Qube Project Management Training Examples

Examples and Case Studies
Method Project Management Methodology Page 1 of 190

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Examples
We know that a huge amount of time and effort is required to deliver a project successfully. With more
than 20 critical project activities and literally hundreds of project tasks, you really need to work as
quickly and efficiently as possible to ensure the success of your project.
To help you to reduce the time spent undertaking each project activity, MPMMTM offers you the complete
suite of project management Examples, supporting every step in the Project Lifecycle. Each example
provides you with a worked example of a particular project activity (such as Creating a Project Plan) for a
sample project (e.g. for a building and construction project). By reading these examples, you will gain a
clearer, more detailed understanding of how to apply the MPMMTM methodology to deliver your project
successfully.
What is an Example?
Why should I use an Example?
How do I use Examples?
Which Examples are available?
What is an Example?
A Example is a complete worked example of a particular MPMM project activity. Each Example begins with
a profile of the project and the company undertaking it. The Project Manager sets the scene by describing
the type of project, how it came about, its key objectives, required deliverables and the particular project
activity to be undertaken. Then, following the format of the MPMM Template for that activity, the Example
works through that activity completely, describing how it was undertaken and the results it achieved.
Note: Although these Examples are based on the experiences of real Project Managers, the projects,
people and organizations described are fictional but provide a realistic scenario to help you.
Why should I read an Example?

By reading MPMM Examples, you will learn how other projects have approached and completed all of the
activities in the MPMM Project Lifecycle. You will understand in more detail, the activities and tasks
required to undertake your project successfully. MPMM Examples also:
Enhance your knowledge of the Project Management Lifecycle
Provide you with useful examples of activities undertaken by Project Managers
Help you generate ideas for completing each project activity
Give you insight into the steps required to create project deliverables
Save you time by showing you how to complete activities quickly and efficiently
How do I use an Example?

First, identify which project activity you are interested in from the table below, then select the
corresponding Example and read it from start to finish. Next, if you like, you can compare the Example
with the associated MPMM Template for that activity. All Examples were completed using MPMM
Templates, so the structure of each Example and the corresponding template are virtually identical. Then,
when you are ready to begin the actual activity for your project, you can fill in the template as you have
seen it done in the Example.

Which Examples are available?
Project Activity Example Page
Establish the Project Charter Project Charter 4
Appoint the Project Team Job Description 17
Create a Project Plan Project Plan 24
Create a Resource Plan Resource Plan 34
Create a Financial Plan Financial Plan 41
Create a Quality Plan Quality Plan 48
Create a Risk Plan Risk Plan 54
Create an Acceptance Plan Acceptance Plan 63
Create a Communications Plan Communications Plan 66
Create a Procurement Plan Procurement Plan 77
Build Deliverables Build Deliverables 85
Perform Time Management Perform Time Management 91
Perform Cost Management Perform Cost Management 97
Perform Quality Management Perform Quality Management 107
Perform Change Management Perform Change Management 116
Perform Risk Management Perform Risk Management 125
Perform Issue Management Perform Issue Management 134
Perform Procurement Management Perform Procurement Management 142
Perform Acceptance Management Perform Acceptance Management 152
Perform Communications Management Perform Communications Management 162
Perform Project Closure Perform Project Closure 174
Review Project Completion Review Project Completion 180

Project Charter Example Customer Profile
Project Manager: Mark Harris
Wrights Construction Partners is a highly regarded Project Name: Palm Grove Project
construction company in the southeast United
Project Wrights Construction
States. We have set ourselves apart from our
Organization: Partners
regional competitors by delivering high quality
properties cheaper, faster and better than any other Project Client: Oceanic Properties
construction company in the area. Recently, our
reputation has helped us to win a tender with Project Manager: Mark Harris
Oceanic Properties, for the construction of a new
Project Activity: Establish the Project
residential area called "Palm Grove."
Charter
Twelve months ago, Oceanic Properties purchased a This Example describes the Project Charter
large area of land for the purpose of developing a used within this project. The project,
secure housing complex called "Palm Grove" with 40 people and organizations described are
freestanding three- and four-bedroom homes. After fictional but provide a realistic scenario to
gaining council consent, purchasing the property, help you.
completing site surveys and rendering architectural
drawings, Oceanic Properties contracted us to
complete the remainder of their property
development project. This included:
Installing the infrastructure, including roads,

drainage, services and boundary walls
Building two showcase houses, including
landscaping and furnishings
Building a Marketing Office at the complex
entrance, which will later become the Security
Checkpoint
Constructing each home, complete with basic
landscaping and gardens
Building recreational assets, including a lake, park
and children's playground
All of the new homes are to be sold before they are constructed. From the time each property
becomes available and is sold, we will have four months to construct it and prepare it for delivery to
the new owner. Since Oceanic Properties expects that all homes will be sold within nine months of
the project's introduction to the market, this presents an intense period of work for Wrights
Construction Partners.
On behalf of Wrights Construction, I have been tasked with the management of this challenging
building construction project. My first task was to develop an internal Business Case to ensure that
project benefits and costs were clearly stated. I then completed a Feasibility Study to ensure that
we would be able to develop each property within the timeframes required by the client (Oceanic
Properties). My next step was to establish the Project Charter by documenting the project vision,
objectives, scope, deliverables and overall implementation plan. The Project Charter created for this
project follows.

Project Charter for
Palm Grove Project
1 Executive Summary
The Palm Grove housing estate project is the first of its kind in the region. This exclusive estate
property will offer 40 three-bedroom and four-bedroom luxury homes in a secure community. Top-
quality landscaping, a lake, children's playground and park will all be included in this prestigious
property location.
This document defines the Project Charter for a project to construct the Palm Grove complex. It
describes the vision, objectives, scope, deliverables, project organization and implementation
approach for the project. It clearly references the terms by which this project will be undertaken.
The vision for this project is: "to develop a prestigious residential community that includes 40 new
homes, infrastructure, landscaping, services, swimming pool, tennis court and children's play area."
To achieve this vision, the project will produce the following key deliverables:
The provision of water, electricity, telephone and drainage services

Access to the complex through high quality roading
The construction of two showcase homes including landscaping and furnishings
The construction of 25 three-bedroom homes and 15 four-bedroom homes
Security fencing, a security gate and security checkpoint
Communal and residential landscaping
A swimming pool, lake, children's playground and park
The project will produce the above deliverables to achieve the vision within 24 months of initiation.
2 Project Definition
2.1 Vision
The vision for this project is:
"To develop a prestigious residential community which includes 40 new homes, infrastructure,
landscaping, services, swimming pool, tennis court and children's play area."
2.2 Objectives
The key objectives for this project are:
To clear the site and install the water, electrical, telephone and drainage services for the new
community complex within six months of the start of the Execution phase
To construct 2.5 kilometers of roadway, paving and visitor parking and to install street lighting
within nine months of the start of the Execution phase
To construct each of the 40 new homes within four months after the purchaser signs the contract
2.3 Scope
The following items are considered to be within the scope of this project:
The delivery of services within the Palm Grove complex

Roading, pedestrian paving, drainage, landscaping
Secure boundary fencing and a security checkpoint
Recreational areas, including a park, swimming pool, children's playground and lake
Residential housing, general landscaping and fencing
Construction and furnishing of two showcase houses and a marketing office
The following items are considered to be outside of the scope of this project and are therefore the
responsibility of Oceanic Properties:
All activities required to market and sell each residential property
All creation of architectural drawings for each residential property
All land surveying for the Palm Grove complex
The furnishing and maintenance of each property upon its completion
2.4 Deliverables
Deliverable Components Description
Services Water Provide essential drinking and wastewater services to each

dwelling. This includes digging trenches and laying piping from
the boundary of the estate to each individual residence.
Electricity Provide essential electrical services to each dwelling. This

includes digging trenches and laying electrical cabling from the
boundary of the estate to each individual residence.
Telephone Provide essential telephone services to each dwelling. This

includes digging trenches and laying telephone cabling from the
boundary of the estate to each individual residence.
Drainage Provide essential drainage services to each dwelling. This

includes digging trenches and drainpipes from the boundary of
the estate to each individual residence.
Access Roads Construct 2.5 kilometers of roading and footpaths plus three
roundabouts, as specified by the architectural plans for the Palm
Grove estate. This includes excavating topsoil, laying the base
course, compacting the base, adding curbing, and laying and
marking the road surface. All roads are to be fully verged.
Storm Water Lay storm water drainage for the entire estate by installing
Drainage guttering, grates and pipes.
Car Parking For each residential property within the Palm Grove estate,
construct one off-street parking space and two street parking
spaces.
Street Lighting Install 83 streetlights spread 30 meters apart to provide

adequate road lighting. Install an additional 10 lights in
communal areas such as the lake, park and children's
playground.
Housing Showcase Construct two complete residential homes near the entrance to
Housing the Palm Grove complex. Each home should be 100% complete
and fully furnished as examples of properties within the
residential complex, which Oceanic Properties can present to
potential buyers.

Residential Construct 25 three-bedroom and 15 four-bedroom houses
Housing according to the approved architectural plans.Each house should
be constructed by building the foundations, framing, roofing,
exterior cladding, interior cladding, finishing, electrical and
plumbing, kitchens, bathrooms, driveway, landscaping and
services from its boundary into the house. Other private
recreational features may be required (per the architectural
design for each property), such as a swimming pool, tennis court
or BBQ area.
Security Boundary Wall Build a boundary wall around the Palm Grove estate. This wall
will be 1.8 kilometers long and consist of secured-razor wire-
timber fencing.
Checkpoint Construct a Security checkpoint office (by converting the

Marketing Office) with guard post and electronic security gate.
Landscaping Communal Complete communal landscaping including center medians for

roads and roundabouts, and other grass areas (such as the park
and lakeside).
Residential Complete basic landscaping for each property by providing flat,

grassy terrain.
Recreation Water Feature Build a water feature in the form of a small lake. This lake
should be oval shaped, 30 meters long x 20 meters wide and
conform to the council safety regulations.
Children's Play Construct a small pre-fabricated adventure playground for 5-12

Ground year-old children, which conforms to the council safety
regulations.
Park Build an open grass park in the center of the community, 80

meters long by 50 meters wide, for all community residents.
3 Project Organization
3.1 Customers
The following customers are defined for this project:
Customer
Customer Representative
Group
Oceanic The primary customer for this project is Oceanic Properties, as it will make
Properties payment of the moneys due for the construction of the complex. Alan Fletcher is
the project's key representative for Oceanic Properties.
Purchasers The individuals who purchase the residential homes will also be considered as
customers for this project.
City Council This entire property development project is subject to final council consent. Robert
Williams is the council representative responsible for ensuring that we have all the
required government and local body consents and will be treated as a customer for
this project.

3.2 Stakeholders
The following groups and organizations are the key stakeholders in this project:
Stakeholder /
Stakeholder Interest
Group
Entire Palm Grove All team members are responsible for (and therefore have a key interest
Project Team in) the successful completion of this project.
Senior Management This property development project is a major undertaking for Oceanic
Team, Oceanic Properties. As such, the entire Senior Management Team has asked to be
Properties kept fully informed of its progress. The CEO of Oceanic Properties will be
the Project Sponsor.
CEO, Wrights The CEO of Wrights Construction Partners has a vested interest in the
Construction Partners success of this project, as the cost in undertaking it will place the
organization at risk.
Financial Controller, The Financial Controller for Wrights will be interested in ensuring that the
Wrights Construction cash flow for this project is extremely well managed.
Partners
Housing Authority The local government housing authority will be interested in ensuring
that municipal standards and ordinances are upheld throughout the
project.
Builders Union The local building and construction union will be interested in ensuring
that the employment contracts and regulations are upheld throughout
this project.
3.3 Roles
The following key roles have been defined for this project:
Resource Assignment Assignment
Role Organization
Name Status Date
Project Alan Fletcher Oceanic Properties Assigned 15 August

Sponsor
Project Anthony Davis Oceanic Properties Assigned 25 August

Board
Matthew Jones Oceanic Properties Assigned 25 August
Richard Hall Oceanic Properties Assigned 25 August
Nancy Roberts Wrights Construction Assigned 25 August

Partners
Christopher Wrights Construction Assigned 25 August

Martin Partners
Project Mark Harris Wrights Construction Assigned 25 August

Manager Partners
Project Stephen Miller Wrights Construction Unassigned N/A

Leaders Partners
Gary Jackson Wrights Construction Unassigned N/A

Partners
Ann Walker Wrights Construction Unassigned N/A

Partners

3.4 Responsibilities
Project Sponsor
The Project Sponsor will be primarily responsible for:
Leading the Project Board as Chairman

Defining the vision, purpose and objectives of the project
Approving the requirements, timetable and resources
Approving the provision of funds and resources
Authorizing acceptance of the final solution delivered by the project
Project Board
The Project Board will be primarily responsible for:
Overseeing the progress of the project

Resolving all high-level risks, issues and change requests
Ensuring that the project team has everything it needs to deliver successfully
Project Manager
The Project Manager will be primarily responsible for:
Delivering the project on time, within budget and to specification

Managing project staff, suppliers, customers and all other project stakeholders
Undertaking the activities required to initiate, plan, execute and close the project successfully
Project Leaders
The Project Leaders will be primarily responsible for:
Undertaking all tasks allocated by the Project Manager per the Project Plan
Reporting progress of the execution of tasks to the Project Manager on a frequent basis
Escalating risks and issues to be addressed by the Project Manager
3.5 Structure
The following organizational structure will be put in place to ensure the successful delivery of this
project:

4 Implementation Plan
4.1 Approach
The following table describes the approach to be taken towards implementation of this project.
Phase Overall Approach
Initiation After this Project Charter document has been approved, we will proceed with the
recruitment of the project team by appointing the:
Project Board
Engineering team members
Construction team members
Landscaping team members
We will establish an on-site Project Office (a Wrights' project equipped shipping

container), enabling us to centrally administer and control the project.
Planning With the team appointed and the Project Office established, we will begin the detailed
planning phase of the project. We will create a suite of project planning documentation
to specify the detailed tasks, resources, finances and suppliers needed to undertake this
project. We will also create plans for project communications, risk management, quality
review, and customer acceptance of the deliverables (i.e. Oceanic Properties).
Execution During the Execution phase (the longest phase in this project) we will install services,
engineer roads, construct homes and complete the landscaping required to establish this
exclusive residential property estate. We will also build two showcase homes to enable
the Oceanic Properties sales team to effectively market the complex.
Closure After all 40 properties have been purchased and the required dwellings constructed, the
project will be ready for closure. This phase will involve terminating supplier contracts,
closing the Project Office, releasing project staff and handing over the property to
Oceanic Properties, which will contract a maintenance firm for ongoing support of the
estate. Following closure, the customer and Wrights' staff will conduct a post-project
review to determine the overall success of the project and identify any lessons learned
for the future.
4.2 Schedule
The following schedule describes the key activities and timescales involved in implementing this
project.
4.3 Milestones

The following table lists the key milestones and their required delivery dates:
Milestone Date Description
Site cleared and ready 15 July 2006 The property is cleared of unwanted vegetation,
for construction obstructions and waste. Boundary fencing is complete.
All services installed 31 September Water, electricity, telephone and drainage services are
2006 fully installed.
Roads complete 31 December Roads, parking and street lighting is complete.

2006
Showcase houses 31 December Two fully furnished showcase houses are complete and
complete 2006 ready for presentation.
Residential housing 31 December All 40 homes have been sold and constructed to plan.
complete 2007
Landscaping complete 30 June 2006 All communal, residential and recreational landscaping is
complete.
Project complete 31 December The customer has signed off on all deliverables. Project
2007 has been closed and is ready for review.
4.4 Dependencies
The key project dependencies are listed in the following table:
Project Activity Impacts Is Impacted by Criticality Date
Gain Final Council All planning and N/A Very High 1st March
Planning Approval execution activities 2006
Construct Showcase N/A Operation of all water High 30th

Housing and power services September
2006
Install Services Create Access N/A High 30th

Build Housing September
2006
4.5 Resource Plan

To ensure that the project is fully resourced, the following general resource list has been specified. A
detailed Resource Plan will be created later in the Project Planning phase.
Role Start Date End Date % Effort
Project Board (3) 1 April 2005 1 Jan 2007 10%
Project Sponsor (1) 1 April 2005 1 Jan 2007 25%
Project Manager (1) 1 Jan 2005 1 Jan 2007 100%
Team Leaders (1) 1 Feb 2005 1 Jan 2007 100%
Road Access Team (15) 30 Sept 2005 1 Jan 2006 100%

Water & Drainage Services Team (10) 1 July 2005 1 Oct 2005 100%
Electricity & Telephone Services Team (5) 1 July 2005 1 Oct 2005 100%
Permissions & Planning Team (2) 1 Jan 2005 1 April 2005 100%
Showcase Housing Construction Team (3) 1 Oct 2005 1 Jan 2006 100%
Residential Housing Construction Team (9) 1 Jan 2006 1 Jan 2007 100%
Quality Assurance & Control Team (2) 1 Jan 2005 1 Jan 2007 100%
Roadside Landscaping Team (4) 1 Oct 2005 1 July 2006 100%
Residential Landscaping Team (5) 1 Oct 2005 1 July 2006 100%
Recreation Landscaping Team (3) 1 Oct 2005 1 July 2006 100%
4.6 Financial Plan

The following table lists the general financial expenditure required to complete this project
successfully. A detailed Financial Plan will be created later in the Project Planning phase.
Expenditure Expenditure
Expenditure Item
Category Value
Infrastructure Installation of all services $4,500,000
Construction Construction of all built assets within the $11,000,000

project
Landscaping Labor and materials $2,500,000
Transportation Transport of site materials and removal of $1,500,000

rubble
4.7 Quality Plan

The management processes to be undertaken during this project are summarized in the following
table. A detailed Quality Plan will be created later in the Project Planning phase.
Process Description
Time Management All builders, engineers and other contracting staff allocated to this project will
record their actual project time using Timesheets. Timesheet information will
be summarized in a Timesheet Register and the Project Plan updated weekly.
Cost Management Expense Forms will be used to record expenses on this project.
Quality Our "Quality Assurance & Control Team" will undertake a suite of reviews
Management throughout the project lifecycle to ensure that the defined quality targets are
achieved.
Change Any changes requested within this project must be recorded using a Change
Management Request Form. The Project Manager will be responsible for approving or
seeking approval for all change requests.

Risk Management All project risks will be documented using Risk Forms. The details of each risk
will be summarized in a Risk Register to enable the Project Manager to
monitor and control the status of risks throughout the project.
Issue Management All project issues will be documented using Issue Forms. The details of each
issue will be summarized in an Issue Register to enable the Project Manager
to monitor and control the status of issues throughout the project.
Procurement All project goods and services procured from external suppliers must be
Management reviewed and approved by the project team before the Project Manager will
issue payment for related supplier invoices.
Acceptance The customer must approve all deliverables produced by this project in order
Management for the project team to mark it as 100% complete.
Communications The project management team will meet on a weekly basis (at 9:30 am each
Management Monday) throughout the project to discuss progress to date, current risks and
issues, and any changes required to ensure project success.
4.8 Completion Criteria

he following table lists the criteria that must be met for closure of the project to be approved.
Process Description
Vision The project vision, as stated within this document, must have been achieved.
Scope The project must have operated within the scope specified by this document.
Business The project must have produced the business benefits specified in the Business
Benefits Case.
Deliverables The project must have produced the deliverables specified by this document. Note:
All rubble must have been cleared from the estate and the security checkpoint must
be fully functional before this project will be considered ready for closure.
Acceptance The customer must have signed off on all project deliverables as complete.
General Where possible, the project must have produced the deliverables on schedule, under
budget and to the required level of specification.

5 Project Considerations
5.1 Risks
The following table lists the risks identified for this project to date.
Risk Risk Action to be Taken to Mitigate

Risk Description
Likelihood Impact Risk
That geological instabilities Low High Initial surveys undertaken indicate few
prevent the project from instabilities; however, further test
achieving its objectives drilling will be carried out.
That delays in council water Medium Medium Apply to the council for a connection
service connection result in as early as possible, and follow up
delays to the project regularly to ensure that the connection
is scheduled as needed.
That delays in council planning Medium High Apply to the council for planning
approval results in delays to approval as early as possible, and
the project follow up regularly to ensure that
approval is granted when needed.
That delays in the supply of Low Medium Inform suppliers of procurement

required goods and services requirements as early as possible.
cause a delay in the overall Identify alternative suppliers in case of
project non-delivery.
5.2 Issues
The following table lists the risks identified for this project to date.
Issue Action to be Taken to Resolve

Issue Description
Priority Issue
Oceanic Properties has not yet completed its High Obtain a commitment from Oceanic
site and architectural drawings for the Properties for completion of
complex. This may lead to delays in planning architectural drawings within a
permission. reasonable timeframe. Make the
Project Board aware of this issue.
There is a lack of agreement between Wrights High Raise issue to Project Board for action.
Construction Partners and Oceanic Properties
regarding the type of external cladding
required for each property. This issue is
delaying the project.
5.3 Assumptions
Within this project, it is assumed that:
Final planning permission will be approved by the Council within the timeframes required
There is sufficient enough demand for the residential properties that all homes will sell in the

timeframes required
It is feasible to install water, electricity, telephone and drainage services within the Palm Grove
estate
All the required suppliers, resources, goods and services will be available as required by the
project
The prices of raw materials will not increase more than 10% during the course of the project
5.4 Constraints
The following constraints have been identified:
The contingency available in the project budget is 10%.

Only the designated number of houses (40) may be constructed.
The complex must allow for suitable roadside parking. This will reduce the size of all communal
land areas allocated.
6 Appendix
6.1 Supporting Documentation
Curricula Vitae (CVs) for the Project Manager and all Team Leaders within the project team
Palm Grove "Initial Site Plan" and surveyors notes
Sample housing estate brochures for Palm Grove
Detailed financial planning spreadsheets
Copies of key correspondence with local authorities
Bulk quotes for materials

Job Description Example Customer Profile
Project Manager: Brian Martin Project Name: Clear Market Merger

With more than 10 years' publishing experience, Project
ClearText Publishing is considered one of the most
successful new venture publishing companies in the Project Organization: ClearText Publishing
market today. CEO Michael Stetson set up the company
Project Type: Company Merger
in 1995 with the intention of taking successful e-books
(i.e. electronic books) and re-publishing them in physical Project Activity: Appoint the Project
hard copy format. By creating strict criteria for the Manager
selection of books to republish, Michael has been able to
publish, market and sell a number of top resellers, This Example describes the Job Description
making ClearText an extremely profitable business for a Project Manager to be appointed to a
venture. project. The project, people and
organizations described are fictional but
provide a realistic scenario to help you.
For the first seven years, ClearText Publishing has dominated the market and built a strong publishing
brand name. However, in the last 3 years a new competitor "Publish Offline" has entered the market and
poached some of our key accounts by offering our authors higher royalty percentages on book sales. In
response, we have been forced to increase our author royalties also, resulting in a reduced profit margin.
At a ClearText Board meeting held earlier this year, I presented a plan to place a bid to purchase the
Publish Offline company. The Board agreed that, if successful, the bid would enable ClearText to regain its
lost customers and acquire new customers from its competitor's stable of authors. It would also enable us
to reduce our author royalties to their original margins, restoring company profits to their original levels as
well. ClearText subsequently made the bid to the shareholders of Publish Offline and after three months of
negotiations, our two companies have signed a deal for acquisition.
We have established a formal project to merge both companies under the ClearText brand. The success of
this merger is critical to ClearText's ongoing business. If the two companies are not merged seamlessly
and without major disruption, then ClearText may not achieve the business benefits it plans on and fail to
increase company profit. Because this project is so critical to the ClearText business, I have established a
Project Board of key ClearText shareholders and created a comprehensive Job Description for the
recruitment of a senior Project Manager to take on this initiative.
This Job Description covers the:

Purpose of the Project Manager's role within the project
Project Manager's day-to-day responsibilities
Organizational structure of the project and the Project Manager's reporting lines
Lines of communication between the Project Manager and other key project staff
Skills, experience, qualifications and personal attributes required by this role
Key performance criteria for success in this role
General working environment, salary package and special working conditions

Project Manager Job Description
Clear Market Merger Project
1 Overview
Following agreement to merge ClearText Publishing and Publish Offline, a formal project has been
established to merge the two companies into one, under the ClearText brand. Now we have to
communicate this decision to staff in both companies and integrate staff, assets and processes into a
single operation. Because this integration is so critical to the successful evolution of the ClearText
business, we have decided to undertake the merger as a formal project and to comprise a Project Board,
with Board Chairman Tony Jeffreys in the lead as the Project Sponsor. The next step is to find a senior
Project Manager to implement the merger's physical elements. The key objectives for the Project
Manager's role are to:
1. Initiate the project - by defining its scope, structure and approach towards implementation
2. Plan the project in detail - to ensure that the people, resources, timeframes and budget required are
properly defined and scheduled
3. Execute the project - by performing the physical integration of the company staff, assets and processes
4. Close the project - by releasing staff, resources and equipment
It cannot be overstated that the success of this project is critical to the continuing ClearText business
operation. Customers and staff must pass seamlessly from Publish Offline to ClearText, with minimal effect
on overall sales revenue. The Project Manager will report directly to the Project Board and will require
strong leadership and people management skills.
2 Purpose
The purpose of this role is to physically integrate the ClearText and Publish Offline businesses within the
schedule and budget set by the Project Board, with minimal impact on total sales revenue across both
companies.
3 Responsibilities
The Project Manager is responsible for the overall success of the project, as specified below.
Project Initiation
Undertake a Feasibility Study to ensure that the proposed new organizational structure is achievable
Document Project Charter for the project to identify project objectives, scope and deliverables
Recruit suitably skilled and qualified team members
Establish a physical Project Office to serve as the project's central coordination point
Project Planning
Schedule the phases, activities and tasks required to undertake the project
Define quality targets and standards, and procedures for quality assurance and quality control
Schedule the required resources
Create a budget for the required financial expenditure

Produce a Risk Plan to ensure that all high priority risks are identified and mitigated early
Document the customer acceptance criteria for the final signoff on each project deliverable
Establish a clear Communications Plan
Project Execution
Migrate the staff, assets and processes to the new company
Regularly monitor project progress against schedule
Control expenditure to ensure project delivery within budget
Ensure that defined quality targets are achieved, by undertaking quality assurance and quality control
Monitor, control and manage the implementation of project change requests
Raise high priority project risks to the Project Board and implement all risk actions
Identify and resolve all issues currently affecting the project
Gain customer acceptance of each deliverable
Keep project stakeholders regularly and suitably informed of project progress
Project Closure
Document a Project Closure Report and gain its approval from the Project Sponsor
Undertake all actions necessary to formally close the project
Communicate project closure to all stakeholders
4 Organization
The ClearText Project Manager responsible for this merger project will report directly to the Project Board.
The following Organization Chart depicts the reporting relationships between this role and other key roles
within the business:

5 Relationships
The Project Manager will report directly to the Project Sponsor and operate autonomously within the
business, in order to avoid undue influence by the requirements of any particular department. The Project
Manager will also have a direct relationship with the people in the following roles:
Project Sponsor. The Project Manager will report directly to the Project Sponsor (Tony Jeffreys) to
ensure that he is provided with the support and guidance needed. The Project Manager will keep the
Project Sponsor properly informed of the status of all high-level risks, issues and changes throughout
the Project Lifecycle.
Project Board. The Project Manager must provide the Project Board with regular project status
information to enable the board to make informed strategic decisions for the project.
Project Leaders. Each Project Leader for this merger project will report directly to the Project Manager.
The Project Manager will support all Project Leaders by providing the advice, guidance and mentoring
necessary to help them to achieve their individual project goals.
Project Team Members. The Project Manager will lead, motivate and inspire project team members to
achieve their objectives, by ensuring that each team member has a clear set of objectives and by
recognising achievement when the objectives are accomplished.

Company Managers. The Project Manager will keep the ClearText and Publish Offline management
teams informed of the progress of the project, as appropriate. Due to the confidential nature of this
project, the Project Manager must use discretion, by handling all confidential information with the
greatest of care.
Company Staff. This project will likely impact on the roles and responsibilities of every staff member
within both companies. The Project Manager must therefore keep all staff in both companies regularly
informed of the status of the project, imminent organizational changes, and any changes that affect
their roles. This must be handled with the utmost respect and care for staff well being.
6 Skills
The Project Manager must have the following key skills and competencies:
Leadership
Ability to define clear project objectives and motivate and inspire the team to achieve them
Strong people management skills with experience managing teams under difficult circumstances
Skill resolving conflict in high stress environments
Exceptional negotiation and problem solving skills
Strong communication and presentation skills
Project Management
A detailed understanding of the Project Management Lifecycle
The ability to implement a structured project methodology without constricting the delivery process
Team Management
Understanding of the required motivators to maximize team performance
Ability to clearly and concisely define objectives for each project team
Skill in building, guiding and supporting high performance teams
Financial Management
Ability to construct a detailed project budget and control expenditure against this budget
Skill in producing accurate project forecasts throughout the Project Lifecycle
Change Management
Understanding of the principles of project change management
Ability to effectively control delivery against project scope by managing change requests
Client Management
Excellent skills in client relations with ability to present difficult propositions in a clear and positive way
Ability to take on client problems and issues and create a workable solution wherever possible
7 Experience
The ideal candidate will have the following Project Management experience:

More than 10 years' experience in project management
Management of at least three successful merger projects
Experience in or basic knowledge of the publishing industry
Experience managing difficult, complex and stressful projects
Management of at least one project in the USA
8 Qualifications
The ideal candidate will have the following qualifications:
A university degree or diploma in Business Management or related field
A recognized Project Management qualification
9 Personality
The ideal candidate will have the following personality traits:
Friendly, open and consultative in nature
Inspirational, motivational and lively
Driven by own personal values
Determined to succeed
Diplomatic but firm
Enjoys meeting new people
Sociable and outgoing
10 Performance Criteria
The following Key Performance Indicators (KPIs) will be used to determine the success of this role:
Delivery of the project within time, cost, quality and scope constraints
Percentage of achievement of all project objectives
Percentage of realization of project benefits
Level of client satisfaction upon completion
Level of project team satisfaction upon completion
Number of outstanding issues upon completion
11 Work Environment
The following statements describe the general working conditions applying to this role:
Once informed of the merger, staff in both companies will be highly stressed and uncertain about their
roles and longevity within the company. They will need to be reassured early in the Project Lifecycle.
This is a highly political project. The Project Manager can expect a wide variety of stakeholders to
attempt to influence the way in which the project is undertaken.
This an extremely challenging project, due to not only to the extent of business change, but also due to
the large number of project deliverables to be completed within a relatively short timeframe.
Due to the confidential nature of this role, the Project Manager will work within a closed plan office

environment.
12 Salary
Because it is crucial that this project achieves the objectives set by the Project Board, the Project Manager
will receive an incentive to meet project objectives within a 12-month timeframe. The following
performance-based remuneration package is offered:
Base salary: $80,000 per year paid monthly
Commission: $15,000 paid upon the successful completion of each of the four project phases
Final bonus: $20,000 paid upon the successful completion of all objectives on time and within budget
Benefits: $5,000 total, paid monthly, including allowances for a motor vehicle, gas and mobile phone
If the project is successfully delivered on time and within budget, then the Project Manager's total
compensation will be $165,000
13 Special Conditions
The following special conditions also apply to this role, requiring:
A reasonable amount of travel between ClearText and Offline Publishing offices
Long working hours outside the regular workweek for some project activities
Strong enough physical condition to cope with the stress and long hours likely in this role

Project Plan Example Customer Profile
Project Manager: Ken Jackson
Ashman S&D is a small, successful sales and Project Name: Ashman Connected
distribution company that provides a range of
Project Organization: Ashman S&D
kitchenware products to retail stores - from frying
pans, plates and glasses to juice mixers and coffee Project Manager: Ken Jackson
machines. The company imports its products from all
Project Activity: Create a Project
over the world and stores them at its central
Plan
warehouse, ready for distribution.
This Example describes the Project Plan
Recently, Ashman has grown its distribution business used within this project. The project,
by setting up mini-store locations throughout the people and organizations described are
country. Each mini-store holds small quantities of fictional but provide a realistic scenario to
commonly-ordered products so that Ashman customers help you.
can view, order and receive goods locally without
having to order from a catalog or travel to the central
warehouse.
To ensure that administrative staff in Ashman's five

mini-stores can communicate effectively with the head
office, the decision has been made to upgrade the
company's outdated and inadequate computer
network. This upgrade will enable the entire staff (30
people at the head office and 40 in the mini-stores) to
communicate via email, use the Internet and most
important, to access key head office applications such
as the Finance and Payroll systems. Ashman S&D has
decided to create a formal project to perform this
upgrade, involving the delivery of new computer
servers, communications hardware and operating
systems for a brand new IT infrastructure across the
organization, within four months of project initiation.
As Ashman does not have its own IT team, it has decided to outsource this network upgrade project
to CNS (Computing Network Solutions). Being a senior manager here at CNS, I have been assigned
the role of Project Manager for this project. After completing a Feasibility Study, defining the Project
Charter, appointing my project team, setting up a Project Office, and gaining Project Board approval
to begin planning, I was ready to create a detailed Project Plan.
What follows is the Project Plan I created for this project. It describes the breakdown of phases,
activities and tasks, the milestones, effort and schedule required to undertake this project
successfully.

Project Plan for
Ashman Connected Project
1 Work Breakdown Structure
The purpose of this project is to upgrade the network infrastructure at Ashman S&D within a four-
month timeframe. To perform this network upgrade, we must complete a number of phases, activities
and tasks, which will culminate in the production of the project deliverables. These are the phases,
activities and tasks required to complete this project.
1.1 Phases
This project will consist of four phases: Initiation, Planning, Execution and Closure.
Phase Phase
Phase Description
Title Sequence
Initiation Start up the project by documenting a Business Case, undertaking a 1

Feasibility Study, establishing the Project Charter, appointing the project
team and creating a Project Office.
Note: All of these steps have been completed.
Planning Create detailed project plans for the management of activities, resources, 2
finances, risks, deliverable quality, communications and customer
acceptance of deliverables.
Execution Perform the actual steps required to upgrade the Ashman S&D computer 3
network. These steps include procuring and building the hardware,
installing the operating systems, constructing the communications
equipment, testing the network and releasing it to users.
Closure Following the release of the network to users, take the steps to hand 4
over the network to a support company, reallocate project staff, close the
Project Office and inform stakeholders of the closure of the project.
Ashman S&D will complete an independent review of the project's
success and in conjunction with CNS, identify any lessons learned for
future projects.
1.2 Activities
Within each phase, a suite of activities are required to produce each project deliverable. The following
table lists all of the project activities to be completed throughout the Project Lifecycle. Note: The
Initiation activities have not been described here, as they are already 100% complete.

Phase Activity
Activity Title Activity Description
Title Sequence
Planning Create Project Create each of the detailed plans required to schedule 1
Plans the tasks, staff, resources, suppliers, expenditure and
communications within the project.
Perform Phase Review the project to determine whether all the 2

Review required activities have been completed and the
project is now ready to progress to the Execution
phase.
Execution Design Network Undertake a detailed site audit and then design in 3
detail the new network infrastructure.
Build Hardware Procure and install the equipment required to create 4

Mail, File and Application servers.
Configure Customize each of the new servers for the users' 5

Hardware particular environment.
Install Procure, install and customize the communications 6

Communications equipment required to transport data between the
servers and users' PCs.
Install Install the existing business applications - Financial, 7

Applications Payroll and other business applications specified in
the Network Design document - on the new servers.
Install Clients Install and configure the communications software on 8

each PC, to enable users to access Ashland's central
business applications (e.g. Payroll).
"Go Live" Test the new network, ensuring that applications 9

function correctly, users can access applications, mail
and Internet features, and that network performance
and reliability is satisfactory. Then migrate the live
data on the old network to the new network, and
make the new network available to users.
Perform Phase Review the project to determine whether all the 10

Review required activities have been completed and the
project is now ready to progress to the Closure
phase.
Closure Hand Over to Transfer the responsibility for maintaining and 11

Network Support supporting the network to the network support
company selected by Ashman S&D.
Perform Project Formally close the project: re-allocate project staff, 12

Closure close the Project Office and inform stakeholders of
project closure.

1.3 Tasks
Each of these activities requires completion of a broad suite of tasks. The following table lists all the
project tasks to be undertaken during the Project Lifecycle. Note: Initiation tasks have not been
described here in detail, as they are already 100% complete.
Task
Activity Task Title Task Description
Sequence
Create Project Create Project Define the Work Breakdown Structure of 1

Plans Plan phases, activities and tasks required to deliver
the project.
Create Quality Identify the quality targets to be met. List the 2

Plan Quality Assurance and Quality Control
techniques required to ensure that the Quality
Targets are achieved.
Create Risk Plan List each of the project risks and put in place a 3
plan of actions to avoid, transfer or mitigate
those risks.
Create To ensure that Ashman S&D is satisfied with 4

Acceptance Plan the deliverables produced by the project, list
the criteria for accepting each deliverable,
along with a set of reviews to test that these
criteria have been met.
Create List the communications events required to 5

Communications ensure that all project stakeholders are kept
Plan regularly informed of the current status and
progress of the project.
Perform Phase Perform Phase The Project Manager will perform a phase 6
Review Review review to ensure that all tasks have been
completed to date and that the project is
ready to proceed to the next phase.
Design Network Perform Site Audit Audit the sites of the five mini-stores and the 7
head office, to ensure that all locations are
prepared for network installation; e.g., there is
sufficient space, power supply and security in
place.
Create Network With a clear understanding of Ashman's 8

Design networking requirements, create a detailed
architectural design of the new computer
network.
Build Hardware Procure Server Procure the server equipment required to 9

Equipment operate the network core.
Build Mail Server Upon delivery of the server equipment, 10

immediately build the mail server to store and
route all mail to and from user accounts over a

secure communication line.
Build File Server Next, build the file server to act as the central 11
store of all documents, images and data to be
accessed by users and applications.
Build Application Finally, build the application server to hold all 12

Server core business applications - the finance
system, the payroll system and other core
business application systems - and store all
core application data.
Configure Configure Mail Configure the mail server according to the 13

Hardware Server design documentation based on Ashman's
requirements.
Configure File Configure the file server according to the 14

Server design documentation based on Ashman's
requirements.
Configure Configure the application server according to 15

Applications the design documentation based on Ashman's
Server requirements.
Install Procure Order the communications hardware and 16

Communications Communications software required for this project when
Equipment ordering the server equipment.
Install Install and configure communications 17

Communications hardware and software (e.g. routers, hubs,
Equipment racks, cabling, firewall, switches and UPS) to
be ready for use. This equipment will enable
the central servers to communicate with user
PCs and the Internet through a security
firewall.
Install Install Finance Install all business applications on the 18

Applications Application application servers to prepare for the
transition to the new system. Install the
Finance application first.
Install Payroll Install the Payroll system onto the application 19

Application server.
Install Other Install each additional business application 20

Applications (e.g. HR and Customer Relationship
Management systems) onto the application
server.
Install Clients Install and With the servers, applications and 21

Configure User communications infrastructure installed and
PCs configured, build the users' environment.
Install the communications technologies
required to enable users to access the central
servers as well as the Internet.

Install and Install and customize all required computer 22
Configure peripherals (e.g. printers, scanners, and
Peripherals modems) to be ready for "Go Live."
"Go Live" Perform Final With everything installed and configured, test 23
Testing the entire system to ensure that we have a
live operational network. Perform end-to-end
performance and reliability testing across the
network, testing the functionality of the
business applications, the accuracy of
application data and the overall performance
of the new network.
Migrate Data to Finally, migrate (i.e. transition) the live data 24

New Platform from the existing network to the new network
and make the new network "Live" to users.
While access to the old network is blocked, the
possibility of accessing it must be retained for
two months in case the new network fails.
Perform Phase Perform Phase When users have made the transition to the 25
Review Review new network and it is operating at expected
performance levels, review the project to
ensure that all tasks have been completed and
the project is ready for closure.
Hand Over to Hand Over to Prepare to hand over responsibility for network 26
Network Support Network Support maintenance and support to the company
selected by Ashman S&D. While Ashman has
not yet chosen the service provider, and there
is a possibility that CNS may win the support
contract, we must plan for the handover to
cover every eventuality.
Perform Project Reallocate Project With network support responsibility handed 27

Closure Staff over by the project team, release staff and
resources from this project. Reallocate CNS
staff to alternative projects in the CNS
business.
Close the Project Formally close the Project Office, storing 28

Office project files, releasing project equipment (such
as test servers) and materials.
Communicate Communicate to all project stakeholders that 29

Closure the network upgrade is now complete and that
the project has been formally closed.
1.4 Milestones

The key milestones to be achieved by this project are listed in the following table:
Milestone
Milestone Title Milestone Description
Date
Project Planning The project has been adequately planned and is ready to January 16
Complete enter the Execution phase.
Network Design The site audits have been carried out and all network January 23
Complete architectural design documentation completed.
Server Hardware The mail, file and application servers have been procured February 8
Built and installed.
Server Hardware The mail, file and application servers have been configured. February 10
Configured
Communications The communications equipment (e.g. routers, hubs, racks, February 9

Installed cabling, firewall, switches and UPS) has been procured and
installed.
Applications Installed The business applications used by Ashman S&D have been February 13
installed on the new network platform and are fully
functional.
Clients Installed User PCs have been configured for the new network, and February 16
users are ready to access the network and the internet.
Final Network Testing The entire network solution has been thoroughly tested and February 21
Complete is ready to "Go Live."
New Network "Live" The new network is live and existing users are using the February 24
network to access applications, send mail, access documents
and store data.
Project has been The project has been closed: staff have been released, the March 8
closed Project Office wound down and the project closure
communicated to stakeholders.
1.5 Effort
Task Title Resource Effort
Create Project Plan Project Manager 2 days
Create Quality Plan Project Manager 2 days
Create Risk Plan Project Manager 2 days
Create Acceptance Plan Project Manager 2 days
Create Communications Plan Project Manager 2 days
Perform Phase Review Project Manager 1 day

Perform Site Audit Network Engineer 2 days
Create Network Design Network Architect 3 days
Procure Server Equipment Procurement Manager 2 days
Build Mail Server Network Engineer 2 days
Build File Server Network Engineer 2 days
Build Application Server Network Engineer 2 days
Configure Mail Server Network Engineer 2 days
Configure File Server Network Engineer 2 days
Configure Application Server Network Engineer 2 days
Procure Communications Equipment Procurement Manager 2 days
Install Communications Equipment Network Engineer 3 days
Install Finance Application Network Engineer 3 days
Install Payroll Application Network Engineer 3 days
Install Other Applications Network Engineer 3 days
Install and Configure User PCs Network Engineer 3 days
Install and Configure Peripherals Network Engineer 3 days
Perform Final Testing Network Engineer 3 days
Migrate Data to New Platform Network Engineer 3 days
Perform Phase Review Project Manager 1 day
Hand Over to Network Support Project Manager 1 day
Reallocate Project Staff Project Manager 1 day
Close the Project Office Project Manager 1 day
Communicate Closure Project Manager 1 day
Other Management Tasks Project Manager 15 days
Total Project Effort 76 days
2 Project Plan
2.1 Schedule
The phases, activities and tasks described in this Project Plan are represented in the following project
schedule. This Schedule identifies the sequencing of tasks and the dependencies between those tasks
within this project.

2.2 Dependencies
The key dependencies listed in the Schedule are explained further in the table below:
Activity Title Depends on Dependency Type
Build Hardware Design Network Finish-to-Start
Install Communications Design Network Finish-to-Start
Configure Hardware Build Hardware Finish-to-Start
Install Applications Build Hardware Finish-to-Start
Install Clients Install Applications Finish-to-Start
Go Live Design Network Finish-to-Start

Build Hardware Finish-to-Start
Configure Hardware Finish-to-Start
Install Communications Finish-to-Start
Install Applications Finish-to-Start
Install Clients Finish-to-Start
For instance, the "Build Hardware" activity depends on the "Design Network" activity, in that "Design
Network" must finish before "Build Hardware" can start.
2.3 Assumptions
In documenting this Project Plan, we have made the following assumptions:

The hardware will be available as required.
The Ashman S&D network will remain unchanged throughout the project period.
Ashman S&D will have selected a supplier to support the new network, by the end of the project.
The existing business applications will install easily in the new network environment.
The scope of this project will remain unchanged throughout the project.
2.4 Constraints
The following constraints have been identified while documenting this Project Plan:
The new network must be designed, installed, configured and released live without impacting the
existing network or networked users.
The "Go Live" date must be on a weekend and in the middle of the month (to ensure that payroll
and monthly accounting processes are not affected).
The new hardware must be compatible with existing business applications, such as the Finance and
Payroll systems.
3 Appendix
The following documents are attached to this Project Plan:
A detailed Project Schedule listing all project sub-tasks, resources allocated and finances required
Supporting project documentation (Business Case, Feasibility Study, Project Charter)
Existing network design documentation

Resource Plan Example Customer Profile
Project Manager: Thomas Evans
Manta Metropolitan is a telecommunications Project Name: Hot Network
services company, providing customers with Upgrade Project
cutting-edge telecommunications technology.
Project Manta Metropolitan
With 18 years of expertise, the company designs
Organization:
and installs customized solutions using wireless,
broadband, voice and telephony Project Manager: Thomas Evans
telecommunications technologies. Manta's
Project Activity: Create a Resource
technical offering includes everything from frame
Plan
relay, DSL, ADSL and HDSL to Video-on-Demand
and Voice-over-IP, using coaxial, fiber optic and This Example describes the Resource
hybrid cabling systems. Plan used within this project. The
project, people and organizations
Despite our broad experience and technical described are fictional but provide a
expertise, our real passion is upgrading realistic scenario to help you.
telecommunication networks to allow more users
to access the Internet faster and less expensively
than before. One of our most recent projects was
the implementation of a new wireless network
with increased data capacity in the largest
metropolitan area in our state. By installing three
new telecommunications "monopoles", we were
able to deliver wireless Internet communications
to thousands of new individual and corporate
cellular customers, with plenty of room to grow in
the years ahead.
This highly complex and challenging project

involved coordinating the delivery of a wide range
of equipment and materials, to enable us to
provide high-speed Internet connections at 150
designated "wireless hotspots" throughout the
metropolitan area. It was clear to Manta's Board
of Directors from the beginning that this job had
to be done in the context of a formal project. The
Board assigned me to be Project Manager, since I
had previous metropolitan telecommunications
experience.
As the Project Manager, I was responsible for planning this project in detail. After creating a
Project Plan, my next task was to create the following Resource Plan that would describe the
labor, equipment and materials needed to successfully complete the project.

Resource Plan for
Hot Network Upgrade Project
1 Resource Listing
To successfully deliver this telecommunications project, it is critical that we use the right
resources, with the right skills at the right time. This Resource Plan not only itemizes the
resources required, it also provides a schedule of resource utilization throughout the Project
Lifecycle.
1.1 Labor
An extensive amount of expertise is required to install the three telecommunications
monopoles that transmit the Radio Frequency required to implement this new wireless network.
The following table lists the key roles and the skills and expertise we will need:
Start End
Role No. Responsibilities Skills
Date Date
Design 1 Create an engineering design Wireless network Jan 1 Mar

Engineer for the new wireless network, design and structural 30
and design the construction for design skills
the three monopole locations
and associated infrastructures.
Site 3 Survey each site and confirm Qualified Surveyors, Feb 1 Feb
Surveyors that they are an optimum able to undertake 28
location for the construction of general site surveying
the required monopoles. related to radio paths
Procurement 1 Procure all of the materials and Supply chain Feb 1 May
Manager equipment required to management and 31
construct the monopoles and negotiation skills
associated infrastructures.
Construction 5 Construct the three monopoles, Knowledge of Mar 1 May

Technicians and install the antennas and monopole 31
feeders in a safe and efficient construction
manner. processes including
Gin Pole and crane
installations
Wireless 3 Install wireless equipment on Installation of wireless Apr 1 Jun

Technicians the newly established sites to communications 30
enable network commissioning. equipment and
technologies
Cable 3 Install telecommunication Cable laying and Mar 1 Apr

Technicians cables to each monopole site to jointing experience in 30
provide the network a CBD area
connection.

1.2 Equipment
We will require a wide variety of equipment with which to construct the three
telecommunications monopoles. The following table lists the key items of equipment this
project will require:
Start End
Item Amount Purpose Specification
Date Date
Antenna, TX 9 Transmit and A panel antenna which is Mar 1 Apr

UHF receive the pole mounted and designed 30
Wireless Networks for a 120 coverage with
data flow on the high gain.
designed
frequencies
Feeder Earths 40 Redirect any A grounding kit to earth the Mar 1 Apr
electrical activity antenna's outer conductor 30
away from the coaxial lead-in cables
equipment, e.g.
lighting or power
contacts
Equipment 3 Secure housing for A lockable, heavy gauge Mar 1 Apr

Cabinet all equipment in steel, floor or wall mounted 30
various locations cabinet with knock-out
holes for cable entrance and
conduit connection, with
ventilation ports and quiet
fan
AC Power Line 3 Balance power Must provide instantaneous Mar 1 Apr

Surge and reduce or regulation of the AC input 30
Protector and eliminate damage voltage and isolate and filter
Filter from any power any noise present on the AC
surges input line
Broadband 9 Boost the Can accept individual UHF Apr 1 May

Amplifier transmission antenna inputs with gain 30
and/or slop controls for
each band.
Transmitters 3 Transmit Wireless Tuned to the designed Apr 1 May

Networks data frequencies 30
flow
Receivers 3 Receive Wireless Tuned to the designed Apr 1 May

Networks data frequencies 30
flow
RF Modulator 18 Balance the Cabinet-mounted Apr 1 May

transmission from 30
various locations

The project also requires software for frequency planning, test equipment for field
measurements, and survey equipment such as a hand-held GPS.
1.3 Materials
Item Quantity Start Date End Date
Concrete Monopoles 3 March 1 April 30
Conduit 800 m March 1 April 30
7/8" Coaxial Cable 700 m March 1 April 30
7/8" Cable Hangers 800 March 1 April 30
Galvanized steel strap 50 mm x 6 mm 580 m March 1 April 30
Coaxial Cable Connectors 40 April 1 June 30
RF Connectors 300 April 1 June 30
BNC Type Connectors 400 April 1 June 30
Ethernet Adaptors 11 April 1 June 30
2 Resource Plan
2.1 Schedule
The following Resource Schedule provides a breakdown of the quantity of each type of resource
required to undertake this telecommunications project.
Month
Resource Type Jan Feb Mar Apr May Jun
Labor
Design engineer 1 1 1
Site surveyors 3
Procurement Manager 1 1 1 1
Construction technicians 5 5 5
Broadband wireless technicians 3 3 3
Cable Technicians 3 3
Testing specialist 1
Equipment

Antenna, UHF 3 6
Feeder Earths 6 12
Equipment Cabinet 1 2
AC Power Line Surge Protector and Filter 1 2
Broadband Amplifier 1 2
Transmitter 1 2
Receiver 1 2
RF Modulator 2 2
Materials
Concrete Monopoles 2 1
Conduit 400 400
7/8' Coaxial Cable 300 400
7/8" Cable Hangers 400 400
Galvanized steel strap 50mm x 6mm 300 280
Coaxial Cable connectors 30 10
RF Connectors 150 100 50
BNC Type connectors 150 100 50
Ethernet Adaptors 3 6 2
2.2 Assumptions
In devising this Resource Plan, we have assumed that:

There will be no delay to the provision of the approved project funding
No major technological innovations will be announced during the Project Lifecycle that will
supersede the selected equipment
No industrial action will impact delivery
The resources listed will be available on request
2.3 Constraints
In devising this Resource Plan, we have identified the following constraints:

The project is constrained by the lead times involved in procuring the specified resources
Obtaining the exact resources listed above is critical to this project. No other alternatives
are available.
All of the resources listed above must be made available as required. No contingency is
provided.

3 Appendix
Business Case, Feasibility Study, Project Charter, Project Plan
Organizational HR policies, guidelines and procedures
Job Descriptions for project roles
CVs (Curricula Vitae) for project staff
Design Specification documentation

Financial Plan Example Customer Profile
Project Manager: Laura Thomas
By offering a wide range of personalized retail, Project Name: CMS Upgrade
commercial and rural banking services, Sixth Bank has
Project Organization: Sixth Bank
established a brand for exceptional customer service.
While its competitors push customers towards Internet Project Manager: Laura Thomas
and telephone banking as well as ATMs, Sixth Bank
counters this trend by attracting customers into its Project Activity: Create a Financial
local branches to conduct banking business with Plan
personal banking officers.
This Example describes the Financial Plan
used within this project. The project,
The reason for this approach is simple: It costs five
people and organizations described are
times more to acquire a new customer than to retain
fictional but provide a realistic scenario
an existing one. By adding personalized service the
to help you.
bank boosts customer retention, and therefore
improves its profit margins. Until now, the bank has
provided a high level of customer service by
completing branch transactions quickly and easily. This
was made possible through the implementation of a
Customer Management System (CMS) seven years
ago, which allows banking officers to immediately
access customer records on demand. However over
the past five years, most of Sixth Bank's competitors
have adopted similar CMS systems and as a result, the
bank's competitive advantage in the market is
beginning to weaken.
To regain its competitive advantage, Sixth Bank has

decided to upgrade its CMS by implementing a leading-
edge technology that enables personal banking officers
in branches to offer new services to customers.
Whenever a banking officer accesses a customer's
account to perform his or her banking transaction, the
officer will immediately see a trend analysis for that
customer's account. With this trend analysis the officer
will be able to evaluate the customer's usage of
banking services and offer the customer new services
"on the spot," potentially strengthening his or her
relationship with the bank with each bank visit. For
instance, by viewing the CMS trend analysis, the
banking officer may see that the customer could
benefit from:
An overdraft facility on his or her account

A new credit card or an increased limit for an existing credit card
A new an "interest-bearing" savings account
Other new banking services appropriate
Because of the immediate need to address this issue and its potential impact on the bank's
business, the bank has established a new project to identify, purchase, install and customize the
new Customer Management System. As the Project Manager, I have brought together a team of
skilled banking specialists to begin the detailed planning phase of this project. After completing the
Project Plan and Resource Plan, I decided that I needed a detailed understanding of the expense
involved in undertaking this project. I have documented the following Financial Plan, which was the
presented to the Project Board for implementation.

Financial Plan for
CMS Upgrade Project
1 Financial Expenses
This project was initiated in February of this year, to provide Sixth Bank with a leading edge
Customer Management System (CMS). The CMS will need to support over 2500 users throughout 75
branches across the country. This Financial Plan itemizes the expenditure required to successfully
undertake this project within an eight-month timeframe. The following section lists the major types of
expenses involved.
1.1 Labor
For this project Sixth Bank will purchase a new CMS from an external supplier, who will install and
customize the system in the Sixth Bank business environment. While the supplier will provide us with
their consulting expertise to install and configure the CMS platform, we will need to make the
following human resources available for the project as well. Note: Each person's hourly rate is based
on his or her salary package and has been calculated per hour dedicated to this project.
Role Unit Cost

(US $ / Hour)
CMS Project Office Team - Project Manager $80
CMS Project Office Team - Project Office Manager $40
CMS Project Office Team - Project Administrator $25
CMS Project Office Team - Quality Reviewer $60
CMS Acquisitions Team - Team Leader $60
CMS Acquisitions Team - Selection Administrator $40
CMS Acquisitions Team - Contract Administrator $35
CMS Installation Team - Team Leader $60
CMS Installation Team - Systems Architect $70
CMS Installation Team - Systems Programmer $60
CMS Installation Team - Database Administrator $40
CMS Training & Support Team - Team Leader $50
CMS Training & Support Team - Systems Trainer $40
CMS Training & Support Team - IT Support Analyst $40
1.2 Equipment
The project team is responsible for sourcing the equipment needed to successfully deliver this project.
The following new equipment will be needed to implement and support the solution.

Equipment Unit Cost
(US $ / Hour)
Application Server to host the new CMS application $15,000
Database Server to host the new CMS database $15,000
Communications equipment $6,500
Backup & power supply equipment $7,500
Operational support software $2,800
One CMS laser printer per branch (75 branches) $550
One CMS Administration PC per branch (75 branches) $750
1.3 Suppliers
We will need to procure the actual CMS solution and consulting expertise from an external supplier.
The supplier will be responsible for delivering, installing and configuring the CMS solution to meet
Sixth Bank's requirements. The following table lists the general items we will need to procure from an
external supplier and their unit costs.
Procurement Item Unit Cost

(US $ / Unit)
The new CMS solution which meets all Sixth Bank's requirements $250,000
CMS consulting services needed to install and configure the solution $125 / hour
CMS support services for the first six months of operation $25,000
CMS Documentation to help banking officers use the solution $2,500
CMS Training Courses for users $4,500 / course
1.4 Administration
The project will consume expenditure for administrative items as summarized in the following table:
Administrative Item Unit Cost

(US $ / Month)
Project Office - Lease of office space $4,500
Project Office - Rental of general equipment (PC, laptops, phones) $3,780
Project Office - Rental of office equipment (photocopiers, faxes) $3,250
Project Office - Rental of office furniture (tables, desks, chairs) $1,800
Project Office - Office consumables (printing paper, stationery) $750
Project Office - Communications services (mobile and land line) $1,200
Project Office - Other services (power, water) $250

1.5 Other
The following miscellaneous expenses will accrue during this project:
Other Expense Item Unit Cost

(US $ / Month)
Broadband Internet Access $100
Entertainment Expenses $350
Miscellaneous Expenses $450
2 Financial Plan
2.1 Schedule
Based on the unit costs listed above, the following Financial Schedule provides a breakdown of total
monthly expenses budgeted within the Project Lifecycle. In total, the project will require an approved
budget of $1,134,510 USD to successfully produce the required deliverables.
Month
Expense Type Feb Mar Apr May Jun Jul Aug Sep
Labor
Project Manager $12,800 $12,800 $12,800 $12,800 $12,800 $12,800 $12,800 $12,800
Project Office Manager $6,400
Project Administrator $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000
Quality Reviewer $9,600 $9,600 $9,600 $9,600 $9,600 $9,600 $9,600
Team Leader (3) $28,800 $28,800 $28,800 $28,800 $28,800 $28,800 $28,800
Selection Administrator $6,400 $6,400 $6,400
Contract Administrator $5,600 $5,600 $5,600 $5,600 $5,600 $5,600 $5,600
Systems Architect $9,600 $9,600 $9,600 $9,600 $9,600 $9,600
Systems Programmer $11,200 $11,200 $11,200 $11,200 $11,200
Database Administrator $8,000 $8,000 $8,000 $8,000 $8,000
Systems Trainer $6,400 $6,400
IT Support Analyst $8,000 $8,000
Total $12,800 $73,600 $76,800 $96,000 $89,600 $89,600 $104,000 $104,000
Equipment
Application Server $15,000
Database Server $15,000
Communications $6,500
Equipment

Backup & Power Supply $7,500
Equipment
Operational Support $2,800

Software
Laser Printers (75) $41,250
Administration PCs (75) $56,250
Total $36,500 $10,300 $97,500
Suppliers
The new CMS solution $250,000
CMS Consulting Services $20,000 $20,000 $20,000 $20,000 $20,000 $10,000
CMS Support Services $25,000
CMS Documentation $2,500
CMS Training Courses $4,500 $4,500
Total $20,000 $20,000 $270,000 $20,000 $24,500 $42,000
Administration
Lease of Office Space $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500
Rental of General $3,780 $3,780 $3,780 $3,780 $3,780 $3,780 $3,780

Equipment
Rental of Office $3,250 $3,250 $3,250 $3,250 $3,250 $3,250 $3,250

Equipment
Rental of Office Furniture $1,800 $1,800 $1,800 $1,800 $1,800 $1,800 $1,800
Office Consumables $750 $750 $750 $750 $750 $750 $750
Communications Services $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200
Other Services $250 $250 $250 $250 $250 $250 $250
Total $15,530 $15,530 $15,530 $15,530 $15,530 $15,530 $15,530
Other
Broadband Internet $100 $100 $100 $100 $100 $100 $100 $100
Access
Entertainment Expenses $350 $350 $350 $350 $350 $350 $350 $350
Miscellaneous Expenses $450 $450 $450 $450 $450 $450 $450 $450
Total $900 $900 $900 $900 $900 $900 $900 $900
Sub Total $12,800 $89,130 $112,330 $131,530 $411,630 $135,430 $241,530 $161,530
Grand Total $1,295,910

2.2 Assumptions
This Financial Plan is based on the following assumptions:
Per-unit costs will not change during the Project Lifecycle.

The CMS solution can be procured for $250,000 in total.
Consulting services can be procured for $125/hour or less.
All the resources required to undertake this project have been identified above.
The project scope remains fixed throughout the Project Lifecycle.
2.3 Constraints
The following constraints were identified whilst comprising this Financial Plan:
The budget only allows for one new Printer and one new Administration PC per branch.
While most unit costs are based on detailed research, some are an educated guess based on the
information at hand.
The project team may have to consider leasing the CMS solution, if the capital budget required to
purchase it outright is not available when required.
3 Financial Process
3.1 Activities
To ensure that expenses are carefully managed throughout this project, we will implement the
following Cost Management Processes:
All project expenses will be recorded using Expense Forms.

Each Expense Form will be sent to the Project Manager before the expense is incurred.
The Project Manager will review all Expense Forms to determine whether the expense is
reasonable, budgeted and associated with a valid project activity or task.
Only the Project Manager may approve project expenses and supplier payments.
The details of each Expense Form will be recorded in an Expense Register.
The Expense Register will summarize the amount, type, approval status and payment status for
each expense incurred during the Project Lifecycle.
The Project Plan will be updated weekly with information from the Expense Register, to keep the
Project Manager current on the overall project expense.
3.2 Roles
The following roles will be responsible for implementing Cost Management on this project:
All Project Staff will be responsible for:
Identifying expenses on the project and completing Expense Forms when required
Forwarding Expense Forms to the Project Administrator
Raising risks, issues or changes related to expenses when required

The Project Administrator will be responsible for:
Receiving staff Expense Forms, checking their completeness and forwarding them (in weekly
batches) to the Project Manager for approval
Making payment of expenses, once the relevant Expense Form is approved
Updating the Expense Register
Updating the Project Plan with summarized Expense Register information
Providing the Project Manager with a weekly budget status report
The Project Manager will be responsible for:
Reviewing and approving all Expense Forms prior to payment

Monitoring the progress of project expenditure against budget and take action as required
Resolving all identified expense-related issues
3.3 Documents
The following documents will be used to implement this process:
Expense Form
The Expense Form will record the amount, type and reason for any project expense.
Expense Register
The Expense Register will log the details relating to each expense and calculate the total cost of the
project.
4 Appendix
The following documentation provides further information relating to this CMS Upgrade Project
Financial Plan:
Detailed Cost Management Process

Expense Forms and Expense Registers
Business Case, Project Charter, Project Plan, Resource Plan
Sixth Bank Finance Policy & Guidelines

Quality Plan Example Customer Profile
Project Manager: David Walker
Over the past five years, the Kennedy County Project Name: Bushfield/Clinton
Council has recorded a dramatic increase in road Throughway
traffic volumes near newly established housing
Project TechTar Roads Ltd
developments. Of particular note was the route
Organization:
between Bushfield Road and Clinton Avenue,
where average traffic volumes were recently Project Type: Road Infrastructure
recorded at record levels. Not only has the flow of Upgrade
traffic slowed along this particular route, but also
Project Client: Kennedy County Council
the increased traffic volume has placed the road
under extreme stress. Project Manager: David Walker
The Traffic Services department of the Kennedy Project Activity: Create a Quality Plan
County Council has therefore decided to upgrade
This Example describes the Quality Plan used
the Bushfield Road / Clinton Avenue arterial route
within this project. The project, people and
by widening the road, upgrading its surface and
constructing new feeder roads onto and off of this
central roadway. This extensive engineering and
construction project must be completed within 12
months (to accommodate forecast traffic
volumes) and the majority of work must be
performed between 7 pm and 6 am to ensure
that the public traffic is not unduly affected.
The highway construction firm "TechTar Roads Ltd" has been contracted by the council to complete
this project, and I was assigned as Project Manager. After producing a detailed Project Plan, I then
decided to document a comprehensive Quality Plan. The purpose of the Quality Plan is to identify the
quality targets we need to achieve to deliver a successful project. It also specifies the Quality
Assurance and Quality Control measures we will undertake throughout the Project Lifecycle to achieve
them. I created the following Quality Plan, which was approved by the Kennedy County Council prior
to project execution.
Quality Plan for

Bushfield/Clinton Throughway Project
1 Quality Targets
TechTar has taken on responsibility for the upgrade of the Bushfield Road/Clinton Avenue roadway,
which is to commence within six weeks' time. This roadway will include new feeder roads, widened
road surfacing and the replacement of the existing 15-kilometer road surface. This will allow for a
200% increase in traffic volumes and an increase in current average traffic speeds by up to 30%. To
ensure that this project meets the requirements of the Kennedy County Council, we have created this
comprehensive Quality Plan.
The following table lists the specific quality targets to be achieved by the Project team:

Quality Targets
Requirement Deliverable Quality Criteria Quality Standards
Stage 1: Widened roadway New roadway must 100% compliance

Prepare Site comply with with Architectural
Silt fences to prevent
the movement of earth Architectural Plans Plans
from the construction Live roadway must be Zero accidents caused
site to the live roadway kept free of by unsafe roadway
Debris control structure construction materials during project
at all times execution
to prevent the clogging
of road culverts Existing and new road No blockage of
New road culverts must be kept existing culverts
free of debris at all during execution of
embankments along
times project
the widened roadway
New embankments
must comply with
Architectural Plans
Stage 2: Effective concrete drainage Drains and sewers must 100% of site visits
Install New systems for: provide sufficient during and after
Drainage Storm water drains capacity to deal with heavy downpours
Sub-soil drainage severe storm conditions show that drainage is
so that gravity will operating effectively
Highway drainage conduct water away
Satisfactory results
from the road for from soil moisture and
discharge into a natural density tests using a
watercourse nuclear gauge
All drainage systems
must be created using
cast-in-place concrete
Stage 3: Well prepared sub-grade Foundation must be solid, Density tests performed
Build (i.e. road base) providing a stable and able to bear the confirm a satisfactory
Foundations solid foundation for the weight of heavy duty stability rating for the
new roadway traffic at forecast traffic new road base.
volumes
Stage 4: The entire new roadway Base course must have Base course passes all
Lay base repaved with a pre-asphalt been pugmill mixed and Gradation Tests
course surface delivered with optimum
moisture levels
Stage 5: Fully finished paved Asphalt and concrete Zero deviation from
Lay Asphalt road surfaces, surfaces must meet Council highway
and concrete sidewalks and curbing specified council standards
highway standards
Road marking complete
Roadside landscaping Road marking must
meet specified council
complete
highway standards

All construction Landscaping must meet
materials, rubble and specified council
debris removed from highway standards
site Site must be clean and
tidy
Stage 6: All roadside safety Safety mechanisms must Zero deviation from
Implement mechanisms implemented, meet specified Council Council highway
Safety such as guard rails and highway standards standards. Highway is
Measures pedestrian crossings ready for live traffic
2 Quality Plan
To ensure that the Quality Targets specified in this document are achieved, we will implement a suite
of Quality Assurance and Quality Control methods. These methods will enable us to monitor and
control the actual quality of the deliverables produced for this highway project.
2.1 Quality Assurance Plan

The following table lists the methods the Project Manager and Quality Manager will use to assure the
quality of deliverables on this project.
Quality Assurance Plan

Technique Description Frequency
Utilize Skilled To ensure that project deliverables are produced to a sufficient Throughout
Staff level of quality, we will: the project
Only recruit and employ suitably skilled staff
Not employ temporary, contracting or graduate staff
Ensure that staff allocated to the project have at least three
years experience in roadside construction
Appoint four Senior Foremen to oversee day-to-day operations
Appoint a fulltime Quality Manager
Undertake The Quality Manager will undertake Quality Reviews at the end of On
Quality the following stages, to ensure that the project is on track (i.e. on completion of
Assurance time and within budget) and has produced deliverables that meet activity
Reviews the quality targets specified:
Stage 1: Site prepared
Stage 2: Drainage installed
Stages 3-4: Foundations built and base course laid
Stage 5: Asphalt and concrete laid
Stage 5: Road marked
Stage 6: Roadside Safety Measures installed
Maintain The Quality Manager will ensure that all work is performed in Throughout
Standards accordance with Kennedy County Council Highway Standards. A the project

complete copy of these standards will be available in the Project
Office. Quality Reviews will determine the level of compliance with
these standards. Any major deviations will be raised to the Project
Manager and Project Board for resolution.
2.2 Quality Control Plan

The following table lists the methods to be undertaken by internal team members to monitor and
control the actual quality level of deliverables for this project.
Quality Control Plan

Technique Description Frequency
Sample Tests Sample tests will be performed on all materials at the construction Every 30 days
site. Foremen will test the road foundation, base course and throughout the
surface layers throughout the Project Lifecycle to measure the project
quality, grade, weight and density of the surface, using Proctor
and Gradation tests.
Embankment Regular sample tests will ensure that embankments meet the Every 30 days
Tests required quality targets. throughout the
project
Supplier Foremen will regularly review their suppliers' inventories to ensure Every 60 days
Checks that the storage and quality of raw materials is satisfactory (e.g. throughout the
methods for stockpiling raw materials, controlling moisture and project
weighing goods prior to delivery to site).
Peer Reviews We will also implement the following Peer Review policy: Weekly
Each Foreman will be assigned specific project deliverables. throughout the
project
Each Foreman will be partnered with another Foreman for the
performance of peer project evaluations.
Each Foreman will be responsible for performing a weekly
review of their peer's deliverables. If either Foreman identifies
a Quality issue, they will raise it with their peer. Any disputes
will be raised with the Project Manager.
The Quality Manager will be responsible for ensuring that this
peer review process is undertaken throughout the project.
Phase At the end of each project phase, we will undertake a formal Phase At the end of
Reviews Review. These reviews will assess the quality of project each project
deliverables to date to determine whether the project has met all phase
of the required quality criteria and is ready to proceed to the next
phase. The Project Manager will organize each Phase Review and
present the results to the Project Board.
2.3 Assumptions
The following assumptions were made while documenting this Quality Plan:

The Kennedy County Council Highway Standards will remain unchanged throughout this project.
Skilled staff are available to monitor, control and assure the quality of deliverables as required.
The Architectural Plans drawn for this project are achievable.
2.4 Constraints
The following constraints were identified while documenting this Quality Plan:
All quality reviews must be undertaken after normal business hours, to ensure that traffic is not
adversely affected.
There is very little time available on this project for re-work. Each deliverable must be produced to
a satisfactory level the first time and any quality issues must be resolved quickly and efficiently.
The Quality Manager will personally undertake Quality Assurance Reviews, as we do not have time
or funds for an independent quality reviewer.
3 Quality Process
Quality Assurance and Quality Control methods will be part of a wider Quality Management Process.
This process will comprise a suite of activities, roles and documents to ensure that the deliverables
produced by the project meet the quality targets set.
3.1 Activities
The following activities will be used to monitor and control the quality level of deliverables for this
project:
The Quality Manager will undertake Quality Assurance Reviews to ensure that the project is on
track.
Site Foremen will undertake Quality Control Reviews to ensure that all project deliverables meet
the quality targets set.
The results of each quality review will be recorded in a "Quality Register." This log will also record
the current status of each project deliverable and its ability to satisfy the quality targets set.
The Foremen will make the Project Manager aware of any quality deviations and will implement
changes to bring the quality of the deliverables to the required quality targets.
If a Foreman needs to raise a project change (e.g. to extend the width of the road or to change
the construction of an embankment) to improve the quality of a deliverable, he must request
approval of that change from the Project Manager.
3.2 Roles
All staff on the project will be responsible for the production of deliverables that meet quality targets.
The following roles will have key responsibilities for the assurance and control of deliverable quality:
The Foreman will be responsible for:
Managing road construction gangs to produce deliverables that meet quality targets
Allowing his assigned "peer" to review his deliverables on a weekly basis

Reviewing his peer's deliverables on a weekly basis
Reporting quality deviations to the Quality Manager
Taking necessary actions to resolve such quality deviations
The Quality Manager will be responsible for:
Undertaking Quality Assurance Reviews to ensure that the project is on track (i.e. on time and
within budget) and has produced deliverables that meet quality targets
Ensuring that all quality assurance and control actions are undertaken as planned
Ensuring that work is undertaken in accordance with the Kennedy County Council Highway
Standards
Keeping the Quality Register up-to-date throughout the project
Assisting the Foremen and the Quality Manager with resolution of major quality issues
Approving any changes required to resolve project quality issues
Undertaking Phase Reviews and presenting their results to the Project Board
3.3 Documents
The following quality documentation is to be used during this project:
Quality Review Form. Foremen will use this form to record current quality levels for the
project, and to document any quality deviations and the actions to be taken to resolve them.
Quality Register. The Quality Manager will use this log to record the current quality level of
each project deliverable, along with the results of quality reviews.
4 Appendix
Project Plan, Resource Plan
Kennedy County Council Highway Standards
Architectural, structural, electrical, and mechanical drawings
Sample field test reports and site inspection forms
Change Request Forms and Quality Control charts

Risk Plan Example Customer Profile
After an independent enquiry into the state of the rail
sector, the New State Government has decided to Project Name: Fast Rail Project
upgrade the rail network in the local region. This
Project Organization: State Government
upgrade will provide local coastal communities with a
fast rail service, enabling more rail users to access Project Type: Rail Network
the rail network, more frequently and more cheaply
than before. This extensive project will enable an Project Manager: Robert Brown
additional 500,000 users to access the rail network
Project Activity: Create a Risk Plan
per day and it will provide a major boost to the
coastal economy, population, employment and quality This Example describes the Risk Plan used
of life. within this project. The project, people
and organizations described are fictional
On June 7, the Department of Transportation but provide a realistic scenario to help
established a formal project to undertake this you.
extensive network upgrade, and shortly thereafter I
was appointed Project Manager. The project will result
in the:
Reopening of several coastal rail lines
Linking of coastal towns to the metropolitan area
Re-development of the Main Street Station
Upgrade of the existing rail infrastructure
Creation of a new transit link to the airport
By providing a new fast rail link to coastal areas and upgrading the existing rail infrastructure, the
benefits will be realized:
Travel times on existing routes will be reduced
More train routes will be available for the public
A larger number of new users will be able to use the rail network
Rail users will have safer, more convenient, comfortable and affordable rail services
The Government will receive a substantial increase in rail patronage
The first step in this project will be to upgrade the existing rail infrastructure to handle train speeds
of at least 160 kilometers per hour. Next, we will upgrade the Main Street Station to accommodate
more rail users. We will then establish the coastal and airport high speed transit links and refurbish
and reopen old coastal stations. Not only will this project allow for faster passenger services, but
rolling stock services will also benefit from the new infrastructure.
This three-year engineering project will involve the coordination of a large number of suppliers to
construct the deliverables on time, within budget and to specification. As the overall Project
Manager, I initiated this project by documenting a Business Case, undertaking a Feasibility Study,
defining the Project Charter, recruiting a core team of skilled specialists and creating a Project Office
environment. I then created detailed project, resource, financial and quality plans to provide the
project team with a clear and unambiguous direction.
This three-year project was identified as high risk. With many political careers at stake, a multitude
of sizeable deliverables, and very tight timescales, the key to success for this project resided in our
ability to effectively manage the overall level of project risk.
To enlist help with setting out a plan for managing risk, I undertook a suite of Risk Workshops to
identify, categorize, and prioritize risks pertinent to this project. The following Risk Plan summarizes
the results of those risk workshops, by listing the key risks identified and the actions required to
resolve them.

Risk Plan for New Baja Fast Rail Project
Project Manager: Robert Brown
1 Risk Identification
The Fast Rail Project was initiated on January 15, to upgrade the rail infrastructure and its associated
rail assets in our local region. The successful delivery of this project will mean a fast, comfortable,
reliable and more accessible rail transport service for the local public. Yet, this project is subject to a
high level of risk. To ensure that all medium and high priority risks have been identified up front
before we begin the project execution phase, five Risk Workshops were undertaken with government
staff, engineering specialists and rail transport staff. This report documents the risks identified during
these Risk Workshops and schedules the suite of actions needed to avoid, transfer and/or mitigate
them.
1.1 Categories
The following general categories of risk were identified for this Fast Rail Project:
Political
Return on Investment
Delivery Timeframe
Logistical
Planning
Execution
1.2 Risks
The following key risks have been identified under each risk category:
Risk Risk
Risk Description
Category ID
Political A change in government in the upcoming elections leads to a reduction 1.1

in project funding, scope or sponsorship
Changes in Project Board membership during the Project Lifecycle lead 1.2
to a change in scope or priorities
Return on Passenger numbers do not meet forecasts, thereby lengthening the time 2.1
Investment required for a return on investment
Unforeseen project costs (such as an increase in loan interest rates, an 2.2

increase in the price of raw materials or weakening of U.S. currency)
lead to budget over-runs
Delivery The overall delivery timeframe is insufficient to produce all of the 3.1
Timeframe project deliverables
The required project delivery dates are brought forward 3.2
There is insufficient time for the project team to make a complete 3.3
assessment of the existing rail infrastructure

Logistical The large numbers of required staff, suppliers, deliverables, equipment 4.1
and materials place this project's overall delivery at risk
There is an insufficient number of skilled resources in the market to 4.2

undertake this project
Suppliers contracted to this project do not produce the required 4.3

deliverables on time, within budget or to the level of specification
required
Planning Infrastructure data (describing such assets as rail fixings, sleepers and 5.1
ballast) is outdated and inaccurate, making it difficult to know which
assets require upgrading
Planning consents may be denied or may be subject to conditions that 5.2

increase project costs
Land availability issues (such as required access to non-City land) may 5.3
lead to project delays
The recent high rate of train accidents causes the Government to 5.4
implement new rail safety rules and procedures, leading to project
delays
The windows of time available in the rail schedule may be insufficient to 5.5
perform the work needed to upgrade the infrastructure
Execution Unanticipated site conditions (such as earth instabilities or prior 6.1

contamination) lead to increased construction costs
Rail Maintenance Teams stage a strike, leading to project delays 6.2
2 Risk Quantification
Each of these risks identified has been quantified below as to its likelihood and its impact on the
project should it occur.
2.1 Likelihood
The following table describes the scoring mechanism used to identify the likelihood of each project
risk stated above:
Title Score Description
Very Low 20 The risk is highly unlikely and will be recorded but not monitored.
Low 40 The risk is unlikely but will be monitored throughout the project.
Medium 60 The risk is likely as it is clear that the risk may occur.
High 80 The risk is very likely, based on the circumstances of the project.
Very 100 The risk is highly likely, as the circumstances that will cause this risk to occur
High are also very likely to occur.

2.2 Impact
The following table describes the scoring mechanism used to identify the impact on the project,
should the risk actually eventuate.
Title Score Description
Very 20 The risk will have an insignificant impact on the project.

Low
Low 40 The risk will have a minor impact on the project (<5% deviation in scope,
scheduled end-date or project budget).
Medium 60 The risk will have a measurable impact on the project (5%-10% deviation in
scope, scheduled end-date or project budget).
High 80 The risk will have a significant impact on the project (10%-25% deviation in
scope, scheduled end-date or project budget).
Very 100 The risk will have a major impact on the project (25%+ deviation in scope,
High scheduled end-date or project budget).
2.3 Priority
During the Risk Workshops undertaken, each risk identified was assigned a Likelihood and Impact
Score using the scoring mechanisms listed above. The overall Priority score was calculated as the
average of the Likelihood and Impact scores (i.e. Priority = [Likelihood + Impact] / 2). The following
table lists the scores assigned to each risk identified for this Fast Rail Project).
Risk ID Likelihood Score Impact Score Priority Score Priority Rating
1.1 80 100 90 Very High
1.2 20 40 30 Low
2.1 80 40 60 Medium
2.2 60 80 70 High
3.1 60 20 40 Low
3.2 60 80 70 High
3.3 60 80 70 High
4.1 80 80 80 High
4.2 20 40 30 Low
4.3 40 80 60 Medium
5.1 80 100 90 Very High
5.2 60 40 50 Medium
5.3 60 80 70 High
5.4 40 60 50 Medium
5.5 80 100 90 Very High
6.1 80 40 60 Medium
6.2 60 80 70 High

Color-Code Key
Priority
Score Rating Color
0 - 20 Very low White
21 - 40 Low Green
41 - 60 Medium Yellow
61 - 80 High Orange
81 - 100 Very High Red
3 Risk Plan
To ensure the success of this Fast Rail Project, we will need to implement a suite of actions to avoid,
transfer and/or mitigate the risks we've identified. This section lists such actions and provides a
schedule for their completion.
3.1 Schedule
The following table itemizes the preventative actions to be taken to reduce the likelihood of each risk
occurring, as well as the contingent actions to be taken should the risk actually occur. The person
assigned to complete each action is specified, as well as the dates upon which the action needs to be
completed.
Risk Risk Preventative Action Action Contingent Action Action

Rating ID Actions Resource Date Actions Resource Date
Very 1.1 Secure project Project Feb 5 Structure the Project Feb 20
High sponsorship from Manager project so that Manager
leaders of other the scope can
political parties be reduced
likely to come without having
into power to close the
project
Low 1.2 Approve a Project Feb 17 Enforce the Project As

mandate to Board approved Sponsor required
maintain the Project Board
project scope mandate when
required
Medium 2.1 Assign a Project Feb 20 Create a Project March

marketing Leader for contingency Leader for 31
budget to Passenger marketing plan Passenger
promote the new Services to promote the Services
route for new route in
increased the event of
passenger low passenger
numbers numbers
High 2.2 Fix the price of Project Feb 15 Obtain Project May 15
raw materials, Procurement contingency Sponsor
interest rates Manager funding of 5%

and other costs above contract
up front prices
Low 3.1 Request an Project Feb 7 Allocate 5% of Project Feb 18

extension in the Manager elapsed time Manager
overall delivery in the project
timetable schedule as
contingency
Medium 3.2 Request that the Project Mar 7 Prioritize the Project Mar 7
Project Board Manager deliverables, Sponsor
approve a high so that key
level schedule of items can be
deliverables and produced
delivery dates, within the
before project required dates
execution begins
High 3.3 Allocate Project Mar 7 Utilize the 5% Project As

additional time Manager of elapsed Manager required
to assess the time in the
existing project
infrastructure schedule,
allocated as
contingency
High 4.1 Recruit a senior Project April 5 Sign backup Project April 21
team of leaders Manager & contracts for Manager &
for the project, HR Manager additional HR Manager
experienced at managerial
managing such resource from
quantities of overseas
resources should it be
needed
Low 4.2 Recruit Project HR April 15 Sign backup Project HR April 21

additional skilled Manager contracts for Manager
resource from the supply of
overseas skilled
markets to assist resource from
with the overseas
completion of should it be
this project needed
Medium 4.3 Negotiate formal Project May 2 Sign backup Project May 15
contracts with all Procurement contracts with Procurement
project suppliers, Manager alternative Manager
to include suppliers, in
penalties for case a
non-delivery preferred
supplier fails
to perform
Very 5.1 Allocate time in Project Mar 7 Obtain asset Project Mar 20
High the project Asset information Asset
schedule for the Manager from Rail Manager
review of all rail Maintenance
assets Companies
Medium 5.2 Fully research Project Mar 15 Allocate Project Mar 7

the planning Manager additional Manager

consent process funds in the
to identify budget to gain
requirements consent for
and initiate the site works
consent process
early
High 5.3 Investigate land Project June 5 Identify Project June 30

ownership and Planning alternative Planning
develop Manager routes in case Manager
expropriation it is impossible
packages to acquire the
land needed
Medium 5.4 Ensure that all Project July 17 Implement Project As

existing safety Safety compliance Safety required
regulations are Advisor actions Advisor
adhered to. immediately to
Appoint a full- prevent
time Safety project delay
Advisor
Very 5.5 Request Project Aug 1 Implement Project As

High increased route Logistics disruption Logistics required
capacity at peak Manager management Manager
times. procedures
Communicate (e.g.
route alternative
interruptions road transport
well in advance and ticket
refunds in the
event of a
disruption to
service)
Medium 6.1 Conduct Project Site May 21 Identify Project Aug 15

geological Works alternative Planning
surveys well Manager routes in case Manager
ahead of land along the
construction planned route
is not suitable
High 6.2 Resolve Rail Project June 1 Take legal Project Aug 1
Maintenance Logistics action where Logistics
Team issues Manager necessary Manager
ahead of
potential strike
action
3.2 Assumptions
This Risk Plan makes the following key assumptions:
The project team will be able to obtain the required project budget available as required.
All relevant bylaws and statutory legislation will remain unchanged during this project.
The land expropriation plan will be approved by City officials with property-owner penalties for
obstruction

There are no critical logistical issues with the establishment of the rail transit link to the airport.
The project team has the full support of the Rail Regulator.
3.3 Constraints
During the creation of this Risk Plan, the following key constraints were identified:
Once set, the project budget will remain fixed, allowing very little additional contingency.
Current passenger numbers cannot be affected by the implementation of this project.
The project can only perform infrastructure upgrade activities on the live rail network during the
available time slots allocated by the Rail Operator.
Disturbance to residents within a two-kilometer radius of each work site must be minimal.
The three-year delivery date set by the government cannot be changed
4 Risk Process
In addition to the risks identified by this document, new risks may arise during the Project Lifecycle.
The following activities, roles and documents describe how each new risk will be managed, to ensure
that it has a minimal impact on the project.
4.1 Activities
The following activities will be undertaken to identify, review and control risks on this Fast Rail
Project. These activities together form the "Risk Management Process." For the purpose of this
project, a risk is defined as "any event that is likely to adversely affect our ability to achieve our
project objectives"
Any stakeholder on the project (including staff, team leaders and the project management
team) can raise a risk.
A Risk Form will be used to document each risk. With this form, the stakeholder will describe the
risk, rate its likelihood and impact on the project and recommend preventative and contingent
actions. All Risk Forms will be distributed to the Project Leader or Manager for review.
The Project Manager will review all project risks and determine their risk priority. The Project
Manager will usually act on low and medium priority risks immediately, and communicate high
priority risks to the Project Board for action.
4.2 Roles
While any member of the project team may identify a project risk, the following staff will have key
responsibilities for the ongoing risk management within the project:
Team Members will be responsible for:
Identifying project risks and completing Risk Forms

Forwarding all Risks Forms to their Project Leader for review
Team Leaders will be responsible for

Reviewing all Risk Forms to determine whether they are "likely" to adversely affect the project
Working with the team member to approve a set of preventative and contingent actions
Forwarding a prioritized set of Risk Forms to the Project Manager for action
Confirming the priority level of Risk Forms received

Taking immediate actions to resolve all low and medium priority level risks
Making the Project Board immediately aware of new high priority risks
Implementing actions approved by the Project Board to resolve High Priority Risks
4.3 Documents
The following documents will be used to identify, monitor and control risks within this project:
A Risk Form will be used to describe and rate each risk identified, and list the preventative and
contingent actions needed to resolve it.
A Risk Register will be used to record the key details of each risk and to monitor its current
status, until it is resolved.
5 Appendix
The following documents are related to this Risk Plan:
Business Case, Feasibility Study, Project Charter, Project Plan, Resource Plan
State Government Risk Management Policies, Standards, Guidelines and Procedures
Risk documentation from other similar projects
Other relevant information and correspondence

Acceptance Plan Example Customer Profile
Project Manager: Edward Jones
Founded in 1975, Best Rate Mortgages is a Project Name: Mortgage One Project
successful personal financing company with 112
Project Best Rate Mortgages
established branch offices throughout the country.
Organization:
Although the company struggled to operate in the
early years, it experienced dramatic growth in the Project Type: Business
'80s and '90s due to the residential real estate Improvement
boom. In order to keep pace with this growth, local
Project Manager: Edward Jones
offices have implemented their own systems and
processes to enable them to provide mortgage Project Activity: Create an Acceptance
services to clients, faster and cheaper than before. Plan
The end result is that we now have 112 virtual This Example describes the Acceptance
businesses, each with its own method of operating, Plan used within this project. The project,
and no integration between them or with the Head people and organizations described are
Office. Not only do we lose economies of scale by fictional but provide a realistic scenario to
maintaining this structure, but it also makes it help you.
impossible for us to produce an accurate view of the
overall performance of the company, from which to
make decisions. Compounding these problems is the
fact that most solutions implemented within the
branches are "behind the times", requiring a lot of
additional manual processing.
To bring Best Rate Mortgages into the 21st century,

John Marshall, CEO, decided to initiate a project to
create a single suite of company systems and
processes for approving mortgages. He has
appointed me as Project manager. Within just 18
months, this challenging business improvement
project must result in:
1. A single Mortgage Lending System to be used by all 112 branches

2. A single set of processes, guidelines and standards for mortgage approvals
3. Training in the new system and processes for all branch staff
Of course, the most significant challenge is to gain each Branch Managers' buy-in to the project
and its solution. For the past 30 years the branches have operated autonomously and as a
consequence, they are likely to resist the changes put in place. To ensure that each Branch Manager
accepts the deliverables produced by this project, I have decided to create a representative
"Customer Group". This group consists of 10 Branch Managers, 3 Senior Managers from Head
Quarters and the CEO. The purpose of the group is to define a clear set of criteria for the
acceptance of deliverables within the project.
Following the establishment of the Customer Group and the agreement of the acceptance criteria,
the following Acceptance Plan was formulate

Acceptance Plan for Mortgage One Project
1 Acceptance Criteria
Best Rate Mortgages has established the Mortgage One Project to implement a common suite of
company systems, processes and guidelines across its 112 branch offices. By rolling out common
business practices, we hope to improve client service, resolve inefficiencies and increase profit across
the entire company.
To ensure that the solution provided by this project is fully accepted by the branches, we have
established a single, representative "Customer Group" for this project. This group will include 10
Branch Managers (representing the entire branch management team), three senior managers from
Head Office and the CEO. This group is responsible for accepting the deliverables produced by the
project, on behalf of the branch offices and Head Office staff.
The first decision made by the Customer Group was the agreement of a set of Acceptance Criteria
which once achieved, would enable the formal acceptance of the deliverables produced by the project.
The following Acceptance Criteria were established by the Customer Group:
Deliverable Acceptance Criteria Acceptance Standards
Implement a The new system provides: The new system:

new Mortgage 1. All of the existing functionality 1. Provides 100% of the common
Lending System offered by the existing branch functionality available within
systems existing branch systems
2. Integration with the company's 2. Can exchange transaction data
administrative systems with the Finance, Client
Management and Call Center
3. Comprehensive management
reporting functionality system
3. Gives Senior Management a
4. Full auditing capabilities to comply
with legal standards and protect comprehensive view of overall
company assets company performance
4. All transactions can be fully traced
5. Automated creation and dispatch
of mortgage documentation for and reported on
clients 5. Involves no manual processes for
generating and distributing lending
6. Automated mortgage appraisals
and approvals documents and contracts to clients
6. Uses pre-defined criteria to make
mortgage approval decisions with
no manual involvement from
branch officers
Implement a The new processes provide common: The new processes enable branch
common set of 1. Guidelines and standards for officers to:
processes customer services 1. Improve levels of customer service
2. Processes and procedures for 2. More efficiently monitor and
resolution of client issues resolve client problems and issues
3. Rules and criteria for mortgage 3. Clearly communicate to customers

approval the fundamental rules and criteria
for approving mortgages
Train all staff in The following staff are trained in the All specified staff understand:
the new system new systems and processes: How to use the core system
and processes Branch Client Service Officers functionality
Branch Team Leaders The basic processes and business

rules involved in approving
Branch Managers
mortgage requests
Head Office Administration Staff
Who is available to provide
Head Office Management assistance with the system and its
associated business processes
2 Acceptance Plan
To ensure that the deliverables produced by the project meet the Acceptance Criteria specified above,
we have scheduled a suite of Acceptance Tests in the following section. An Acceptance Test will be
initiated at the completion of the respective deliverable, to ensure that the deliverable meets the
relevant acceptance criteria and is ready for final signoff. Once the entire Customer Group has
accepted all the deliverables, the project will be ready for closure.
2.1 Schedule
The following table lists the Acceptance Tests to be undertaken for each deliverable, to validate that it
is 100% complete and ready for final customer sign-off.
Deliverable Acceptance Tests

Deliverable Completion Testing Method Testers Test
Date Date
Implementation June 14 The functionality and data provided 3 Customer Group June
of a new by the new system will be verified by representatives 21
Mortgage Lending the Customer Group in a Test and Internal Audit
System Environment. Any valid deviations Manager
will be corrected, and the system will
be retested until it meets the
Acceptance Criteria.
Implementation July 7 20 test loan applications will be 3 Customer Group July

of a common set processed using the new processes, representatives, 15
of processes procedures, guidelines, standards Finance Director
rules and criteria. The timeframe and and 5 branch
efficiency of each loan application will officers
be measured to ensure that it meets
the Acceptance Criteria stated.
Training of all July 31 50 Branch Client Service Officers Branch Client Aug

branch staff in the will be tested on their customer Service Officers, 15
new system and service skills Team Leaders and
processes Managers
20 Branch Team Leaders will be
tested on their knowledge of the Head Office
new processes Administration
Staff and Managers
10 Branch Managers will be
tested on their knowledge of the
new lending rules and criteria
15 Head Office Administration

staff members will be tested on
their understanding of the
processes for resolving client
issues
5 Head Office Managers will be

tested on their knowledge of the
new system functions and
business processes
2.2 Assumptions
This Acceptance Plan has assumed that:
There will be no changes to the customer's Acceptance Criteria during this project.
Customer Group representatives will be available to complete the acceptance tests when needed.
The acceptance testing methods listed will be sufficient to give the Customer Group (and
therefore the branches) confidence that the new system and processes will benefit them.
2.3 Constraints
The following constraints apply to this Acceptance Plan:
A limited number of people within the organization are able to personally test each deliverable.
Acceptance testing activities must take place after hours, to ensure that normal business
operations are not impacted by this project
3 Acceptance Process
The following activities, roles and documents describe how acceptance testing will be performed for
each project deliverable.
3.1 Activities
To accept deliverables as complete for this project, we will perform the following acceptance test
activities:

The Project Manager will be informed of the completion of the deliverable.
The team member responsible for that deliverable will request that an Acceptance Test take
place.
The Project Manager will schedule an Acceptance Test with the staff specified in this Acceptance
Plan.
The Acceptance Test will be performed and the results recorded on an Acceptance Form.
If additional work is required to complete the deliverable, the Project Manager will delegate the
work required. Once that work is complete, the deliverable will be retested.
If test results are satisfactory, the Acceptance Form will be presented to the Customer Group for
signoff.
After gaining final signoff from the Customer Group, the deliverable will be marked as 100%
complete on the Project Plan and work on it will be terminated.
3.2 Roles
The following roles are responsible for undertaking the acceptance activities specified above.
Team Members will be responsible for:
Completing the deliverables specified in this document
Notifying the Project Manager of the completion of each deliverable and request an Acceptance
Test
Undertaking the necessary activities to improve the quality of a deliverable to gain the
acceptance of the Customer Group
Managing the overall acceptance process
Ensuring that Acceptance Tests are scheduled, resourced and undertaken in accordance with
this plan
Presenting acceptance test results to the Customer Group for approval

The Customer Group will be responsible for:
Making the resources available to perform each Acceptance Test
Reviewing the results of successful Acceptance Tests, as presented by the Project Manager
Providing final acceptance of each deliverable
3.3 Documents
We will use the following documents to manage the process of customer acceptance for this project:
The Acceptance Form will be used to document the results of each Acceptance Test and to request
final acceptance from the Customer Group.
The Acceptance Register will be used to monitor and control the acceptance status for each
deliverable in the project.
4 Appendix
The following documents are available in conjunction with this Acceptance Plan:
Business Case, Feasibility Study, Project Charter, Project Plan, Resource Plan
Documents describing the existing lending and approval systems and processes
Other relevant branch information and staff correspondence regarding this plan

Communications Plan Example Customer Profile
In the city of Parkland and its surrounds, residents
and commercial property owners are charged annual Project Name: Parkland Rate Equity
"rates" to generate the revenue for services such as Project
water, electricity and telephone infrastructure. Until
Project Parkland City Council
now, rates have been charged based on the size of
Organization:
each parcel of land owned within the borough, as
residential and commercial land has historically been Project Type: Business Change
similar in market value. However, increases in
residential property values over the past few years Project Manager: Jennifer Miller
have encouraged the Parkland City Council to review
Project Activity: Create a
the existing rate structure.
Communications Plan
In order to resolve inequities in the current rate This Example describes the
structure, the Parkland City Council is planning to Communications Plan used within this
replace the current rate structure with a new multi- project. The project, people and
tier system, whereby rate levy charges will be based organizations described are fictional but
on the combination of three things - size of the land provide a realistic scenario to help you.
parcel, current market value of the land and the
type of land use. The Council is also considering
plans to introduce rate dispensations for commercial
properties in order to promote growth in the region.
It is hoped that the multi-tier rate structure will
result in more equitable charges to property owners
for the supply of Council infrastructure services to
their properties. To ensure that this challenging
initiative is successfully completed within a 24-
month timeframe, the Council has approved the
initiation of the Parkland Rate Equity Project.
My first task as the Project Manager was to define

the objectives and scope of the project and create a
detailed Project Plan. Once that was completed, I
decided it would be a good idea to document each of
the steps needed to keep the public and other
project stakeholders informed throughout this
politically sensitive project. For this purpose, I chose
to document the following Communications Plan.

Communications Plan for Parkland Rate Equity Project
Project Manager: Jennifer Miller
1 Communications Requirements
The Parkland Rate Equity Project was established for the purpose of introducing a multi-tier rate
structure in the Parkland region. This new structure will ensure that residential and commercial
property owners are charged for council infrastructure services (through rate levies) in a more
equitable fashion. A wide variety of people will be affected by this project, from the general public to
commercial property owners. To ensure that all these project stakeholders are kept informed of the
project's progress and to take part in it where appropriate, we have drafted this Communications
Plan.
This plan lists the stakeholders and their requirements for information relating to this project. We
have also identified the communications activities required to ensure that each stakeholder receives
the "right information" at the "right time." By keeping all stakeholders regularly informed of the
progress of this project, we will increase our chance of success.
1.1 Stakeholder List

A Stakeholder is defined here as any person or group who requires regular information about this
project. Based on this definition, the following stakeholders must be kept informed of the progress of
this project:
Stakeholder Group Stakeholder Description
Mayor Acts as Chairman for the Parkland City Council and is also the Project
Sponsor
City Council Members Serve as the Project Board
Project Team All fulltime, part-time and contracting team members
Suppliers All consulting resources allocated to this project
Council Staff All fulltime, part-time and contracting staff in the Parkland City Council
Commercial Property All commercial property owners in the Parkland region

Owners
Residential Property All residential property owners in the Parkland region

Owners
General Public All members of the public at large in the Parkland region
1.2 Stakeholder Requirements

Each of these Stakeholder Groups will require different types of information regarding the project.
The following table lists the information required by each stakeholder, to enable us to create a plan
for meeting their requirements.

Stakeholder Stakeholder Stakeholder Information Requirement
This stakeholder needs an understanding of
Group Role Organization the...
Mayor and Project Sponsor Parkland City Detailed Project Status (with regard
Council and Project Board Council to delivery against schedule, budget
Members and objectives)
List of key deliverables produced to

date Identified project risks, issues
and changes
End-of-phase review results
Project Team Project Delivery Parkland City Summarized Project Status

and Suppliers Council and
Supplier Deliverables produced since last
Organizations team meeting
Immediate risks, issues and changes
Imminent project milestone delivery

dates
Current key project activities
Council Staff Implement the City Council Purpose of the project

new council rate
structure Deliverables produced to date
Benefits to be received from project

delivery
Questions likely to be asked by

members of the public
Issues likely to be raised by

members of the public
Commercial Will be affected Commercial Purpose of the project

Property Owners by the delivery of Organizations
the project Impact that delivery of the project
will have on their rates
Benefits to be received from delivery

of the project
Proposed new rates for Commercial

Property Owners
Other changes specific to

Commercial Property Owners
Current status of the project
Residential Will be affected Individuals Purpose of the project

Property Owners by the delivery of
the project Impact that delivery of the project
will have on their rates
Benefits to be received from delivery

of the project

Proposed new rates for Residential
Property Owners
Other changes specific to Residential

Property Owners
Current status of the project
General Public May be affected Individuals Project purpose, benefits and

by the delivery of proposed changes
the project
The benefits to be delivered by the
change
Current status of the project and

next steps
Date of expected changes to the rate

structure
2 Communications Plan
2.1 Schedule
The following communications schedule lists the activities required to distribute the right information
to the right stakeholders at the right time. First, the project team will notify members of the general
public about the proposed changes to the rate structure. We will seek public feedback over a two-
month period and take it into account when drafting the detailed Rates Proposal. We will then make
the detailed proposal available to the public. Through a full public consultation process, we will
complete the final draft of the Rates Proposal and present it to the Project Sponsor for signoff.
Throughout the implementation of this new Rates Proposal, we will keep all project stakeholders
informed of the progress of the project and the rate changes that have taken effect.
Communications Activities
Activity Information Stakeholders Timeframes Methods
ID (What is to be communicated) (To whom) (When) (How)
1.0 Public Consultation: General Public by July 5 Advertisements

The general nature of the placed in local
project newspapers
The reasons for change
The process for providing

feedback
1.1 Public Consultation: General Public by July 21 Discussion

The current rate structure Papers
issues made available to
the public
The proposed changes to the
rate structure
The reasons for the change

The benefits to be delivered by
the change
The effect it will have on the

community
1.2 Public Consultation: General Public By August 1 Fact Sheets

Full description of the current
rate structure
Full description of the proposed

rate structure
1.3 Public Consultation: Commercial by August 15 Commercial

Proposed new rate structure for Property Property Forum
Commercial Property Owners Owners (public meeting)
Impact of change on
Commercial Property Owners
1.4 Public Consultation: Residential by August 31 Residential

Proposed new rate structure for Property Property Forum
Residential Property Owners Owners (public meeting)
Impact of change on Residential

Property Owners
1.5 Public Consultation: General Public by September Advertisements

Final rate structure changes 15 placed in local
approved for implementation newspapers
1.6 Project Progress: Project Monthly Status Reports

Overall status of the project Sponsor and throughout
Project Board the project
List of key deliverables
produced to date
List of key project risks, issues

and changes
1.7 Project Progress: Project At the end of Phase Reviews

End-of-phase review results Sponsor and each project
Project Board phase
Deliverables produced during
current phase
Success of delivery during

current phase
1.8 Project Progress: Project Team Weekly Team Meetings

Deliverables produced since last and Suppliers throughout
meeting the project
Immediate risks, issues and

changes
Imminent project milestone

delivery dates

Current key project activities
1.9 Project Progress: General Public Weekly Website

Detailed status of the project throughout Releases
the project
Deliverables produced to date
Date of expected changes to

rate structure
Any changes in project scope
2.0 Project Progress: Council Staff Monthly Newsletters

Project purpose, benefits, throughout
current status the project
Key deliverables produced to

date
How to deal with public inquiries

regarding the project
2.1 Project Progress: General Public Quarterly Media Releases

Summarized progress of the throughout
project the project
Key deliverables produced to

date
Forecast final completion date

for project
2.2 Assumptions
During the creation of this Communications Plan, we have made the following assumptions:
The public will be kept regularly informed of the progress of the project.
A full Public Consultation process will need to be undertaken, due to the sensitivity of the
deliverables to be produced by this project.
Suppliers (such as consulting companies recruited to assist the project) should be kept regularly
informed of the project's progress, as though they were part of the project team
2.3 Constraints
During the creation of this Communications Plan, we identified the following constraints: The following
constraints apply to this Acceptance Plan:
This highly sensitive project must be undertaken with the full support of the public.
As this project must be completed within a 24-month timeframe, the Public Consultation process
will be limited.
Only one communications resource on the Parkland Communications Team is available to

undertake the communications events listed in this plan.

3 Communications Process
The following sections clarify the activities, roles and documents involved with the formal release of
communications for this project:
3.1 Activities
The following steps will be undertaken for each communications event:
Identify the content, audience, timing and format of each message to be distributed
Create the communications message to be distributed
Forward all communications messages to the Project Manager for approval
Distribute the communications messages via the approved method
Review the distributed communication and obtain feedback from stakeholders
3.2 Roles
The following project roles will be responsible for undertaking formal communications within the
project:
The Communications Team will be responsible for completing the activities listed in this
Communications Plan by:
Planning and organizing the communications activity

Identifying the detailed content, audience, timing and format of each communications message
Creating a draft of the communications message to be distributed
Forwarding the communications message to the Project Manager for approval
The Project Manager will be responsible for approving all communications messages within the
project by:
Reviewing and approving all communications messages

Gaining special approvals from the Project Sponsor as required
Releasing communications messages upon approval
Resolving communications issues that might arise
3.3 Documents
The following documents will be used to assist with managing communications within this project:
A Project Status Report will be used to regularly communicate the current status of the
project.

A Communications Register will record the details and current status of each communications
activity undertaken within the project.
4 Appendix
The following documents related to this Communications Plan are attached:
Parkland City Council Strategic Plan

Parkland City Council Communications Standards and Guidelines
Parkland City Council Rate Equity Project Plan
Current Parkland City Council Rate Structure

Procurement Plan Example Customer Profile
Project Manager: Susan Moore
The Grocer is a major national supermarket chain Project Name: Fresh EFTPOS
with more than 150 retail stores throughout the Project
country. Customers historically shopped at The
Project The Grocer
Grocer because the food is cheaper, better quality
Organization:
and faster to purchase than other large supermarkets
in the country. However in the past 12 months, a Project Type: Payment System
downward trend in client patronage has been
Project Manager: Susan Moore
recorded, with longer shopping queues are more
customer complaints than ever before. Procurement Marny Michaels
Manager:
The root cause of the problem seems to be the
checkout process. Compared to their competitors, Project Activity: Create a
The Grocer's payment system is now archaic and Procurement Plan
slow. Each cashier machine is currently equipped
This Example describes the
with a five year-old EFTPOS terminal, which uses a
Communications Plan used within this
suite of outdated authorization checks to process
project. The project, people and
payment transactions. Authorization typically takes
one to two minutes and involves manual processes
like signing for transactions and printing a receipt
from the register. Newer technologies on the market
allow customers to swipe their own cards and enter a
four-digit PIN. Then, using triple DES encryption,
these systems can securely process a transaction
within less than 10 seconds.
To regain the chain's competitive advantage and

increase customer satisfaction, the Board of Directors
has decided to initiate a new project to upgrade their
payment systems to the latest EFTPOS technology,
within all 150 stores.
As the Project Manager, I have been assigned the challenge of finding, configuring, testing and
implementing a suitable EFTPOS solution. I have been given just 14 months to achieve this. As we
are not in the business of manufacturing payment systems, I realized early in the Project Lifecycle
that we would need to outsource the supply of a suitable payment system to a specialist vendor. So
I created the following Procurement Plan to clarify our procurement requirements and structure the
process for appointing a preferred supplier to the project.

Procurement Plan for
Fresh EFTPOS Project
1 Procurement Requirements
This plan has been created to clarify the procurement requirements for the Fresh EFTPOS Project. By
setting out our requirements and defining a clear process for the appointment of a preferred supplier,
we can ensure that we purchase the best possible solution for our company.
1.1 Requirements
The following describes the items to be procured from a preferred supplier, the justification for
procuring each item (rather than sourcing it in-house), the quantity of each item to be procured and
the project budget available for procuring it.
Item Description Justification Quantity Budget
EFTPOS Terminal Compact, simple-to- This is specialist 1823 base units + $150,000
use payment terminals equipment, which is not 10 spare units
manufactured or
produced by The
Grocer
EFTPOS Terminal The durable plastic This is specialist 1823 base units + $22,000
Holders mount that holds each equipment, which is not 10 spare units
terminal at the manufactured or
checkout, consisting of produced by The
a fiber housing on a Grocer
swivel mount with
anti-twist cable
EFTPOS Terminal The printer connected This is specialist 1823 base units + $33,000
Printers to the terminal device, equipment, which is not 10 spare units
which offers an manufactured or
immediate receipt for produced by The
the customer Grocer
Administration The central PC and The Grocer will provide 150 base units + $50,000
Software and terminal device, which the Administration PC; 5 spare units
Terminals is used to administer however the
payment transactions Administration
Software and terminal
device will come from
the supplier, as it is
specialist equipment.
Communications The equipment needed This is specialist Cabling and $28,000

Equipment to provide equipment, which is not routing equipment
communication manufactured or to connect the
between The Grocer's produced by The EFTPOS units to
Local Area Network, Grocer the retail office
the banks, the cashier networks
machines and the new
EFTPOS terminals

Installation The delivery, We do not have the Install 1823 $18,000
Services configuration, skills required to terminals and
installation and testing perform this activity base units + 150
required to implement administration
all of the equipment in terminals
a live environment
Training Services The training of We do not have the Training of 3,000 $75,000
checkout, skills required to staff in blocks of
management and perform this activity 30 people per
support staff at each course
branch prior to the
new system's live
release
Documentation Procedural manuals We do not have the 10 user and $2,000

required to enable The documentation required support manuals
Grocer to provide the to perform this activity
first line of support for
the solution
Total Budget $327,000
The project team has also identified the following additional requirements for the solution. The new
system must:
Authorize transactions within a maximum of 15 seconds on average
Provide two-way communication between the existing cashier machines and the EFTPOS terminal
Support different methods for connecting to payment networks, including dial-up and leased line
Have laser-etched keys for durability and high-definition backlight displays for ease of use
Be able to add onscreen customized logos and promotional messages to printed receipts
Facilitate immediate online authorization for all popular credit, debit and charge cards
Support hospitality functions such as tipping, pre-authorization and top-ups
Be able to handle more than 500 simultaneous transactions
Facilitate same-day credit to our company bank account
Allow for remote configurations, upgrades and diagnosis
Employ both smartcard and touch screen technologies
Allow for loyalty programs and multicurrency transactions
Transport all data securely, using triple DES encryption
Be able to issue receipts and refunds to customers
Support the ability to offer a cash-out facility
1.2 Market Research

To ensure that there are current solution offerings in the market that can meet the requirements

specified above, we conducted a limited market research exercise. Through this exercise we identified
three to five suppliers for each procurement item. A subset of these are listed in the following table:
Item Supplier Offering Price Availability
EFTPOS Terminal TerminalCom TerminalCom TC80 mobile EFTPOS $135,000 14 days

terminal has a built-in PIN pad and
14.5 cm VGA color touch-screen. It
supports all the required payment
and receipting functions, as well as
onscreen advertising and interactive
display.
EFTPOS Terminal Retail2Go Retail2Go provide a wide variety of $20,000 7 days

Holders terminal holders, to support all
major types of terminal systems.
EFTPOS Terminal National This supplier provides small, efficient $25,000 Immediate
Printers Comms terminal printers that can be fully
integrated with standard EFTPOS
units, as well as our Cashier
Machines.
Administration PayCheck The Texpad Model12 offers an $45,000 10 days

Software and Terminals administration terminal with all the
Terminals functionality we require plus a
secure connection to our Local Area
Network.
Communications FCMG FCMG specialize in providing $22,000 21 days

Equipment Supplies communications equipment for
EFTPOS terminals. It can provide the
cabling and router equipment to
connect the terminals to The
Grocer's Local Area Network and to
the respective banks involved in
each transaction.
Installation N/A All the suppliers listed above have $15,000 Immediate
Services the expertise required to deliver,
configure, install, test and
implement the equipment in a live
environment.
Training Services N/A All the suppliers listed above have $65,000 21 days
the expertise required to conduct
training courses for our checkout
and managerial staff.
Documentation N/A All the suppliers listed above have $1500 Immediate
the technical documentation required
to support their solutions.
The results of the market research are conclusive. The project team is confident that there are

sufficient suppliers and solution offerings in the marketplace to meet our procurement requirements.
2 Procurement Plan
With a clear understanding of our requirements and the confidence that there are suitable solution
offerings in the marketplace, the Project Team will now proceed with the procurement of these items
according to the schedule below.
2.1 Schedule
The following Procurement Schedule lists the activities to be undertaken to select a preferred supplier
for this project, procure the items we require and manage the preferred supplier's delivery
performance.
2.2 Assumptions
The following assumptions have been made during the creation of this Procurement Plan:
The procurement requirements will remain unchanged throughout this project.
The market research results were accurate.
The suppliers identified through the market research activity will be interested in supplying the
project.

2.3 Constraints
The following constraints have been established during the creation of this Procurement Plan:
All of the equipment purchased must be compatible with our existing point of sale equipment.
The selected suppliers must have local maintenance and support staff in all store regions.
Our potential solution options are limited by the project budget allocated.
3 Selection Process
As depicted in the Procurement Schedule above, we will need to undertake a formal Selection Process
to select a preferred supplier and solution.
3.1 Activities
The following activities will be used to select a preferred supplier for this project:
Issue RFI
First, we will document a Statement of Work to describe our procurement items in detail. We will then
document a Request for Information to list the information we require from suppliers, to create a
supplier shortlist. We will release these two documents to potential suppliers, who will then submit a
formal response to the project team. Based on our review of the supplier responses, we will create a
supplier shortlist.
Issue RFP
We will update the Statement of Work with any necessary changes and create a new Request for
Proposal, stating the format of supplier proposals required to select a preferred supplier. We will then
release these two documents to the suppliers on the shortlist. From the detailed proposals received,
we will select a preferred supplier.
Issue Contract
We will then create a supplier contract and negotiate the terms of that contract with the preferred
supplier. If agreement is reached, we will endorse the contract and initiate the terms of the contract.
3.2 Roles
The following roles will be responsible for selecting a preferred supplier for this project:
The Procurement Manager is responsible for managing the entire Selection Process.
The Project Manager is responsible for approving tender documentation, choosing the preferred
supplier and drafting the supplier contract.
3.3 Documents
The following documents will be used to select a preferred supplier for this project:

Statement of Work (SOW)
Request for Information (RFI)
Request for Proposal (RFP)
Supplier Contract
Note: A more detailed description of this Selection Process will be completed later in the Project
Lifecycle.
4 Procurement Process
Upon completion of this selection process, the preferred supplier will begin delivering the procurement
items to the project as rquired. To ensure that the procurement items delivered are fit for purpose,
we will need to implement a "Procurement Process." This process will involve receiving, reviewing and
accepting the items on behalf of the project.
4.1 Activities
The following activities will be undertaken to manage procurement within the project:
Issue Purchase Order

The Project will place an approved Purchase Order with each supplier for the items listed in the
Procurement Schedule. Upon receipt of the Purchase Order, the supplier will provide the project team
with an estimated time of arrival (ETA) for its deliverables. The project team will agree to or
renegotiate this ETA.
Complete Purchase Order

The supplier will then deliver the items to the project within the approved ETA. Upon their arrival, the
Procurement Manager will review the items to determine whether they meet the specification listed in
the Purchase Order. If they comply, she will accept them on behalf of the project. The supplier will
then raise an invoice for the items delivered and the Project Manager will authorize payment
accordingly.
Manage Supplier Contract

Throughout this process, the Procurement Manager will perform regular reviews of the supplier's
performance against the approved Supplier Contract. Any performance issues she identifies will be
raised with the supplier and a suitable resolution will be agreed.

4.2 Roles
The following roles will be responsible for managing procurement within this project:
The Procurement Manager is responsible for managing the entire Procurement Process.
The Project Manager will be responsible for approving all Purchase Orders and payments, as well
as assisting the Procurement Manager with the resolution of supplier performance issues.
4.3 Documents
The following documents will be used while managing procurement within the project:
Purchase Order
Supplier Invoice
Supplier Contract
Note: A more detailed description of this Procurement Process will be completed later in the Project
Lifecycle.

Build Deliverables Example Customer Profile
Keeping ahead of the rest can be a difficult
challenge when you're a leader in the field. Our Project Name: TrickToys Infomation
customer "TrickToys Ltd" is such a leader, in the
Project SuperSoftware
toy manufacturing market. With more than 25
Organization: Consulting Ltd
lines of toys aimed at five to 12 year olds,
TrickToys have built a successful brand around Project Type: Data Warehousing
offering high-tensile plastic toys that are "virtually Project
unbreakable." TrickToys has built its success on
Project Client: TrickToys Ltd
two key factors:
1. Market Research Project Manager: Katherine Williams
TrickToys place a high priority on Market
Project Activity: Build Deliverables
Research. The company conducts ongoing
research studies to identify the latest trends in This Example describes how the deliverables
customer buying patterns. In this way, the were built for a Data Warehousing project.
company is able to identify new toy products The project, people and organizations
before its competitors do. described are fictional but provide a realistic
2. Performance Information scenario to help you.
TrickToys practices continual improvement of
its business processes. The company regularly
gathers performance information regarding its
operating and manufacturing processes to
identify areas where improvement is needed.
By using top quality market research information,

TrickToys is able to maximize its sales revenue. By
using company performance information, it is able
to minimize its manufacturing costs. Overall, this
leads to a higher profit margin, enabling them to
reinvest in future growth.
As stated, the success of the company is dependent on the quality of the market research and
performance information gathered. TrickToys has created an efficient process for gathering market
research data by outsourcing it to a specialist market research irm; however, its process for
collecting company performance information is relatively inefficient. To date, this information has
been collected manually by producing a suite of performance reports from 15 different systems. The
data from each report must then be collated to produce an overall view of the company
performance. This reporting process comes at a high cost, as three staff members must work
fulltime to produce, collate, validate and publish the reports every week.
In order to cut costs and increase the accessibility of information, TrickToys has decided to create a
computer solution that automatically extracts, collates and validates information from all 15
systems within minutes. Using a computer system to extract and collate performance data will not
only reduce operational costs, but it will also allow management to view company performance on a
daily rather than weekly basis. This will give the company an even greater competitive advantage,
as it will be able to identify and resolve production issues even earlier than before.
In June, TrickToys released a formal tender for the provision of a suitable computer solution. Our

company, SuperSoftware Consulting Ltd, won the tender and I was assigned as the Project
Manager. After completing the steps required to initiate and plan this project, we gained approval
from the Project Board to begin building the deliverables.
I have described in this Example, the steps taken to build the deliverables by completing a detailed
design, building the components of each deliverable, testing each component fully and
implementing the deliverables on site at the TrickToys premise.
Building Deliverables
TrickToys Infomation Project
It has been agreed that in order to meet TrickToys requirements, SuperSoftware will produce and
implement a "data warehouse", which is a central database that connects to a variety of existing
computer systems. By connecting to TrickToys' existing systems, our data warehouse will extract
information nightly, filter the information based on a specific set of criteria, consolidate the
information into a summarized data set and then present the information to TrickToys management
using newly created graphical reporting software.
The following diagram explains this solution further:
I completed the following activities to build the deliverables for this solution:

Analysis. We conducted a detailed analysis of TrickToys' requirements to ensure that we had a
complete understanding of the customer's needs, prior to starting development.
Design. We created a detailed design of the final solution, to ensure that all of the solution
components were well thought out.
Develop. We built each of the components of the solution. Once tested and installed, these
components would comprise the final deliverables for the customer.
Test. We tested each component to ensure that it complied with the specified design and
functioned according to the customer's requirements.
Implement. When testing was complete, we installed all of the components at the customer site
and ran a final test to ensure that the solution met the customer's full requirements.
Together, these activities formed the project's Software Development Lifecycle (SDLC). I have
described each activity in further detail below.
1 Analysis
My success in managing projects has always come from ensuring that the customer's requirements
are fully documented before we begin the design and development of deliverables. Although the high
level (general) requirements for this project had been defined in the Feasibility Study, a detailed set
of requirements were needed to ensure that the final deliverables met the customer's expectations.
Define the Business Requirements
First, we set out to ensure that the detailed business requirements were fully documented. On this
particular project, most business-related activities (such as re-organizing roles, redefining
responsibilities, creating new business processes and communicating these changes to the wider
TrickToys business) were to be handled by the customer. As such, the customer was responsible for
defining these requirements and documenting a Business Requirements Specification. Our project
then performed a detailed review of this document to ensure that all of the technology implications
could be reasonably achieved.
Define the Technology Requirements
With a clear understanding of the business requirements, we then set out to define the detailed
requirements for a suitable technology solution. We spent two weeks defining the customer's
requirements for corporate data, IT hardware, application software and system interfaces. The
resulting requirements were ten documented within a Technology Requirements Specification, which
was presented to the Project Board for approval.
2 Design
With a comprehensive understanding of the customer's requirements, we could then begin designing
the detailed technology solution to meet those requirements.

Design the solution
Creating a detailed design of the solution is critical to the completion of a successful project. To
ensure that our solution met TrickToys' technology requirements, we created a detailed design of
the:
Data warehouse and its components
System interfaces between the data warehouse and the existing TrickToys systems
Routines that would automatically extract data from the existing systems, populate the new data
warehouse and consolidate and validate the data within the data warehouse
Client software that enables users to view the data through a graphical user interface and to
produce ad-hoc reports that "drill-down" into the data as required
Pilot the design
Although the solution design appeared to be robust, I wanted to make sure that it was practical to
implement and was most likely to meet the customer's requirements. So I commissioned a "pilot"
solution, which was a mini-implementation of the overall solution. We built a subset of the data
warehouse, connected it to an existing TrickToys system, extracted data from that system into the
data warehouse, consolidated the data and presented it to users in the form of an online report. By
creating the pilot, we were able to gather feedback from TrickToys users regarding their experience in
using the solution and update our design documentation accordingly.
3 Development
With the system requirements completed, the system design documented and the pilot solution
ratified by users, we were ready to begin building the physical project deliverables.
Build Database
The first deliverable to be constructed was the database. This database was to act as the core data
warehouse repository. Data was to be extracted from existing TrickToys systems and loaded into this
database, as a platform for a central source of information for client reporting. We installed the new
database within our "development environment" and then customized the database by adding new
fields, tables and indexes as appropriate. Then we performed unit testing to ensure that the database
would perform as required.
Build Data Migration Routines
While we were building the database, I tasked another team with the development of the data
extraction software program. This program needed to extract data nightly from all 15 TrickToys
systems and load it into the new database to populate the "data warehouse". This same application
would also consolidate the information collected in the data warehouse and then check the
consolidated data to ensure its accuracy.
Build Client Software Application
We also developed a software application that allowed us to take information from the database and

present it to clients using a graphical user interface. The application displayed summarized
performance information in the form of tables, graphs and charts. By adding color to the graphs and
charts displayed, we were able to show the extent to which the defined company performance criteria
had been achieved. For instance, if the results in the Production Department chart for the Number of
Units Produced were "green" then the company was on track; "yellow" represented a 5% deviation;
and "red," a 20% deviation from the expected results.
Build Hardware
The new database and software programs required new computer hardware on which to run. The
database needed to reside on a high-specification computer server; the data migration routines were
to reside on the same server platform; and the client software application needed to reside on the
users' PC. New computer servers and PCs needed to be procured, built and configured within a
relatively short period of time.
4 Testing
After completing the development and procurement stages, we needed to test each of the project
deliverables against the requirements and design documentation. The following types of testing were
undertaken:
Systems and Integration Testing
We tested the entire solution end-to-end, checking that each deliverable performed as required. For
example:
We tested the database to make sure that data could be obtained quickly and easily.
We tested the data migration routines to make sure that data could be extracted from existing
TrickToys systems and loaded into the data warehouse database.
We thoroughly tested the data consolidation function and completed detailed data validity checks
to ensure that the information presented to the user was accurate and not misleading.
We tested the client software application to ensure that users could navigate the data quickly and
easily, using the charts and tables provided.
We also checked to ensure that users could "drill-down" within the data to investigate any
apparent performance issues.
And finally, we tested the hardware to make sure that it was operating reliably and efficiently.
During this testing process, we identified a number of small changes that needed to be made to
perfect the system. We applied these changes and then initiated User Acceptance Testing.
User Acceptance Testing
For this testing activity, a group of representative TrickToys users were required to operate the
system to determine whether their initial requirements had been fully realized. We issued them with a
copy of the original Requirements Specification document and asked them to check each item on it, to
confirm that the solution we delivered did in fact meet their requirements.

5 Implementation
After gaining confirmation from TrickToys users, we were ready to implement the final data
warehouse solution within the TrickToys environment. In order to do so, we completed the following
tasks:
Schedule Implementation
We scheduled the implementation of the solution, to ensure that it would be installed on a day and
time which suited the TrickToys business. Sufficient time was allowed for training users, establishing
support staff and procedures, reorganizing roles and communicating the steps needed to perform the
implementation. It was decided that for the first three months, the business would run the "old
system" (i.e. continue creating manual reports) in parallel to the "new system" (i.e. the data
warehouse). That way, in the event that the new system failed, the business could immediately fall
back on its old system. It also allowed TrickToys to check the data produced by the old and new
systems each week to ensure that they were in sync.
Rollout Hardware
We then rolled out the computer hardware within the timeframes specified in the implementation
schedule. The only remaining step required to implement the hardware was to connect it to the
TrickToys computer network, finally allowing it to communicate with the other 15 systems on the
network.
Rollout Software
With the hardware, database and data migration software running, the next step was to install the
client interface software on the users' PCs. Although there were 20 users in the company, we had
simplified the installation process by creating an installation CD from which we could copy the
software files directly onto the users' machines. The installation went smoothly.
Perform Operational Testing
The final step required to complete the implementation of this data warehousing solution was to
perform a final, end-to-end test of the solution to ensure that it was "fully operational" and could be
supported by the TrickToys IT Support Team. This test also went well. Only four months after the
start of the execution phase, we had built and completed the final deliverables for the customer and
the data warehouse went live. Three months after taking the data warehouse live, SuperSoftware's
deliverables were providing TrickToys with the following business benefits:
They were able to decrease operating costs, due to the reduction in effort required to produce the
reports
Data accuracy was improved, as the manual processes involved in comprising the report data
were removed
Management were able to gain a daily insight into the performance of the company, rather than
weekly
Performance problems could be immediately investigated by "drilling-down" through the data to
identify the root cause.

Time Management Example Customer Profile
For more than 10 years, the UXE military has been
using the same fleet of BlueEagle helicopters to Project Name: Project BlueEagle
defend our small country from insurgents. The recent
Project UXE Military
introduction of new electronic equipment to the
Organization:
market has led the UXE Department of Defense to
review the effectiveness of our helicopter fleet and Project Type: Electronic Upgrade
decide whether an upgrade is required.
Project Manager: Major Arnold Hewitt
The outcome of the review was that new helicopters
Project Activity: Perform Time
equipped with state-of-the-art electronics would
Management
significantly improve UXE homeland security, but the
cost of upgrading the entire fleet is untenable. We This Example describes the Time
have therefore made the decision to establish a Management Process used within this
project to upgrade the existing helicopter fleet with project. The project, people and
new electronics, saving millions while still increasing organizations described are fictional but
the effectiveness of the fleet. As the officer in charge provide a realistic scenario to help you.
of Electronics, I have been delegated the task of
managing this project. Within the project's first three
months, I have successfully:
Performed a Feasibility Study of the new electronic equipment, to ensure that it is compatible with
the current military machinery and that it is likely to provide all the features promoted by the
supplier
Documented the Project Charter by defining the project vision, objectives, scope, deliverables,
customer, stakeholders, roles, responsibilities, structure and implementation approach
Appointed the project team to fulfill the roles identified in the Project Charter
Established a Project Office to act as a central point of project coordination
Documented the Project, Resource and Financial Plans needed to define the project schedule
Created Quality, Risk, Acceptance, Communications and Procurement Plans
Finalized the suppliers by documenting and authorizing Supplier Contracts to deliver the scope of
work
The next phase of the project we have to tackle is the Execution phase, which will involve:
Creation of a detailed design of the electronics solution

Procurement of required hardware and communications equipment
Installation and configuration of electronics equipment across the entire fleet
Training of the staff who will operate the equipment
Documentation of equipment operating procedures
It is critical that this project be delivered before the end of the financial year, as the Electronics
Department does not have the required funds in next year's budget. To ensure that the project is
delivered on schedule, I have put in place a Time Management Process. All project staff are required to
complete Timesheets to record the time they spend undertaking project activities. With detailed records
of staff time within the project, as Project Manager, I will be able to monitor and control the delivery of
the project against the original schedule, thereby increasing its chances of success. Here is the Time
Management Process I have defined for this project.

Project BlueEagle
Time Management Process
1 Introduction
For the purposes of this project, Time Management includes all the processes, roles and documents
required to monitor and control time spent within the project. To perform Time Management for this
project we will implement:
A Time Management Process to record time spent and report the total remaining time available for
project completion
Time Management Roles to ensure that team members have a clear understanding of their
responsibilities for recording and reporting the time they spend
Time Management Documents such as a Timesheet Form and Timesheet Register
2 Time Management Process

2.1 Process Overview
The first step in implementing Time Management practices within this project is the formalization of a
Time Management Process. This is the process of recording and quantifying the time spent completing
the tasks within our project. By recording the actual time spent by my staff on this project, we will be
able to:
Calculate the total time spent (and therefore the total staff cost) undertaking each task
Control the level of resources allocated to each task
Identify the current "percent complete" of each task
Determine the amount of outstanding effort required to complete each task
The Time Management Process is comprised of the following steps:
Undertake Project Task

Complete Timesheet
Request Timesheet Approval
Approve Timesheet
Update Project Plan
Notify Project Manager of Exceptions
Take Corrective Action
The following diagram depicts the steps required to document, approve and register Timesheets on this
project.

2.2 Document Timesheet
In this first step, project team members will complete Timesheets to record the time spent on each
project task. All Timesheets will be forwarded to the Project Manager for approval. A more detailed
description follows:
Undertake Project Task
As previously defined, Time Management is the process of recording time spent on the project. Time
spent on tasks in our project will be recorded according to the following general guidelines:
Time will be recorded only against tasks that are either listed in the Project Plan or have been
formally delegated by the Project Manager for completion. Tasks not listed in the Project Plan and
not formally delegated are considered "out of scope" of this project.

Time will be recorded against all tasks required to complete the project. This means that all tasks
listed in the Project Plan (for the Initiation, Planning, Execution and Closure phases) will have time
recorded against them. Tasks that do not require that time be spent on them will be excluded from
the Project Plan (unless they refer in some way to an external task or dependency).
Every project team member will be responsible for completing Timesheets to formally record time
spent undertaking project tasks. This includes all human resources listed in the Resource Plan
(which incur a project expense) as well as salaried employees, part-time employees, temporary
contractors and business representatives.
External suppliers are exempt from this process, as they will be managed under a formal Supplier
Contract.
The Project Board is also exempt from this Timesheet process.
Note: It is important that all project team members complete Timesheets, to allow the Project Manager
to gain an accurate view of the current progress of the project.
Complete Timesheet
Throughout the Project Lifecycle, Timesheets will be completed to enable the Project Manager to
determine the current status of the project. The following guidelines will apply to the completion of
Timesheets within this project.
Team members will complete Timesheets on a weekly basis.

Once completed, team members will forward their Timesheets to the Project Administrator, who will
check that all required information has been completed and request Project Management approval.
If a team member is away on scheduled leave for one or more weeks, then he or she will complete
Timesheets prior to the team member going on leave, to enable the Project Manager to form an
accurate view of the project's status.
Team members will email their Timesheets to the Project Administrator and ensure that the
Timesheet has been received successfully by requesting a "read receipt."
If any Timesheets are not completed on time, an issue will be raised with the team member
responsible.
The Project Administrator will review all Timesheets to ensure that they are completed in such detail
as required by the Project Manager.
Any Timesheet questions will be raised with the Project Manager directly.
The Project Manager will only approve Timesheets completed using the standard Timesheet Form.
Request Timesheet Approval
After the first step in this process is complete and time spent completing project tasks is recorded on
the Timesheet forms, those forms are forwarded to the Project Manager for approval. In step two, the
Project Administrator will review all the Timesheets he or she receives for completeness and request
any additional information required for approval. The Project Administrator will then collate the
Timesheets into a batch and send them to the Project Manager for approval.
2.3 Approve Timesheet

The Project Manager will review each Timesheet and will:
Confirm that time was spent undertaking valid tasks listed in the Project Plan
Confirm that time was spent by the actual team member to whom the task was delegated
Determine whether the time spent undertaking the task was reasonable
Determine whether sufficient progress has been made towards completing the deliverable, given the

time spent
Identify any issues regarding the time spent and the progress of the deliverable
Based on these conclusions, the Project Manager may decide to:
Approve the Timesheet

Request further information from the team member regarding the time spent
Decline to approve the Timesheet and raise a staff issue
Note: Contractors will only be paid by the project when a valid Timesheet is received and approved by
the Project Manager (or his representative).
2.4 Update Project Plan

In the last step, the Timesheet Register and the Project Plan will be updated to determine whether the
overall project is currently producing the required deliverables to schedule. If not, the Project Manager
will then initiate actions to bring the project back on track. A more detailed description follows.
Update Project Plan
Once the Project Manager has approved the Timesheets, the Project Administrator enters the
information into the Timesheet Register. By transferring this summary information from the register
into the Project Plan, he or she can then determine the overall progress of the project against schedule.
The Project Plan will be updated with the following information (obtained from the Timesheet Register):
Total "normal working hours" spent on each task

Total "overtime" spent on each task
The percentage completion of each task at the end of the reporting period
The overall result (e.g. "task completed")
By updating the Project Plan on a weekly basis, the Project Administrator will be able to determine
whether the project is on time by identifying:
The total time spent per project activity
The percentage of each project activity completed
The overall delivery of the project against the original schedule
Any tasks that have passed their completion dates
Any tasks that have exceeded their forecast effort
Notify Project Manager of Exceptions
The Project Administrator will provide the Project Manager with the updated Project Plan and highlight
any areas of exception (such as a slippage in delivery dates). The Project Manager will then take
appropriate action based on the extent of the deviation from plan. Examples of actions are:
Changing the team member assigned to the task
Allocating additional team members to the task
Providing additional time for completing the task
Requesting assistance from suppliers to help complete the task
With the exception resolved through the actions of the Project Manager, the project should continue to
produce deliverables within the scheduled timeframes identified by the Project Plan.

2.5 Process Timeframes
The following table lists the key steps to be taken in the Time Management Process and their regular
timeframes for completion:
Role Process Procedure Timeframe
Team Member Document Complete Timesheet to record the time spent By Monday 5
Timesheet within the current week pm
Project Approve Review and approve all prior week's Timesheets By Thursday 5
Manager Timesheet pm
Project Update Update the Project Plan and Timesheet Register. By Friday 5 pm
Administrator Project Plan Present the updated Project Plan to the Project
Manager, highlighting any exceptions
3 Time Management Roles

To ensure that the Time Management Process is undertaken as specified in this document, the following
roles will be allocated.
3.1 Team Member

For project planning purposes, a Team Member is defined as any human resource that is allocated to
the project and consumes part (or all) of the project budget. This includes fulltime and part-time
salaried employees, consultants, contractors and business representatives. It does not include
suppliers, as they are managed separately under a formal Supplier Contract. Team Members are
responsible for:
Undertaking each delegated task to the best of their ability
Completing regular Timesheets to the level of detail required
Submitting Timesheets for approval as required
Providing additional information regarding time spent if needed
3.2 Project Manager

The Project Manager is the nominated representative responsible for the delivery of the overall project.
In the Time Management process, the Project Manager is responsible for:
Informing staff of the Time Management Process
Ensuring the regular completion of Timesheets throughout the project
Reviewing and approving Timesheets submitted
Taking any corrective actions needed to resolve exceptions
3.3 Project Administrator

The Project Administrator will manage the day-to-day Timesheet Management Process by collating
Timesheets, updating the Project Plan and Timesheet Register. More specifically, the Project
Administrator is responsible for:
Providing staff with the basic Timesheet template for completion
Ensuring that Timesheets are completed on time and with the required level of detail
Checking that Timesheets have been approved by the Project Manager
Keeping the Timesheet Register up-to-date throughout the project

4 Time Management Documents
This Time Management Process requires two key documents: the Timesheet Form and the Timesheet
Register. The following sections provide a description and template for each document:
4.1 Timesheet Form

The purpose of the Timesheet Form is to allow team members to record time spent undertaking
activities within the project. All project staff will complete the following form, on a weekly basis, to
enable the Project Manager to view the overall progress of the project to date:
TIMESHEET FORM
Project Name: Name of the project against which time has been spent
Project Manager: Name of the Project Manager responsible for this
Team Member: project
Name of the person completing this Timesheet
Time Spent Tasks Completed Deliverables Produced
Date Start End Duration Activity Task Start % End % Result

Time Time Complete Complete
Date(s) Time Time # of hours Activity Task % of % of Result of time

worked at at end spent on listed in listed in deliverable deliverable spent; e.g.
on task start of task Project Plan Project complete at complete at "Task
of task on which Plan on start end complete and
task time was which deliverable
spent time was produced"
spent
APPROVAL DETAILS
Submitted by Approved by
Name: Name:
Project Role: Project Role:
Signature: Date: Signature: Date:

_______________________ ___/___/____ _______________________ ___/___/____
PLEASE FORWARD THIS FORM TO THE PROJECT MANAGER FOR APPROVAL
4.2 Timesheet Register

The purpose of the Timesheet Register is to summarize the current status of all time spent on the
project. This will enable the Project Manager to identify and resolve any delivery issues so that the
project can be delivered on time.
Project Name:
Project Manager:

Work Undertaken Time Spent Result Achieved Approval
Acti Activit Ta Task Tea Ti Overt Start End Res Appr Appr Appro
vity y sk Descrip m me ime % % ult oval oval ver
ID Descrip ID tion Mem Comp Comp Statu Date
tion ber lete lete s
The following table describes the columns included in the Timesheet Register.
Column Description
Activity ID Unique Identifier for each activity listed in the Project Plan
Activity Summarized description of each activity listed in the Project Plan

Description
Task ID Unique Identifier for each task listed in the Project Plan
Task Summarized description of each task listed in the Project Plan

Description
Team Name of the team member who spent time undertaking this task
Member
Time The total "standard working hours" spent undertaking this task
Overtime The total "overtime hours" spent undertaking this task
Start % The percentage of completion of the task before the work was undertaken by the team
Complete member
End % The percentage of completion of the task after the work was undertaken by the team
Complete member
Result A description of the outcome of time spent on the task; for instance, "The task was
completed and the final deliverable was produced."
Approval Current status of the Timesheet approval:

Status A = "Submitted"
i.e. the Timesheet has been submitted for approval
P = "Pending"
i.e. further information has been requested by the Approver
C = "Approved"
i.e. the Timesheet has been approved
Approval The date when the Approval Status was set

Date
Approver The name of the Project Manager who is responsible for approving the Timesheet
This completes the description of the processes, roles and documents required to implement Time
Management on this electronics upgrade project. By following each of the steps listed, we will be able
to quickly identify any potential project slippage, thereby increasing our changes of delivering the
project within the required timeframes.

Cost Management Example Customer Profile
Project Manager: Pamela Jacobs
The Ministry of Transport has decided to replace its Project Name: "License to Drive"
existing paper-based system with a solution that will Project
produce plastic credit card-style driver's licenses. By
Project Simson and
replacing the current paper-based driver's license
Organization: Associates
with a compact, plastic credit card-sized license, the
Ministry will realize the following benefits: Project Type: Driver Licensing
They can lower operational costs, as the new Project Manager: Pamela Jacobs
licenses are more durable and will need to be Project Activity: Perform Change
replaced less frequently. Management
The time it takes to provide new licenses to the
This Example describes the Cost
public will be reduced, as card printers can be
Management Process used within this
distributed to local transport offices to enable the
project. The project, people and
printing of cards immediately for customers
Provides the public with a common method for provide a realistic scenario to help you.
personal identification, as drivers are more likely
to carry their driver's licenses in their wallet.
To ensure that the solution produces these business benefits, the Ministry of Transport has established
a formal project and appointed me as the fulltime Project Manager. During the past 2 months, I have
successfully initiated and planned the project by documenting a Business Case, undertaking a
Feasibility Study, establishing the Project Charter, appointing the project team and completing the
required planning documentation. We have also selected a preferred supplier to create the driver's
license printing solution.
We have established a Project Board, which includes the Minister of Transport and several other
government officials. The board has stated that the project must be produced within the allocated
budget, as no additional funding is available for any potential budget overrun.
To ensure that the project is delivered within budget, I have decided to implement a formal Cost
Management Process. This process will use two forms: an Expense Form to request the approval of all
project expenses, and an Expense Register in which expenses can be recorded. In this way, I will be
able to monitor and control the overall delivery of the project against the budget. What follows is the
Cost Management Process I have defined for this project.

Cost Management
License to Drive" Project
1 Introduction
For the purposes of this project, Cost Management includes all the processes, roles and documents
required to monitor and control the costs within the project. We will implement Cost Management for
this project by putting in place:
A Cost Management Process to record current project costs (i.e. expenses) and to report on the
total remaining budget for project completion.
Cost Management Roles to ensure that team members have a clear understanding of their
responsibilities for recording and reporting costs on the project.
Cost Management Documents such as an Expense Form and Expense Register.
2 Cost Management Process

The first step in implementing Cost Management practices within this project is the formalization of a
Cost Management Process. This is the process of recording and quantifying the costs of completing
each task within our project. By recording the actual costs incurred on this project, we will be able to:
Calculate the total budget consumption to date against the original budget set
Identify the actual cost of each staff member on the project
Determine the total cost of each task undertaken in the project
Control the cost of undertaking each task
Determine the amount of outstanding budget required to complete the project
The Cost Management Process is comprised of the following steps:

Identify Project Expense
Complete Expense Form
Request Expense Form Approval
Approve Expense Form
Pay Expense
Update Project Plan
Notify Project Manager of Exception
Take Corrective Action
The following diagram depicts the steps required to document, approve and register Expense Forms on
this project.

2.2 Document Expense
In this first step, project team members will complete Expense Forms to record the costs incurred while
completing each project task. Expense Forms will be forwarded to the Project Manager for approval. A
more detailed description follows:
Identify Project Expense
The Cost Management Process begins with the identification of each project cost (i.e. expense). Costs
for this project relate to:
Labor costs such as staff, suppliers, contractors and consultants
Equipment costs such as computers, furniture, machinery and vehicles
Material costs such as stationery, consumables, building materials, water and power
Administration costs such as legal fees, insurance charges, lending and accounting fees
Other costs, fees and charges
Project leaders, team members and contractors on the project can all participate in identifying project
costs by noting the costs they have incurred within the Project Lifecycle. Costs include any actual
expense that is incurred by the project and consumes part of the project budget.
Note: At this point in the project, project costs can fall into two categories: incurred, or yet to be
incurred. For instance, a contractor invoice is a cost that has already been incurred by the project, as
usually the services will have already been performed. On the other hand, the purchase of a new laptop
for field staff is usually identified prior to the laptop being purchased; therefore, it is a cost that is yet
to be incurred.
Complete Expense Form

Regardless of the way in which the cost is identified, an Expense Form will need to be completed for
every cost, to request approval from the Project Manager for payment. By completing the Expense

Form, team members record the:
Date on which the expense is identified
Project tasks, as listed in the Project Plan, against which the expense was incurred
Type of the expense (e.g. labor, equipment, materials and administrative expenses)
Amount of the expense and the payee (the party to whom payment should be made)
Invoice number relating to the expense (if applicable)
The following guidelines apply to the recording of Costs within this project:
Any project leaders, team members and contractors may identify a project expense.
The person who has identified the expense (or their respective Team Leader) will complete an
Expense Form as soon as possible after it is identified.
Expense Forms will be completed for expenses already incurred or soon to be incurred.
Expense Forms for expenses which have already been incurred will only be approved if they relate
to expenses previously requested by the Project Manager.
The project team will only pay an expense if it has been documented in an Expense Form approved
by the Project Manager.
Certain types of expenses specified by the Project Manager (e.g. staff salaries and Project Office
rental) will not require completion of an Expense Form prior to payment.
Once completed, team members will forward their Expense Forms to the Project Administrator, who
will check that all required information has been completed and request the Project Manager's
approval.
Team members will email their Expense Forms to the Project Administrator and ensure that the
form has been received successfully by requesting a "read receipt."
Note: It is important that Expense Forms are completed as soon as the expense has been identified, to
allow the Project Manager to maintain an accurate view of the overall financial status of the project.
Request Expense Form Approval
The team member then forwards each completed Expense Form to the Project Administrator for review.
The Project Administrator will ensure that each form has been fully completed and will request any
further information if required. All the Expense Forms will then be collated in a batch and presented to
the Project Manager for approval.
2.3 Approve Expense

In the second step, the Project Manager will review and approve the completed Expense Forms.
Approve Expense Form
The Project Manager receives Expense Forms and reviews them to determine whether the identified
expense is:
Related to a valid task listed in the Project Plan
Budgeted in the Financial Plan
Unbudgeted, but fair, reasonable and affordable
The Project Manager may decide to:

Approve the Expense Form and forward it to the Project Administrator for payment
Request further information from the person submitting the Expense Form
Decline to approve the expense and raise an issue with the person submitting the form

In most cases the Project Manager will have the authority to approve all budgeted expenditure;
however, unbudgeted expenditure over a certain limit may require the approval of the Project Sponsor.
Pay Expense
Following approval, the Project Administrator will schedule the expense for payment. Paying project
expenses in batches reduces the administrative workload involved in making payments and allows the
Project Manager to manage the project's cash flow more effectively.
Note: Contractors will only be paid by the project when a valid Expense Form is received and approved
by the Project Manager (or her representative).
2.4 Update Project Plan

In this last step, the Expense Register and the Project Plan will be updated to determine whether the
overall project is currently producing the required deliverables to budget. If not, then the Project
Manager initiates actions required to bring the project back on track. A more detailed description
follows.
Update Project Plan
Once the Project Manager has approved the Expense Forms, the Project Administrator will enter the
expense information into the Expense Register. By using this register, the Project Administrator can
update the Project Plan to determine the project's overall progress against budget.
Note: A Project Planning tool such as Microsoft Project will be used to enable the Project Manager to
create a summarized financial view of the project.
By updating the Project Plan on a weekly basis, the Project Administrator will be able to determine
whether the project is within budget by identifying:
The total expense incurred in undertaking each project activity
The total expense of each project resource within the project
The percentage of the overall budget consumed to date vs. the original plan
The additional expenditure needed to complete the remainder of the project
Any instances of under- or over-spending (i.e. any "exceptions")
Notify Project Manager of Exception
The Project Administrator will then provide the Project Manager with the updated Project Plan and
highlight any areas of exception (such as spending in excess of the budget). It is then up to the Project
Manager to take action based on the extent of the deviation from plan. Examples of such actions are:
Changing the amount of allocated resource to complete the task
Providing additional funding to assist with the completion of the task
Changing the team member assigned to the task
Requesting assistance from suppliers to help complete the task
With all exceptions resolved through the actions of the Project Manager, the project should continue to
produce deliverables within the available budget.

The following table lists the key steps in the Cost Management Process and their normal timeframes for
completion:

Team Member Document Complete Expense Form to record an expense By Monday 5

Expense Form incurred or to be incurred by the project pm
Project Approve Review and approve all Expense Forms from the By Thursday 5
Manager Expense Form previous week pm
Project Update Project Update the Project Plan and Expense Register. By Friday 5 pm
Administrator Plan Present the updated Project Plan to the Project
Manager, highlighting any exceptions
Note: Timeframes described above relate to "regular" expenses incurred within the Project Lifecycle. If
an expense needs urgent approval, then an Expense Form should be completed immediately, marked
as urgent and forwarded directly to the Project Manager for approval. Shortcutting the process and
timeframes in this way should always be the "exception to the rule."
3 Cost Management Roles

To ensure that the Cost Management Process is undertaken as specified in this document, the following
roles will be allocated.
3.1 Team Member

A Team Member is defined as any human resource that is allocated to the project and consumes part
(or all) of the project budget. Fulltime and part-time salaried employees, consultants, contractors and
business representatives will be included in this category. Suppliers will be managed separately under a
formal Supplier Contract. Team Members are responsible for:
Undertaking each delegated task to the best of their ability
Completing regular Expense Forms to the level of detail required
Submitting Expense Forms for approval as required
Providing additional information regarding Costs spent if needed
3.2 Project Manager

The Project Manager is responsible for the delivery of the overall project and, within that responsibility
Informing all staff of the Cost Management Process
Ensuring the regular completion of Expense Forms throughout the project
Reviewing and approving all Expense Forms submitted
Taking any corrective actions needed to resolve exceptions
3.3 Project Administrator

The Project Administrator will manage the day-to-day Cost Management Process by collating Expense
Forms, updating the Project Plan and Expense Register. Within these duties, the Project Administrator
is responsible for:
Providing staff with the basic Expense Form template
Ensuring that staff members complete Expense Forms as required
Completing Expense Forms on behalf of suppliers who have incurred expenses
Forwarding Expense Forms to the Project Manager for approval
Keeping the Expense Register up-to-date at all times
Updating the Project Plan with expense information and identifying deviations
Arranging payment of approved expenses

4 Cost Management Documents
Two key documents are required to undertake this Cost Management Process successfully: an Expense
Form and an Expense Register. The following sections provide a description and template for each
document:
4.1 Expense Form

The purpose of the Expense Form is to allow team members to record the full details of each expense
needed to undertake the project. Any team member on the project can use the following form to record
expenses against the project and to enable the Project Manager to view the overall consumption of the
project budget to date:
PROJECT DETAILS
Project Name: Name of the project incurring this expense

Project Manager: Name of the Project Manager responsible for this
Team Member: expense
Name of the person submitting this Expense Form
EXPENSE DETAILS
Activity Task Expense Expense Expense Expense Payee Invoice
ID ID Date Type Description Amount Name Number
Total
APPROVAL DETAILS
Name: Name:

_______________________ ___/___/____ _______________________ ___/___/____
Any invoices relating to this Expense Form should be attached to this document.
4.2 Expense Register

The purpose of the Expense Register is to monitor and control the current status of expenditure within
the project. This will enable the Project Manager to identify and resolve any spending issues so that the
project can be delivered to cost.
Activity Expense Approval Payment
Acti Activit Ta Task Expe Expe Expens Appr Appr Appro Paym Paym Pay Met
vity y sk Descri nse nse e oval oval ver ent ent ee hod
ID Descri ID ption ID Type Descri Statu Date Statu Date
ption ption s s
The following table describes the columns included in the Expense Register.

Column Description
Activity ID Unique Identifier for each activity listed in the Project Plan
Activity Summarized description of each activity listed in the Project Plan

Description
Task ID Unique Identifier for each task listed in the Project Plan
Task Summarized description of each task listed in the Project Plan

Description
Expense ID General Ledger Identifier for the type of expense incurred
Expense Title of the Expense Type, as listed in the General Ledger for the Project
Type
Expense Summarized description of the expense incurred

Description
Expense The amount of the expense incurred.

Amount
Approval Current status of the Expense Form approval:

Status A = "Submitted"
i.e. the Expense Form has been submitted for approval
P = "Pending"
i.e. further information has been requested by the Approver
C = "Approved"
i.e. the Expense Form has been approved
Approval The date when the Approval Status was set

Date
Approver The name of the Project Manager who is responsible for approving the Expense Form
Payment Current status of the payment approval:

Status U = "Unpaid"
i.e. awaiting payment cycle
H = "Held"
i.e. further information requested by the Approver
P = "Paid"
i.e. paid by the payer to the payee
This completes the description of the processes, roles and documents required to implement Cost
Management for the "License to Drive" project of the Ministry of Transport. By following each of these
steps, we will be able to quickly identify any potential project overspending, thereby increasing the
chances of delivering our project within the original budget approved by the Project Board.

Quality Management Example Customer Profile
Project Manager: George Taylor
Flights Incorporated was founded in 1998 by an Project Name: FlightComm
American entrepreneur who saw a market
Project Flights Incorporated
opportunity to offer last-minute flights to popular
Organization:
destinations. Most airline companies are willing to
dramatically reduce the price of flights still un- Project Type: Intranet Development
booked the week prior to departure, resulting in a
very attractive sales margin.Within the first five Project Manager: George Taylor
years, Flights Incorporated grew from a small
Project Activity: Perform Quality
business located in the owner's garage to a thriving
Management
SME with a multi-million-dollar annual turnover. The
company now has more than 500 employees, and it This Example describes the Quality
continues to grow at a high rate, with the recent Management Process used within this
upturn in the travel industry. project. The project, people and
While Flights Incorporated is a successful business provide a realistic scenario to help you.
enterprise, several internal communication problems
have led to an increase in the number of customer
complaints. These problems stem from the lack of a
single source of official communication regarding
flight specials within the organization. For instance, a
special deal offered by a particular airline will be
communicated to Team Leaders first and then
second-hand to company staff, often resulting in
inaccuracies regarding the special deal.
To solve this problem, the company has decided to

implement an internal intranet, through which all
airline special offers can be uploaded to a single
source accessible by all staff at the same time. An
intranet system will also allow management to
publish important news, such as changes to flight
policies, internal processes and procedures and staff
news, immediately throughout the entire
organization. This will provide the organization with a
single, official source of formal communication
regarding flight specials.
As Director of Communications, I have been assigned the role of Project Manager on this project.
During the past three months, I have initiated and planned the "FlightComm Project" in detail;
however, the Project Board is still concerned whether we will produce the deliverables to the level of
quality required. During the Planning phase, I defined detailed Quality Targets in the Quality Plan, and
the Board has informed me that these targets must be achieved in order to ensure the success of the
project.
To ensure that the project meets these Quality Targets, I have decided to implement a formal Quality
Management Process for each project deliverable. Within this process, I will use a suite of Quality
Assurance and Quality Control reviews to measure the quality of the deliverables and management
processes against the targets I have set. This will allow me to identify any quality deviations early in
the Project Lifecycle. I have defined the following Quality Management Process for the FlightComm
project.

Project FlightComm
Quality Management Process
1 Introduction
For our purposes, Quality Management includes the processes, roles and documents required to
monitor and control the level of quality on the FlightComm project. We will implement Quality
Management for this project by putting in place:
A Quality Management Process for assuring and controlling the quality of deliverables produced by
the project
Quality Management Roles to ensure that team members have a clear understanding of their
responsibilities for recording and reporting on deliverable quality within the project
Quality Management Documents such as a Quality Review Form and Quality Register
In the following sections I will describe in further detail how Quality Management will be implemented
for this project.
2 Quality Management Process

The first step we will take to implement Quality Management practices for this project is the
formalization of a Quality Management Process. This process involves undertaking a number of reviews
to measure the quality level of deliverables and processes at key points in the project. By recording
the actual level of quality within this project, we will be able to:
Identify the tasks needed to complete project deliverables
Calculate the effort required to meet quality targets
Identify any quality issues early in the Project Lifecycle
Inspire customer confidence that we'll meet their needs
The Quality Management Process is comprised of the following steps:

Identify Items to Review
Perform Quality Assurance Reviews
Perform Quality Control Reviews
Identify Quality Results
Identify Corrective Actions
Raise Change Request
Gain Approval of Change Request
Implement Corrective Actions and/or Changes
The following diagram depicts the steps required to assure and control the level of quality on this
project.

2.2 Measure Quality Achieved
The first step in the Quality Management Process involves undertaking a suite of Quality Assurance and
Quality Control reviews, to measure the current quality of deliverables and processes against the
quality targets defined in the Quality Plan. These review results are assessed and any quality
deviations are highlighted. A suite of actions is identified to correct such deviations, and a Change
Request is raised if required. A more detailed description of this process follows:
Identify Items to Review

For this project, we will use Quality Assurance Reviews and Quality Control Reviews to assess the
current level of quality within the project. We will:
Identify the specific quality reviews listed in the Quality Plan
Identify the purpose and key objectives for each quality review
List and describe each of the items to be reviewed within the project

Note. Although quality reviews typically cover a wide range of topics, we will limit the scope of each
review as follows:
Quality Assurance Reviews will assess the quality of the management processes required produce
deliverables within the project
Quality Control Reviews will assess the quality of the project deliverables produced by the project
Perform Quality Assurance Reviews

We have decided to use an independent party to undertake our Quality Assurance (QA) Reviews to
determine without bias whether the project conforms to the management processes defined in the
Project Charter.
The reviews will be performed according to the timeframes listed in the Quality Plan. The purpose of
each review is to ensure that the management processes are being performed as originally intended.
For example, a review of the Time Management Process will determine whether:
Timesheets are being recorded by all project staff on a weekly basis
Timesheets are being forwarded to the Project Administrator by 5 pm each Monday
The Project Administrator actually reviews each timesheet to ensure that it is 100% complete
before forwarding it to the Project Manager for approval
The Project Manager reviews all Timesheets by 5 pm each Thursday
The Project Plan and Timesheet Registers are being updated by 5 pm each Friday
Perform Quality Control Reviews

Internal project team members will perform Quality Control (QC) Reviews to review the current
quality level of the deliverables produced by the project. The purpose of each review is to ensure that
the deliverables fully meet the quality targets, and that there are no prevalent deviations. These
reviews are to be performed within the timeframes stated in the Quality Plan.
Identify Quality Results

When each review is complete, the Quality Manager will consider the results to determine whether
there is a deviation from the project's corresponding Quality Target. If no deviation is recorded and the
results show that the processes and deliverables are on target then the review is complete. The next
review will take place according to the schedule set in the Quality Plan. However, if the review
identifies a deviation from the quality targets, then the Quality Manager must quantify the amount of
deviation incurred, through analysis of the results, and determine its impact on the project.
Identify Corrective Actions

Once the extent of the deviation is quantified, the Quality Manager will need to identify a suite of
corrective actions that will bring the management processes or project deliverables back on track.
Once implemented, these actions should enhance the quality level to the point where the quality
targets in the Quality Plan are met.
Raise Change Request

Corrective actions taken to improve the level of quality within a project often require the
implementation of change to the project. For instance, in order to improve the quality of a particular
deliverable, the Project Manager may need to approve a change to the project scope, timeframes or
resources. In such instances, according to the Change Management Process, the Quality Manager will
need to complete a Change Request Form and forward it to the Project Manager for approval.
2.3 Enhance Quality Achieved

This last step in the Quality Management Process involves approving and implementing the corrective
actions and/or changes needed to raise the quality level to meet the targets set. A more detailed
description of this process follows:
Gain Approval of Change Request

Whenever the Project Manager receives a Change Request Form from the Quality Manager, then he
(George Taylor) will consider the following points prior to granting approval:
Is the deviation valid and does it need to be rectified?
Is the deviation substantial enough to raise a Change Request?
Is the change described in the Change Request likely to resolve the deviation?
Do the benefits of the change outweigh the costs?
Is the change likely to negatively impact other aspects of project delivery?
He may approve or decline the change request or in some cases, he may need to seek approval from
the Project Board.
Implement Corrective Actions / Changes

After the Project Manager has reviewed all the corrective actions, he will schedule the approved
actions (as well as any approved changes) for implementation. These changes and actions are then
added to the Project Plan to ensure that they are tracked through to completion.
After all of the corrective actions have been implemented, the Quality Manager performs the Quality
Management process again, reviewing the processes and deliverables to ensure that the actions have
achieved the required effects on the quality level of the project. Throughout the Quality Management
Process, the Quality Manager keeps the Quality Register up-to-date to enable the Project Manager to
monitor and control the current quality status of the project.

The following table lists the key steps performed in the Quality Management Process and their regular
Quality Perform Quality Undertake Quality Assurance Reviews to As stated in the Quality
Manager Assurance determine the project's level of Plan
Reviews conformance to the management
processes specified in the Project Charter
Perform Quality Undertake Quality Control Reviews to As stated in the Quality

Control Reviews determine the level of quality of project Plan
deliverables
Identify Quality Identify review results to determine Within three working

Results whether the targets in the Quality Plan days of completion of
have been met each review
Identify List all corrective actions needed to resolve Within five working
Corrective Actions any apparent quality deviations days of completion of
each review
Raise Change Complete a Change Request Form to Within five working

Request initiate changes needed to resolve quality days of completion of
deviations review
Project Approve or Gain Approve the Change Request or gain Within five working
Manager Approval of approval from Project Sponsor (for the days of receipt of each
Change Request Project Board) if required Change Request
Implement Schedule actions and changes needed to Within five working

Corrective Actions correct any quality deviations days of approval of the
/ Changes Change Request
Note: The timeframes described above relate to minor quality deviations incurred during the Project

Lifecycle. If a major deviation is identified, then the corrective actions and changes required to correct
the deviation should be documented and approved for implementation immediately.
3 Quality Management Roles

To ensure that the Quality Management Process is undertaken as specified within this document, the
following roles will be allocated.
3.1 Quality Manager

The Quality Manager will ensure that this Quality Management Process is undertaken throughout the
entire Project Lifecycle. The Quality Manager is responsible for:
Reviewing Quality Targets to ensure they are still relevant and achievable
Ensuring that Quality Assurance is performed as defined in the Quality Plan
Ensuring that Quality Control is performed as defined in the Quality Plan
Reviewing the results of quality reviews undertaken
Identifying deviations from the Quality Targets defined
Listing corrective actions needed to resolve any quality deviations
Raising Change Requests (if necessary) to resolve quality deviations
Overseeing implementation of approved corrective actions
Keeping the Quality Register up-to-date throughout the project
3.2 Project Manager

The Project Manager will be responsible for ensuring that the project produces deliverables which meet
the requirements of the customer. To achieve this, the Project Manager will:
Inform staff of the procedures included within the Quality Management Process
Ensure that Quality Reviews are undertaken to monitor the quality of deliverable
Take action to resolve quality issues identified
4 Quality Management Documents
Three key documents are required to undertake this Quality Management Process successfully: the
Quality Assurance Review Form, Quality Control Review Form and the Quality Register. A description
and template for each document is provided in the following sections:
4.1 Quality Assurance Review Form

This Quality Assurance Review Form will assist the Quality Manager in reviewing the management
processes undertaken on the project. By reviewing the processes involved in the management of time,
cost, quality, changes, risks, issues, procurement, acceptance and communication, the Quality
Manager can ensure that quality targets specified in the Quality Plan have been satisfactorily achieved.
This project will use the following form to assess the level of conformance (i.e. quality) of the
management processes to quality targets set in the Quality Plan.

Quality Assurance Review Form
Project Process Quality Achieved
Management Management Has Standard Quality Corrective
Process Procedure Been Met? Deviation Actions
Required
List each List the procedures to Identify whether Describe any List all of the
management be undertaken within the standards deviation in corrective
process being each management listed in the quality actions required
reviewed (e.g. process (such as Quality Plan for experienced to resolve the
"Time Management "Complete each procedure, deviations
Process") Timesheet") have been met identified
4.2 Quality Control Review Form

This Quality Control Review Form will assist the Quality Manager in reviewing the physical deliverables
being produced by the project. By reviewing each of these deliverables, the Quality Manager can
ensure that quality targets specified in the Quality Plan have been satisfactorily achieved.
This project will use the following form to assess the level of quality of the deliverables being produced
by the project.
Quality Control Review Form
Project Deliverable Quality Target Quality Achieved
Customer Project Quality Quality Has Quality Corrective
Requirement Deliverable Criteria Standards Standard Deviation Actions
Been Met? Required
List the List the List the List the Identify Describe List all of
customers project quality quality whether the any the
requirement, deliverables, criteria, standards standards deviation in corrective
as specified in as specified as as specified listed in the quality actions
the Quality in the Quality specified in the Quality Plan experienced required to
Plan Plan in the Quality Plan for each resolve the
Quality deliverable, deviations
Plan have been identified
met
4.3 Quality Register

The purpose of the Quality Register is to monitor and control the quality level of project deliverables
and management processes throughout the Project Lifecycle. This will enable the Project Manager to
identify and resolve any quality issues early, so that the project meets the Project Board's quality
expectations upon final delivery.
Quality Register
Conformance of Processes
Activity Approval Payment
ID Process Procedure Standard Deviation Corrective Methods Date Outcome

Met? Actions

Quality of Deliverables
Project Deliverables Quality Targets Quality Achieved Review Methods
I Requirem Delivera Criter Standar Meet Deviati Correcti Metho Dat Outco
D ent ble ia ds Standar on ve ds e me
d? Actions
The following tables describe the columns included within the Quality Register:
Conformance of Processes
Column Description
ID Unique Identifier for each process reviewed
Process Name of the management process as listed in the Project Charter
Procedure Name of each procedure completed in the process
Standard Has the project conformed to the specified management process and procedures?
Met?
Deviation Description of any deviations from the specified process
Corrective All corrective actions required to resolve the deviation

Actions
Methods Review methods used to assess the conformance to specified management processes
Date The date on which each review was performed
Outcome Description of the overall outcome of the review. For example:

"Below expected standard"
"Met expected standard"
"Higher than expected standard"
Quality of Deliverables
Column Description
ID Unique identifier for each deliverable reviewed
Requirement The specific customer requirement as stated in the Quality Plan
Deliverable The deliverable which is being produced to meet the specified customer requirement
Criteria The Quality Criteria to be met by the deliverable as described in the Quality Plan
Standards The Quality Standards to be met by the deliverable as described in the Quality Plan
Meet Has the project deliverable met the quality criteria and standards specified?
Standard?
Deviation Description of any deviations from specified criteria and standards

Corrective All corrective actions required to resolve the deviation
Actions
Methods The review methods used to assess the conformance of the deliverables to the
criteria and standards specified
Date The date of each review undertaken
Outcome Outcome Description of the overall outcome of the review. For instance:
"Below standard expected"
"Met standard expected"
"Higher than standard expected"
This completes the description of the processes, roles and documents required to implement Quality
Management within the Flights Incorporated FlightComm Project. By following each of the steps listed,
we will be able to quickly identify any potential quality issues, thereby increasing our changes of
delivering the project within the quality targets agreed with the Project Board.

Change Management Example Customer Profile
Project Manager: John Garcia
Creating architectural layouts for large commercial Project Name: Competitive CAD
properties is an extremely complex task. That's why Project
most large companies when designing their own
Project Simson and Associates
premises decide to outsource the task to architectural
Organization:
consultants, such as Simson and Associates. As an
expert in the field, Simson and Associates can Project Type: Computer Aided
complete multi-floor, multi-level architectural Design
drawings faster, cheaper and to a higher standard of
quality than most other architectural firms in the
market. Project Activity: Perform Change
Management
To improve its competitive offering, Simson and
Associates has decided to upgrade its Computer Aided This Example describes the Change
Design (CAD) software package to the latest version. Management Process used within this
Although this upgrade was initially thought to be project. The project, people and
simple, with more than 20 design staff and the organizations described are fictional but
release of key functionality changes, a project needed provide a realistic scenario to help you.
to be established to ensure that the upgrade was
undertaken smoothly, with little impact on the day-to-
day business.
As IT Manager for Simson and Associates, I have

been assigned the responsibility of managing this CAD
upgrade project, by ensuring that the deliverables are
produced on time, within budget and to specification.
The key deliverables to be produced by this project
include:
Remove the old version of the software from all PCs

Install the new version on a central server, with shared access by all design staff
Configure the new version and tested it to ensure that it operates efficiently
Train the staff in the additional functionality offered by the new version
Distribute user manuals to staff, to provide assistance where needed
As each of the partners within Simson and Associates has different requirements for the new CAD
software, it is quite possible that the project may be subject to change during the Project Lifecycle and
therefore affect our ability to deliver it on time, to budget and specification. To ensure that the project
requirements and scope are controlled throughout the Project Lifecycle, I have decided to implement a
formal Change Management Process. This process allows staff and partners within the company to raise
a change request, through the completion of a Change Request Form, and it allows me to monitor and
control these changes to keep the project on track. The Project Board will review each change request
to determine whether it is critical to the success of the project. The following Change Management
Process will be implemented for this project:

"Competitive CAD" Project
Change Management Process
1 Introduction
Change Management includes the processes, roles and documents needed to monitor and control
changes within the project. We will implement Change Management for this project by putting in place:
A Change Management Process for documenting, scheduling and implementing project change
requests
Change Management Roles to ensure that team members have a clear understanding of their
responsibilities for identifying and documenting requests for change within the project
Change Management Documents such as a Change Form and Change Register
The following sections describe in further detail we will implement how Change Management on this
project.
2 Change Management Process

The first step taken towards implementing Change Management practices on this project is the
formalization of a Change Management Process. This is the process of identifying, documenting,
approving and implementing changes within our project. By formally managing each request for
change, we will be able to:
Reduce the impact of changes on the project

Identify new issues and risks as a result of changes raised
Ensure that changes do not negatively affect the project's ability to achieve its objectives
Control the cost of changes within the project
The Change Management Process is made up of the following steps:

Identify Need for Change
Complete Change Request Form
Investigate Change Request
Request Approval of Change Request
Approve Change Request
Schedule and Implement Change
Review and Close Change
The following diagram depicts the steps required to identify, document, approve and implement
changes in this project.

2.2 Identify Change
The first step in the change process is to identify the need for change. The change need is then
documented using a Change Request Form and submitted to the Project Manager for approval. A more
detailed description of this process follows:

Identify Need for Change
At some point in this project, we may experience a need to make a formal change. Whether the change
is derived from the Board's intention to change the requirements or priorities of the project, or the
Project Manager's recognition of the need to change the project scope, these actions constitute a "need
for change" to the project.
This "need for change" must be formally recognized in order to ensure that the change can be
controlled through the change process. To ensure that the project is not diverted from producing its
deliverables on time, to cost and to specification, the following guidelines will be used to validate each
change for approval:
Only change requests made by project directors, management or staff will be considered
Changes must be critical to the project achieving its objectives
The benefits of each change must measurably outweigh the costs
The change should not have any high priority issues or risks associated with it
Only when the above guidelines are met is the change considered valid and will be considered for
approval.
Complete Change Request Form

Once a team member has formally identified the change and determined through the above guidelines
to be valid, will they then document the change using a Change Request Form (CRF). This form allows
the team member to thoroughly describe of the change requested, as well as its drivers, benefits, costs
and impact on the project.
Once complete, the CRF is forwarded to the Project Manager for approval.
2.3 Review Change

In the second step in the change process the Project Manager reviews the CRF. If the change is
considered critical to the project success, the Project Manager will forward it to the Project Board for
final approval. A detailed description of this process follows:
Investigate Change Request

The Project Manager will investigate the change raised by the team member, to understand why it is
required and determine its impact on the project if it is or is not implemented. The Project Manager will
then decide whether it is critical to the successful delivery of the project. Changes that are not critical to
project delivery will be avoided whenever possible to prevent "scope creep" (i.e. the gradual increase in
scope throughout the Project Lifecycle).
Request Approval of Change Request

If the change is deemed critical to success, the Project Manager either approves the request or seeks
approval for the CRF raised. In some cases, the Project Manager has the direct authority to approve
minor change requests; however, in most cases the Project Manager will need to seek CRF approval
from the Project Board.
2.4 Approve Change

The third step in the change process is the approval of the CRF by the Project Board. By reviewing the
change details in the CRF, the Project Board determines whether or not the change should be
implemented. Based on the level of risk, impact, benefits and cost to the project, the Board may decide
to decline, delay or approve the change request. If the change is approved, then the Board will ask the
Project Manager to schedule the change for implementation.

2.5 Implement Change
The fourth step in the change process involves scheduling and implementing the change request, as
well as a final review upon completion to determine whether the change has had the desired effect on
the project. A more detailed description of this process follows:
Schedule and Implement Change

Following the approval of the Change Request (by either the Project Manager or the Project Board), the
actions required to implement and communicate the change are scheduled. These actions should be
scheduled for a date and time which have minimal impact on the project.
Review and Close Change

After implementation of the approved change, the Project Manager will review the project to determine
whether the change actions have had the desired effect. If the desired effect was not achieved, then the
Project Board will be informed of the result and further change actions will be formulated and
implemented until the desired result is achieved.
Throughout the Change Management Process, a Change Register will be kept up-to-date to allow the
Project Manager to view the status of the change and its impact on the project.

The following table lists the key steps undertaken within the Change Management Process and their
regular timeframes for completion:
Team Identify Need for Investigate the drivers, benefits, Immediately after
Member Change costs and impact of the change identification of the need for
change
Complete Change Fill in the standard project Change Immediately after

Request Form Request Form (CRF) identification of the need for
change
Project Investigate Review the CRF to determine whether Within five working days of
Manager Change Request it the change is critical to the success receiving the CRF
of the project
Request Approval Forward the CRF to the Project Board Within five working days of
of Change for approval receiving the CRF
Project Approve Change Review the CRF and approve the set At the next Project Board
Board Request of actions required to implement the meeting
change
Project Schedule and Schedule and implement the actions Within five working days after
Manager Implement needed to effect the change the Project Board meeting
Change
Review and Close Determine the impact of change Within five working days after
Change actions and whether they have had implementation of the change
the desired effect
Note: The timeframes described above relate to non-urgent changes identified within the Project

Lifecycle. If an urgent change is identified, then the change request, approval and implementation
actions will need to occur more quickly.
3 Change Management Roles

To ensure that the Change Management Process is undertaken as specified within this document, the
3.1 Team Member
Team Members are responsible for:

Recognizing the need for a change to the project
Completing a CRF that fully describes the change, its drivers, benefits, costs and impact on the
project
Forwarding the CRF to the Project Manager for review
3.2 Project Manager
The Project Manager is responsible for:

Investigating each CRF to determine whether the change is critical to project success
Requesting approval of each CRF from the Project Board
Scheduling and implementing approved changes
Reviewing all implemented changes to ensure that they have had the desired effect on the project
3.3 Project Board
The Project Board is responsible for:

Reviewing each CRF to determine the risks, issues, costs and benefits associated with the change
Deciding on the approval of the change or identifying alternative actions if necessary
Identifying the specific actions needed to implement each CRF
4 Change Management Documents

Two key documents are required to successfully perform the Change Management Process: the Change
Form and the Change Register. The following sections provide a description and template for each of
these documents:
4.1 Change Form

The purpose of the Change Form is to allow team members to document a request for a change to the
project. All staff on the project requesting a change will fill out this form in its entirety, to enable the
Project Manager to understand the nature of the change as well as its drivers, benefits, costs and
impact. The following form will be used to document requests for a change to the project.

PROJECT DETAILS
Project Name: Competitive CAD Project

CHANGE DETAILS
Change Number: Unique identifier for the change

Change Requester: Name of person requesting the change
Change Request Date: Date of completion of this form
Change Urgency: Level of urgency for undertaking the change
Change Drivers:
Change Description:
List any project, business, market or
Provide a complete description of the requested
environmental factors that necessitate a specific
change
time limit for this change
Change Benefits: Change Costs:

Describe the benefits associated with Describe the costs associated with implementing
implementing this change this change
IMPACT DETAILS
Project Impact:
Describe the impact on the project if this change is / is not implemented
APPROVAL DETAILS
Supporting Documentation:
Reference any supporting documentation used to substantiate this change
Name: Name:

_______________________ ___/___/____ _______________________ ___/___/____
Any documentation to support this change should be attached to this document.

4.2 Change Register
The purpose of the Change Register is to record the current status of all change requests for the
project, thereby enabling the Project Manager to monitor and control the effects of the change
throughout the Project Lifecycle.
The project team will use the following register to monitor and record the status of changes within the
project.
Summary Change Description Approval Implementation
I Dat Rai Rece Descri Descri Im Chan Appr Appr Impleme Impleme Impleme
D e sed ived ption ption pac ge oval oval ntation ntation ntation
Rai By By of of t Appr Stat Date Resourc Status Date
sed Chang Impac Rat over us e
e t ing
The following table describes the columns included within the Change Register above.
Column Description
ID Unique identifier for each change
Date Raised Date the Change Request Form was submitted for approval
Raised By Name of the team member who raised the change request
Received By Name of the person who received the Change Request (typically the Project
Manager)
Description of Full description of the proposed change

Change
Description of Summary of the impact on the project (e.g. scope, deliverables, timescales,
Impact resources)
Impact Rating Assessment of the level of the change's impact on the project:
L = "Low" (i.e. low level of impact on the project)
M = "Medium" (i.e. medium level of impact on the project)
H = "High" (i.e. high level of impact on the project)
Change Approver Name of the person or group responsible for approving the change (typically the
Project Manager or Project Board)
Approval Status Current status of the change approval:

A = "Submitted" (i.e. the change has been submitted for approval)
P = "Pending" (i.e. further information has been requested by the Approver)
C = "Approved" (i.e. the change has been approved)

Approval Date Date when the Approval Status was determined
Implementation Name of the person or group responsible for implementing the change (typically
Resource the Project Manager)
Implementation Status of the change implementation:

Status I = "Implementation Scheduled"
C = "Implementation Completed"
R = "Implementation Reviewed"
S = "Implementation Successful"
Implementation Date when the Implementation Status was determined

Date
This completes the description of the processes, roles and documents required to implement Change
Management within the Competitive CAD Project. By following each of the steps listed, we will be able
to carefully monitor and control change, thereby increasing our changes of meeting the project
objectives agreed to by the Project Board.

Risk Management Example Customer Profile
Project Manager: Jean Rossini
The Natural Products Research Foundation (NPRF) is a Project Name: Hot Wheat Project
private organization based in Europe specializing in
Project NPRF
developing new natural food types through
Organization:
comprehensive research & development programs.
After a successful marketing campaign and Project Type: Research &
participation in a leading edge research tender, the Development
NPRF has won a contract to research, design and
build a new wheat product to assist emerging Project Client: Government
countries in boosting their economies.
The purpose of the Hot Wheat research program is to Project Activity: Perform Risk
research and engineer a new strand of wheat grain Management
that:
This Example describes the Risk
Can survive in harsh climates with minimal water Management Process used within this
and under desert sun conditions project. The project, people and
Requires little farming to produce a high-yield, provide a realistic scenario to help you.
high-quality wheat product
Will grow at a faster rate than traditional wheat
grain, allowing multiple crops to be farmed each
year
Our objective in producing this new natural food product and making it available to in poor and
developing countries, is that those countries will be able to:
Produce a new food type in areas where agriculture is currently impossible

Improve overall levels of health and reduce disease by providing additional food sources
Boost their economy by farming a new type of food for export
To ensure that this initiative is carefully managed and delivers the benefits stated above, we have
established a formal project, under my direction as Project Manager. The project progressed smoothly
through the initiation and planning stages, during which we conducted a Feasibility Study, created a
Project Charter, appointed the research team and set up a Project Office. We also planned the project in
detail and, after careful consideration and approval by the Project Board; we recently began the
Execution phase.
Now, after just two weeks of research, the project has encountered a series of new risks which were
previously unidentified. For example, the conditions upon which the new strand of wheat must perform
vary enormously from country to country. Climate, precipitation levels, hours of sun, and mineral
content of the soil are likely to cause dramatic variations in product performance.
To ensure that each project risk is carefully assessed and mitigated where possible, I have put a formal
Risk Management Process in place. Through this process, we will use a Risk Form to carefully document
and prioritize each project risk based in its likelihood and impact rating. All the risks can then be
reviewed and risk actions taken to avoid, transfer or mitigate the risk accordingly. By implementing this
process, I believe I have increased the Hot Wheat Project's overall chances of success. We will
implement the following Risk Management Process for this project:

Hot Wheat Project
Risk Management Process
1 Introduction
Risk Management includes all the processes, roles and documents needed to monitor and control risks.
We will implement Risk Management for this project by putting in place:
A Risk Management Process to identify, document, review and mitigate risks to the project
Risk Management Roles to ensure that team members have a clear understanding of their
responsibilities for identifying and resolving risks to the project
Risk Management Documents such as a Risk Form and Risk Register
The following sections describe in further detail how we will implement Risk Management on this
project.
2 Risk Management Process

We are defining a risk as any event that is likely to adversely affect the project's ability to achieve its
defined objectives. Although we have already created a Risk Plan earlier in the project, new risks have
appeared of late. To ensure that these new risks are managed appropriately, we now need to
implement a clear and effective Risk Management Process. This process will enable us to identify,
document, review and mitigate these and any other new risks during the Project Lifecycle. By managing
risks formally, we can:
Create more accurate budgets and forecasts

Be more confident of on-time completion of deliverables
Increase our chances of overall project success
The Risk Management Process consists of the following steps:
Identify Project risk

Complete Risk Form
Investigate Project Risk
Escalate Risk to Project Board
Review Risk
Assign Risk Actions
Implement Risk Actions
The following diagram depicts the steps required to identify, document, review and mitigate risks within
this project.

2.2 Identify Risk
The first step in the Risk Management Process is the identification of new project risks and the
completion of Risk Forms. A more detailed description of this process follows:
Identify Project Risk

As previously described, new risks are likely to appear throughout the Project Lifecycle. These risks
may be caused by such events as:
A change in customer requirements
A sudden shortage of skilled resource
Unexpected project expenses
A lack of supplier performance
A failure in project equipment
A shortage of project materials
Whatever situation arises, we must ensure that risks to project delivery are clearly identified and raised
to management before they occur.

Complete Risk Form
After any new project risk has been identified, the team member who identified it (or his or her Team
Leader) will formally raise the risk to management by completing a Risk Form. The follow guidelines
apply to the completion of risk forms within this project:
Any member of the project team who identifies a risk can complete a Risk Form
The Risk Form should provide a complete description of the risk identified
The likelihood of the risk should be rated as Low, Medium or High
The impact of the risk on the project, if it occurs, should also be rated as Low, Medium or High
A suite of actions to prevent the risk from occurring should be recommended
Contingency actions should also be listed to minimize the impact on the project, should the risk
actually occur
The completed Risk Form should be sent immediately to the Project Manager for review
2.3 Review Risk

The Project Manager will then review the risk to determine its validity and level of priority. The Project
Manager will take action to resolve all Low and Medium priority issues, however High priority risks will
be escalated to the Project Board for action. A detailed description of this process follows:
Investigate Project Risk
Upon receipt of the Risk Form from the team member, the Project Manager will review the form to
determine its validity. If the Project Manager agrees that this is a valid risk and that action should be
taken to resolve it, then he will determine the overall priority of the risk.
The risk priority is based on the likelihood that the risk will occur and its impact on the project should it
actually occur. Risks that are highly likely to occur and will have a serious impact on the project are
deemed High Priority and forwarded to the Project Board for action.
When determining the risk priority, the Project Manager considers whether the risk is likely to affect
the:
Deliverables listed in the Project Charter

Quality Targets specified in the Quality Plan
Timeframes specified in the Project Plan
Resources specified in the Resource Plan
Budget specified in the Financial Plan
Implement Risk Actions
If the Project Manager believes this is not a high priority risk but still requires immediate action, he
(Jean Rossini) will implement a suite of actions to avoid, transfer or mitigate the risk as soon as
possible. The actions are implemented and their results reviewed to ensure that they have resolved the
risk accordingly. If the risk was not properly addressed by these actions, the Project Manager may
decide to:
Take no further action
Initiate further actions to address the risk
Raise the risk to the Project Board for its attention

Escalate Risk to Project Board
All High Priority risks, as well as any other risks that the Project Manager has been unable to
satisfactorily address, should be forwarded to the Project Board for consideration. The Project Manager
will decide to either present the risks at the next regular monthly meeting, or call a Special Board
Meeting specifically to discuss the risks. If urgent attention is needed and the Project Board is not
available within the required timeframe, then the Project Manager may present the risk to the Project
Sponsor (head of the Project Board) to request approval for suitable action.
2.4 Assign Risk Actions

In the final step, the Project Board reviews the risks and takes a suite of actions designed to avoid,
transfer or mitigate each. A detailed description of this process follows:
Review Risk
The Project Board will review all risks raised by the Project Manager and agree on their likelihood and
potential impact. Following the review of each risk and its impact on the project, the board might decide
to:
Ignore the risk, if Board members believe it is not likely to occur within the Project Lifecycle
Validate the risk and request further information before a decision is made
Implement a series of actions required to avoid, transfer or mitigate the risk
Assign Risk Actions

Once the Board has approved a suite of actions, the Project Manager is responsible for assigning those
actions to members of the project team and for overseeing implementation.
Throughout the Risk Management Process, a Risk Register will need to be kept up-to-date to provide
the Project Manager with an overview of the current status of all identified project risks.

The following table lists all the key steps in the Risk Management Process and their regular timeframes
for completion:
Team Identify Project Identify a new risk and quantify its Any time during the Project
Member Risk likelihood and potential impact on the Lifecycle
project
Complete Risk Fill in the standard project Risk Form Immediately after
Form identification of the Risk
Project Investigate Review the Risk to determine its Within five working days of
Manager Project Risk overall Priority receiving the Risk Form
Implement Risk Take actions to resolve Low and Within five working days of
Actions Medium priority risks receiving the Risk Form
Escalate Risk to Escalate High priority risks to the Within five working days of
Project Board Project Board receiving the Risk Form
Project Review Risk Review risks and approve a set of At the next Project Board
Board actions to avoid, transfer or mitigate meeting
them
Assign Risk Assign risk actions to Project Manager At the next Project Board
Actions meeting
Note: The timeframes described above relate to non-critical Risks identified during the Project Lifecycle.
If a critical project risk (i.e. a High priority risk for which immediate resolution is critical to the success

of the project) is identified, then the Project Manager can either call a Special Project Board Meeting or
raise the risk immediately to the Project Sponsor (the Chairman of the Project Board) for action.
3 Risk Management Roles

To ensure that the Risk Management Process is performed as specified within this document, the
3.1 Team Member

Within this Risk Management Process, project team members will responsible for:
Identifying risks to the project

Completing a Risk Form for each identified risk
Completing all risk actions assigned by the Project Manager
3.2 Project Manager

In terms of risk management, the Project Manager is responsible for:
Reviewing all risks to determine their priority

Implementing risk actions for low / medium priority risks
Raising all high priority risks to the Project Board
Implementing risk actions approved by the Project Board
Reviewing risks after risk actions have been taken
3.3 Project Board

Reviewing high priority risks raised by the Project Manager

Identifying the actions required to avoid, transfer or mitigate high priority risks
Supporting the Project Manager in the implementation of risk actions
4 Risk Management Documents

Two key documents are required to successfully undertake this Risk Management Process: the Risk
Form and the Risk Register. The following sections provide a description and template for each
document:
4.1 Risk Form

The purpose of the Risk Form is to allow team members to formally raise any new risk within the
project. Any staff member on the project will complete the following form to enable the Project Manager
to understand the nature of the risk being raised, the likelihood of the risk, and its potential impact on
the project.
Risk Form

PROJECT DETAILS
Project Name: Hot Wheat Project

RISK DETAILS
Risk ID: Unique identifier assigned to this risk

Raised By: Name of person who is raising this risk
Date Raised: Date of completion of this form
Risk Description:
Describe briefly the identified risk and its likely impact on the project (e.g. scope, resources,
deliverables, timescales and/or budgets) should it occur.
Risk Likelihood: Risk Impact:

Describe and rate the likelihood that the risk will Describe and rate the impact on the project if
eventuate (i.e. Low, Medium or High). the risk eventuates (i.e. Low, Medium or High).
RISK MITIGATION
Recommended Preventative Actions:

Describe briefly the actions to be taken to prevent the risk from eventuating.
Recommended Contingent Actions:

Describe briefly the actions to be taken if the risk eventuates, to minimize its impact on the project.
RISK MITIGATION
Reference any supporting documentation used to substantiate this risk.
Signature: Date:
_______________________ ___/___/____
PLEASE FORWARD THIS FORM TO THE PROJECT MANAGER FOR ACTION
4.2 Risk Register

The purpose of the Risk Register is to record the current status of all risks on this project, enabling the
Project Manager to monitor and control the likelihood and impact of risks on project delivery.
The project team will use the following register to monitor and control the status of each risk identified
on this project.

Risk Register
Date Raised Risk Risk Priority Preventative Contingency

Description Actions Actions
I Dat Rai Rece Descri Descri Likeli Imp Prio Preven Ow Da Contin Ow Da
D e sed ived ption ption hood act rity tative ner te gency ner te
Rai By By of of Ratin Rati Rati Action Action
sed Risk Impac g ng ng s s
t
The following table describes the columns included within the Risk Register above.
Column Description
ID Unique Identifier for each risk raised
Date Raised Date the Risk Form was submitted
Raised By Name of the team member who identified the risk and completed the Risk Form
Received By Name of the person who received the Risk Form for action (the Project Manager)
Description of Full description of the risk identified

Risk
Description of Description of the risk's potential impact on the project (e.g. on project scope,
Impact deliverables, timescales and resources)
Likelihood Rating of the likelihood that the risk will occur:

Rating VL = "Very Low"
L = "Low"
M = "Medium"
H = "High"
VH = "Very High"
Impact Rating Rating of the risk's level of impact on the project if it occurs:
VL = "Very Low"
L = "Low"
M = "Medium"
H = "High"
VH = "Very High"
Priority Rating Rating of the overall risk "priority" based on the above likelihood and impact ratings:
VL = "Very Low"
L = "Low"
M = "Medium"
H = "High"
VH = "Very High"
Preventative Actions to be taken to prevent the risk from occurring

Actions
Owner Project Team Member responsible for taking each action listed (i.e. the "owner" of
each Preventative Action)
Date Date each preventative action was taken
Contingency Actions to be taken to minimize each risk's impact on the project should it occur
Actions
Owner Project Team Member responsible for taking each action listed (i.e. the "owner" of
each Contingency Action)
Date Date each contingency action was undertaken if applicable
This completes the description of the processes, roles and documents required to implement Risk
Management within the Hot Wheat Project. By following each of the steps listed, we will be able to
carefully monitor and control the overall project risk, thereby increasing our chances of delivering our
project successfully.

Issue Management Example Customer Profile
Project Manager: Bob Whitefield
Rogan County is a small suburb with only 120,000 Project Name: New Edition
residents, more than 45% of whom are over the age
Project Reid Construction Ltd
of 50 or retired. At a local council meeting held
Organization:
earlier this year, the council decided to construct a
new county library to provide a new service facility Project Type: Construction
for the general public. After sourcing the required
budget from local and regional government, along Project Client: Rogan County
with several fundraising events, the project was
initiated in February and detailed planning completed
during the month of March. Reid Construction Ltd has Project Activity: Perform Issue
been selected to build the physical premise and Management
complete the fit-out. The Natural Products Research
Foundation (NPRF) is a private organization based in This Example describes the Issue
Europe specializing in developing new natural food Management Process used within this
types through comprehensive research & project. The project, people and
development programs. After a successful marketing organizations described are fictional but
campaign and participation in a leading edge provide a realistic scenario to help you.
research tender, the NPRF has won a contract to
research, design and build a new wheat product to
assist emerging countries in boosting their
economies.
Usually, the Rogan County Council has undertaken

construction projects of this nature without any
major issues, as support for such ventures has been
widespread in the past. However for this particular
project, gaining public support for the venture has
been a continuous challenge, because many people in
the local community would rather spend government
funds on upgrading the road network to improve
trucking routes and increase commercialization for
the district.
As the delegated Project Manager, I am very aware

of the public concerns over this project and have
provided the Project Board (i.e. the Rogan County
Council) with full confidence that any issues arising
during the lifecycle of the project will be identified
and resolved in a fair and efficient manner.
To ensure that all issues will be handled formally within the project, I have implemented an Issue
Management Process. This process allows new issues to be raised in a consistent manner and
formally documented through the use of Issue Forms. In this way I can review the issues clearly and
in most cases resolve them immediately. Any high priority issues that need executive action can be
raised to the Project Board to be addressed accordingly. By implementing this new process, I hope to
hope increase the likelihood of delivering the new library building on time, within budget and to
specification. The following Issue Management process, roles and documents will be used throughout
the execution of this project.

New Edition Project
Issue Management Process
1 Introduction
Issue Management includes the processes, roles and documents needed to identify and resolve issues
within this project. We will implement Issue Management by putting in place:
An Issue Management Process for identifying, documenting, quantifying and resolving issues on the
project
Issue Management Roles to ensure that team members have a clear understanding of their
responsibilities for identifying and resolving issues on the project
Issue Management Documents such as an Issue Form and Issue Register
The following sections describe in detail how Issue Management will be implemented for this project.
2 Issue Management Process

For our purposes, an issue is defined as any event that currently affects the project's ability to produce
the required deliverables. To ensure that each issue is managed appropriately, we need to implement
a clear and effective Issue Management Process. This process involves identifying, documenting,
quantifying and resolving issues throughout the Project Lifecycle. By managing issues formally, we will
be able to:
Limit the effects of any unforeseen events on the project

Reduce the time spent administering project issues
Greatly improve our project's chances of success
This Issue Management Process is made up of the following steps:
Identify Project issue

Complete Issue Form
Investigate Project Issue
Escalate Issue to Project Board
Review Issue
Assign Issue Actions
Implement Issue Actions
The following diagram depicts the steps required to identify, document, quantify and resolve issues on
this project.

2.2 Identify Issue
The first step taken during the Issue Management Process is the identification of a new project issue
and the completion of an Issue Form. A more detailed description of this process follows:
Identify Project Issue
As previously described, new issues are likely to appear throughout the Project Lifecycle. Examples of
common issues experienced by Project Managers include:
Lack of project sponsorship

Scope creep
Lack of user Involvement
Over-expenditure
Poor project communication
Ineffective project teamwork
Inadequate project contingency

In a project of this size, all kinds of issues can arise. Whatever situation comes up, we must ensure
that issues currently affecting the project delivery are clearly identified and raised to management -
before they severely impact on the project.
Complete Issue Form
Any member of the project team can identify an issue in relation to this project. When a team member
identifies a new project issue, they (or the Team Leader) will need to complete an Issue Form in order
to formally raise it to management. Issue Forms should be completed according to the following
guidelines:
Each Issue Form needs to include a complete description of the issue.

Each issue should be rated Low, Medium or High according to the level of its impact on the project.
A suite of actions should be recommended to resolve the issue.
The completed Issue Form should be immediately forwarded to the Project Manager for review.
2.3 Review Issue

In step two, the Project Manager reviews the Issue Form and determines the validity and priority of
each issue. The Project Manager responds by taking action to resolve Low and Medium priority issues,
while escalating High priority issues to the Project Board for action. A detailed description of this
process follows:
Investigate Project Issue
After receiving the Issue Form from a team member, the Project Manager investigates the issue and
determines its overall issue priority. The issue priority is based primarily on the level of impact that the
issue is currently having on the project. Issues having a serious impact on the project are deemed
High Priority and forwarded to the Project Board for action.
When determining the issue priority, the Project Manager considers whether the issue is currently
affecting:
Deliverables listed in the Project Charter

Quality Targets specified in the Quality Plan
Timeframes specified in the Project Plan
Resources specified in the Resource Plan
Budget specified in the Financial Plan
Implement Issue Actions
If the Project Manager believes this issue is not a high priority but it still merits immediate action, then
he will implement a suite of actions to resolve the issue as soon as possible. Upon completion of these
actions, he will review the results to ensure that the issue is resolved. If the issue is still not properly
addressed, then the Project Manager may decide to:
Take no further action

Take further action to address the issue
Raise the issue to the Project Board for attention

Escalate Issue to Project Board
As stated above, all High Priority issues (as well as any issues which the Project Manager has been
unable to satisfactorily resolve) are forwarded to the Project Board for consideration. Depending on the
urgency of the issue, the Project Manager can decide to either present the issues to the Project Board
at its next regular monthly meeting, or call a Special Board Meeting to discuss the issues specifically. If
urgent attention is needed and the Project Board is not available in time, the Project Manager will
request suitable action from the Project Sponsor as the Board's representative.
2.4 Assign Issue Actions

In the final step, the Project Board reviews the issues and determines a suite of actions to be taken to
resolve the issue accordingly. This process is detailed as follows:
Review Issue
When the Project Board meets to review the issues raised by the Project Manager, it must reach
agreement on each risk's likelihood and potential impact on the project. Following the review of each
issue, the Board may decide to:
Ignore the issue if it does not currently affect the project
Validate the issue and request further information before making a decision
Implement a series of actions required to resolve the issue accordingly
Assign Issue Actions

The Project Manager is responsible for assigning issue actions to project team members and
overseeing their completion.
Throughout the Issue Management Process, an Issue Register should be kept up-to-date to provide the
Project Manager with an overview of the current status of all issues on the project.

The following table lists the key steps undertaken in the Issue Management Process and their regular
Team Identify Project Identify the issue and its current At any point in the Project
Member Issue level of impact on the project Lifecycle
Complete Issue Fill in the standard Issue Form Immediately after

Form identification of the issue
Project Investigate Project Review the issue to determine its Within five working days of
Manager Issue overall Priority receiving the Issue Form
Implement Issue Take actions to resolve Low and Within five working days of
Actions Medium priority issues receiving the Issue Form
Escalate Issue to Escalate High priority issues to Within five working days of
Project Board the Project Board receiving the Issue Form
Project Review Issue Review issue and approve a set of At the next Project Board
Board actions required to resolve it meeting
Assign Issue Assign issue actions to the Project At the next Project Board
Actions Manager meeting
Note: Timeframes described above relate to non-critical Issues identified during the Project Lifecycle.
If a project issue is identified as critical (i.e. one with a High priority rating for which immediate

resolution is critical to project success), then the Project Manager may either call a Special Project
Board meeting or raise the issue immediately with the Project Sponsor who represents the Project
Board, to request suitable action.
3 Issue Management Roles

To ensure that the Issue Management Process is undertaken as specified in this document, the
3.1 Team Member

The Project Team is responsible for:
Identifying Issues in the project
Completing an Issue Form for each issue identified
Completing all issue actions assigned by the Project Manager
3.2 Project Manager

Reviewing all issues to determine their priority
Implementing issue actions for low and medium priority issues
Raising all high priority issues to the Project Board
Implementing issue actions approved by the Project Board
Reviewing the effectiveness of the issue actions undertaken
3.3 Project Board

Reviewing high priority issues raised by the Project Manager
Identifying the actions required to resolve high priority issues
Supporting the Project Manager with the implementation of all issue actions
4 Issue Management Documents

Two key documents are required to undertake this Issue Management Process successfully: an Issue
Form and an Issue Register. A description and template for each document is provided in the following
sections:
4.1 Issue Form

An Issue Form allows team members to formally raise new issues that come up during the Project
Lifecycle. Any project team member may complete the following form to enable the Project Manager to
understand the nature of the issue being raised and its current impact on the project:

PROJECT DETAILS
Project Name: New Edition

ISSUE DETAILS
Issue ID: Unique identifier for this issue

Raised By: Name of person who is raising this issue
Date Raised: Date of completion of this form
Issue Description:
Describe briefly the issue and, where possible, describe its root cause.
Issue Impact:
Describe the impact that the issue described above is having on the project's ability to meet its
stated objectives. Rate the level of impact of the issue (i.e. Low, Medium or High).
ISSUE RESOLUTION
Recommended Actions:
Describe briefly all actions to be taken to resolve the identified issue.
APPROVAL DETAILS
Reference any supporting documentation used to substantiate this issue.
Signature: Date:
_______________________ ___/___/____
PLEASE FORWARD THIS FORM TO THE PROJECT MANAGER FOR ACTION
4.2 Issue Register

By recording the current status of all issues within the project, the Issue Register enables the Project
Manager to monitor and control the current impact of each issue on the project delivery.
The project team will use the following register to monitor and control the status of each issue
identified within the project:
Raise Raised Issue Description Issue Resolution
I Date Rais Receiv Descripti Impa Priori Acti Own Outco Date for Date
D Rais ed ed By on of ct ty on er me Resoluti Resolv
ed By Issue on ed

The following table describes the columns included in the Issue Register above.
Column Description
ID Unique Identifier for each issue raised
Date Raised Date the Issue Form was submitted
Raised By Name of the team member who identified the issue and completed the Issue Form
Received By Name of the person who received the Issue Form (typically the Project Manager) for
action
Description Full description of the issue identified

of Issue
Impact Rating of the current impact of the issue on the project:

L = "Low"
M = "Medium"
H = "High"
Priority Overall priority of the issue, based on the level of impact that the issue is currently
having on the project:
L = "Low"
M = "Medium"
H = "High"
Action List of specific actions (to be) taken to quickly and efficiently resolve the issue
Owner Project Team Member responsible for undertaking each action listed, i.e. the "owner"
of each Issue Action
Outcome A description of the outcome of the actions taken to resolve each issue
Date for Date by which the issue must be resolved

Resolution
Date Date when the issue was resolved

Resolved
This completes the description of the processes, roles and documents required to implement Issue
Management on the New Edition project. By following each of the steps listed, we will be able to
carefully monitor and control all current project issues, thereby increasing our chances of delivering
the project on time, to cost and within specification.

Procurement Management Customer Profile
Example
Project Name: MicroTel Project
Project Manager: Roger Fitzroy
Founded 20 years ago, Consulting Partners Ltd Project Consulting Partners Ltd
has an established brand for managing complex Organization:
projects for large corporate and government
Project Type: Telecommunications
clients worldwide. Their latest challenge involves
Upgrade
managing the installation of a new microwave
telecommunications network throughout the Project Client: Ubibwe Government
country of Ubibwe. This network is to be used
exclusively by emergency services, allowing Project Manager: Roger Fitzroy
Police, Ambulance and Fire Department call
centers to receive calls at a central point and to Procurement Stanley Morgan
dispatch local emergency services units as Manager:
required. Project Activity: Perform Procurement
Management
This large complex project involves managing
hundreds of telecommunications suppliers in This Example describes the Procurement
various locations throughout the country of Management Process used within this project.
Ubibwe, to build a single high performance The project, people and organizations described
telecommunications network. As a co-owner of are fictional but provide a realistic scenario to
Consulting Partners I have decided to take charge help you.
of managing this project personally, due to its
critical importance to our company. Having
managed several telecommunications projects in
the past, I have learned that the key to project
success in a project this size lies in establishing a
formal Procurement Management Process. With
this process we can control the purchase and
receipt of each item required by the project. With
more than 10,000 telecommunications
components to be ordered, delivered and
installed, it is critical that each component is
delivered exactly to specification. With the
assistance of my delegated Procurement
Manager, Stanley Morgan, I will implement
Procurement Management for this project by
undertaking the following activities:
1. Define the Procurement Management Process to control the ordering, delivery, receipt and
acceptance of procurement items from suppliers. Using this process, I will ensure that every item
or set of items is ordered through the completion of a Purchase Order. I will personally review and
approve all purchase orders before they are dispatched to suppliers for fulfillment. I will ensure
that every item delivered is reviewed against the specification described in the Purchase Order.
And suppliers will be paid only for items that have formally been accepted by the project as 100%
complete.
2. Assign roles and responsibilities for the procurement of items required by the project to ensure
that the procurement process is completed as required. I will ensure that these roles are carried
out efficiently, and that the project team and suppliers complete their obligations as specified in
their supplier contracts.
3. Use two key documents to standardize procurement within the project. For every supplier order, I
will issue a standard Purchase Order Form, with which project staff can request the procurement
of items that the project needs delivered by contracted suppliers. I will also ensure that the
current status of every purchase order is recorded in a Procurement Register.

By undertaking these three critical activities, I can manage the purchase, delivery and acceptance of
the thousands of telecommunications components required to successfully accomplish this project. The
following Example describes in detail the processes, roles and documents I will use to manage
procurement within this project.
MicroTel Project
Procurement Management Process
1 Introduction
For this project, "Procurement Management" includes the processes, roles and documents needed to
manage a suppliers' delivery of a scope of work within a project. We will implement Procurement
Management for this project by putting in place:
A Procurement Management Process for identifying, ordering and receiving procurement items
(within a scope of work) from a supplier.
Procurement Management Roles to ensure that team members have a clear understanding of their
responsibilities for ordering and receiving procurement items within the project
Procurement Management Documents such as a Purchase Order Form and Procurement Register
The following sections describe in detail how Procurement Management will be implemented for this
project.
2 Procurement Management Process

Once a supplier has been contracted to supply our project, we need a clearly defined process for the
day-to-day receipt and acceptance of procurement items from that supplier. A tightly defined
Procurement Management Process will help us manage not only the procurement of these items, but
also the overall performance of the supplier against the Supplier Contract. It will also help us to:
Ensure that procurement items (i.e. products, services and results) within the scope of work are
delivered by suppliers in accordance with the terms of their Supplier Contract
Identify and resolve supplier-related issues quickly and easily
Get maximum performance out of our supplier relationships
The Procurement Management Process is comprised of the following steps:

Issue a Purchase Order
A Purchase Order is completed to request a procurement item from a supplier contracted to the
project. Purchase Orders are approved by the Project Manager and issued to the Supplier within the
timeframes identified in the Supplier Contract.
Complete Purchase Order
To complete or fulfill the Purchase Order, the supplier produces and/or provides the items listed
there, and the project team reviews and accepts those items when received.
Manage Supplier Contract
During the fulfillment period of each Purchase Order, the Procurement Manager assesses the
supplier's overall performance to determine whether it is meeting the responsibilities defined in the
Supplier Contract.

The following diagram depicts the steps required to issue and fulfill Purchase Orders as well as manage
the performance of the supplier:
2.2 Issue Purchase Order

The first step to be taken during the Procurement Management Process is to issue a Purchase Order for
the items required from the supplier. A detailed description of this process follows:
Identify Procurement Items
The Procurement Manager reviews the Procurement Plan and identifies the specific procurement items
that need to be sourced from the project's external suppliers. A Procurement Item is defined as any
item that a supplier is contractually obliged to provide to the project, such as:
Products (e.g. telecommunications equipment, tools, machinery)

Services (e.g. microwave installation skills and telecommunications consulting services)
Results (e.g. telecommunications mast installed and connected to the national network)
Document Purchase Order
Once the procurement items have been identified, the Procurement Manager completes a Purchase
Order for the supply of items to the project. The Purchase Order describes the order, delivery and
payment details, as well as the terms and conditions for supply. The Purchase Order needs to be
completed as soon as possible to give the supplier as much notice as possible of the required delivery
dates.

Approve Purchase Order
The completed Purchase Order is forwarded to the Project Manager for approval. Prior to giving his or
her approval, the Project Manager considers the following criteria:
Are the stated procurement items listed in the Procurement Plan?

Are the stated procurement items listed in the Supplier Contract?
Are the procurement items defined in sufficient detail for the supplier?
Is there sufficient time for the supplier to produce the procurement items?
Does the project team have a stated contractual relationship with the supplier?
Issue Purchase Order
If the Purchase Order meets all of the above criteria, it is approved and issued to the supplier for
fulfillment. If the Project Manager determines that it does not meet these criteria or is lacking
information, then they will return it to the Procurement Manager for alteration and re-submission.
Confirm Delivery Timeframes
After the supplier receives the Purchase Order, it will provide the project team with an ETA (Estimated
Time of Arrival) describing the likely timeframe for delivery of the procurement items.
2.3 Complete Purchase Order

The next step in the Procurement Management Process is the supplier's completion or fulfillment of the
Purchase Order:
Receive Procurement Items
After receiving the Purchase Order and issuing an ETA, the supplier produces the procurement items
and delivers them to or provides them at the designated project location. The Procurement Manager
confirms in writing that they have been received.
Review Procurement Items
Next, the Procurement Manager assesses the procurement items to determine whether they meet the
description in the Purchase Order. This assessment may involve a physical inspection (in the case of a
product) or a series of reviews (in the case of a service) to ensure that the procured deliverables were
on time, within cost and have achieved the level of quality required.
Resolve Delivery Issues
If the review concludes that one or many of the requirements stated in the Purchase Order have not
been satisfactorily met, then the Procurement Manager raises an issue. The impact and severity of the
issue is rated, and the Project Manager helps lead the resolution of the issue with the Supplier.
Accept Procurement Items
After any delivery issues have been resolved, the Project Manager accepts the procurement items on
behalf of the project team and notifies the supplier of their acceptance.
Approve Payment
Upon the Project Manager's acceptance of the procurement items, the supplier issues an invoice to the
project team for payment. The supplier invoice is then paid and the terms of the contract for those
procurement items are complete.

2.4 Manage Supplier Contract
During the Purchase Order process, the project team monitors the overall performance of the supplier to
ensure that they complete their full responsibilities as defined within their Supplier Contract. The
following steps are performed:
Performance Milestones Reached
The first step in managing a supplier's performance is to identify the contract milestones (e.g. hardware
delivered, electrical cables installed) that trigger a formal performance review. Each time a milestone is
reached, a formal review is initiated to assess the supplier's overall level of performance against the
terms of the contract.
Assess Supplier Performance
The Procurement Manager reviews the supplier's performance by assessing the procurement items
received to date to determine whether they are within the scope of work stated in the Supplier Contract.
The Procurement Manager reviews the supplier's performance in two ways. They will assess the
procurement items received to date to determine whether they are within the scope of work stated in
the Supplier Contract. They will also form an opinion as to whether the supplier has met the terms (e.g.
the delivery, pricing and invoicing terms) of the contract.
Identify Performance Issues
The Procurement Manager identifies any deviations from the contract during the review, measures the
impact of each deviation and raises a formal issue for resolution.
Resolve Performance Issues
In accordance with the terms of the contract, the Project Manager and Procurement Manager raise the
issue with the supplier and attempt to negotiate a resolution. The resolution can mean withholding
payment until the deviations are eliminated and the required procurement items are supplied, raising a
dispute under the terms of the contract, or canceling the supplier contract.
Communicate Review Outcome
The relevant project stakeholders are informed of the outcome of the review and its impact, if any, on
the project.

The following table lists the key steps in the Procurement Management Process and their regular

Procurement Identify Identify items to be sourced from Within the timeframes
Manager Procurement suppliers, as listed in the Procurement listed in the Procurement
Items Plan Plan
Document Describe the order, delivery and Within the timeframes

Purchase Order payment details as well as the terms listed in the Procurement
and conditions, in a Purchase Order Plan
Project Approve Approve the Purchase Order raised by Within five working days
Manager Purchase Order the Procurement Manager of the completion of the
Purchase Order
Procurement Issue Purchase Issue the purchase order to the Within two working days
Manager Order supplier for fulfillment of the approval of the
Purchase Order
Confirm Delivery Receive supplier's ETA (Estimated Time Within five working days
Timeframes of Arrival) for the procurement items of the issue of the
Purchase Order
Receive Receive the procurement items from Within the timeframes

Procurement the supplier and confirm receipt listed in the Procurement
Items Plan
Review Assess the Procurement Items to Within 10 working days of

Procurement ensure that they meet the Purchase the delivery of each
Items Order requirements procurement item
Resolve Delivery Raise and resolve delivery issues with Within five working days
Issues the supplier of the identification of a
supplier delivery issue
Accept Assuming no delivery issues have been Within two working days
Procurement identified, accept the procurement of the completion of the
Items items provided by the supplier on review
behalf of the project team
Project Approve Approve the supplier invoice and issue Within the terms of the
Manager Payment payment approved Supplier
Contract
Procurement Identify Identify the contract milestones that Within the terms of the
Manager Performance trigger formal performance reviews approved Supplier
Milestone Contract
Assess Supplier Review the scope of work delivered by Within 10 days of the
Performance the supplier to determine whether it initiation of the review
meets the requirements specified in
the Supplier Contract
Identify Identify any deviations in the scope of Within 10 days of the

Performance work provided by the supplier vs. the initiation of the review
Issues requirements specified in the Supplier
Contract
Resolve Work with the supplier to resolve any Immediately upon the
Performance delivery issues identification of a delivery
Issues issue
Communicate Communicate the outcome of the Within five working days

Review Outcome Supplier performance review to of the completion of the

appropriate project stakeholders. performance review
3 Procurement Management Roles

To ensure that the Procurement Management Process is undertaken as specified in this document, the
3.1 Procurement Manager

The Procurement Manager is responsible for:
Managing the day-to-day procurement of items for the project

Identifying the procurement items listed in the Procurement Plan
Completing Purchase Orders and obtaining the Project Manager's approval
Issuing Purchase Orders to suppliers and obtaining ETA dates
Accepting procurement items from suppliers on behalf of the project
Reviewing supplier performance at the milestones stated in the Supplier Contract
Identifying deviations from the contract and raising supplier issues
Assisting the Project Manager in resolving supplier issues
Requesting approval of supplier payments
3.2 Project Manager

Approving Purchase Orders completed by the Procurement Manager

Approving supplier payments requested by the Procurement Manager
Assisting the Procurement Manager with the resolution of supplier issues
4 Procurement Management Documents

Two key documents are required to undertake this Procurement Management Process successfully: the
Purchase Order Form and the Procurement Register. A description and template for each document is
provided in the following sections:
4.1 Purchase Order Form

The purpose of the Purchase Order Form is to place an order for the purchase of items for the project.
This form is to be completed by the Procurement Manager and forwarded to the Project Manager for
formal approval.
The following Purchase Order Form will be used within the project.

PURCHASE DETAILS
Purchase Order #:
Purchase Order Date:
Date Required by:
DELIVERY DETAILS
From: To:
Project Name: Ubibwe MicroTel Project Supplier Name:

Project Address: Supplier Address:
Project Contact Name: Stanley Morgan Supplier Contact Name:
Project Contact Phone #: Supplier Contact Phone #:
Deliver To: Bill To:
Contact Name: Contact Name:

Contact Address: Contact Address:
ORDER DETAILS
Item Description Quantity Unit Price Total Price
Subtotal:
Other:
Total:
PAYMENT DETAILS
Payment Method: Method of payment offered (e.g. credit card, check, direct debit, cash)
Credit Card Details:

Card Type: (e.g. Visa / MasterCard / Amex / Other)
Card Number: xxxx-xxxx-xxxx-xxxx
Expiration Date: xx / xx
Name on Card: xxxxxxxxxxxxxxxxxx
TERMS AND CONDITIONS
List any terms and conditions applicable to this Purchase Order. For example:

The supplier must validate this purchase order within 24 hours of receipt by confirming that it can
deliver the items within stated price and delivery timescales.
Every item on the Purchase Order must be delivered in full before the Project Manager will
release payment to the supplier.
This Purchase Order is being issued in accordance with the Supplier Contract.
4.2 Procurement Register

The purpose of the Procurement Register is to record the current status of all procurement items
ordered and delivered within the project, thereby enabling the Project Manager to monitor and control
the overall delivery of the scope of work from each supplier contracted to the project.
The following register will be used by the project team to monitor and control the status of each
procurement item required by the project.
Procurement Item Supplier Order Payment
P It Item Qua U To Req Com Con Con PO P Deli Deli Pay Pay Pay
O e Descr ntit ni tal uire pan tact tact Sta O ver ver men men men
# m iption y t Pr d By y Na Ph. tus D y y t t t
Ti Pr ic Date me No. at Stat Dat Met Stat Dat
tl ic e e us e hod us e
e e
The following table describes the columns included in the Procurement Register above.
Column Description
PO # Unique Identifier assigned to this Purchase Order
Item Title Title of each item being procured within the scope of work as referenced in the
Procurement Plan
Item Description of each item being procured within the scope of work as referenced in the
Description Procurement Plan
Quantity Number of items to be purchased with this purchase order
Unit Price Unit Price for each item
Total Price Total Price for these items
Required By Date when the supplier must deliver the items to the project
Date
Company Name of supplier that will provide these items
Contact Name of supplier's contact person

Name

Contact Phone number of supplier's contact person
Phone
PO Status Current status of the Purchase Order:

U = "Unsubmitted" (i.e. documented but not yet submitted for approval)
S = "Submitted" (i.e. submitted to Project Manager for approval)
A = "Approved" (i.e. approved by Project Manager)
I = "Issued" (i.e. issued to supplier for delivery)
PO Date Date the Purchase Order status was created
Delivery Current delivery status of the items listed in the Purchase Order:
Status N = "Not Received" (i.e. awaiting arrival of items from supplier)
R = "Received" (i.e. items received from supplier)
V = "Reviewed" (i.e. items from supplier reviewed)
A = "Accepted" (i.e. items from supplier accepted)
Delivery Date the Delivery Status was set

Date
Payment Method of payment (e.g. credit card, check, direct debit, cash)
Method
Payment Current status of the Supplier Payment:

Status I = "Invoice Received" (i.e. invoice received from supplier)
R = "Requested" (i.e. payment approval requested from Project Manager)
A = "Approved" (i.e. payment approved by Project Manager)
P = "Paid" (i.e. supplier paid)
Payment Date the Payment Status was determined

Date
This completes the description of the processes, roles and documents required to implement
Procurement Management within this project. By following each of the steps listed, we will be able to
carefully monitor and control the delivery of all procurement items within the MicroTel Project and
ensure that the suppliers perform all of their responsibilities and duties as listed in their Supplier
Contract.

Acceptance Management Customer Profile
Example
Project Name: SimuLight Project
Project Manager: Steven Goodwill
Engineering Technology Ltd (ETL) is an established Project Engineering
American engineering firm who specialize in Organization: Technology Ltd
undertaking publicly funded projects. ETL was
Project Type: Engineering
founded in 1997 and has offices in several major US
cities. By recruiting highly skilled people, ETL has Project Client: Turnow County Council
earned a reputation for producing high quality
engineering solutions on time and within budget. Project Manager: Steven Goodwill
Project Activity: Perform Acceptance

The challenge for the company has traditionally been
Management
in gaining final acceptance from the customer that
each deliverable is in fact 100% complete. For ETL, This Example describes the Acceptance
this common industry problem has sometimes left its Management Process used within this
customers dissatisfied and its profit margins project. The project, people and
diminished. organizations described are fictional but
Three weeks ago, ETL was awarded a large contract
with Turnow County for redeveloping the central
traffic light system. This highly complex system uses
a suite of computer software, engineering control
systems and electrical systems to centrally manage
and operate all of the traffic lights in the local
borough. As Project Manager on the SimuLight
project, I have been charged with the successful
delivery of this project. To ensure that I am able to
gain Turnow County's full acceptance for each
deliverable produced by the project, I have decided
to implement a formal Acceptance Management
Process as described by this document.
This process will enable me to test each deliverable

produced by the project and ensure that it meets the
customer's stated requirements. I will allocate roles
and responsibilities for managing the acceptance of
deliverables within the project and use Acceptance
Forms and an Acceptance Register to monitor and
control the acceptance status for each deliverable
produced. The following Example describes the
processes, roles and documents I will use to manage
the acceptance of deliverables within this project.

SimuLight Project
Acceptance Management Process
1 Introduction
For this project, "Acceptance Management" is defined as the process of reviewing deliverables
produced by the project and gaining the customer's acceptance that they are 100% complete. We will
implement Acceptance Management by putting in place:
An Acceptance Management process for identifying, testing and approving deliverables within the
project
Acceptance Management roles to ensure that deliverables are appropriately tested once complete
and that customer acceptance is gained prior to the deliverables being marked as complete in the
Project Plan
Acceptance Management documents such as an Acceptance Form and Acceptance Register
The following sections describe in further detail how Acceptance Management will be implemented for
this project.
2 Acceptance Management Process

To ensure that the customer is completely satisfied with the deliverables produced by our project, we
will implement an Acceptance Management Process. This process allows the customer to sign off on
each project deliverable once it has been completed. By allowing the customer to approve deliverables
as 100% complete as we move through the project, we can:
Identify customer acceptance issues early in the project

Improve deliverables to meet the customer's requirements
Maximize customer confidence in the delivery of the project
Keep the customer happy and increase the project's chances of success
The Acceptance Management Process will comprise the following steps:
Complete Deliverable
Request Acceptance Test
Schedule Acceptance Test
Complete Acceptance Test
Complete Acceptance Form
Request Acceptance Form Approval
Review Acceptance Form
Approved Acceptance Form

The following diagram depicts the steps required to review project deliverables and request final
acceptance of deliverable completion from the customer:
2.2 Complete Deliverable

The first step in the Acceptance Management Process involves the completion of the project
deliverable and the request of an Acceptance Test. A detailed description of this process follows:
Complete Deliverable
Before we request a customer's acceptance for any deliverable produced by the project, we must first
ensure that the deliverable has been fully completed to the specification required by the customer.
Upon notification by team members of the completion of a particular deliverable, the Project Manager
will review the deliverable to ensure that it is truly complete and is ready for customer signoff. Should
the Project Manager believe that the deliverable fails to meet the customer's stated requirements,
then he may request that further work be undertaken to complete it.
Request Acceptance Test
Only when the Project Manager is convinced that the deliverable is truly complete will a request for an
Acceptance Test be made.
2.3 Perform Acceptance Test
The second step in the Acceptance Management Process involves scheduling and completing the
Acceptance Test and requesting the customer's signoff. A description of this process follows:
Schedule Acceptance Test
If the Project Manager concurs with the team member that the deliverable is complete, then he will
schedule an Acceptance Test. He might decide to perform the test immediately or, depending on the
size and complexity of the deliverable, he might wait until other related deliverables are complete and
test the entire group of deliverables simultaneously. In any case, rather than waiting until the end of
the Execution phase, we will perform Acceptance Tests as soon after completion of the deliverable as
possible, to give us time to rectify any issues that arise.
Complete Acceptance Test
Acceptance Tests are carried out to determine whether the deliverables meet the acceptance criteria
stated within the Acceptance Plan. To this end, we have a variety of testing methods at our disposal to
determine a deliverable's completion status, including a:
Physical inspection of the deliverable

Third party audit of the deliverable
Analysis of the processes used to create the deliverable
Review of the time taken to create the deliverable against the timeframes in the Project Plan
Review of the cost incurred in creating the deliverable against the original budget in the Financial
Plan
Review of the quality of the deliverable against the quality targets in the Quality Plan
Depending on the size and complexity of the deliverable, the Project Manager may wish to involve the
customer in the Acceptance Testing process to give them additional confidence that the deliverable
meets the acceptance criteria stated in the Acceptance Plan and that the testing methods used were
comprehensive and effective.

Complete Acceptance Form
After the Acceptance Test has been undertaken, any additional work required to meet the acceptance
criteria will be undertaken and the deliverable will be re-tested to ensure that it has achieved the
required quality level. This process continues until the deliverable is ready for final customer signoff.
The Project Manager will then complete an Acceptance Form, describing the status of the deliverable
and the nature of the Acceptance Testing activities undertaken.
Request Acceptance Form Approval
The Project Manager will forward the completed Acceptance Form to the customer for sign-off
2.4 Accept Deliverable
The last step in the Acceptance Management Process involves the review of the Acceptance Form by
the customer and the issuing of final deliverable sign-off. A description of this process follows:
Review Acceptance Form
Upon receipt of the completed Acceptance Form, the customer will undertake their own analysis to
decide whether or not to sign off the deliverable as 100% complete. The depth of the analysis will
likely depend on whether the customer:
Has full confidence in the Project Manager's ability to produce deliverables that meet their
requirements
Has taken part in the Acceptance Testing process and viewed each deliverable personally
Has received a documented set of Acceptance Test results proving that the deliverable is complete
and meets their requirements as stated in the Acceptance Plan
Acceptance Form Approved
After analyzing the deliverable and the results of the Acceptance Test provided by the Project
Manager, the customer can:
Commission their own Acceptance Test to ensure that the deliverable is actually 100% complete
Request further information about the testing activities and results
Refuse to approve the deliverable and raise a formal issue with the Project Manager
Approve the deliverable as 100% complete by endorsing the Acceptance Form
Throughout this Acceptance Management Process, an Acceptance Register must be kept up-to-date at
all times, to enable the Project Manager to monitor and control the current acceptance status of every
project deliverable produced.
The following table lists the key steps undertaken in the Acceptance Management Process and their
regular timeframes for completion:

Team Complete Inform the Team Leader of the As soon as the team
Member Deliverable completion of the deliverable and the member considers the
need for an Acceptance Test deliverable "complete"
Request Perform an analysis of the deliverable to As soon as the team

Acceptance Test confirm that it is actually complete and member considers the
ready for an Acceptance Test deliverable "complete"
Project Schedule Schedule the actions required to Within two weeks of the
Manager Acceptance Test undertake an Acceptance Test to deliverable's completion
confirm completion of the deliverable
Complete Undertake the Acceptance Test to prove Within four weeks of the
Acceptance Test that the deliverable meets the deliverable's completion
acceptance criteria as stated in the
Acceptance Plan
Complete Fill in the Acceptance Form with the Within one week of the
Acceptance Form actions undertaken and the results completion of the
achieved Acceptance Test
Request Forward the Acceptance Form to the Within one week of the
Acceptance Form customer to request final acceptance of completion of the
Approval the deliverable Acceptance Test
Customer Review Review the Acceptance Form to Within two weeks of the
Acceptance Form determine whether the acceptance completion of the
criteria have been met Acceptance Test
Acceptance Form Approve the deliverable by endorsing Within two weeks of the
Approved the Acceptance Form completion of the
Acceptance Test
3 Acceptance Management Roles

To ensure that the Acceptance Management Process is undertaken as specified in this document, the
3.1 Team Member
The Project Team is responsible for:
Producing the deliverables listed in the Project Charter

Informing the Project Manager that a deliverable is complete and ready for signoff
Completing any remedial actions required to gain acceptance for a deliverable

3.2 Project Manager
Organizing the completion of Acceptance Tests

Ensuring that Acceptance Tests are comprehensive and effective
Reviewing the results of Acceptance Tests and identifying any remedial actions necessary to ensure
that deliverables meet the stated acceptance criteria
Involving the customer in the Acceptance Tests where appropriate
Completing Acceptance Forms to request acceptance for deliverables
Presenting Acceptance Forms to the customer for signoff
Communicating the status of customer acceptance to project stakeholders
Ensuring that the Acceptance Register is kept up-to-date at all times
3.3 Customer
The Customer is responsible for:
Taking part in the Acceptance Testing process if requested

Endorsing the Acceptance Form as final confirmation that the deliverable has met the criteria
specified in the Acceptance Plan
Taking custody of the deliverable in their business environment
4 Acceptance Management Documents

Two key documents are required to undertake this Acceptance Management Process successfully: an
Acceptance Form and an Acceptance Register. A description and template for each document is
provided in the following sections:
4.1 Acceptance Form
The purpose of the Acceptance Form is to request the customer's final acceptance that a deliverable is
100% complete. The following form will be completed by the Project Manager and forwarded to the
customer for formal approval.
PROJECT DETAILS
Project Name: SimuLight

Project Manager: Steven Goodwill

ACCEPTANCE DETAILS
Acceptance ID: Unique identifier for this acceptance request

Requested By: Name of person who is requesting acceptance of the deliverable
Date Requested: Date on which this form is completed
Deliverable:
Describe in detail the deliverable that the customer is being asked to accept.
ACCEPTANCE CRITERIA
Criteria: Standards:
List the criteria against which the deliverable List the standards against which the deliverable
has been tested (as stated in the Procurement has been tested. (as stated in the Procurement
Plan). Plan).
ACCEPTANCE RESULTS
Within the following table, list the criteria and standards used for testing and for each, identify the
following:
Testing methods used
Reviewer who was responsible for undertaking the acceptance test
Date the test was completed
Overall result of the test (Failed, Passed or Exceeded the criteria / standard)
Acceptance Method Reviewer Date Result

Criteria
Criteria for Review Method used Name of Reviewer Date of Review Result of Review
Standard
Standard for Review Method used Name of Reviewer Date of Review Result of Review
CUSTOMER APPROVAL

Reference any supporting documentation used to substantiate this acceptance request.
Signature: Date:
_______________________ ___/___/____
PLEASE FORWARD THIS FORM TO THE CUSTOMER FOR APPROVAL
4.2 Acceptance Register
The purpose of the Acceptance Register is to record the current status of the completion of each
project deliverable, to enable the Project Manager to monitor and control the process of completing
Acceptance Tests and requesting final acceptance of the project deliverables by the customer.
The following Acceptance Register will be used by the project.
Deliverable Acceptance Acceptance Test Acceptance

Criteria Results
I Deliverab Deliverab Statu Criteri Standar Metho Review Dat Result Statu
D le Name le s a ds d er e s s
Descripti
on
The following table describes the columns included in the Acceptance Register above.
Column Description
ID Unique identifier for each deliverable
Deliverable Short title for each deliverable

Name
Deliverable Full description of each deliverable

Description
Status Current status of each deliverable:

N = "Not Ready" (i.e. the deliverable is currently being produced; it is not ready
for an Acceptance Test at this stage)
R = "Ready" (i.e. the deliverable is complete and ready for acceptance by the
customer)
S = "Scheduled" (i.e. the Acceptance Test has been scheduled for a later date)

C = "Complete" (i.e. the Acceptance Test is complete and ready for final customer
signoff)
Criteria The criteria stated in the Acceptance Plan that the deliverable must meet before
acceptance is granted
Standards The standard stated in the Acceptance Plan that the deliverable must meet before
acceptance is granted
Method Methods used to test the deliverables against the acceptance criteria and standards,
such as:
T = "Time Review" (i.e. reviewed against the Project Plan)
C = "Cost Review" (i.e. reviewed against the Financial Plan)
Q = "Quality Review" (i.e. reviewed against the Quality Plan)
Reviewer Name of the person responsible for completing the Acceptance Test for this
deliverable
Date Date when the Acceptance Test was conducted
Results Outcome of the Acceptance Test:

F = "Failed" (i.e. did not meet criteria or standards)
P = "Passed" (i.e. met criteria and standards)
E = "Exceeded" (i.e. exceeded criteria and standards)
Status Current status of the Acceptance Form submitted for this deliverable:
S = "Submitted" (i.e. the form has been submitted to the customer and is
currently being considered)
D = "Declined" (i.e. the form was submitted to the customer and acceptance was
declined)
A = "Approved" (i.e. the form was endorsed by the customer and the deliverable
is now marked as "100% complete")
Acceptance Management within the Turnow County SimuLight project. By following each of the steps
listed, we will be able to ensure that our customer accepts each deliverable as being 100% complete,
by using a rigorous Acceptance Testing process.
Communications Management Customer Profile

Example
Project Name: OutSourceIT Project
Project Manager: Barbara Sampson
As a successful private enterprise, Pharmaceutical Project Pharmaceutical
Supplies has achieved recognition in the national

community for sourcing and supplying high quality
Organization: Supplies
drugs to pharmacies throughout the country.
While the company is less than 10 years old, it Project Type: Outsourcing
has already grown to more than 200 employees
Project Manager: Barbara Sampson
and it also owns a large, secure warehouse that
serves as its central point for distribution to Communications Shelley Shaw
pharmacies. Manager:
In order to ensure that pharmaceutical suppliers Project Activity: Perform

are sourced, stored, packaged and distributed to Communications
the right customers at the right time, the Management
company uses a suite of Distribution Management This Example describes the Communications
Systems. These systems are located on a central Management Process used within this project.
server and can be accessed by all company staff The project, people and organizations
via the computer network. Up until this year, described are fictional but provide a realistic
Pharmaceutical Supplies has procured, installed, scenario to help you.
maintained and supported this computer network
itself, to ensure that it received the maximum
value for money.
.
However, recent growth and a new focus on achieving sales targets have meant that network
maintenance is no longer a core business function. Although supporting IT equipment is required to
operate the business, the core focus of the business must now be on making sales and distributing
product efficiently. This change in focus has led to a change in management priorities. The Board of
Directors determined that they no longer want to carry management overhead for a function that is
not their core business. Therefore, they decided to completely outsource the support of their IT
network to a third party vendor that specializes in this arena
The Pharmaceutical Supplies Board has formed a new project to undertake this outsourcing activity
and appointed me as the Project Manager. The Project Initiation phase is now complete. I have
performed a Feasibility Study, documented the Project Charter, appointed a project team and set up
a small Project Office. I have completed the documentation required to plan the project and through
a formal selection process, I have selected a suitable outsourcing vendor who has agreed to recruit
our IT staff.
I have just begun the Execution phase, which will need to be treated with extreme care. I will need
to ensure that all Pharmaceutical Supplies staff is aware of the changes taking place, the reason for
making the changes, and the benefits these changes will have on our overall business. To achieve
this, I have decided to implement the following Communications Management Process with the
assistance of my Communications Manager, Shelley Shaw.
OutSourceIT Project
Communications Management Process
1 Introduction

The Communications Management Process is the method by which formal messages will be identified,
created, reviewed and communicated within this OutSourceIT project. Clear, accurate and timely
communication will be critical to the success of this project, as miscommunication could increase our
project risk. To communicate effectively, we will need to ensure that the right stakeholders have the
right information at the right time, to enable them to make well-informed decisions about their role in
the project. We will implement Communications Management for this project by implementing:
A Communications Management process for identifying, creating and distributing communications

messages on the project
Communications Management roles to ensure that all communications staff on the project are
aware of their responsibilities for the distribution of project information
Communications Management documents such as a Project Status Report and Communications
Register
2 Communications Management Process

By monitoring and controlling the way in which communication takes place on the project, we will:
Ensure that stakeholders are kept regularly informed of the project's progress
Control the release of critical project information to project stakeholders
Avoid communications issues and risks experienced by other projects of this kind
The Communications Management Process will include the following steps:
Identify Message Content

Identify Message Audience
Identify Message Timing
Identify Message Format
Create Message
Approve Message
Communicate Message
The following diagram depicts the steps undertaken to create and distribute communications
messages within this project:

Create Message
The first step in the Communications Management Process will involve the identification of the
message content, audience, timing and format. The communications message will be created and
sent to the Project Manager for approval and distribution. A more detailed description of this process
follows:
Identify Message Content
Within our project Communications Plan, we will identify the types of communications events and
messages required to keep stakeholders informed of the project's progress. During the Project
Lifecycle, the communications team will review the Communications Plan to identify the messages
that need to be distributed, and how and when to distribute them. When a communications need is

raised, the first step in the Communications Management Process will be to determine the content of
the message to be distributed.
Examples of message content that needs to be regularly distributed for this project include:
Current status of the overall project delivery against the:
Schedule listed in the Project Plan

Budget listed in the Financial Plan
Quality targets listed in the Quality Plan
Specific deadlines for completion of project deliverables

Completion of deliverables and achievement of project successes
Changes to project resourcing, timeframes, scope or deliverables
Risks identified and actions to be taken to avoid, transfer or mitigate them
Specific issues identified and actions taken to resolve them
Identify Message Audience
Once we have identified what needs to be communicated, the next step is to identify to whom it
needs to be communicated. The audience for each communications message may include such
recipients as the:
Entire project team

Project management team
Project Board
External stakeholders
Identify Message Timing
After specifying the type and the audience of the message, we will need to identify when the
communications message will be delivered. In some cases, regular communications such as weekly
Project Status Reports or monthly newsletters may be necessary. In other cases, a one-off
communication event such as a project change notification may be more appropriate. For each
communications event, the Project Manager will need to be satisfied that the regularity and exact
timing of each communication is suitable.
Identify Message Format
Having decided on the message content, audience and timing, the next decision is the how to
distribute the communications message. We will use a wide variety of media to communicate
messages within our project, including:
Press releases
Internal newsletters

Project Status Reports
Presentation materials
Website news releases
Internal project memos
The Project Manager is responsible for ensuring that the correct message format is used for each
communications activity within the Project Lifecycle.
Create Message
With clear agreement as to the message content, audience, timing and format, the Communications
Team will create a first draft of the message content. The Project Manager will review the content and
suggest changes as required. When the Communications Team has completed the final draft, it is
submitted to the Project Manager for her approval and distribution.
2.3 Communicate Message
The final step in this Communications Management Process is the approval and distribution of the
communications message to the specified audience. A description of this process follows:
Approve Message
Once the final draft of the message has been created, the Project Manager will review and approve it
prior to distribution. Depending on the nature of the message, the Project Manager may need to seek
guidance or final approval from the Project Sponsor first. Examples of such messages include:
Actions required to resolve risks or issues that are critical to the project success
Major changes to the project scope, objectives, deliverables or schedule
Substantial, imminent project delays or instances of over-spending
The need to close the project prematurely
Communicate Message
After the communications message has been approved, it is distributed to the delegated
communications audience. The Project Manager will usually be responsible for distributing all
communications messages as this provides a central source for the communication of information
relating to the project. It also ensures that the message being distributed has the endorsement of the
Project Manager, and prevents information being distributed by the "wrong people" at the "wrong
time" - which is a common problem experienced in the industry.
Having distributed the communications message, the Communications Team will seek feedback from
the recipients to ensure that the information was received accurately and efficiently.
The Communications Manager must keep a Communications Register up-to-date to enable the Project
Manager to monitor and control communications activities throughout the Project Lifecycle.

The following table lists the key steps in the Communications Management Process and their regular
Communications Identify Message Identify the content of the Within the timeframes stated
Team Content message to be distributed in the Communications Plan
Identify Message Identify the audience of Within the timeframes stated

Audience the message to be in the Communications Plan
distributed
Identify Message Identify the timing for the Within the timeframes stated
Timing message to be distributed in the Communications Plan
Identify Message Identify the format of the Within the timeframes stated
Format message to be distributed in the Communications Plan
Create Message Create the message to be Within the timeframes stated

distributed in the Communications Plan
Project Manager Approve Message Approve the message to be Within five working days after
distributed the message is approved
Communicate Distribute the approved Within five working days after

Message message the message is approved
3 Communications Management Roles

To ensure that the Communications Management Process is undertaken as specified in this document,
the following roles will be allocated.
3.1 Communications Team
The Communications Team is responsible for:
Identifying communications events as listed in the Communications Plan

Defining the message content, audience, timing and format
Drafting all communications messages for the project
Obtaining feedback for all project communications messages
3.2 Project Manager

Approving all communications messages for the project
Requesting special approvals from the Project Sponsor if required
Distributing all communications messages within the project
Identifying and resolving any communications issues that arise
4 Communications Management Documents

Two key documents are required to undertake this Communications Management Process
successfully: a Status Report and a Communications Register. A description and template for each
document is provided in the following sections:
4.1 Project Status Report
The purpose of the Project Status Report is to keep the relevant project stakeholders regularly
informed of the overall progress of the project. The Project Status Report will be sent to the Project
Management Team and the Project Board every two weeks throughout the entire Project Lifecycle.
The project team will use the following Project Status Report to regularly communicate the overall
status of the project:
Project Status Report

PROJECT DETAILS
Project Name: OutSourceIT Report Recipients: Names
Project ID: Identifier Report Prepared By: Name
Project Sponsor: Name Report Preparation Date: Date
Project Manager: Barbara Sampson Reporting Period: Dates
EXECUTIVE SUMMARY
Project Description: Summarize the overall project achievements and progress made to date.
Overall Status: Describe the overall status of the project.
Project Schedule: State whether the project is currently on schedule.
Project Expenses: State whether the project is currently operating within budge.
Project Deliverables: State whether the customer has accepted the deliverables produced.
Project Risks: Describe the status of high priority risks.
Project Issues: Describe the status of high priority issues.
Project Changes: Describe any project changes made during the reporting period.
DETAILED STATUS REPORT
Project Schedule
Show the status of the project delivery against schedule, by completing the following table:

Scheduled Actual Forecast
Actual Forecast
Deliverables Completion Completion Completion Summary
Variance Variance
Date Date Date
Deliverable Date Date Days Date Days Description
This table describes the:

"Deliverables" (the deliverables listed in the Project Charter)
"Scheduled Completion Date" (the date by which each deliverable was scheduled for completion)
"Actual Completion Date" (the actual date when each deliverable was completed)
"Actual Variance" (the difference between the Actual and Scheduled completion dates)
"Forecast Completion Date" (the new date why which the deliverable is forecast to be completed)
"Forecast Variance" (the difference between the Forecast and Scheduled completion dates)
"Summary" (a summarized description of the project's delivery against the schedule; i.e. To
Schedule, Under Schedule or Over Schedule)
Project Expenses
Show the status of the project delivery against budget, by completing the following table:
Expense Budgeted Actual Actual Forecast Forecast

Summary
Type Expenditure Expenditure Variance Expenditure Variance
Type $ / / / other $ / / / other $ / / / other $ / / / other $ / / / other Description

currency currency currency currency currency
"Expense Type" (each type of expense, such as labor and equipment, per the Financial Plan)
"Budgeted Expenditure" (the amount of expenditure originally budgeted for each expense type)
"Actual Expenditure" (the total amount of expenditure to date for each expense type)
"Actual Variance" (the difference between the Actual and Budgeted expenditures)
"Forecast Completion Date" (latest total forecast expenditure, for each expense type)
"Forecast Variance" (the difference between the Forecast and Budgeted expenditures)

"Summary" (a summarized description of the project's delivery against budgeted expenditure;
i.e. To Budget, Under Budget or Over Budget)
Project Effort
Show the status of the actual vs. forecast effort, by completing the following table:
Budgeted Actual Actual Forecast Forecast

Activities Summary
Effort Effort Variance Effort Variance
Description Days / Weeks Days / Days / Days / Days / Description

/ Months Weeks / Weeks / Weeks / Weeks /
Months Months Months Months
"Activities" (list of activities that staff spend effort on)
"Budgeted Effort" (the amount of effort originally budgeted for each activity)
"Actual Effort" (the current total amount of effort for each activity)
"Actual Variance" (the difference between the Actual and Budgeted effort)
"Forecast Effort" (the latest total forecast effort for each activity)
"Forecast Variance" (the difference between the Forecast and Budgeted effort)
"Summary" (a summarized description of the project's delivery against budgeted effort; i.e. To
Budget, Under Budget or Over Budget)
Project Quality
Show the status of the project delivery against the quality targets, by completing the following table:
Deliverables Quality Target Quality Achieved Quality Variance Summary
Description Description Description Description Description

"Deliverables" (the deliverables listed in the Project Charter)
"Quality Target" (the quality targets defined for each deliverable, as per the Quality Plan)
"Quality Achieved" (the extent to which each deliverable has met the quality targets)
"Quality Variance" (the difference between the Quality Achieved and the Quality Target)
"Summary" (a summarized description of the project's delivery against the Quality Targets set;
i.e. Target Not Met, Target Met or Target Exceeded)
Project Risks
Describe each risk, and rate its likelihood and potential impact on the project, by completing the
following table:
Risks Likelihood Impact Summary
Description Rating (High, medium, Low) Rating (High, medium, Low) Description of Status

"Risks" (the High Priority risks raised during the reporting period)
"Likelihood" (the Likelihood rating of each identified risk)
"Impact" (the Impact rating of each identified risk)
"Summary" (a description of the risk status; i.e. Open, Mitigated, Transferred or Avoided)
Project Issues
Describe each high priority issue, and rate its likelihood and impact on the project, by completing the
following table:
Issues Impact Summary
Description Rating (High, medium, Low) Description of Status

"Issue" (the High Priority issues raised during the reporting period)
"Impact" (the Impact rating of each identified issue)
"Summary" (a description of the issue status; i.e. Unresolved or Resolved)
4.2 Communications Register
The purpose of the Communications Register is to record the current status of each communications
message for the project. It allows the Project Manager to monitor and control all communications
messages to ensure that the right information is being communicated to the right people at the right
time. The following Communications Register will be used by this project.
Summary Description
I Statu Date Approve Dat Sen Sen Typ Messag File Feedbac
D s Approve d By e d By d To e e Locatio k
d Sent n
The following table describes the columns included within the Communications Register above.
Column Description
ID Unique identifier for each formal communications message distributed within the
project
Status Current status of the communications message:

I = "Identified" (i.e. message has been identified)
D = "First Draft" (i.e. message is in first draft form)
F = "Final Draft" (i.e. message is in final draft form and awaiting approval)
A = "Approved" (i.e. message is approved and ready for distribution)
D = "Distributed" (i.e. message has been distributed to the target audience)
Date Date the Final Draft was approved for distribution

Approved
Approved Name of person who approved the message for distribution (usually the Project
By Manager)
Date Sent Date the communications message was distributed
Sent By Name of person who distributed the communications message (usually the Project
Manager)
Sent To Names of recipients of the communications message
Type Type of Communication, such as:

PR = "Press release"

IN = "Internal newsletter"
SR = "Project Status Report"
PM = "Presentation material"
NR = "Website news release"
IM = "Internal project memo"
Message Summary description of message content
File Actual location of the distributed communication item (e.g. file location)
Location
Feedback Description of feedback received regarding the communications message sent
Communications Management within the OutSourceIT Project. By following each of the steps listed,
we will be able to carefully monitor and control the communications messages distributed and
therefore increase our changes of delivering this project successfully.

Project Closure Report Example Customer Profile
Project Manager: Daniel Green
Today's workforce is constantly on the move. Project Name: SpeedMail Project
Professionals at every level need to access email,
Project Base Communications
solve problems and make decisions faster and
Organization:
more efficiently than ever before. To help people
communicate with others when it's convenient, Project Type: New Service Provision
you really need the ability to send and receive
Project Manager: Daniel Green
email from you mobile phone. While mobile email
technology has been around for some time, it has Project Activity: Perform Project Closure
usually required a separate computer server on
the customer's premise and new software to route This Example describes the Project Closure
email to the World Wide Web. Report used within this project. The project,
places, people and organizations described
With a new solution developed by are fictional but provide a realistic scenario to
telecommunications innovator, Base help you.
Communications, that is no longer the case. The
latest project (the SpeedMail Project) to come out
of the Base Communications R&D laboratory has
enabled us to offer our customers a seamless
email messaging service for their mobile phones,
with no equipment required. With the SpeedMail
solution, our clients, private and corporate alike,
can simply text us details of their email account
providers and within one hour, they will be
connected to their Internet Service Providers to
push and pull email to and from their mobile
device.
That means that within a very short period of time

of signing up for this service, our customers can
manage their personal and corporate email from
any user account (e.g. hotmail, yahoo or a
business email account) by using their mobile
phones. We have also provided services enabling
our customers to:
Manage email locally by setting up email folders on their mobile phones
Compose, read and delete emails 24 hours a day from any location in the world with mobile
coverage
Email securely with end-to-end data encryption
As the Project Manager, I was personally responsible for the delivery of this project. Over the past
12 months, we have produced all of the required deliverables on time and within budget and we are
now ready to formally close the project.. To gain approval to undertake the actions needed to
perform project closure, I have documented the following "Project Closure Report," which will be
presented at the next Project Board meeting.

Project Closure Report for
SpeedMail Project
1 Project Completion
The SpeedMail Project was formed to create a new Base Communications service, whereby customers
could gain full access to their personal and corporate email through their current mobile phone. The
project is now complete, and we seek approval from the Project Board to formally close the project.
This report lists each of the actions required to close the project and hand over the solution to the
Base Communications team.
1.1 Completion Criteria

I have personally reviewed the completion status for this project and determined that we have met
each of the Completion Criteria required to close the project, as stated in the original Project Project
Charter. The results of my review are listed in the following table:
Completion
Original Completion Criteria Satisfied?
Category
Project Objective To deliver a mobile email solution that enables customers to send, Yes
receive, delete and manage personal and corporate email from
their current mobile phone
To connect new customers to this service within one hour of Yes

texting us their email account provider details
To deliver this new service at a price and cost that increases our Yes
overall company profitability
Project Benefits We are able to increase our customer base through efficient Yes
corporate marketing of this new service
We are able to retain our existing customer base by strengthening Yes

our partnership with customers
We are able to strengthen our brand in the market, by creating a Yes

unique selling position around this service
Project The communications and technology infrastructure required to Yes

Deliverables operate this service
The training of our support team and provision of operational Yes

documentation required to operate this ongoing service
The creation and execution of a Marketing Plan needed to promote Yes

this new service to new and existing customers (With an average
of 2,500 customers signed up to the new service, we are currently
gaining a new customer on average every 30 minutes during our
usual business hours.)
Each of the deliverables listed in the table above are 100% complete and ready for handover to the
business for ongoing support.

1.2 Outstanding Items
There are a few outstanding items that require completion during the closure of this project.
Outstanding Completion
Action Required
Item Date
Creation of an online We need to work with the Marketing Department to September 15
marketing campaign initiate an internet marketing campaign to new potential
online users worldwide of the new service offered by
Base Communications
Communications We have nearly completed the communications events September 7

Events required to inform the entire business of the benefits of
this new service.
Press Releases With the press campaign around the release of this new September 30
product nearing completion, we are now waiting on the
publication of articles in various periodicals.
2 Project Closure
Having met the completion criteria stated above, we are now ready to close the project. This section
lists the actions required to formally close this project:
1. Hand over the deliverables and documentation to the respective Base Communications teams
2. Terminate the existing supplier contracts and initiate new contracts for ongoing support
3. Release project staff, premises, equipment and materials
4. Communicate project closure to all the stakeholders
2.1 Deliverables
The first step to be taken to close the project involves the handover of the deliverables to the
respective Base Communications teams. The following actions must be taken:
Project Completion
Action Required
Deliverable Date
Telecommunications Hand over responsibility for managing the September 16
Infrastructure telecommunications cabling, mast, transmitter/receiver
and routing infrastructure to the Base Communications
Infrastructure team
IT Infrastructure Hand over responsibility for managing the IT server, September 16

operating system and software to the Base
Communications Information Technology team
Customer Support Hand over responsibility for managing customer calls to September 23
Services the Base Communications Customer Support team
Marketing Activities Hand over responsibility for managing the ongoing September 15
marketing of this new mobile service to the Base
Communications Marketing team
Training Activities Hand over responsibility for performing ongoing training September 16

to the Base Communications Training team
2.2 Documentation
When we hand over responsibility for managing this new mobile service, we will simultaneously
provide teams with the following documentation:
Completion
Project Document Action Required
Date
Telecommunications Hand over to the Infrastructure team, the September 16

Infrastructure telecommunications documentation for:
Documentation Architecture and Design
Testing and Acceptance
Operations
IT Infrastructure Handover to the Information Technology team, the IT September 16

Documentation documentation for:
Analysis and Design
System and User Testing
Support
Customer Support Handover to the Customer Support team, the procedural September 23
Services documentation for:
Documentation First-line Customer Inquiries
Second-line Technical Support
Third-line Supplier Support
Marketing Activities Hand over to the Marketing team, the: September 15

Documentation Market Research Results
Marketing Strategy and Plan
Training Activities Hand over to the Training team, the manuals for: September 16
Manuals Customer Support Training
Telecommunications Infrastructure Training
Information Technology Training
2.3 Suppliers
In order to properly execute this project, a number of external suppliers were tasked with the
completion of a scope of work, under formal supplier contracts. Now that we are ready to close this
project, we need to terminate these supplier contracts and endorse new agreements for the ongoing

support of the solution.
Supplier Completion
Action Required
Contract Date
Construction Inform the supplier of the satisfactory completion of the September 30

Contract No: scope of work defined in the contract
NS5-247
Make the final payment due to the supplier
Inform the supplier that the terms of the contract are now
complete and the contract has been terminated
Cabling Allow the contract to lapse on the due date specified September 23
Contract No:
NS5-248 Inform the supplier that the contract has lapsed and that no
further work is required
Technical Extend the existing contract by one month to support the September 30
Writing business with amendments to the documentation as
Contract No: required
NS5-249
New Contracts Approve new service contracts for third-line support of the: September 23
IT and Telecommunications Infrastructure
Third-level Customer Support
(Note: These contracts have already been created and

negotiated with preferred suppliers and are ready for approval.)
2.4 Resources
After the handover of each project deliverable and the termination of each supplier contract, we will
be ready to release the resources allocated to this project by completing the actions listed in the
following table:
Project Completion
Action Required
Resource Date
Staff Release project contractors by canceling their agreements October 7
Reallocate team members to other roles in the business
Equipment Cancel the leases for all office furniture and equipment October 5
Terminate the rental of telecommunications and IT equipment
Materials Sell and dispose of all project materials October 5
Premises Cancel the lease for the Project Office October 7
Cancel power, telephone, cleaning and all other services

2.5 Communications
Having completed all the above actions, we will have taken all the necessary steps to close the
physical project. The final step will be communicating project closure to project stakeholders. The
following actions will be undertaken:
Audience
Message Method Date
to
of
communicate to communicate of communication
communication
to
Project Advise that the actions required to close the Presentation at October 12
Board project have now been completed and the final project
project status is now officially "closed" Board Meeting
Project Advise that the project is now closed Formal letter October 14
Team
Inform staff of new exciting projects soon to
be initiated within the business
Project Advise that the project has been successfully Formal letter October 18
Suppliers completed
Thank suppliers for their participation in the

project's success
Wider Advise that the project is complete Email October 21

Company announcement
Thank employees for their assistance in
making the project a success
3 Approval
In order to undertake the actions needed to close the SpeedMail project, we respectfully request the
Project Sponsor's approval on behalf of the Project Board.
Name: David Williams
Role: Project Sponsor
Signature: __________________
Date: ___ / ___ / ___
I, David Williams, acting as the Project Sponsor for the SpeedMail Project grant approval to close this
project by completing the actions specified.

Post Implementation Review Customer Profile
Example
Project Name: SpeedSack Project
Project Manager: Jessica Thompson
National Packages Ltd makes plastic bags for large Project National Packages Ltd
supermarkets and retail chains. Historically, stores Organization:
have chosen National as their preferred supplier of
Project Type: Manufacturing
plastic bags, because the company makes a higher
Equipment
quality product than any of its competitors in the
marketplace. However, over the past two years Project Manager: Jessica Thompson
stores have become increasingly aware of the cost in
providing customers with plastic bags. They are now Project Activity: Review Project
requiring the same quality of bags at a cheaper rate Completion
than ever before.
This Example describes the Post
While our competitors have resisted dropping their Implementation Review used within this
prices, National Packages decided to drop the retail project. The project, places, people and
price of each pack of bags by more than 25% in the organizations described are fictional but
past nine months. To enable us to continue to provide a realistic scenario to help you.
produce bags at a profit while reducing the retail
price, we decided to upgrade our manufacturing
processes and machinery to lower our cost of
production. With new machines, we have been able
produce a larger number of bags at a cheaper cost.
This enabled us to reduce the retail price of our
product, increase our competitive advantage and
maintain company profitability.
Due to the critical nature of this machine upgrade

for the business, the National Packages Board of
Directors decided to establish a formal project to
manage its implementation. I was appointed as the
Project Manager and was lucky enough to recruit a
highly skilled team to help me implement it. Within
eight months, we procured and installed the new
machinery and processes needed to lower operating
costs and increase processing throughput.
The project was completed six weeks ago and an

independent consultant was appointed to perform a
Post Implementation Review. The following
document, created by the consultant, is the final
record of the project.

Post Implementation Review for
SpeedSack Project
1 Executive Summary
On 2nd October, National Packages Ltd initiated the SpeedSack Project for the purpose of upgrading
the existing manufacturing machinery to increase the throughput of product. The Project Manager
successfully initiated and planned the project by clearly setting out the project direction, scope,
structure and implementation approach. She also successfully acquired a skilled team of designers
and engineers to carry out the project.
Until the point that the machinery was configured and installed, the project was on schedule and
within budget. However, unforeseen problems with configuring the new machinery caused substantial
delays and unbudgeted expenditure. These problems resulted in the project being delivered 25% over
schedule and 33% over budget. The project did, however:
Meet the stated vision and objectives
Operate within the scope initially defined
Result in the creation the required deliverables
The key achievement of the project was the implementation of a new manufacturing machine, which
increased the throughput of product and reduced manufacturing costs. The key lesson learned on this
project was to perform a feasibility study prior to beginning the detailed planning phase.
2 Project Performance
This section describes how the project performed against the original targets set.
2.1 Benefits
The following table describes the actual benefits realized by the business vs. those forecast in the
Business Case.
Benefit Forecast Value Actual Value Deviation
Increase in product quality 10% reduction in failure 18% reduction in failure +8%
rate rate
Reduction in manufacturing 25% reduction 35% decrease +10%

cycles
Reduction in manufacturing 25% decrease 30% decrease +5%

costs

2.2 Objectives
The following table describes the achievement of the objectives as specified in the Project Charter.
Objective Achievement Shortfall
To implement new None

New equipment installed
manufacturing equipment
that enables us to increase
None
the throughput of product Throughput increased
and reduce operational
costs None
Costs decreased
To improve the efficiency None

Process efficiency greatly improved
of manufacturing processes
None
All visible inefficiencies removed
To train existing staff in the None

All operators and engineers trained
use and maintenance of
the new machinery
Assistance
External assistance still required
required
To redesign the factory None

Factory redesign complete
layout based on
requirements for the new
None
machinery Logical layout achieved
Note: Additional external engineering assistance will be required for the next three more months,
until the machine has been tuned to its optimal level of performance.
2.3 Scope
The following table describes whether the project deviated from the scope defined in the Project
Charter.
Original Scope Actual Scope Deviation
Limited to the None

Delivered within the original scope
replacement of the
primary manufacturing
(cutting, sealing and
printing) machine
Limited to the redesign None

of the factory layout in
relation to the new
machine
Limited to the redesign None

of the manufacturing
processes required to
support the new
machine

2.4 Deliverables
The following table lists the achievement of the deliverables and the quality targets as stated in the
Quality Plan.
Quality
Deliverable Quality Criteria % Achievement
Standards
New manufacturing high cycle rate 0.25 sec.

120%
(cutting, sealing low fault rate processing cycle
and printing) < 0.1%=""
machine product="">
Efficient changeover < 1="" hour="" 30-minute downtime

to new machine downtime,="" experienced
with minimal effect during="" which=""
on the business processing=""
Minimal effect on stopped="" for=""
manufacturing change-over=""
schedule to="" the=""
new="">
Redesign of manual Reduction in 25% reduction in 15% reduction in manual

processes required manual processes manual processes
to operate machine processes
required
Redesign of factory Efficient factory Sufficient space Sufficient space made

layout required to layout design for new machine available
house machine
Training of All staff trained and No external

Operators trained
operators and rated as highly assistance
engineers required competent required by
to use and support operators or Engineer training insufficient
the machine engineers after
completion of
training
2.5 Schedule
The following schedule depicts the forecast vs. actual timeframes for the completion of the project.

Overall, the project exceeded the budgeted timeframe by 25%.
2.6 Expenses
The following table lists the actual vs. budgeted expenditure for the project.
Expense Types Budgeted Expenditure Actual Expenditure Deviation
Project Initiation $10,000 $8,000 -$2,000
Project Planning $25,000 $18,000 -$7,000
Redesign Factory Layout $85,000 $92,000 $7,000
Install New Machine $750,000 $1,125,000 $375,000
Define New Processes $125,000 $105,000 -$20,000
Train Staff $22,000 $20,000 -$2,000
Machine Changeover $15,000 $12,000 -$3,000
Project Closure $2,000 $1,500 -$500
Total $1,034,000 $1,381,500 $347,500
Overall, the project exceeded the budgeted expenditure by 33%.

2.7 Resources
The following table lists the actual vs. budgeted human resource levels for the project.
Resource Types Forecast Resource Actual Resource Deviation
Project Manager 1120 hrs 1340 hrs 220 hrs
Project Administrator 560 hrs 750 hrs 190 hrs
Project Process Engineer 480 hrs 515 hrs 35 hrs
Project Design Engineer 520 hrs 720 hrs 200 hrs
Project Machine Engineer (2) 1280 hrs 1620 hrs 340 hrs
Project Trainer 220 hrs 200 hrs -20 hrs
Total 4180 hrs 5145 hrs 965 hrs
Overall, the project exceeded the budgeted resource levels by 23%
3 Project Conformance
The following sections identify the extent to which the project has conformed to the management
processes set forth in the Project Project Charter.
3.1 Time Management
Checklist Yes or No
Was a clear schedule outlined in the Project Plan? Yes
Did the schedule include all activities, tasks and dependencies? Yes
Were clear resource estimates outlined in the Project Plan? Yes
Did all staff regularly record time using a Timesheet? Yes
Was the Project Manager required to approve all timesheets? Yes
Were any timesheet issues raised by the Project Manager? Yes
Was timesheet information recorded in the Project Plan? Yes
Did all activities have time recorded against them? Yes
3.2 Cost Management
Checklist Yes or No
Were all expense types identified in the Financial Plan? Yes
Were all expenses adequately quantified in the Financial Plan? Yes
Did the project actually incur all the expenses planned? Yes

Were Expense Forms completed for all project expenses? Yes
Were invoices and receipts kept for expenses incurred? Yes
Was the Project Manager required to approve all project expenses? Yes
Were the approval procedures diligently followed? Yes
Were all expenses recorded in an Expense Register? Yes
Was the Expense Register monitored to assess total expenditure? Yes
Did project spending remain within the original budget? No
Was the project completed without the need for additional funding? No
Was the customer satisfied with the overall level of expenditure? No
3.3 Quality Management
Checklist Yes or No
Were all project deliverables identified in the Quality Plan? Yes
Were clear quality targets identified? Yes
Were quality criteria and standards specified? Yes
Were clear quality assurance techniques identified? Yes
Did quality assurance reviews take place regularly? Yes
Were clear quality control techniques identified? Yes
Did quality control take place regularly? Yes
Were quality management roles formally defined? Yes
Did staff members operate according to their defined Quality Roles? Yes
Were all deliverables recorded in a Quality Register? Yes
Were Quality Review Forms completed for all quality reviews? Yes
Were quality deviations formally tracked? Yes
Were quality improvement actions actually undertaken? Yes
3.4 Change Management
Checklist Yes or No
Were all changes managed through the formal change process? Yes
Were Change Request Forms completed for all changes? Yes
Did the Change Manager review Change Request Forms? Yes
Were all approved changes implemented as required? Yes
Did staff operate according to their defined Change Role? Yes

Were all changes recorded in a Change Register? Yes
Was the business impact of every change adequately anticipated? Yes
Was every change handled without new risks or issues? Yes
Was every change handled without additional cost to the project? Yes
3.5 Risk Management
Checklist Yes or No
Were all important project risks identified early in the project? Yes
Were all risks managed through a formal risk process? Yes
Were Risk Forms completed for all important risks? Yes
Did the Project Manager review all Risk Forms? Yes
Were risks rated appropriately for likelihood and impact? Yes
Was a clear mitigation plan outlined for each identified risk? Yes
Were risk-mitigating actions assigned appropriately? Yes
Were risk-mitigating actions completed accordingly? Yes
Did staff members operate according to their defined Risk Roles? Yes
Were all risks recorded in a Risk Register? Yes
Were all risks managed without the need for a Change Request? Yes
Were all risks managed without impact to the project? Yes
3.6 Issue Management
Checklist Yes or No
Were all project issues identified during the project? Yes
Were all issues managed through a formal issue process? Yes
Were Issue Forms completed for all identified issues? Yes
Did Issue Forms describe the impact of the issue on the project? Yes
Did the Project Manager review all Issue Forms? Yes
Were clear, recommended actions identified to resolve all issues? Yes
Did the Project Board review all Issue Forms? Yes
Were all recommended actions undertaken accordingly? Yes
Did staff members operate according to their assigned Issue Roles? Yes
Were all issues recorded in an Issue Register? Yes
Were all issues resolved during the project? Yes

Were all issues managed without resulting in new project risk? No
Were all issues managed to maintain quality level of deliverables? Yes
3.7 Procurement Management
Checklist Yes or No
Was a formal process undertaken to select preferred suppliers? Yes
Was the supplier evaluation process undertaken in a fair manner? Yes
Were detailed contracts signed with all suppliers? Yes
Was each supplier provided with a Statement of Work? Yes
Were formal supplier performance reviews performed regularly? Yes
Were all supplier issues raised with the Project Manager? Yes
Were all supplier issues resolved appropriately? Yes
Were all supplier issues recorded in an Issue Register? Yes
Were all supplier issues resolved during the project? Yes
Were all supplier issues managed to prevent any new project risk? Yes
Were all supplier issues managed to maintain quality of deliverables? Yes
Were clear payment milestones identified for each supplier? Yes
Were all supplier contracts terminated at their planned end dates? Yes
Was the procurement completed without legal issues? Yes
3.8 Acceptance Management

Checklist Yes or No
Were clear acceptance criteria outlined in the Acceptance Plan? Yes
Was customer acceptance requested for all completed deliverables? Yes
Was an Acceptance Form completed for each deliverable? Yes
Were acceptance tests undertaken for each deliverable? Yes
Was the customer involved in all acceptance reviews? Yes
Were the acceptance tests adequate? Yes
Were the test results recorded in an Acceptance Register? Yes
Has the customer formally accepted all deliverables? Yes
Were Acceptance Management Roles formally defined? Yes
Did staff operate according to their Acceptance Roles? Yes

3.9 Communications Management
Yes or
Checklist
No
Did the Communications Plan clearly identify the intended target audience, message Yes
and methods to be used?
Were regular reports distributed to key project stakeholders? Yes
Did Project Status Reports clearly identify progress, risks and issues? Yes
Was the Project Board kept regularly informed of progress? Yes
Was the Project Team kept regularly informed of progress? Yes
Was the Customer kept regularly informed of progress? Yes
Was there a clear escalation path for urgent project matters? Yes
Were all project decisions clearly documented and communicated? Yes
Was the Project Closure clearly communicated to all stakeholders? Yes
Was the project free of communication issues? Yes
Was the project free of communication risks? Yes
Were all communication issues managed without impact to the project? Yes
Were expectations of the Project Board and customer well managed? Yes
Was the project perceived to be a success? Yes
4 Project Achievements
The major achievements delivered by this project are listed in the following table.
Achievement Effect on Business
Implementation of a new manufacturing Customers now receive product faster and cheaper than
machine has increased the throughput of ever before. This has led to a new competitive
product and reduced operating costs. advantage, a 20% increase in revenue and a 25%
increase in company profit.
The efficiency of the manufacturing Product contains fewer defects, employees are happier
process has been greatly improved. in their roles, and the manufacturing process is much
easier to measure.
The factory layout is now far more There are fewer safety incidents and space has been
practical, safe and efficient. created for an additional machine in the event of
further company growth.

5 Project Failures
The following table lists the failures experienced by this project and their effects on the business.
Failure Effect on Business
The project exceeded The additional $347,500 required to complete the project was outside
the budgeted the original budget and needed to be financed at a high rate of interest.
expenditure by 33%.
The project exceeded Product scheduled for production on the new machine had to be
the budgeted timeframes rescheduled for processing on the old machine, leading to delays in
by six weeks product shipment.
The project exceeded Staff members working in other areas of the business needed to be
the budgeted resource reallocated to help complete this project. Their other assignments were
levels by 23% consequently delayed by 23%, resulting in an additional cost of
approximately $134,250.
6 Project Lessons Learned

This table lists the lessons learned from this project and makes recommendations for increasing
success of future projects.
Learning Recommendation
We needed to identify potential While completing the Business Case, we should perform a
machine configuration issues Feasibility Study to identify the likelihood that the project can
earlier in the Project Lifecycle. deliver the solution within budgeted costs and timeframes.
The timeframes and budget set We need to add a reasonable amount of contingency to allow for
did not allow for any machine configuration and other potential issues, using prior
contingency. machine installation timeframes as a guideline for setting project
budgets.
7 Appendix
7.1 Supporting Documentation
The following documents are attached to this Post Implementation Review:
Detailed Project Plan and Financial Plan depicting performance against schedule and budget
Business Case, Project Charter, Quality Plan and Project Closure Report
Company Reports for the first six weeks of operation of the new machine vs. the same period last
year


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Examples and Case Studies

Method Project Management Methodology Page 1 of 190

Why should I use an Example?

How do I use Examples?

Which Examples are available?

Why should I read an Example?

Provide you with useful examples of activities undertaken by Project Managers

Help you generate ideas for completing each project activity

How do I use an Example?

Method Project Management Methodology Page 2 of 190

Method Project Management Methodology Page 3 of 190

Installing the infrastructure, including roads,

Method Project Management Methodology Page 4 of 190

The provision of water, electricity, telephone and drainage services

Method Project Management Methodology Page 5 of 190

Deliverable Components Description

Services Water Provide essential drinking and wastewater services to each

Electricity Provide essential electrical services to each dwelling. This

Telephone Provide essential telephone services to each dwelling. This

Drainage Provide essential drainage services to each dwelling. This

Street Lighting Install 83 streetlights spread 30 meters apart to provide

Method Project Management Methodology Page 6 of 190

Checkpoint Construct a Security checkpoint office (by converting the

Landscaping Communal Complete communal landscaping including center medians for

Residential Complete basic landscaping for each property by providing flat,

Children's Play Construct a small pre-fabricated adventure playground for 5-12

Park Build an open grass park in the center of the community, 80

Method Project Management Methodology Page 7 of 190

Project Alan Fletcher Oceanic Properties Assigned 15 August

Project Anthony Davis Oceanic Properties Assigned 25 August

Richard Hall Oceanic Properties Assigned 25 August

Nancy Roberts Wrights Construction Assigned 25 August

Christopher Wrights Construction Assigned 25 August

Project Mark Harris Wrights Construction Assigned 25 August

Project Stephen Miller Wrights Construction Unassigned N/A

Gary Jackson Wrights Construction Unassigned N/A

Ann Walker Wrights Construction Unassigned N/A

Method Project Management Methodology Page 8 of 190

The Project Sponsor will be primarily responsible for:

Leading the Project Board as Chairman

The Project Board will be primarily responsible for:

Overseeing the progress of the project

The Project Manager will be primarily responsible for:

Delivering the project on time, within budget and to specification

The Project Leaders will be primarily responsible for:

Method Project Management Methodology Page 9 of 190

Phase Overall Approach

We will establish an on-site Project Office (a Wrights' project equipped shipping

Method Project Management Methodology Page 10 of 190

Method Project Management Methodology Page 11 of 190

Milestone Date Description

Roads complete 31 December Roads, parking and street lighting is complete.

Project Activity Impacts Is Impacted by Criticality Date

Construct Showcase N/A Operation of all water High 30th

Install Services Create Access N/A High 30th

4.5 Resource Plan

Role Start Date End Date % Effort

Project Board (3) 1 April 2005 1 Jan 2007 10%

Project Sponsor (1) 1 April 2005 1 Jan 2007 25%

Project Manager (1) 1 Jan 2005 1 Jan 2007 100%

Team Leaders (1) 1 Feb 2005 1 Jan 2007 100%

Road Access Team (15) 30 Sept 2005 1 Jan 2006 100%

Method Project Management Methodology Page 12 of 190

Roadside Landscaping Team (4) 1 Oct 2005 1 July 2006 100%