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on your project and within your organization. We hope that you find this template useful and welcome your comments. Public distribution of this document is only permitted from the Project Management Docs official website at: www.ProjectManagementDocs.com
DATE
INTROD'CTION
The Introduction pro1ides a high le1el o1er1iew of the project and what is included in this Project Management Plan. This should include a high le1el description of the project and describe the projects deli1erables and benefits. 23cessi1e detail is not necessary in this section as the other sections of the project plan will include this information. This section should pro1ide a summarized framewor& of the project and its purpose. $oo& bac& at the Project (harter for information to include in this section. Total "oftware Incorporated 4T"I5 has recently appro1ed the "mart6oice project to mo1e forward for project initiation within the research and de1elopment 4/7D5 group. This project will result in the de1elopment of new 1oice recognition software and supports T"I8s corporate strategy of pro1iding progressi1e solutions to clients which impro1e producti1ity in both the wor&place and home en1ironment. While 1oice recognition software is currently a1ailable9 T"I belie1es that new technological de1elopments will enable our team to de1elop a solution far superior to what is currently a1ailable. T"I has been successful in gaining mar&et share because of its aggressi1e pursuit of product :uality9 ease of use9 fle3ibility9 and customer ser1ice. !dditionally9 customers understand that our products may be applied to a wide range of uses for business and personal functions. %y le1eraging our reputation for superior :uality and user;friendly products9 and capitalizing on new technology9 T"I can position itself as the premier pro1ider of effecti1e and easy to use 1oice recognitions software in today8s mar&etplace.
PROJECT SCOPE
"tate the scope of the project in this section. The scope statement from the project charter should be used as a starting point@ howe1er9 the project plan needs to include a much more detailed scope than the charter. This detail should include what the project does and does not include. The more detail included in this section9 the better the product. This will help to clarify what is included in the project and help to a1oid any confusion from project team members and sta&eholders. The scope of T"I8s "mart6oice project includes the planning9 design9 de1elopment9 testing9 and transition of the "mart6oice 1oice recognition software pac&age. This software will meet or e3ceed organizational software standards and additional re:uirements established in the project charter. The scope of this project also includes completion of all documentation9 manuals9 and training aids to be used in conjunction with the software. Project completion will occur when the software and documentation pac&age has been successfully e3ecuted and transitioned to T"I8s manufacturing group for production. !ll "mart6oice project wor& will be performed internally and no portion of this project will be outsourced. The scope of this project does not include any changes in re:uirements to standard operating systems to run the software9 software updates or re1isions.
MILESTONE LIST
Pro1ide a summary list of milestones including dates for each milestone. Include an introductory paragraph in this section which pro1ides some insight to the major milestones. This section should also mention or discuss actions ta&en if any changes to the milestones or deli1ery dates are re:uired. The below chart lists the major milestones for the "mart6oice Project. This chart is comprised only of major project milestones such as completion of a project phase or gate re1iew. There may be smaller milestones which are not included on this chart but are included in the project schedule and W%". If there are any scheduling delays which may impact a milestone or deli1ery date9 the project manager must be notified immediately so proacti1e measures may be ta&en to mitigate slips in dates. !ny appro1ed changes to these milestones or dates will be communicated to the project team by the project manager. Milestone (omplete /e:uirements >athering (omplete "mart6oice Design (omplete "mart6oice (oding (omplete "mart6oice Testing and Debugging (omplete Transition of Description !ll re:uirements for "mart6oice must be determined to base design upon This is the theoretical design for the software and its functionality !ll coding completed resulting in software prototype !ll functionality tested and all identified errors corrected (ompleted software and documentation transitioned Date ? *?33 )?#,?33 A?#,?33 *?#,?33 ,,?#-?33
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must be clear in order to ma&e any type of appro1al decisions. Many organizations ha1e change control boards 4((%s5 which re1iew proposed changes and either appro1e or deny them. This is an effecti1e way to pro1ide o1ersight and ensure ade:uate feedbac& and re1iew of the change is obtained. This section should also identify who has appro1al authority for changes to the project9 who submits the changes9 how they are trac&ed and monitored. Bor comple3 or large projects the (hange Management Plan may be included as an appendi3 to the Project Management Plan or as a separate9 stand;alone document. We ha1e a detailed (hange Management Plan template a1ailable on our website. The following steps comprise T"I8s organization change control process for all projects and will be utilized on the "mart6oice project: "tep C,: Identify the need for a change 4!ny "ta&eholder5 /e:uestor will submit a completed T"I change re:uest form to the project manager "tep C : $og change in the change re:uest register 4Project Manager5 The project manager will maintain a log of all change re:uests for the duration of the project "tep C#: (onduct an e1aluation of the change 4Project Manager9 Project Team9 /e:uestor5 The project manager will conduct an e1aluation of the impact of the change to cost9 ris&9 schedule9 and scope "tep C': "ubmit change re:uest to (hange (ontrol %oard 4((%5 4Project Manager5 The project manager will submit the change re:uest and analysis to the ((% for re1iew "tep C): (hange (ontrol %oard decision 4((%5 The ((% will discuss the proposed change and decide whether or not it will be appro1ed based on all submitted information "tep C0: Implement change 4Project Manager5 If a change is appro1ed by the ((%9 the project manager will update and re;baseline project documentation as necessary as well as ensure any changes are communicated to the team and sta&eholders !ny team member or sta&eholder may submit a change re:uest for the "mart6oice Project. The "mart6oice Project "ponsor will chair the ((% and any changes to project scope9 cost9 or schedule must meet his appro1al. !ll change re:uests will be logged in the change control register by the Project Manager and trac&ed through to completion whether appro1ed or not.
What information will be communicated Eow the information will be communicated When will information be distributed Who does the communication Who recei1es the communication (ommunications conduct
Bor larger and more comple3 projects9 the (ommunications Management Plan may be included as an appendi3 or separate document apart from the Project Management Plan. We ha1e a detailed (ommunications Management Plan template a1ailable on our website. This (ommunications Management Plan sets the communications framewor& for this project. It will ser1e as a guide for communications throughout the life of the project and will be updated as communication re:uirements change. This plan identifies and defines the roles of "mart6oice project team members as they pertain to communications. It also includes a communications matri3 which maps the communication re:uirements of this project9 and communication conduct for meetings and other forms of communication. ! project team directory is also included to pro1ide contact information for all sta&eholders directly in1ol1ed in the project. The Project Manager will ta&e the lead role in ensuring effecti1e communications on this project. The communications re:uirements are documented in the (ommunications Matri3 below. The (ommunications Matri3 will be used as the guide for what information to communicate9 who is to do the communicating9 when to communicate it9 and to whom to communicate.
Communication Type
Weekly Status Report Weekly Project Team Meeting Project Monthly Review #PMR$
Description
Email summary of project status Meeting to review action register and status Present metrics and status to team and sponsor Present closeout of project phases and kickoff ne&t phase Review of any technical designs or work associated with the project
Frequency
Weekly
Format
Email
Participants/ Distribution
Project Sponsor, Team and Stakeholders Project Team Project Sponsor, Team, and Stakeholders Project Sponsor, Team and Stakeholders
Deliverable
Status Report !pdated "ction Register Status and Metric Presentation Phase completion report and phase kickoff Technical (esign Package
Owner
Project Manager Project Manager Project Manager
Weekly
n Person
Monthly
n Person
"s 'eeded
n Person
Project Manager
"s 'eeded
n Person
Project Team
Project Manager
=ohn Da1is =oe >reen Eerb Wal&er =ason %lac& Mary White /on "mith Tom "unday Garen %rown
Project "ponsor Project Manager "enior Programmer Programmer "r. .uality "pecialist .uality "pecialist Technical Writer Testing "pecialist
(ommunications (onduct: Meetings: The Project Manager will distribute a meeting agenda at least days prior to any scheduled meeting and all participants are e3pected to re1iew the agenda prior to the meeting. During all project meetings the time&eeper will ensure that the group adheres to the times stated in the agenda and the recorder will ta&e all notes for distribution to the team upon completion of the meeting. It is imperati1e that all participants arri1e to each meeting on time and all cell phones and blac&berries should be turned off or set to 1ibrate mode to minimize distractions. Meeting minutes will be distributed no later than ' hours after each meeting is completed. 2mail: !ll email pertaining to the "mart6oice Project should be professional9 free of errors9 and pro1ide brief communication. 2mail should be distributed to the correct project participants in accordance with the communication matri3 abo1e based on its content. !ll attachments should be in one of the organization8s standard software suite programs and adhere to established company formats. If the email is to bring an issue forward then it should discuss what the issue is9 pro1ide a brief bac&ground on the issue9 and pro1ide a recommendation to correct the issue. The Project Manager should be included on any email pertaining to the "mart6oice Project. Informal (ommunications: While informal communication is a part of e1ery project and is necessary for successful project completion9 any issues9 concerns9 or updates that arise from informal discussion between team members must be communicated to the Project Manager so the appropriate action may be ta&en.
critical stage before a subse:uent meeting9 the Project Manager will communicate this to the Project "ponsor immediately.
Eow the scope is measured and 1erified 4i.e. .uality (hec&lists9 "cope %aseline9 Wor& Performance Measurements9 etc.5 The scope change process 4who initiates9 who authorizes9 etc.5 Who is responsible for accepting the final project deli1erable and appro1es acceptance of project scope
We ha1e a detailed "cope Management Plan a1ailable on our website which can be included as an appendi3 to the Project Management Plan for larger or more comple3 projects. %e sure to re1iew it and determine if itMs necessary for managing your project. "cope management for the "mart6oice Project will be the sole responsibility of the Project Manager. The scope for this project is defined by the "cope "tatement9 Wor& %rea&down "tructure 4W%"5 and W%" Dictionary. The Project Manager9 "ponsor9 and "ta&eholders will establish and appro1e documentation for measuring project scope which includes deli1erable :uality chec&lists and wor& performance measurements. Proposed scope changes may be initiated by the Project Manager9 "ta&eholders or any member of the project team. !ll change re:uests will be submitted to the Project Manager who will then e1aluate the re:uested scope change. Hpon acceptance of the scope change re:uest the Project Manager will submit the scope change re:uest to the (hange (ontrol %oard and Project "ponsor for acceptance. Hpon appro1al of scope changes by the (hange (ontrol %oard and Project "ponsor the Project Manager will update all project documents and communicate the scope change to all sta&eholders. %ased on feedbac& and input from the Project Manager and "ta&eholders9 the Project "ponsor is responsible for the acceptance of the final project deli1erables and project scope. The Project "ponsor is responsible for formally accepting the project8s final deli1erable. This acceptance will be based on a re1iew of all project documentation9 testing results9 beta trial results9 and completion of all tas&s?wor& pac&ages and product functionality.
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assign relationships between project acti1ities. !cti1ity duration estimating will be used to calculate the number of wor& periods re:uired to complete wor& pac&ages. /esource estimating will be used to assign resources to wor& pac&ages in order to complete schedule de1elopment. Lnce a preliminary schedule has been de1eloped9 it will be re1iewed by the project team and any resources tentati1ely assigned to project tas&s. The project team and resources must agree to the proposed wor& pac&age assignments9 durations9 and schedule. Lnce this is achie1ed the project sponsor will re1iew and appro1e the schedule and it will then be base lined. In accordance with T"I8s organizational standard9 the following will be designated as milestones for all project schedules: (ompletion of scope statement and W%"?W%" Dictionary %ase lined project schedule !ppro1al of final project budget Project &ic&;off !ppro1al of roles and responsibilities /e:uirements definition appro1al (ompletion of data mapping?in1entory Project implementation !cceptance of final deli1erables /oles and responsibilities for schedule de1elopment are as follows: The project manager will be responsible for facilitating wor& pac&age definition9 se:uencing9 and estimating duration and resources with the project team. The project manager will also create the project schedule using M" Project --A and 1alidate the schedule with the project team9 sta&eholders9 and the project sponsor. The project manager will obtain schedule appro1al from the project sponsor and baseline the schedule. The project team is responsible for participating in wor& pac&age definition9 se:uencing9 duration9 and resource estimating. The project team will also re1iew and 1alidate the proposed schedule and perform assigned acti1ities once the schedule is appro1ed. The project sponsor will participate in re1iews of the proposed schedule and appro1e the final schedule before it is base lined. The project sta&eholders will participate in re1iews of the proposed schedule and assist in its 1alidation.
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completes the wor&9 but completes the wor& to an acceptable standard. Without a thorough .uality Management Plan9 wor& may be completed in a substandard or unacceptable manner. This section should include :uality roles and responsibilities9 :uality control9 :uality assurance9 and :uality monitoring. Bor larger or more comple3 projects9 the .uality Management Plan may be included as an appendi3 or separate document. ! detailed .uality Management Plan is a1ailable for use on our website. !ll members of the "mart6oice project team will play a role in :uality management. It is imperati1e that the team ensures that wor& is completed at an ade:uate le1el of :uality from indi1idual wor& pac&ages to the final project deli1erable. The following are the :uality roles and responsibilities for the "mart6oice Project: The Project "ponsor is responsible for appro1ing all :uality standards for the "mart6oice Project. The Project "ponsor will re1iew all project tas&s and deli1erables to ensure compliance with established and appro1ed :uality standards. !dditionally9 the Project "ponsor will sign off on the final acceptance of the project deli1erable. The Project Manager is responsible for :uality management throughout the duration of the project. The Project Manager is responsible for implementing the .uality Management Plan and ensuring all tas&s9 processes9 and documentation are compliant with the plan. The Project Manager will wor& with the project8s :uality specialists to establish acceptable :uality standards. The Project Manager is also responsible for communicating and trac&ing all :uality standards to the project team and sta&eholders. The .uality "pecialists are responsible for wor&ing with the Project Manager to de1elop and implement the .uality Management Plan. .uality "pecialists will recommend tools and methodologies for trac&ing :uality and standards to establish acceptable :uality le1els. The .uality "pecialists will create and maintain .uality (ontrol and !ssurance $ogs throughout the project. The remaining member of the project team9 as well as the sta&eholders will be responsible for assisting the Project Manager and .uality "pecialists in the establishment of acceptable :uality standards. They will also wor& to ensure that all :uality standards are met and communicate any concerns regarding :uality to the Project Manager. .uality control for the "mart6oice Project will utilize tools and methodologies for ensuring that all project deli1erables comply with appro1ed :uality standards. To meet deli1erable re:uirements and e3pectations9 we must implement a formal process in which :uality standards are measured and accepted. The Project Manager will ensure all :uality standards and :uality control acti1ities are met throughout the project. The .uality "pecialists will assist the Project Manager in 1erifying that all :uality standards are met for each deli1erable. If any changes are proposed and appro1ed by the Project "ponsor and ((%9 the Project Manager is responsible for communicating the changes to the project team and updating all project plans and documentation.
.uality assurance for the "mart6oice Project will ensure that all processes used in the completion of the project meet acceptable :uality standards. These process standards are in place to ma3imize project efficiency and minimize waste. Bor each process used throughout the project9 the Project Manager will trac& and measure :uality against the appro1ed standards with the assistance of the .uality "pecialists and ensure all :uality standards are met. If any changes are proposed and appro1ed by the Project "ponsor and ((%9 the Project Manager is responsible for communicating the changes to the project team and updating all project plans and documentation.
RIS* REGISTER
The /is& /egister for this project is pro1ided in !ppendi3 (9 /is& /egister.
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The "mart6oice Project will consist of a matri3 structure with support from 1arious internal organizations. !ll wor& will be performed internally. "taffing re:uirements for the "mart6oice Project include the following: Project Manager 4, position5 N responsible for all management for the "mart6oice Project. The Project Manager is responsible for planning9 creating9 and?or managing all wor& acti1ities9 1ariances9 trac&ing9 reporting9 communication9 performance e1aluations9 staffing9 and internal coordination with functional managers. "enior Programmer 4, position5 N responsible for o1ersight of all coding and programming tas&s for the "mart6oice Project as well as ensuring functionality is compliant with :uality standards. /esponsible for wor&ing with the Project Manager to create wor& pac&ages9 manage ris&9 manage schedule9 identify re:uirements9 and create reports. The "enior Programmer will be managed by the Project Manager who will pro1ide performance feedbac& to the functional manager. Programmer 4, position5 N responsible for coding and programming for the "mart6oice Project. !ll coding and programming tas&s will be re1iewed by the "enior Programmer prior to implementation. /esponsibilities also include assisting with ris& identification9 determining impacts of change re:uests9 and status reporting. The Programmer will be managed by the Project Manager and feedbac& will be pro1ided to the functional manager for performance e1aluations by the Project Manager and "enior Programmer. "enior .uality "pecialist 4, position5 N responsible for assisting the Project Manager in creating :uality control and assurance standards. The "enior .uality "pecialist is also responsible for maintaining :uality control and assurance logs throughout the project. The "enior .uality "pecialist will be managed by the Project Manager who will also pro1ide feedbac& to the functional manager for performance e1aluations. .uality "pecialist 4, position5 N responsible for assisting the Project Manager and "enior .uality "pecialist in creating and trac&ing :uality control and assurance standards. The .uality "pecialist will ha1e primary responsibility for compiling :uality reporting and metrics for the Project Manager to communicate. The .uality "pecialist will be managed by the Project Manager who will pro1ide feedbac&9 along with the "enior .uality "pecialist to the functional manager for performance e1aluations. Technical Writer 4, position5 N responsible for compiling all project documentation and reporting into organizational formats. /esponsible for assisting the Project Manager in (onfiguration Management and re1ision control for all project documentation. /esponsible for scribing duties during all project meetings and maintaining all project communication distribution lists. The Technical Writer will be managed by the Project Manager who will also pro1ide feedbac& to the functional manager for performance e1aluations. Testing "pecialist 4, position5 N responsible for helping establish testing specifications for the "mart6oice Project with the assistance of the Project Manager and Programmers. /esponsible for ensuring all testing is complete and documented in accordance with T"I standards.
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/esponsible for ensuring all testing resources are coordinated. The Testing "pecialist will be managed by the Project Manager who will also pro1ide feedbac& to the functional manager for performance e1aluations. The Project Manager will negotiate with all necessary T"I functional managers in order to identify and assign resources for the "mart6oice Project. !ll resources must be appro1ed by the appropriate functional manager before the resource may begin any project wor&. The project team will not be co;located for this project and all resources will remain in their current wor&space.
RESO'RCE CALENDAR
Include a /esource (alendar as part of your project plan. The resource calendar identifies &ey resources needed for the project and the times?durations theyMll be needed. "ome resources may be needed for the entire length of the project while others may only be re:uired for a portion of the project. This information must be agreed to by the Project "ponsor and Bunctional Managers prior to beginning the project. The "mart6oice Project will re:uire all project team members for the entire duration of the project although le1els of effort will 1ary as the project progresses. The Project is scheduled to last one year with standard '- hour wor& wee&s. If a project team member is not re:uired for a full '- hour wor& wee& at any point during the project9 their efforts outside of the "mart6oice Project will be at the discretion of their Bunctional Manager.
Smart oice !esource Calen"ar
.-) .,) .+) .*) PM .)) -) ,) +) *) ) /an 0e1 Mar "pr May /un #onth /ul "ug Sept 2ct 'ov (ec Programmers 3uality Specs Tech Writer Testing Spec
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COST %ASELINE
This section contains the cost baseline for the project upon which cost management will be based. The project will use earned 1alue metrics to trac& and manage costs and the cost baseline pro1ides the basis for the trac&ing9 reporting9 and management of costs. The cost baseline for the "mart6oice project includes all budgeted costs for the successful completion of the project. Project P,a$e Planning %-.gete. Tota K#)-9--Comment$ Includes wor& hours for all project team members for gathering re:uirements and planning project Includes wor& hours for all project team members for wor& on "mart6oice conceptual design Includes all wor& hours for coding of "mart6oice Includes all wor& hours for testing 4including beta testing5 of "mart6oice software Includes all wor& hours for transition to operations and project closeout
Design
K )-9---
K --9--K,A)9--K,)-9---
+'ALITY %ASELINE
This section should include the :uality baseline for the project. The purpose of this baseline is to pro1ide a basis for ensuring that :uality can be measured to determine if acceptable :uality le1els ha1e been achie1ed. It is important for all projects to clearly define and communicate :uality standards and the :uality baseline ser1es this purpose. The "mart6oice Project must meet the :uality standards established in the :uality baseline. The :uality baseline is the baseline which pro1ides the acceptable :uality le1els of the "mart6oice Project. The software must meet or e3ceed the :uality baseline 1alues in order to achie1e success. Item 6oice /ecognition (ompatibility "upporting Documentation Acce!ta/ e Le0e !t least +*I recognition le1el with I or less errors in te3t Oo errors associated with running software with compatible applications $ess than ,I failure rate in
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Comment$ Hsing standard T"I 2nglish language databases Hsing the PPPPPPP suite of applications
beta testing new users to run setup and e3ecute software functionality
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SPONSOR ACCEPTANCE
!ppro1ed by the Project "ponsor: PPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPPP QProject "ponsorR QProject "ponsor TitleR Date:PPPPPPPPPPPPPPPPPPPP
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