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<Project Title><Project ID>

Project Management Plan (Assignment 2)

Document Version: <Use anything here – usually 1.00 for first release>

Publication Date:Project Manager:

Student ID:

Table of Contents

1 ABOUT THIS DOCUMENT......................................................................................3

1.1 BACKGROUND TO THE PROJECT..........................................................................3

1.2 PROJECT KEY OBJECTIVES.................................................................................3

1.3 PROJECT KEY BENEFITS.....................................................................................3

2 PROJECT SCOPE.....................................................................................................3

2.1 DELIVERABLES.................................................................................................3

2.2 IN SCOPE (INCLUSIONS).....................................................................................4

2.3 OUT OF SCOPE (EXCLUSIONS)............................................................................5

2.4 ASSUMPTIONS...................................................................................................5

2.5 CONSTRAINTS...................................................................................................5

3 SCHEDULE AND PROJECT BUDGET....................................................................6

4 PROCUREMENT STRATEGY.................................................................................6

5 KEY STAKEHOLDERS............................................................................................6

6 PROJECT TEAM ROLES AND RESPONSIBILITIES..............................................7

6.1 STEERING COMMITTEE MEMBERS.......................................................................7

6.2 ADVISORY GROUP/S MEMBERS...........................................................................8

6.3 PROJECT TEAM MEMBERS..................................................................................9

7 APPENDIX A – ORGANISATIONAL CHART.........................................................9

8 APPENDIX B – WORK BREAKDOWN STRUCTURE...........................................10

9 APPENDIX C – COMMUNICATIONS MANAGEMENT PLAN.............................13

10 APPENDIX D – QUALITY MANAGEMENT PLAN............................................14

11 APPENDIX E – RISK MANAGEMENT PLAN....................................................16

11.1 RISK PROCESS DEFINITIONS.............................................................................18

Curtin University Project Management Plan of 18

1 About this DocumentThis Project Management Plan provides the overall approved work plan for the ________ project. It defines the scope, budget, schedule, risks, personnel and deliverables of the project and also includes a number of subsidiary plans that help define, monitor and control the project. This Project Management Plan guides the Execution phase and is the outcome of the Planning phase.

Project Life Cycle

1.1 Background to the ProjectPlease Note: This is simply completed by noting the problem or problems this project is addresses, and / or the opportunity or opportunities that this project is exploiting. It explains the ‘why’ the project is required.

This project is required to_________.

1.2 Project Key ObjectivesPlease Note: Explain the objectives that this project will realise once after the project is delivered when the deliverables (outputs) are used. This relates to the project life cycle, and is used to guide what project deliverables are needed to satisfy these objectives.

The objectives that are to be realised thorough this project are:

1.

1.3 Project Key BenefitsPlease Note: Explain the benefits after the project is delivered when the deliverables (outputs) are used. This relates to the operations management life cycle (not the project life cycle).

The deliverables from this project expect to provide the future measurable benefits once the deliverables (outputs) are used:

1.

2 Project Scope

2.1 DeliverablesPlease Note: Based on the Key Objectives, state what outputs (deliverables) will be needed. This has to be very specific and the use of make and models for any product is recommended. Any sites works should be explained with the ‘as per drawing’ included in the text at the end. It has to be written so there is no doubt as to what outputs will be handed over. Often the deliverables that are missed include any user and maintenance manuals, as well as training. Examples include:

A Report on the ‘History of Project Management’ that includes [then detail each report element];


Initiation Planning Execution Close-Out

A User Manual (Operator’s Manual) that includes [then detail each manual element];

A 4-day face-to-face Applied Project Management course for up to 16 people that includes [then detail what is included from manuals to catering];

Supply, install and configuration 100 IBM Model ABC 15.6” Core i7 2-TB 256 laptops with Logitech Wireless Model M280 mouse and mouse pad and with the Standard Operating Environment 3.0 installed and configured to [then list the configuration requirements]

80 influenza vaccinations (vaccination ABC) to students in grades 6 and 7 of Sorrento Primary School.

Decommission, removal and disposal of the ABC Plant, including main power disconnection at the distribution power point and mains water disconnection.

Supply, installation and construction of the Mist Green coloured aluminium and steel framed industrial building 7.5m W x 12m L x 3.6m Model ABC with gable end roof design and installed with two roller doors 3m H x 3.15m W [then add other options like doors and windows] and placed as per drawing ABC.

Replacement of the existing pool pump and fittings with the Super Pump in ground 1.0 HP single speed Expert Line Model ABC, including testing and commission.

20 car bay 50m² bitumen car park with marked bays 2.4m x 4.8m that includes [detail curbing, access point, drainage, any plantation, underground reticulation, lighting, curbing, signage, bay markings, disabled provisions etc] as per drawing ABC.

Design and build of a 4-person 3.5m hull aluminium dingy with [then list the requirements, such as front and rear bench seats, bollard, number of fishing rod holders, bow eye etc] as per drawing ABC.

Planting of 30 WA Peppermint 2m trees (agonis flexuosa) spaced 12 metres with a 6m setback from the fence line.

Removal of the existing 6 poled floodlights in the carpark area and replace with 6x 300W (39,280lm) black power coated LED floodlights with beam angle 120° x 60° on a 5m steel 90mm pole concreted at the base, including all cabling, testing and commissioning.

Establish an herbicide treated (formula ABC) 400m length 3.5m wide low-fuel machine-graded fire-break on both sizes of the perimeter fence. All removed trees, shrubs and grass to be disposed of offsite.

1000 A4 double-sided trifold double-sided colour marketing brochures on 250 gm gloss paper.

The outputs that this project comprise:

2.2 In Scope (Inclusions)Please Note: This section aims to add further detail to the deliverables that often covers the process work that has to be done (which are in scope items as well). Examples include:

Fencing around paddock 1, 2 and 3 only.

Installation, programming and configuration of each unit to the central controller.

Site clean-up and removal of any related waste material.

Mobilisation and demobilisation of the workforce to the site.

Keying all doors to the master key system.


Providing all traffic management functions.

Security fencing and all assess management to site.

All transporting and insurance requirements between sites.

The specific scope inclusions that provide more detail to the deliverables noted above include:

2.3 Out of Scope (Exclusions)Please Note: This section highlights items that may be considered otherwise included. It is a way of restricting work, managing expectations and informed the client of potential items that may desire that has not been included. Examples include:

Any site soil sampling.

An investigation of the cause of the water discolouring.

The configuration of the computers to provide a secure connection to the server.

Additional software models A (eCommerce module) and B (customised reports).

Treating the site with herbicide.

Individual reports for test results for each system.

Replacing the feeder cable with a new cable.

Disposal of the decommissioned equipment.

Installation of a letterbox, driveway or any landscaping.

The hire of the bobcat as the client is provided one.

The specific out of scope or exclusions to the work being conducted include:

2.4 AssumptionsPlease Note: This section aims to set out items or events that have been investigated and believed to be true and factual relating to this project that if incorrect would make the plan likely in error. Examples include:

24x7 access will be given onsite.

All staff will be given the induction site training on the <date>.

The zoning of the land is R20.

Internal resources have been budgeted at $XX per hour (includes on-costs).

External resources have been budgeted at $XX per hour.

The existing inline pump is fit for purpose and in working order.

In reading this Project Management Plan, please note the following assumptions:

2.5 ConstraintsPlease Note: This section aims to set out items or events that provide boundaries or restrictions. Examples include:


Site works can only occur between 8am and 5pm according to Council regulations.

Building ABC on drawing ABC is heritage listed and cannot have fixed cables installed.

Area ABC on drawing ABC is a sacred site and cannot be disturbed.

Regulation ABC requires all waste materials to be treated with <detail>.

The students for vaccination are only available between 10am – 12pm on Monday and Wednesday.

The rail maintenance can only be undertaken between 10am and 11am every day.

The following constraints or boundaries have been identified that impacted both the planning and the execution of this project:

3 Schedule and Project BudgetThe Schedule is detailed in the Work Breakdown Structure in Appendix B.

The proposed start date for this project is ____________.

The expected end date for this project is _________.

The Project Budget is detailed in the Work Breakdown Structure in Appendix B as $_________.

4 Procurement StrategyIn considering the procurement of resources, equipment or materials and any required contracts, the following strategies apply:

•

5 Key StakeholdersThe following individuals, groups or organisations listed in the table below have been identified as key stakeholders (having influence) to this project.

Please Note: Although the Project Manager and team are key stakeholders (noting steering committee members and advisory group members are dealt with separately), this table is reserved for any internal or external key stakeholder who may influence the project. Remember these do not include the ultimate end users, as it only listed those effecting the project life cycle. Examples include:

Union ABC.

The media where it is likely a high public profile.

The site supervisor.

The supply company.

The internal executive who is

The manufacturer manager overseeing the production activities.

The Occupational Safety and Health Officer where safety risks are high.


(Note – show at least 3 key stakeholders)

Name Organisation Relationship to Project

Communications to specific Key Stakeholders that require information from the project are detailed in the Communication Management Plan (Appendix C).

6 Project Team Roles and ResponsibilitiesAppendix A shows the Organisational Chart for this project (Appendix A). The project team members are detailed in the Work Breakdown Structure (Appendix B). This section covers others directly involved in the project. The following table assists in understanding the key roles of the titles used:

Title Key Functions

Project Sponsor The executive or client representative who has the authority to approve the project and cancel it (with consideration to any contractual rights). There can only be one Project Sponsor.

Steering Committee An optional advisory group, usually of executive / senior people who provide advice to the Sponsor. Only one Steering Committee can exist (if applicable), and it is typically chaired by the Sponsor. Generally, a Steering Committee is only required where the project is: Highly political in nature (to have people with power together); A Joint Venture (where multiple organisations seek influential

input); or Impacts a complete organisation (to include all its portfolio

leaders).

Project Manager The appointed person responsible to ensure the project gets delivered successfully. There can only be one Project Manager per project

Advisory Group An optional group or groups formed to provide advice, guidance and feedback (where relevant). This may be a key tool for stakeholder engagement.

Project Team Member A person undertaking a task in the project. They are listed against the tasks in the Work Breakdown Structure.

6.1 Steering Committee MembersPlease Note: These are usually executive level people. The Project Sponsor is recommended ad the Chair and the Project Manager should attend. Projects may not require a steering committee, however they are generally required where:

Highly political;

Across all the organisation (requiring the portfolio leads to be involved); or

Joint venture (where the JV partners want influence).


(Please Note: Delete this section if a Steering Committee is not being used – note you are the Project Manager).The Steering Committee acts as an advisory body to the Project Sponsor, providing governance to the project team, and comprises the personnel listed in the table below.

Name Role Organisation

Project Sponsor

Project Manager

6.2 Advisory Group/s MembersPlease Note: Delete this section if an Advisory Group is not being used. Most projects will not need an advisory group, and they should be kept at an minimum. If more than one, state a specific name or function for them – e.g., Technical Advisory Group, Community Advisory Group etc).The Advisory Group/s provide advice, opinion, input and / or feedback to the project team, and comprises the personnel listed in the table below.



6.3 Project Team Members

Please Note: Anyone doing a project task is a project team member. The Project Manager is deemed to be a team member too.

(Note: You are the Project Manager and a team member.

The team members are doing tasks for the project, and comprises the personnel listed in the table below.


<Student Name> Project Manager

7 Appendix A – Organisational ChartPlease Note: This uses the SmartArt function of Microsoft Word.

The organisational chart for this project is shown below.

(Please Note: Double mouse click on the boxes to populate detail. Add or remove boxes using the ‘Format function’. Not all projects require a Steering Committee or Advisory Group(s). Delete unneeded boxes).

Organisational Chart


Client / Sponsor<Insert Name>

Steering Committee

Project Manager<Insert Name>

Team Member<Insert Name>



Advisory Group(s)

8 Appendix B – Work Breakdown StructureThe Work Breakdown Structure below sets out the work to be done, and the schedule, budget and human resource requirements.

(Please Note: it is recommended that the Work Breakdown Structure be created using software – recommending to use www.jxproject.com)(you need to list all the key tasks / steps you have to do to create your product)(If you get stuck for the HR Budget use $45 per hour for internal, and $65 per hour for External, and 10% for Indirect Costs)

SCHEDULE BUDGET TEAM

WBS No. Activity / Task

Elapsed Effort (Days)

DependenciesEarliest

Start Date

Latest End Date

HR Budget Internal

($)

HR Budget External

($)

Equipment, Materials and Consumables

($)

Human Resources

Column Totals $ $ $

Total Direct Cost $

+ Total In-direct Cost $ (+10% direct costs)

Total Project Cost $


http://www.jxproject.com/

Examples of the WBS are shown below:

WBS No. Activity or Task Level

Effort Duration (Days)

Depend-encies

Earliest Start Date

Latest Finish Date

Internal HR $

External HR $ EMC $ Human Resources

1.0 Legal Matter Coordination 14 1 Feb 18 Feb

1.1 Coordinate Matter 14 1 Feb 18 Feb $2,100 Legal PM

2.0 Trade Mark 5 1 Feb 5 Feb

2.1 Review Client Requirements 1 1 Feb 1 Feb $1,050 Senior (R) and Junior Lawyer

2.2 Confirm all IP Checklist Items 1 2.1 2 Feb 2 Feb $450 Junior Lawyer

2.3 Prepare Trade Mark Application 2 2.2 3 Feb 4 Feb $1,500 TM Specialist

2.4 Register Trade Mark 1 2.3 5 Feb 5 Feb $300 $150 Junior Lawyer

3.0 IP License Agreement 12 3 Feb 18 Feb

3.1 Draft the IP License Agreement 3 2.2 3 Feb 5 Feb $2,700 Junior Lawyer

3.2 Review the IP License Agreement 1 3.1 8 Feb 8 Feb $400 Senior Lawyer

3.3 Print IP License Agreement 1 3.2 9 Feb 9 Feb $200 Admin Officer

3.4 Conduct Client IP Agreement Review 5 3.3 10 Feb 16 Feb $700 Senior (R) and Junior Lawyer

3.5 Collect Signed IP License Agreement 1 3.4 17 Feb 17 Feb $100 Admin Officer

3.6 Register the Deed 1 3.5 18 Feb 18 Feb $300 $150 Junior Lawyer

$8,300 $1,500 $300

Total Direct Costs: $10,100

+Total Indirect Costs (e.g., 10%) $1,010

Total Project Costs: $11,110


Here is a sample of the cut and paste from software.


9 Appendix C – Communications Management PlanPlease Note: This is the only subsidiary plan that is largely the same between projects and can be typically pre-populated in the template.

Key Stakeholders have been identified for this project and the key communications required (of and from the project team) have been documented in this Communications Management Plan below.

(Note – show at least 5 samples)

Ref Key Stakeholder Type of Information to be Communicated Format or Delivery Method Frequency or Date Responsible Team

Member1

2

3

4

5

An example of typical communication items in a Communication Management Plan are shown below:

Ref Key Stakeholder Type of Communication Format Delivery

Method Frequency / Date Responsible Officer

1 Project Sponsor Monthly Progress Progress Report Hardcopy Third Thursday of the Month Project Manager

2 Steering Committee Meeting Agenda Agenda Email 3 days before the meeting Project Manager

3 Steering Committee Meeting Minutes Minutes Email Within 3 days of the meeting date Project Manager

4 Steering Committee Progress Progress Report Hardcopy Third Thursday of the Month Project Manager

5 Advisory Group Meeting Agenda Agenda Email 3 days before the meeting Project Manager

6 Advisory Group Meeting Minutes Minutes Email Within 7 days of the meeting Project Manager


10 Appendix D – Quality Management PlanPlease Note: The Stakeholder Management Plan is often not listed in the Project Management Plan as it is primarily used to information the composition of the Steering Committee or an Advisory Group, and for the formulation of the Communications Management Plan. This is because ranking groups or individuals can be counter productive if they personally review the information.

Each test, audit or inspection should be listed in the Work Breakdown Structure to match the reference to this subsidiary Plan.

This Quality Management Plan below stipulates any audits, tests or inspections required.


Ref. Relates to WBS Task

Quality Control Type (e.g., test, audit, inspection or review)

Quality Metric Required (Quality Criteria)

Required Standard / Equipment / Methodology

Detailed Process to Follow

Responsible Team Member

Q01

Q02

Q03

Results from all audits, tests or inspections stated above are to be recorded on a Quality Verification Report and submitted to the Project Manager.

An example of typical Quality Management Plan items are shown below:

Relates to WBS

Task

Title of the Quality Control

Quality Metric or Standard Required

Required Tools and Equipment Details of How to do the Process Responsible Officer

2.1 Inspect the supply of item 4 at manufacturer’s site before transport to the site.

The item must comply to the product specifications, be free of scratches or defects or damage. The paint

1. Product Specification;2. Quality inspection checklist ABC; 3. Coating Thickness Gauge; and4. Quality Inspection Report.

1. Review product shape to specification measurements;

2. Inspect for scratches or paint imperfections.

3. Measure depth of power coating meets specification tolerances;

4. Inspect for any damage; and

Bob Jones


5. Complete and submit the Quality Inspection Report.

3.2 Review draft Policy.

Meets the structural requirements of the Audit Reports Standard ABC.

1. Audit Reports Standard ABC2. Quality inspection checklist ABC;

and3. Audit Review Report.

1. Review policy structure against the checklist ABC;

2. Complete and submit the Audit Review Report.

Tammy Meeka

5.4 Load testing. Server must operate with 1,000 simultaneous logins.

1. Loading testing software.2. Test Report.

1. Upload the software to the test server environment;

2. Run the automatic loading software test; and

3. Complete and submit the Test Report

Simon James

6.8 Building certification.

Compliance to the Building Code of Australia (BCA).

3. Building Code of Australia (BCA) standard; and

4. Building Quality Inspection Checklist ABC.

5. Building Inspection Compliance Report.

1. Inspect building in accordance with the checklist ABC; and

2. Complete and submit the Building Inspection Compliance Report.

Debbie Barnes


11 Appendix E – Risk Management PlanPlease Note: The Risk Management Plan covers any key threats, uncertainties or hazards. They are actually risk events. Only those that are extreme or high risks need to have treatment strategies, hence only those need to be listed, however it is sometimes good to show the wider risks that were assessed. These are risks for the project life cycle – not for the ongoing operations.

Priority Treatment risks have been identified for this project and treatment strategies have been developed in the Risk Management Plan below.


Ref. Risk Event Likelihood Consequence Risk

RatingRisk Treatment

StrategyResponsible

Team Member

Post TreatmentLikelihood

Post Treatment

Consequence

Post Treatment

Risk Rating

R01

R02

R03

R04

R05


An example of typical Risk Management Plan items are shown below (with the post-treatment assessment inclusion):

Ref Risk Event Likelihood Impact Risk Factor Treatment Strategy Responsible

Officer

R1 The international trainer not turning up on the day.

Unlikely Major High Arrange a back-up trainer. Ensure the trainer arrives in the City two days earlier than the event.

Joe Bates

R2 The pump will require replacement once it is accessible to inspect.

Unlikely Major High Undertake pressure testing of flow lines.Undertake an early inspection of the pump once assessible.Hold a reserve to buy a new pump.

Jane Simons

3 Late delivery of the critical parts from supplier A.

Unlikely Catastrophic

High Order parts early.Confirm urgency with supplier. Find alternate supply.

Ted Johnston


11.1 Risk Process DefinitionsLikelihood Definition

Description Definition Frequency

Almost certain Expected to occur in most circumstances. >90% chance

Likely Will probably occur in most circumstances. 70-90% chance

Possible Could occur sometime. 45-70% chance

Unlikely May occur sometime, but not really expected to. 5-45% chance

Rare Would only occur in exceptional circumstances. <5% chance

Consequence Definition (use the definition criteria that best represents the risk event)

Description Safety Financial Reputation Regulatory Operations

Catastrophic• Fatality or

permanent disablement

• >$5M • Irreversible damage.

• High public embarrassment.

• Breach involving regulatory audit.

• Indeterminate prolonged interruption of core services.

Major

• Onsite first aid injuries.

• $1M - $5M • Damage to reputation.

• Public embarrassment.

• Breach involving external investigation.

• Prolonged interruption of services.

• Performance affected.

Moderate• Medically

treated injuries.

• $250k - $1M • Moderate impact.• Media attention.• Public complaint.

• Breach involving internal investigation.

• Medium term.• Temporary

interruption.

Minor

• Lost time or severe injuries.

• $5k - $250k • Low impact.• Low media

attention.• Possible complaint.

• Identified breach of policy.

• Process requiring work.

• Short term temporary interruption, backlog cleared up 2- 12 days.

Insignificant

• Negligible injuries.

• <$5k • Low impact, with low profile and no compliant.

• Minor breach of policy.

• Process requiring response.

• No material service interruption.

• Backlog cleared in up same day.

Risk Assessment Matrix

Consequence

Insignificant Minor Moderate Major Catastrophic

Like

lihoo

d

Almost Certain Medium High Extreme Extreme Extreme

Likely Medium High High Extreme Extreme

Possible Low Medium High High Extreme

Unlikely Low Low Medium High High

Rare Low Low Medium Medium High


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