...for a Project Charter document, as described in the PMI Project Management Body of Knowledge (PMBOK® Guide, Third Edition). This template provides suggestions designed to prompt the Project Manager and help in the creation of the Project Charter document. The information for the Project Charter is located on pages 81-86, of “A Guide to the Project Management Body of Knowledge” (PMBOK® Guide), Third Edition. Deleting the [....] text When the template is complete, the Project Charter document can be printed and approved. Prior to printing, you should delete all [....] prompt text (in italics and blue text). Saving the Project Charter document under its own name Save the Project Charter document by selecting the “SAVE-AS” command; this will avoid overwriting this template. Remember to specify your own Project Directory. Once your Project Charter document is completed check the document against the following Quality Criteria: • Is the level of authority of the Project Sponsor commensurate with the anticipated size, risk and cost of the project? • Is there sufficient detail to allow the appointment of an appropriate Project Manager? • Have the project budgets received preliminary review and approval from the executive management team? • Are all the known stakeholders identified? • Does the Project Charter describe the “project success criteria”? NOTE: Remember to delete this page of instructions from your final document. ...
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...Catalogue No. BT53-15/2-2009E-PDF ISBN: 978-1-100-12901-3 This document is available on the Treasury Board of Canada Secretariat website at http://www.tbs-sct.gc.ca. This document is also available in alternative formats on request. Table of Contents Introduction 1 Authority Signatures 2 Executive Summary 3 Phase 1: The Strategic Context 4 1 Business Needs and Desired Outcomes 4 1.1 Strategic Environment 4 1.1.1 Organizational Overview 4 1.1.2 Business Need 4 1.1.3 Drivers for Change 4 1.1.4 Business Outcomes 4 1.2 Strategic Fit 4 1.3 Detailed Description of the Business Need 5 1.3.1 Problem/Opportunity Statement 5 1.3.2 Prioritized Requirements (High Level) 5 1.3.3 Assumptions 5 1.3.4 Constraints 5 1.3.5 Dependencies 5 1.4 Scope 5 1.4.1 Boundaries 5 1.4.2 Stakeholder Analysis 5 Phase 2: Analysis and Recommendation 7 2 Preliminary Options Analysis 7 2.1 Evaluation Criteria 7 2.2 List the Possible Options 7 2.2.1 The Status Quo 7 2.2.2 Describing the Option 7 2.3 Screening of Options 7 2.4 Rationale for Discounted and Viable Options 7 3 Viable Options 9 3.1 Alignment 9 3.1.1 Strategic Alignment 9 3.1.2 Alignment with Desired Business Outcomes 9 3.2 Costs 9 3.3 Cost-Benefit Analysis 9 3.4 Implementation and Capacity Considerations of Viable Options 9 3.4.1 Contracting and Procurement 9 3.4.2 Schedule and Approach 9 3.4.3 Impact 10 3.4.4 Capacity 10 3.5 Risk 10 3.5.1 Option Risk Summary 10 3.5.2 Risk Register 10 3.6 Benchmark 10 3.7 Policy...
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...Project Communication Plan Jennifer Fournier PM582 June 8, 2014 Carol Locker Project Communication Plan SOFTWARE PACKAGE When it comes to resource management, coordinating data and communication, SharePoint is the way to go. All documents company wide can be stored and can be easily accessed when needed. Communication is a must when it comes to project teams, and with SharePoint a project manager can easily make announcements and pass on information by placing an announcements upon login into SharePoint. This way everyone sees the information first thing. By using the Yammer technology within SharePoint, team members can locate the latest announcements and information as well as chat in real time with other team members. Being able to do so is a great tool for global projects or when an employee is working off site. This makes it it much easier and productive for all parties involved. Keeping a project on schedule is also an important factor when working in project teams. With SharePoint “You can make sure works get done by assigning people tasks that can be tracked and prioritized. And, you can keep an eye on important details with a real-time summary of your project that warns you about delays and keeps next steps and milestones on your radar” (SharePoint, 2013). SharePoint also tracks and keeps a log of every change done to a document that is stored within its site. Instead of multiple team members working on a document and saving multiple versions, each...
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...Compliance Wire Integration Risk Management Plan Revision History Date | DocumentVersion | Author | Comments/Notes | 10 April 2015 | V 1.0 | Levi Schenk | Initial Version | 12 April 2015 | V 1.1 | SAF | First edit | 14 April 2015 | V 1.2 | Levi Schenk | Second edit | 15 April 2015 | V 1.3 | SAF | Third edit | 17 April 2015 | V 1.4 | SAF | Fourth edit | Approvals Prepared By: _____________________________ Date: __________________ Levi Schenk Project/Validation Manager Signature below indicates this document has been determined to be accurate and complete. Approved By: ____________________________ Date: __________________ Cynthia KramerDaggett, Senior Director Quality systems (Qualitest Business Owner) Approved By: ____________________________ Date: __________________ David Haas Director IT (Qualitest IT Owner) Approved By: ____________________________ Date: _________________ Larry Kass Dir Compliance & Supplier Quality Third Party Quality (Qualitest - QA Compliance) Approved By: To be signed electronically in Master Control Ed Perazzoli IT Quality & Computer Validation Mgr (IT RM) Table of Contents Revision History 1 Approvals 2 1. Purpose 4 2. Project / System Overview 5 3. Definitions 5 4. INDEX OF ABBREVIATIONS AND ACRONYMS 6 5. References 7 6. Roles and Responsibilities 8 7. Risk Methodology – revisit with change forms. 9 8. Risk Management and assumptions 10 9. Risk Handling 12 10. Deviation Management 14 11. Acceptance Criteria...
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...PROJECT SCOPE STATEMENT Note: Any work not explicitly included in the Project Scope Statement is implicitly excluded from the project. * Create links to referenced documents (e.g., Link_To_… ) by using Insert Hyperlink on your toolbar. * Note that all documents that are linked to the Scope Statement become part of the Project Scope and require the same degree of management control. Such documents should be maintained in a separate Scope directory along with the Scope Statement. | Project Name: | | Prepared by: | | Date (MM/DD/YYYY): | | Version History (insert rows as needed): | Version | Date (MM/DD/YYYY) | Comments | 1.0 | | | | | | | | | | | | 1. Executive Summary | Provide below a brief overview of this project (e.g., project purpose and justification): | | Provide a brief project summary in the space below. This information may be available in the Project Charter. Also provide a link to the Project Charter for reference. | Link_To_Project_Charter | | Note: In any instance where there is a discrepancy between the Project Charter and the Project Scope Statement, the latter is considered authoritative. | 2. Business Objectives | 2.1 Product Description (Solution): | | 2.2 Business Objectives: | | 3. Project Description | For each area below, provide sufficient detail to define this project adequately: | 3.1 Project Scope | ...
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...PROJECT MANAGEMENT PLAN Version VERSION HISTORY [Provide information on how the development and distribution of the Project Management Plan was controlled and tracked. Use the table below to provide the version number, the author implementing the version, the date of the version, the name of the person approving the version, the date that particular version was approved, and a brief description of the reason for creating the revised version.] Version # Implemented By Revision Date Approved By Approval Date Reason 1.0 TABLE OF CONTENTS 1 INTRODUCTION 4 1.1 Purpose of Project Management Plan 4 2 EXECUTIVE SUMMARY OF PROJECT CHARTER 4 2.1 Assumptions/Constraints 4 3 SCOPE MANAGEMENT 4 3.1 Work Breakdown Structure 4 3.2 Deployment Plan 4 3.3 Change Control Management 4 4 SCHEDULE/TIME MANAGEMENT 4 4.1 Milestones 5 4.2 Project Schedule 5 4.2.1 Dependencies 5 5 COST/BUDGET MANAGEMENT 5 6 QUALITY MANAGEMENT 5 7 HUMAN RESOURCE MANAGEMENT 5 8 COMMUNICATIONS MANAGEMENT 5 8.1 Communication Matrix 5 9 RISK MANAGEMENT 5 9.1 Risk Log 6 10 ISSUE MANAGEMENT 6 10.1 Issue Log 6 11 PROCUREMENT MANAGEMENT 6 12 COMPLIANCE RELATED PLANNING 6 APPENDIX A: PROJECT MANAGEMENT PLAN APPROVAL 7 APPENDIX B: REFERENCES 8 APPENDIX C: KEY TERMS 9 APPENDIX D: SUMMARY OF SPENDING 10 1 INTRODUCTION 1.1 PURPOSE OF PROJECT MANAGEMENT PLAN [Provide the purpose of the project charter.] The intended audience of the PMP is all project...
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...BSB51413 Project Management BSBPMG511A Manage Project Scope Written / Oral Questions Question 1 Describe the project manager’s role in collecting requirements in relation to project planning. Discussion Pages 11-15 The collection of requirements is the process of defining and documenting stakeholder’s needs to meet the project objectives Collecting requirements is defining and managing customer expectations Processes: Interviews Focus groups Requirements workshops Etc. Question 2 Describe scope management including why it is important in the life cycle of a project. Discussion Pages 7-8 Simply a summary of the unit The necessity for scope management can be broken down into: Time Cost Quality Question 3 Describe the tools and techniques that are involved in managing scope. Discussion Pages 12-1 Not worded the best, actually an extension of the requirements component Provide a basic summary of each of the following tool: Interviews Focus groups Requirements workshops Group creativity techniques Group decision-making techniques Observations Questionnaires and surveys Prototypes Question 4 What is scope creep and how might it be caused? Discussion Page 44 May require external research When thinking of reasons for scope creep think along the lines of: Time Cost Quality Question 5 What detail (components) should be included in a scope management plan? Discussion Primarily...
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...PRINCE2™- Business Case |Project Name: | | |Date: | |Release: |Draft/Final | |Author: | | |Owner: | | |Client: | | |Document Number: | | Note: This document is only valid on the day it was printed Revision History Date of next revision: |Revision Date |Previous Revision |Summary of Changes |Changes Marked| | |Date | | | | | | | | | | | | | | ...
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...MGT2 Task C. A Brief Project Closure Report Discussion When all the deliverables, customer requirements and\or goals have been met in a project, in other words, at the closing of a project the Project Manager is responsible for compiling and delivering a Final Project Report, known as a Project Closure Report. A good project closure report will summarize the entire project from the beginning project plan and scope information to the lessons learned from the project. It should also include other information such as the changes to the project scope if there were any, the final project budget reconciliation, and “a recap of the performance metrics taken during the project; the budget and schedule reconciliations will provide the final project metrics”, (Mastering-project-management.com, 2009). The information for the report can be written in document format or compiled in a presentation using some type of software such as Microsoft PowerPoint. It is a good idea to have the written document even if the Project Sponsor has requested a presentation. The Project Closure Report should be submitted or presented to the Project Sponsor for final approval. Another document that would be useful when closing a project would be a Project Closing Review with fewer details of items such as budget information, used to inform the other key stakeholders of the project results and closing. The review should also provide management and the project team with insights gained as...
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...Template 1 Authority Signatures 2 Executive Summary 3 Phase 1: The Strategic Context 4 1 Business Needs and Desired Outcomes 4 1.1 Strategic Environment 4 4 1.1.1 Organizational Overview 4 4 1.1.2 Business Need 4 4 1.1.3 Drivers for Change 4 4 1.1.4 Business Outcomes 4 1.2 Strategic Fit 4 1.3 Detailed Description of the Business Need 4 4 1.3.1 Problem/Opportunity Statement 4 4 1.3.2 Prioritized Requirements (High Level) 5 4 1.3.3 Assumptions 5 4 1.3.4 Constraints 5 4 1.3.5 Dependencies 5 1.4 Scope 6 4 1.4.1 Boundaries 6 4 1.4.2 Stakeholder Analysis 6 Phase 2: Analysis and Recommendation 7 2 Preliminary Options Analysis 7 2.1 Evaluation Criteria 7 2.2 List the Possible Options 7 4 2.2.1 The Status Quo 7 4 2.2.2 Describing the Option 7 2.3 Screening of Options 7 2.4 Rationale for Discounted and Viable Options 8 4 2.4.1 Advantages and Disadvantages 8 2.5 Alignment 8 4 2.5.1 Strategic Alignment 8 4 2.5.2 Alignment with Desired Business Outcomes 8 2.6 Recommendation 8 Phase 3: Management and Capacity 9 3 Managing the Investment...
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...Acme Mexico City Project Management Plan Version 1.0 January 21, 2014 Prepared by: Team S.A.L.T TABLE OF CONTENTS 1 Executive Summary 4 2 Scope Management 5 2.1 Work Breakdown Structure 5 2.2 Deployment Plan 5 2.3 Change Control Management 5 3 Schedule/Time Management 6 3.1 Milestones 6 3.2 Project Schedule 6 3.2.1 Dependencies 6 4 Cost/Budget Management 5 5 Quality Management 5 6 Human Resource Management 5 7 Communications Management 5 7.1 Communication Matrix 5 8 Risk Management 5 8.1 Risk Log 6 9 Procurement Management 6 10 STAKEHOLDER Management 6 Appendix A: Project Management Plan Approval 7 APPENDIX B: REFERENCES 8 APPENDIX C: COST/BUDGET DETAIL 9 * * 1 EXECUTIVE SUMMARY As of 2012, Acme Home Improvement has 125 stores and annual sales of $5.4Billion. With the net income of $280Million, Acme Home Improvement has an operating margin of 5%. In an interest of seeking greater profits, Acme Home Improvements has decided to expand to first Mexico and Canada in the future. The commercial and residential real estate market has grown since 2011 and continued growth is expected. A joint venture has been setup in Mexico known as Acme Home Improvements de México, SA de CV. This project management plan was created on January 21, 2014 upon approval of the program charter for Acme Mexico City. The project duration is 12 months starting on February 1, 2014 and completion date set for January 31, 2015. The target store opening...
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...Contents Vision Statement 1 Project requirements 1 Project management tools and techniques. 1 Project management Plan 2 A. Project Overview 2 i. Purpose, Scope and Objectives 2 ii. Assumptions, Constraints and Risks 2 iii. Project Deliverables 3 iv. Schedule and Budget Summary 3 v. Evolution of the Plan 4 vi. Definitions and Acronyms 4 B. Project Organisation 4 i. External interfaces 4 ii. Internal structure 4 iii. Role and responsibilities 5 C. Project Management Process Plans 6 i. Project Initiation 6 ii. Project Planning 7 iii. Project Execution 8 iv. Project Monitoring & Control 11 V. Project Closure 16 D. Project-Specific Process Plans 17 i. Project Specific Processes 17 ii. Method, Tools and Techniques 17 iii. Infrastructure 17 iv. Project and Work Product Acceptance against quality control metrics 17 E. Project-Supporting Process Plans 17 i. Configuration Management 17 ii. Verification and Validation 17 iii. Documentation 17 iv. Work Product Quality Assurance 17 v. Project Reviews and Audits 17 vi. Problem Resolution 17 vii. Subcontractor Management 17 F. Additional Plans 17 i. Conflict Resolution 17 g. Project Plan Sign Off 18 Project budget layout on a spreadsheet 19 Support and Maintenance Plan 19 Lessons learned Report 20 Reference 20 Vision Statement • Continually strive to strengthen and improve the positive impact of students and community: transforming their lives, as well as our own, through our work • Become known nationally as an institution...
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...Project Charter: Example KLSJ Consulting September 24, 2002 Project Charter Ottawa–Carleton Water Park Copyright KLSJ Consulting 14 Palsen St., Ottawa, ON, Canada, K2G 2V8 Executive Summary The following document provides a Project Charter for the Ottawa– Carleton Water Park to be developed by KLSJ Consulting. The charter describes the background and objectives for the project and explains the strategy behind the project management structure proposed by KLSJ Consulting. To meet the proposed targets, approval of this Project Charter by the owners of Carlington Aquatic Parks is required within 30 calendar days from the date of this report. The management philosophy for the project is as follows: KLSJ Consulting will manage the design, development, and construction of the park. KLSJ will hand over operations to the operations management team before the official opening. Carlington Aquatic Parks will retain approval authority for all critical design, marketing, and financial decisions throughout the project. Project team resources include the Project Manager, Project Leader (Design and Construction), Team Leader (Legal), and Team Leader (Financial) as well as a Risk Manager. The design and construction team also includes three junior members for the construction period. A contracted firm overseen by the Project Manager will carry out marketing. The Work Breakdown Structure (WBS) shown in Appendix A describes the high-level activities and...
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...Project Management Procedure SUBJECT: PROGRESS MEETINGS RESPONSIBILITY: PROJECT MANAGER NUMBER: PMO-14.2 EFFECTIVE DATE: July 1, 2011 SUPERSEDES: PMO-14.1 STATE LOCATION AND DESIGN ENGINEER APPROVAL: Original with signature on file in Project Management Office ___________________ State Location and Design Engineer TASK: PURPOSE: Schedule and Conduct Progress Meetings This procedure outlines the actions required to prepare for and conduct regularly scheduled progress meetings throughout the life of the project to keep the project on schedule and on budget. It is the Project Manager’s responsibility to schedule and conduct these meetings to gauge the health of the project. 1. Read and become familiar with applicable project documents. 2. Determine the frequency of the meetings and adjust accordingly throughout the life of the project based on need. 3. Secure site for the meetings. Facility requires sufficient space to review plans, schedules, and contract documents. 4. Identify and invite the necessary Team Members/Stakeholders to the meetings. 5. Develop the agenda for each meeting based on priority, complexity, and specific needs; discuss the Schedule, Budget, Quality, Scope, Safety, Risks and associated mitigation plans, Resources, and Lessons Learned. 6. Conduct meeting; review the work completed to date and the work STEPS: We Keep Virginia Moving Page 1 of 2 Virginia Department of Transportation Project Management Office expected to be performed...
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...CEBU INSTITUTE OF TECHNOLOGY UNIVERSITY COLLEGE OF COMPUTER STUDIES CCS 417 Software Project Management Plan For CIT – U CCS Alumni Information System (Résumé and File Management) Signature The Signature that will be affixed below indicates that this Software Project Management Plan was already checked and is accepted by our adviser. ___Mr. Ralph Laviste____ SP Adviser Change History |Version |Author |Date |Reason for changes | |Template |Mr. Ralph Laviste |Dec. 11, 2010 |For Students Project | |Rough Draft |Villanueva, Marie Claire Yaxien Zabate |Dec. 25, 2010 |To be corrected soon upon integration | |Version 1.0 |Villanueva, Marie Claire Yaxien Zabate |Jan. 2, 2011 |Partial Integration of different chapters | |Version 1.1 |Villanueva, Marie Claire Yaxien Zabate |Jan. 5, 2011 |Correcting errors for passing | |Version 1.2 |Villanueva, Marie Claire Yaxien Zabate |Jan. 9, 2011 |Corrections made | |Version 1.3 ...
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