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Project Management PlanFull description
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Project Management
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Master Project Management Plan
Master Project Management Plan
Office of Systems Integration
Revision History REVISION HISTOR REVISION !"OR#SI TE $
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Tem+late Instr,ctions6his tem1late oers instructions, sam1le language, 8oiler1late language, and hy1erlin9s :ritten in $"*1oint Arial ont and distinguished 8y color, 8rac9ets, and italics as sho:n 8elo:;
6he 1ur1ose o the Master Project Management Plan is to ca1ture Cho:? the 1roject :ill 8e managed throughout the 1roject lie cycle0 The purpose of the aster !roject anagement !lan "!!# document is to pro$ide the project stakeholders with an appro$ed working guide for how the %!roject &ame' !roject will manage the project. The !! describes how to manage the acti$ities of the %!roject &ame' !roject, the prime contractor, and other supporting organizations throughout the project life cycle phases to ensure a timely, efficient, and effecti$e system ac(uisition as defined in the !roject )harter. /02
Sco+e
6his Master Project Management Plan identiies the activities, 1rocesses, and 1rocedures used to manage 0 !eine the 1arameters that this 1lan encom1asses0 The !! describes the o$erall purpose and scope of the !! as a document. *t pro$ides how the !roject office will be organized, staffed, and describes who the project stakeholders are. The !! further details the methodology for project management that will be employed for each project life cycle phase, as well as a brief description of each of the component plans of the !!. /01
Dest Practices e8site !e1artment o 7eneral Services !e1artment o inance !e1artment o 6echnology Services Institute o 3lectrical F 3lectronics 3ngineers Master Project Plan Oice o Systems Integration Project Management Doo9 o Eno:ledge Project Management Plan Sot:are 3ngineering Institute =S3I at 5arnegie* Melon Gniversity State:ide Inormation Management Manual 5aliornia 6echnology Agency or9 Drea9do:n Structure
Doc,ment Maintenance
6his document :ill 8e revie:ed annually and u1dated as needed, as a 1roject 1roceeds through each 1hase o the system develo1ment lie cycle0 Lessons learned as a result o continuing sta management eorts :ill 8e ca1tured at the end o each 1roject 1hase and used to im1rove 1roject and OSI standards0 I the document is :ritten in an older ormat, the document should 8e revised into the latest OSI tem1late ormat0
Office of Systems Integration
Master Project Management Plan
20 PRO3E)T P'%NNIN* The project management plan is based primarily on the project management processes described in the !+, rd edition. The methodology for planning the project utilizes the aspects of the !+ where applicable to the %!roject &ame' project based on its size, complexity, and staff resources. 20/
Sco+e Management
20/0/ Sco+e Statement The scope of the %!roject &ame' project is to procure and implement a centralized, integrated information management system at %insert location' to ensure that conditions are monitored and tracked according to program guidelines that meet the intent of the !roject. The scope of the %!roject &ame' !roject is to/ Secure and retain project appro$al and funding • •
0efine business re(uirements for the %!roject &ame'
•
1pgrade facilities to implement %!roject &ame'
•
•
•
•
2nsure 3erification and 3alidation, and *ndependent !roject $ersight are performed !rocure a $endor to design, customize, test and implement the %!roject &ame', and the needed interfaces to and from existing S* systems 2nsure the program organization and staff are prepared for the %!roject &ame' implementation 4etire the pre$ious system"s# software and documentation components
Office of Systems Integration
Master Project Management Plan
Status eetings, +i-7eekly 3endor eetings, and monthly Steering )ommittee eetings, and through the change control process. )ommunication will play a key role in scope management. The project has establish se$eral forms of $erbal and written communication described in the %!roject &ame' )ommunication !lan to ensure stakeholders, sponsors, executi$e management, team members, external agencies, and $endors in$ol$ed in the %!roject &ame' project ha$e a clear understanding of the project scope. There are so many elements that could affect a project5s scope within a project that the $ery nature of scope dictates that its management is integrated in all aspects of the project. Although the objecti$e is to ha$e little or no change to the project scope, some changes should be anticipated. *n the e$ent that scope changes occur, the changes will be identified through the )hange )ontrol process established in the %!roject &ame' )onfiguration anagement !lan. As changes to technical and business re(uirements, hardware, software, documents, and system design are identified, the impact to the project5s scope will be assessed and addressed during the formal )hange )ontrol process. Scope changes will be classified as internal or external, and project-le$el or management-le$el. The following defines what constitutes an internal $ersus external scope change/ *nternal Scope )hange 8 )hange that is generated or results within the %!roject &ame' project organization and structure within the S*. 2xamples are changes in business policies, S* policies, functionality, technical design, resources, etc. 2xternal Scope )hange 8 )hange that is generated or results from entities external to the %!roject &ame' project organization and structure. These changes may be generated or result from external control agencies, legislation, court orders, State mandates and policy, public sector, or
Office of Systems Integration
Master Project Management Plan
The %!roject &ame' !roject work breakdown structure is pro$ided in Appendix A. 20/06 &ormal %cce+tance of Sco+e The formal acceptance of the project scope was accomplished through the %!roject &ame' !roject )harter. The %!roject &ame' !roject )harter was prepared and submitted by the %!roject &ame' !roject anagers and the %!roject &ame' !roject 0irector. The charter was distributed and coordinated through the project sponsors and executi$e management staff with final appro$al by the !roject 0irector. 202
Time Management
6ime Management Plan includes the 1rocesses reuired to accom1lish timely com1letion o the 1roject0 6ime Management 1rocesses :ould 8e the schedule develo1ment, management and control throughout the 1roject lie cycle0 The Time anagement !lan of the project centers on the o$erall project schedule. The %!roject &ame' project used a top-down approach to de$elop the project work breakdown structure that was used as the foundation for the de$elopment of the o$erall project schedule. The project consists of six major parts 9# *nfrastructure 1pgrades: ;# 0ata )enter *mplementation: # %!roject &ame' 3endor 0e$elopment: <# S* anagement: =# 3erification and 3alidation: and ># *ndependent !roject $ersight )onsultant as shown in the work breakdown structure, Appendix A. These six major parts were then broken down further into the major acti$ities that make up each of these parts. 7ith the exception of the %!roject &ame' 3endor 0e$elopment acti$ities, all the major acti$ities were broken down into subordinate acti$ities and finally down to the task le$el. 2ach of the %!roject &ame' Team members was then assigned
Office of Systems Integration
Master Project Management Plan
Tracking ?A&TT $iew function in the application. The !roject Scheduler will assess schedule impacts on a weekly basis, monitor the progress, and identify areas where the schedule is or may fall behind. The !roject Scheduler will bring any items that potentially impact the schedule5s critical path to the %!roject &ame' 1ser and Technical !roject anagers5 attention. The !roject Scheduler will use icrosoft !roject to continually re-assess the project5s critical path and recommend actions to a$oid schedule slips or mitigate impacts. The schedule will follow a formal change control process for any proposed changes to the schedule. The change control process for the project schedule is described later in this document. 201
)ost Management
5ost Management Plan is to ensure the 1roject and its contractors :ill com1lete the 1roject :ithin 8udget0 5ost management also includes analysis o o1tions and issues to determine the 1otential eect on the 1roject?s 8udget and o1erations0 The %!roject &ame' )ost anagement !lan will be pro$ided as a separate plan and addresses the how project cost will be managed and controlled for the %!roject &ame' project. 206
B,ality Management
Kuality Management Plan :ill deine, measure, and im1rove the uality o the 1roject?s 1rocesses and 1roducts in order to ulill the success criteria0 Kuality management esta8lishes the 1rocesses 8y :hich 1roject 1roducts and 1rocesses must adhere to s1eciied reuirements and esta8lished 1lans throughout the
Office of Systems Integration
207
Master Project Management Plan
Ris? Management
6he +is9 Management Plan includes 1rocesses 8y :hich 1otential threats to 1roject success are identiied, mitigated, or eliminated0 +is9 considerations :ill include technical, management, solicitation and contracting, 1erormance, 8udget resources, 1olitical, natural disasters, security etc0 +is9 management is an integral part of project management from project initiation through project completion. 4efer to the %!roject &ame' 4isk anagement !lan for more information on risk management. 208
)omm,nication Management
6he 5ommunication Management Plan includes 1rocesses 8y :hich 1roject inormation is develo1ed, maintained, and managed or 8oth internal and eternal 1roject sta9eholders0 4efer to the %!roject &ame' )ommunication anagement !lan for more information on communication management. 20C
)onfig,ration Management
5oniguration Management Plan esta8lishes the 1rocesses 8y :hich system documentation items are deined, maintained, and managed0 4efer to the %!roject &ame' )onfiguration anagement !lan for more information on configuration management
Office of Systems Integration
Master Project Management Plan
identiies the governance and escalation 1rocess that :ill 8e used to manage issues, 1ro8lems, change, or a11rovals0 4efer to the %!roject &ame' ?o$ernance !lan and *ssue 2scalation !rocess for more information. 20//
Organi;ational Str,ct,re
The following is a list of internal and external organizations impacted by the %!roject &ame' !roject. ther entities include S* "for project management#, 0epartment of Technology Ser$ices "0TS# "for system network hosting#, 0epartment of ?eneral Ser$ices "0?S# "for procurement support#, 0epartment of 6inance "budgetary# and the )alifornia Technology Agency "TA# "for project o$ersight#.
List organiJational structure here 20/2
Project %ss,m+tions an )onstraints
20/20/ Project %ss,m+tions *n order to execute and accomplish the project within the time constraints is based on the following assumptions/ )ontrol Agencies ha$e appro$ed an accelerated schedule of appro$al and procurement. •
•
)ontrol agencies pro$ide appro$als by B00BCCCC and funding by B00BCCCC.
Office of Systems Integration
Master Project Management Plan
and appro$e key deli$erables before proceeding to the next phase of the project. •
The %!roject &ame' 3endor "the selected +idder# will conform to *222 or e(ui$alent and !* or e(ui$alent standards "per direction from the 06, )*, and 0?S#.
10 PRO3E)T E5E)(TION 10/
Project Management Plan EFec,tion
!escri8e the Project Management Plan eecution 1hase and the activities involved0 The !roject anagement !lan execution will be initiated through a %!roject &ame' !roject ick-ff eeting. The !roject ick-ff eeting pro$ides the forum to integrate all parties in$ol$ed in the project and focus e$eryone toward a common set of project objecti$es. The objecti$e of the kick-off meeting is to pro$ide background and an o$er$iew of the project, and to establish a common set of management processes and procedures that the project will use to execute the project through implementation. )ompletion of this meeting constitutes the formal execution of the !roject anagement !lan. The !roject anagement !lan will continue to be executed throughout the project through the established processes and procedures documented in the $arious management plans de$eloped by the %!roject &ame' Team and the %!roject &ame' 3endor. The %!roject &ame' !roject anager is responsible to monitor the execution of the plan and will use status meetings, reports, and project metrics to ensure that the project management plan is being executed. The $arious meetings and reports are described in the %!roject &ame'
Master Project Management Plan
Office of Systems Integration
The detailed areas of the technical execution will be found and described in the following documents/ System 4e(uirement Specification 0etailed 0esign Specification 0atabase Schema Test and 2$aluation aster !lan 0ata )on$ersion !lan 1ser 4eference ?uides Training !lan *mplementation !lan *n addition to these documents being de$eloped o$er the course of the project, se$eral technical re$iew meetings and work sessions are scheduled to re$iew, assess, and monitor the technical aspects of the project. 60 PRO3E)T )ONTRO'
!escri8e the change control 1rocess that is necessary or controlling actors that create changes to ma9e sure those changes are 8eneicial, determining :hether a change has occurred, and managing the a11roved changes, including :hen they occur0 60/
Integrate )Gange )ontrol
The description on how integrated change control is accomplished can be found in the )onfiguration anagement !lan. 62
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)G
)
t
l
Office of Systems Integration
Master Project Management Plan
monitored and tracked through each phase of the project using the measured impact of cost, schedule, and performance attributed to scope changes. 601
ScGe,le )ontrol
The %!roject &ame' !roject schedule will be monitored, tracked, and controlled by the %!roject &ame' !roject Scheduler. The %!roject &ame' !roject Scheduler will establish and maintain the o$erall project schedule using icrosoft !roject. nce the final project schedule is established and appro$ed, the baseline will be set. !rogress and schedule changes will be tracked against the baseline to identify $ariances. As part of the time management process and procedures, the %!roject &ame' !roject Scheduler will use established forums within the project to manage the %!roject &ame' !roject schedule. The following will be utilized to monitor and track the project schedule/ 7eekly %!roject &ame' Team Status eetings •
•
+i-7eekly %!roject &ame' TeamB3endor Status eetings
•
3endor onthly Status 4eports
•
0aily communication "as re(uired#
All potential impacts to the project schedule must be reported "$erbally or written# to the %!roject &ame' !roject Scheduler prior to a schedule slip occurring. nly acti$ities and tasks on the o$erall project schedule must be reported to the %!roject &ame' !roject Scheduler. !roject Schedule change re(uests must be submitted to the %!roject &ame' !roject Scheduler and include the following/ the acti$ityBdeli$erableBmilestone impacted •
Office of Systems Integration
Master Project Management Plan
onthly Steering )ommittee eeting %!roject &ame' onthly Status 4eport TA onthly !roject Status 4eport 3endor onthly Status 4eport Action *tem Tracking System 4isk 0atabase Tracking System 0eli$erable Tracking System The two major performance metrics being reported are cost and schedule. The cost is being tracked in terms of $ariances to the appro$ed budget and spend plan. The schedule is being monitored in terms of $ariances to the established baseline. 40 (N%NTI)IP%TED T%S#S As the project e$ol$es, items may arise which would cause unanticipated tasks, scope changes, or enhancements that may be beyond the original contract. The process for addressing unanticipated tasks, scope changes, or enhancements that are beyond the scope of the original contract will be to follow the Scope )hange and )ontract )hange procedures described. 2nhancements beyond the original contract will be prioritized and postponed until after the implementation of the %!roject &ame' !roject unless the enhancement is critical to the successful implementation. *f the enhancement is critical to the success of the %!roject &ame' implementation, then the Scope, )ost, and Schedule )ontrol procedures will be followed.
Office of Systems Integration
Master Project Management Plan
7orkSite 4epository for use by other projects and identifying areas for process impro$ement action. 80/02 )ontract )lose O,t The following close out items referenced in the )ontract anagement !lan Template for this function should be re$iewed for applicability, tailored, and summarized. The summary should describe actions taken by the project office in performing close out for each of the items below "as applicable#. )ontract 6inal 4eports )ontractor 2$aluation *n$oices and 0isencumbering 6unds Archi$ing )ontractor 4ecords • • • •
The following items from the )ontract anagement !lan are established for specific instruction related to contract closeout. The following tracking and execution items referenced in the )ontract anagement !lan Template "for consultants# should be re$iewed for applicability, tailored, and summarized. The summary should describe actions to be taken by the project office in performing close out for each of the following items "as applicable#. 9. )ontract 6inal 4eports ;. )ontractor 2$aluation . *n$oices and 0isencumbering 6unds <. Archi$ing )ontractor 4ecords
