclude a /esource (alendar as part of your project plan. The resource calendar identifies &eyresources needed for the project and the times?durations theyll be needed. "ome resources maybe needed for the entire length of the project while others may only be reuired for a portion of

the project. This information must be agreed to by the Project "ponsor and Bunctional Managersprior to beginning the project.

The "mart6oice Project will reuire all project team members for the entire duration of theproject although le1els of effort will 1ary as the project progresses. The Project is scheduled tolast one year with standard '- hour wor& wee&s. If a project team member is not reuired for afull '- hour wor& wee& at any point during the project9 their efforts outside of the "mart6oiceProject will be at the discretion of their Bunctional Manager.

Smartoice !esource Calen"ar

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/an 0e1 Mar "pr May /un /ul "ug Sept 2ct 'ov (ec

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3uality Specs

Tech Writer

Testing Spec

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COST%ASELINEThis section contains the cost baseline for the project upon which cost management will bebased. The project will use earned 1alue metrics to trac& and manage costs and the cost baselinepro1ides the basis for the trac&ing9 reporting9 and management of costs.

The cost baseline for the "mart6oice project includes all budgeted costs for the successfulcompletion of the project.

Project Pa$e %-.gete. Tota Comment$

Planning K#)-9--- Includes wor& hours for allproject team members forgathering reuirements andplanning project

Design K)-9--- Includes wor& hours for allproject team members for

wor& on "mart6oiceconceptual design

(oding K--9--- Includes all wor& hours forcoding of "mart6oice

Testing K,A)9--- Includes all wor& hours fortesting 4including beta testing5of "mart6oice software

Transition and (loseout K,)-9--- Includes all wor& hours fortransition to operations andproject closeout

+'ALITY%ASELINEThis section should include the uality baseline for the project. The purpose of this baseline is topro1ide a basis for ensuring that uality can be measured to determine if acceptable ualityle1els ha1e been achie1ed. It is important for all projects to clearly define and communicateuality standards and the uality baseline ser1es this purpose.

The "mart6oice Project must meet the uality standards established in the uality baseline. Theuality baseline is the baseline which pro1ides the acceptable uality le1els of the "mart6oiceProject. The software must meet or e3ceed the uality baseline 1alues in order to achie1esuccess.

Item Acce!ta/e Le0e Comment$

6oice /ecognition !t least +* recognition le1elwith or less errors in te3t

Hsing standard T"I 2nglishlanguage databases

(ompatibility Oo errors associated withrunning software withcompatible applications

Hsing the suite ofapplications

"upporting Documentation $ess than , failure rate in

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beta testing new users to runsetup and e3ecute softwarefunctionality

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SPONSORACCEPTANCE

!ppro1ed by the Project "ponsor:

Date:QProject "ponsorRQProject "ponsor TitleR

This free Project Management Plan Template is brought to you bywww.ProjectManagementDocs.com

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157675428 Project Management Plan

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