Project Manager Book of Forms

UNIVERSIDAD PARA LA COOPERACION INTERNACIONAL
(UCI)
Research and design the templates used in the project management with a
companion to the PMBOK Guide Fourth Edition (2008)
CHIANG WANTING
SUBMITTED TO THE DEPARTMENT OF PROJECT MANAGEMENT

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF
MASTER OF PROJECT MANAGEMENT
San Jos, Costa Rica
January 2013
UNIVERSIDAD PARA LA COOPERACION INTERNACIONAL

(UCI)
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) ________________________
Department of Project Management
Universidad para la CooperacionInternacional

San Jose, Costa Rica
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
To my tutor, Ramiro Fonseca Macrini, who has been supported

patiently during all the processes and pushing me to give all my
best.
To Oscar Palma, who is always believed in me, and encouraged me in
pursuing wider knowledge.
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
2.1. Reference theory ............................................................................................. 12

2.2. Purpose of PMBOK Guide .......................................................................... 12
2.3. Project management theory ......................................................................... 13
2.3.1. Knowledge areas ..................................................................................... 13
2.4. A project managers book of forms ............................................................ 15
3.
METHOD ................................................................................................................. 16
3.1.
3.2.
4.
Applied processes........................................................................................... 16
Information resource ...................................................................................... 17
DEVELOPMENT ...................................................................................................... 18
4.1. Initiating ............................................................................................................. 18

4.1.1. Project charter .......................................................................................... 19
4.1.2. Stakeholder analysis matrix ................................................................. 25
4.1.3. Stakeholder register ............................................................................... 27
4.1.4. Stakeholder management Strategy .................................................... 31
4.2. Planning ............................................................................................................. 33
4.2.1. Requirements documentation .............................................................. 36
4.2.2. Requirements traceability matrix ........................................................ 40
4.2.3. Requirements management plan ........................................................ 41
4.2.4. Project scope statement ........................................................................ 43
4.2.5. Assumption and constraint log ........................................................... 47
4.2.6. Work breakdown structure (WBS) ...................................................... 49
4.2.7. WBS dictionary......................................................................................... 55
4.2.8. Activity list ................................................................................................. 60
4.2.9. Activity attributes .................................................................................... 62
4.2.10.
Milestone list ......................................................................................... 66
4.2.11.
Activity resource requirements ....................................................... 68
4.2.12.
Activity duration estimates ............................................................... 70
4.2.13.
Duration estimating worksheet ........................................................ 72
4.2.14.
Schedule management plan ............................................................. 75
4.2.15.
Cost estimate worksheet ................................................................... 78
4.2.16.
Cost management plan ...................................................................... 81
4.2.17.
Quality management plan ................................................................. 83
4.2.18.
Quality matrix ....................................................................................... 85
vi
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
Appendix 1: Project charter of Graduation thesis .......................................................... 176

Appendix 2: WBS of the thesis ...................................................................................... 178
Appendix 3: Thesis schedule .......................................................................................... 179
vii
ABSTRACT
Project management has been practiced worldwide in all kinds of industries

recently. Managers execute the projects successfully until close them however
find out project documents are missing or some of them even not exit. When
practice the project in the real life, managers are often in the mode of just
doing the project and realized they have difficulties to understand which
proper templates should be used in which process and area therefore waste
valuable time and energy.
This thesis is to research and design templates used in project management.
This thesis is an analytical thesis as its design. The thesis could be used a
project of launching postgraduate degree in project management for the
University for International Cooperation as an example to design all the
templates that are needed. The thesis and the templates designed in this thesis
is based on the principles of PMBOK(2008) and A Project Managers book of
Forms(2009).
There are 5 parts in this thesis; introduction, theory focus, methods develop and
conclusion and recommendation. The development part describes the usage
and examples of templates, and categories them in processing group.
Managers should keep in mind that from initiate to close the project, proper
templates should
be
always inserted
to
increase
quality of
project
documentation, therefore avoid wasting more time and energy to the

unnecessary and incorrect templates. The thesis does not teach project
management concept or describe how to apply project management
techniques.
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.
1.2. Statement of problem
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.
1.3. Purpose of study
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
As the PMBOK Guide is open to interpretation there is no right or wrong format

or content for project documents. The templates are thorough and include lots
of information, but they may or may not meet your needs; also there are
different types of the templates, or different opinions when fill out the templates.
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.
10
1.5. General objective
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.
1.6. Specific objective
To form the better understanding of templates used in each processes

group in order to not mixing templates in the incorrect processes group.
To ensure consistent and complete approaches to project

documentation throughout the project processes.
To save project managers time while executing projects in searching

the correspond templates in each processing group.
11
2. THEORY FOCUS
2.1. Reference theory
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.
2.2. Purpose of PMBOK Guide
PMBOK Guide is a recognized standard for the project management

profession. A standard is a formal document that describes established norms,
methods, processes and practice. It provides guidelines for managing individual
projects; defines project management and related concepts and describes the
project management life cycle and related processes.
The increasing acceptance of project management indicates that the
applications of appropriate knowledge, processes, skills, tools, and techniques
can have a significant impact on project success. The PMBOK Guide
recognized as good practice. The PMBOK Guide also provides and promotes
a common vocabulary within the project management profession for discussing,
writing, and applying project management concepts. Such a standard
vocabulary is an essential element of a professional discipline. (PMI, 2008, p.4)
12
2.3. Project management theory
A project is a temporary endeavour undertaken to create a unique product,

service, or result. The temporary nature of project indicates a definite beginning
and end. The end is reached when the projects objectives have been achieved.
Project management is the application of knowledge, skills and techniques to
project actives to meet the project requirements. Project management is
accomplished through the appropriate application and integration of the forty
two logically grouped project management processes comprising the five
processes groups. (PMI, 2008, p.6)
By adapting this theory of project management, all templates are designed for
five processes groups: initiating, planning, executing, monitoring and controlling
and closing. They are also adapting using the input information, tools and
techniques and the outcome of each knowledge area which are integration,
scope, time, cost, quality, human resource, communication, risk, and
procurement management.
2.3.1. Knowledge areas
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.
Scope Management. Includes the processes required to ensure that the

project includes all the work required, and only the work required, to
complete the project successfully.
13
Time Management. Includes the processes required to manage timely

completion of the project.
Cost Management.Includes the processes involved in estimating, budgeting,

and controlling costs so that the project can be completed within the
approved budget.
Quality Management. Includes the processes and activities of the

performing organization that determine quality policies, objectives, and
responsibilities so that the project will satisfy the needs for which it was
undertaken.
Human Resource Management.Includes the processes that organize,

manage, and lead the project team.
Communication Management. Includes the processes required to ensure

timely and appropriate generation, collection, distribution, storage, retrieval,
and ultimate disposition of project information.
Risk Management.Includes the processes of conducting risk management

planning, identification, analysis, response planning, and monitoring and
control on a project.
Procurement Management. Includes the processes necessary to purchase

or acquire products, services, or results needed from outside the project
team.
14
2.4. A project managers book of forms
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:
descriptions- what is this template about,
reasons-why using this template, and the
specific instruction-how do you fill each blank up.
15
3. METHOD
This thesis uses documental investigation as its method; analysing the historical
project and collect experts experience.
By reviewing relevant literature on the selected issue then identify and

appropriated templates; transcripting the essence of PMBOK Guide (PMI,2008)
and accomplishing the research and design the templates used in the project
management.
By analysing A Project Managers book of Forms(Snyders, 2009) to structure the
general shape of the template, and combine with the essence of PMBOK Guide
(PMI,2008) adapting in the example of a project of launching post graduate degree
in project management for the University for International Cooperation.
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.
3.1. Applied processes
As making the essential of PMBOK Guide (PMI,2008) a basic structure of this

thesis, the applying areas will also cover 42 logically grouped project
management processes comprising the 5 processes groups. These 5
processes groups are:
Initiating
Planning
Executing
16
Monitoring and controlling
Closing
3.2. Information resource
In this thesis, by analysing the book ( A book assists project managers in

applying information presented in PMBOK Guide-Four Edition into project
documentation, Cynthia SnydersStackpole, 2009) and designed templates that
use in lunching the master degree at the university.
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
Stakeholder Analysis Matrix
Stakeholder Management Strategy
18
4.1.1. Project charter
Develop project charter is the process of developing a document that

formally authorizes a project or a phase and documenting initial
requirements that satisfy the stakeholders need and expectation. Creating
the project charter does involve planning the project at a high level to assess
whether it is feasible within the given constrains, but the detailed planning
does not happen until after the charter is signed.
Do not undervalue the importance of the project charter! The project charter
is such an important document that a project cannot be started without one.
The project manager may create the project charter, but it is issued by the
sponsor as part of project initiating. The project charter should be wideranging enough so it does not need to change as the project progresses; it
provides, at a minimum, the following benefits:
The project charter formally recognizes (authorizes) the existence of the

project, or establishes the project. This means that a project does not
exist without a project charter.
It gives project manager the right to spend money and commit

corporate resources to the project. In the most project situation, the
project team does not report to the project manager in the corporate
structure. This reporting structure can lead to cooperation and
performance issue. The project can help to solve this problem.
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 process of create project charter tells assumptions about the

project, which the project manager can later address in the detailed
requirements gathering, scope definition and risk management efforts.
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
Meeting with key stakeholders to confirm high level requirements,

project scope, risks, assumptions, and issues
Defining product scope
Defining project objective, constrains, and success criteria
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
Date prepared: 31/01/2013
Project manager: The Dean

Project customer: Everyone who is interested in master degree in project management.
Project Purpose or Justification:
Here is the place you explain why this project is undertaken.
Project management has been worldwide used in all kinds of industries. As a leading
university, and market demand, we decide to launch the postgraduate degree in project
management to provide a professional knowledge in managing projects.
Project Description:
This section provides a high-level description of the project. This description should not
contain too much detail but should provide general information about what the project is,
how it will be done, and what it is intended to accomplish. As the project moves forward
the details will be developed, but for the project charter, high-level information is what
should be provided.
This project will provide a new career in project management in the business department.
High-level Project and Product Requirements:
Define the detailed conditions or capabilities that must be satisfy the purpose of the
project. Here describe the product features and functions that must be meet
stakeholders needs and expectations.
The project has based on the syllable of the university.
This is a fourteen months program provides also the certification of project management
institute.
The course has twelve subjects. Each subject last five month.
Each subject has five credits and has six hours length class for four days. Investment of
student time is about fifteen hours a week
The courses are given in English in online mode (100% virtual)
The project must meet the requirements and regulation of Project Management Institute.
Summary Budget:
30000USD
Initial Risks:
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
Get the PMI inherited
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
Elements that will determine

project scope success.
UCI is the best and also the
most famous university in
Costa Rica; the resources
supports this project are
very rich and various.
Name or position of the

person who can approve
the scope objective
Mark
Dates that must be met to

define schedule success
The semester starts on
10/02/2013, which mean all
the working package will be
finished on that date

the schedule objective
Mark
Currency and range of

spending
Not over than 30000 USD.

the cost objective
Mark
Quality:
22
Describe the quality

measurement for the
project.
The course will meet the
standard of Project
Management Institute and
policy of UCI
Other:
Any other kinds of
objectives applicable to the
project
Measurements that must be

met to determined projects
success.
Standard system of Project
Management Institute.
UCI Policy

the quality objective
Mark
Related specific
measureable results that
define success

the scope objective
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.
Project Manager Authority Level

Staffing Decisions:
Here you point out if the project manager has the authority to select his/her own group; or
fire the team members.
The Dean is assigned to be the project manager and have the authority to select the
project team.
Budget Management and Variance:
Here you state if the project manager has the authority to commit, manage and control
the project fund, even more to change the cost baseline.
The project manager can determine the final budget. The range of the variance is +-10%
of the planned budget. This has to be approved by the sponsor Mark
Technical Decisions:
Here you state if the project manager has the final decision related to the technical filed.
Attention, not all the project manager has the technical background of the project they are
doing. Sometime the project has a technical group to decide related questions.
Project manager have the authority to decide the materials used of the course.
Conflict Resolution:
Here you state if the project manager have the power to solve conflicts, or it has to report
to your sponsor to deal with them. Sometime in the big project, the conflicts may occur
with governor or more. The power of conflict resolution has to be clearly point out!
The project manager has to be responsible for all the conflicts happened throughout the
project, have all the authority in resolving conflicts.
23
Escalation Path for Authority Limitations:

There is something in the project that the project manager may not have any power in it
but is critical in the project; here is the place you state: whats the issue outside the
authority of the project manager.
Project manager has no power regarding any issue related the policy of UCI and the
processes of inheriting by PMI, whatever issue related to this, has to be solve by Mark
which is the deem of Business Department.
Approvals:
Project Manager Signature
Sponsor or Originator Signature
Project Manager Name
Sponsor or Originator Name
Date
Date
24
4.1.2. Stakeholder analysis matrix
Identify the potential impact or support each stakeholder; generate and

classify them can help define an approach strategy. In large stakeholder
communities, it is important to prioritize the key stakeholders to ensure the
efficient use of effort to communicate and manage their expectations. The
stakeholder analysis matrix is used to categorize stakeholders. It can be
used to fill in the stakeholder register as well. The categories of stakeholders
can also support in developing stakeholder management strategies.
One example Power/Interest grids can be used to group stakeholders by
qualifications like authority level, impact or influence, or requirements. This
matrix is important to help the project manager to determine how, what, and
when to communicate with each stakeholder.
The matrix is used to assess the relative power (high or low) on one axis
and the relative interest (high or low) on the other axis. There are many
other ways to categorize stakeholders using a grid, such us:
Power/interest grid, grouping the stakeholders based on their level of

authority (power) and their level or concern (interest) regarding the
project outcomes;
Power/influence grid, grouping the stakeholders based on their level of

authority (power) and their active involvement (influence) in the project;
Influence/impact grid, grouping the stakeholders based on their active

involvement (influence) in the project and their ability to effect changes
to the projects planning or execution (impact)
25
STAKEHOLDER ANALYSIS MATRIX

Project title:
Launch postgraduate degree
in Project Management
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
4.1.3. Stakeholder register
In a large project, there may be hundreds of people and how having so

many stakeholders involved would greatly impact how they are managed.
Proper project management requires project managers to identify the
stakeholders; determine their requirements, expectations and influence; and
include that information in to the product and project scope as needed.
Identify stakeholders is the process of identifying all people or organizations
impacted by the project, and documenting related information regarding their
interest, involvements, and impact on the project success.
Project
stakeholders are persons and organization such as customers, sponsors,

the performing organization, and the public that are with dynamism involved
in the project, or whose interests may be positively and negatively affected
by the implementation or completion of the project (PMI, 2008).
It is critical for the project success to identify the stakeholders early in the
project, and to analyse their levels of interest, expectation, importance and
influence.
All the information about stakeholders is compiled in the stakeholder
register. This includes but not limit to:
Identification information: name, organization position, location, role in

the project, contact information;
Assessment
information:
major
requirements,
main
expectation,
potential influence in the project, phase in the life cycle with the mist
interest; and
Stakeholder classification: internal/external, supporter/neutral/resistor,

etc.
27
Think hard and analyse everyone! Remember that requirements must be

gathered as completely as possible from all the stakeholders before starting
work. Information in the Stakeholder Register should be adjusted to meet
the needs of the project. Some project may have internal and external
stakeholders while others may only have internal stakeholders. Some
project may categorize stakeholders while as friend, opponent or neutral;
other may categorize them as high, medium, low influence.
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.
Report the project status
every 2 weeks.
Involve in material and
professor selection.
Have minimum
60 clients in
the first
semester, 120
for the second
year.
high
Jeff
Marketing
manager
Marketin
g
2345@ucr.c
r
To have the detail description

of the course by the end of
July to start the market
promoting
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

July to start the
administration related
process.
Online enrollment is till
10/01/2013.
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

July to start the website
design and online in
enrollment.
To have minimum 60 clients
in the first semester, 120 for
the second year.
Keep informed the project
milestone.
The branch needed follow the
norm of PMI institute and
being updated the materials
and standard with the
institute as well
Annual payment 30000
30
1000 visit hits

in two months.
5% grow in
every two
months
To have
minimum 60
clients in the
first semester,
120 for the
second year.
All the
professor have
to beheld the
PMP license
modera
te
low
external
4.1.4. Stakeholder management Strategy
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:
Key stakeholders who can significantly impact the project
Level of participation in the project desired for each identified

stakeholders
Stakeholder groups and their management.
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
STAKEHOLDER MANAGEMENT STRATEGY
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
Involved in project meeting, update the project status; keep

communication accurately
Tim
Positive/negative
Moderate
Involve in project planning. Keep communication accurately.
David
Positive/negative
Moderate
Involved in project planning , work closely in website design
Jean
Positive/negative
Low
Keep informed project milestones.
Jessica Hanks
Positive
Low
Keep informed project milestones.
State the strategies and tactics to maximize positive stakeholder influence

and minimize or neutralize negative stakeholder influence
Manage closely, involve in every project processes, and keep in mind to

update project status.
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:
Elaborate and clarify the project scope
Develop a realistic schedule
Develop a realistic budget
Identify project and product quality processes
Plan the human resource aspects of the project
Determine the communication needs
Establish risk management practices
Identify the procurement needs of the project
Combine all the planning information into a project management plan

and a set of project documents that are organized and integrated.
33
Project planning is iterative. The idea is to attempt to complete each

planning process as fully as possible. Very often, project managers jump
right into whatever they are doing without thinking about it beforehand. This
results inefficiencies, rework, mistakes, conflict, needless, overtime, and just
plain bad project management(Mulcahy, 2011). The forms used to
document planning information include:
Requirements documentation
Requirements traceability matrix
Requirements management plan
Project scope statement
Assumption and constrain log
Work breakdown structure
Work breakdown structure dictionary
Activity list
Activity attribute
Milestone list
Activity resource requirements
Activity duration estimates
Duration estimating worksheet
Schedule management plan
Cost estimate worksheet
Cost management plan
Quality management plan

34
Quality metrics
Process improvement
Responsibility assignment matrix
Roles and responsibilities
Human resource plan
Communication management plan
Risk register
Probability and impact assessment
Probability and impact matrix
Risk management plan
Procurement management plan
Source selection criteria
Project management plan
Configuration management plan
Change management plan
35
4.2.1. Requirements documentation
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:
Relationship between requirements
Impact of requirements
Assumptions and constrains
Acceptance criteria
It is useful to group the requirements by category; some common categories

include:
Functional requirements
Quality requirements
Performance requirements
36
Safety requirements
Security requirements
Technical requirements
Training requirements
Support and maintainability requirement
37
REQUIREMENTS DOCUMENTATION
Stakeholder
Name or the
organization
of the
stakeholder
Mark
Requirement
Date: 31/01/2013
Category
Priority
Acceptance
Criteria
Define the criteria
for the acceptance
Define the requirement of stakeholders
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
have the detail

description of the
course on 30th of
July
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
Support and Medium

maintainabil
ity
Have the enrolment

as planned by
31/1/2013
The payment have
to be at beginning
of the year.
The year updating
will be available on
Jeff
Annual payment 30000
38
Have the enrolment

as planned by
31/1/2013
have the detail
description of the
course on July 30th
have the detail
description of the
course on 30th of
July
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
These requirements support product/process operations but can be completed

under the next product release.
Low
These requirements are quality and/or functional process enhancements and are
desirable if time and resources permit.
39
4.2.2. Requirements traceability matrix
The process of determining requirements (especially in the large projects)

can easily involve one requirement leading to more refined requirements
and clarifications. It can be hard to remember where this requirement came
from and its significance to the project. Losing focus on the purpose for a
requirement can result in a major strategic or project objective not being
met.
This matrix is a table that links requirements to their origin and/or other
requirement and traces them throughout the project life cycle. This helps
ensure that each requirement adds business value by linking it to the
business and project objectives. It provides a means to track requirements
throughout the project life cycle, helping to ensure that requirements
approved in the requirements documentation are delivered at the end of the
project (PMI, 2008).
This process includes, but not limited to tracing:
Requirements to business needs, opportunities, goals, and objectives;
Requirements to project objectives,
Requirements to project scope/ WBS deliverables;
Requirements to product design
Requirements to product development
Requirements to test strategy and test scenarios
High-level requirements to more detailed requirements.
40
4.2.3. Requirements management plan
The Requirements Management Plan documents how requirements will be

analysed, prioritized, managed and track changes to throughout the project.
As a productive project manager, you must choose the most effective
relationship for the project and document this approach in the requirements
management plan.
Most of the requirements management plan works are based on that
relationship. Works of the requirements management plan can general
include, but not limited to:
How the requirements activities will be planned, tracked and reported
Configuration management activities such as how changes to the

product, service or result requirements will be initiated, how impacts will
be analysed, how they will be traced, tracked and reported, as well as
the authorization levels required to approve these changes.
Requirements prioritization process
Product metrics that will be used and the rationale for using them
Traceability structure, that is, which requirements attributes will be

captured on the traceability matrix and to which other project
documents requirements will be traced.
41
REQUIREMENTS MANAGEMENT PLAN

Project title:
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
4.2.4. Project scope statement
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:
Product scope statement. Gradually elaborated the characteristics of

the product, service, or result described in the project charter and
requirements documentation.
Product acceptance criteria. Defined the process and criteria for

accepting completed products, services or results.
Project deliverables. Deliverables include both the outputs that

comprise the product or service, as well as ancillary results, such as
project management reports and documentation. The deliverables may
be described at a summary level or in great detail.
43
Project exclusions. Means what is not part of the project. Generally

identifies what is excludes as from the project. Explicitly stating what is
out of scope for the project helps to manage stakeholders expectations
Project constrains. Lists and descriptions the specific project constrains

which is related to the project scope that confines the teams options,
example such as , a pre-set budgets or any imposed dates or schedule
milestones that are issued by the customer or performing organization.
When the project is performed under the contract, contractual
provisions will generally be constrains.
Project assumptions. Lists and descriptions the specific project

assumptions which is related to the project scope and potential impact
of those assumptions if they prove to be incorrect. Project teams
frequently identify, document and validate assumptions as part of their
planning processes.
44
PROJECT SCOPE STATEMENT

Project title:
Date prepared:
31/01/2013
Product Scope Description:

Product scope is gradually elaborated from the project description and the product
requirements in the project charter.
Project Deliverables:
Product deliverables is gradually elaborated from the project description and the product
characteristics, requirements in the project charter.
The project has based on the syllable of the university.
This is a fourteen months program provides also the certification of project management
institute.
The course has thirteen subjects. Each subject last one month.
Each subject has three credits and has six hours length class for four days.
The course is given in English and required student to be present in the class.
The project must meet the requirements and regulation of project management institute
.
Project Acceptance Criteria:
To meet the acceptance criteria means that a stakeholder has to accept a deliverable.
Acceptance criteria can be developed for the entire project or for each processor
knowledge area of the project.
This project will be accepted once the first enrolments is successfully tested in each
department and has been shown to be compatible with the companys current information
technology (IT) infrastructure
Project Exclusions:
Project exclusions means you need to define clearly what is NOT considered in of the
scope for the project.
The project is considered terminate after the first enrolment. This project does not include
on-going operations and maintenance.
Project Constraints:
Constraints that may be placedon the project may include a limited budget, tough
deliverable dates, or specific technology.
The project is not to exceed 210 days in duration or $100,000 in spending.
The project has to fulfil the first semester of 60 enrolments, and 120 for second semester.
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
4.2.5. Assumption and constraint log
It is important to identify and document high-level project constraints and

assumptions that are uncover in discussions with stakeholders during
project initiating. Assumptions are things that are assumed to be true but
that may not be true. Constraints are factors that limit the teams options,
such as limits on resources, budget, schedule, and scope. Constraints and
assumptions are inputs to many project management processes.
They are identified at a high level in project initiating and are then refined
and documented in detail as part of define scope process in project
planning. Once they are identified, constraints and assumptions need to be
managed. The sponsor, the team, and the other stakeholder may help
identify them and review them for validity throughout the life of the project
and eventually they are validated and are no longer assumptions (Mulcahy,
2011).
If the constraints change or the assumptions are proven wrong, the project
management may need to change as well. Some typical constraints include
a predetermined budget or fixed milestone for deliverable. Information you
can find in this:
Category
Assumption or constraint
Responsible person or team
Due date
Action
Status
Comments
47
ASSUMPTION AND CONSTRAIN LOG

ID
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
There may be anther

resource assign to this
project when another
project is closed.
pending
The IT support in this

project does not report
to IT GM but to this
project manager.
Area that
been
impacted
What is the assumption or constraint
Time
There is only be five resource assigned

to this project
Tim
30/09/2012
Quality
We may not need IT department to

approve the web page design
David
31/12/2012
48
4.2.6. Work breakdown structure (WBS)
The WBS is a required element in project management. This organizational

tool shows all the scope on the project, break down to manageable
deliverables. Without a WBS, the project will take longer, elements will slip
through the cracks, and the project will be negatively impacted. So there is
no choice.
All project, even the small one need a WBS. The WBS allows you to break
down a seemingly overwhelmingly project into pieces you can plan,
organize, manage, and control. The creation of the WBS is a top-down effort
to decompose the deliverables, and the work required to produce them, into
small pieces called work package. There are few set rules for creating WBS,
no matter who creates the WBS, as long as these rules are followed:
The WBS is created with the help of the team
The first level is completed before the project is broken down further
Each level of the WBS is a smaller piece of the level above
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
Deliverable not in the WBS are not part of 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:
Help prevent work from slipping through the cracks
49
Provides the project team members with an understanding of where

their pieces fit into overall project management plan and gives then an
indication of the impact of their work on the project as a whole.
Facilitates communication and cooperation between and among the

project team and other stakeholders.
Help prevent changes
Focuses the teams experience on what needs to be done, resulting in

increased quality and a project that is easier to manage.
Provides a basis for estimating resources, cost, and time.
Provides proof of the need for resources, funds, and time
Gets team buy-in and builds the team
Helps people get their minds and around the project
50
Outline view work breakdown structure

1.Launch postgraduate degree in project management
1.1 Initiation
1.1.1 Evaluation and recommendations
1.1.2 Market demand survey
1.1.3 Get the PMI inherited
1.1.4 Develop project charter
1.1.5 Submit project charter
1.1.6 Project sponsor reviews project charter
1.1.7 Project charter signed/approved
1.2 Planning
1.2.1 Create preliminary scope statement
1.2.2 Determine project team
1.2.3 Project team kickoff meeting
1.2.4 Develop project plan
1.2.5 Submit project plan
1.2.6 Milestone: project plan approval
1.3 Execution
1.3.1 Project kick-off meeting
1.3.2 Verify & validate market demand
1.3.3 Decide the materials used in the career
1.3.4 Promote the new career
1.3.5 Procure Hardware/Software
1.3.6 Interview professors
1.3.7 Hire professors
1.3.8 Develop teaching plan
1.3.9 Distribute classrooms
1.3.10 Help student enrolment
51
1.3.11 Prepare Starting new semester

1.4 Monitor and control
1.4.1 Project management
1.4.2 Project status meetings
1.4.3 Risk management
1.4.4 Update project management plan
1.5 Closure
1.5.1 Audit procurement
1.5.2 Document lessons learned
1.5.3 Update files/records
1.5.4 Gain formal acceptance
1.5.5 Archive files/documents
52
Tress structure view work breakdown structure

Level 1
Level 2
1 Open project 1.1 Initiation
management
master
degree
career
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
1.2.1 Create Preliminary Scope Statement

1.2.2 Determine Project Team
1.2.3 Project Team Kick-off Meeting
1.2.4 Develop Project Plan
1.2.5 Submit Project Plan
1.2.6 Milestone: Project Plan Approval
1.3 Execution
1.3.1Project Kick-off Meeting

1.3.2Verify & validate market demand
1.3.3Decide the materials used in the career
1.3.4Promote the new career
1.3.5Procure Hardware/Software
1.3.6Interview professors
1.3.7Hire professors
1.3.8Develop teaching plan
1.3.9Distribute classrooms
1.3.10Help students enrolment
1.3.11Prepare Starting new semester
1.4 Monitor
and control
1.4.1 Project Management

1.4.2 Project Status Meetings
1.4.3 Risk Management
1.4.4 Update Project Management Plan
1.5 Closure
1.5.1 Audit Procurement

1.5.2 Document Lessons Learned
1.5.3 Update Files/Records
1.5.4 Gain Formal Acceptance
1.5.5 Archive Files/Documents
53
Tress structure view work breakdown structure
open MPM drgree

1
Initiation
Planning
Execution
Control
Closure
1.1
1.2
1.3
1.4
1.5
Evaluation &
Recommendations
Create Preliminary Scope

Statement
1.1.1
1.2.1
Market Demand Survey

1.1.2
Determine Project Team
Develop Project Charter

1.1.3
Deliverable: Submit
Project Charter
1.1.4
Project Sponsor Reviews

Project Charter
1.1.5
1.2.2
Project Kickoff Meeting
Project Management
Audit Procurement
1.3.1
1.4.1
1.5.1
Verify & Validate Market

Demand
Project Status Meetings
Document Lessons
Learned
1.3.2
Project Team Kickoff

Meeting
Decide the Materials

Used in the Career
1.2.3
1.3.3
Develop Project Plan
Promote the new career

1.3.4
1.2.4
Submit Project Plan

1.2.5
Project Charter
Signed/Approved
Milestone: Project Plan

Approved
1.1.6
1.2.6
Procure
Hardware/Software
1.3.5
Interview Professors
1.3.6
Hire seleted professors

1.3.7
Develop Teaching Plan

1.3.8
Distribute Classrooms
1.3.9
Help Students'
enrollment
1.3.10
Prepare Starting New

Semaster
1.3.11
54
1.4.2
1.5.2
Risk Management
Update Files/ Records
1.4.3
1.5.3
Update Project
Management Plan
Gain Formal Acceptance
1.4.4
1.5.4
Archive Files/ Documents

1.5.5
4.2.7. WBS dictionary
The working package that defined in a WBS is actually described in a few

words, such as house design. Giving such a brief description of the
deliverable to a team member allows for too much possible variation from
what the deliverable was intended to be; it allows for scope creep. Thats
why we need the WBS dictionary to solve this problem.
This document provides a description of the work to be done for each WBS
work package and helps make sure the resulting work better matches what
is needed. A project manager can use the WBS dictionary to prevent scope
creep before work even starts on the project, rather than dealing with scope
creep while the work is being done through the use of management skills
and constant inspection.
The WBs dictionary describes to the team member when their working
package is going to start; the schedule milestone, the acceptance criteria,
and other information about the work package. This document not only
helps to prevent scope creep, it also controls what work is done when, and
increase stakeholders understanding of the effort required for each work
package. The WBS dictionary essentially puts boundaries on what is
included in the work package.
The WBS dictionary includes but not limited to:
Code of account identifier
Description of work
Responsible organization
List of schedule milestones
Associated schedule activities
Resources required
55
Cost estimates
Quality requirements
Acceptance criteria
Technical references
Contract information
56
Work breakdown structure dictionary

Level
Element Name
Definition
WBS
Code
1
Open project management

master degree career
2
3
1.1
1.1.1
Initiation
Evaluation and
Recommendations
1.1.2
1.1.3
Develop Project Charter
1.1.4
1.1.5
1.1.6
1.2
1.2.1
1.2.2
All work to implement a project

management master degree
career.
The work to initiate the project.
Working group to evaluate
solution sets and make
recommendations.
Collect survey of the market
demand.
Project Manager to develop the
Project Charter.
Project Charter is delivered to the
Project Sponsor.
Project sponsor reviews the
Project Charter.
The Project Sponsor signs the
Project Charter which authorizes
the Project Manager to move to
the Planning Process.
The work for the planning process
for the project.
Project Manager creates a
Preliminary Scope Statement.
The Project Manager determines
the project team and requests the
resources.
The planning process is officially
started with a project kickoff
meeting which includes the
Project Manager, Project Team
and Project Sponsor (optional).
Under the direction of the Project
Manager the team develops the
project plan.
Project Manager submits the
project plan for approval.
The project plan is approved and
the Project Manager has
permission to proceed to execute
the project according to the
project plan.
Submit Project Charter

Project Sponsor Reviews
Project Charter
Project Charter
Signed/Approved
Planning
Create Preliminary Scope
Statement
Determine Project Team

3
1.2.3
Project Team Kickoff

Meeting
3
1.2.4
Develop Project Plan
1.2.5
Submit Project Plan
1.2.6
Milestone: Project Plan

Approval
57
1.3
1.3.1
Execution
Project Kickoff Meeting

3
1.3.2
Verify & Validate the Market

Demand
3
1.3.3
Decide materials used in the
career
1.3.4
1.3.5
Promote the new career
Procure Hardware/Software
3
1.3.6
Interview Professors
1.3.7
Hire Professors
1.3.8
1.3.9
Develop Teaching Plan
1.3.10
1.3.11
Distribute Classrooms
Help students enrolment
Preparations of Starting new

semester
2
1.4
1.4.1
1.4.2
Control
Project Management
Project Status Meetings
58
Work involved executing the

project.
Project Manager conducts a
formal kick off meeting with the
project team, project stakeholders
and project sponsor.
The original market demand is
reviewed by the project manager
and team, then validated with the
stakeholders. This is where
additional clarification may be
needed.
Choose the materials are used in
the subjects. This includes books,
software.
Using webpage, commercial ads
to promote the new career
The procurement of all hardware,
software and facility needs for the
project.
Collect qualified professors and
interviewing them.
Select the qualified professors
and process the hiring.
The hired professors develop the
teaching plan based on the
chosen materials.
Work with others department to
work out the schedule of available
classrooms.
Helping students in all the
processes of the enrolment.
Prepare all the works needed to
start the new semester. This
includes work out with the register
department attend all the
information of the students. Work
out with professors in schedule,
and following the institutes policy.
The work involved for the control
process of the project.
Overall project management for
the project.
Weekly team status meetings.
1.4.3
Risk Management
2
3
1.4.4
1.5
1.5.1
Update Project Management

Plan
Closure
Audit Procurement
3
1.5.2
1.5.3
Document Lessons Learned
Update Files/Records
3
1.5.4
Gain Formal Acceptance

3
1.5.5
Archive Files/Documents
59
Risk management efforts as

defined in the Risk Management
Plan.
Project Manager updates the
Project Management Plan as the
project progresses.
The work to close-out the project.
An audit of all hardware and
software procured for the project,
ensures that all procured products
are accounted for and in the asset
management system.
Project Manager along with the
project team performs a lessons
learned meeting and documents
the lessons learned for the
project.
All files and records are updated
to reflect the widget management
system.
The Project Sponsor formally
accepts the project by signing the
acceptance document included in
the project plan.
All project related files and
documents are formally archived.
4.2.8. Activity list
The activity list is a comprehensive list including all schedule activities

required on the project. The activity list included the activity identifier and a
scope of work description for each activity in sufficient detail to ensure that
project tea members understand what work is required to be completed.
This form should have:
Activity ID
Name of the activity
The description of the work
60
ACTIVITY LIST
Project title:
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
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.
1.1.2
Collect survey from the marketing department,

as well as the analysed results.
1.1.3
Develop project charter
Project manager to develop the project

charter.
61
4.2.9. Activity attributes
Activity attributes extends the description of the activity by identifying the

multiple components associated with each activity. The components for
each activity evolve over time. The activity attributes are progressively
elaborated as the planning processes progress.
During the initial stages of the project they include the activity ID, WBS ID,
and activity name, and when completed may include activity codes, activity
description, predecessor activities, successor activities, logical relationships,
leads and lags, resources requirements, imposed dates, constraints, and
assumptions.
Activity attributes can be used to identify the person responsibility for
executing the work, geographic area, or place where the work has to be
performed, and activity type such as level of effort, discrete effort, and
apportioned effort.
Activity attributes are used for schedule development and for selecting,
ordering, and sorting the planned schedule activities in various ways within
reports. The number of attributes varies by application area. An activity
attribute may cover:
Activity ID
Name of activity
Description of activity
Predecessor and successor
Logical relationships
Leads and lags
Imposed dates
62
Constraints
Assumption
Required resources and skill levels
Location and performance
Type of effort
63
ACTICITY ATTRIBUTE
ID:Here will be the
Activity: Name of the activity. You can find this in your WBS as well.
number you have on you

WBS numbering scheme
1.1.2
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
The activity that occur

before this one.
Evaluation and
recommendations
Number and Type of
Resources Required:
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
The activity that occur

before this one.
Develop project
charter
Relationship
Start to
start, finish
to start or
finish to
finish
Lead or Lag
Any required
delays between
activity delays(lag)
or
accelerations(lead)
Finish to start lead
Skill Requirements:
Other Required Resources:
The level of skill necessary to

complete this activity(expert,
average, novice, applicable)
average
Any equipment, supplies, or other types of resources

needed to complete the work
The survey needed to be analyzed before taking in
consideration
How many people you need to

complete this activity
5
Type of Effort: you need to indicate if the work is a fixed duration, fixed amount of effort, level of effort, apportioned effort
or other type of work
This activity is two months effort with 5 peoples team working 42 hours a week, this effort is included make the survey,
64
distribute, collect and analyze it.

Location of Performance: note down if the activity needed to be perform somewhere besides the organization site.
The 100 survey is completed from 100 different executive managers in different area industries. The survey may be filled up by email,
or at their surveyors site.
Imposed Dates or Other Constraints:
Delivery dates, milestones or other constraint.
The activity is delivered on 12th October; first milestone will be on 27th September. The delivery date has to take account there will be
a week of national holiday.
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.
Remember, part of define activities process involves creating a list of

appropriate milestone to use on the project. This milestones list becomes
part of the project management plan and is added to the project scope
statement and WBS dictionary as part of iteration in planning.
66
MILESTONE LIST
Project title:
Date prepared:
31/01/2013
Milestone
Milestone Description
Type
Name of milestone
Detailed enough information of the

milestone so anyone who read this
document can understand what is
needed to meet the milestone
Internal/external
The final approval of project charter.

Before this check point, the survey had
to be analysed. Project manager has
developed the charter.
Internal and
mandatory
Sign off of the project charter
67
Interim/final
Mandatory/optional
4.2.11.
Activity resource requirements
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
ACTIVITY RESOURCE REQUIREMENTS

Project title:
WBS ID
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.
Note down the special grade,

qualification, competency,
certificate, licensure, or other related
information.
1.1.2
People
Resources have to be one data

analyzing expert to do the survey result.
1.1.2
Car
To move around when in collecting the

survey results.
Assumptions: include any assumptions specific to resource requirements
The data analysing expert may not be able to assign to this project before the first milestone.
69
4.2.12.
Activity duration estimates
Activity duration estimates are quantitative assessments of the likely number

of work periods that will be required to complete an activity. This form will
provide approximating the number of work periods needed to complete
individual activities with estimated resources.
Estimating activity durations uses information on activity scope of work,
required resource types and estimated resource quantities. The inputs for
the estimates of activity duration originate from the person or group on the
project team who is most familiar with the nature of the work in the specific
activity.
The duration estimate is progressively elaborated, and the process
considers the quality and availability of the input data. Keep in mind, the
more detailed and precise date is available, and the accurate of the duration
estimate improves. Therefore, the duration estimate can be assumed to be
progressively more accurate and better quality.
They can be determined by developing an estimate for each work package
(bottom-up estimate) or by using a quantitative method like parametric
estimates; analogous estimates or three-point estimate.
Activity duration estimate will generally convert the estimate of effort hours
into day or weeks. To convert effort hours into days, take the total number of
hours and divide by 8. To convert to weeks, take the total number of hours
and divide by 40. So, if u have an activity duration estimates for 400 hours, it
will be convert into 50 days (400/8=50) or 10 weeks (400/40=10) (Snyder,
2009)
70
ACTIVITY DURATION ESTIMATES

Project title:
WBS ID
From
WBS
1.1.2
Date prepared:
31/01/2013
Activity
Effort Hours
From Activity list
160
160
71
Duration Estimate
20 days (160/8=20)
or 4 weeks
(160/40=4).
20 days or 4 weeks
4.2.13.
Duration estimating worksheet
This worksheet can help to develop duration estimates when quantitative

methods are used. Quantitative methods include:
Parametric estimates: these estimates are derived by determining the

effort hour needed to completed the work, they then divided by:
Resources quantity; such as the number of people assigned to the

task.
Percent of time the resources are available. For example: 100

percent of the time,75 percent of the time or 50 percent of the time
Performance factor. Experts in a filed usually complete work faster

than people with an average skill level or novices. Thus, a factor to
account for the productivity is developed.
Analogous estimates:
this estimating use expert judgment and
historical information to predict the future. This can be done for a

project or an activity. For example: the last five projects similar to this
one each took eight months, so this one should also; that last two times
this activity was completed each took three days, since we have no
other information to go on, we will use three days as the estimate for
this activity and review the estimates when more details become
available.
Three point estimates: there is very small probability of completing a

project on exactly any one date. As we all know, things do not always
go according to plan! The accuracy of activity duration estimates can
be improved by considering estimates uncertainty and risk.
72
Therefore, it is often best to state estimates in a range using three-point

estimates. With this technique, estimators give an optimistic, pessimistic
and most likely estimate for each activity. This provides a risk-based
expected duration estimate by talking either the average or a weighted
average of the three estimates. The common equation is (optimistic + 4
most likely + pessimistic) / 6.
73
DURATION ESTIMATES WORKSHEET

Project title:
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
Three Point Estimates

WBS ID
1.1.2
Optimistic
Duration
20
Most Likely Pessimistic

Duration
Duration
25
36
74
Weighting
Equation
Expected
Duration
Estimate
(o+ 4m+p)/6
26
4.2.14.
Schedule management plan
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:
The scheduling methodology and scheduling software to be used on

the project.
Rules for how estimates should be stated. For example, should

estimates be in hours, days or weeks? Should estimators identify both
effort (-the amount of labour involved completing an activity; e.g., 10
hours) and duration (the amount of work periods the effort will span;
e.g.,1.5 days needed to complete an activity?
Establishment of schedule baseline for measuring against as part of

project monitoring and controlling.
Identification of the performance measures that will be used on the

project, to identify variances early.
Planning for how schedule variances will be managed.
Identification of schedule change control procedures.
Reporting formats to be used.
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
SCHEDULE MANAGEMENT PLAN

Project Name: Launch Postgraduate degree in Project management
Prepared by: Chiang wanting
Dateprepared: 31/01/2013
Person(s) authorized to request schedule changes :
This normally can be any team mate who is executing the job, or find out the
schedule delay.
Name: Jeff
Name: Tim
Name: David
Title: team member

Title: team member
Title: team member
Location: Costa Rica

Person(s) to whom Schedule Change Request forms must be submitted for

approval:
Normally should be the project manager and change control board.
Name: Mark
Title: sponsor
Name: Jean
Title: sponsor
Name: Chiang Wanting
Title: project manager
Acceptable reasons for changes to Project Schedule (e.g., delays due to material or
personnel availability; weather; need to resolve related issue before proceeding;
acceleration permitted due to early completion of a phase or process, etc.):
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:
Change that is approved will be following in the change control process

Change which is not approved will be observed.
77
4.2.15.
Cost estimate worksheet
This worksheet provides an approximation of the monetary resources

needed to complete project activities. These estimates are a prediction that
is based on the information known at a given point in time. It includes he
identification and consideration of costing alternatives to initiate and
complete the project.
Cost estimates should be refined during the course of the project to reflect
additional detail as it becomes available. The accuracy of a project estimate
will increase as the project progresses through the project life cycle. Hence
cost estimating is an iterative processes from phase to phase.
Costs are estimated for all resources that will be charged to the project. This
includes, but not limited to, labour, materials, equipment, services and
facilities, as well as special categories such as an inflation allowance or
contingency costs. A cost estimate is a quantitative assessment of likely
costs for resources required to complete the activity (PMI, 2008).
Quantitative methods include:
Parametric estimates: These estimates are derived by determining the

cost variable that will be used and the cost per unit. They then the
number of the unit multiplied by the cost per unit to derive a cost
estimate.
Analogous estimates: this estimated are derived by comparing current

work to previous similar work. The size of the previous work and the
cost is compared to the expected size of the current work. The size of
the current work is multiplied by the previous cost to determine an
estimate.
78
Three-point estimates: With this technique, estimators give an

optimistic, pessimistic and most likely estimate for each activity. This
provides a risk-based expected duration estimate by talking either the
average or a weighted average of the three estimates. The common
equation is (optimistic + 4 most likely + pessimistic) / 6.
Bottom-up estimates: this is a method of estimating a component of

work. The cost of individual work package or activities is estimated with
the greatest level of specified detail. The detailed cost is then
summarized or rolled up to higher levels for subsequent reporting and
tracking purpose. The cost and accuracy of bottom-up cost estimating
is typically influenced by the size and complexity of the individual
activity or work package.
79
COST ESTIMATES WORKSHEET
Project title:
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
Three Point Estimates

WBS ID
1.1.2
Optimistic
Cost
4000
Most Likely Pessimistic

Cost
Cost
5000
7500
80
Weighting
Equation
Expected Cost
Estimate
(o+ 4m+p)/6
5250
4.2.16.
Cost management plan
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:
Specification for how estimates should be stated(in what currency)
The level of accuracy needed for estimates
Reporting formats to be used
Rules for measuring cost performance
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)
Establishment of a cost baseline for measuring against as part of

project monitoring and controlling
Control thresholds
Cost change control procedure
81
COST MANAGEMENT PLAN

Project Name: Launch Postgraduate degree in Project management
Prepared by: Chiang wanting
Dateprepared: 31/01/2013
Person(s) authorized to request cost changes (see Cost Change Request):
This normally should be the project manager and change control board.
Name: Chiang Wanting
Name:
Name:
Title: project manager

Title:
Title:

Location:
Location:
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:

Location:
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.
Quality management plan
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:
The quality practices and standards that apply to the project
Who will be involved in managing quality, when and what their specific
duties will be
The meetings to be held addressing quality
The reports that will address quality
What measure will be used to measure quality
What parts of the project or deliverables will be measure and when
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
QUALITY MANAGEMENT PLAN

Project title:
Date prepared:
31/01/2013
Quality Roles and Responsibilities:

Role: name the role needed
Responsibilities: tell the responsibilities the

this role is having
1. Chiang wanting
1.assit quality audit
2.Tim
2.perform quality assurance
3.
3.
4.
4.
Quality Assurance Approach:

Describe the processes, procedures, methods, tools and techniques that will be used in
performing quality assurance activities.
Perform quality audit
Quality Control Approach:

performing quality control activities.
Using cause and effect diagram
Inspect the examination of a work product to determine whether it conforms to
documented standard.
Quality Improvement Approach:
performing quality improvement activities.
Using root cause analysis to identify a problem, discover the underlying causes that lead
to it and develop preventive actions. Then follows the steps outlined in the process
improvement plan to identify needed improvements.
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:
The number of changes ( to help measure the quality if project

management planning process)
The number of resources used
The number of items that fail inspection
The variance if the weight if a product produced by the project

compared to the planned weight
85
QUALITY MATRIX
Project title:
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.
Processes improvement plan
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:
Process boundaries: these describe the purpose of processes, their

start and end, their inputs/outputs, the data required, the owner, and the
stakeholders.
Process configuration: a graphic depiction of processes, with interfaces

identified, used to facilitate analysis.
Process metrics: along with control limits, allow analysis of process

efficiency.
Targets for improved performance: guides the process improvement

activities.
Approach for improvement
87
PROCESS IMPROVEMENT
Project title:
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.
Responsibility assignment matrix
A responsibility assignment matrix (RAM) is used to illustrate the connection

between work package or activities and project team members. The matrix
format shows all activities associated with one person accountable for any
one task to avoid confusion. RAMs can indicate different types of
participation depending on the needs of the project.
Some common types include:
Accountable
Responsible
Consulted
Resource
Informed
Sign-off
RACI chart (responsible, accountable, consult, and inform) is an example for

the RAM. The RACI is particularly important when the team consists of
internal and external resources to ensure clear divisions of roles and
expectation.
89
RESPONSIBILITY ASSIGNMENT MATRIX

Project title:
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
R= responsible: the person who performs the work.

A= accountable: the person who reports to the project manager if the work is done
on time, meets requirements and is acceptable.
C= consult: this person has information necessary to the complete the work.
I= inform: this person should be informed when the work is complete.
90
4.2.21.
A project manager must clearly identify the roles and responsibilities of

management, team member, and other stakeholders on the project, using
the tools like a responsibilities assignment matrix to do so. Roles and
responsibilities describe the attributes of a position on the project team.
Some common attributes include:
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.
Responsibility: the work that a project team member is expected to

perform in order to complete the projects activities.
Competency: the skill and capacity required to complete project

activities. If
project team members do not possess required
competencies, performance can be risked (Mulcahy, 2011).
91
ROLE AND RESPONSIBILITY

Project title:
Date prepared:
31/01/2013
Resource Role Description:
Provide the role or job title and a brief description of the role
IT engineer- design official web page base on the requirements provide by the team,
Authority:
Defines the decision making limits for the role.
Examples include alternative selection, conflict management, prioritizing, rewarding and
penalizing, etc. Also indicates reporting structure
He or she is reporting directly to the project manager; has total authority of the resource in
designing processes. The final work have project by project manager and sponsor
Responsibility:
Defines the activities that the role carries out and the nature of the contribution to the final
product, service or result. ( job duties, processes involved and hand-offs to other roles.)
Remember the more detail u clarify, the less conflict you will have when manage the team,
He or she will charge the website design, this include the online programme apply system.
Once the first class is started, this jib is ended and hand over to the web page
maintenance.
Qualifications:
Describes any prerequisites, experience, ;licenses, seniority levels, or other qualification
necessary to fulfil the role
He or she has to be familiar with the school programme, policy and principal. He or she is
better assigned from another similar finished project. He or she need to have at least 5
years experience in University system.
Competencies:
Describes specific role or job skills and competencies. May include details on language,
technology, or other information necessary to complete the role successfully
He or she need to be fluent in English.
92
4.2.22.
Human resource management plan
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:
Project organization chart: this is a graphic display of project team

members and their reporting relationships.
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.
Some items to consider include:
Staff acquisition (Where the staffs will come from?)
Resource calendars (When are people available? When will they be

used?)
Staff release plan (When will resources be released and no longer be

charged to the project?)
Staff training needs (What training do the resources need?)
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)
Safety (what policies protect the resources?)

HUMAN RESOURCE MANAGEMENT PLAN
Project title:
Date prepared:
31/01/2013
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.
Communication management plan
A communication management plan documents how will you manage and

control communications. Because communications are so complex, a
communication management plan should be in writing for most projects. It
must address the needs of all the stakeholders.
The communication management plan usually provides:
What needs to be communicated
Reasons to hold the communication
Between whom(audience)
Best methods for communicating
Responsibility for the sender
When and how often
The communication management plan can also include guidelines and

templates for project status meetings, project team meetings, e-meetings,
and e-mail. The use of a project website and project management software
can also be included if they are used in the project.
95
COMMUNICATION MANAGEMENT PLAN

Message
Information you are going to communicate: status
reports, project updates, meeting minutes, etc.
Status report
Audience
People or the
groups who should
receive the
information
Tim, David, Mark,
Jean, Jeff
Term or Acronym

Method
How information
will be delivered:
email, meeting,
Web meeting etc.
meeting
Frequency
How often the
information is to be
provided
Every week
Sender
Name of the
person that will
provide the
information
Chiang wanting
Definition
Note down any terms or acronyms

unique to the project or that are used in
a unique way.( It is not suggested to
have short terms when documented the
project for not misunderstood any
detail.)
define the term or the full term for acronyms
WBS
Work break down structure
UCI
Universidad paracooperacininternacional
Communication Constraints or Assumptions:

Any assumption or constraints you think you should note down; constraint can include descriptions of proprietary information and
relevant restrictions on distribution. Keep in mind a lot of projects is doing in different counties; you need to consider the language or
the time zone they are.
Any document needed to be both in English and Spanish; the meeting will be hell in English. Please double confirmed the content
messages when u received them.
96
Attach relevant communication diagrams or flowcharts.(if you have one)
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:
List of risks: The identified risks are described in as much detailed as is

reasonable.
List of potential responses: Thought risk response planning occurs

later, one of the things experienced risk manager know is that it is not
always logical to separate work on each part of risk management.
There will be times when a response is identified at the same time as a
risk. These responses should be added to risk register as they are
identified, and analysed later as part of risk response planning.
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
Risk
ID
Risk Statement
Impact
Scope
Description of the risk event or

circumstance
1
Probability
IT engineer is assigned to several

projects in the same period
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
Impact on each objective if it does occur
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
Action that need to be

taken to address the
risk
Open/
close
Comments provide
information about the risk
The IT department will

assign one more
engineer
close
Follow up if both
engineer share the same
information to the project
4.2.25.
Probability and impact assessment
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.
Risks can be evaluated in interviews or meeting with participant s selected

for their familiarity with the risk categories on the agenda. During the
meeting or interview the level of probability for each risk and its impact on
each objective is also evaluated. Keep in mind risks with low rating of
probability and impact will be included on a watch list for future monitoring.
100
PROBABILITY AND IMPACT ASSESSMENT

Project title:
Date prepared:
31/01/2013
Scope Impact:
Very High
The product doesnt meet the objective and is effective useless
High
The product deficient in multiple essential requirements
Medium
The product deficient in one major requirement or multiple minor requirements
Low
The product deficient in a few minor requirement
Very Low
Minimal deviation from requirements
Quality Impact:
Very High
Performance is significantly below objectives and is effectively
High
Major aspects of performance do not meet requirements
Medium
At least one performance requirement is significantly deficient
Low
There is minor deviation in performance
Very Low
Minimal deviation in performance
Schedule Impact:
Very High
More than 20% overall schedule increase
High
Between 10% and 20% overall schedule increase
Medium
Between 5% and 10% overall schedule increase
Low
Noncritical paths have is used all their float, or overall schedule increase of 1% to 5%
Very Low
Slipping on noncritical paths but float remains
Cost Impact:
Very High
>20%
High
10%-20%
101
Medium
5%-10%
Low
Cost increase that requires use of all contingency funds
Very Low
Cost increase that requires use of some contingency but some funds remain
Probability:
Very High
More than 80% will occur
High
61%-80% will occur
Medium
41%-60% will occur
Low
21%-40% will occur
Very Low
1%-20% will occur
Risk Rating:
High
Events score very high or high
Medium
Events score medium
Low
Events score very low or low
102
4.2.26.
Because qualitative risk analysis is based on subjective evaluation, the

rating of any risk can vary depending on the bias of the person doing the
rating and how risk averse they are. Therefore, organizations frequently
have a standard rating system to promote a common understanding of what
each risk rating means. This standard is shown in a probability and impact
matrix.
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
PROBABLILITY AND IMPACT MATRIX

Very
Low
Low
Mediu
m
High
Very
High
(PROBA
LIITY)
Impact on an objective (time, cost, schedule etc.)
Very Low
Low
Medium
104
High
Very High
(IMPACT)
4.2.27.
Risk management plan
The project manager, sponsor, team, customer, other stakeholder and

experts may be involved in plan risk management.to define how risk
management will be structured and performed for the project. Since risk
management is critical for the project success, it is wise to think about how
you will approach risk management before you do it.
Your risk management plan will answer the questions of how much time
should be spent on risk management based on the needs of the project;
who will be involved and how the team will go about performing risk
management.
The risk management plan should include:
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?
Budgeting: here includes the cost of the risk management process.

There is a cost for doing risk management of course; but risk
management save project time and money overall by avoiding or
reducing threats and taking advantage of opportunities.
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.
Risk categories: creating standard list of risk categories helps ensure

areas of risk are not forgotten on your project. The ways to classify or
categorize risk such as external, internal, technical and unforeseeable (
Mulcahy, 2011).
106
RISK MANAGEMENT PLAN

Project title:
Date prepared:
31/01/2013
Methods and Approaches:

Describe the methodology or approach to risk management. Provide information
on how each of the risk management processes will be carried out, including
whether quantitative risk analysis will be performed and under what circumstances
The identified risk will be perform and evaluate the impact right away with it occur.
The low impact risk will be sort in the watch list and high impact risk will be
discussing the solution within the meeting. All the risks have to perform the
quantitative analysis, to follow up the next steps.
Tools and Techniques:
Tools such as a risk breakdown structure, and techniques such as interview,
Delphi technique etc. that will be used for each process.
Each risk will be deal by using Delphi technique and cause effect diagram.
Roles and Responsibilities:
Describe the roles and responsibility for various risk management activities.
Chiang wanting is in charge with from plan risks to monitor and control them.
Risk Categories:
Any categorization groups used to sort and organize risks. These can be used to sort risks
on the risk register or for a risk breakdown structure, if one is used.
Each risk is categorized as external, internal, technical and unforeseeable and
documented in the risk register.
Stakeholder Risk Tolerance:

Describe the risk tolerance levels of the organization and key stakeholders on the
project
Mark is willing to accept all the risks that by dealing them without use contingency
funds.
Definitions of Probability:
107
Term used to
measure
probability such
as very lowvery high or
0.1-1
Describe the ways of measuring probability: the difference

between very high and high probability etc. if using a numeric
scale, identify the spread between bands of probability
Very High
More than 80% will occur
High
61%-80% will occur
Medium
41%-60% will occur
Low
21%-40% will occur
Very Low
1%-20% will occur
Definitions of Impact by Objective:

Impact
Scope
Quality
Specify terms
used to
measure
impact such
as very lowvery high or
0.1-1
Very low/.05
Low /0.1
Cost
Describe the ways of measuring impact on each objective.

Objective other than the ones listed here can be used. Defined the
difference between very high and high impact on an objective. If
using a numeric scale, identify the spread between bands of
impact. Note the impacts on individual objectives may be different if
one objective is more important than another
Scope
decrease
barely
noticeable
Minor areas of
scope affected
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
Risk Management Funding:

Define the funding needed to perform the various risk management activities, such
as utilizing expert advice or transferring risk to a third party. Each projects finding is
different, take out your cost management plan and review it to see if you planned
this part.
Reviewing the cost management plan. None of the risk will be transferred.
Contingency Protocols:
Describe the guidelines for establishing, measuring and allocating both budget
contingency and schedule contingency
Reviewing the cost management plan.
Frequency and Timing:

Describe the frequency of conducting formal risk management activities and the
timing if any specific activities.
Since risk is identify throughout the project processes, once the risk is identified,
register it and evaluate the impact immediately. Otherwise the risks are reviewing
every two weeks.
Risk Audit Approach:

Describe how often the risk management process will be audited, which aspects will
be audited and how discrepancies will be addressed.
Risk management processes will be audit very month in the aspects of the schedule
impact.
109
4.2.28.
Procurement management plan
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:
Types of contracts to be used
Risk management issue
Whether independent estimates will be used and if they are needed as

evaluation criteria
Those actions the project management team can take individually, if the
performing organization has a prescribed procurement, contracting or
purchasing department
Standardized procurement documents, if they are needed
Managing multiple suppliers
Coordinating procurement with other project aspects, such as

scheduling and performance reporting
Any constraints and assumptions that could affect planned procurement
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
Identifying requirements for performance bonds or insurance contracts

to mitigate some forms of project risk
Establishing the direction to be provided to the sellers on developing

and maintaining a work breakdown structure
Establishing
the
form
and
format
to
be
used
for
the
procurement/contract statements of work
Identifying prequalified sellers, if any, to be used
Procurement metrics to be used to manage contracts and evaluate

sellers (Mulcahy, 2011).
111
PROCUREMENT MANAGEMENT PLAN

Project title:
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.
Roles and Responsibilities:

Project Manager:
define the responsibilities of the project
manager and their team
1. project manager has to approve and sign
off the contract
2.
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.
Standard Procurement Documents:

List any standard procurement forms, documents, policies or procedures relevant to
procurements
1. Procurement form and policy is follow by the university standard forms
2.
Contract Type:
Identify the contract type
The contract type is fixed price
Bonding and Insurance Requirements:

Define bonding or insurance requirements that bidders must meet
The supplier will insure all the refunds when the product doesnt mean the expectations.
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
Procurement Assumptions and Constraints:

Identify and document relevant assumptions and constraints related to the procurement
process
112
There may be few companies in this countries meet the criteria

Integration Requirements:
WBS
You need to write down how the contractors WBS should match with the
project WBS
Attached the WBS form the contractor
Schedule
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
Define how the contractors performance reporting should integrate with

the project status reporting, including information on scope, schedule and
cost status reporting.
The contractor will be evaluated in performance.
113
4.2.29.
Source selection criteria
Source selection criteria are a part of the procurement documents to give

the seller an understanding of the buyers needs and to help the seller
decide whether to bid or make a proposal on the work.
When the buyer receives the sellers responses during the conduct
procurements processes, source selection criteria become the basis for the
buyer to use in evaluating the bids or proposals.
If the buyer is purchasing a commodity such as linear meters of wood, the
source selection criteria may just be lower price. If the buyer is procuring
construction services, the sources selection criteria may be price plus
experience. If the buyer is purchasing service only, the source selection
criteria will be more extensive.
In the latter case, such source selection criteria may include:
Number of years in business
Financial stability
Understanding of need
Price or life cycle cost
Technical ability
Quality of past performance
Ability to complete the work on time
Project management ability
Warranty
Intellectual property rights
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
SOURCE SELECTION CRITERIA

1
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
3-5 similar jobs
5-10similar jobs
expert in its area
<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.
Project management plan
A project management plan serves an integration function; it integrates all

the knowledge area management plans into a cohesive whole. The overall
project management plan also includes the baselines for the project. A
project management plan is a series of plans and baselines.
The project management plan includes:
The project management processes that will be used on the project-a

project manager should determine what processes need to be use,
based on the need of the project. This activity is part of developing the
project management plan.
The knowledge area management plan. This means scope, schedule,

cost, quality, human resources, communication, risk and procurement.
Scope, schedule and cost baselines- the project management plan

includes scope, schedule and cost baselines, against which the project
manager will report project performance.
Scope baseline: the project scope statement, WBS, and WBS

dictionary.
Schedule baseline: the agreed-upon schedule, including the start

and stop dates.
Cost baseline: the time-phase cost budget.
A requirement management plan- this is a plan for how requirements

will be managed and controlled on the project.
A change management plan- this is a plan for managing changes on

the project.
117
A configuration management plan- this is a plan for managing changes

to the deliverables of the project.
A process improvement plan- this is a plan for how processes to

complete the work that are used on the project will be improved
(Mulcahy, 2011).
118
PROEJCT MANAGEMENT PLAN

Project title:
Date prepared:
31/01/2013
Project Life Cycle:

Describe the life cycle that will be used to accomplish the project. This may include phases,
periods within the phases and deliverables for each phase
The project is divided in 5 project phases and determine in 5 months. When close the project,
the service should be provided and transfer to the maintenance management
Variance and Baseline Management:
Schedule Variance Threshold:
Defines acceptable schedule
variances, variance that
indicate a warning and
variance that are
unacceptable
The schedule is set without
any circumstance to delay
beside natural disaster cause.
Schedule Baseline Management:

Describe how the schedule baseline will be managed,
including response to acceptable, warning, and
unacceptable variances. Define circumstances that would
activate preventive or corrective action and when the
change control process would be enacted
Since the schedule is set as the university calendar it is
not flexible to change. If there is any natural or
government policies cause any variance, it will handle
according to the university policy.
Cost Variance Threshold:

Defines acceptable cost
variance that are
unacceptable
Cost variance will be in the
range of 15% of the set
budget
Cost Baseline Management:

Describe how the cost baseline will be managed,
Since the schedule is not flexible, any risk on schedule
will be correct by with cost. The acceptable range is in
15% of the set budget. When the changes occur, still
have to through the change request processes.
Scope Variance Threshold:

Defines acceptable scope
variance that are
unacceptable
It doesnt matter how many
people are enrol in the first
enrolment The project will
finished and hand to the
maintenance phase
Scope Baseline Management:

Describe how the scope baseline will be managed,
change control process would be enacted.
No relevant matters to mention
119
Quality Variance Threshold:

Defines acceptable
performance variances,
variance that indicate a
warning and variance that are
unacceptable
No relevant matters to
mention
Performance Requirements Management:

Describe how the quality baseline will be managed,
trigger preventive or corrective action and when the
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
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
Schedule Management Plan
Cost Management Plan
Quality Management Plan
Process Improvement Plan
Human Resources
Management Plan
Communications Management
Plan
Risk Management Plan
Procurement Management
Plan
Change Management Plan

Configuration Management
Plan
Baselines:Attach all project baselines.
120
4.2.31.
Configuration management plan
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
CONFIGURATION MANAGEMENT PLAN
Project title:
Date prepared:
31/01/2013
Configuration Management Approach:

Describe the degree of configuration control, the relationship to change control, and how
configuration management will integrate with other aspects of project management.
The project will use the online register for most of the enrolments. The application form
then to the admission department to review the qualification and the completion.
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
Document Configuration Control:

Configuration-Controlled Documents
Note down all documents that are subject
to configuration control
Online register
Admission processes
Webpage design
Teaching materials choosing
Hiring professors
Identification conventions
Describe how the items of individual
deliverables will be identified.
Items are identified by the project team, the

project manager will assign an item name
and the item will be entered into in an
initiate status.
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.
Configuration Change Control:

Describe the process and approvals required to change a configuration items elements
and to rebaseline them. This includes physical components and documents under
configuration control.
Any configuration changes which are identified by the project team or stakeholders must
be captured in a change request and submitted to the change board. The board will
review, analyse, and approve/deny the request based on the impact, scope, time, and
cost of the proposed change. If the change is approved, the project requirements will be
re-baselined (if necessary) and all changes will be communicated to the project team and
stakeholders by the Project Manager. If the change is denied the founder may be resubmitted with additional or new information for re-consideration by the board.
122
Configuration Verification and Audit:

Describe the frequency, timing, and approach to conducting configuration audits to
ensure that the physical attributes of the product are consistent with plans, requirement,
and configuration documentations.
All project configuration audits will be performed by the project manager. Throughout the
project the project manager works closely with team to ensure that all configuration
processes and procedures are being followed. Configuration is planned to audit every 10
days.
Configuration Management Roles and Responsibilities:

Roles
Responsibilities
List the roles involved in configuration
List the responsibilities and activates
management
associated with the roles
Mark-project manager / change control
To review and audit all the configuration
board
and change request
Tim sponsor / change control board
Approve the change request and sign off
the audit
James- IT engineer
Web page design and online register
Jenny admission administrator
Registering document review and approve.
Roy- marketing manager
Making promote
Attach any relevant forms used in the configuration control process.
123
4.2.32.
Change management plan
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:
Change control procedure( how and who)
The approval levels for authoring changes
The creation of a change control board to approve changes
A plan outlining how change will be managed and controlled
Who should attend meeting regarding changes
The organizational tools to use to track and control changes
124
CHANGE MANAGEMENT PLAN
Project title:
Date prepared:
31/01/2013
Change Management Approach:

Describe the degree of change control, the relationship to configuration control, and how
change control will integrate with other aspects of project management.
Changes that occurred but not affecting the final product acceptance, deliver deadline
and budget will be monitor closely.
Changes that occurred and proved would affect the final product acceptance, deliver
deadline and budget need to be approve by the change control board and have to follow
with the owner and report it every week its status in affected area.
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
Change Control Board:

Name
Role
Individuals name
Position on the
change control board
Mark
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 all the

changes
approve the
change
Have all the
authority to
approve the
change
Change Control Process:

Change request Describe the process used to submit change requests, including who
submittal
receives requests and any special forms, polices, or procedures that
need to be used.
Change will need to fill out the change request form and change log,
change owner submit to the project manager to review.
Change request Describe the process for tracking change from submittal to final
tracking
disposition
Change owner will need to follow up the change process. It depend
how complex the affecting area can be but it should be answered in
10days
Change request Describe the process used to review change requests, including
review
analysis of impact on project objectives such as schedule, scope, cost,
etc.
Change owner need to explain the impact of the change and
document then on the change request, the project manage will verify
again the impact.
Change request Describe the possible outcomes, such as accept, defer, reject
disposition
The answer of the corrective action will be documented on the change
request.
Attach any relevant forms used in the configuration control process.
126
4.3. Executing
The purpose of project executing is to complete work as defined in the project

management plan and to meet the project objectives. In other words, the goal is
to achieve the project deliverables within the projects planned budget and
schedule, and to meet any other objectives established for the project. This is
the do step of the process. The focus is on managing people, following
processes and distributing information (Mulcahy, 2011).
During executing, the project manager essentially has a guiding, proactive role,
constantly referring back to the project management plan and project
documents. As a project manager, you should be spending time preventing
problems so you do not have to spend much time dealing with them. Keep the
words work to the project management plan be proactive manage and
guide in mind as a way to summarize executing activities.
The forms used to document executing information include:
Change request
Change log
Quality Audit
Team performance assessment
Issue log
127
4.3.1. Change request
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:
Date prepared:
31/01/2013
Person requesting change:

Chiang Wanting
Change number: 1
Category of Change:
Scope
Cost
Quality
Schedule
Requirements
Documents
Detailed Description of Proposed Change:

Change proposed
To request one more engineer
Justification for Proposed Change:

Indicate the reason for the change
The engineer the project has now is doing several project at the same time and
couldnt finish the work on schedule
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
quality
Quality will be double checked
Requirements
Increase
Modify
Decrease
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
Project Documents: describe changes needed to project documents

All the change impact will modify each management plan
Comments:
Any comments that will clarify information on the change request
New resource need to be assigned only this project
Disposition
Approve
Defer
Justification:
Justification for the change request disposition
Change Control Board Signatures:

Name
Role
Mark
Sponsor
Jean
Sponsor
Signature
Date:15/10/2012
130
Reject
4.3.2. Change log

In a large project, it often has tons of changes. You wont have so much time
to go through each document to find the information of one change request.
Therefore, change log keeps all the changes status weather is approved or
rejected to have an overview of changes.
A change log is used to document changes that occur during a project.
These changes and their impact to the project in terms of time, cost and risk
( which you can find it as a category in the change request form) must be
communicate to the appropriate stakeholders. This form is used to track
change from request through final disposition.
The information may include:
Change ID
Category
Description of change
Submitter
Submission date
Status
Disposition
131
CHANGE LOG

Change Category
ID
From the
change
request
form
Cost
Description of Change

Submitted
by
Description of the proposed change
Person who
requested
the change
To request one more engineer
Chiang
wanting
132
Submission
Date
10/10/2012
Status
Disposition
Open
close or
pending
Approved
Deferred
rejected
close
approved
4.3.3. Quality audit
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:
Identify all the good/best practices being implemented
Identify all the gaps/shortcoming
Share good practices introduced or implemented in similar projects in

the organization and industries
Proactively offer assistance in a positive manner to improve

implementation of processes to help the team raise productivity
Highlight contributions of each audit in the lessons learned repository of

the organization.
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:
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
Description of Good Practices to Share:

Any good or best practices that can share to other projects
The change is solved immediately when it was request
Description of Areas for Improvement:
Any areas that need improvement and the specific improvements or measurements that need to
be achieved
Schedule needed to be review more frequently
Description of Deficiencies or Defects:
ID
Defect
Action
Responsible
Party
Due Date
Describe deficiencies or
defects
Explain the action needed to

be taken to correct defects
Assigned
person
Due date
When the schedule is behind

the request in not made
immediately
Review schedule baseline

more often.
Tim
20/10/2012
Comments:
Make sure the new resource is only assign to one project
134
4.3.4. Team performance assessment
The project manager completes formal or informal team performance

assessments as part of developing the project team. These assessments
are meant to evaluate and enhance the effectiveness of the team as a
whole. They may include an analysis of how much team members skills
have improved; how well the team is performing, interacting, and dealing
with conflict; and turnover rate.
The performance of a successful team is measured in terms of technical
success according to agree-upon project objects, performance on project
schedule (finish on time), and performance on budget.
The evaluation of a teams effectiveness may include:
Improvement in skills that allow each members to perform assignments

more effectively
Improvement in competencies that help the team perform better as a

team
Reduced staff turnover rate
Increased team cohesiveness where team members share information

and experiences openly and help each other to improve the overall
project performance
Think of team performance assessment as looking at team effectiveness.
135
TEAM PERFORMANCE ASSESSMENT
Project title:
Date prepared:
31/01/2013
Technical Performance:
Scope
Meets
Exceeds
Expectations
Expectations
Needs Improvement
Comments: describe instances or aspects of scope performance that explain rating

Scope is met so far.
Quality
Meets
Exceeds
Expectations
Expectations
Needs Improvement
Comments: describe instances or aspects of quality performance that explain rating

Quality audit approved the service is within the standard
Schedule
Exceeds
Expectations
Meets
Expectations
Needs Improvement
Comments: describe instances or aspects of schedule performance that explain rating

The IT engineer delayed the schedule due to multiple projects he is work on
Cost
Exceeds
Expectations
Meets
Expectations
Needs Improvement
Comments: Describe instances or aspects of cost performance that explain rating

The new resource increased the project cost
Interpersonal Competency:
Communication
Meets
Exceeds
Expectations
Expectations
Needs
Improvement
Comments: describe instances or aspects of communication that explain rating

The information is clearly distributed
Collaboration
Meets
Exceeds
Expectations
Expectations
Needs
Improvement
Comments: Describe instances or aspects of collaboration that explain rating

There isnt any problems between team collaborations
Conflict
Management
Exceeds
Expectations
Meets
Expectations
Needs
Improvement
Comments: Describe instances or aspects of conflict management that explain rating

There isnt any conflict happened so far
Decision Making
Exceeds
Expectations
136
Meets
Expectations
Needs
Improvement
Comments: Describe instances or aspects of decision making that explain rating

There is not decision have been pending
Team Morale
Comments: describe the overall team morale
Team is optimistically doing the project. Efficiently delivery every working package
Areas for Development:

Area
List technical or interpersonal
areas for development
Team work
Approach
Actions
Describe the develop

approach, such as
mentoring, training, etc.
Lecturing
The actions necessary to

implement the
development approach
Put the team works in the
same area
137
4.3.5. Issue log
An issue log can be used in managing team members and stakeholders.

This indicates to people that their needs will be considered, even if they are
not addressed at the time the issue arises. Smart project manager control
issues so they do not impact the project.
An issue logs is a tool and technique of manage project team, but many
project managers use this tool on a broader scale, for issues that arise
across the project, not just those related to human resources.
An issue log, also as known as an issue register, cam be use communicate
what the issues are on project, as well as asses the cause of the issue, their
impacts on the project, and corrective actions that could be taken. Issue
resolutions should be recorded in the register, including the results of
corrective action (PMI, 2008)
138
ISSUE LOG

Issue
ID
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
Actions needed to address and resolve

the issue
Open or
close
Double check with the admission

department also with verify with the
university schedule.
open
Describe the degree of impact on various

project objectives
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.
4.4. Monitoring and controlling
Monitoring and controlling means measuring the performance of the project

to the project management plan and approving changes requests, including
recommended corrective and preventive actions and defect repair (Mulcahy,
2011). This includes tracking, reviewing and managing the progress and
performance of the project along with managing changes when required.
This is the section of measuring.
The monitoring and controlling also included:
Controlling
changes
and
recommending
preventive
action
in
anticipation of possible problems
Monitoring
the
on-going
project
activities
against
the
project
management plan and the project performance baseline
Influencing the factors that could dodge integrated change control so

only approved changes are implemented.
The forms used to document monitoring and controlling information include:
Project performance report
Earned value status report
Risk Audit
Contractor status report
Product acceptance
140
4.4.1. Project performance report

Project performance reports are evaluation of employees performance by
those who supervise them. This is a common business practice around the
world. Such evaluation should include the employees work on project.
Performance reports organize and summarize the information gathered, and
present the results of any analysis as compared to the performance
measurement.
Project performance report tracks schedule and cost status for the current
reporting period and provides planned information for the next reporting
period. It indicates impacts to milestones and cost reserves as well as
identifying new risks and issues that have arisen in the current reporting
period(PMI, 2008).
Some information may include:
Accomplishments for the current reporting period
Accomplishments planned but not completed in the current reporting

period.
Root causes of variances
Impact to upcoming milestones or project due date
Planned corrective or preventive action
Funds spent in the current reporting period
Roots causes of variances
Impact to overall budget or contingency funds
Planned corrective or preventive action
141
Accomplishments planned for the nest reporting period
Costs planned for the nest reporting period
New risks identified
Issues
Comments
142
PROJECT PERFORMANCE REPORT

Project title:
Project Manager:
Chiang wanting
Date prepared:
31/01/2013
Sponsor:
Mark
Accomplishments for This Reporting Period:

List all the work package or other accomplishments scheduled for completion this period
1. The web designed is finished, and the online enrolment is started
2.
Accomplishments Planned but Not Completed This Reporting Period:
List all work packages or other accomplishments scheduled for this period but not
completed
1. The marketing promoting havent started
2.
Root Cause of Variances:
Work that was not accomplished as scheduled. Identify cause of the variance
Root cause of marketing havent started the due to another project is occupied the
marketing team.
Impact to Upcoming Milestones or Project Due Date:
Any work that was not accomplished as scheduled, identify any impact to upcoming
milestones or overall project schedule. Identify any work currently behind on the critical
path or if the critical path has changed based on the variance
Marking promoting delaying will affect the quantity of enrolment
Planned Corrective or Preventive Action:
Any actions needed to make up schedule variances or prevent future schedule variances
Assigned another marketing team
Funds Spent This Reporting Period:
Record funds spent this period
20000
Root Cause of Variances:
Any expenditure that were over or under plan, identify cause of the variance. Include
information on labor variance versus material variances.
There is no expenditure
Impact to Overall Budget or Contingency Funds:
Indicate impact to the overall project budget or whether contingency funds must be
expended
Overall budget may affect to minimized the marketing promotion
143
Impact to Overall Budget or Contingency Funds:

Actions needed to recover cost variances or prevent future schedule variances
Reduce the planned for marketing promotion
Accomplishments Planned for Next Reporting Period:

list all the work package or other accomplishments scheduled for completion this period
1. Next reporting period will have the enrolments finished
2.
Costs Planned for Next Reporting Period:
Identify funds planned to be expended next period
20000
New Risks Identified:
Any new risks that have arisen this period. These risks should be recorded in the risk
register as well
The enrolments end time may be extend 30 days more
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
4.4.2. Earned value status report
Earned value is used to measure project performance against the scope,

schedule, and cost baseline. Earned value has proven itself to be one of the
most effective performance measurement and feedback tools for managing
projects. It enables managers to close the loop in the plan-so-check-act
management cycle.
Not only measuring what is going on with the project right now, EV also
predicts where the project is supposed to be going. Using the data gathered
through earned value analysis, a project manager can create reports,
including budgets forecasts, and other communications related to the
projects progress (Mulchy, 2011).
Earned value measurements may also result in change requests to the
project. This report shows precise mathematical metrics that are designed to
reflect the status of the project by integrating scope, schedule, and cost
data. Information can be reported for the current reporting period and on a
cumulative basis.
Data that is generally collected includes:
Budget a completion (BAC)
Planned value (PV)
Earned value (EV)
Actual cost (AC)
Schedule variance (SV)
Cost variance (CV)
Schedule performance index (SPI)
Cost performance index (CPI)

145
Percent planned
Percent earned
Percent spent
Estimates at completion (EAC)
To complete performance index(TCPI)
146
EARNED VALUE STATUS REPORT

Project title:
Budget at Completion (BAC):
Date prepared:
31/01/2013
Overall Status:
Current
Reporting
Period
Current Period
Cumulative
Past Period
Cumulative
Planned value (PV)
Value of the work planned to be accomplished
Earned value (EV)
Value of the work actually accomplished
Actual cost (AC)
Cost for the work accomplished.
Schedule variance (SV)

Cost variance (CV)
EV-PV
EV-AC
Schedule performance index (SPI)
EV/PV
Cost performance index (CPI)
EV/AC
Root Cause of Schedule Variance:

Describe the cause.
The IT engineer can't fulfill the work package due to the multiple ongoing project
Impact on Deliverables, Milestones, or Critical Path:
Describe the impact on deliverable, milestones, and critical path and any intended actions
to address the variances.
This may delay the online enrollment
Root Cause of Cost Variance:
Describe the cause.
Hiring another resource will increase the cost
Impact on Budget, Contingency Funds, or Reserve:
Describe the impact on budget, contingency funds and reserves and any intended actions
to address the variances.
This will reduce the budget of marketing promotion.
Percent planned
PV/BAC
Percent earned
EV/BAC
Percent spent
AC/BAC
Estimates at Completion (EAC):

EAC w/CPI [BAC/CPI]
147
EAC w/ CPIxSPI [AC+((BACEV)/(CPIxSPI))]
Selected EAC, Justification, and Explanation

To complete performance index
(TCPI)
(BAC-EV)/(BAC-AC)
148
4.4.3. Risk Audit
Risk audits examine and document the effectiveness of risk responses in

dealing with identified risks and root causes, as well as the effectiveness of
the risk management process. Risks audit means that you have identified all
the risks that can be or should be identified on your project that you have
plans for each of the major risks, and that risk response owners are
prepared to take action (PMI, 2008).
The project manager is responsible to make sure that risk audits are
executes at an appropriate frequency, which should already defined in the
risk management plan. Also the plan for the risk audit and its purposes
should be clearly stated before doing the audit.
Information reviewed in a risk audit may include:
risk event audit
risk response audits
risk management processes
good practice
areas for improvement
149
RISK AUDIT
Project title:
Project auditor:
Chiang wanting
Date prepared:
31/01/2013
Audit date:
20/11/2012
Risk Event Audit:

Event
Cause
Response
Comment
From the risk register
Identify the root

cause of the
event
Describe the
response
implemented
Discuss if there was any way

to have foreseen the event and
respond to it more effectively
Multiple on-going
project
Request another
IT engineer
Checked the resource availability

before assign to the project
Response
Successful
Actions to Improve
List risk
response
Indicated if the
response was
successful
Any opportunities for

improvement in risk response
Request another
IT engineer
Successful
Follow up if both engineer share

the same information to the
project
IT engineer is assigned to
several projects in the same
period
Risk Response Audit:

Event
From the risk register
Risk accepted
Risk Management Process Audit:

Process
Plan Risk Management
Identify Risks
Perform Qualitative Assessment
Perform Quantitative Assessment
Plan Risk Responses
Monitor and Control Risks
Followed
Tools and Techniques Used
Indicate if the various

processes were
followed as indicated
in the risk
management plan
Followed
Followed
Followed
Followed
Followed
Identify tools and techniques used in

the various risk management
processes and whether that were
successful
Cause and effect diagram
EMV analysis
Expert judgment
Risks audit

Describe any practice that should be shared for use on other project
When risk is identified , it is deal immediately
Any practices that need improvement, the improvement plan, and any follow-up dates or information
for corrective action
The project performance report should be more frequent
150
4.4.4. Contractor status report
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
Preventive or corrective action
Issues
151
CONTRACTOR STATUS REPORT

Project title:
Vendor:
CEPCC
Date prepared:
31/01/2013
Contract #:
121030001
Scope Performance This Reporting Period:

Progress on scope made during this period
The scope is met
Quality Performance This Reporting Period:
Quality or performance variances
Quality is met by reviewing the quality audit
Schedule Performance This Reporting Period:
Describe if the contract tis on schedule. If ahead or behind, identify the cause of the
variance.
Schedule is on the planned track
Cost Performance This Reporting Period:
Describe if the contract tis on budget. If over or under, identify the cause of the variance
Contract budget is met since its a fixed price contract
Forecast Performance for Future Reporting Periods:
Discuss the estimated delivery date and final cost of the contract. If the contracts is a fixed
price, do not enter cost forecasts
The second payment has to be made when the product is delivered and product
acceptance is sign off
Claims or Disputes:
Identify any new or resolved disputes or claims that have occurred during the current
reporting period
The first payment transferred was two days late
Risks:
Any risk, and this should be also in risk register
There is no identifying risk.
Actions necessary to recover schedule, cost, scope or quality variances
There is no need to recover the variances
Issues:
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
4.4.5. Product Acceptance
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:
Verify that the product is correct
Validate that it meets the needs of the customer
The product acceptance form can include information such as:
Requirements
Method of verification
Method of validation
Acceptance criteria
Status of deliverable
Sign-off
154
PRODUCT ACCEPTANCE
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
The PMI education

system. Include the
inherit certification and
teaching materials
Reviewing
Interviewing
Too meet the PMI

standard
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
Contract Close Out
Project close out
Lessons Learned
156
4.5.1. Procurement audit
Procurement audit matrix is talking about how the whole procurement

process went; its not a cost audit but as a lessons learned of the
procurement process that can help improve other procurement.
The objective of a procurement audit is to identify successes and failures
that warrant recognition in the preparation or administration of other
procurement contract on the project or on other projects within the
performing organization(PMI, 2008).
Information recorded in the audit included:
Vender performance audit.
scope
quality
schedule
cost and
other information, such as the attitude of the vendor.
Procurement management process audit
Process
Tools and techniques
Description of good practices
Description of areas for improvement
157
PROCUREMENT AUDIT
Project title:
Project auditor:
Chiang wanting
Date prepared:
31/01/2013
Audit date:
20/11/2012
Vendor Performance Audit

What Worked Well:
Scope
Quality
Schedule
Cost
Other
Describe features of product scope that were handle well

The scope is met
Describe features of product quality that were handle well
Quality is met
Describe features of product schedule that were handle well
Schedule in on the planned time
Describe features of product cost that were handle well
Cost is fit to the contract
Describe any other features of procurement that were handle well
There is nothing to mention
What Can Be Improved:

Scope
Quality
Schedule
Cost
Other
Describe features of product scope that could be improve

Describe features of product quality that could be improve
Describe features of product schedule that could be improve
Describe features of product cost that could be improve
The payment need to be made two days before the agreed day
Describe any other features of procurement that could be improve
Procurement Management Process Audit

Process
Followed
Plan Procurements
Yes
Conduct Procurements
Yes
Administer Procurements
Yes
Close Procurements
Yes
Tools and Techniques Used

Describe any tools and techniques that were
effective for the process
Expert judgment
Bidder conference and expert judgment
Procurement performance review
Procurement audit
158
Describe any good practice to share with other projects

Any areas that should be improved with the procurement process. Include information that should
be incorporated into policies, procedures or processes. Include information or lesson learned.
The pay date should consider the different time zone in order to avoid delay
159
4.5.2. Contract Close Out

This matrix tells when close the contract, how the vendors performance and
what can be improve for the future project. Keep in mind that before contract
is closed out, all the disagreements must be resolved, the product or the
result must be accepted, and the final payment must be made.
In this record you can find:
Vender performance analysis
scope
quality
schedule
cost and
other information, such as the attitude of the vendor.
Record of contract changes
change ID
description of change
date approved
Record of contract disputes
description of disputes
resolution
date resolved
160
CONTRACT CLOSE OUT

Project title:
Project manager:
Chiang wanting
Date prepared:
31/01/2013
Contract Representative:
Diego- CEPCC
Vendor Performance Analysis

What Worked Well:
Describe features of product scope that were handle well
Describe features of product quality that were handle well
Describe features of product schedule that were handle well
Describe features of product cost that were handle well
Describe any other features of procurement that were handle well
Scope
Quality
Schedule
Cost
Other
What Can Be Improved:

Describe features of product scope that could be improve
Describe features of product quality that could be improve
Describe features of product schedule that could be improve
Describe features of product cost that could be improve
Describe any other features of procurement that could be improve
Scope
Quality
Schedule
Cost
Other
Record of Contract Changes

Change
ID
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
Record of Contract Disputes

Description
Any claims or disputes
Late payment
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
Date of Contract Completion____________________________

Signed Off by ________________________________________
Date of Final Payment__________________________________
162
4.5.3. Project close out
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
Evidence which met the success criteria
Contract information
Approvals
163
PROJECT CLOSE OUT

Project title:
Date prepared:
31/01/2013
Project manager:
Dean
Project Description:
Summary level description of the project. This information is form the project charter
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
The specific and measureable

criteria that will determine
project success
Evidence that success criteria

was met
Reviewing scope management
plan and interviewing
stakeholders
Explain any scope variances

The specific dates that must

be met to determine schedule
success
30/03/2013
Identify the date of final delivery

(from product acceptance form)
28/02/2013
Explain any schedule or

duration variances
The project is one month early
finished
The specific currency or range

of currency that defines
budgetary success
Final project cost

300000
Explain any cost variances

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
The specific measurement that

must be met for the project
and product to be considered
a success
Verification and validation

information from product
acceptance form
Quality audit form
Explain any quality variances

Relevant specific measureable

results that define success
Evidence that other objectives

have been met
Explain any other variances
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
Sponsor or Originator Signature
Project Manager Name
Sponsor or Originator Name
Date
Date
165
4.5.4. Lessons Learned
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.
While the finalization of a formal lessons learned
document is completed during the project closeout process, capturing

lessons learned should occur throughout the project lifecycle to ensure all
information is documented in a timely and accurate manner.
The lessons learned document serves as a valuable tool for use by other
project managers within an organization who are assigned similar projects.
This document should not only describe what went wrong during a project
and suggestions to avoid similar occurrences in the future, but it should also
describe what went well and how similar projects may benefit from this
information (Mulcahy, 2011).
This document should be communicated to the project sponsor and Project
Management Office (PMO) for inclusion in the organizational assets and
archives as part of the lessons learned database. If the organization does
not have a PMO then other, formal means of communicating the lessons
learned should be utilized to ensure all project managers are included.
Details that can be documented include:
Project performance analysis
Requirements
Scope
166
Schedule
Cost
Quality
Human resources
Communication
Stakeholder management
Reporting
Risk management
Procurement management
Process improvement
Product-specific information
Information on specific risks
Quality defects
Vendor management
Areas of exceptional performance
Areas for improvement
167
LESSONS LEARNED
Project Performance Analysis
What Worked Well
What Can Be Improved
Requirements definition and

management
List any practices or incidents that were effective in

defining any managing requirements
List any practices or incidents that can be improved

in defining and managing requirements
Scope definition and management

defining any managing scope

in defining and managing scope
Schedule development and control

defining any managing requirements

in defining and managing requirements

developing and controlling costs
planning, assuring and controlling quality. Specific
defects are addressed elsewhere.
working with team members and developing and
managing the team
planning and distributing information.

in developing and controlling costs
in planning, assuring and controlling quality. Specific
defects are addressed elsewhere.
in working with team members and developing and
managing the team
in planning and distributing information.

managing stakeholder expectations

in managing stakeholder expectations

reporting project performance
List any practices or incidents that were effective in risk
management process. Specific risks are address
elsewhere
planning, conducting and administering contracts

in reporting project performance
in risk management process. Specific risks are
address elsewhere
in planning, conducting and administering contracts
Cost estimating and control

Quality planning and control
Human resource availability, team
development, and performance
Communication management
Stakeholder management
Reporting
Risk management
Procurement planning and
management
168
Process improvement information
List any process that were developed that should be

continued
List any process that should be changed or

discontinued
Product-specific information

delivering the specific products, service or result
Other
List any practices or incidents that were effective, such

as change control, configuration management, etc.

in delivering the specific products, service or result
List any practices or incidents that can be improved,
such as change control, configuration management,
etc.
Risks and Issues

ID Risk or Issue Description
Identify specific risks that occurred that should
be considered to improve organizational
learning
Quality Defects
Description
Identify quality defects that should be
considered to improve organizational
effectiveness
Vendor Management
Vendor
Response
Comments
Describe the response and its effectiveness
Indicate what should be done to improve

future project performance
Resolution
Comments
Describe how the defects were resolved
Indicate what should be done to improve future

project performance
Issue
Resolution
Comments
Describe any issue, claim or disputes

that occurred
Describe the resolution
Other
Areas of Exceptional Performance
Areas for Improvement
Identify areas of exceptional performance that can be passed on to other

teams
Identify areas that can be improved on for future projects
169
TEMPLATES SUMMARY
Templates
Belong
Process
Initiating
Project charter
Stakeholder register Initiating
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
5.1 Collect requirements
Use in company
Requirements
traceability matrix
Planning
Use in company
Requirements
management plan
Planning
Use in company
5.2 Define Scope
Use in company
Considered when
developing activity cost
estimate and activity
resource requirements
5.3 Create WBS
Use in company
5.3 Create WBS
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
6.1 Define activities
Use in company
Activity attribute
Planning
Use in company
Milestone list
Planning
Use in company
Activity
resource Planning
requirements
6.3 Estimate activity

resources
Activity
estimates
6.3 Estimate activity

resources
Adapted in
company currant
one
Adapted in
company currant
one
duration Planning
170
Duration estimating Planning

worksheet
Provide information to
activity duration estimate
Use in company
Schedule
management plan
One part of project

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
One part of project

management plan
management Planning
Quality
management plan
Planning
8.1 Plan quality
Quality metrics
Planning
8.1 Plan quality
Process
improvement
Planning
8.1 Plan quality
Responsibility
assignment matrix
Planning
9.1 Develop human

resource plan
Roles
and Planning
responsibilities
9.1 Develop human

resource plan
Use in company
Human
plan
9.1 Develop human

resource plan
Use in company
resource Planning
Communication
management plan
Planning
10.1 Plan communication
Use in company
Risk register
Planning
11.2 Identify risks
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
11.3 Perform qualitative

risk analysis
Probability
impact matrix
11.3 Perform qualitative

risk analysis
Risk
plan
and Planning
management Planning
Procurement
management plan
Planning
11.1 Plan risk

management
12.1 Plan procurement
171
Source
criteria
selection Planning
12.1 Plan procurement
Use in company
Using another
standard in the
company
Use in company
Project
management plan
Planning
4.1 Develop project

management plan
Configuration
management plan
Planning
Provides information to
project management plan
Change
management plan
Planning
project management plan
Use in company
Change request
Executing
Use in company
Change log
Executing
Quality Audit
Executing
perform integrated
change control
Related to change
request and change
management plan
8.2 Perform quality
assurance
Team performance Executing

assessment
9.3 Develop project team
Executing
10.4 Manage stakeholder

expectations
10.5 Report performance
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
risks
12.3 Administer
procurement
risks
Included in project
performance report
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
12.4 Close procurement
Use in company
Contract Close Out
Closing
Combined with
procurement audit report
Project close out
Closing
Lessons Learned
Closing
Related to contract closeout report and lessons

learned
Improve performance on
the current project and
future project.
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
Project Management Institute (2008).A Guide to the Project Management Body of

Knowledge (PMBOK Guide 4th Ed.)U.S.A: Project Management Institute Inc.
Project Management Docs (2012).Free Project Management Templates. Capt in
http://www.projectmanagementdocs.com/ date January 5th, 2012
Rita Mulcahy (2011). PMP Exam Prep (seventh Ed.) U.S.A.
Snyder C. (2009) A Project Managers book of Forms
A book assists project managers in applying information presented in PMBOK
Guide-Four Edition into project documentation. U.S.A.
175
4. APPENDIX
Appendix 1: Project charter of Graduation thesis

PROJECT CHARTER OF GRADUATION THESIS
Name and given name:
Place of resident:
Institution:
Position:
Principal information and authorization of PFG

Project title:
Date:
June 16th, 2012
Research and design of templates used

in project management as a companion
to the PMBOK Guide Fourth Edition
(2008)
Knowledge areas:
Processes:
Wan Ting Chiang

Taiwan
CNPC
Business Administrator
Applied areas:
initialling,
planning,
University or any organization who
executing, monitoring and controlling
practice project management.
and closing
Knowledge area: Scope, time, cost,
quality,
human
communication,
risk,
resource,
procurement
management.
Project started date:
Expected finish:
June 16th,2012
January 31th, 2013
Type of thesis: (dissertation / article)
Dissertation
Project objects:
To insert the proper templates in each processing group in order to increase the
documentations quality and saving time.
Product description:
Project templates used in the Project of launching master degree of project

management
Project needs:
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:
Saving more time in using irrelevant templates; increase documentations

quality
Restriction:
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:
Templates with specific description of usage and examples

Identification of interest group:
Direct customers: Project Manager.

Indirect customers: People who are interesting in project management
Approved from (Tutor):
Ramiro Fonseca Macrini

PROFESOR TUTOR
Student:
Chiang Wanting
177
Appendix 2: WBS of the thesis
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
cover 2 include the

singnature of the
tutors
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
Appendix 3: Thesis schedule
179
180

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UNIVERSIDAD PARA LA COOPERACION INTERNACIONAL

SUBMITTED TO THE DEPARTMENT OF PROJECT MANAGEMENT

San Jos, Costa Rica

UNIVERSIDAD PARA LA COOPERACION INTERNACIONAL

Department of Project Management

Universidad para la CooperacionInternacional

To my tutor, Ramiro Fonseca Macrini, who has been supported

2.1. Reference theory ............................................................................................. 12

4.1. Initiating ............................................................................................................. 18

Appendix 1: Project charter of Graduation thesis .......................................................... 176

Project management has been practiced worldwide in all kinds of industries

documentation, therefore avoid wasting more time and energy to the

1.2. Statement of problem

1.3. Purpose of study

As the PMBOK Guide is open to interpretation there is no right or wrong format

1.5. General objective

1.6. Specific objective

To form the better understanding of templates used in each processes

To ensure consistent and complete approaches to project

To save project managers time while executing projects in searching

2.1. Reference theory

2.2. Purpose of PMBOK Guide

PMBOK Guide is a recognized standard for the project management

2.3. Project management theory

A project is a temporary endeavour undertaken to create a unique product,

2.3.1. Knowledge areas

Scope Management. Includes the processes required to ensure that the

Time Management. Includes the processes required to manage timely

Cost Management.Includes the processes involved in estimating, budgeting,

Quality Management. Includes the processes and activities of the

Human Resource Management.Includes the processes that organize,

Communication Management. Includes the processes required to ensure

Risk Management.Includes the processes of conducting risk management

Procurement Management. Includes the processes necessary to purchase

2.4. A project managers book of forms

descriptions- what is this template about,

reasons-why using this template, and the

specific instruction-how do you fill each blank up.

By reviewing relevant literature on the selected issue then identify and

3.1. Applied processes

As making the essential of PMBOK Guide (PMI,2008) a basic structure of this

Monitoring and controlling

3.2. Information resource

In this thesis, by analysing the book ( A book assists project managers in

Stakeholder Analysis Matrix

Stakeholder Management Strategy

4.1.1. Project charter

Develop project charter is the process of developing a document that

The project charter formally recognizes (authorizes) the existence of the

It gives project manager the right to spend money and commit

The process of create project charter tells assumptions about the

Meeting with key stakeholders to confirm high level requirements,

Defining product scope

Defining project objective, constrains, and success criteria

Date prepared: 31/01/2013

Project manager: The Dean

Get the PMI inherited

Elements that will determine

Name or position of the

Dates that must be met to

Name or position of the

Currency and range of

Name or position of the

Describe the quality