Download - Project Management Plan 1
[INSERT PROJECT NAME]
PROJECT MANAGEMENT PLAN
(PMP)
EEXECUTIVEXECUTIVE S SPONSORPONSOR – [ – [IINSERTNSERT N NAMEAME]]
BBUSINESSUSINESS O OWNERWNER - [ - [IINSERTNSERT N NAMEAME]]
PPROJECTROJECT M MANAGERANAGER – [ – [IINSERTNSERT N NAMEAME]]
OORIGINALRIGINAL P PLANLAN D DATEATE: : [I[INSERTNSERT D DATEATE, S, SPELLEDPELLED O OUTUT]]
RREVISIONEVISION D DATEATE: : [I[INSERTNSERT D DATEATE, S, SPELLEDPELLED O OUTUT]]
RREVISIONEVISION: : [I[INSERTNSERT N NUMBERUMBER]]
Project Management Plan i
TABLETABLE OFOF CONTENTSCONTENTS
About This DocumentAbout This Document....................................................................................................................................viviRevision HistoryRevision History......................................................................................................................................................viivii1.01.0 Project OverviewProject Overview......................................................................................................................................11
1.11.1 IINTRODUCTIONNTRODUCTION..................................................................................................................................................................111.21.2 CCURRENTURRENT S STATETATE..............................................................................................................................................................111.31.3 FFUTUREUTURE S STATETATE..................................................................................................................................................................111.41.4 NNEEDEED....................................................................................................................................................................................................11
2.0 Scope2.0 Scope..................................................................................................................................................................................112.1 P2.1 PROJECTROJECT J JUSTIFICATIONUSTIFICATION..........................................................................................................................................112.2 P2.2 PROJECTROJECT O OBJECTIVESBJECTIVES....................................................................................................................................................11
2.2.1 BUSINESS OBJECTIVES......................................................................................12.2.2 TECHNICAL OBJECTIVES...................................................................................1
2.3 D2.3 DELIVERABLESELIVERABLES............................................................................................................................................................................112.3.1 PROJECT MANAGEMENT DELIVERABLES........................................................1
2.3.1.1 [DELIVERABLE 1 NAME]..............................................................................12.3.1.2 [DELIVERABLE 2 NAME]..............................................................................2
2.3.2 PRODUCT DELIVERABLES.................................................................................22.3.2.1 [DELIVERABLE 1 NAME]..............................................................................22.3.2.2 [DELIVERABLE 2 NAME]..............................................................................2
2.3.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS..................................22.3.4 DELIVERABLE ACCEPTANCE PROCEDURE.......................................................2
2.4 W2.4 WORKORK B BREAKDOWNREAKDOWN S STRUCTURETRUCTURE (WBS) (WBS)......................................................................................223.0 Overall Strategy3.0 Overall Strategy..............................................................................................................................................22
3.1 P3.1 PROJECTROJECT M MANAGEMENTANAGEMENT L LIFEIFE C CYCLEYCLE................................................................................................223.2 C3.2 CRITICALRITICAL S SUCCESSUCCESS F FACTORSACTORS............................................................................................................................223.3 P3.3 PROJECTROJECT L LOGISTICSOGISTICS..........................................................................................................................................................333.4 P3.4 PROJECTROJECT P PRODUCTRODUCT L LIFEIFE C CYCLEYCLE M MODELODEL......................................................................................333.5 T3.5 TECHNICALECHNICAL S STRATEGYTRATEGY................................................................................................................................................33
4.0 Project Organization4.0 Project Organization..............................................................................................................................334.1 S4.1 STAKEHOLDERSTAKEHOLDERS........................................................................................................................................................................334.2 C4.2 CUSTOMERSUSTOMERS......................................................................................................................................................................................334.3 P4.3 PROJECTROJECT T TEAMEAM..........................................................................................................................................................................33
4.3.1 PROJECT TEAM ORGANIZATIONAL BREAKDOWN STRUCTURE......................34.3.2 PROJECT TEAM ROLES AND RESPONSIBILITIES..............................................3
5.0 Project Management and Controls5.0 Project Management and Controls................................................................................335.1 S5.1 STAFFINGTAFFING P PLANNINGLANNING ANDAND A ACQUISITIONCQUISITION..........................................................................................335.2 A5.2 ASSUMPTIONSSSUMPTIONS................................................................................................................................................................................44
i
Project Management Plan ii
5.3 C5.3 CONSTRAINTSONSTRAINTS................................................................................................................................................................................445.4 D5.4 DEPENDENCIESEPENDENCIES............................................................................................................................................................................44
5.4.1 MANDATORY DEPENDENCIES...........................................................................45.4.2 DISCRETIONARY DEPENDENCIES......................................................................45.4.3 EXTERNAL DEPENDENCIES...............................................................................4
5.5 R5.5 RISKISK M MANAGEMENTANAGEMENT..........................................................................................................................................................445.5.1 RISK MANAGEMENT STRATEGY.......................................................................45.5.2 PROJECT RISK IDENTIFICATION.......................................................................55.5.3 PROJECT RISK ANALYSIS..................................................................................5
5.5.3.1 [RISK 1 NAME].............................................................................................5PROBABILITY AND IMPACT -......................................................................................5
5.5.3.2 [RISK 2 NAME].............................................................................................5PROBABILITY AND IMPACT -......................................................................................55.5.4 PROJECT RISK MITIGATION APPROACH.........................................................55.5.5 RISK REPORTING AND ESCALATION STRATEGY.............................................55.5.6 PROJECT RISK TRACKING APPROACH.............................................................5
5.6 I5.6 INDEPENDENTNDEPENDENT V VERIFICATIONERIFICATION ANDAND V VALIDATIONALIDATION - IV&V - IV&V....................................555.7 S5.7 SCOPECOPE M MANAGEMENTANAGEMENT P PLANLAN................................................................................................................................555.8 I5.8 ISSUESSUE M MANAGEMENTANAGEMENT........................................................................................................................................................55
5.8.1 INTERNAL ISSUE ESCALATION AND RESOLUTION PROCESS...........................55.8.2 EXTERNAL ISSUE ESCALATION AND RESOLUTION PROCESS..........................5
5.9 P5.9 PROCUREMENTROCUREMENT M MANAGEMENTANAGEMENT P PLANLAN..................................................................................................555.10 C5.10 CHANGEHANGE C CONTROLONTROL..........................................................................................................................................................55
5.10.1 CHANGE CONTROL PROCESS..........................................................................55.10.2 CHANGE CONTROL BOARD (CCB).................................................................5
5.11 P5.11 PROJECTROJECT T TIMELINEIMELINE........................................................................................................................................................555.12 P5.12 PROJECTROJECT B BUDGETUDGET..............................................................................................................................................................66
5.12.1 BUDGET TRACKING.........................................................................................65.13 C5.13 COMMUNICATIONOMMUNICATION P PLANLAN..........................................................................................................................................66
5.13.1 COMMUNICATION MATRIX.............................................................................65.13.2 STATUS MEETINGS..........................................................................................65.13.3 PROJECT STATUS REPORTS............................................................................6
5.14 P5.14 PERFORMANCEERFORMANCE M MEASUREMENTEASUREMENT (P (PROJECTROJECT M METRICSETRICS))..........................................665.14.1 BASELINES........................................................................................................65.14.2 METRICS LIBRARY..........................................................................................6
5.15 Q5.15 QUALITYUALITY O OBJECTIVESBJECTIVES ANDAND C CONTROLONTROL............................................................................................665.15.1 CUSTOMER SATISFACTION..............................................................................65.15.2 DELIVERABLE DEFINITION..............................................................................65.15.3 DELIVERABLE QUALITY..................................................................................65.15.4 PROJECT/PRODUCT DELIVERABLE PRESENTATION......................................6
5.16 C5.16 CONFIGURATIONONFIGURATION M MANAGEMENTANAGEMENT..............................................................................................................665.16.1 VERSION CONTROL.........................................................................................65.16.2 PROJECT REPOSITORY (PROJECT LIBRARY).................................................6
6.0 Project Close6.0 Project Close..........................................................................................................................................................77
ii
Project Management Plan iii
6.1 A6.1 ADMINISTRATIVEDMINISTRATIVE C CLOSELOSE............................................................................................................................................776.2 C6.2 CONTRACTONTRACT C CLOSELOSE................................................................................................................................................................77
7.0 Glossary7.0 Glossary........................................................................................................................................................................887.1 A7.1 ACRONYMSCRONYMS ANDAND A ABBREVIATIONSBBREVIATIONS................................................................................................................887.2 D7.2 DEFINITIONSEFINITIONS....................................................................................................................................................................................88
iii
Project Management Plan iv
LLISTIST OFOF F FIGURESIGURES
Error! No table of figures entries found.
iv
Project Management Plan v
LLISTIST OFOF A APPENDICESPPENDICES
Appendix A: Work Breakdown Structure
Appendix B: Project Schedule
Appendix C: Forms
Appendix D:
Appendix E:
Appendix F:
Appendix G:
Appendix H:
v
Project Management Plan vi
AABOUTBOUT T THISHIS D DOCUMENTOCUMENT
This document is a template that provides the industry accepted guidelines to plan, execute, control, and close a project. This document will need to be tailored and customized to the needs of the project; however, special care should be considered if major sections are “tailored out”.
1. “Tailoring” is the process that modifies the structural components of the template to the needs of a specific project. As an example, the Project Manager may have a standard appendix that does not apply to the project.
2. Customization is the mechanical task of inserting customer or project logos, deliverable identifiers, names, and so on, into a copy of the template. The copy then becomes the live version of the Project Management Plan for the project and will need to be updated, as project conditions require.
3. Any level of tailoring can be applied to the template, as long as the PMO is advised. This notification has several purposes:
a. It allows Quality Assurance to adjust checklists and questionnaires,
b. It allows the Program Management Office (PMO) to adjust its oversight and QA activities to the project’s plan,
c. It allows the PMO to advise the project team of the potential effects and risks that may occur if materials are omitted, and
d. It serves as a trigger for possible improvement of the template by the PMO.
4. Any highlighted text indicates that there are some brief instructions for the completion of that section.
vi
Project Management Plan vii
RREVISIONEVISION H HISTORYISTORY
Revision Number Date Comment1.0 September 25, 2003 Original Scope1
2.0 February 5, 2004 PMO Refinement
1 This document is a reference from the New Mexico Office of the Chief Information Officer (OCIO) Program Management Office (PMO) created as part of the strategic continuous process improvement initiative. Questions or recommendations for improvement of this document may be forwarded to any OCIO PMO member.
vii
Project Management Plan
1.01.0 PPROJECTROJECT O OVERVIEWVERVIEW
1.11.1 IINTRODUCTIONNTRODUCTION
1.21.2 CCURRENTURRENT S STATETATE
1.31.3 FFUTUREUTURE S STATETATE
1.41.4 NNEEDEED
2.0 S2.0 SCOPECOPE
2.1 P2.1 PROJECTROJECT J JUSTIFICATIONUSTIFICATION
2.2 P2.2 PROJECTROJECT O OBJECTIVESBJECTIVES
2.2.1 B2.2.1 BUSINESSUSINESS O OBJECTIVESBJECTIVES
NNUMBERUMBER DDESCRIPTIONESCRIPTION
Bus. Objective 1
2.2.2 T2.2.2 TECHNICALECHNICAL O OBJECTIVESBJECTIVES
NNUMBERUMBER DDESCRIPTIONESCRIPTION
Tech. Objective 1
2.3 D2.3 DELIVERABLESELIVERABLES
2.3.1 P2.3.1 PROJECTROJECT M MANAGEMENTANAGEMENT D DELIVERABLESELIVERABLES
2.3.1.1 [DELIVERABLE 1 NAME]
Description - Deliverable Acceptance Criteria -
Standards for Content and Format - Quality Review -
1
Project Management Plan
2.3.1.2 [DELIVERABLE 2 NAME]
Description - Deliverable Acceptance Criteria -
Standards for Content and Format - Quality Review -
2.3.2 P2.3.2 PRODUCTRODUCT D DELIVERABLESELIVERABLES
2.3.2.1 [DELIVERABLE 1 NAME]
Description - Deliverable Acceptance Criteria -
Standards for Content and Format - Quality Review -
2.3.2.2 [DELIVERABLE 2 NAME]
Description - Deliverable Acceptance Criteria -
Standards for Content and Format - Quality Review -
2.3.3 D2.3.3 DELIVERABLEELIVERABLE A APPROVALPPROVAL A AUTHORITYUTHORITY D DESIGNATIONSESIGNATIONS
DDELIVERABLEELIVERABLE NNUMBERUMBER
DDELIVERABLEELIVERABLE AAPPROVERSPPROVERS (W (WHOHO CANCAN APPROVEAPPROVE))
DDATEATE AAPPROVEDPPROVED
PRJ-DEL-001 Project Management Plan (PMP)
2.3.4 D2.3.4 DELIVERABLEELIVERABLE A ACCEPTANCECCEPTANCE P PROCEDUREROCEDURE
2.4 W2.4 WORKORK B BREAKDOWNREAKDOWN S STRUCTURETRUCTURE (WBS) (WBS)
3.0 O3.0 OVERALLVERALL S STRATEGYTRATEGY
3.1 P3.1 PROJECTROJECT M MANAGEMENTANAGEMENT L LIFEIFE C CYCLEYCLE
3.2 C3.2 CRITICALRITICAL S SUCCESSUCCESS F FACTORSACTORS
2
Project Management Plan
3.3 P3.3 PROJECTROJECT L LOGISTICSOGISTICS
3.4 P3.4 PRODUCTRODUCT L LIFEIFE C CYCLEYCLE M MODELODEL
3.5 T3.5 TECHNICALECHNICAL S STRATEGYTRATEGY
4.0 P4.0 PROJECTROJECT O ORGANIZATIONRGANIZATION
4.1 S4.1 STAKEHOLDERSTAKEHOLDERS
NAMENAME SSTAKETAKE ININ P PROJECTROJECT OORGANIZATIONRGANIZATION TTITLEITLE
4.2 C4.2 CUSTOMERSUSTOMERS
4.3 P4.3 PROJECTROJECT T TEAMEAM
4.3.1 P4.3.1 PROJECTROJECT T TEAMEAM O ORGANIZATIONALRGANIZATIONAL B BREAKDOWNREAKDOWN S STRUCTURETRUCTURE
4.3.2 P4.3.2 PROJECTROJECT T TEAMEAM R ROLESOLES ANDAND R RESPONSIBILITIESESPONSIBILITIES
RROLEOLE RRESPONSIBILITYESPONSIBILITY NNAMEAME FFUNCTIONALUNCTIONAL MMANAGERANAGER
5.0 P5.0 PROJECTROJECT M MANAGEMENTANAGEMENT ANDAND C CONTROLSONTROLS
5.1 S5.1 STAFFINGTAFFING P PLANNINGLANNING ANDAND A ACQUISITIONCQUISITION
3
Project Management Plan
5.2 A5.2 ASSUMPTIONSSSUMPTIONS22
NNUMBERUMBER DDESCRIPTIONESCRIPTION
5.3 C5.3 CONSTRAINTSONSTRAINTS33
NNUMBERUMBER DDESCRIPTIONESCRIPTION
5.4 D5.4 DEPENDENCIESEPENDENCIES
5.4.1 M5.4.1 MANDATORYANDATORY D DEPENDENCIESEPENDENCIES
NNUMBERUMBER DDESCRIPTIONESCRIPTION
5.4.2 D5.4.2 DISCRETIONARYISCRETIONARY D DEPENDENCIESEPENDENCIES
NNUMBERUMBER DDESCRIPTIONESCRIPTION
5.4.3 E5.4.3 EXTERNALXTERNAL D DEPENDENCIESEPENDENCIES
NNUMBERUMBER DDESCRIPTIONESCRIPTION
5.5 R5.5 RISKISK M MANAGEMENTANAGEMENT
5.5.1 R5.5.1 RISKISK M MANAGEMENTANAGEMENT S STRATEGYTRATEGY
2 Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain. Assumptions generally involve a degree of risk. They may be documented here and converted to formal risks.3 Constraints are factors that will limit the project management team’s options. Contractual provisions will generally be considered constraints.
4
Project Management Plan
5.5.2 P5.5.2 PROJECTROJECT R RISKISK I IDENTIFICATIONDENTIFICATION
5.5.3 P5.5.3 PROJECTROJECT R RISKISK A ANALYSISNALYSIS
5.5.3.1 [RISK 1 NAME]
Description - Probability and Impact -
Mitigation Strategy - Contingency Plan -
5.5.3.2 [RISK 2 NAME]
Description - Probability and Impact -
Mitigation Strategy - Contingency Plan -
5.5.4 P5.5.4 PROJECTROJECT R RISKISK M MITIGATIONITIGATION A APPROACHPPROACH
5.5.5 R5.5.5 RISKISK R REPORTINGEPORTING ANDAND E ESCALATIONSCALATION S STRATEGYTRATEGY
5.5.6 P5.5.6 PROJECTROJECT R RISKISK T TRACKINGRACKING A APPROACHPPROACH
5.6 I5.6 INDEPENDENTNDEPENDENT V VERIFICATIONERIFICATION ANDAND V VALIDATIONALIDATION - IV&V - IV&V
5.7 S5.7 SCOPECOPE M MANAGEMENTANAGEMENT P PLANLAN
5.8 I5.8 ISSUESSUE M MANAGEMENTANAGEMENT
5.8.1 I5.8.1 INTERNALNTERNAL I ISSUESSUE E ESCALATIONSCALATION ANDAND R RESOLUTIONESOLUTION P PROCESSROCESS
5.8.2 E5.8.2 EXTERNALXTERNAL I ISSUESSUE E ESCALATIONSCALATION ANDAND R RESOLUTIONESOLUTION P PROCESSROCESS
5.9 P5.9 PROCUREMENTROCUREMENT M MANAGEMENTANAGEMENT P PLANLAN
5.10 C5.10 CHANGEHANGE C CONTROLONTROL
5.10.1 C5.10.1 CHANGEHANGE C CONTROLONTROL P PROCESSROCESS
5.10.2 C5.10.2 CHANGEHANGE C CONTROLONTROL B BOARDOARD (CCB) (CCB)
5.11 P5.11 PROJECTROJECT T TIMELINEIMELINE
5
Project Management Plan
5.12 P5.12 PROJECTROJECT B BUDGETUDGET
Phase / Activity Associated Deliverables Estimated Budget
Umbrella Tasks
Phase 1
Project Preparation & Planning
Project plan
Project Schedule
Phase 2
Phase 3
Phase 4
Project Closing
TOTALS
5.12.1 B5.12.1 BUDGETUDGET T TRACKINGRACKING
5.13 C5.13 COMMUNICATIONOMMUNICATION P PLANLAN
5.13.1 C5.13.1 COMMUNICATIONOMMUNICATION M MATRIXATRIX
5.13.2 S5.13.2 STATUSTATUS M MEETINGSEETINGS
5.13.3 P5.13.3 PROJECTROJECT S STATUSTATUS R REPORTSEPORTS
5.14 P5.14 PERFORMANCEERFORMANCE M MEASUREMENTEASUREMENT (P(PROJECTROJECT M METRICSETRICS))
5.14.1 B5.14.1 BASELINESASELINES
5.14.2 M5.14.2 METRICSETRICS L LIBRARYIBRARY
5.15 Q5.15 QUALITYUALITY O OBJECTIVESBJECTIVES ANDAND C CONTROLONTROL
5.15.1 C5.15.1 CUSTOMERUSTOMER S SATISFACTIONATISFACTION
5.15.2 D5.15.2 DELIVERABLEELIVERABLE D DEFINITIONEFINITION
5.15.3 D5.15.3 DELIVERABLEELIVERABLE Q QUALITYUALITY
5.15.4 P5.15.4 PROJECTROJECT/P/PRODUCTRODUCT D DELIVERABLEELIVERABLE P PRESENTATIONRESENTATION
5.16 C5.16 CONFIGURATIONONFIGURATION M MANAGEMENTANAGEMENT
5.16.1 V5.16.1 VERSIONERSION C CONTROLONTROL
5.16.2 P5.16.2 PROJECTROJECT R REPOSITORYEPOSITORY (P (PROJECTROJECT L LIBRARYIBRARY))
6
Project Management Plan
6.0 P6.0 PROJECTROJECT C CLOSELOSE
6.1 A6.1 ADMINISTRATIVEDMINISTRATIVE C CLOSELOSE
6.2 C6.2 CONTRACTONTRACT C CLOSELOSE
7
Project Management Plan
7.0 G7.0 GLOSSARYLOSSARY
7.1 A7.1 ACRONYMSCRONYMS ANDAND A ABBREVIATIONSBBREVIATIONS
OCIO Office of the Chief Information OfficerIPP Integrated Project PlanPMI Project Management Institute.PMBOK Project Management Body of KnowledgePMC Program Management ConsultantPMO Program Management OfficePMP Project Management PlanQM Quality ManagementWBS Work Breakdown Structure
7.2 D7.2 DEFINITIONSEFINITIONS
Acceptance Criteria
The criteria that a system or component must satisfy in order to be accepted by a user, customer, or other authorized entity. [IEEE-STD-610]
Acceptance Testing
Formal testing conducted to determine whether or not a system satisfies its acceptance criteria and to enable the customer to determine whether or not to accept the system. [IEE-STD-610]
Assumptions
Planning factors that, for planning purposes, will be considered true, real, or certain. Assumptions generally involve a degree of risk. They may be documented here, or converted to formal risks.
Baseline
A specification or product that has been formally reviewed and agreed upon that thereafter serves as the basis for further development, and that can be changed only through formal change control procedures. [IEEE-STD-610]
Commitment
A pact that is freely assumed, visible, and expected to be kept by all parties.
Configuration Management (CM)
A discipline applying technical and administrative direction and surveillance to identify and document the functional and physical characteristics of a configuration item, control changes to those characteristics, record and report change processing and implementation status, and verify compliance with specified requirements. [IEEE-STD-610]
8
Project Management Plan
Configuration Management Library System
The tools and procedures to access the contents of the software baseline library.
Constraints
Factors that will (or do) limit the project management team’s options. Contract provisions will generally be considered constraints.
Contingency Planning
The development of a management plan that identifies alternative strategies to be used to ensure project success if specified risk events occur.
Crashing
Taking action to decrease the total duration after analyzing a number of alternatives to determine how to get the maximum duration compression for the least cost.
Critical Path
The series of activities that determines the duration of the project. The critical path usually defined as those activities with float less than or equal to specified value often zero. It is the longest path through the project.
Dependencies, Discretionary
Dependencies defined by the project management team. They should be used with care and usually revolve around current Best Practices in a particular application area. They are sometimes referred to as soft logic, preferred logic, or preferential logic. This may also encompass particular approaches because a specific sequence of activities is preferred, but not mandatory in the project life cycle.
Dependencies, Mandatory
Dependencies that are inherent to the work being done. In some cases, they are referred to as hard logic.
Dependency Item
A product, action, piece of information, etc., that must be provided by one individual or group to a second individual or group so they can perform a planned task.
Deliverable
Any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project or part of a project that is subject to approval by the project sponsor or customer.
Duration
The number of work periods (not including holidays or other nonworking periods) required to complete an activity or other project element.
Duration Compression
Shortening the project schedule without reducing the project scope. Often increases the project cost.
9
Project Management Plan
End User
The individual or group who will use the system for its intended operational use when it is deployed in its environment.
Effort
The number of labor units required to complete an activity or other project element. Usually expressed as staff hours, staff days, or staff weeks.
Fast Tracking
Compressing the project schedule by overlapping activities that would normally be done in sequence, such as design and construction.
Float
The amount of time that an activity may be delayed from its early start without delaying the project finished date.
Formal Review
A formal meeting at which a product is presented to the end user, customer, or other interested parties for comment and approval. It can also be a review of the management and technical activities and of the progress of the project.
Integrated Project Plan
A plan created by the project manager reflecting all approved projects and sub-projects.
Lessons Learned
The learning gained from the process of performing the project. Lessons learned may be identified at any point during the execution of the project.
Method
A reasonably complete set of rules and criteria that establish a precise and repeatable way of performing a task and arriving at a desired result.
Methodology
A collection of methods, procedures, and standards that defines an integrated synthesis of engineering approaches to the development of a product.
Milestone
A scheduled event for which some individual is accountable and that is used to measure progress.
Non-technical Requirements
Agreements, conditions, and/or contractual terms that affect and determine the management activities of an architectural and software project.
Performance Reporting
Collecting and disseminating performance information. This includes status reporting measurement, and forecasting.
10
Project Management Plan
Procurement Planning
Determining what to procure and when.
Product Scope
The features and functions that characterize a product or service.
Project Leader (Technical)
The leader of a technical team for a specific task, who has technical responsibility and provides technical direction to the staff working on the task.
Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project Management is also responsible for the oversight of the development and delivery of the architecture and software project.
Program
A group of related projects managed in a coordinated way. Programs include an element of ongoing work.
Program Management Office
An organizational entity responsible for management and oversight of the organization’s projects. As a specific reference in this document, the Office of the Chief Information Officer.
Project Manager
The role with total business responsibility for an entire project. The individual who directs, controls, administers, and regulates a project. The project manager is the individual ultimately responsible to the customer.
Project Charter
A document issued by senior management that formally authorizes the existence of a project. It provides the project manager with the authority to apply organizational resources to project activities.
Project Management Plan
A formal, approved document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and documents approved scope, cost, and schedule baselines. The Project Management Plan (PMP) is a project plan.
Project Schedule
A tool used to indicate the planned dates, dependencies, and assigned resources for performing activities and for meeting milestones. Software products such as ABT’s Workbench and Microsoft Project are tools used to develop project schedules.
Project Scope
The work that must be done to deliver a product with the specified features and functions.
11
Project Management Plan
Project Sponsor
The individual that provides the primary sponsorship for an approved project. This individual will play a key role in securing funding, negotiating for resources, facilitating resolution of critical organizational issues, and approving key project deliverables.
Quality
The degree to which a system, component, or process meets specified requirements.
The degree to which a system, component, or process meets customer or user needs or expectations. [IEEE-STD-610]
Quality Management
The process of monitoring specific project results to determine id they comply with relevant standards and identifying ways to eliminate causes of product non-compliance.
Risk
Possibility of suffering loss.
Risk Management
An approach to problem analysis, which weighs risk in a situation by using risk probabilities to give a more accurate understanding of, the risks involved. Risk Management includes risk identification, analysis, prioritization, and control.
Risk Management Plan
The collection of plans that describes the Risk Management activities to be performed on a project.
Risk Management
Risk mitigation seeks to reduce the probability and/ or impact of a risk to below an acceptable threshold.
Scope Change
Any change to the project scope. A scope change almost always requires an adjustment to the project cost or schedule.
Software Life Cycle
The period of time that begins when a software product is conceived and ends when the software is no longer available for use. The Software Life Cycle typically includes a concept phase, requirements phase, design phase, implementation phase, test phase, installation, and checkout phase, operation and maintenance phase, and, sometimes, retirement phase.
Stakeholder
Individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion. They may also exert influence over the project and its results.
12
Project Management Plan
Standard
Mandatory requirements employed and enforced to prescribe a disciplined uniform approach to software development
Statement of Work
A description of all the work required completing a project, which is provided by the customer.
System Requirements
A condition or capability that must be met or possessed by a system component to satisfy a condition or capability needed by a user to solve a problem. [IEEE-STD-610]
Subproject
A smaller portion of the overall project.
Task
A sequence of instructions treated as a basic unit of work. [IEEE-STD-610]
A well-defined unit of work in the software process that provides management with a visible checkpoint into the status of the project. Tasks have readiness criteria (preconditions) and completion criteria (post conditions). (see activity for contrast.)
Team
A collection of people, often drawn from diverse but related groups, assigned to perform a well-defined function for an organization or a project. Team members may be part-time participants of the team and have other primary responsibilities.
Technical Requirements
Those requirements that describe what the software must do and its operational constraints. Examples of technical requirements include functional, performance, interface, and quality requirements.
Traceability
The degree to which a relationship can be established between two or more products of the development process, especially products having a predecessor-successor or master-subordinate relationship to one another. [IEEE-STD-610]
Work Breakdown Structure
A deliverable-oriented grouping of project elements that organizes and defines the total work scope of the project. Each descending level represents an increasingly detailed definition of the project work.
13