Project Management Plan PDF
Project Management Plan PDF
Project Management Plan PDF
This Project Management Plan Template is free for you to copy and use on your project
and within your organization. We hope that you find this template useful and
welcome your comments. Public distribution of this document is only permitted
from the Project Management Docs official website at:
www.ProjectManagementDocs.com
COMPANY NAME
STREET ADDRESS
CITY, STATE ZIP CODE
DATE
TABLE OF CONTENTS
INTRODUCTION ................................................................................................................................ 2
PROJECT MANAGEMENT APPROACH ................................................................................................ 2
PROJECT SCOPE................................................................................................................................ 3
MILESTONE LIST .............................................................................................................................. 3
SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE .......................................................... 4
CHANGE MANAGEMENT PLAN ......................................................................................................... 4
COMMUNICATIONS MANAGEMENT PLAN ......................................................................................... 5
COST MANAGEMENT PLAN .............................................................................................................. 7
PROCUREMENT MANAGEMENT PLAN............................................................................................... 9
PROJECT SCOPE MANAGEMENT PLAN .............................................................................................. 9
SCHEDULE MANAGEMENT PLAN.................................................................................................... 10
QUALITY MANAGEMENT PLAN ...................................................................................................... 11
RISK MANAGEMENT PLAN ............................................................................................................. 13
RISK REGISTER .............................................................................................................................. 13
STAFFING MANAGEMENT PLAN ..................................................................................................... 13
RESOURCE CALENDAR ................................................................................................................... 15
COST BASELINE ............................................................................................................................. 15
QUALITY BASELINE ....................................................................................................................... 16
SPONSOR ACCEPTANCE .................................................................................................................. 17
INTRODUCTION
The Introduction provides a high level overview of the project and what is included in this
Project Management Plan. This should include a high level description of the project and
describe the projects deliverables and benefits. Excessive detail is not necessary in this section
as the other sections of the project plan will include this information. This section should
provide a summarized framework of the project and its purpose. Look back at the Project
Charter for information to include in this section.
Total Software Incorporated (TSI) has recently approved the SmartVoice project to move
forward for project initiation within the research and development (R&D) group. This project
will result in the development of new voice recognition software and supports TSIs corporate
strategy of providing progressive solutions to clients which improve productivity in both the
workplace and home environment. While voice recognition software is currently available, TSI
believes that new technological developments will enable our team to develop a solution far
superior to what is currently available.
TSI has been successful in gaining market share because of its aggressive pursuit of product
quality, ease of use, flexibility, and customer service. Additionally, customers understand that
our products may be applied to a wide range of uses for business and personal functions. By
leveraging our reputation for superior quality and user-friendly products, and capitalizing on new
technology, TSI can position itself as the premier provider of effective and easy to use voice
recognitions software in todays marketplace.
PROJECT SCOPE
State the scope of the project in this section. The scope statement from the project charter should
be used as a starting point; however, the project plan needs to include a much more detailed
scope than the charter. This detail should include what the project does and does not include.
The more detail included in this section, the better the product. This will help to clarify what is
included in the project and help to avoid any confusion from project team members and
stakeholders.
The scope of TSIs SmartVoice project includes the planning, design, development, testing, and
transition of the SmartVoice voice recognition software package. This software will meet or
exceed organizational software standards and additional requirements established in the project
charter. The scope of this project also includes completion of all documentation, manuals, and
training aids to be used in conjunction with the software. Project completion will occur when the
software and documentation package has been successfully executed and transitioned to TSIs
manufacturing group for production.
All SmartVoice project work will be performed internally and no portion of this project will be
outsourced. The scope of this project does not include any changes in requirements to standard
operating systems to run the software, software updates or revisions.
MILESTONE LIST
Provide a summary list of milestones including dates for each milestone. Include an introductory
paragraph in this section which provides some insight to the major milestones. This section
should also mention or discuss actions taken if any changes to the milestones or delivery dates
are required.
The below chart lists the major milestones for the SmartVoice Project. This chart is comprised
only of major project milestones such as completion of a project phase or gate review. There
may be smaller milestones which are not included on this chart but are included in the project
schedule and WBS. If there are any scheduling delays which may impact a milestone or delivery
date, the project manager must be notified immediately so proactive measures may be taken to
mitigate slips in dates. Any approved changes to these milestones or dates will be communicated
to the project team by the project manager.
Milestone
Complete Requirements
Gathering
Complete SmartVoice
Design
Complete SmartVoice
Coding
Complete SmartVoice
Testing and Debugging
Complete Transition of
Description
All requirements for SmartVoice must be determined
to base design upon
This is the theoretical design for the software and its
functionality
All coding completed resulting in software prototype
Date
2/28/xx
8/31/xx
5/31/xx
7/31/xx
11/30/xx
SmartVoice to TSI
Production
must be clear in order to make any type of approval decisions. Many organizations have change
control boards (CCBs) which review proposed changes and either approve or deny them. This is
an effective way to provide oversight and ensure adequate feedback and review of the change is
obtained. This section should also identify who has approval authority for changes to the
project, who submits the changes, how they are tracked and monitored.
For complex or large projects the Change Management Plan may be included as an appendix to
the Project Management Plan or as a separate, stand-alone document. We have a detailed
Change Management Plan template available on our website.
The following steps comprise TSIs organization change control process for all projects and will
be utilized on the SmartVoice project:
Step #1: Identify the need for a change (Any Stakeholder)
Requestor will submit a completed TSI change request form to the project manager
Step #2: Log change in the change request register (Project Manager)
The project manager will maintain a log of all change requests for the duration of the
project
Step #3: Conduct an evaluation of the change (Project Manager, Project Team, Requestor)
The project manager will conduct an evaluation of the impact of the change to cost, risk,
schedule, and scope
Step #4: Submit change request to Change Control Board (CCB) (Project Manager)
The project manager will submit the change request and analysis to the CCB for review
Step #5: Change Control Board decision (CCB)
The CCB will discuss the proposed change and decide whether or not it will be approved
based on all submitted information
Step #6: Implement change (Project Manager)
If a change is approved by the CCB, the project manager will update and re-baseline
project documentation as necessary as well as ensure any changes are communicated to
the team and stakeholders
Any team member or stakeholder may submit a change request for the SmartVoice Project. The
SmartVoice Project Sponsor will chair the CCB and any changes to project scope, cost, or
schedule must meet his approval. All change requests will be logged in the change control
register by the Project Manager and tracked through to completion whether approved or not.
For larger and more complex projects, the Communications Management Plan may be included
as an appendix or separate document apart from the Project Management Plan. We have a
detailed Communications Management Plan template available on our website.
This Communications Management Plan sets the communications framework for this project. It
will serve as a guide for communications throughout the life of the project and will be updated as
communication requirements change. This plan identifies and defines the roles of SmartVoice
project team members as they pertain to communications. It also includes a communications
matrix which maps the communication requirements of this project, and communication conduct
for meetings and other forms of communication. A project team directory is also included to
provide contact information for all stakeholders directly involved in the project.
The Project Manager will take the lead role in ensuring effective communications on this project.
The communications requirements are documented in the Communications Matrix below. The
Communications Matrix will be used as the guide for what information to communicate, who is
to do the communicating, when to communicate it, and to whom to communicate.
Communication
Type
Weekly Status
Report
Weekly Project
Team Meeting
Project Monthly
Review (PMR)
Project Gate
Reviews
Technical Design
Review
Description
Email
summary of
project status
Meeting to
review action
register and
status
Present
metrics and
status to team
and sponsor
Present
closeout of
project phases
and kickoff
next phase
Review of any
technical
designs or
work
associated
with the project
Frequency
Format
Weekly
Weekly
Monthly
Deliverable
Owner
Project Sponsor,
Team and
Stakeholders
Status Report
Project
Manager
In Person
Project Team
Updated
Action
Register
Project
Manager
In Person
Project Sponsor,
Team, and
Stakeholders
Status and
Metric
Presentation
Project
Manager
As Needed
In Person
Project Sponsor,
Team and
Stakeholders
Phase
completion
report and
phase kickoff
Project
Manager
As Needed
In Person
Project Team
Technical
Design
Package
Project
Manager
Participants/
Distribution
Name
Title
E mail
Office Phone
Cell Phone
John Davis
Joe Green
Project Sponsor
Project Manager
Senior
Programmer
Programmer
Sr. Quality
Specialist
Quality
Specialist
Technical Writer
Testing
Specialist
j.davis@tsi.com
j.green@tsi.com
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
xxx-xxx-xxxx
h.walker@tsi.com
xxx-xxx-xxxx
xxx-xxx-xxxx
j.black@tsi.com
xxx-xxx-xxxx
xxx-xxx-xxxx
m.white@tsi.com
xxx-xxx-xxxx
xxx-xxx-xxxx
r.smith@tsi.com
xxx-xxx-xxxx
xxx-xxx-xxxx
t.sunday@tsi.com
xxx-xxx-xxxx
xxx-xxx-xxxx
k.brown@tsi.com
xxx-xxx-xxxx
xxx-xxx-xxxx
Herb Walker
Jason Black
Mary White
Ron Smith
Tom Sunday
Karen Brown
Communications Conduct:
Meetings:
The Project Manager will distribute a meeting agenda at least 2 days prior to any scheduled
meeting and all participants are expected to review the agenda prior to the meeting. During all
project meetings the timekeeper will ensure that the group adheres to the times stated in the
agenda and the recorder will take all notes for distribution to the team upon completion of the
meeting. It is imperative that all participants arrive to each meeting on time and all cell phones
and blackberries should be turned off or set to vibrate mode to minimize distractions. Meeting
minutes will be distributed no later than 24 hours after each meeting is completed.
Email:
All email pertaining to the SmartVoice Project should be professional, free of errors, and provide
brief communication. Email should be distributed to the correct project participants in
accordance with the communication matrix above based on its content. All attachments should
be in one of the organizations standard software suite programs and adhere to established
company formats. If the email is to bring an issue forward then it should discuss what the issue
is, provide a brief background on the issue, and provide a recommendation to correct the issue.
The Project Manager should be included on any email pertaining to the SmartVoice Project.
Informal Communications:
While informal communication is a part of every project and is necessary for successful project
completion, any issues, concerns, or updates that arise from informal discussion between team
members must be communicated to the Project Manager so the appropriate action may be taken.
measured, reported, and controlled. Working within the cost management guidelines is
imperative for all project team members to ensure successful completion of the project. These
guidelines may include which level of the WBS cost accounts will be created in and the
establishment of acceptable variances. The Cost Management Plan:
Identifies who is responsible for managing costs
Identifies who has the authority to approve changes to the project or its budget
How cost performance is quantitatively measured and reported upon
Report formats, frequency and to whom they are presented
For complex or large projects the Cost Management Plan may be included as an appendix to the
Project Management Plan or as a separate, stand-alone document. We have a detailed Cost
Management Plan template available on our website.
The Project Manager will be responsible for managing and reporting on the projects cost
throughout the duration of the project. The Project Manager will present and review the
projects cost performance during the monthly project status meeting. Using earned value
calculations, the Project Manager is responsible for accounting for cost deviations and presenting
the Project Sponsor with options for getting the project back on budget. All budget authority and
decisions, to include budget changes, reside with the SmartVoice Project Sponsor.
For the SmartVoice Project, control accounts will be created at the fourth level of the WBS
which is where all costs and performance will be managed and tracked. Financial performance of
the SmartVoice Project will be measured through earned value calculations pertaining to the
projects cost accounts. Work started on work packages will grant that work package with 50%
credit; whereas, the remaining 50% is credited upon completion of all work defined in that work
package. Costs may be rounded to the nearest dollar and work hours rounded to the nearest
whole hour.
Cost and Schedule Performance Index (CPI and SPI respectively) will be reported on a monthly
basis by the Project Manager to the Project Sponsor. Variances of 10% or +/- 0.1 in the cost and
schedule performance indexes will change the status of the cost to yellow or cautionary. These
will be reported and if its determined that there is no or minimal impact on the projects cost or
schedule baseline then there may be no action required. Cost variances of 20%, or +/- 0.2 in the
cost and schedule performance indexes will change the status of the cost to red or critical. These
will be reported and require corrective action from the Project Manager in order to bring the cost
and/or schedule performance indexes back in line with the allowable variance. Any corrective
actions will require a project change request and be must approved by the CCB before it can be
implemented.
Earned value calculations will be compiled by the Project Manager and reported at the monthly
project status meeting. If there are indications that these values will approach or reach the
critical stage before a subsequent meeting, the Project Manager will communicate this to the
Project Sponsor immediately.
Who is responsible for accepting the final project deliverable and approves acceptance of
project scope
We have a detailed Scope Management Plan available on our website which can be included as
an appendix to the Project Management Plan for larger or more complex projects. Be sure to
review it and determine if it's necessary for managing your project.
Scope management for the SmartVoice Project will be the sole responsibility of the Project
Manager. The scope for this project is defined by the Scope Statement, Work Breakdown
Structure (WBS) and WBS Dictionary. The Project Manager, Sponsor, and Stakeholders will
establish and approve documentation for measuring project scope which includes deliverable
quality checklists and work performance measurements.
Proposed scope changes may be initiated by the Project Manager, Stakeholders or any member
of the project team. All change requests will be submitted to the Project Manager who will then
evaluate the requested scope change. Upon acceptance of the scope change request the Project
Manager will submit the scope change request to the Change Control Board and Project Sponsor
for acceptance. Upon approval of scope changes by the Change Control Board and Project
Sponsor the Project Manager will update all project documents and communicate the scope
change to all stakeholders. Based on feedback and input from the Project Manager and
Stakeholders, the Project Sponsor is responsible for the acceptance of the final project
deliverables and project scope.
The Project Sponsor is responsible for formally accepting the projects final deliverable. This
acceptance will be based on a review of all project documentation, testing results, beta trial
results, and completion of all tasks/work packages and product functionality.
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Once a preliminary schedule has been developed, it will be reviewed by the project team and any
resources tentatively assigned to project tasks. The project team and resources must agree to the
proposed work package assignments, durations, and schedule. Once this is achieved the project
sponsor will review and approve the schedule and it will then be base lined.
In accordance with TSIs organizational standard, the following will be designated as milestones
for all project schedules:
Completion of scope statement and WBS/WBS Dictionary
Base lined project schedule
Approval of final project budget
Project kick-off
Approval of roles and responsibilities
Requirements definition approval
Completion of data mapping/inventory
Project implementation
Acceptance of final deliverables
Roles and responsibilities for schedule development are as follows:
The project manager will be responsible for facilitating work package definition, sequencing, and
estimating duration and resources with the project team. The project manager will also create the
project schedule using MS Project 2007 and validate the schedule with the project team,
stakeholders, and the project sponsor. The project manager will obtain schedule approval from
the project sponsor and baseline the schedule.
The project team is responsible for participating in work package definition, sequencing,
duration, and resource estimating. The project team will also review and validate the proposed
schedule and perform assigned activities once the schedule is approved.
The project sponsor will participate in reviews of the proposed schedule and approve the final
schedule before it is base lined.
The project stakeholders will participate in reviews of the proposed schedule and assist in its
validation.
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For larger or more complex projects, the Quality Management Plan may be included as an
appendix or separate document. A detailed Quality Management Plan is available for use on our
website.
All members of the SmartVoice project team will play a role in quality management. It is
imperative that the team ensures that work is completed at an adequate level of quality from
individual work packages to the final project deliverable. The following are the quality roles and
responsibilities for the SmartVoice Project:
The Project Sponsor is responsible for approving all quality standards for the SmartVoice
Project. The Project Sponsor will review all project tasks and deliverables to ensure compliance
with established and approved quality standards. Additionally, the Project Sponsor will sign off
on the final acceptance of the project deliverable.
The Project Manager is responsible for quality management throughout the duration of the
project. The Project Manager is responsible for implementing the Quality Management Plan
and ensuring all tasks, processes, and documentation are compliant with the plan. The Project
Manager will work with the projects quality specialists to establish acceptable quality
standards. The Project Manager is also responsible for communicating and tracking all quality
standards to the project team and stakeholders.
The Quality Specialists are responsible for working with the Project Manager to develop and
implement the Quality Management Plan. Quality Specialists will recommend tools and
methodologies for tracking quality and standards to establish acceptable quality levels. The
Quality Specialists will create and maintain Quality Control and Assurance Logs throughout the
project.
The remaining member of the project team, as well as the stakeholders will be responsible for
assisting the Project Manager and Quality Specialists in the establishment of acceptable quality
standards. They will also work to ensure that all quality standards are met and communicate any
concerns regarding quality to the Project Manager.
Quality control for the SmartVoice Project will utilize tools and methodologies for ensuring that
all project deliverables comply with approved quality standards. To meet deliverable
requirements and expectations, we must implement a formal process in which quality standards
are measured and accepted. The Project Manager will ensure all quality standards and quality
control activities are met throughout the project. The Quality Specialists will assist the Project
Manager in verifying that all quality standards are met for each deliverable. If any changes are
proposed and approved by the Project Sponsor and CCB, the Project Manager is responsible for
communicating the changes to the project team and updating all project plans and
documentation.
Quality assurance for the SmartVoice Project will ensure that all processes used in the
completion of the project meet acceptable quality standards. These process standards are in
place to maximize project efficiency and minimize waste. For each process used throughout the
project, the Project Manager will track and measure quality against the approved standards with
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the assistance of the Quality Specialists and ensure all quality standards are met. If any changes
are proposed and approved by the Project Sponsor and CCB, the Project Manager is responsible
for communicating the changes to the project team and updating all project plans and
documentation.
RISK REGISTER
The Risk Register for this project is provided in Appendix C, Risk Register.
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appropriate functional manager before the resource may begin any project work. The project
team will not be co-located for this project and all resources will remain in their current
workspace.
RESOURCE CALENDAR
Include a Resource Calendar as part of your project plan. The resource calendar identifies key
resources needed for the project and the times/durations they'll be needed. Some resources may
be needed for the entire length of the project while others may only be required for a portion of
the project. This information must be agreed to by the Project Sponsor and Functional Managers
prior to beginning the project.
The SmartVoice Project will require all project team members for the entire duration of the
project although levels of effort will vary as the project progresses. The Project is scheduled to
last one year with standard 40 hour work weeks. If a project team member is not required for a
full 40 hour work week at any point during the project, their efforts outside of the SmartVoice
Project will be at the discretion of their Functional Manager.
SmartVoice Resource Calendar
180
160
140
120
PM
Programmers
100
Quality Specs
80
Tech Writer
Testing Spec
60
40
20
0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Nov
Dec
Month
COST BASELINE
This section contains the cost baseline for the project upon which cost management will be
based. The project will use earned value metrics to track and manage costs and the cost baseline
provides the basis for the tracking, reporting, and management of costs.
The cost baseline for the SmartVoice project includes all budgeted costs for the successful
completion of the project.
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Project Phase
Planning
Budgeted Total
$350,000
Design
$250,000
Coding
$200,000
Testing
$175,000
$150,000
Comments
Includes work hours for all
project team members for
gathering requirements and
planning project
Includes work hours for all
project team members for
work on SmartVoice
conceptual design
Includes all work hours for
coding of SmartVoice
Includes all work hours for
testing (including beta testing)
of SmartVoice software
Includes all work hours for
transition to operations and
project closeout
QUALITY BASELINE
This section should include the quality baseline for the project. The purpose of this baseline is to
provide a basis for ensuring that quality can be measured to determine if acceptable quality
levels have been achieved. It is important for all projects to clearly define and communicate
quality standards and the quality baseline serves this purpose.
The SmartVoice Project must meet the quality standards established in the quality baseline. The
quality baseline is the baseline which provides the acceptable quality levels of the SmartVoice
Project. The software must meet or exceed the quality baseline values in order to achieve
success.
Item
Voice Recognition
Compatibility
Supporting Documentation
Acceptable Level
At least 98% recognition level
with 2% or less errors in text
No errors associated with
running software with
compatible applications
Less than 1% failure rate in
beta testing new users to run
setup and execute software
functionality
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Comments
Using standard TSI English
language databases
Using the _______ suite of
applications
SPONSOR ACCEPTANCE
Approved by the Project Sponsor:
__________________________________________
<Project Sponsor>
<Project Sponsor Title>
Date: ___________________
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