Assessment Workbook: BSBPMG521
Manage project integration
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Version control |
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Version No. |
Date |
Dept. |
Change |
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1.0 |
17/07/2016 |
Training |
Original |
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2.0 |
29/09/2016 |
Training |
Moodle updates and changed title from Instructor Workbook to Trainer Guide |
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Copyright Statement |
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© Copyright National Training |
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| Disclaimer | All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, scanning, recording, or any information storage retrieval system without permission in writing from National Training. No patent liability is assumed with respect to the use of information used herein.
While every effort has been taken in the preparation of this publication, the publisher and authors assume no responsibility for errors or omissions. Neither is any liability assumed for damages resulting from the use of information contained herein. |
Contents
Elements and Performance Criteria 7
Assessment 1 & 2 Instructions 10
NCT relocation project – Part 1 Establishing, Planning and Designing 12
Case Study Part 2 – Execution of the Relocation Project 16
Assessment 1: Project Establishment Documents 17
Assessment 2: Project Execution and Project Control Report 18
Assessment 3: Finalisation Report 19
Project Initiation Document Checklist 25
Monitoring and controlling stage 32
Procurement and contracting 37
Project Management Plan Template 43
NCT – Relocation Project Minutes 44
Risk register and Response Plan 45
Issues Log 45
Project change request form 46
Response Project plan schedule Example 47
Project plan as a Gantt chart 49
How do I use this guide?
This guide is divided into two sections:
The introduction section gives you information about the unit of competency you will be assessed in. For a comprehensive overview of the assessment process, the principles of assessment, refer to your ‘Student Handbook’ which was provided to you, by National Training, when you commenced your training. It’s also available online via the website: nationaltraining.edu.au
The second section contains assessment activities each detailing:
Description of the assessments
Instructions for completing the assessment activities
Introduction
This guide, together with the Assessment Activity forms the assessment tools for:
| Unit code | Title | Training Package |
| BSBPMG521 | Manage project integration |
Business Services Training Package |
Application
BSBPMG521
This unit describes the skills and knowledge required to integrate and balance overall project management functions of scope, time, cost, quality, human resources, communications, risk and procurement across the project life cycle; and to align and track project objectives to comply with organisational goals, strategies and objectives.
It applies to individuals responsible for managing and leading a project in an organisation, business, or as a consultant.
Elements and Performance Criteria
1.0 Establish project
Identify, clarify and prepare project initiation documentation
Identify relationship between the project and broader organisational strategies and goals
Negotiate and document project objectives, outcomes and benefits
Negotiate project governance structure with relevant authorities and stakeholders
Prepare and submit project charter for approval by relevant authorities
2.0 Undertake project planning and design processes
Establish and implement a methodology to disaggregate project objectives into achievable project deliverables
Identify project stages and key requirements for stage completion against client requirements and project objectives
Analyse project management functions to identify interdependencies and impacts of constraints
Develop a project management plan that integrates all project-management functions with associated plans and baselines
Establish designated mechanisms to monitor and control planned activity
Negotiate approval of project plan with relevant stakeholders and project authority
3.0 Execute project in work environment
Manage the project in an established internal work environment to ensure work is conducted effectively throughout the project
Maintain established links to align project objectives with organisational objectives throughout the project
Within authority levels, resolve conflicts negatively affecting attainment of project objectives
4.0 Manage project control
Ensure project records are updated against project deliverables and plans at required intervals
Analyse and submit status reports on project progress and identified issues with stakeholders and relevant authorities
Analyse and submit impact analysis of change requests for approval, where required
Maintain relevant project logs and registers accurately and regularly to assist with project audit
Ensure associated plans are updated to reflect project progress against baselines and approved changes
5.0 Manage project finalisation
Identify and allocate project finalisation activities
Ensure project products and associated documentation are prepared for handover to client in a timely manner
Finalise financial, legal and contractual obligations
Undertake project review assessments as input to future projects
Pre-requisites
Not applicable
Appeals and reassessment
If you disagree with the assessment decision and result, you have the right to appeal and be reassessed if necessary. Details of the appeals process is contained in the Complaints and Appeals Policy & Procedure, provided to you prior to enrolment. See Complaints and Appeals Policy & Procedure for more details.
Plagiarism
While co-operative effort and the sharing of information are encouraged, you must ensure your assignments and assessments are representative of your own effort, knowledge and skills. You must not take the work of others and present it as your own. Plagiarism may result in the assignment/assessment being deemed to be “not yet competent” by the assessor.
Students accused more than once of academic misconduct, including plagiarism, may be dismissed or cancelled from their course at the discretion of the National Training Manager.
Plagiarism can take several forms;
Quoting from a book or an article without acknowledging the source
Handing in someone else’s work as your own
Stealing and passing off another person’s words or ideas and claiming them as your own
Giving incorrect information about the source of a quotation or idea
Downloading information from the internet without acknowledging the source
Copying a section of a book or article and submitting it as one’s own work
Presenting as a new and original idea or produce something which was derived from an existing source
Referencing Materials
National Training prefers that students utilises Harvard Style referencing. Generally, Harvard Reference List citations follow this format:
Books: Last name, First Initial. (Year published). Title. City: Publisher, Page(s).
Journals/publication: Last name, First initial. (Year published). Article title. Journal, Volume (Issue), Page(s).
Websites: Website name, (Year published). Page title. [Online] Available at: URL [Accessed Day Mo. Year].
Understanding your results
The great thing with competency based training is that you either deemed ‘competent’ (you can demonstrate the required skills and knowledge) or ‘not yet competent’ (at this time you haven’t been able to demonstrate required skills or knowledge). The key word is “YET”.
Your trainer will provide you with feedback on your assessments so that you know what you have done well in your assessment and what you need to improve upon or fix. An “NYC” result does not mean that you have failed and that is it – you have the opportunity to try again. It could be that one question in your assessment was deemed not yet satisfactory and this is the only question that will require review.
Results Legend
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C |
Competent | Has successfully completed unit and has met the minimum competency criteria and demonstrated the required skills and knowledge |
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NYC |
Not Yet Competent | Has not met minimum competency criteria for the unit – certain section/s require review due to not meeting the requirements and being deemed not yet satisfactory |
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CT |
Credit Transfer | Application required |
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RPL |
Recognition of Prior Learning | Application required |
For further information regarding Recognition of Prior Learning (RPL) and Credit Transfers (CT), please contact on our office on (03) 9674 0331
Assessment activity
The assessment activities contained below have been designed for the following unit(s) of competency:
BSBPMG521 Manage project integration
This is a summative assessment process. For the student to be assessed as competent in each Unit of Competency, all questions and activities need to be satisfactorily completed.
Each assessment activity contained within:
Assessment 1, 2, 3 & 4 Instructions
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Student Instructions |
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Type of Assessment |
This is a summative assessment activity, which means it is an assessment of what you have learnt and used towards the assessment of your overall competency. |
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General |
There are a number of short answer questions, projects and a report. You must attempt each one. If you have difficulty with understanding the question or completing the answers then talk to your trainer. Your trainer is there to help you understand and help you demonstrate your understanding, not to complete the answers for you. You are required to answer all questions and provide as much detail as you can. These questions are not required to be completed under exam conditions. |
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Context and purpose of assessment |
The short answer questions projects and the report have been drawn from the information contained in your workbook/ learning materials. Therefore you should have a good understanding of the answers |
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Assessment instructions |
Read information provided and fully complete all questions as asked. |
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Resources, equipment & material required |
Learner Guide Computer Internet |
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How you will be assessed |
Upon completion of your responses will be assessed against a standard answer sheet to ensure that you have covered the question and are consistent with others. You are required to get every question correct, For more information on the specific criteria contained in the unit descriptor, speak with your trainer. They will provide you with a copy of the criteria or see your learner guide which includes the performance criteria. |
National Camper Trailers Organisational Structure
NCT relocation project – Part 1 Establishing, Planning and Designing
National Camper Trailer Pty Ltd (NCT) produces bespoke camper trailers. They have over the past 12 months expanded and begun to capture a larger share of the camper trailer market. The team has expanded to accommodate the demand in their product. With this growth it has been determined by the CEO that the relocation of the business from its current location to a larger premise is required and it needs to include offices, showroom and a manufacturing shed. The space to house all three activities: Approximately location floor space range 163 – 297m²; within 50km if the capital city of Melbourne.
You as the appointed Project Manager have been charged with the responsibility to; Establish the project, undertake the project planning and design process, Execute the project, Manage the project control, and Manage the project finalisation.
As the basic aim of the relocation is to support the businesses growth, it also seeks to reduce the costs of current multiple locations for each area of the business. Currently the sales and administration staff are in one location and the manufacturing location is 100km away. The relocation project will require a small team that can assist in this project and are to be chosen from the current organisational structure.
The back ground details, stakeholder interviews, budget allocations and necessary details for each stage of the Relocation Project have been shared in this Case Study scenario. You will be required to use the internet to find a suitable location and ascertain figures to affect the move within the $1m allocated budget.
Project Framework
This project will follow the following framework Initiation, Planning and Design, Execution, Monitoring and Controlling and Closing.
Project Methodology
NCT is familiar with PMBOK and has chosen this methodology for this project due to its ability to cover nine knowledge areas with standardised practices that have been used previously across the business in Integration Management, Scope Management, Time Management, Cost Management, Human Resources Management, Procurement Management, Risk Management, Communications Management and Quality Management.
Project Time Lines
NCT’s current lease on the new premises in 12 months. The project must be completed and move made by the end of the current lease.
Risk, Constraints and potential issues
The unpredictable costs
The failure to set up the equipment
Troubles with installing communication and data cables
The unexpected damage/loss to the inventory
The inconvenience faced by NCT
The unpredictable delays and postponements in the process
Project Deliverables
To have all staff in new location; manufacturing plant operational.
Scope
This project will only address the physical move of NCT to its new location at the operational level within the defined timeframe. This includes all associated activities in the following attached NCT Move Plan
Budget
National Camper Trailer Pty Ltd (NCT) have allocated $1m to facilitate the relocation
Resources
The relocation project will require a small team that can assist in this project and are to be chosen from the current organisational structure. – Indication of resources required as detailed in the attached NCT Move Plan
Project Measurable
Through the use of the NCT Move Plan Excel Document the project can be monitored and measured
Broader Organisational Strategies and Goals
This project has a distinct market focus- NCT wants to increase its share in the camper trailer market by expanding its visual presence by incorporating a new location with a new showroom and on site manufacturing where potential customers can see their purchase through all state of design through to production.
Objectives
Retain the business capacity (measured by no impact on business capacity)
The CEO has stated it is imperative that the number one objective is to maintain its business capacity as the relocation takes place. It is necessary to pay proper attention on maintaining the business speed, regulation over all operation. The relocation is to retain the business capacity as a manageable task and is to be done by not compromising on the number of clients they handle, maintain the records of our previous clients and encourage them to continue using our services instead of any other supplier even after the shift in workplace by offering those special offers and schemes. If five out of ten people will assist in the project of relocating, then there would be a double burden on the rest of the employees working in the business to manage and cover all operational activities in the company even in the absence of key personnel. The relocation is necessary to expand the business and enhance organisational operations. Reducing the size of the workplace does not mean that you as the Project Manager compromise on the number of potential customers.
A strategy will need to be adopted that can help us in maintaining the same organisational operations, with specific attention to be paid on records of the client base.
Business Growth through visualisation (measured by increase in sales following the move)
Another objective of the CEO calls for improving the presentation of their bespoken trailers in a new display area – with access to the manufacturing plant by potential customers so they can view how the trailers are built.
Sales and Marketing unimpeded (measured by no fall in sales during the relocation process)
Objective three, is to ensure whilst in the relocation process, Sales and Marketing are required to continue in their roles and are to be available to potential customers. Support facilities should be such that no potential customer thinks that they are being neglected or their needs are not being given attention – NCT do not want to lose potential customers to competitor suppliers.
Governance
The Project Manager will be responsible for appointing a Steering Committee to ensure the compliance with NCT Quality Standards and has a robust procedure for reporting on the projects status and a detailed monitoring and evaluation process.
Personnel and responses to relocation project
All are supportive of the projects objectives as originally drawn up with the CEO. In individual interviews undertaken the following key points for each was highlighted – these will need to be considered in the appointment negotiation activity to be undertaken by the Project Manager.
CEO – Mick – 555-9852 [email protected]
Supportive and key sponsor. He is the owner of the business and has been the lead on the objectives for this project
PA to CEO Maggie – 555-8549 [email protected]
Has concerns on end location and is keen to be involved in the project. Has offered to manage the Project Management Information System on the company’s SharePoint site. Can act as Communications Manager on project
Manufacturing & Logistics Manager – Bill 555 3456 [email protected]
Keen to have all business functions in one location, has had experience in relocation with a previous employer.
Finance Manager– Sheryl 555-8301/051-444-222 [email protected]
Very keen on the move however concern has on cost creep and wants to use this project as an opportunity to revisit finance approval processes. Has requested involvement but is currently working flexible hours due to an ill parent. Can act as Cost and Procurement Manager on project.
HR/WHS – Heather 555 -9876/051-1111-222 [email protected]
Has advised if the location is more time to commute for her she will be seeking another position with a business closer to home she is currently travelling 2 hours per day. Can act as HR Manager son project
Sales & Marketing – Kennedy 555-7654/051-888-9999 [email protected];
Happy about the impending move, seeks to be actively involved in the project.
IT Manager – Stewart 555-5678 [email protected])
Has just completed the IT major project and is not keen to be tied up in another activity that impacts on his daily work. Is aware that IT will play a major role in the move. Can act as Risk Manager and Quality Manager on project
Project Manager – You the learner – 555- 2345/ 051 – 999-4343 [email protected] –
Has no issue with the project, as you will be in the driver seat with location believe this gives you an advantage to have a stronger stake in the final location. Can act as Integration Manager on project.
Training & Development – Jodie 555-2626/051-424-4545 [email protected]
Great experience in engaging people and encouraging buy in to new projects. Has flagged her interest but also that she is taking 4 weeks leave for an overseas trip in the period project timeline.
Customer Service – Susie 555-6789/051-333-4444 [email protected]
Has voiced no concerns, nor any interest in the project
IT Support -Eric 555-1919/051-898-4848 [email protected];
Keen to be involved, will be looking to move out of home so when relocation has happened this will help him choose a new residence. He is struggling in his job a bit and mentioned he might need a mentor in place to address IT high level questions.
Sales – Don 555-2861/051-383-1234 [email protected];
Is excited about the concept of having a new show room and has expressed an interest to be on the project in an active capacity
Sales- Peter 555-1091/051-695 9871 [email protected];
Have young twins that have just started school, not keen on moving his family of the new location is of greater distance to travel currently has half hour drive to current location. Has offered assistance but not keen to be pulled away from selling as it will impact on his income.
Sales & Marketing – Rodney 555-2389/051-000-1111 [email protected];
Excited across the board, single with no ties and has offered to co-lead the project, has experience in large organisational moves.
Sales & Marketing – Christine 555 6508/051-222-5555 [email protected]
Relies on public transport for work commute, has no experience in office relocations, but has a design degree. Wants to be involved subject to her supervisor Rodney’s approval.
Monitoring and controlling the project
The CEO has determined the Project Manager can determine the best method of monitoring and controlling the project. He has voiced a few preferences.
Pulse meetings – these are short and frequent project management team meetings during which the status of day to day project activities is reported including any issues or potential risks. The frequency of these meetings is suggested as weekly for this project.
Project forecasting – this involved assessing the current performance of project activities, issues that have occurred, and potential risks to estimate the impact on the triple constraints of the project activity (duration, cost, quality).
Project Status Summary Reports – a snap shot of the progress of the project that demonstrates the percentage of completion and the current status of the key elements of the project.
Risk register – ongoing document that will report potential risks to progress of the project including the extent pf the potential negative impact on the project caused by the risks and contingency plans to deal with the risks.
Issues log –a document that will report and record risks that have been realised and unexpected events that have occurred and interrupted the project. It documents the way in which the incident has been dealt with and the impact it has had on the project. The accuracy of these reports is important for auditing
Communication Plan
A cascade of information and minutes from regular meetings will be forwarded to each employee. Regular All Staff updates will be schedule.
Recording and Storing project Information
A Project Management information System will be set up on the internal Share Point System and will adhere to the NCT’s standard protocol for recording and storing information ensuring that it is gathered, collated and recorded in a consistent manner throughout the life of the project.
Procedures and formats for documenting information will be dictated by the PMIS so that all who input information will do so to the agreed standard. The consistency makes analysing and comparing information throughout different stages in the project much more efficient and accurate.
The PMIS will be managed by the Project Manager, and the identified support person in the Project Team. Information within the PMIS will be quality assurance checked by them to ensure accuracy and relevance of information communicated to stakeholders.
The Project Manager and Support person will have access authority levels, data ownership to preserve the integrity of the information held on the PMIS.
The PMIS will also have the agreed standards and expectations of the project deliverables and plan programmed into it so that each time actual current status is recorded it can be compared against what the planned status should be and any necessary changes made to the project plan and/or schedule.
Impact analysis forecasting – Project Changes
An impact analysis forecasting template is to be used to make proposed project change against project objectives, deliverables and outcomes in order to decide whether or not to implement the change. This is to be used as a preventative measure to identify and avoid risks before they occur and not a reaction to risks after they have been realised and the damage to the project has been done.
Case Study Part 2 – Execution of the Relocation Project
During the course of the Execution of the plan many unexpected events affected the relocation.
IT – Troubles with installing communication and data cables
Retain the business capacity – Physical working conditions for staff between two locations impacted on meeting the delivery of trailers
Move Delay – The delays and postponements in the process in securing the new location by an additional 2 months.
Human Resources – Great conflict ensued between personnel on the project team and those that were not supportive of the move. This created conflict and disharmony.
Space/ Floor Planning – Size of location impacted on original space allocation and this cause issues with desks, filing cabinets and personnel lockers
Assessment 1: Project Establishment Documents
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The objective of this section is to demonstrate BSBPMG521 Manage project integrity |
Question 1
Using the Case Study provided, and the learner guide and the internet to prepare and produce a PID using examples template provided
Question 2
Using the Case study discuss the identified relationships between the project and broader organisation strategies and goals.
Question 3
From the Case Study and interview responses from NCT personnel and their interest in the project provide an overview of how you negotiated with those you have chosen for your project team. Detail the objectives, outcomes and benefits discussed with each and their respective concerns. Then generate an organisational chart of the project team.
Question 4
Part A – From the Case Study provide a detailed explanation on how you would negotiate the governance structure with relevant authority channels and stakeholders.
Part B – Once you have completed the Governance Structure you are advised the CEO has reviewed same and has determined the Governance Structure needs an additional Staff Member added. Review the personnel details and determine who this should be and explain your choice.
Question 5
Completed Project Charter document again using the template headings provided.
Question 6
From the Case Study and NCT Move Plan Excel document provided a Work Breakdown Structure (WBS) document that disaggregates your project objectives into achievable project deliverables. Add a column to your completed document to insert how each deliverable relates to the projects objectives.
Question 7
Taking all the information from the Case Study, additional information from the learner guide and internet research complete and submit the following template forms for each of the following: Initiation, Planning, Execution, Monitoring and Controlling and Closing stages of the NCT Relocation Project.
Question 8
Using the Case Study, internet research, NCT Move Plan Excel document and Learner Guide and locate a suitable property and require resources to identify the interdependencies and impact on restraints in the provided 9 templates – Cost, Communication, HR, Procurement & Contracting, Project Integration, Quality, Risk, Scope and Time templates.
Question 9
Using the Template provided develop a Project Management Plan that integrates all the project management functions that includes associated plan and baseline from the information provided in the Case Study, Learner Guide, internet research and NCT Move Plan Excel document.
Question 10
From the Case Study and Learner Guide determine which Monitoring and Controlling method will be used for the project and why.
Question 11
Describe how you would negotiate approval of project plan with relevant stakeholders and project authority
Assessment 2: Project Execution and Project Control Report
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The objective of this section is to demonstrate BSBPMG521 Manage project integrity |
Question 1
The Case Study Part 2 provides a series of issues that were raised during the Execution phase explain how you managed the issues listed with supporting documents including completed Project Summary Reports; Risk Register documents and an Issues log – detailing the issues and how you dealt with them. Templates are provided.
Question 2
Based on the Case Study, Learner Guide, and NCT Move Plan Excel document produce project records against the project deliverables at 3, 6 and 12 month intervals of the project.
Question 3
Analyse the Case Study and previous documents crated and submit a status Report that shows identified issues from the Risk Register and Issues Log – using the supplied templates.
Question 4
Undertake an analysis of the Case Study information and submit an impact analysis that shows proposed project changes with one or more of the risks identified in the risk log using the Project Change Request Form template provided.
Assessment 3: Finalisation Report
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The objective of this section is to demonstrate BSBPMG521 Manage project integrity |
Question 1
From the Case Study and NCT’s personnel identified skills and interest allocate a project finalisation activity – detail who these personnel are and why they have been chosen to:
Completing financial transactions
Consolidating and storing project data
Documenting outstanding project issues
Obtaining or providing certifications
Preparing final project reports
Updating organisation knowledge management
Question 2
From the Case Study, researched information and Learner Guide undertake a project review assessment of the project and provide a detailed Lessons Learned Report with recommendations for future projects.
Assessment 4: Q & A
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The objective of this section is to demonstrate BSBPMG521 Manage project integrity |
Question 1
List all of the project initiation documentation required for a project
Question 2
What should a Concept proposal include?
Question 3
What should Feasibility study?
Question 4
List the relevant authorities and stakeholders that need to be negotiated with to agree upon a final project governance structure?
Question 5
Provide 5 methods that can be used to monitor and control planned activities on a project.
Question 6
List 5 policies and procedures that may need to be considered to conduct a project effectively.
Question 7
Describe why it is important to align project objectives with organisational objectives.
Question 8
Provide 5 reasons why you may encounter conflict within a project?
Question 9
List the 4 conflict resolution models
Question 10
Describe what a project manager can do to try to avoid conflict from the outset of a project?
Question 11
List three audit and security requirements.
Question 12
List 6 types of sensitive information.
Question 13
Explain what should be contained in the following reports:
Project Status report
A Risk register
An Issues log
An Executive summary
Question 14
Provide a detailed explanation of an impact analysis.
Question 15
List at least 4 types of project logs and registers that are used in project management.
Question 16
During the managing of a project, it is necessary to report on a projects progress. Explain what changes may arise and why, against the following plans/schedules
Communications plan
Human resources plan
Procurement plan
Project budget Risk plan
Project schedule
Quality-management plan
Risk plan
Scope-management plan
Question 17
What associated documentation should be handed over to clients of a project?
Question 18
Explain the arrangements of the handover process for your project products and the associated documentation.
Question 19
What financial obligations must you finalise?
Question 20
What legal obligations must you finalise?
Question 21
What contractual obligations must your finalise?
Question 22
What may project review assessments include?
Question 23
What project documentation was required in the initiation stages of the project? Provide an example of one of the documents.
Question 24
What information is contained in the project charter and what was the procedure for obtaining approval from relevant authorities?
Question 25
Explain the processes and procedures you undertook to establish the project management plan.
Question 26
What types of issues could you encounter whilst executing the project in an established internal work environment?
Question 27
Explain how issues, risks and changes may be managed during the execution of the project.
Question 28
How can you allocate project finalisation activities?
Question 29
What procedures should be in place for project handover to the client?
Question 30
List four types of project methodology that can be used for a project?
Question 31
What barriers could be faced from stakeholders when determining the project objectives, outcomes and benefits?
Question 32
What information should a project charter include?
Question 33
How can you monitor and control your planned project activities?
Templates
Project Initiation Document Checklist
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PID Item |
Check when completed |
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Section 1: What is the Project About? |
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Project Title: |
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Background: |
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Purpose |
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Objectives (and how they will be measured) |
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Project Scope |
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Exclusion from Scope |
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Deliverables (inclduing dates of completion) |
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Constraints |
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Assumptions |
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Section 2: Why should this project go ahead |
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Business Case: Project benefits Options Cost and Timescale Cost/Benefit Analysis |
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Risk Analysis: Risk Identification Risk Prevention Risk Management Risk Monitoring |
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Section 3: Who will work on the Project? |
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Roles and Responsibilitities |
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Project Organisation Chart/Structure Diagram |
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Names of: Project Sponsor Project Manager Project Team |
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Section 4: How and when will the project be delivered |
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Initial Project Plan |
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Assignments/Milestones |
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Schedule (Gantt Chart) |
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Human Resource Requirements Project Team Support Staff Additional Staff |
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Project Control: Monitoring Mechanisms Communication Channels and Schedules |
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Quality Control |
Project Charter
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Project Charter |
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Project name |
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Authorisations |
Name |
Function |
Date |
Signature |
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Author |
Project manager |
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Approved |
Project sponsor |
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Project context and background |
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Stakeholders |
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Expected benefits |
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Proposed start date |
Proposed end date |
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Project objectives |
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Deliverables |
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Scope |
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Includes |
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Excludes |
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Success criteria |
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Methodology |
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Resources |
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Steering group |
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Sponsor |
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Project manager |
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Project team |
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Other |
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Estimated costs |
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Issues and risks |
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Assumptions |
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Constraints and dependencies |
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Approvals and sign off |
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Reporting |
Frequency |
Who? |
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Meetings |
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Steering committee |
Steering Co and PM |
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Project team |
PM and project team |
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Reports |
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Progress reports |
Sponsor and steering co |
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Closure report |
Sponsor and steering co |
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Initiation stage
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Generic requirement |
Client requirement |
Project objective issues |
Agreed outcome |
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Consolidation of PID |
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Feasibility study |
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Assignation of a project manager and team |
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Project scope |
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Project charter |
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Other |
Planning stage
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Generic requirement |
Client requirement |
Project objective issues |
Agreed outcome |
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Review and revision of scope |
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Work breakdown structure |
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Organisational breakdown structure |
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Resource allocation |
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Generic requirement |
Client requirement |
Project objective issues |
Agreed outcome |
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Project schedule |
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Budget allocation |
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Governance plan |
Execution stage
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Generic requirement |
Client requirement |
Project objective issues |
Agreed outcome |
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Time management |
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Cost management |
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Quality management |
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Change and issues management |
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Relationships management |
Monitoring and controlling stage
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Generic requirement |
Client requirement |
Project objective issues |
Agreed outcome |
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Monitoring and reviewing all processes in execution stage |
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Identifying and preventing risks |
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|
Minimising changes to project |
Closing stage
|
Generic requirement |
Client requirement |
Project objective issues |
Agreed outcome |
|
Producing closing report |
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|
Redistribution of resources |
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|
Administrative work |
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|
Next steps for future projects |
Cost
| Project function | How is it interdependent on cost? |
| Communication | |
| Human resources | |
| Procurement and contracting | |
| Project integration | |
| Quality | |
| Risk | |
| Scope | |
| Time |
Communication
| Project function | How is it interdependent on communication? |
| Cost | |
| Human resources | |
| Procurement and contracting | |
| Project integration | |
| Quality | |
| Risk | |
| Scope | |
| Time |
Human resources
| Project function | How is it interdependent on human resources? |
| Communication | |
| Cost | |
| Procurement and contracting | |
| Project integration | |
| Quality | |
| Risk | |
| Scope | |
| Time |
Procurement and contracting
| Project function | How is it interdependent on procurement and contracting? |
| Communication | |
| Human resources | |
| Cost | |
| Project integration | |
| Quality | |
| Risk | |
| Scope | |
| Time |
Project integration
| Project function | How is it interdependent on project integration? |
| Communication | |
| Human resources | |
| Procurement and contracting | |
| Cost | |
| Quality | |
| Risk | |
| Scope | |
| Time |
Quality
| Project function | How is it interdependent on quality? |
| Communication | |
| Human resources | |
| Procurement and contracting | |
| Project integration | |
| Cost | |
| Risk | |
| Scope | |
| Time |
Risk
| Project function | How is it interdependent on risk? |
| Communication | |
| Human resources | |
| Procurement and contracting | |
| Project integration | |
| Quality | |
| Cost | |
| Scope | |
| Time |
Scope
| Project function | How is it interdependent on scope? |
| Communication | |
| Human resources | |
| Procurement and contracting | |
| Project integration | |
| Quality | |
| Risk | |
| Cost | |
| Time |
Time
| Project function | How is it interdependent on time? |
| Communication | |
| Human resources | |
| Procurement and contracting | |
| Project integration | |
| Quality | |
| Risk | |
| Scope | |
| Cost |
Project Management Plan Template
Project name
Project Manager
Introduction
Project management approach
Project scope
Milestone list
Schedule baseline and work breakdown structure
Change management plan
Communications management plan
Cost management plan
Procurement management plan
Project scope management plan
Schedule management plan
Quality management plan
Risk management plan
Staff management plan
Resource calendar
Cost baseline.
NCT – Relocation Project Minutes
Meeting Objectives
Project Manager for Relocation Project to submit draft plan for review, comment and possible changes.
Action Item Review
The following actions have been identified.
Project timeline
It has been determined that the timeline for the project may creep past the 12 months due to some impending staff changes.
First Action Item: Extend the project with a window for 15 months and amend plan and schedule accordingly
Governance
The CEO has requested has requested his PA Maggie be included in the Authorities to sign off on his behalf with support from Finance – Sheryl in his absence during the project timeline.
First Action Item: Note this addition to the Governance section of the Project Plan
Risk register and Response Plan
|
Risk ID |
Risk description |
Risk likelihood |
Risk consequence |
Risk grade |
Risk mitigation |
| Details | Risk ID: |
| Change in risk | |
| Review date | |
| Risk mitigation | |
| Person(s) responsible for implementation | |
| Cost of risk mitigation | |
| Risk mitigation schedule |
Issues Log
|
Issue Log |
|||||||||
| Project: | Date: | ||||||||
| Issue | Description | Priority
(H, M, L) |
Category | Reported By | Assigned To | Status | Date Resolved | Resolution/ Comments | |
|
|
|||||||||
Project change request form
|
General information |
|
Request number:
Name: Project name: Date of request: |
|
Proposed change |
|
Description of change: Reason for change: |
|
Expected impact of change |
|
Performance impact: Technical impact: Schedule impact: Budget impact: Other impacts: Impact to other projects: |
|
Decision by delegated authority |
|
Approved Denied Approved with conditions
Name/title/role: Reason for denial: Conditions of approval:
Signature: Date: |
Appendices
Response Project plan schedule Example
Relocation to new premises
Stage 1 – planning process
This shows an approach to the considerations needed in planning this relocation. Filling in the task column has also prompted additional tasks that need to be done first.
Dates – deadlines or milestones and end date
Tasks – what needs to be done / who by
General administration and preparation before move
| Task | Responsible | Other considerations |
| Get estimates for various components of the move. | Office | |
| Arrange all necessary insurances for new premises. | Office | |
| Set up accounts for utilities. | Office | |
| Set up new telecoms/internet/account. | Office / IT | |
| Order new stationery. | Office | |
| Notify existing customers and suppliers of move and change of address. | Office / sales & marketing | |
| Update website with new address and contact details. | Office / sales & marketing / IT | |
| Layout plan (e.g. equipment, stock, seating, etc.). | Office | |
| Book mail redirection. | Office | |
| Create new H&S induction to reflect new premises. | Office | |
| Create fire plan, decide on assembly points, etc. | Office | Speak to Fire Service |
| Arrange sandwich delivery, etc. | Office | |
| Existing premises | ||
| Deliver storage crates. | Storage co | Place order for these |
| Pack personal effects, desk contents, etc. | Staff | Allow time to sort / dispose of anything not needed – files, redundant or outdated material, etc.
*Get shredder sacks |
| Deliver recycling containers for paper, card, etc. | Waste co | Place order for these |
| Deliver skips for large/bulky waste. | Skip co | Place order for these |
| Furniture/equipment/machinery/computers to be disassembled. | Removal co / IT | |
| Pack stock, etc. | Removal co | |
| Deliver equipment/machinery/computers to new premises. | Removal co | Obtain quotes, choose and book removal co |
| Deliver stock to new premises. | Removal co | Book removal co |
| Skips to be removed. | Skip co | |
| Clean building. | Cleaning co | Book this |
| New premises | ||
| Building fit-out | ||
| Fit flooring. | Carpet co | Select and order |
| Unpack / install furniture, equipment, machinery, computers, etc. | Removal co / IT contractor | Date? |
| Deliver new furniture/equipment/computers. | Equipment co | Select and order these – delivery date? |
| Test computer network. | IT contractor | Allow 1 day + day contingency |
| Install and test telephone system. | Telecoms co | Book telecoms co |
| Install exterior signage. | Sign co | Design, place order and book installers |
| Unpack stock, etc. | Removal co / staff | |
| Unpack personal effects, desk contents, etc. | Staff | Report any faults with phones, computers, equipment, etc. ASAP |
| Snagging – building, equipment, IT, phones, etc. | From 30 July onwards | |
Project plan as a Gantt chart
http://www.theprojectdiva.com/office-relocation-plan-work-breakdown-structure/
https://www.smartsheet.com/construction-project-management-101
http://www.pmi.org/Pages/default.aspx
https://www.mindtools.com/pages/article/newPPM_06.htm
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