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This Project Management Plan Template is free to copy and use. Please feel free to provide
comments and feedback to help improve this template for future users. This template is to be
distributed only through the PM Documents web site (http://www.pmdocuments.com)
[Company Name]
Address
City, State Zip
Contents
1.
Project Description............................................................................................ 3
2.
Project Objectives............................................................................................. 3
3.
4.
Project Deliverables.......................................................................................... 3
5.
Project Milestones............................................................................................. 4
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
Authorization................................................................................................. 8
Note: Select all (ctrl + A) and hit the "F9" key to update all document references and the table of
contents
1. Project Description
Explain what the project is, and how it will be accomplished. Explain the ultimate intended outcome of
the project. This should serve as a brief introduction. Provide some background about the history of how
the project got to this point.
Note: Pull some of the Project Description information from the Project Charter or Preliminary
Project Scope Statement if available.
2. Project Objectives
Provide clear, actionable and measurable objectives of the project. The objectives should be clear enough
so that the project can be measured against the objectives once completed. The ultimate success of a
project is whether the project achieved its stated objectives. Take time to clearly document the objectives
here.
An example of an objective is:
The system/product/service will cut response times in half, thus allowing the organization to
process twice as many tickets.
Note: Pull some of the Project Description information from the Project Charter or Preliminary
Project Scope Statement if available.
4. Project Deliverables
Identify the products and services that the project will deliver. The intent of this section is to list the
product or system deliverables (e.g., an online shopping site), and not the project management
deliverables (e.g., Requirements Management Plan)
An example of a product deliverable is:
An online store with a shopping cart and credit card purchasing capability.
Note: Pull some of the Project Description information from the Project Charter or Preliminary
Project Scope Statement if available.
5. Project Milestones
Identify the project milestones.
Milestone Date
[Jan 1]
Milestone Name
System Requirements
Complete
[June 1]
Development Complete
[Dec 1]
Deployed to Production
Milestone Description
System requirements version 1.0 are approved and
baselined so that the project can begin design and
development.
Software development is complete and ready for
integration testing
System passes integration and end-user acceptance
testing and is deployed to production
Note: Pull some of the Project Description information from the Project Charter or Preliminary
Project Scope Statement if available.
Responsibilities
Sponsor of the project. Provides the budget and funding for the project.
Sets the strategic goals and objectives.
Responsible for the overall success of the project. Delivers the product with
an acceptable level of quality, on budget and on time. Responsible for the
project team, the project schedule and maintaining the project scope.
Responsible for providing status report to the project sponsor periodically
and escalating issues to the project sponsor and program manager as needed.
10.
Explain how quality will be measured on the project in order to ensure that the project deliverables meet a
minimum level of quality. Explain the specific measures that will be used and why the measures were
selected. The collected measures should provide information on whether the project is meeting its stated
objectives. The measures should focus on whether the project is delivering the defined requirements at an
acceptable level of quality to the customer. For example, if the project is intended to improve efficiency
of order fulfillment by 50%, then the project should track the number of orders filled. Also collect
baseline measures at the start of the project for all quality measures that will be tracked. Additionally, if
the project wants to improve the online user shopping experience, then the online shoppers should be
polled before and after the changes to see if the feedback has improved. (Tip: When conducting a survey
of customers, you can quantify the feedback by using a Likert-scale questionnaire).
Define the quality baseline measures here:
Quality
Measure
Web Site
Response
Time
Errors
Baseline
At least 6 second
average response time
at peak load
Less than 1% response
page errors
Customer issues
resolved 50% faster
Deploy
Product
Deployment without
production downtime
http://www.pmdocuments.com
Number of customer issues due to load issues is high.
Expect that as the load errors decrease, customer issues will
decrease thus allowing customer service to respond to
issues faster
N/A
Note: For larger projects, the Project Quality Management section could be a separate subsidiary Plan
document. For smaller projects, this section could serve as the main documentation for how project
quality is measured.
11.
Explain how resources will be applied to the project. Identify resources here for small projects. For
larger projects, explain the process for ensuring that the project maintains 100% resource allocation,
meaning that there are no activities that should be started but are waiting to be resourced. In a matrixed
project, where the resources are provided by authority from external organizations or divisions, provide
information on who provides the authority. Provide information on where the priority of the project falls
with respect to other responsibilities of the project team members. For example, resources allocated to a
project might have other operational responsibilities that cannot be put on hold. In this situation, the
project needs to be able to have a strategy for how to maintain the momentum of the project if key
resources have to move off the project for a period of time. In such a scenario, a possible strategy might
be to ensure that every activity has a backup resource.
Include a resource calendar, if possible, to show the key roles and when they will be needed.
Note: For larger projects, the Project Human Resource Management section could be a separate
subsidiary Plan document. For smaller projects, this section could serve as the main documentation
for how project resources are managed.
12.
Identify the process by which risks will be managed. A detailed and well defined risk management
process is critical to project success specifically on larger projects. Document the procedures for
identifying, analyzing, prioritizing, assigning and mitigating a risk. Identify the procedures for
implementing a contingency plan should a risk be realized and become an issue. Identify the tools used to
maintain the Risk Ledger. Define key roles and responsibilities for risk management activities. Define
the escalation procedures for risks. Not all risks are managed at the same level. Think about how a risk
would escalate within the project and even beyond the project to a higher level of authority. What types
of risks would go above the project to the program or organization level? And who would be responsible
for managing the risk? Document how to write risks. For examples on how to write a risk statement, visit
http://www.pmdocuments.com/category/risk-management/
13.
Communications management is another key component to project success. Define the lines of
communication and the methods of communication to be used. For example, if an issue is identified
(meaning that something is currently having a negative impact on the project), define how the risk should
be communicated, and to whom. Communications planning requires some foresight and careful planning.
Imagine if everyone was responsible to communicate everything. It would make for a challenging web of
communication patterns. Often, the results of an incomplete communications strategy manifest itself as
excessive meetings attended by the same people with repeated topics. To avoid this, the ultimate goal of
communications management is to ensure that stakeholders receive the information they need to know at
the appropriate time and at the appropriate level of detail.
Identify roles and responsibilities with respect to communications activities. Identify what they each role
is responsible for communicating, how often they need to communicate, what communication tool and
medium to use and any specific triggers for communication. Also identify who should receive
communications and how often. For example, the project sponsor would probably like to receive periodic
status updates on the project. This information should be included here.
Note: For larger projects, the Project Communications Management section could be a separate
subsidiary Plan document. For smaller projects, this section could serve as the main documentation
for how project communications is managed.
14.
Explain the procurement strategy here. Explain the procedures for making purchases and soliciting
requests for quotes (RFQ) from service providers. Explain how the RFQ respondents will be evaluated
against the Statement of Work (SOW).
Explain the strategy for purchases, specifically on longer term projects. For example, if a project takes
three years to launch the final product, then ensure that the final production hardware purchase is made in
year three and not year one. This will ensure that the latest technology is obtained. A good example
would be servers. Purchasing production servers for a project that will launch in three years would be an
inefficient use of the first year funds and would not take advantage of year three technology.
Identify who has purchasing authority. If there are different levels of purchasing authority, identify it
here. For example, the network administrator might have a budget and purchase authority limit that is
different from the program manager.
Note: For larger projects, the Project Procurement Management section could be a separate subsidiary
Plan document. For smaller projects, this section could serve as the main documentation for how
project procurement is managed.
15.
Authorization
If approval is required, provide the names of those business sponsors that must sign the Project
Management Plan.
Date:____________________