Management: Project Planning

Project Integration & Project Planning : integrated plan that addresses all required elements, used to manage all project resources and to control cost, schedule and performance to requirements as well as integration of scope, schedule, cost, quality, risk and contract changes, resulting in appropriate project plan changes.

  • Project Scope Management : defines and controls the work to be done in the project, to ensure that it is understood by all stakeholders, the PM assigned and positioned appropriately with all stakeholders, the Statement of Work is defined and agreed upon, the Work Breakdown Structure covers the entire scope of work, there is traceability from the contract through all applicable project plans, the Statement of Work been formally documented and accepted, the change control process has been defined and followed, the PM has a current copy of the contract, and the contract is in place before the start of project work
  • Project Time Management : estimating and ensuring timely completion of project work, by ensuring that the WBS contain appropriate detail and full definition of all activities, all activity dependencies and sequencing are identified in the plan, time estimates based upon the activities in the WBS, duration estimates based upon sound methods or experience, the schedule reflects activity sequence, duration & resource availability, the current critical path can be defined, all change requests are analyzed against schedule impact
  • Project Cost Management : estimating & ensuring completion of project work within budget, all resource requirements are defined for all activities in the WBS (people, equipment & materials), the costs of each resource are known, complete costs are allocated to each activity in the WBS, the cost baseline is established and reflects the proposal and presale planning, cost estimates are kept current and reflect change control, the project uses integrated schedule and cost management (Earned Value), the PM can provide an Estimate at Completion
  • Project Quality Management : focus on the quality policies, objectives and responsibilities, ensuring that Quality management plan is current and relevant to the project, all project team members understand how to satisfy the quality policies, the project includes a means to evaluate overall performance on a regular basis, test and acceptance procedures for project deliverables are identified and followed, all deliverables are tested before delivery to the customer
  • Project Human Resource Management : processes to make the best use of all project stakeholders, overseeing that all roles and responsibilities are understood and documented in an OBS, a Responsibility Assignment Matrix links all tasks to the resources, all project staff is assigned and committed by both inside and outside organizations, all team members receive appropriate training and development, project performance / recognition is linked to the team’s performance appraisals
  • Project Communications Management : includes the processes to ensure sharing of information among all project stakeholders and to see that there is a procedure for communicating with the customer, and a procedure for all communications with all other stakeholders, and that the PM Information System is adequate for timely sharing of information, there is adequate project status, progress and forecast reporting, formal acceptance and documentation of milestone completion, and a means to archive project documentation & share lessons learned
  • Project Risk Management : to identify, analyze and respond to positive and negative risk events, to oversee whether sources of are risk identified as part of pre- and post-sale project planning, risks are evaluated, prioritized, examined for interaction, and whether the risk management plan outlines opportunities, contingencies, risk reserve, mitigation strategies for key risk events, and to ensure that the proposal, contract, project plans reflect appropriate mitigation, and that the Risk Management Plan executed and kept current
  • Project Procurement Management : to ensure that project planning includes an
    analysis of what to procure, when and why, that formal requirements are defined and potential sources are identified, that the subcontracting is consistent with the opportunity and risk assessment, that the subcontract is aligned properly with the contract with the customer, that there is a process to obtain quotes or proposals from multiple suppliers, that there is a formal evaluation process used to select suppliers, that the subcontract adequately specifies SOW, cost/schedule control, change and quality management procedures, that the PM (or a designate) manages the relationship with the suppliers, that formal acceptance criteria are defined and used to manage suppliers
  • External Process Support : to know when and how was the PM engaged for the project, whether the PM was involved in account planning and presale planning, whether there is an effective risk assessment and Bid/No Bid process for the project, whether the PM was involved in cost estimating and pricing of the opportunity, whether there is an effective process for identifying and obtaining project resources, whether the PM has accountability for all goods and services in this project?, whether the organization and project metrics are consistent, the PM an obtain project performance information from the organization, whether the project reporting is adequate to communicate status to the management, whether the PM manages customer billing
  • Technical Solution Management : to oversee that there is an adequate functional description of the project deliverables, that formal requirements documents been reviewed and approved with the customer, that formal specification documents been reviewed and approved with the customer, that all applicable design documents (functional decomposition, detailed design, etc.) been reviewed and approved, that there is an appropriate development / deployment process in place, that there is a configuration management process in place, linked to the overall project change control process, that the product quality assurance is linked to the overall project quality management system, and that the deliverables have been independently reviewed
  • Tools and Infrastructure : to ensure the effectiveness and efficiency of tools and systems, and that the tools used internal to the project (the Project Management Information System) are effective, and that there are effective tools for time tracking and reporting back to the PM, and that time is tracked according to project plan cost accounts, and that there are effective tools for cost tracking and reporting actuals back to the PM, and that there are effective tools for schedule plan and tracking, and that there is an effective tool for managing customer billing as a function of the contract and plan, and that there are adequate systems for resource management
  • External Organizational Support : focus on how the surrounding organizations support this project, and whether the PM is assigned to project this at the appropriate time and with the appropriate authority, and whether the PM gets the required support for administrative and financial functions, and whether the PM gets adequate support for project start-up, risk assessment and audit functions, and whether the PM have appropriate interfaces into the organizations providing resource to this project, and whether the PM is properly positioned with the Sales team