do not put content on the brand signature area project brief template version 2.0
TRANSCRIPT
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1. Mandate
Please summarize the project background
Project Background – Rationale for Action
• Please summarize the project objectives in a list (1-5) and link them to your company KPI’s (e.g. risk, profit, cost)
Project Objectives
• Please summarize the project key deliverables in a list (1-5)
Project Deliverables
• Please summarize what is in scope
In Scope
• Please summarize what is out of scope
Out of Scope
Governing Body Name(s)
Project Manager
Project Board Executive
Sr. User
Sr. Supplier
Sponsor
Project Governance
Milestone Date
Start date xx-xx-xxxx
End date xx-xx-xxxx
Launch date: xx-xx-xxxx
Tolerance (calendar days):
+n/-n
Project Planning Budget / Resources
Project Dependency
Project Dependencies
Constraints & Risks
Please describe any limitations you can think of
<project name>
<project ID>
EUR x 1000 Next step (specify 1,2,3) Overall project
Cash out 2011
P&L 2011
Cash out 2012
P&L 2012
Tolerance (%) +n% / -n% +n% / -n%
Benefits
Resources Int n mandays n mandays
Resources Ext n mandays n mandays
3
Document Management
Revision History
ApprovalsThis document requires the following approvals. Signed approval forms are filed in the Management section of the project file.
DistributionThis document has been distributed to.
Version Revision Date Status Summary of Changes By
Name Signature/Approved Title Date of issue Version Executive
Senior User
Senior Supplier
Name Title Date of issue Version
For each ‘’ a description needs to be provided on the recommnedations building block (3).
<project name>
<project ID>
4
3. Project Background / Dependencies
Context of the Project
<< Why is it needed, what’s the history, how does it fit in a project programme (which?)? >>
This Project
Project name
Project name
Project name
Waiting for output from
Delivers output to
Project name
Project name
<project name>
<project ID>
5
4a. Scope (1/2)
Geographic
Area
Client
Groups
Distribution
Channels
Involved
Processes
Involved
Systems
Involved
Departments
Involved
Products?
BeneluxCREAPIM globalCountry xCountry y…
AgentBrokerBankDirectFlex Force
Process name 1><Process name 2>
<Process name n>
<System name 1:Interface change,Set upNew moduledecom>
<System name n :Interface change,Set upNew moduledecom>
<dep. name> <xxx name 1><xxx name 2>
<xxx name n>
Key deliverablePoint of Value
Weight %*Depth (project execution phases - deployment - handover – benefit realization)
<name deliverable> <description of the steps to be carried out>
Total PoV
Out of Scope <description of the out of scope items>
PoV: ‘Business capabilities to measure project execution success’
<project name>
<project ID>
6
4a. Scope (2/2)
Key deliverablePoint of Value
Weight %*Depth (project execution phases - deployment - handover – benefit realization)
<name deliverable> <description of the steps to be carried out>
Total PoV 100%
Out of Scope<description of the out of scope items>
<project name>
<project ID>
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4b. Product Breakdown Structure
2.1.1 Sub deliverable
2.2.1 Sub deliverable
2.1.2 Sub deliverable
2 Milestone
2.2.2 Sub deliverable
2.1 Group A 2.2 Group B
2.2.3 External
deliverable
(Sub) Product/ deliverable
Legend
MilestoneExternal
deliverableGroup
1.1.1 Sub deliverable
1.1.2 Sub deliverable
1.1.3 Sub deliverable
1 Milestone
1.3 External deliverable
1.1.3.1 Sub deliverable
1.1.3.2 Sub deliverable
1.1 Key deliverable
<project name>
<project ID>
8
5. Acceptance Criteria (to accept completed project)
MoS-CoW
Definition in measurable terms of what must be done for the final product to be acceptable to the customer and staff who will be affected.
Topic Current level (situation before the project) Acceptance level (acceptable at hand-over)
M/S/C/W Target dates
Major functions
Appearance
Personnel level required to use/operate the product
Performance levels
Capacity
Accuracy
Availability
Reliability
Development costs
Running costs
Security
Ease of use
Timing
<project name>
<project ID>
9
6a. Impact Analysis
Impact Level Description of the Impact
CommerceLow What is the most important from a commerce perspective (e.g. client satisfaction, increased saels, new products,
….)
PeopleMedium (incl. culture & performance): What has the most important impact on the people? What main
departments/functions will be affected? Approximately how many people are affected by the solutions set in your project (change targets)? To what extent are you aiming to hire, retain or lay off people? How does the realization of your project help in achieving a common winning performance culture? (one aligned organizational culture and mindset, and act and think as one team with local teams focused on the customer)
Organisation Medium What are the most important organizational changes? E.g. structure, roles & responsibilities, competencies, payment structure?
Processes High What are the most important process changes? Which processes are you changing? Are you aiming at modifying or fully redesigning processes?
Technology High What are the most important system changes? Are you aiming at replacing, modifying or building new systems?
Facilities, Legal, Housing
Low What are the most important changes in facilities / locations? E.g. centralizing, opening new locations, closing locations?
<project name>
<project ID>
10
6b. Project Approach
Comments
•…•…•…•…•…
Project name
Package
Based on existing product In stages,
rolling wave planning
Alternative C
Developed In House
Based on Specific
Technology Big Bang implemen-
tation
Alternative A
Alternative B
Legend
Road to follow
Alternative path (not chosen)
<project name>
<project ID>
11
6c. Assumptions
A/A Title Description Project Critical Date Impact on the Project
1 Low
2 Medium
3 High
4
5
6
<project name>
<project ID>
12
7b. Risks
To be reported to Project Board
Risk description Impact assessment Proba-bility Impact Priority Mitigating action Date to be
resolved Risk owner
Provide a description of the risk
Provide a description of the impact
Rare / Unlikely / Possible /
Likely / Almost certain
Insignificant / Minor /
Moderate / Major /
Catastrophic
Low / Medium /
High / Critical
Provide a description of the mitigating action
xx-xx-xxxx Provide the name of the risk owner
Low
Medium
High
Critical
once a month (almost certain) 5 Medium High High Critical Critical Critical Critical Critical Critical
once a quarter (likely) 4 Medium Medium High High Critical Critical Critical Critical Critical
once a year (possible) 3 low Medium Medium High High Critical Critical Critical Critical
once every 5 years (unlikely) 2 low low Medium Medium High High Critical Critical Critical
once every 10 years (rare) 1 low low low Medium Medium High High Critical CriticalCatastrophic
PR
OB
AB
ILITY
IMPACTInsignificant Minor Moderate Major
Risk Priority Levels
<project name>
<project ID>
14
9. Organisation
Project Board<project name>
Project Manager<name>
Project Team<project name>
<Lead Team X><name><name><name>
<Lead Team Z><name><name><name>
<Lead Team Y><name><name><name>
Project Assurance<name> (PMO)
<name> (Expert)<name> (Architecture)
Sponsor
Executive/Owner
Sr. User
Sr. Supplier
Other Stakeholders
<project name>
<project ID>
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10. Project Plan / <date>
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov2011
Requirements gathering
Product design and build of prototype
Testing
Roll out / implementation
Business requirements
Functional requiremetns
First design
Review design
Build prototype
FAT
UAT
Prepare for roll out
Local communication and training local organization
Approval of requirements by Project Board
Stage 2 Stage 3 Stage 4
Milestone
Tolerance: =/- xx days
Legend
<project name>
<project ID>
20. Initiation Stage Plan / <date>
16
date date date date date date date date date date date2011
PID preparation
Detail Business requirements
Define PoV’s and deliverables
Detail functional requirements
Prepare Quality Plan
PID Approval by Project Board
Detail System requirements
Prepare Comm. Plan
Resource Planning
Create Project Plan
Refine Business Case
PID quality approval
Milestone
Tolerance: =/- xx days
Legend
<project name>
<project ID>
17
11. Resources / <date>
Deliverable Name Role Department / Vendor name
Man-days/ week
Start-date End-date
Purch. Tariff incl VAT
Total planned
Man-days
Total cost
Total cost
Needed for PID creation
<project name>
<project ID>
18
14. Budget Details / <date>
Project Budget Details Currency: EUR
Cost CategoryBudget
ApprovedChange
Requests (+/-)Actual Costs
Committed Costs
Estimated to Complete
Budget Forecast (total)
CAPEX (Investments) 0 0 0 0 0 0Software 0Hardware 0Other (IT or depreciated assets) 0
OPEX (cost out of pocket) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Contingency 0
RESOURCES MDs 0 0 0 0 0 0Internal Staff MDs - IT 0Internal Staff MDs - non IT 0
Total Cost (OPEX incl. internal staff cost)
N/A N/A N/A N/A N/A N/A
OPEX Resources OPEX Resources
Budget approved 0 0 0 0
Actual Costs 0 0 0 0
Commited Costs 0 0 0 0
Remaining Budget 0 0 N/A N/A
Budget usage [%] N/A N/A
Estimated to Complete
Budget Forecast (total)
Bugeted - Forecasted
Forecasted Budget Usage [%]
Needed for PID creation
<project name>
<project ID>
<Project Name>Project Initiation Documentation
<Date><Project Manager name><Regional Project-id>Version 2.0
20
Document Management
Revision History
ApprovalsThis document requires the following approvals. Signed approval forms are filed in the Management section of the project file.
DistributionThis document has been distributed to.
Version Revision Date Status Summary of Changes By
Name Signature/Approved Title Date of issue Version Executive
Senior User
Senior Supplier
Name Title Date of issue Version
For each ‘’ a description needs to be provided on the recommnedations building block (3).
<project name>
<project ID>
21
PID
Please include all building blocks from the PB except the initiation stage plan,
resources and budget.
22
11. Resources
Deliverable Name Role
Depart-ment / Vendor name
Man-days/ week
Start-date
End-date
Purch. Tariff incl VAT
Total planned
Man-days
Total cost
Resource manager
name
Resources commited?
Total cost
<project name>
<project ID>
23
12. Budget Details / <date>
Project Budget Details Currency: EUR
Cost CategoryBudget
ApprovedChange
Requests (+/-)Actual Costs
Committed Costs
Estimated to Complete
Budget Forecast (total)
CAPEX (Investments) 0 0 0 0 0 0Software 0Hardware 0Other (IT or depreciated assets) 0
OPEX (cost out of pocket) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Contingency 0
RESOURCES MDs 0 0 0 0 0 0Internal Staff MDs - IT 0Internal Staff MDs - non IT 0
Total Cost (OPEX incl. internal staff cost)
N/A N/A N/A N/A N/A N/A
OPEX Resources OPEX Resources
Budget approved 0 0 0 0
Actual Costs 0 0 0 0
Commited Costs 0 0 0 0
Remaining Budget 0 0 N/A N/A
Budget usage [%] N/A N/A
Estimated to Complete
Budget Forecast (total)
Bugeted - Forecasted
Forecasted Budget Usage [%]
<project name>
<project ID>
24
13a. Quality Plan
Key Deliverable Quality Criteria (Business Requirements)To be reviewed by (on behalf of Sr. User)
To be reviewed by (on behalf of Sr. Supplier)
<key deliverable 1> <Quality criteria 1><Quality criteria 2><Quality criteria n>
<name 1><name 2><name n>
<name 1><name 2><name n>
<key deliverable 2> <Quality criteria 1><Quality criteria 2><Quality criteria n>
<name 1><name 2><name n>
<name 1><name 2><name n>
<project name>
<project ID>
25
14. Benefits Review Plan
(non) Financial Benefits Quantification (KPI)
Who is accoun-
table
When to achieve
Resources needed to carry out
review
Baseline measures
How will the performance of the project’s products (deliverables)
be reviewed
<project name>
<project ID>
26
15a. Stakeholders Map
Importance of the stakeholders to the organisational activity
Lo
w
• Key stakeholders need to accept the objectives and will be fully engaged
•Participation project board
•Sign-off business requirements
•Demo product
•Weekly highlight reports & issue log
•Regular business update meetings
•Operational acceptance
• Stakeholders need to agree the translation of objectives into activities
•Good working relationships to ensure an effective coalition of support for the project
•Careful monitoring and management as they may be a source of significant risk
•Progress updates via newsletters
• Stakeholders be kept informed of progress and remedies taken to achieve the objectives
•limited monitoring or evaluation
•Progress updates via newsletters
• Stakeholders notified of milestone completion
•limited monitoring or evaluation
•Progress update via newsletters
Low
Med
ium
Medium High
Hig
hP
oten
tial i
mpa
ct o
f or
gani
satio
nal a
ctiv
ity o
f th
e st
akeh
olde
rs 1
2
3
4
1
2
3
4
•Name
PMO
•Risk
•Compliance
(Audit)
•Name
•Name
•Name
•Name
Position stakeholders on the
map
<project name>
<project ID>
27
15b. Communication Management Strategy
Actions Requirements
What When How Responsible Agree with Preparation Approval Adressee
1 Newsletters <milestones>
2 Presentations at (informal) meetings
3 Public newsletter
4 Mass media clippings
5 Lessons learned
6
Please summarize the project background
Project Background – What should be known on forehand?
• Please summarize the communication assumptions in a list (1-5)
Assumptions
Please summarize the communication issue
Analysis – What is the communication issue?
Project Communication Action Plan
<project name>
<project ID>
Document Management
29
Revision History
ApprovalsThis document requires the following approvals. Signed approval forms are filed in the Management section of the project file.
DistributionThis document has been distributed to.
Version Revision Date Status Summary of Changes By
Name Signature/Approved Title Date of issue Version Project Manager
Senior Supplier
Name Title Date of issue Version
For each ‘’ a description needs to be provided on the recommnedations building block (3).
<project name>
<project ID>
21. Work Breakdown - <project name>Work Package - <work package name>
31
1.1.1 Sub deliverable
1.1.2 Sub deliverable
1.1.3 Sub deliverable
1 Milestone
1.3 External deliverable
1.1.3.1 Sub deliverable
1.1.3.2 Sub deliverable
1.1 Key deliverable
(Sub) Product/
deliverable
Legend
MilestoneExternal
deliverable
Group
<project name>
<project ID>
22. Product Description - <project name>Work Package - <work package name> (1/3)
32
(sub) deliverable Depth (project execution phases - deployment - handover – benefit realization)
<name deliverable> <description of the steps to be carried out>
Out of Scope
<description of the out of scope items>
<project name>
<project ID>
22. Product Description - <project name>Work Package - <work package name> (2/3)
33
Quality criteria Quality methodReviewed by (on behalf of Sr.User)
Reviewed by (on behalf of Sr.Supplier)
<Quality criteria 1> <description of how criteria will be checked> <name 1><name 2><name n>
<name 1><name 2><name n>
<Quality criteria 2> <description of how criteria will be checked> <name 1><name 2><name n>
<name 1><name 2><name n>
<project name>
<project ID>
22. Product Description - <project name>Work Package - <work package name> (3/3)
34
Layout, Format
<<Fill in here and replace description of layout, format, often by referring to existing standards or documents>>
Techniques
<<Fill in here and replace>>
Relation to other activities or products
<<Fill in here and replace: activities or products that must be completed first or dependent on the results of this work package.>>
Contacts
<<Fill in here and replace contact names>>
Delivery requirements
<<Fill in here and replace: e.g. deadlines etc.>>
Additional requirements / Assignments
<<Fill in here and replace>>
<project name>
<project ID>
36
Project Name - Highlight 1/2Reporting period dd/mm/yyyy – dd/mm/yyyy
Project Manager: xxx
Project Owner: yyy
Project ID: id
Project Cost Center: CC
Project Progress
Start Date: mm/yyyy
End Date: mm/yyyy
Revised End Date: mm/yyyy
Phase [T0-T6]: Tx
PoV%: x %
Issue Consequences Mitigation Actions Decisions Needed
1 In terms of: planning, budget, resources and for other projects
2
3
Milestone/ Main Result PoV% Due date Revised date Indicator % Complete Explanation
1 <Key Deliverable 1> % dd/mm/yy dd/mm/yy GREEN 70% <brief comments on recent results / scope altered / blocking events
2 <Key Deliverable 2> AMBER 40%
GREEN 100% done reporting period
GREEN 0%
n <Release into production>
n+1 <End Project Report> dd/mm/yy dd/mm/yy
Planning G
Cost G
Scope G
Resources G
Risk Level L
KPI StatusObjectives of the Project
•…
•…
37
Change requests
Reason for the change DescriptionRequested
date Status Estimated added cost
Estimated added/
diminished effort ( +/- mandays)
1 In terms of: planning, budget, resources and for other projects
2
3
Project Name - Highlight 2/2Reporting period dd/mm/yyyy – dd/mm/yyyy
Project Manager: xxx
Project Owner: yyy
Project ID: id
Project Cost Center: CC
Activities executed in the Reported Period
Actvitity
Activities Planned for the Next Period
(dd/mm/yyyy – dd/mm/yyyy)
Activity
Document Management
39
Revision History
ApprovalsThis document requires the following approvals. Signed approval forms are filed in the Management section of the project file.
DistributionThis document has been distributed to.
Version Revision Date Status Summary of Changes By
Name Signature/Approved Title Date of issue Version Executive
Senior User
Senior Supplier
Name Title Date of issue Version
For each ‘’ a description needs to be provided on the recommnedations building block (3).
<project name>
<project ID>
40
End Stage Report
Please include updated building blocks from the Mandate, Business Case and the last Highlight Report and the Risk
building block
41
25. Recapitulation
Budget (Euros)
45000 50000 55000 60000
ActualBudget
OriginalBudget
Duration (Weeks)
0 10 20 30
ActualDuration
OriginalDuration
Key Deliverables Delivered
… please explain what was delivered, who approved, any off-specifations, handover
Project Team
….(PM)
…
Main Reasons for Budget/Time overrun
...
Scope Changes
# (Total number of changes)
<project name>
<project ID>
42
26. Follow-on Action Recommendations
Action Description/Rationale AO-scan Due date Who
Solve Project Issue 1 Y/N
Solve Project Issue n Y/N
Mitigate Risk 1 Y/N
Mitigate Risk n Y/N
Recommendation 1 Y/N
Recommendation n Y/N
Post Project Review Plan Describes who is going to measure the business case benefits (including how and when)
N.A. PM, stakeholders, PMO department
Post Project Review meeting
Date and participants for the post project review plan meeting N.A. PM, PMO department
<project name>
<project ID>
43
27. Lessons Learned
Lessons Learned
Concentrate on items which can be of use to future projects.
Observations on failures and omissions can be as useful as identification of successful elements.
• Which management processes or procedures worked well?
• Which management processes have had problems?
• Was it easy to achieve the required quality?
• Which quality procedures worked well?
• Were there any weaknesses in quality procedures for specific types of product?
• How well did risk strategies work?
• Were there any unforeseen risks?
• How well were the risks managed?
• Was the contingency used?
• Was training in the management, quality and delivery processes and procedures adequate?
• Were there recognisable benefits from the level of training given, or recognisable problems caused by lack of training?
• How well did any support tools work?
• Could anything have been done to improve skill levels before the relevant work was done?
Remarks:•Collecting to be mentioned items during the project life cycle makes life easier at the end. (Lessons Log)•What went well, what could be improved? What would you do different if you have to do it again?
<project name>
<project ID>
Document Management
45
Revision History
ApprovalsThis document requires the following approvals. Signed approval forms are filed in the Management section of the project file.
DistributionThis document has been distributed to.
Version Revision Date Status Summary of Changes By
Name Signature/Approved Title Date of issue Version Executive
Senior User
Senior Supplier
Name Title Date of issue Version
For each ‘’ a description needs to be provided on the recommnedations building block (3).
<project name>
<project ID>
46
End Project Report
Please include updated building blocks from the Mandate, Business Case and
the last Highlight Report
47
25. Recapitulation
Budget (Euros)
45000 50000 55000 60000
ActualBudget
OriginalBudget
Duration (Weeks)
0 10 20 30
ActualDuration
OriginalDuration
Key Deliverables Delivered
… please explain what was delivered, who approved, any off-specifations, handover
Project Team
….(PM)
…
Main Reasons for Budget/Time overrun
...
Scope Changes
# (Total number of changes)
<project name>
<project ID>
48
26. Follow-on Action Recommendations
Action Description/Rationale AO-scan Due date Who
Solve Project Issue 1 Y/N
Solve Project Issue n Y/N
Mitigate Risk 1 Y/N
Mitigate Risk n Y/N
Recommendation 1 Y/N
Recommendation n Y/N
Post Project Review Plan Describes who is going to measure the business case benefits (including how and when)
N.A. PM, stakeholders, PMO department
Post Project Review meeting
Date and participants for the post project review plan meeting N.A. PM, PMO department
<project name>
<project ID>
49
27. Lessons Learned
Lessons Learned
Concentrate on items which can be of use to future projects.
Observations on failures and omissions can be as useful as identification of successful elements.
• Which management processes or procedures worked well?
• Which management processes have had problems?
• Was it easy to achieve the required quality?
• Which quality procedures worked well?
• Were there any weaknesses in quality procedures for specific types of product?
• How well did risk strategies work?
• Were there any unforeseen risks?
• How well were the risks managed?
• Was the contingency used?
• Was training in the management, quality and delivery processes and procedures adequate?
• Were there recognisable benefits from the level of training given, or recognisable problems caused by lack of training?
• How well did any support tools work?
• Could anything have been done to improve skill levels before the relevant work was done?
Remarks:•Collecting to be mentioned items during the project life cycle makes life easier at the end. (Lessons Log)•What went well, what could be improved? What would you do different if you have to do it again?
<project name>
<project ID>