Getting Started User’s Guide - MYPROJECT ROADMAP · MYPROJECT ROADMAP™ also provides...

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Getting Started User’s Guide Project Management Tools & Templates Software

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“Windows”, “Microsoft”, “Microsoft Office”, “Microsoft Word” and “Microsoft Excel” are registered trademarks of the Microsoft Co

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Version 1.

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Getting Started User’s Guide Roadmap WELCOME TO MYPROJECT ROADMAP...................................................................................................4

1. INTRODUCTION.......................................................................................................................................5

2. ABOUT THIS GUIDE ................................................................................................................................9

3. EVOLUTION OF MYPROJECT ROADMAP™ .......................................................................................10

4. PROJECT MANAGEMENT PROCESS OVERVIEW .............................................................................11

4.1 WHAT IS A PROJECT?..........................................................................................................................13

4.2 WHAT IS A PROJECT PHASE?...............................................................................................................13

4.3 WHAT IS A PROJECT REVIEW?.............................................................................................................13

4.4 WHAT IS A PROJECT LIFECYCLE?.........................................................................................................17

4.5 WHAT IS A PROCESS GROUP? ............................................................................................................18

4.6 WHAT IS A PROJECT WORK BREAKDOWN STRUCTURE?........................................................................20

4.7 WHAT IS KNOWLEDGE MANAGEMENT? .................................................................................................21

5. QUICK AND EASY REFERENCE ..........................................................................................................22

5.1 ADDITIONAL TEMPLATE INFORMATION ..................................................................................................23

6. CUSTOMIZE HEADER DESCRIPTION .................................................................................................24

7. TEMPLATE DESCRIPTION....................................................................................................................27

8. OVERVIEW OF FEATURES...................................................................................................................39

8.1 GENERAL INFORMATION ......................................................................................................................39

8.2 ACCESSING HELP TEXT .....................................................................................................................40

8.3 USING THE FORM FIELD FEATURE........................................................................................................41

8.4 USING THE PROTECTING FORM FEATURE.............................................................................................42

8.5 TURNING ON THE PROTECT FORM FEATURE .........................................................................................42

8.6 TURNING OFF PROTECT FORM FEATURE ..............................................................................................44

8.7 USING THE CHECKBOX FEATURE .........................................................................................................45

8.8 USING THE CHECK BOX (CONTROL TOOLBAR)......................................................................................45


“Windows”, “Microsoft”, “Microsoft Office”, “Microsoft Word” and “Microsoft Excel” are registered trademarks of the Microsoft Corporation.

www.myprojectroadmap.com 2 Copyright© 2005 MTC Integration Corporation

8.9 USING THE CHECKBOX FORM FIELDS ...................................................................................................46

8.10 USING THE COMBO BOX FEATURE (EXCEL) ........................................................................................47

8.11 SELECTING A COMBO BOX VALUE:.....................................................................................................47

8.12 MODIFYING A COMBO BOX VALUE (EXCEL).........................................................................................48

8.13 USING THE DROP DOWN FORM FIELD FEATURE (WORD) ....................................................................50

8.14 MODIFYING DROP DOWN FORM FIELD VALUES (WORD) .....................................................................51

8.15 USING THE INPUT FIELD FEATURE......................................................................................................53

8.16 INPUTTING A VALUE IN TEXT BOX FEATURE.........................................................................................53

8.17 MODIFYING TEXT BOX FEATURE ........................................................................................................54

8.18 CLOSING THE DESIGN MODE ICON......................................................................................................56

8.19 CLOSING THE DESIGN MODE..............................................................................................................57

8.20 ENABLING MACRO DIALOG BOX .........................................................................................................58

8.21 CHANGING MACRO SECURITY LEVEL .................................................................................................59

9. MYPROJECT ROADMAP™ SUPPORT.................................................................................................61

10. MYPROJECT ROADMAP™ CONTACT...............................................................................................61




Welcome to MYPROJECT ROADMAP Thank you for your purchase of the MYPROJECT ROADMAP Version 1.0 project management solution. MTC Integration Corporation is proud to present the MYPROJECT ROADMAP product to you. MTC Integration Corporation is a Michigan-based systems integration and business-consulting firm. MTC provides an array of business and project management products and services. MTC specializes in implementing enterprise resource planning (ERP) systems and custom applications. MYPROJECT ROADMAP™ is a premier project management product for planning, executing, controlling, and closing out your project. As the creator of the MYPROJECT ROADMAP™ product, I am excited to provide this unique tool that includes a generous number of useful project management best practice templates. MYPROJECT ROADMAP™ also provides process-related information about when and how to use each template in the course of a project lifecycle. I am confident that the MYPROJECT ROADMAP™ tool will assist you and your project team in maximizing your work efforts while greatly reducing the time needed to develop and deliver these project collaterals. As a graduate of Harvard University, School of Education, certified Project Manager Professional (PMP®), and certified Human Resource Practitioner (PHR®), I am well versed in leadership development, project management, and training development. My leadership excellence has enabled me to work in vertical and horizontal industries, such as Higher Education, Automotive, Information Technology, Defense Corporate Training, Human Resource Management, and Project Management. As a participant in a prestigious global leadership program sponsored by the Project Management Institute (PMI®) entitled “PMI Leadership Institute” for 2005, I am dedicated to leadership development in the areas of project management and community development. We implemented a project management process to help project managers develop a common language and better define common tools for project management activities. The strength of MYPROJECT ROADMAP™ methodology and tools is it provides project management professionals, whether new or seasoned, real tools that can be used immediately on your projects. Our project management process helps project managers use best practice standards, common tools, and real-world project management deliverables such as a Project Charter, Project Scope Management Plan, Project Communication Management Plan, Project Risk Management Plan, Project Team Status Report, Project Deliverable Formal Acceptance Form, and many others. Although best practice is a concept that makes business and practical sense, it is a business decision as to which best practice standard to utilize in your company. Your company must implement checks and balances to ensure that the process of defining your organization’s best practice model and standards provides real results to your organizational and project bottom line. MYPROJECT ROADMAP™ offers a suite of best practice templates to provide a comprehensive business solution. We at the MTC Integration family hope you enjoy MYPROJECT ROADMAP™ and integrate this product into your project management process and experience. AT MTC Integration Corporation, our work is about the PPQ System: People, Process, and Quality. Sincerely, Sandra D. Troutman Sandra D. Troutman, PMP, PHR, ED.M




1. Introduction MYPROJECT ROADMAP™ Version 1.0 is a suite of professionally packaged template solutions that project management professionals will use to implement and integrate industry best practice throughout the complete project lifecycle. MYPROJECT ROADMAP™ includes features that set our product apart from our competition:

60+ Easy To use professional templates Aligned with the Project Management Body of Knowledge Guide®, Third Edition Microsoft® Windows®-Based Environment Quick and Easy One Click Data Entry Selections Customizable Templates Detailed Getting Started User Guide Change History Section Available on Every Template Comprehensive Templates Description Easy To Follow Step-by-Step instructions Help Library Available on Forms

MYPROJECT ROADMAP™ provides these key benefits

Created by certified Project Manager Professionals (PMP®) Affordable Scalable Saves time Easy to use High quality Guaranties requirement traceability Real templates used on projects in the Public and Private sector

MYPROJECT ROADMAP™ represents MTC Integration’s interpretation of the PMBOK® by leveraging the ideals of the PMI best practice and incorporating it with our knowledgebase and best practice approach. MYPROJECT ROADMAP™ provides a sound foundation in building, supporting, or enhancing your project management efforts. Our template solutions represent collateral (deliverables) produced across your project lifecycle in an effort to adhere to best practice standards that ultimately enables you to meet and/or exceed your customer’s expectation. Deliverables from each project phase can be modified, controlled, and audited for quality at any point of the project. In addition, each template in the MYPROJECT ROADMAP™ product consists of a document description, and document change history to promote traceability and accountability for the creation and update of each document. Templates also contain features, such as Check Box, Command Button, and Drop Down Lists, from the Control Toolbar and Forms function based in Microsoft® Office software. We believe that program and project integration is the foundation of all of our efforts to coordinate all project activities across the various integration points of your project. As a result, this tool leverages project integration principles by providing templates to help reduce ramp-up time, bridge gaps, and manage risks commonly experienced in compartmentalized project environments.




MYPROJECT ROADMAP™ is developed in Microsoft® Windows® based applications: Microsoft® Word® solutions (42) Microsoft® Excel® solutions (20)

MYPROJECT ROADMAP™ includes capabilities designed to help your project team organize, prioritize, and execute project activities in a deliverable-based project environment. MYPROJECT ROADMAP™ solutions allow you and your team to produce project collaterals in shorter time frames because you are able to customize these baseline documents into specific solutions that work in your unique project environment. As a result, you and your staff become more efficient in the overall project management process. Our simple folder architecture is divided into the five-project management processes.

MYPROJECT ROADMAP™ Project Management Process Group Folder Structure Initiating Planning Executing Controlling Closing Product Development **

The MYPROJECT ROADMAP™ folder structure enables you and your project team to easily navigate to needed template solutions and better manage the ever-increasing flow of project collaterals.




The MYPROJECT ROADMAP™ product contains over 60 best practice templates, forms, and checklists spread across a project’s lifecycle. MYPROJECT ROADMAP™ groups templates into Project Process Groups. MYPROJECT ROADMAP™ frames our project management process around these five project processes: Initiating

o Project Initiation Overview o Project Initiation Checklist o Project Feasibility Study o Project Business Case o Project Product Description o Project Charter o Project Review Checklist o Project Review Summary

Planning o Project Planning Overview o Project Planning Checklist o Project Management Plan o Project Scope Statement Form o Project Scope Management Plan o Project Work Breakdown Structure List o Project Work Breakdown Structure Dictionary o Project Activity List o Project Risk Management Plan o Project Risk Identification Form o Project Issue Identification Form o Project Risk Register & Issues Log o Project Quality Management Plan o Project Cost Management Plan o Project Procurement Management Plan o Request For Proposal (RFP) o Project Change Control Management Plan o Project Communication Management Plan o Project Communication Management Plan Matrix o Project Cause-And-Effect (Fishbone Diagram) Form o Project Glossary Notebook o Project Roles & Responsibilities notebook o Project Team Directory o Project Team Member Job Description Form




Executing o Project Executing Overview o Project Executing Checklist o Project Work Authorization Form o Project Training Plan o Project Training Course Description Form o Project Team Member Profile Form o Project Change Request Form o Project Change Control Log o Proposal o Seller’s Invoice Form

Monitoring and Controlling

o Project Monitoring and Controlling Overview o Project Monitoring Controlling Checklist o Project Team Meeting Minutes o Project Team Meeting Agenda o Project Team Member Status Report o Project Change Control Board Checklist o Project Lessons Learned Form o Project Lessons Learned Log o Project Earned Value Reference Guide o Project Deliverable Audit Form o Project Deliverable Formal Acceptance Form o Sellers Monthly Performance Report

Closing o Project Closing Overview o Project Closeout Checklist o Project Contract Closeout Checklist o Project Release Authorization Form o Project Performance Evaluation

Included in the MYPROJECT ROADMAP™ product, are four templates commonly used in the field of Information Technology based on a Product Development Lifecycle. These templates are used to identity user requirements and test the end product functionality/services based on the defined user requirements. Product Development Templates

o Product Design/Specification Document o Product Technical Specification Document o Product Test Plan o Product Test Case




2. About this guide This User Guide is designed to support you in using the MYPROJECT ROADMAP™ product. This User Guide is structured in a way that you can review the MYPROJECT ROADMAP™ Project Management methodology, navigate through the formatting behind the templates, customize the tools & templates to specific user requirement, and immediately use these templates on your project. We have step-by-step documented instructions for you to use and make changes to all of the template documents using standard Microsoft Office® product features. However, this user guide is not meant to replace the standard Help document found in the Microsoft® Windows® product. We used Microsoft® Office 2000® to capture illustrations of the two Windows®-based applications: Word and Excel. As a result, the icons or placements of icons, disposition of menu/toolbars on your system may not be the same as ours. Take a moment to go through the materials to get an overview of all the features that we use and then compare these with your Version of Microsoft® Office. Please refer to the standard Microsoft Office® Help documentation regarding questions on MACROS. Given the complexity of this feature, this user guide alone might not answer your questions in sufficient detail. An easy way to address a question specific to a Windows® product feature is to refer to the Microsoft® Help documentation as illustrated below.

Step Find and select the icon on the Microsoft® toolbar

Step Select the Microsoft® Word Help (F1)

Step Type your question in the space provided.




3. Evolution of MYPROJECT ROADMAP™ The MYPROJECT ROADMAP™ Version 1.0 evolved from individual documents used on successful private and public-sector projects. Clients wanted to incorporate many of our forms into their project management process. Figure 1 VIEW OF DOCUMENTS

As a result, MYPROJECT ROADMAP™ Version 1.0 encapsulates all of our best-practice templates, forms, and checklists into a comprehensive project management solution. Figure 2 EVOLUTION OF MYPROJECT ROADMAP™

The term “best practice” means that the process, activity, or deliverable is generally accepted by professionals. This is possible because the process, activity, or deliverable is recognized to be reliable, technically sound, and able to yield great results due to frequency of use or its recognized innovation (using trending analysis) in the project management profession.




4. Project Management Process Overview The MYPROJECT ROADMAP™ project management process is an integrated approach to the total management of a project utilizing a best-practice project management process. Through years of implementing successful projects, in both the public and private sector, we have developed our approach to manage projects by leveraging the ideals of the PMI best practice and incorporating it with Knowledge Management concepts and activities. MYPROJECT ROADMAP™ project management process integrates project management best-practice templates, tools, and processes to manage projects. Our goal is to provide added value of focusing on the quality assurance process as a foundation for the management of project deliverables. We have found many factors to deliver a successful project:

Obtain senior management buy-in regarding your desired project management methodology Work closely with your project team and customer to identify the project management process

and project collaterals that are appropriate the project based on the project objectives. Identify and manage functional & technical risks to the project/product scope and quality

throughout the life of the project. Use expert knowledge and past performance (historical information) to improve product and

process design. Distribute your project’s resource assets according to the Project Work Breakdown Structure and

not a bundled response based on customer or management pressure. Communicate on a regular basis with stakeholders throughout the project lifecycle. Update formal acceptance of all deliverables to ensure confirmation/validation of design to

requirements. Monitor work results continuously to compare project performance to the planned baseline

targets. MYPROJECT ROADMAP™ defines our project management process as a structured approach to managing all of the activities within the entire lifecycle of a project. Figure 3 MYPROJECT ROADMAP (MPR) Project Management Methodology Organization

We have adapted the Project Management Institute (PMI®) best practice approach to project management and infused Knowledge management principles in the Project Closeout & Transfer Phase. PMI has published their approach in the book titled, “A Guide to the Project Management Body of Knowledge: (PMBOK® Guide) Third Edition”.




Included in the MYPROJECT ROADMAP™ product are overview documents that explain the purpose of each process group and related activities. The MYPROJECT ROADMAP™ solution is designed according to our project management project phases: Project Phases

Initiate Plan Execute Closeout & Transfer

Figure 4 MYPROJECT ROADMAP (MPR) Project Management Phase Context

Our template solutions are designed to support all of the activities within each project phase across all project management processes.




4.1 What is a Project? A Project is an initiative launched to create a unique product or service. A Project has a start date and an end date. A Project is not a reoccurring activity but something that occurs once to produce something or to provide a service: for example, to build a new house, create a new product, or plan a wedding. A Project has three (3) key characteristics:

1. Temporal nature: A Project is started and ended on specified dates to meet a specific need. 2. Unique Deliverable: A Project produces a new (unique) product or service that does not exist. 3. Progressive: A project’s defined actions follow a sequence or pattern.

4.2 What is a Project Phase? A Project Phase is the approval of a logical grouping of related or dependent deliverables. Each project phase constitutes a very important milestone in the project that is marked by certain deliverables (outputs). As the project progresses, it will require specific actions and produce certain deliverables either by the Project Manager and/or the Project Team members. A Project Phase is marked by a review, such as a Project Review Meeting, and approval of project deliverables. A Project Review session can be formal or informal based on your project’s requirements. During a project review session, performance information about the project is reviewed with the project stakeholders (management team and customer(s). A decision is rendered at the end of the project review session whether or not the project should continue to the next phase. The process to develop a Project Phase naming strategy is dependent on you or your company’s orientation to project management and on the project requirement, which are based on industry-specific consideration. Your Project Phase naming strategy may vary widely based on industry specific processes, activities, and iterations of deliverables to satisfy the Customer’s expectation. Best-practice for a Project Phase naming strategy includes the following activities:

1. Group the activities and processes related to produce a deliverable(s) into a project phase. 2. Specify the frequency of iterations (repetitive) for each activities and processes. 3. Identify resources and roles related to the identified activities and processes. 4. Using the Project Work Breakdown Structure, separate each deliverable into its smallest

component. 5. Define the management approval levels to make decisions at each project phase. 6. Obtain senior management buy-in. 7. Encapsulate your project management process around the total project lifecycle.

4.3 What is a Project Review? In previous years, Project Reviews were known as, “Stage Gates”. Experience has shown that, although Stage Gates were used to determine whether the project should proceed (Go or No Go decision), many projects proceeded no matter what the decision including, but not limited to, management directive or Customer demand. MYPROJECT ROADMAP™ defines Project Reviews as, management reviews of the project performance (actual) against the (planned) baseline Project Management Plan and subsidiary plans. The goal of these reviews is to gain an overall project disposition (health) and to help the project team identify and/or remove roadblocks that could impede project success.




The next page contains more detail on the review process.

This page is purposely blank.




Project Review Naming Convention & Codes Project Initiation Review PIR Project Planning Review PPR Project Execution Review PER Project Control Review PCR Project Closeout & Transfer Review PCTR These five (5) types of review areas are available with more detail below. Project Initiation Review (PIR) Initiating a project culminates in the publication and distribution of a Project Charter. To complete this task, Project Managers should know how to do the following: Determine project goals and objectives Determine assumptions and constraints Define and validate product description Determine project requirements Define project deliverables Estimate and monitor project resource allocation

Project Planning Review (PPR) Planning is an iterative stage in the project lifecycle. The Planning Review is a comprehensive review of all knowledge areas and culminates in the distribution of the Project Management Planning documents and other project documents, such as the following: Project Work Breakdown Structure Project Scope Statement Form Project Scope Management Plan Project Activity List Project Schedule Project Quality Management Plan Project Cost Management Plan Project Procurement Management Plan Project Risk Management Plan Project Issues Identification Form Project Risk Identification Form Project Staffing Management Plan

Project Execution Review (PER) The Execution Review ensures that the project team members execute the Project Management Plan according to their work assignments and that there is confirmed coordination across the department/group threads: Review Project Management Plan performance Review Project and Product Scope documents Authorize resources to begin work of the project Identify change requests Execute corrective action Document Lessons Learned Compare work results with the project quality standards Monitor risk events and identifies new risks




Project Control Review (PCR) The Control Review ensures that changes to the project/product are coordinated across the department/group threads: Review Project Management Plan performance Review variances to the planning documents Identify and Execute change requests Continue to execute corrective action Verify scope requirement in comparison to work results Document lessons learned Take corrective action

Monitor risk events and identify new risks *Although Controlling is not a specific Phase in the MYPROJECT ROADMAP™ Project Lifecycle, we have incorporated an additional project review prior to closing the project or phase in an effort to perform additional scope verification and quality assurance activities. Project Closeout & Transfer Review (PCTR) The Closeout & Transfer Review ensures the project is closed out properly and validates that knowledge transfer activities are coordinated and executed as planned: Review the Project Charter Perform procurement audits Update the project documents Document lessons learned Obtain formal acceptance of project deliverables Archive the project records

Create the Knowledge Transfer Plan Launch the knowledge transfer activities




4.4 What is a Project Lifecycle? A Project Lifecycle is a collection of project phases used to provide the management team with better management control over the project activities and processes. MYPROJECT ROADMAP™ defines the project lifecycle using four (4) project phases:

1. Initiate 2. Plan 3. Execute 4. Closeout & Transfer

Figure 5 MYPROJECT ROADMAP (MPR) PROJECT MANAGEMENT LIFECYCLE

The Closeout and Transfer Phase incorporates Knowledge Management activities to assist learning in the organization by supporting activities that promote knowledge transfer of tacit and explicit working knowledge to the customer organization over time. A process is created to ensure that the customer organization is able to continue learning by promoting process improvement through sustained learning activities. At a macro level, the total project lifecycle defines all of the necessary iterations that a project must experience before it comes to a conclusion. At a micro level, the project phases represent a set of actions that indicate incremental steps needed to produce those specific deliverables in an orderly and logical sequence. There is a dependency and overlap between processes that is inherent in all project environments. The field of project management is innovative because each project is unique and will (should) produce a unique product or service. Although the methodology that is applied to each project is constant, the end results produced by the project should be unique. The innovation in project work is based on the creativity of the project team to develop a solution under competing priorities (time, scope, budget, legal obligations, market demand, etc). Working in a project environment, project teams have a unique opportunity to accomplish something new each time they embark on a new project. Each project enables the project team to apply their expertise on past projects to produce a product that has intrinsic or tangible value to a customer (s)--individual or groups of individuals. Although exciting, project work has some real pitfalls that besets all project teams at one time or another if they do not do their homework---upfront planning.




4.5 What is a Process Group? A Process Group is a set of related activities or processes that work together to produce an outcome. In Project management there are five (5) Process Group categories:

Initiating Planning Executing Controlling (Monitoring and Controlling) Closing

Figure 6 PROJECT MANAGEMENT PROCESSES

There are many individual processes that a project can select to implement in order to increase the probability of producing a successful project. The individual processes are grouped into these five (5) categories called, “Process Groups”. Each Process Group category contains related processes with associated activities that produces project collaterals or will provide an input (feed) to another process to produce project collaterals.




The Five (5) Process Group categories represent the core processes in project management. It is not realistic for any project to assume that you can or should implement all of the processes and the related activities. Figure 7 INTEGRATION OF PROCESSES WITHIN A PROJECT LIFECYCLE

It is realistic to assume that, at some point in your project phase, you will use a number of the processes to produce project collaterals. For example, using the MYPROJECT ROADMAP™ product, you will get an opportunity to implement a Project Review session, at the end of each Project Phase which will improve quality and save time and cost throughout your project. The MYPROJECT ROADMAP™ product consists of over 30-project management process across the five (5) Process Groups to enhance your project. MYPROJECT ROADMAP™ highlights those processes and related activities to enhance your project efforts and outcomes. You will not only save time and cost in developing your project documentation (collaterals); but you will also utilize best-practice solutions to support the entire lifecycle of your project. MYPROJECT ROADMAP™ is your comprehensive business solution in the field of project management.




4.6 What is a Project Work Breakdown Structure? The Project Work Breakdown Structure includes the total scope of the project. The Project Work Breakdown Structure is central to the success of a project. The Project Work Breakdown Structure defines the total work effort in the form of deliverables for the project. It contains all of the work, and only the work, needed for the project. The Project Work Breakdown Structure can be represented using a diagram as illustrated below, or can be defined in a list. The Project Work Breakdown Structure, the Project Work Breakdown Structure Dictionary, and the Project Scope Statement together form the project scope baseline. Once the deliverables are identified, team members can match estimates with each activity, and resources can be assigned. Figure 8 PROJECT WORK BREAKDOWN STRUCTURE

MYPROJECT ROADMAP™ enables you and your project team to define and track deliverables from start to finish. Using templates in the Scope Management area, such as the “Project Work Breakdown Structure List”, you can assign deliverable codes to each deliverable (work package) and validate the status of each deliverable as resources complete their assignments and as the project moves from phase to phase. Best Practice Approach:

1. Define the Project Work Breakdown Structure to a level where the project manager can identify responsibility, resources, cost, and accountability.

2. Analyze risks for the delivery of each deliverable and communicate to appropriate stakeholders. 3. Document assumptions and constraints in the project scope statement. 4. Meet with each responsible internal organizational unit and each vendor to obtain/provide status

on deliverables. 5. Revisit the status of deliverables and their associated risks during each team meeting. 6. Ascribe to the mantra: document, document, and document.




4.7 What is Knowledge Management? Knowledge Management is a process and related activities for companies to cultivate and retain information produced within an organization. The objective of Knowledge management is to enable an organization to achieve business objectives, such as improve quality, produce better products and services, by creating processes and activities to cultivate, retain, and create new knowledge from experiences. Knowledge Management delineates two types of knowledge: tacit (implied) and explicit (objective). Tacit Knowledge is embodied in individuals and is hard to document because it arises out of an experience. Explicit Knowledge is coined as the factual data that is obvious and is not filtered by one’s subjective preconceived mental models. The cornerstone to Knowledge Management is not a matter of simply processing data to drive ‘information’; but more importantly to identify the right blend mix between explicit (objective information) and tacit knowledge (subjective thoughts or ideas) to derive meaning—knowledge. MYPROJECT ROADMAP™ strives to enable our customers to be part of a learning organization by taking advantage of Tacit and Explicit knowledge and transforming these mental models into a shared organizational experience. MYPROJECT ROADMAP™ integrates Knowledge Management tools, such as a Knowledge Transfer Plan into a project management context. In a Project Management context, all project stakeholders provide invaluable experiences for knowledge exchange. MYPROJECT ROADMAP™ asserts that a project will be successful if the project team can create new knowledge, based on lessons learned, widely communicate the new knowledge to appropriate stakeholders, and promote an environment of shared learning through knowledge transfer activities. A Knowledge learning company thinks of itself as a living entity, which strives for evolution through innovation. The company learns and grows through innovation. The company aims to define a purpose of being and creates a roadmap to obtain its goals; all the while, it goes through a process of self-assessment to recognize its role in obtaining and impeding its attainment of the aforementioned goals.

Figure 9 KNOWLEDGE STEPS




5. Quick and easy Reference This quick and easy reference guide consists of descriptions of terms, concepts, and tools used throughout in the MYPROJECT ROADMAP™ disk. Throughout the template documents will be this symbols:

NOTES The Notes icon indicates that there is an important note that we would like for you to consider.

CAUTION The Caution icon indicates there is something that might influence the

task. STEP TASK The Task Step icon indicates a series of steps that you should follow to

perform a task.




5.1 Additional Template Information Each solution template includes additional reference information in the Properties dialog box.

1 Document Title 2 Project Management Process 3 MTC Name 4 MTC Name 5 MTC Name 6 Project Management activity area 7 Process Group Name 8 Copyright Statement




6. Customize Header Description Customizing the Header and Footer information can be achieved using the standard Windows® functionality available on the toolbar. For example, the COMPANY LOGO, title as well as the template name description can be modified to incorporate your company’s specific requirement. You may also want to resize the page setup to fit the desired print size. Creating your personal templates is an art in itself, and with practice and experimentation you will be able to fully exploit the power of the Project Management Process templates. Collectively, the templates allow you to leverage best-practice project management tools rapidly without losing valuable time creating your own. As you begin to work with these documents, we suggest you input your company’s logo in the Header of each document. To place your logo on the templates, follow the steps below: STEP Open a template document.




STEP Place your cursor on the word “COMPANY LOGO” in the Header and double-click.

OR click on the View option in the menu bar, and then click on the Header and Footer option

View Header and Footer




The screen will look like this. STEP Delete the default, “COMPANY LOGO” text and Input your logo text of image. Type your company name (overwrite the default “Company Logo” text) and/or add your company logo.

The screen will look like this.

STEP If desired, scroll down the page and update the Footer detail . You may click on the down arrow at “Insert Auto text” to add the date and time to the footer, for example.

STEP When you are finished, select the icon.




7. Template Description The templates that comprise the MYPROJECT ROADMAP™ product are key deliverables to be produced by the Project Manager and/or project team throughout the project. The included templates represent a general collection of key documents that is not to be considered an exhaustive list of all deliverables that could be produced in a given project lifecycle. These templates, forms, and checklists represent the documents that we have identified as best-practice documents to successfully initiate, plan, execute, control, and close out a project. The Template solutions are listed below, by Process Group:




Initiating Process Group Project Initiation Process Group Overview The Project Initiating Process Group Overview is used to understand the characteristics of this phase and delineate the type of activities involved in this beginning phase of the project. It is created as part of the Develop Project Charter activity. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable we have found to be beneficial for Customers. Project Initiation Checklist The Project Initiating Checklist is created in the Initiation Process Group. It is created as part of the Develop Project Charter activity. This checklist will serve as an input (historical information) to new projects in preparation for project initiation activities. It is not a deliverable specified in the PMBOK®

Guide; rather, it represents a deliverable we have found to be beneficial for Customers. Project Feasibility Study The Feasibility Study is created in the Initiating Process Group. It is created as part of the Develop Project Charter activity. The study is used to identify and analyze critical factors that may assist or impede the success of a business objective. The study covers three major areas: Market Analysis Research, Organizational and Technical Assessment, and Financial Issues. The Market Analysis component is critical because it provides a foundation for the Financial Issues section. A Market can represent a segment of the population that is internal or external to the performing organization. In some cases, an organization can have an internal customer, such as a departments or division(s). As a result, the Market Analysis Research can be conducted for a Target Market within your own company. The Project Feasibility Study is a key input to the overall Risk Assessment activity because it provides the project team with all the risks associated with the market segment, organizational and technical, and financial analysis before the project is launched. Project Business Case The Business Case is created in the Initiating Process Group. It is created as part of the Develop Project Charter activity. At various levels of planning, the business case document can be used as a basis for a decision on whether to cancel or proceed with a project, provide direction to the project manager, and provide upfront risk assessment for a project prior to the launch of a project. Product Description The Product Description is created in the Initiating Process Group. It is created as part of the Develop Project Charter activity. Generally, this document contains less detail in the early phases of the project. As the project progresses, the project/product scope is refined and updated. Project Charter The Project Charter is created in the Initiating Process Group. It is created as part of the Develop Project Charter activity. It formally authorizes the project and provides the project manager the authority to apply resources to the project. A project manager external to the performing organization typically writes the Project Charter. The Project Charter is one of three outputs in the Initiation process of a project. The other three outputs are: Project manager is identified, Constraints, and Assumptions. Project Review Checklist The Project Review checklist is created in the Initiating Process Group. It is created as part of the Develop Preliminary Project Scope Statement activity. As part of the Integrated Management Process, a project should be marked with a project review to determine whether or not the project should continue to the next phase. Project reviews are useful to identify risks and issues, review key deliverables, and determine the project’s overall health (status). It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers.




Project Review Summary The Project Review checklist is created in the Initiating Process Group. It is created as part of the Develop Preliminary Project Scope Statement activity. This document is used to capture critical information about a project which helps determine the overall stability and performance of the project effort. The Project Review Checklist contains key sections to document information that is germane to that particular project as well as contains a section where the overall disposition of the project can be assessed and documented as part of the project record. It is not a deliverable specified in the PMBOK®

Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Planning Process Group Project Planning Process Group Overview The Project Planning Process Group Overview is used to understand the characteristics of this process group and delineate the type of activities performed. It is created as part of the Develop Project Management Plan activity. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Planning Checklist The Project Planning Checklist is created in the Planning Process Group. During the Project Management Plan activity this checklist is used to ensure that all necessary steps to properly plan a project. This checklist will serve as an input (historical information) to new projects in preparation for project planning activities. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Management Plan The Project Management Plan is created in the Planning process. It is created as part of the Develop Project Management Plan activity. It is a formal document used to manage the execution of the project. It integrates the outputs of other planning process including, but not limited to, all of the subsidiary management plans by creating a comprehensive document. The Project Management Plan is expected to change over the life span of the project. As the project is progressively elaborated, the Project Management Plan will include more detailed information in comparison to its original state. It is one of two outputs in the Develop Project Management Plan activity. Project Scope Statement Form The Project Scope statement is created in the Planning Process Group. It is created as part of the Preliminary Project Scope Statement activity. It provides a basis for future decision-making by defining the baseline scope of the project given the known constraints and assumptions. The Product Description is a feeder document to the Project Scope Statement because it contains the Project’s Justification, deliverables, and objectives. The Project Scope Statement Form is one of three outputs in the Scope planning process. The Project Scope Statement, Project Work Breakdown Structure, and Project Work Breakdown Structure Dictionary all form the Project Scope Baseline. Project Scope Management Plan The Scope Management plan is created in the Planning Process Group. It is created as part of the Scope Planning activity. It defines how changes to the project/product scope will be identified, managed, and controlled. It also identifies the necessary approval levels needed to authorize a change to the project/product scope, such as a Project Change Control Board. The Scope Management Plan is one of three outputs in the Scope planning process. The other two outputs of the Scope Planning process are: additional supporting detail and the Project Scope Statement.




Project Work Breakdown Structure List The Project Work Breakdown Structure List is created in the Planning Process Group. It is created as part of the Create Work Breakdown Structure activity. The Project Work Breakdown Structure comprises the project’s master list of deliverables (tangible and intangible) defined in the Scope Definition Process. The Project Work Breakdown Structure List is a document that shows all of the deliverables at the work-package level that will be produced at the end of the project. It should be graphically depicted to illustrate the relationship between deliverables across the project. As changes to the project are approved, the new Scope baseline should be captured in the Project Work Breakdown Structure List, Project Work Breakdown Structure Dictionary, and Project Scope Statement Form. Project Work Breakdown Structure Dictionary The Work Breakdown Structure Dictionary is created in the Planning Process Group. It is created as part of the Create Work Breakdown Structure activity. It is used to provide detail information for each work breakdown structure identified in the project scope and schedule. The Work Breakdown Structure will contain detail description of the task, Predecessor tasks, Successor tasks, duration, cost, resource allocation and Risk information. Project Activity List The Activity List is created in the Planning Process Group. It is created as part of the Activity Definition activity. The Activity List should include all of the activities needed to complete the project. Similar to the Scope Definition Process, the Activity List should list the activity required, and only the work required, to complete the project. The Project team should utilize this document as a cross-reference to the work breakdown structure. The Activity List is one of three outputs in the Activity Definition process. The Activity List is one of four outputs in the Activity Definition process. The Activity Attributes (details), Milestone List, and Request Changes are the other outputs of the Activity Definition process. Project Risk Management Plan The Risk Management Plan is created in the Planning Process Group. It is created as part of the Risk Management Planning activity. It describes the manner in which the project team will identify, qualify, quantify, and mitigate risks on the project. The Risk Management plan has several major components including Methodology, Roles and Responsibilities, Budget, Scoring and Interpretation, Thresholds, Reporting, and Tracking. It is the only output in the Risk Management Planning activity. Project Risk Identification Form The Risk Identification Form is created in the Planning Process Group; but used throughout the life of the project’s lifecycle. It is created as part of the Risk Identification activity. It is used to identify risks for the project and determine which risks might affect (positively or negatively) the project. This form helps the project team document the risks characteristics; denote a Risk Contingency Plan, Risk Fallback Plan. The Risk Fallback Plan details an approach to address a risk event if the Risk Contingency Plan is ineffective. The project risks are grouped into risk categories, which can be graphically depicted by using a Project Risk Work Breakdown Structure. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Issue Identification Form The Project Issues Identification Form is created in the Planning Process Group. It is also used throughout the life of the project’s lifecycle. It is used to document all issues that arise in the project. It is created as part of the Risk Identification activity. Once an issue is defined as a risk, the project team will use this form as a baseline in creating the Risk identification form. If an Issue does turn into a Risk, the Risk Register & Issue Log must be maintained. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers.




Project Risk Register & Issues Log The Project Risk Register & Issues Log is used throughout the life of the project’s lifecycle. It is created as part of the Risk Identification activity. The Project Risk Register and Issues Log are created as part of the Risk Identification activity. Every identified risk and issue should be catalogued in this document for continued project team review. All risks and issues should be managed in accordance to the Project Risk Management Plan. During the Risk Response Planning activity, additional information, including a Risk mitigation strategy is updated by the project team. As new risks are defined, the new risk(s) and issue(s) should be managed in accordance to the Project Change Control Management Plan and analyzed as part of the Qualitative Risk Analysis, Quantitative Risk Analysis, and Risk Response Planning activity. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Quality Management Plan The Quality Management Plan is created in the Planning Process Group. It is created as part of the Quality Management activity. It describes how the project teams will implement the projects and/or organizations quality policy on the project. The Quality Management plan should list how the project team plans to address quality assurance and quality improvements on the project. It is used as a feeder document to a number of other project planning processes, including, but not limited to, Project Management Plan development. The Quality Management plan is one of three outputs in the Quality Planning area. The other two outputs are: Operational Definitions, and Checklists. Project Cost Management Plan The Project Cost Management Plan is created in the Planning Process Group. It is created as part of the Cost Estimating activity. The Project Cost Management Plan is created as part of the cost estimating process to document the activities, and their related criterion, to properly plan, structure, and control cost across all project resources (material, services, personnel-labor, facilities. As change requests are approved, the Project Cost Management Plan is also updated to incorporate the changes that have a significant influence on project costs. Project Procurement Management Plan The Procurement Management Plan is created in the Planning Process Group. It is created as part of the Plan Purchases and Acquisitions activity. The Procurement Plan represents an action plan to be followed throughout the procurement process to acquire and evaluate the services and products (deliverables) from a seller. The decision to acquire services or products from a seller is directly related to the project team’s Risk Mitigation Strategy. The project team assesses the risk(s) associated with the Project Scope and Product Scope; based on its analysis, a Procurement Plan is created to identify the services or products needed by a seller A Contract or Statement of Work is written to define the Scope of the seller’s responsibility, and requested changes to the Project Management Plan (subsidiary plans) to incorporate updates. Request For Proposal (RFP) The Request for Proposal (RFP) is created in the Planning Process Group. It is created as part of the Plan Contracting activity. The Request for Proposal is created by the Buyer to document a need to acquire services or products from a Seller. This document is considered to be a solicitation from a Buyer to a prospective Seller. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers.




Project Change Control Management Plan The Project Change Control Management Plan is created in the Planning Process Group. It is created as part of the Develop Project Management Plan activity. The Project Change Control Management Plan is used to define the project team’s methodology to managing changes to the project/product scope on the project. Given that changes to one of the triple threats (Scope, Quality, Time, Cost, Customer satisfaction) can potentially impact one another, the project team should develop an overall methodology and approach to changes across all integration points within the projects. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Communication Management Plan The Communication Management Plan is created in the Planning Process Group. It is created as part of the Communication Planning activity. It defines the project team’s methodology for collecting, distributing, and managing the overall disposition of information on the project. This management plan defines the filing structure and methods used to gather, organize, store project information. The Communication Management plan is the only output in the Communication Planning process. Project Communication Management Plan Matrix The Communication Management Plan Matrix is created in the Planning Process Group. It is created as part of the Communication Planning activity. It is not a deliverable stated in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. This document is a combination of a traditional Responsibility Assignment Matrix and a Communication Requirement Form. The Project Communication Management Plan Matrix is used to align project team member roles delineate responsibilities (approver, reviewer, developer, etc) against deliverables defined in the Work Breakdown Structure for the project. Project Cause-And-Effect (Fishbone Diagram) Form The Project Cause-And-Effect diagram is created in the Planning Process Group. It is created as part of the Risk Identification activity. The Fishbone Diagram Form, commonly known as the “Cause-and-effect diagram”, or “Ishikawa diagram” is used during the Planning process to illustrate the interrelationship between how various factors might be linked to potential issues, or commonly referred to as “problems” needing a solution. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Glossary Notebook The Project Glossary Notebook is used throughout the life of the project’s lifecycle. It is created as part of the Acquire Project Team activity. The purpose of this document is to list all of the key terms used on the project team. The project team uses this document to create a common language. As the project team’s language grows, so grows this document. Each word is delineated to highlight its meaning and use on the project. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers.

Project Roles & Responsibilities Notebook The Project Roles and Responsibilities Notebook are created in the Planning Process Group. It is created as part of the Acquire Project Team activity. This notebook is used to help delineate the tasks and decision-making responsibilities that stakeholders have on a given project. The Project Roles and Responsibilities Notebook is a living document in which it will evolve as the project progresses and roles/responsibilities of the project team changes. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers.




Project Team Directory The Project Team Directory is created in the Planning Process Group. It is created as part of the Acquire Project Team activity. Once the resources are assigned to the project, Project Team Directory delineates their roles, placeholder names and other contact information. Based on your project’s requirements, this document can be either very detailed or more broadly structured to cover, at a high level, all of the project Stakeholders. Project Team Member Job Description Form The Project Team Member Job Description Form is created in the Planning Process Group. It is created as part of the Develop Project Team activity. This form is used to describe the general nature of each team member’s duties and responsibilities. This form is not an exhaustive list on responsibilities on the team, but rather serves as an overview of the duties, deliverables, and responsibilities within particular role/position. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers.

Executing Process Group Project Executing Process Group Overview The Project Executing Process Group Overview is used to understand the characteristics of this process and delineate the type of activities involved. It is created as part of the Direct and Manage Project Execution activity. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Executing Checklist The Project Executing Checklist is created in Executing Process Group. It is created as part of the Direct and Manage Project Execution activity. This checklist is used to validate that all necessary steps are being properly executed when the project team begins working on the project deliverables. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Work Authorization Form The Project Work Authorization Form is created in the Executing Process Group. It is created as part of the Direct and Manage Project Execution activity. It is used to control scope by aligning resources to specific tasks identified in either the Scope Statement or project work breakdown structure. This form provides a team member the authorization to apply effort and time to a particular task. Project Training Plan The Project Training Plan is created in the Executing Process Group. It is created as part of the Develop Project Team activity. This plan documents the strategy for providing the team member the needed skills to execute their tasks on the project. The project manager, working with the team member, creates this plan based on the Project Work Breakdown Structure and relative activities defined in the Project Activity List. This plan is reviewed after the training activities to validate the training objectives were achieved. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Training Course Description Form The Project Training Course Description Form is created in the Executing Process Group. It is created as part of the Develop Project Team activity. A company’s internal training team develops this form to describe the types of training course offering available to the project team or end users. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers.




Project Team Member Profile Form The Team Member Profile Form is created in the Executing Process Group. It is created as part of the Develop Project Team activity. The Project Team Members Profile Form is used to capture professional and personal related information for each Team Member. As part of the Projects Manager’s responsibilities, he/she should work with the Human Resource department to provide opportunities for professional and personal a growth as a result of the team member’s participation. As a result, team members will be able to work with the project management team to address skill gaps or area of personal growth that will benefit the project as well as the team member. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Change Request Form The Project Change Request Form is created in the Executing Process Group. It is created as part of many activities, such as Perform Quality Assurance, Information Distribution, and Select Sellers. The Project team has a responsibility to document change requests related to the Project and Product. All Change Request Forms should be presented to the Change Control Board members as per the Project Change Control Management plan. Project Change Control Log The Project Change Control Log is created in the Executing Process Group; but used in the Controlling (Monitoring and Controlling) Process Group as a system-of-record to track the identification and status of change requests on the project. Every change request should be catalogued in this document for Change Control Board review. All changes to the project should be managed in accordance to the Project Change Control Management Plan. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Proposal The Proposal is created in the Executing Process Group. It is created as part of the Request Sellers Response activity. The Proposal is created by the Seller in response to a procurement package, such as a Solicitation or Request for Proposal (RFP). The Seller documents how he/she plans to provide services or products to the Buyer based on the requirements defined in the procurement package. Seller’s Invoice The Seller’s Invoice is created in the Executing Process Group. It is created as part of the Contract Administration activity. As the Seller performs services or produces deliverables for the project, the Seller submits an invoice for payment. The invoice serves as a request for payment based on work performed in accordance with the scope of the Seller’s responsibility as defined in the Contract Statement of Work, Contract, or Contract Work Breakdown Structure. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers.




Controlling (Monitoring and Controlling) Process Group Project Controlling Process Group Overview The Project Controlling Process Group Overview is used to understand the characteristics of this phase and delineate the type of activities involved in this phase of the project. It is created as part of the Integrated Change Control activity. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Controlling Checklist The Project Controlling Checklist is created in the Controlling (Monitoring and Controlling) Process Group. It is created as part of the Integrated Change Control activity. It is used to validate that all necessary steps to properly control the project are identified and implemented. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Team Meeting Minutes The Team Meeting Minutes is created in the Controlling (Monitoring and Controlling) Process Group. It is created as part of the Manage Project Team activity. Project Team Meeting Minutes are an important tool to capture discussion topics and points that take place in a meeting. The Team Meeting Minutes should be disseminated to the project team in accordance to the guidelines established in the Communication Plan. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Team Meeting Agenda The Team Meeting Agenda is created in the Controlling (Monitoring and Controlling) Process Group. It is created as part of the Manage Project Team activity. The Agenda is sent to meeting participants in advance to highlight upcoming discussion topics that will be covered in upcoming team meetings. The Team Meeting Agenda should be disseminated to the project team in accordance to the guidelines established in the Communication Plan. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Team Member Status Report The Team Member Status Report is created in the Controlling (Monitoring and Controlling) Process Group. It is created as part of the Performance Reporting activity. The Project Team Members document that work results in this document to communicate status, work results, issues, and risks to the project management staff (Team Leader or Project Manager). The Project Manager states the frequency (weekly, monthly) for when project team members submit their status reports. Project Change Control Board Checklist The Project Change Control Board Checklist is created in the Controlling (Monitoring and Controlling) Process Group. It is created as part of the Manage Stakeholders activity. The Change Control Board should comprise of members of the project team as well as the organization’s customer(s). It is used to document the procedures that the Change Control Board will use to address change requests on the project. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers.




Project Deliverable Audit Form The Project Deliverable Audit Form is used during the Controlling (Monitoring and Controlling) Process Group. It is created as part of the Scope Verification and Perform Quality Control activity. Although quality is considered during the initial steps of the project, it is up to the team member to check his/her own work. During Quality Assurance, the project team reviews the technical aspects of the deliverable to ensure correctness to scope and quality standards. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Deliverable Formal Acceptance Form The Project Deliverable Formal Acceptance form is used during the Controlling (Monitoring and Controlling) Process Group. It is created as part of the Scope Verification activity. During Product verification, the customer provides feedback to the project team regarding whether or not the completion of the deliverable is acceptable. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Lessons Learned Form The Project Lessons Learned Document is created in the Controlling (Monitoring and Controlling) Process Group; but commonly used in the Closeout & Transfer Process Group as well. It is created as part of all of the overall Monitor and Control Project Work and Integrated Change Control activity. This document is used to capture critical events and/or decisions that took place on the project as a result of variances, best-practice activities; corrective actions taken that impacted the project. Each team member should complete this form to document an experience that was salient to them and/their work area. Project Lessons Learned Log The Project Lessons Learned Log is created in the Controlling (Monitoring and Controlling) Process Group. It is used to consolidate all of the individual Lessons Learned into one database format. The Project Lessons Learned Log is a quick reference to documented lessons learned for a particular project. Project Earned Value Reference Guide The Earned Value Reference Guide is created in the Controlling (Monitoring and Controlling) Process Group. It is created as part of the Performance Reporting activity. It provides an understanding of basic concepts in Earned Value management to track project costs on scope (work performed), schedule, and resources. This document provides earned value definitions, formulas, and a graph illustration. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Seller’s Monthly Performance Report The Seller’s Monthly Performance Report is created in the Controlling (Monitoring and Controlling) Process Group. It is created as part of the Performance Reporting and Contract Administration activity. The Seller’s Monthly Performance Report is used to document the Seller’s overall work performance as part of the project’s Performance Reporting activity. The Project Manager should review the Project Communication Management Plan and Project Communication Management Plan Matrix documents with the Seller to ensure that the Seller’s communication requirements are included. More importantly, the Seller’s Monthly Report should be a standard form defined in the project’s Procurement Management Plan. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers.




Closing Process Group Project Closing Process Group Overview The Project Closing Process Group Overview describes the characteristics and delineates the type of activities involved in this process. It is created as part of the Close Project activity. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Closeout Checklist The Project Closeout Checklist is created in the Closing Process Group. It is created as part of the Close Project activity. It is used to validate that all necessary steps to properly close out a project was completed. It also provides an overall project disposition for how the project was ended. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Contract Closeout Checklist The Project Contract Closeout Checklist is created in the Closing Process Group. It is created as part of the Contract Closure activity. It is used to assist the Project Manager to address administrative and project work performance related items as part of the Seller’s contract closeout procedures. This document should also be captured in the Project Procurement Management Plan as a standard procurement document used in the procurement process. It is not a deliverable specified in the PMBOK®

Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Release Authorization Form The Project Release Authorization Form is used during the Closing Process Group. It is created as part of the Close Project activity. It is used to release a resource from the project. The Project manager, working with the team member, completes this form as a validation that the planned work is completed. It also provides an overall project disposition for how the project was ended. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Project Performance Evaluation Form The Project Performance Evaluation Form is Closing Process Group. During project closeout administration, all project stakeholders should complete this form to capture lessons learned. At minimum, the project team and project manager should complete this form and use it as (historical information) an input to future project initiatives. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers.




Product Development Solutions Product Design/Specification The Product Design/Specification is created in the Executing Process Group. The Executing Process Group correlates to the Design Phase with in a Product Development Lifecycle. The Product Design/Specification document is used in an Information Technology environment to capture business user requirements. This document addresses the business requirement, proposed solutions, and the user’s testing strategy from a functional perspective. It is not a deliverable specified in the PMBOK®

Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Product Technical Specification The Technical Specification is created in the Execution Process Group. The Execution Process Group is correlated with the Design Phase with in a Product Development Lifecycle. Whereas the Product Design/Specification document (described in the last paragraph) addresses the functional requirements, the technical specification document addresses the technical changes and implications to the system and/or technical infrastructure to support the solution. It is not a deliverable specified in the PMBOK®

Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Product Test Plan The Product Test Plan is created in the Executing Process Group. It is a document that defines the overall testing strategy and approach for a particular deliverable or set of related deliverables. A project team member responsible for developing a deliverable(s), such as a Report, Interface, or Program, describes his/her testing strategy, (what he/she plans to test, how he/she plans to test, lists the type of data needed to execute the test, and describes the criterion for acceptance of test results). There should be traceability between the Test Plan and the subsequent individual test cases used to capture each segment of the test performed. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers. Product Test Case The Test Case document is created in the Executing Process Group. It is used to document that details the testing process and related outcomes. This document details each step executed in a given test and provides overall results for the test case. It is not a deliverable specified in the PMBOK® Guide; rather, it represents a deliverable that we have found to be beneficial for Customers.




8. Overview of Features 8.1 General Information This section contains explanations and instructions on how to access the Microsoft features used in this product. As you begin to use the templates, you will notice a icons and features on your menu bar. The MYPROJECT ROADMAP™ product uses two primary toolbar functions: 1. Control Toolbox 2. Forms. Figure 5 Toolbar Functions

Using these two functions makes possible many document features: Check Box, Text Box, Text Form Fields, and Drop Down Lists Box (Combo/List). Figure 6 Microsoft® Features

Another feature that will reduce the time needed to complete the templates and forms is the Form Field

feature.

NOTE: The documents that are classified as “Forms” have the Form Field function. Please reference section 8.3 Using the Form Field feature.

Some Microsoft® Excel® templates/documents also include the List Box (Drop-Down, Combo List Box) feature: Figure 7 Microsoft® Features

“PHR”, is a registered trademark of the Society of Human Resource Management.

“PMI”, “PMP”, “PMBOK”, and the “PMP Logo” are registered trademarks of the Project Management Institute, Inc. “Windows”, “Microsoft”, “Microsoft Office”, “Microsoft Word” and “Microsoft Excel” are registered trademarks of the Microsoft Corporation.


8.2 Accessing HELP Text All of the documented entitled, “Forms”, such as the Project Work Authorization Form, has Help text embedded in each field using [F1] Function. Figure 8 Form Field Feature

Once you plathe appropria

NOTE:

Figure 9

“PM“Windows”, “M

www.myprojectr

[F1]

ce your cursor on the field and press [F1], the Help dialog box will appear on the screen with te Help text.

The Help description and other Form Field functionality will only be active if the document is, in “Protected” mode (see section 8.4 Using the Protect Form).

[F1] Help Description

“PHR”, is a registered trademark of the Society of Human Resource Management. I”, “PMP”, “PMBOK”, and the “PMP Logo” are registered trademarks of the Project Management Institute, Inc.

icrosoft”, “Microsoft Office”, “Microsoft Word” and “Microsoft Excel” are registered trademarks of the Microsoft Corporation.

oadmap.com 40 Copyright© 2005 MTC Integration Corporation

8.3 Using the Form Field Feature

All of the Forms documents within the MYPROJECT ROADMAP™ product have the FORM FIELD function as an input parameters. The FORMS Field icon is represented by this icon on the standard Microsoft® tool bar. The FORM Fields are represented by this dark gray icon next to text information. You can either the standard or delete them and use standard spacing to manually navigate through

the documents. One Key advantage to the FORM FIELD feature is that it allows you to seamlessly navigate through the entire document by using the Tab Key on your keypad.

NOTE: The FORM FIELD functionality will only be active if the document is in, “Protected” mode (see section 7.4 Protect Form). All of the Form documents are unprotected. Therefore, you can modify the overall layout and field disposition of each template based on your specific requirements. Then, you may choose to protect the Form document by activating the Protect feature. Figure 10: Project Work Authorization Form




8.4 Using the Protecting Form Feature The Form Field functionality will only be active if the document is in “Protected” mode. By default, the Forms are unprotected (not in Protected mode). Our goal is to allow you to customize each template to suit the project specification requirements. You may choose to protect the Form document by activating the Protect feature.

NOTE: function: This function locks/unlocks the current document from changes expect in the FORM FIELDS or unprotected sections. Therefore, you can input values in

each field and save the document. Make sure to use the function to capture the inputs entered in the FORM FIELDS once a document is in Protected

mode. 8.5 Turning on the Protect Form Feature

FOLLOW THESE STEPS:

STEP Review the entire document to ensure that all of the appropriate FORM FIELDS are identified on the form document.

NOTE: The document will be locked from changes, meaning that you will only be able to TAB through and enter information in the FORM FIELD. Normal placeholders for text will not work unless you unprotect the document (disable the Protect feature).




STEP Validate that you exited the design mode using the CONTROL TOOLBAR.

STEP Go to the Windows® menu bar and press the PROTECT FORM icon.

NOTE: If you cursor is on a FORM FIELD parameter, Microsoft® will respond by marking

the FORM FIELD with this box.

STEP Use your key, on your keyboard, to navigate to the next field.




8.6 Turning off Protect Form Feature FOLLOW THESE STEPS:

STEP Go to the Windows® menu bar Windows® will respond by changing the representation of icons on your screen: (Grayed out icons):

Advantages: Navigate through input fields in the document by using the TAB function on your keyboard.

STEP Press the PROTECT FORM icon. Windows® will respond by enabled the CONTROL TOOLBAR icon:

CAUTION: ALL UNSAVED WORK WILL BE LOST if the you go back and forth between

the Protect and the Unprotect modes.




8.7 Using the Checkbox Feature MYPROJECT ROADMAP™ templates contains two types of Check Box feature:

1. CHECK BOX (CONTROL TOOLBAR) 2. CHECK BOX FORMS FIELD

NOTE: Both of the Check Box features are represented with the same symbol on the Windows® menu bar. The Checkboxes are great tools to use as indicators.

8.8 Using the Check Box (Control Toolbar) These checkboxes are typically found in the Microsoft® Excel® documents: 1. Checklists 2. Logs (such as the Project Change Management Control Log, Project Risk Register and Issue Log,

etc.) FOLLOW THESE STEPS:

STEP Place your cursor on the icon.

NOTE: This symbol should be displayed as you enter the parameter to select the checkbox.

STEP Place your cursor in the middle section of the box and bear-down (press) on your

cursor to select the checkbox .

STEP To de-select the checkbox, place your cursor in the middle section of the box and

press on your cursor to select the checkbox . Microsoft® will respond by deselecting your checkbox option.




8.9 Using the Checkbox Form Fields These checkboxes are typically found in the Microsoft® Word® documents: 1. Forms (Project Deliverable Formal Acceptance Form, Yes/No questions, etc) 2. Logs (Project Change Management Control Log, etc)

These are represented by the icon.

FOLLOW THESE STEPS:


STEP Double click on the icon.

STEP The Check Box Form field Option dialog box is proposed on screen.

STEP To Check the box, press the icon.

STEP Press the icon.




8.10 Using the Combo Box Feature (Excel)

MYPROJECT ROADMAP™ templates contain the List Box: This List Box is used throughout several templates (Word and Excel documents), such as:

1. Logs (such as Project Risk Register and Issues Log) 2. Plans (such as Project Communication Management Plan Matrix)

For Excel documents, the List Box values are stored in a separate worksheet titled, “Value Sheet”. 8.11 Selecting a Combo Box Value:

FOLLOW THESE STEPS:


STEP Pick a value from the list.

STEP If you have selected a value in error, repeat STEP 1 and STEP 2.

NOTE: We have included a BLANK value in each list box in case you want to view the items in the list but are not ready to select a particular item.




8.12 Modifying a Combo Box Value (Excel)

FOLLOW THESE STEPS:

STEP Go to the for the List Box value.

STEP Enter a new value in a blank field or overview an existing value.

STEP Return to the main worksheet and press the icon (bottom right).

STEP Go to the List Box icon and select it .

STEP and select .

STEP Press the in to the right of the .




STEP The dialog box will be proposed on screen

And the cells that contain the List Box values will be highlighted with parameter.

STEP Using the cursor; double click on the first cell until all of the desired cells have the Parameter.

STEP Select the icon in the dialog box.

STEP The dialog box will be proposed. Look over the cell parameters.

.



CAUTION: If you add or remove a value from a list, YOU MUST DELETE ALL OF THE LIST BOX ICONS THAT HAD THAT VALUE AND REPLACE WITH THE NEW LIST BOX ICON.




8.13 Using the Drop Down Form Field Feature (Word) This List Box is used throughout a number of templates (Word and Excel documents), such as:

Forms (such as Project Lessons Learned Document)

NOTE: Please refer to section 8.4 Using the Protect Form Field Feature, to work with this feature.

FOLLOW THESE STEPS:

STEP Click on the icon.

STEP The list box values will be proposed on screen.

STEP Scrolling down and click on the desired value.

STEP Use your key, on your keyboard, to navigate to the next field.




8.14 Modifying Drop Down Form Field values (Word)

NOTE: Please refer to section 8.6, Turning Off the Protect Form Feature, regarding this feature.

FOLLOW THESE STEPS:

STEP Turn off (deactivate) the Protect Form Field function.

STEP Place your cursor on the desire List box.

STEP Right Click and scroll down to select option.




STEP The Drop Down Form Field Option Dialog box will be proposed on screen.

STEP Add/Delete a value and press option.

STEP Your new value will be displayed as part of the list. Press .

NOTE: Please refer to sections 8.4 Using the Form Field Feature and 8.5, Turning On (Activating) the Protect Form Feature.

To modify the drop down list values, repeat STEPS 1 thru 6.




8.15 Using the Input Field Feature MYPROJECT ROADMAP™ templates use the Text Box feature.

The Text Box is represented by the icon on the Control Toolbar. For Excel documents, the Text Box is used to input data for these fields:

1. Project Name 2. Project Number 3. Project Number 4. Comments

8.16 Inputting a value in Text Box Feature

CAUTION: Check to see that the Design Mode icon is deactivated. The icon is represented the same way in both Excel and Word:

Inactive

Active (light gray)-Design mode. Another Design mode icon will also be displayed on the screen. (Please refer to section 8.13, Using the Drop-Down Form Field Feature.)

FOLLOW THESE STEPS:

STEP Place your cursor in the field.

STEP Type in your value.


NOTE: The Comments section, in the Checklist documents, provides multiple lines and the TAB function, which enables you to enter much information.




8.17 Modifying Text Box Feature You can modify attribute information of a Text Box according to these categories: Appearance Behavior Data Font Miscellaneous

FOLLOW THESE STEPS:

STEP Activate the Design mode .

STEP Place your cursor in the field.

STEP Right-click on select .

STEP The Properties Dialog box will be proposed on screen.

STEP Make your modification in the appropriate line entry.




NOTE: There are three types of input parameters: , BLANK,

ALWAYS TEST YOUR CHANGE

BEFORE PRESSING THE ICON.

STEP Close the Properties Dialog box

STEP Deactivate the Design mode and test your change.




8.18 Closing the Design mode icon

As you begin to use the Word documents, you will notice the Design mode icon, from the Control Toolbar, typically, located on the right lower portion of the screen. The Design mode allows you to update the visual basic objects found in each template document. Figure 11 Project Charter Document

As you begin to use the templates, you will want to close the Design mode icon.




8.19 Closing the Design mode

FOLLOW THESE STEPS: STEP Click the EXIT icon.

STEP Click on the Design mode icon.

• NOTE: Click anywhere on the menu bar to validate the Control Toolbox is not active.

Not active

STEP Right click anywhere on the menu bar.

STEP Click on .




8.20 Enabling Macro Dialog Box Some of the Excel documents have predefined Macros, Checklists, Combo List, and etc. Always choose the . Each document has several predefined BUTTON , which assist you in navigating between the various worksheets.

If you choose to Disable Macros function, custom Command Button , Dropdown , Checkbox , Field Inputs Features will not work and you will need to manually scroll through each page.

NOTE: If you do not get the Security Dialog Box and you are a user of Microsoft® Office 2000®, you may need to change your security settings in The Microsoft® Excel application by following the steps in the next section.




8.21 Changing Macro Security Level FOLLOW THESE STEPS:

STEP Launch Microsoft® Excel®.

STEP Select the icon on the menu.

STEP Select the Macro Security area by following this menu path:

Macro Security.




STEP We recommend that you select the MEDIUM level.





9. MYPROJECT ROADMAP™ Support If at anytime you experience problems with this product, we encourage you to contact our Customer Care Specialists staff at: [email protected] Technical support is available during the normal business hours (8:30 a.m. – 5:00 p.m.) Eastern time, Monday thru Friday on the telephone is available free of charge.

10. MYPROJECT ROADMAP™ Contact Mailing address: MASAI TECHNOLOGY CORPORATION (MTC Integration Corporation) ATTN: MYPROJECT ROADMAP™ 25900 Greenfield Road Suite 248 Oak Park, MI 48237 Visit the MYPROJECT ROADMAP™ homepage. http://www.myprojectroadmap.com/ Download a free evaluation copy of MYPROJECT ROADMAP™ http://www.myprojectroadmap.com/downloads




Getting Started User’s Guide - MYPROJECT ROADMAP · MYPROJECT ROADMAP™ also provides...

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