Beruflich Dokumente
Kultur Dokumente
(UCI)
Research and design the templates used in the project management with a
companion to the PMBOK Guide Fourth Edition (2008)
CHIANG WANTING
January 2013
In presenting this thesis in partial fulfilment of the requirements for obtain a Master
degree of Project management at the Universidad para la
CooperacionInternacional.
__________________________
Ramiro Fonseca Macrini
PROFESOR TUTOR
_________________________
William Ernest
LECTOR
__________________________
Fabio Muoz
LECTOR
________________________
Chiang Wanting
SUBMITTED BY
ii
I agree that the Library of UCI shall make it freely available for reference and study.
I further agree that permission for extensive copying of this thesis for scholarly
purposes may be granted by the head of my department or by his or her
representatives. It is understood that copying or publication of this thesis for
financial gain shall not be allowed without my written permission.
(Signature) ________________________
Date ________________________
iii
DEDICATE TO
Dedicated to MatasSeorn
whoalways has faith in me; who makes me to be a better person
than myself; who is always beloved and never be forgotten.
iv
THANKS TO
TABLE OF CONTENT
CONTENTS
ABSTRACT ..................................................................................................................... viii
1. INTRODUCTION........................................................................................................ 9
1.1.
1.2.
1.3.
1.4.
1.5.
1.6.
2.
Background ......................................................................................................... 9
Statement of problem ....................................................................................... 9
Purpose of study ............................................................................................. 10
Restrictions ....................................................................................................... 10
General objective ............................................................................................. 11
Specific objective ............................................................................................ 11
THEORY FOCUS..................................................................................................... 12
METHOD ................................................................................................................. 16
3.1.
3.2.
4.
Applied processes........................................................................................... 16
Information resource ...................................................................................... 17
DEVELOPMENT ...................................................................................................... 18
4.2.19.
Processes improvement plan........................................................... 87
4.2.20.
Responsibility assignment matrix .................................................. 89
4.2.21.
Roles and responsibilities................................................................. 91
4.2.22.
Human resource management plan ............................................... 93
4.2.23.
Communication management plan ................................................. 95
4.2.24.
Risk Register......................................................................................... 98
4.2.25.
Probability and impact assessment ............................................. 100
4.2.26.
Probability and impact matrix ........................................................ 103
4.2.27.
Risk management plan..................................................................... 105
4.2.28.
Procurement management plan .................................................... 110
4.2.29.
Source selection criteria .................................................................. 114
4.2.30.
Project management plan ............................................................... 117
4.2.31.
Configuration management plan ................................................... 121
4.2.32.
Change management plan .............................................................. 124
4.3. Executing ......................................................................................................... 127
4.3.1. Change request ...................................................................................... 128
4.3.2. Change log .............................................................................................. 131
4.3.3. Quality audit ............................................................................................ 133
4.3.4. Team performance assessment ........................................................ 135
4.3.5. Issue log ................................................................................................... 138
4.4. Monitoring and controlling ......................................................................... 140
4.4.1. Project performance report................................................................. 141
4.4.2. Earned value status report .................................................................. 145
4.4.3. Risk Audit ................................................................................................ 149
4.4.4. Contractor status report ...................................................................... 151
4.4.5. Product Acceptance ............................................................................. 154
4.5. Closing ............................................................................................................. 156
4.5.1. Procurement audit ................................................................................. 157
4.5.2. Contract Close Out ................................................................................ 160
4.5.3. Project close out .................................................................................... 163
4.5.4. Lessons Learned ................................................................................... 166
TEMPLATES SUMMARY .............................................................................................. 170
1. CONCLUSIONS..................................................................................................... 174
2. RECOMENDATIONS ............................................................................................. 174
3. REFERENCES ...................................................................................................... 175
4. APPENDIX............................................................................................................. 176
vii
ABSTRACT
be
always inserted
to
increase
quality of
project
viii
1. INTRODUCTION
1.1. Background
The PMBOK being a guide for project management doesnt provide actual
examples of project management documents such as the project management
plan or subsidiary management plans. This is because none of the projects,
organizations or project managers isthe same. They each have their own
unique environment, constraints and needs. This thesis researched and
designed a set of templates based on real world project management
experience and the project management processes and tools identified in the
PMBOK. The templates can be used with as little or as much editing as project
manager wants according to their specific needs.
Project Managers often have many types of templates form their company or on
their computer. When start a new project, managers go through them trying to
find something applicable, overriding valuable time and energy; most of the
time turns out they have to start again from beginning when nothing suitable
turns up.
Many times when the project is closed, managers found out there are templates
should be used but hadnt applied on; the quality of the documentations of the
project are low and messy therefore caused the organizational process assets
are uncompleted.
Putting together a project plan takes a lot of research, thought and hard work.
This thesis has put together a catalogue of project management templates to
help project managers get started with the documentation needed in five
processing group in their project. The purpose of this thesis is to research and
design the proper templates used from initiating to closing processes group of
the project by using an example- launching postgraduate degree in project
management in the university and address the reasons and usages of them.
These templates are designed to reduce project managers workload and let
them focus their efforts on the details of the project. This thesis used
documentation and literature review as basic to breaking down the usage of the
templates and thoroughly explain them. It was hoped that an exploration of
usages of the templates would lead to a better understanding and demonstrate
a deeper knowledge when managing the projects therefore saving valuable
time and money and increase the quality of the documentation of the project.
1.4. Restrictions
10
To research and design the proper templates with the companion to the
PMBOK Guide Forth Edition and A Project Managers book of Formsthat used
in each processing group in order to increase the documentations quality and
saving time.
11
2. THEORY FOCUS
There are many types templates resource available; formal, informal; and in
every way you can find. Such as internet, books, organization assets etc. Still
project managers are struggling in accomplishing project documentation. There
arent standard forms or books that indicated which forms are the correct ones
since one of the defining factors about project is they are unique; therefore
templates designed in this thesis are adapted by the theoryof PMBOK.
12
According to the PMI (2008) there are nine knowledge areas in the project
management processes:
Integration Management.Includes the processes and activities needed to
identify, define, combine, unify, and coordinate the various processes and
project management activities within the project management processes
groups.
13
14
This thesis refers the theory that described in APROJECT MANAGERS BOOK
OF FORMS which presents the information from the PMBOK in a set of forms
and reports so that project managers can readily apply the concepts and
practices to their project. The purpose is assist project managers in applying
information in the PMBOK into the project documentation. (Snyders, 2009)
Templates are designed with following elements inside:
15
3. METHOD
This thesis uses documental investigation as its method; analysing the historical
project and collect experts experience.
A description of each form is introduced with the purposes of the usage. The red
letter states the instruction of usage; the black letter states the example. All the
templates are shown in the appendix in contrast to the description in the
development part.
Initiating
Planning
Executing
16
Closing
Reviewing PMBOK (PMI, 2008) which it has been recognized as a standard for
the project management profession which the knowledge contained in this
standard evolved from the recognized good practices of project management
practitioners who contributed to the development of this standard.
17
4. DEVELOPMENT
4.1. Initiating
Project initiating involves officially authorizing the project and provides the
project manager with the information essential to begin the project. As soon
asthe project is selected, it is charted, therefore authorized. Initiating project
involves identifying and analysing stakeholders so their requests can be
incorporated into the project. At the first processes in the project, the
initiating processes are fundamental to start a project effectively. These
processes can be revisited throughout the project for validation and
elaboration as needed (PMI, 2008).The forms used to document initiating
information include:
Project charter
Stakeholder register
18
The project charter provides the objectives and high level requirements
for the project.
The project charter identifies constrains and high level risks for the
project.
19
The project charter links the project to the on-going work of the
organization.
The most important of project charter is it gives the project manager the
power to direct the project. The project is not officially authorized until the
project sponsor signs it. Project charter also states the scope of the project,
summary milestones, and the project budget and identifies funding sources.
Whether you are creating a charter for a large or small project, developing
the project charter requires the following actions:
Identify stakeholder
Document risks
Any change to the project charter should call into question whether the
project should continue.
20
PROJECT CHARTER
Project Title: Launch Postgraduate degree in Project management
Project Sponsor: Mark
21
Initial Risks:
Here dress the potential threat of the project, later on will be enter into risk register.
Because the course is given in English, this results the entrance requirement tougher,
there is only specific amount of customers in the market.
Because the project just starts, the customers may be few, resulting the income cannot
cover the cost in the first two years.
The course will not open if it doesnt reach minimum clients acceptance.
Project start
Due Date
15/06/2012
20/12/2012
Promoting
Continuing
Materials decide
10/1/2013
Hire professor
10/1/2013
Student enrol
31/1/2013
Semester starts
10/2/2013
Summary Milestones
Project Objectives
Scope:
Describes the objectives that
scope needed to achieve in
the project.
To launch the postgraduate
degree in project
management
Time:
Describes the goalsfor
completing the scheduleof
the project.
The project has to finish no
longer than 10/02/2013
Cost:
Describe the objectives for
the project expenses
The project is planned for
maximum 30000 USD.
Success Criteria
Person Approving
Quality:
22
Related specific
measureable results that
define success
Acceptance Criteria:
Identify the criteria that must be accomplishedso that project to be accepted by the
customer or sponsor.
The first enrolment can be no less than 30 people.
23
Date
Date
24
25
Date:
31/01/2013
In the power/ interest grid, place the stakeholder according power and interest to
the project
Mark
Keep satisfied
(high power, low interest)
Manage closely
(high power, high interest)
Power
Jeff
Tim
David
Monitor
(low power, low interest)
Keep informed
(low power, high interest)
Jean
Interest
26
Project
Assessment
information:
major
requirements,
main
expectation,
potential influence in the project, phase in the life cycle with the mist
interest; and
27
28
STAKERHOLDER REGISTER
Project title: Launch postgraduate degree in Project Management
ID
Name
Position
Role
Date: 31/01/2013
Mark
Deem of
business
department
Project
sponsor
Contact
Informatio
n
1234@ucr.c
r
Requirements
Expectations
Influen
ce
Have minimum
60 clients in
the first
semester, 120
for the second
year.
high
Jeff
Marketing
manager
Marketin
g
2345@ucr.c
r
The course is
well known to
increase the
visiting of the
course.
Finish the
enrollment
before
31/01/2013.
The new
career
processes
wont delay the
normal AD
processes.
high
Tim
Administration
manager
administr
ation
3456@ucr.c
r
29
modera
te
Classification
David
IT engineer
IT/
System
4567@ucr.c
r
Jean
General
Manager
Project
sponsor
5678@ucr.c
r
Jessica
Hanks
PMI marketing
coordinator
Project
sponsor
jh@pmi.co
m
30
modera
te
low
external
Managing the influence and impact of stakeholders can take a lot of time.
The project manager needs to develop a stakeholder management strategy
to determine how to manage all these individuals. The stakeholder
management strategy classifies and papers the approach to take in order to
increase support and minimize potential disruptive influence of stakeholders
throughout the life of the project.
The Stakeholder Management Strategy should document the strategies
which will be used to manage the stakeholders according to the impact and
interest in the project. It includes elements such as:
This matrix seems very simple but, think about you are managing a large
project which sometimes you have 100 more stakeholders, you wouldnt
afford missing one, because stakeholders can be asset or a problem on the
project, depending on how to manage stakeholders. Also, both the negative
and positive aspects of the stakeholders involvement in the project should
be managed.
Information in this document may be considered sensitive. Project managers
should consider how much information to documents and how broadly to
share the information.
31
Name
Influence
Date: 31/01/2013
Name of the
stakeholder
What type of
influence that
have
Mark
Positive/negative
Impact
Assessment
Degree of the
influence or
impact of
influence
High
Strategies
Jeff
Positive/negative
High
Tim
Positive/negative
Moderate
David
Positive/negative
Moderate
Jean
Positive/negative
Low
Jessica Hanks
Positive
Low
32
4.2. Planning
How much better would your last project be if you could magically do it over
again? This is the power of planning; it entails walking through the project
and getting it organized before actually doing the work. Project planning
grants a huge opportunity to save resources, time and money (Mulcahy,
2011).
The planning processes contain the performance to establish the total scope
of the effort, define and refine the objectives and develop tasks required to
accomplish those objectives. This also develops the project management
plan and the project documents that will be used to carry out the project.
The purpose of the planning processes is to elaborate the information form
the project charter to form a comprehensive set of plans that will allow the
project team to deliver the project objects. The intent of the planning process
is to at least:
33
Requirements documentation
Activity list
Activity attribute
Milestone list
Quality metrics
Process improvement
Risk register
35
After requirements have been collected and finalized, they are documented.
Requirements documentation defines how individual requirements meet the
business need for the project. Requirements must be unambiguous
(measureable and testable), traceable, complete, consistent and acceptable
to key stakeholders. Imaged you have suggested from a hundred of people.
Can you see how documenting those requirements would be useful? In
addition to documenting requirements, it is useful to document the
stakeholder associated with the requirements, categorize and prioritize
requirement, and define the acceptance criteria.
This documentation assists the project in market trade-off decisions among
requirements and in managing stakeholder expectations. Requirements may
start out at a high level and become progressively more detailed as more is
known (PMI, 2008). Some information about requirements may be also
included, such as:
Impact of requirements
Acceptance criteria
Functional requirements
Quality requirements
Performance requirements
36
Safety requirements
Security requirements
Technical requirements
Training requirements
37
REQUIREMENTS DOCUMENTATION
Project title: Launch postgraduate degree in Project Management
Stakeholder
Name or the
organization
of the
stakeholder
Mark
Requirement
Date: 31/01/2013
Category
Priority
Acceptance
Criteria
Define the criteria
for the acceptance
Assign the
category
See the
note
down.
Have minimum 60 clients in the first semester, 120 for the second semester.
To be reported the project status every 2 weeks.
To be involved in material and professor selection.
To have the detail description of the course on 30th of July to start the market
promoting.
Functional
High
Functional
High
Tim
To have the detail description of the course on 30th of July to start the
administration related process.
Online enrollment is till 10/01/2013 so they will have time to organize the
documents of the student.
Functional
High
David
To have the detail description of the course on 30th of July to start the website
design and online in enrolment.
Functional/
Technical
Medium
Jean
To have minimum 60 clients in the first semester, 120 for the second year.
Keep informed the project milestone.
Functional
Medium
Jessica
Hanks
(PMI
marketing
coordinator)
The branch needed follow the norm of PMI institute and being updated the
materials and standard with the institute as well
Jeff
38
the website.
Updating every
day.
Definition
Priority Level
High
These requirements are mission critical. They are required for project/product
success or for progression to the next project phase.
Medium
Low
These requirements are quality and/or functional process enhancements and are
desirable if time and resources permit.
39
40
Product metrics that will be used and the rationale for using them
41
Date:
31/01/2013
Requirements Collection:
Writing down how you collect the requirements, ex: interviewing, survey, prototype etc
Requirements are collected by interviewing stakeholders.
Categories:
Give the requirements you collected a category which you can find it in your requirements
document
Requirements are grouped in functional and technical
Prioritization:
Explain the ways to prioritize requirements.
Manage closely, involve in every project processes, and keep in mind to update project
status.
Configuration Management:
You have to note down the process and any necessary forms, procedures needed to
initiate a change; also how analysis of the impact of changes will be conducted, include
levels of approval necessary for changes.
Any change can be initiating by any team member but only approve by Mark and Jean. All
the changes needed to be documented in the change request. Changes that been rejected
have to documented in the watch list and keep tracing up.
Verification:
Describe how you bear out the requirements, methods, measurement, testing even the
metric that will be used.
The requirements will be verified by interviewing and observing stakeholders.
42
This document is one of the key documents used to plan the project, it in
effect says: here is what we will do on this project. The project scope
statement described in details the projects deliverables and the work
required to create those deliverables. The project scope statement also
provides the general understanding to the project stakeholders.
This can assist in managing stakeholders expectation and also enable the
project team to perform more detailed planning, guides the project teams
work during execution, and provides the baseline for the evaluating whether
requests for changes or additional work contained within or outside the
projects boundaries (Mulcahy, 2011).
Additionally, the scope statement includes what work should not be
performed in order to eliminate any implied but unnecessary work which
falls outside the of the projects scope.
The project scope statement, along with the WBS and WBS dictionary
comprise the scope baseline, which is part of the project management plan.
The project scope statement may include:
43
44
Date prepared:
31/01/2013
45
Project Assumptions:
Assumptions about deliverable, resource, estimates, and any other aspect of the project
that the team holds to be true, real, or correct but not validates.
Assumptions for this project are that support will be provided by the project sponsor and all
department managers and that adequate internal resource are available for the successful
completion of this project.
46
Category
Assumption or constraint
Due date
Action
Status
Comments
47
Category
Assumption/Constraint
Date: 31/01/2013
Responsible
Party
People who
validate and
follow up the
assumption
Due Date
Actions
Status
Comments
Date that
assumption
is planned
to validate
Actions
needed to
validated
the
assumption
or address
the
constraint
Confirm
with the
human
resource
dept.
Open,
pending
or
closed
Comments to clarify
them or to clarify status
or actions
open
pending
Area that
been
impacted
Time
Tim
30/09/2012
Quality
David
31/12/2012
48
The first level is completed before the project is broken down further
The entire project is included in each of the highest levels of the WBS.
Eventually some levels will be broken down further than others
The WBS includes only deliverables that are required for the project
The WBS is the foundation of the project. This means almost everything that
occurs in planning after the creation of the WBS is related to the WBS. The
following are benefits of using a WBS and you will understand how badly
you need a one for the project:
49
50
52
Level 3
1.1.1 Evaluation & Recommendations
1.1.2 Market demand survey
1.1.3 Develop Project Charter
1.1.4 Deliverable: Submit Project Charter
1.1.5 Project Sponsor Reviews Project Charter
1.1.6 Project Charter Signed/Approved
1.2 Planning
1.3 Execution
1.4 Monitor
and control
1.5 Closure
53
Initiation
Planning
Execution
Control
Closure
1.1
1.2
1.3
1.4
1.5
Evaluation &
Recommendations
1.1.1
1.2.1
Deliverable: Submit
Project Charter
1.1.4
1.2.2
Project Management
Audit Procurement
1.3.1
1.4.1
1.5.1
Document Lessons
Learned
1.3.2
1.2.3
1.3.3
1.2.4
Project Charter
Signed/Approved
1.1.6
1.2.6
Procure
Hardware/Software
1.3.5
Interview Professors
1.3.6
Distribute Classrooms
1.3.9
Help Students'
enrollment
1.3.10
54
1.4.2
1.5.2
Risk Management
1.4.3
1.5.3
Update Project
Management Plan
1.4.4
1.5.4
Description of work
Responsible organization
Resources required
55
Cost estimates
Quality requirements
Acceptance criteria
Technical references
Contract information
56
Element Name
Definition
WBS
Code
1
2
3
1.1
1.1.1
Initiation
Evaluation and
Recommendations
1.1.2
1.1.3
1.1.4
1.1.5
1.1.6
1.2
1.2.1
1.2.2
Planning
Create Preliminary Scope
Statement
1.2.3
1.2.4
Develop Project Plan
1.2.5
Submit Project Plan
1.2.6
1.3
1.3.1
Execution
1.3.2
1.3.3
Decide materials used in the
career
1.3.4
1.3.5
Procure Hardware/Software
3
1.3.6
Interview Professors
1.3.7
Hire Professors
1.3.8
1.3.9
1.3.10
1.3.11
Distribute Classrooms
Help students enrolment
1.4
1.4.1
1.4.2
Control
Project Management
Project Status Meetings
58
1.4.3
Risk Management
2
3
1.4.4
1.5
1.5.1
Audit Procurement
3
1.5.2
1.5.3
Update Files/Records
3
1.5.4
1.5.5
Archive Files/Documents
59
Activity ID
60
ACTIVITY LIST
Project title:
Launch postgraduate degree
in Project Management
ID
Activity
Date:
31/01/2013
Description of Work
Here will
Name of the activity. You can find
be the
this in your WBS as well.
number
you have
on you
WBS
numbering
scheme
1.1.2
1.1.3
61
Activity ID
Name of activity
Description of activity
Logical relationships
Imposed dates
62
Constraints
Assumption
Type of effort
63
ACTICITY ATTRIBUTE
Project title: Launch postgraduate degree in Project Management
Activity: Name of the activity. You can find this in your WBS as well.
Description of Work:
You have to detail enough of the activity so the person who does the work will understand what he or she needs to do. Do
not only use a phase only.
Collect survey from the marketing department, as well as the analysed results.
Predecessors
Relationship
Start to
start, finish
to start or
finish to
finish
Finish to
start
Lead or Lag
Successor
Any required
delays between
activity delays(lag)
or
accelerations(lead)
lead
Relationship
Start to
start, finish
to start or
finish to
finish
Lead or Lag
Any required
delays between
activity delays(lag)
or
accelerations(lead)
Skill Requirements:
64
Assumptions:
Any assumption about resource availability, skill sets, or other assumptions that impact the activity
The survey report may not need to approve by the sponsors.
65
4.2.10.
Milestone list
Milestones are significant events within the project schedule. They are not
work activities. For example, a completed design, a certain deliverable due
dates from customer, or a company-required checkpoint could be
milestones. The sponsor may impose milestone, and a summary of these
milestone would be includes in the project charter.
As a project manager you should understand that you can also impose the
additional milestones to the project during the sequence activities or develop
schedule processes, as a checkpoint to help control the project. If the
checkpoint in the schedule arrives and any of the planned work has not
been completed, it indicates the project is not progressing as planned.
66
MILESTONE LIST
Project title:
Launch postgraduate degree
in Project Management
Date prepared:
31/01/2013
Milestone
Milestone Description
Type
Name of milestone
Internal/external
Internal and
mandatory
67
Interim/final
Mandatory/optional
4.2.11.
This form describes the types and quantities of the resources required for
each activity in a work package. These requirements can then be gathered
to determine the estimated resources for each work package. The amount
of detail and the level of specificity of the resource requirements description
can be very different by their application area.
The resource requirements documentation for each activity can includes the
basis of estimate for each resource, as well as the assumptions that were
made in determining which types of resources are applied, their availability,
and what quantities are used.
68
Type of Resource
Date prepared:
31/01/2013
Quantity
Comments
Here will
People, equipment, material,
be the
supplies, location or other.
number
you have
on you
WBS
numbering
scheme
How many
you need.
1.1.2
People
1.1.2
Car
The data analysing expert may not be able to assign to this project before the first milestone.
69
4.2.12.
70
WBS ID
From
WBS
1.1.2
Date prepared:
31/01/2013
Activity
Effort Hours
160
160
71
Duration Estimate
20 days (160/8=20)
or 4 weeks
(160/40=4).
20 days or 4 weeks
4.2.13.
Analogous estimates:
72
73
Date prepared:
31/01/2013
Parametric Estimates
WBS ID Effort Hours
1.1.2
120
Resource
Quantity
% Available
Performance
Factor
Duration
Estimate
0.8
0.8
105
Multiplier
Duration
Estimate
2/3=0.67
10 x
0.67=6.7
days
Analogous Estimates
WBS ID
1.1.2
Previous
Activity
3 resources
Previous
Duration
30 days
Current
Activity
2 resources
1.1.2
Optimistic
Duration
20
36
74
Weighting
Equation
Expected
Duration
Estimate
(o+ 4m+p)/6
26
4.2.14.
The schedule management plan provides the framework for managing the
project schedule and the process required to change the project schedule
should the need arise. This plan has to answer the questions such as who
will be involved, and what approach will we take to plan the schedule for the
project? What tools will I use for scheduling? and How will I effectively
manage and control the project to the schedule baseline, and manage
schedule variances?
The schedule management plan should include:
75
The schedule management plan can be formal or informal, but its part of
project management plan. It helps make schedule estimating processes
faster by providing guidelines on how estimates should be stated.
During the monitoring and controlling, the schedule management plan can
help determine if a variance is over the allowable threshold and therefore
must be acted upon. The schedule management plan can also help
determine the types of reports required on the project relating to schedule.
76
The acceptable reason for change will be the regulation of the university or
government political issue.
Describe how you will calculate and report on the projected impact of any schedule
changes (time, cost, quality, etc.):
Impact is calculated by using PERT chart. Any impact will be document and follow
up.
Describe any other aspects of how changes to the project schedule will be
managed:
77
4.2.15.
79
Project title:
Launch postgraduate degree
in Project Management
Date prepared:
31/01/2013
Parametric Estimates
WBS ID
1.1.2
Cost Variable
Cost per
Unit
Number of
Units
Cost Estimate
person
20
100
Analogous Estimates
WBS ID
Previous
Activity
Previous
Cost
Current
Activity
Multiplier
Cost Estimate
1.1.2
5 survey
analyzed
500
8 survey
analyzed
8/5=1.6
1.6x500=800
1.1.2
Optimistic
Cost
4000
7500
80
Weighting
Equation
Expected Cost
Estimate
(o+ 4m+p)/6
5250
4.2.16.
As with scope and time, the management plan for the costs is a required
part of project management. The cost management plan answers the
questions such as how will I go about planning cost for the project? and
How will I effectively manage the project to the cost baseline, control costs,
and manage cost variances?
The cost management plans includes:
Whether costs will include both direct cost(the costs directly attributable
to the project) and indirect costs(cost not directly attributable to any one
project, such as overhead costs)
Control thresholds
81
Person(s) to whom Cost Change Request forms must be submitted for approval:
When the change is made, change control board have to approve the change. Here
will be depending by who have been assign to the change control board.
Name: Mark
Name: Jean
Name:
Title: sponsor
Title: sponsor
Title:
Acceptable reasons for changes in Project Cost (e.g., approved scope changes,
increased raw materials costs, etc.):
The acceptable reason for change will be the regulation of the university or
government political issue (tax or employee yearly raise).
Describe how you will calculate and report on the projected impact of any cost
changes (time, quality, etc.):
All the cost in the currency of USD. All the cost change will be documented.
Describe any other aspects of how changes to the Project Cost will be managed:
Change that is approved will be following in the change control process
Change which is not approved will be observed.
82
4.2.17.
With a little bit of planning and oversight your projects can always guarantee
quality deliverables. Remember the purpose of the plan quality process is to
determine what quality is and to put s plan in place to manage quality.
The quality management plan tells how the project management team will
implement the performing organizations quality policy. The quality
management plan should be access early in the project to ensure that
decisions are based on accurate information. The benefits of this review can
include decreasing of cost and schedule overruns caused by rework.
The quality management plan includes:
Who will be involved in managing quality, when and what their specific
duties will be
Some projects may combine the quality management plan with the process
improvement plan and the quality metrics or quality checklist. Other projects
will have a separate document for each.
83
Date prepared:
31/01/2013
1. Chiang wanting
2.Tim
3.
3.
4.
4.
84
4.2.18.
Quality matrix
The only way to effectively to know how the project is going and be able to
determine when to request changes is to determine metrics in advance. A
quality metrics is an operational definition that describes, in very specific
terms, a project or product attribute and how the quality control process will
measure it. This means the project manager needs to think through the
areas on the project that are important to measure and decide what
measurement is acceptable.
Some examples of quality metrics are:
85
QUALITY MATRIX
Project title:
Launch postgraduate degree
in Project Management
ID
Date prepared:
31/01/2013
Item
Metric
Measurement Method
Item to be measure
Measurement
Method of measuring
Teaching material
PMI standards
Reviewing processes
Inspection
86
4.2.19.
As a project manager, not only must you know what the processes are on
the project and create additional processes as necessary, you must also
improve the processes that are currently in use on the project. This plan for
improvement called the process improvement plan and becomes part of
project management plan.
This improvement management plan helps save time by increasing
efficiency and preventing problems. It also save money and increase the
probability that the customer will be satisfied. The project improvement plan
details the steps for analysing processes to identify activities which enhance
their value.
The areas should be considered include:
87
PROCESS IMPROVEMENT
Project title:
Launch postgraduate degree
in Project Management
Date prepared:
31/01/2013
Process Description:
A description of the process including the start and end of the process, the stakeholders of
the process, and inputs, output and interfaces of the process. The stakeholders can be
end users, maintenance and operations, or machines and equipment. Any other relevant
information about the process should be included to provide enough understanding.
Market survey starts on 1st, September and finish on 30th September. David is the activity
owner.
This survey is designed for 10 questions aimed to the executive master preference. The
result is analysed statistic chart.
Process Metrics:
The metrics and measurements involved in the process. This can include time, number or
steps or hand-offs, current errors, etc. the metric in this section represent the current
process, not the improved process. Some processes who involved in process may not
have matrices to stand for.
none
Targets for Improvement:
An explicit statement of the aspect of the process targeted for improvement and the
intended metrics.
The analysed result come in a bar chart which didnt provide enough understanding to the
project team
Process Improvement Approach:
A description of the skills, processes, approaches, tools and techniques that will be
applied to improve the process.
The bar chart should be attaching an explanation to clarify its result.
Attach a process flowchart of the current and the intended future processes.
88
4.2.20.
Accountable
Responsible
Consulted
Resource
Informed
Sign-off
89
Work package 1
Work package 2
Work package 3
Work package 4
Work package 5
Work package 6
Person 1
R
I
I
A
R
C
Date prepared:
31/01/2013
Person 2
C
A
R
R
Person 3
A
C
R
I
A
R
Person 4
R
C
I
A
90
4.2.21.
Role: the label describing the portion of a project for which a person is
accountable. For example: IT specialist, court liaison. How clearly you
defined the roles concerning authority, responsibilities, and boundaries
should be document.
Authority: the right to apply project resource makes decisions, and sign
approvals. Some examples of decisions that need clear authority
include the selection of a method for completing an activity, quality
acceptance, and how to respond to project variances.
91
92
4.2.22.
Projects need a plan for when and how project human resource should be
defined, how team members will be added, managed, controlled, and
release from the project. This is what the human resource plan does.
The human resource plan should include:
Staffing management plan: this plan defines when and how human
resource requirement will be met. The plan is updated continually
during the project direct on-going team member acquisition and
development actions.
Recognition and rewards (What are they? What are the criteria for
their use?)
93
Compliance (how will the project comply with any rules related to
human resources)
Project title:
Date prepared:
Launch postgraduate degree
31/01/2013
in Project Management
Roles, Responsibility and Authority
Role: define job title
Responsibility: defines the Authority: defines
duties
decision making limit
1.IT engineer
1. web design and online
1. products and resources
2.
enrolment
that use in the web
2.
designing
2.
Staffing management plan
Staff acquisition: where the staffs will come from
The engineer is distributing by human resource department. The engineer is
belongs to IT department
Resource calendars: when are people available, when will they be used
The engineer is available on June 15th and it will be used start on 30th of
May.
Staffs release plan: when will resources be released and no longer be
charged to the project.
The engineer starts on May 30th 2012 to May 30th 2013
Staff training needs: what training do the resources need
English training is required
Recognition and rewards: what are they and what are the criteria for their
use
Rewards are flowering as the university organization reward system
Compliance: how will the project comply with any rules related to human
resources
All the organization rules is adapted in the project
Safety: what policies protect the resources
Employees insurance is followed up according to the organizational regulation
94
4.2.23.
Between whom(audience)
95
Status report
Audience
People or the
groups who should
receive the
information
Tim, David, Mark,
Jean, Jeff
Term or Acronym
Frequency
How often the
information is to be
provided
Every week
Sender
Name of the
person that will
provide the
information
Chiang wanting
Definition
WBS
UCI
Universidad paracooperacininternacional
96
97
4.2.24.
Risk Register
The risk register is where most of the risk information is kept. Think of it as
one document for the whole risk management processes that will be
constantly updated with information as identify risks and the later risk
management processes are completed. The risk register becomes parts of
the project documents and is included in historical records that will be used
for future project.
The risk register includes:
Root causes of risks: T the root causes of risks are documented. This
information is valuable in later efforts to reassess risk on the project and
for future project.
Updated risk categories: you will notice a lot of place where historical
records and company records are updated throughout the project
management process. Make sure you are aware that lessons learned
and communicating information to other projects does not just happen
at the end of the project. As part of risk identification effort, the project
provides feedback to the rest of the company regarding new categories
of risk to add to the checklist (Mulcahy, 2011)
98
RISK REGISTER
Project title: Launch postgraduate degree in Project Management
Risk
ID
Risk Statement
Impact
Scope
Probability
Revised
Probability
Scope
Revised Impact
Quality
Schedule
Likelihood
of
occurrence
High -0.8
Cost
Likelihood
Revised impact on each objective
after the
after the response strategy
response
strategy
Very low-0.1 Very
High
Low
Modera
Low
0.8
0.02
te 0.04
0.01
Quality
Score
Schedule Cost
High-0.8
Moderate- High-0.8
0.5
Revised
Score
Responsible
Party
Revised
probabilit
yx
impact
0.087
Who will
follow through
on the risk
and response
David
99
Response
Probability
x impact
High- 2.3
0.8
Actions
Description of planned
response strategy to the
risk event
The risk will be accepted
Status
Comments
Open/
close
Comments provide
information about the risk
close
Follow up if both
engineer share the same
information to the project
4.2.25.
This assessment explores the likelihood that each specific risk will occur;
the potential effect on a project on a project objective such as schedule,
cost, quality, or performance, including both negative effects for threats and
positive effects for opportunities. Probability and impact are assessed for
each identified risk.
100
Date prepared:
31/01/2013
Scope Impact:
Very High
High
Medium
Low
Very Low
Quality Impact:
Very High
High
Medium
Low
Very Low
Schedule Impact:
Very High
High
Medium
Low
Noncritical paths have is used all their float, or overall schedule increase of 1% to 5%
Very Low
Cost Impact:
Very High
>20%
High
10%-20%
101
Medium
5%-10%
Low
Very Low
Cost increase that requires use of some contingency but some funds remain
Probability:
Very High
High
Medium
Low
Very Low
Risk Rating:
High
Medium
Low
102
4.2.26.
The matrix may be used to sort or rate risks to determine which ones
warrant an immediate response (and will be moved on through the risk
process) and which one should be put on the watch list. It means this matrix
rating helps guide risk responses. The matrix may be standardized within
the company or department, or it may be customized to the needs of the
project.
103
Very
Low
Low
Mediu
m
High
Very
High
(PROBA
LIITY)
Very Low
Low
Medium
104
High
Very High
(IMPACT)
4.2.27.
Methodology: this section of the plan defines how you will perform risk
management for the particular project. Each project is different. Low
priority project will likely warrant less of a risk management effort than
high priority projects
Roles and responsibilities: You have to document: who will do what! Did
you realize that non-team members may have roles and responsibilities
regarding risk management?
Timing: the section of the plan talks about when to do risk management
for the project. Risk management should start as soon as you have the
appropriate inputs and should repeated throughout the life if the project,
105
since new risks can be identified as the project progresses and the
degree of risk can change over the course of a project.
106
Date prepared:
31/01/2013
Definitions of Probability:
107
Term used to
measure
probability such
as very lowvery high or
0.1-1
Very High
High
Medium
Low
Very Low
Low /0.1
Cost
Moderate
/0.2
Major areas of
scope affected
High /0.4
Scope
reduction
unacceptable
to sponsor
Project end
item is
effectively
Very high
/0.8
Schedule
Quality
degradation
barely
noticeable
Only very
demanding
applications
are affected
Quality
reduction
requires
sponsor
approval
Quality
reduction
unacceptable
to sponsor
Project end
item is
effectively
108
Insignificant
time increase
Insignificant
cost increase
<5% time
increase
<10% cost
increase
5-10% time
increase
10-20% cost
increase
10-20% time
increase
20-40% cost
increase
>20% time
increase
>40% cost
increase
useless
useless
Contingency Protocols:
Describe the guidelines for establishing, measuring and allocating both budget
contingency and schedule contingency
Reviewing the cost management plan.
109
4.2.28.
Once the decisions have been made about what to procure from outside
sources, the project manager can make a plan to manage those
procurements. Like other management plans, the procurement management
plan describes how procurement process will be planned, executed, and
controlled.
The procurement management plan can include guidance for:
Those actions the project management team can take individually, if the
performing organization has a prescribed procurement, contracting or
purchasing department
Handling the make-or-buy decisions and liking them into the estimate
activity resource and develop schedule processes
Setting the schedule dates in each contract for the contract deliverables
and coordinating with schedule develop and control processes
110
Establishing
the
form
and
format
to
be
used
for
the
111
Date prepared:
31/01/2013
Procurement Authority:
Describe the project mangers decision authority and limitation, including at least: budget,
signature level, contract changes, negotiation and technical oversight.
Project manage has all the authority above procurement manager.
Procurement Department:
The responsibilities of the procurement or
contracting representative and department
1. Procurement depart are assisting in all
the processes till close the procurement
2.
Contract Type:
Identify the contract type
The contract type is fixed price
Selection Criteria:
Weight
Criteria
Identify selection criteria and their relative weighting. Include information on independent
cost estimates if appropriate.
Reference Bidders have to at least have three recommendations
Company Bidders have to at least have 10 million company net value
Value
112
Define how the contractors schedule should integrate with the project
schedule including milestones and long lead items
When outsource the contractor, adapt the project schedule in it
Documentation Define any documentation needed from the contractor and how that
documentation will integrate with project documentation
Company organization chart form the contractor
Risk
Defines how risk identification, analysis and tracking will integrate with
the project risk management
Attached the WBS form the contractor
Performance
Reporting
113
4.2.29.
Financial stability
Understanding of need
Technical ability
Warranty
114
They are just some examples of information that can be evaluated. Use the
information on your project to tailor the criteria and rating to best meet your
needs.
115
Describe what the criteria mean. Ex: for experience, it may mean that the bidder has no prior experience, then keeping rating
them till the greatest number.( 1 means none and 5 mean very much )
experience
company value
reputation
weight
experience
15
company
value
15
reputation
15
Totals
none
done one
similar job
5-10similar jobs
<1 million
2-4 million
5-7 million
8-10million
>10 million
bad
not bad
fine
good
very good
Candidate 1
Rating
Candidate 1
Score
Candidate 2
Rating
Candidate 2
Score
Candidate 3
Rating
Candidate 3
Score
14
116
15
4.2.30.
117
118
Date prepared:
31/01/2013
119
Project Reviews:
List any project review, ex: phase gate review, customer product reviews and quality review etc.
Quality audit, team performance, contractor status and product acceptance are some document
that review the project
Tailoring Decisions:
Indicate any decision made to combine, neglect or expand project management processes. This
may include defining the specific processes used in each life cycle phase and the weather it is a
summary or detailed application of specific processes
No relevant matters to mention
Project-Specific Considerations:
Specific information about the environment, stakeholders, product integration or any other
aspects of the project that warrant special attention
Since this would be the first project management English teaching master degree. Marketing and
school image promote should be consider emphasized in this.
Subsidiary Management Plans: attached each area plans.
Area
Approach
Requirements Management
Attached each area plans.
Plan
Scope Management Plan
Attached each area plans.
Schedule Management Plan
Human Resources
Management Plan
Communications Management
Plan
Risk Management Plan
Procurement Management
Plan
Change Management Plan
Configuration Management
Attached each area plans.
Plan
Baselines:Attach all project baselines.
120
4.2.31.
With all product and project documentation that is part of managing a project
and all the changes to this documentation that will occur throughout the life
of the project, wouldnt it be wise to have a plan for making sure everyone
knows what version of the scope, schedule, and other components of the
project management plan are the latest version?
This is the purpose of the configuration management plan. It describes
those objects that are configurable, those objects that require formal change
control, and the process for controlling changes to those objects. Put it in
the simple way is how you will manage changes to the deliverable and
resulting documentation, including which organizational tools you will use on
this effort.
The difference between configuration management and change control
management is configuration management is focus on the specification of
both deliverables and the processes; and change control management is
focus on identifying, documenting and controlling changes to the project and
product baselines (Mulcahy, 2011).
121
Project title:
Launch postgraduate degree
in Project Management
Date prepared:
31/01/2013
Configuration Identification:
Component
Identify the items of the product that will be
tracked. Define the deliverable that makes
up the product that will be identified,
tracked, and managed. Each of the parts
and pieces that make up these deliverables
would then be listed and tracked
throughout the life of the products.
Online register
Admission processes
Webpage design
Teaching materials choosing
Hiring professors
Identification conventions
Describe how the items of individual
deliverables will be identified.
Identification Conventions
Describe how the documents will be
named and identified
The items will then be assigned to a focus
group. Each member of anitem focus group
will have the ability to access the item
documentation, make changes and edits.
122
123
4.2.32.
Change will happen during your project, there's no way to avoid it. Be
prepared for changes by planning for changes in advance. Controlling a
project to the baseline and the rest of the project management plan is so
important that the project manager needs to think in advance about where
there might be change and what to do to limit the negative effects of
changes.
Regardless of whether you work on small or large projects, your role is not
just ease the making changes by others, instead, you need to stand as a
barrier to prevent unnecessary changes and to plan the project in a way that
minimize the need for changes. Changes should not be undertaken
carelessly.
The change management plan describes how change will be managed and
controlled and may include:
124
Project title:
Launch postgraduate degree
in Project Management
Date prepared:
31/01/2013
Definitions of Change:
Schedule change:
Define a schedule change versus a schedule revision. Indicate when a schedule
variance needs to go through the change controls process to be rebaselined.
The change of the IT engineer will cause the project 1 week late, since the project
schedule is not flexible, the corrective action is taken covering by add budget.
Budget change:
Define a budget change versus a budget update. Indicate when a budget variance needs
to go through the change controls process to be rebaselined.
The change will affect the original budget, changing the IT engineer will cost 1000USD
more each month, the project still has 4 month to go. This over budget will use the fund
to cover it.
Scope change:
Define a scope change versus a change in approach. Indicate when a scope variance
needs to go through the change controls process to be rebaselined.
The change will not affect the scope.
Project document changes:
Define when updates to project management documents or other project documents
need to go through the change controls process to be rebaselined.
Human resource management plan and communication management plan will need to
update the new IT engineer information
Board member
Responsibility
Responsibilities and
activities required of
the role
Examine change and
the affecting area to
give the answer
125
Authority
Authority level for
approving or
rejecting changes
Giving
suggesting, have
no authority to
accept or reject
Tim
Board lead
approve the
change
Have all the
authority to
approve the
change
126
4.3. Executing
Change request
Change log
Quality Audit
Issue log
127
Even you are an excellent project manager; even your plan is perfect; there
will always be changes. Not your fault when the changes occurred, but it will
be if you didnt manage it properly. Change is inevitable on projects, but a
project manager should work to prevent the root cause of change whenever
possible.
Changes can be made to the product scope, any part of project
management plan, the contract, charter, statement of work, policies and
procedures or even the performance measurement baseline. The process of
making a change should the change management plan.
As a project manager you have to have a process and templates in place for
creating changes requests. Keep in mind that just because a change is
requested, however, it doesnt mean the change has to be or even should
be implemented. After you create a change request, performing integrated
change control is next. Dont forget that you will also need the change
control board to approve or reject the changes.
128
CHANGE REQUEST
Project title:
Launch postgraduate degree
in Project Management
Date prepared:
31/01/2013
Change number: 1
Category of Change:
Scope
Cost
Quality
Schedule
Requirements
Documents
Impacts of Change:
Scope
Increase
Modify
Decrease
Description: describe the impact of the proposed change on the project or product
scope
The scope wont be impact
Increase
Quality
Decrease
Modify
Description: describe the impact of the proposed change on the project or product
quality
Quality will be double checked
Requirements
Increase
Modify
Decrease
Description: describe the impact of the proposed change on the project or product
requirement
The requirement wont be impact
Cost
Increase
Decrease
Modify
Description: describe the impact of the proposed change on the project budget or
cost estimates
One resource more increase the salary
129
Schedule
Increase
Decrease
Modify
Description: describe the impact of the proposed change on the schedule and
whether it will cause a delay on the critical path
The resource will bring back the project to the original schedule
Disposition
Approve
Defer
Justification:
Justification for the change request disposition
Sponsor
Jean
Sponsor
Signature
Date:15/10/2012
130
Reject
Change ID
Category
Description of change
Submitter
Submission date
Status
Disposition
131
CHANGE LOG
From the
change
request
form
Cost
Description of Change
Person who
requested
the change
Chiang
wanting
132
Submission
Date
10/10/2012
Status
Disposition
Open
close or
pending
Approved
Deferred
rejected
close
approved
The picture represent a quality audit is to see if you are complying with
company polices, standardized practices, and procedures and to determine
whether the policies, procedures, and procedures being used are efficient
and effective. Put it in this way, we learn from our mistakes, and therefore
quality audit is indispensable in the project management.
The objectives of a quality audit are:
Never think a quality audit as a negative event. Instead, a good quality audit
will look for new lessons learned and effective practices that your project
can provide to the performing organization. So the work of a project is not
only to produce the product of the project; it could also be said that a project
should contribute to the best practice within the organization and therefore
make the organization better.
Although quality audit are usually perform by the quality assurance
department, the project manager can lead this effort if the performing
organization does not have such a department.
133
QUALITY AUDIT
Project title:
Launch postgraduate degree
in Project Management
Project auditor:
Dell
Date prepared:
31/01/2013
Audit date:
September 1st ,2012
Area Audited:
Project
Product
Approved change
implementation
Quality
Management
Plan
Project processes
Product requirements
Corrective or preventive action
implementation
Organizational policies
Project documents
Product documents
Defect/deficiency repair
Organizational
procedures
Defect
Action
Responsible
Party
Due Date
Describe deficiencies or
defects
Assigned
person
Due date
Tim
20/10/2012
Comments:
134
135
Project title:
Launch postgraduate degree
in Project Management
Date prepared:
31/01/2013
Technical Performance:
Scope
Meets
Exceeds
Expectations
Expectations
Needs Improvement
Meets
Exceeds
Expectations
Expectations
Needs Improvement
Exceeds
Expectations
Meets
Expectations
Needs Improvement
Cost
Exceeds
Expectations
Meets
Expectations
Needs Improvement
Interpersonal Competency:
Communication
Meets
Exceeds
Expectations
Expectations
Needs
Improvement
Meets
Exceeds
Expectations
Expectations
Needs
Improvement
Exceeds
Expectations
Meets
Expectations
Needs
Improvement
Exceeds
Expectations
136
Meets
Expectations
Needs
Improvement
Team Morale
Comments: describe the overall team morale
Team is optimistically doing the project. Efficiently delivery every working package
Approach
Actions
137
138
ISSUE LOG
Category
Issue
Impact on Objectives
Type of
Define issue
issue;
stakeholder,
decision,
etc.
Enrollment
Enrollment date was planned on 28/02/2013, now
date
change to 30/03/2013
Responsib
le Party
Person
who assign
to follow up
David
Actions
Status
Open or
close
open
High
Medium
low
Schedule
high
Due Date
Date issue
needs to be
resolved
15/11/2012
139
Urgency
Comments
Any clarifying comment about the issue , the
resolution or other fields on the form
If the date is changed admission will present the
change request form to the head office.
Controlling
changes
and
recommending
preventive
action
in
Monitoring
the
on-going
project
activities
against
the
project
Risk Audit
Product acceptance
140
141
Issues
Comments
142
Date prepared:
31/01/2013
Sponsor:
Mark
143
Issues:
Any new issues that have arisen this period. These risks should be recorded in the issue
log
The changed date of enrolment deadline
Comments:
Any comments that add relevance to the report
144
Percent planned
Percent earned
Percent spent
146
Date prepared:
31/01/2013
Overall Status:
Current
Reporting
Period
Current Period
Cumulative
Past Period
Cumulative
EV-PV
EV-AC
EV/PV
EV/AC
PV/BAC
Percent earned
EV/BAC
Percent spent
AC/BAC
147
(BAC-EV)/(BAC-AC)
148
good practice
149
RISK AUDIT
Project title:
Launch postgraduate degree
in Project Management
Project auditor:
Chiang wanting
Date prepared:
31/01/2013
Audit date:
20/11/2012
Cause
Response
Comment
Describe the
response
implemented
Multiple on-going
project
Request another
IT engineer
Response
Successful
Actions to Improve
List risk
response
Indicated if the
response was
successful
Request another
IT engineer
Successful
IT engineer is assigned to
several projects in the same
period
Risk accepted
Identify Risks
Perform Qualitative Assessment
Perform Quantitative Assessment
Plan Risk Responses
Monitor and Control Risks
Followed
150
This matrix helps managers to control what is going to the contractor doing
their jobs. In a large project, there may be have many contractors, manager
should have the control of what the contractors are doing in scope, quality,
cost, schedule furthermore if there is any risk occurred.
This report is filled out by the contractor and submitted on a regular basis to
the project manager. It tacks for the current reporting period and provides
forecasts for future reporting period.
Items are reported may include:
Scope performance
Quality performance
Schedule performance
Cost performance
Forecasted performance
Claims or disputes
Risks
Issues
151
Date prepared:
31/01/2013
Contract #:
121030001
152
any issue that have arisen, this should be also in the issue log
the second should be pay on time, if not penalty should be made
Comments:
Comments relevance to the report
153
This matrix describes the process and guidelines for accepting completed
products, services, or results. This matrix note down what the requirement of
the product and whats the method you verify and validate it and also the
guidelines of the acceptance.
The purposes of this matrix are:
Requirements
Method of verification
Method of validation
Acceptance criteria
Status of deliverable
Sign-off
154
PRODUCT ACCEPTANCE
Project title: Launch postgraduate degree in Project Management
ID
Date prepared:31/01/2013
Requirement
Describe the
requirements
Verification Method
Method of verifying the
requirement
Validation Method
Method of validate the
requirement meets the
stakeholders needs
Acceptance Criteria
Criteria for acceptance
Status
Accepte
d or not
Sign-off
Signature of
party accepting
the product
Reviewing
Interviewing
Accept
Mark
155
4.5. Closing
You have completed all the product scope but project hasnt finished until
project closing which is one of the most ignore part of the project management
process. The project closing consists of the processes to formally closeout the
project.
Once the closing process is completed the project manager has received
acceptance from the project sponsor, conducted a post-project review,
performed and documented lessons learned and archived all project related
documents.
It will also include any work needed to transfer the completed project to those
who will use it and to solicit feedback from the customer about the project and
the project. In any situation, ignoring the closing processes is a real mistake, as
the work to be done during closure is extremely important to the performing
organization and to the customer (Mulcahy, 2011).
The forms used to document closing information include:
Procurement Audit
Lessons Learned
156
scope
quality
schedule
cost and
Process
157
PROCUREMENT AUDIT
Project title:
Launch postgraduate degree
in Project Management
Project auditor:
Chiang wanting
Date prepared:
31/01/2013
Audit date:
20/11/2012
Yes
Conduct Procurements
Yes
Administer Procurements
Yes
Close Procurements
Yes
158
159
scope
quality
schedule
cost and
change ID
description of change
date approved
description of disputes
resolution
date resolved
160
Date prepared:
31/01/2013
Contract Representative:
Diego- CEPCC
Scope
Quality
Schedule
Cost
Other
Scope
Quality
Schedule
Cost
Other
Change Description
Describe the change. Refer to the change log if necessary
Contract is finished a week early as the stated date
Date
Approved
Date
signed off
21/02/2013
Resolution
Describe the resolution including any
arbitration or dispute resolution
The final payment is made to payment
before the due date
161
Date
Resolved
Date
signed off
21/02/2013
162
Project close out form document the conspectus how the project objects
have been met, whats their success criteria and variance. This about every
book has the cover and button page; this is the button page of each project
book. The objectives from the project charter are reviewed and evidence of
meeting then is documented. If the objective was not met, or if there is a
variance, it is documented as well.
Information you can find out in the form:
Project description
Project objectives
Success criteria
Contract information
Approvals
163
Date prepared:
31/01/2013
Project manager:
Dean
Project Description:
Summary level description of the project. This information is form the project charter
This project will provide a new career in project management in the business department.
Project Objectives
Scope:
describe the scope needed to
achieve the planned benefits
of the project
Project scope is achieved
Time:
describe the goal for the
timely completion of the
project
Project schedule is completed
on the planned time
Cost:
describe the goal for the
project expenditures
Project cost is under budget
Success Criteria
How Met
Variance
164
Quality:
describe the quality criteria for
the project
Quality had been met in the
project
Other:
Any types of objective
appropriate to the project
Contract Information:
Provide information on contracts. (from the contract close-out report)
Contract is completed and close on 21/02/2013
Approvals:
Project Manager Signature
Date
Date
165
Even the most successful projects have lessons from which we can learn.
Whether you're building the next Eden garden, or simply build a house there
will be lessons you can learn from your project. An effective Project
Manager documents and analyses the lessons learned from his project and
applies them to future projects throughout the organization.
Capturing lessons learned is an integral part of every project and serves
several purposes.
Requirements
Scope
166
Schedule
Cost
Quality
Human resources
Communication
Stakeholder management
Reporting
Risk management
Procurement management
Process improvement
Product-specific information
Quality defects
Vendor management
167
LESSONS LEARNED
Project title: Launch postgraduate degree in Project Management
168
Product-specific information
Other
Response
Comments
Resolution
Comments
Issue
Resolution
Comments
Other
Areas of Exceptional Performance
169
TEMPLATES SUMMARY
Templates
Belong
Process
Initiating
Project charter
Process Output
4.1 Develop project
charter
10.1 Identify
Stakeholders
10.1 Identify
Stakeholders
Actions have be
taken
Use in company
Use in company
Stakeholder
Analysis Matrix
Initiating
Stakeholder
Management
Strategy
Requirements
documentation
Initiating
10.1 Identify
Stakeholders
Use in company
Planning
Use in company
Requirements
traceability matrix
Planning
Use in company
Requirements
management plan
Planning
Use in company
Use in company
Considered when
developing activity cost
estimate and activity
resource requirements
5.3 Create WBS
Use in company
Use in company
Project
statement
scope Planning
Assumption
constrain log
and Planning
Work
breakdown Planning
structure
Work
breakdown Planning
structure dictionary
Use in company
Use in company
Activity list
Planning
Use in company
Activity attribute
Planning
Use in company
Milestone list
Planning
Use in company
Activity
resource Planning
requirements
Activity
estimates
Adapted in
company currant
one
Adapted in
company currant
one
duration Planning
170
Provide information to
activity duration estimate
Use in company
Schedule
management plan
Adapted in
company currant
one
Adapted in
company currant
one
Adapted in
company currant
one
Using another
standard in the
company
Using another
standard in the
company
Using another
standard in the
company
Use in company
Planning
Cost
estimate Planning
worksheet
Provide information to
activity cost estimate
Cost
plan
management Planning
Quality
management plan
Planning
Quality metrics
Planning
Process
improvement
Planning
Responsibility
assignment matrix
Planning
Roles
and Planning
responsibilities
Use in company
Human
plan
Use in company
resource Planning
Communication
management plan
Planning
Use in company
Risk register
Planning
Using another
standard in the
company
Using another
standard in the
company
Using another
standard in the
company
Using another
standard in the
company
Use in company
Probability
and Planning
impact assessment
Probability
impact matrix
Risk
plan
and Planning
management Planning
Procurement
management plan
Planning
171
Source
criteria
selection Planning
Use in company
Using another
standard in the
company
Use in company
Project
management plan
Planning
Configuration
management plan
Planning
Provides information to
project management plan
Change
management plan
Planning
Provides information to
project management plan
Use in company
Change request
Executing
Use in company
Change log
Executing
Quality Audit
Executing
Provides information to
perform integrated
change control
Related to change
request and change
management plan
8.2 Perform quality
assurance
Executing
Issue log
Project
performance report
Monitoring
and
Controlling
Earned value status Monitoring
and
report
Controlling
Monitoring
and
Controlling
Contractor
status Monitoring
and
report
Controlling
Product acceptance Monitoring
and
Controlling
Risk Audit
Can be used as a
technique in
6.6 Control schedule
7.3 Control costs
10.5 Report performance
11.6 Monitor and control
risks
12.3 Administer
procurement
11.6 Monitor and control
risks
Included in project
performance report
Provides information to
change requests and
project close-out report
172
Use in company
Using another
standard in the
company
Adapted in
company currant
one
Use in company
Use in company
Using another
standard in the
company
Using another
standard in the
company
Use in company
Adapted in
company currant
one
Procurement Audit
Closing
Use in company
Closing
Combined with
procurement audit report
Closing
Lessons Learned
Closing
Adapted in
company currant
one
Adapted in
company currant
one
Using another
standard in the
company
173
1. CONCLUSIONS
As PMI-isms project manager, you have to know everything. You dont need to
be an expert in the area of your project, but you have to be an expert in each
area in your project processes. The project manager uses the past information
(historical information and lesson learned) from other projects to plan the
current project.
As the project progresses, the project manager feeds historical records and
lessons learned from the current project back into the organizations knowledge
base. (From here you can see how important the documents can help)
Project manager in the real life are putting a lot of effort in planning and doing
the project, but often ignoring to document all the processes. Thats why project
template are made to facilitate the project documentation worksand save
project managers time when managing the project; so, when doing the project
closure, project manager wont be in a chaos of documenting the lesson
learned.
2. RECOMENDATIONS
Project manager has professional responsibility and skills to use the tools when
managing the project. This includes using the template as well. Some project
managers do have the template resources, but just dont see using them is
important to the project. Some project managers do not really know which
template using in which areas, therefore skipping doing it.
174
It is hope that this research design can helped project manager to understand
the importance of correctly using the matrixes. The templates in the thesis are
adjusted for each project. Some project may not need to use all of them. Use
the information from each project to tailor the templates to best meet each
projects need. There still needs be more research about this topic.
3. REFERENCES
175
4. APPENDIX
Date:
Knowledge areas:
Processes:
Applied areas:
initialling,
planning,
and closing
Knowledge area: Scope, time, cost,
quality,
human
communication,
risk,
resource,
procurement
management.
Project started date:
Expected finish:
June 16th,2012
Dissertation
Project objects:
To insert the proper templates in each processing group in order to increase the
documentations quality and saving time.
Product description:
This project will take 3 months from started to finish tutoring. The thesis will
176
construct according to the regulations of UCI. The thesis need to fulfil the basic
parts: cover page, index, abstract, introduction, theory reference, methods,
development, conclusion, and appendix.
Justification of impact of project:
Project managers should adept the explanation and transfer to their own
opinion when fill it out the templates. Each project will have to adjust the
templates in its needs, also the organization the project belongs to.
Delivery:
Student:
Chiang Wanting
177
Graduation thesis
1
GENERAL SUBJECTS
MENTORING
Pre-pages
Introduction
Theory
Method
development
disscussion
conclusion
1.1
1.2
1.3
1.4
1.5
1.6
1.7
cover 1
1.1.1
Statement of
problem
1.2.1
purpose of study
1.2.2
resources
initiating templates
appendix(theise)
1.4.1
1.5.1
1.10.1
investigate
technique
planning templates
1.4.2
investigate method
1.2.3
1.4.3
1.2.4
1.1.3
appendix(templates)
1.10.2
1.5.2
executing
templates
1.5.3
monitoring and
controlling
templates
1.5.4
Specific objective
Table od content
1.1.4
abstract
1.1.5
appendix
1.10
1.3.1
Restrition
General objective
acknowlegement
refrences
1.9
theory reference
1.1.2
Dedication
recommandation
1.8
LECTURE
1.2.5
closing templates
1.5.5
Review
1.5.6
178
Recommandations
and questions
1.11
Documents
approved
1.12
179
180