Project Management Plan for

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[Project Name]

[Project ID]

Prepared by: Date:

[Name], Project Manager

Approved by: Date:

[Name], Project Sponsor

Approved by: Date:

[Name], Executive Manager

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PROJECT MANAGEMENT PLAN

The Project Management Plan defines how the project is executed, monitored and controlled, and closed, and sets the project baselines from the planning process. The plan’s content will vary depending on the type of project and the complexity of the project.

This plan is developed during project planning and approved prior to project execution. The project manager will update the plan as needed and track these changes.

[Project Manager Instructions: Keep the text at the beginning of each section for the sponsors and stakeholders. Next, describe the process you will use to reach these objectives. Then, give any specific information that relates to your project for each section.

Comments contained in brackets, [], are guidance that must be reviewed and customized for the given project. Delete the highlights after section completion.

To update the Table of Contents (TOC), right click on the TOC, click the Update Table tab that appears, choose Update entire table, and then click OK.]

Project Summary

[Provide a high‐level narrative summary of the project. Note that many of the details will be described under Scope Management.]

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1 Scope Management

This section describes how the project scope will be defined, documented, verified, managed, and controlled by the project management team. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project.

1.1 Scope Statement

The project scope statement describes the project’s deliverables and the work required to create those deliverables. It provides a common understanding of the scope among stakeholders.

Product scope description. Characteristics of the product, service, or result described in the project charter and requirements documentation.

[Description here.]

Product acceptance criteria. Process and criteria for accepting completed products, services, or results.

[Description here.]

Project deliverables. Outputs of the project and associated documentation.

[Description here.]

Project exclusions. Items that are out of the scope for the project.

[Description here.]

Project constraint. Factors that limit options and that may affect the performance of the project.

[Examples of constraints are a predefined budget; dates or milestones issued by the customer or organization; endangered species; contractual obligations.]

Project assumptions. Factors that are considered certain and that may affect the performance of the project if they prove to be false.

[Description here.]

1.2 Work Breakdown Structure (WBS)

The WBS organizes and defines the total scope of the project and is a deliverable‐oriented hierarchy of the work to accomplish the project objectives. Significant work packages will have a Statement of Work, which is the contract between the project manager and work package manager or vendor.

[Example: Following are the work packages and deliverables for the project.]

Work Package Deliverable

Person Responsible

Schedule Milestone

Work Order Estimated Cost

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[Example: Work packages and deliverables are documented on the project website (insert hyperlink).]

1.3 Manage Requirements

This section documents how requirements will be analyzed, documented, and managed throughout the project.

Components may include:

1. How requirements will be planned, tracked and reported

2. Configuration management activities—how changes to the requirements will be managed 3. Requirements prioritization process

4. Product metrics

5. Traceability matrix—to link and track requirements through the project lifecycle

[Construction example: The architects will develop and maintain building program documents that will be reviewed and signed by the project sponsor. Etc…]

[IT example: Requirements for the project are maintained in the requirements document (insert hyperlink).]

1.4 Manage Change

Integrated change control includes reviewing all change requests, approving changes, and managing changes to the deliverables and project documents.

Project change requests are used to initiate and document changes that affect the project baselines—

scope, schedule, or budget. Changes to the project baselines will follow LCRA policies and guidelines and must be approved by the project sponsor and PMO manager.

The project manager will assess the impact of the change and develop recommendations for implementing the change. Only formally documented, requested, and approved changes will be implemented.

[Example: The work package manager has the authority to approve most minor project revisions. The work package manager is responsible for documenting and communicating the change to the project manager.]

Contract change requests are used to make changes to a contract or purchase order with an outside vendor or provider. These changes must be documented and processed in accordance with LCRA’s procurement policies.

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[Example: Field change orders up to $5,000 may be processed by the project manager. All other changes must be processed through Supply Management.]

2 Schedule Management

This section establishes criteria and the activities for developing and controlling the project schedule.

2.1 Develop Schedule

The project manager will maintain the schedule in PMIS. It will include costs, resources, and contingency requirements according to LCRA project management guidelines. The project schedule baseline will be set at the end of the planning process and before starting project execution.

[Use this chart to identify key project‐level milestones. Note that the milestones identified in the Scope WBS section generally apply more to each work package than to the entire project. For smaller projects, this information may be redundant with the WBS.]

[Example: Following are the key schedule milestones for this project.]

Milestone Target Date

Project schedule baseline set xx/yy/zzzz

Substantial Completion (In Service) xx/yy/zzzz

Formal Acceptance xx/yy/zzzz

Project Close xx/yy/zzzz

2.2 Control Schedule

The project manager will update the schedule in PMIS at least monthly. Changes to the project schedule baseline will follow the change process described in section 1.4.

[Describe any conditions under which outside vendors would develop and/or update the schedule and how the schedules will be integrated with the PMIS schedule.]

3 Cost Management

This section establishes criteria and the activities for estimating, budgeting, and controlling project costs. Project cost management is primarily concerned with the cost of the resources needed to

complete project activities. Project cost management should also consider the effect of project decisions on the cost of using, maintaining, and supporting the product, service, or result of the project.

3.1 Estimate Costs

Project cost estimates are developed using one of three estimating levels: preliminary, budgetary or final. Contingency percentage (or amount) is also determined and disclosed.

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[Example for CIP: This project was recommended to the Board for approval at the budgetary estimating level during the capital planning process. The contingency percentage disclosed in the capital plan was 10%. At the end of planning, the baseline cost estimate is (will be) at the definitive level of estimating accuracy, and the contingency percentage is 9%.]

[Construction Example:]

Item Funding

Source

Work Order FYxx FYxx Total

Internal Labor

Design

Construction

Other

Contingency

G&A

TOTAL

[Technology Example:]

Item Funding

Source

Work Order FYxx FYxx Total

Internal Labor

Outside Services

Hardware

Software

Other

Contingency

G&A

TOTAL

[Example: The project budget is documented on the project website (insert hyperlink).]

[Also describe any ongoing costs or potential O&M cost savings that the project will affect.]

3.2 Determine or Refine Budget Baseline

The project cost baseline will be set at the end of the planning process and before starting project execution. Cost performance, including contingency, will be measured against the project baseline.

[Describe any additional information about the project baseline.]

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3.3 Control Costs

The project manager will update the cost projections for the project at least monthly. The PMO Manager and appropriate management will review these projections as part of the overall project portfolio.

Changes to the project cost baseline will follow the change process described in section 1.4. Changes to the lifetime budget can only be made in accordance with LCRA financial policies and guidelines.

[Describe any additional cost control processes that will be used for this project.]

4 Quality Management

This section describes how the project will implement project quality. Quality is defined as the degree to which a set of inherent characteristics fulfills requirements.

The plan should include efforts at the front end of a project to ensure that the earlier decisions, for example on concepts, designs, and tests, are correct. These efforts should be performed through an independent peer review and not include individuals that worked on the material being reviewed. The benefits of this review can include reduction of cost and schedule overruns caused by rework.

Quality baseline

4.1 Plan Quality

This section identifies the relevant quality requirements and/or standards for the project and product and documents how the project will demonstrate compliance.

[Describe the quality strategy for the project and any quality standards that apply. Consider safety, environmental, regulatory, and legal requirements, as well as quality implications of LCRA policies.

Specify whether a quality baseline will be set and how it would be changed.]

[Construction example. The project will adhere to International Building Codes and to LCRA and OSHA safety standards. In addition, the project will use LEED Green Building Guidelines.]

[Technology example: Project schedule and budget will be measured using standard PMIS reports. The project will follow ITIL guidelines for software testing.]

4.2 Assure Quality

This section describes the process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used. All required project deliverables will be reviewed by the project sponsor and the PMO manager.

[Describe how quality will be tested and measured against the quality standards, including quality milestones.]

[Technology example: The technical team will use standard PeopleSoft/Maximo practices for design, development, testing, and deployment. Test environments will reflect the current production

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environments. The team will develop test plans and logs for unit, system, and integration testing.

Customer signoff of testing results will ensure that the system meets user requirements.]

[Construction example: The following metrics will be used on the project:

 Completion and documentation of all quality review processes

 Compliance for building systems with all commissioning requirements

 100% compliance with building code requirements for Certificate of Occupancy

 100% compliance with accessibility standards.

 Written acceptance by the project sponsor

 Completion of all punch list items

 USGBC LEED Silver Rating (33 points) for sustainable design]

4.3 Control Quality

This section describes how quality results will be monitored and recorded to assess performance and recommend necessary changes.

[Technology example: At the end of development, the project team will review the deliverables with a focus group. Revisions and changes will be made based on this feedback. Other members of the project team will then develop a test plan that they will utilize to conduct system testing after changes have been made based on focus group feedback. Sign‐off on the test plan will be the acceptance of what has been developed and will be the approval for the project team to deploy the system or product.]

[Construction example: The project manager will use the following checkpoints to monitor project quality, and will provide detailed feedback to the PMO Manager, project sponsor and project

stakeholders concerning the audit and review results as defined in the communication plan. The project manager tracks all non‐compliance issues to closure, including escalation as needed.

1. Design reviews. Progress design documents to be reviewed by the project team at the following phases: programming, schematic design 50% & 100%; design development 50%, 75% & 100%;

and construction document 50% & 100%.

2. Submittals. Construction materials and shop drawings will be reviewed for compliance and approved by the general contractor, A/E and Cx Agent.

3. Mock‐ups. Certain items, such as architectural concrete, will have mock‐ups cast on site.

Approved mock‐ups will be used as a comparison to actual work.

4. General inspections. The Construction Coordinator will be dedicated full time on this project for construction inspection and coordination. The A/E team will make periodic site visits to observe compliance.

5. Code compliance. City of Austin will perform plan reviews and required inspections of the building and utilities prior to issuing a Certificate of Occupancy. A third‐party agency will be engaged for review of compliance with accessibility standards.

6. Testing. Testing will be in accordance with the contract documents, including soil density, piers, concrete, rebar and steel.

7. Commissioning (cx). A third party authority will be engaged for building commissioning. The commissioning authority is responsible for cx design reviews, planning, oversight, and

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8. Final Inspections. Parties included in the key final inspections will include the A/E Team, project manager, Construction Coordinator, Facilities Manager, GOC Site Manager, Preventative Maintenance Team, and appropriate project team members. Additional participants may include the project sponsor and certain user representatives.

9. One year warranty inspection. This inspection will be scheduled with the Contractor, Architect and Facilities staff 11 months after substantial completion.]

4.4 Improve Processes

This section details the steps for analyzing processes to identify activities that enhance their values.

Areas to consider include process boundaries, process configuration, process metrics, and targets for improved performance.

[If applicable, describe process improvements planned.]

4.5 Lessons learned

The learning gained from performing the project should be identified, documented, and reviewed throughout the project.

[Example: As part of project planning, the project manager will review the lessons learned from similar past projects. The team will review these lessons to assist with project risk management. At the end of the project, the project manager will arrange a formal lessons learned session. The results will be documented using the Lessons Learned function on the project website.]

5 Human Resources

This section provides guidance on how project human resources should be defined, staffed, managed, controlled, and eventually released from the project.

5.1 Roles and Responsibilities

Following are the team members who are assigned responsibilities for project activities.

Role Name Major Responsibilities

Project sponsor Make decisions on key business issues

Project manager Plan, deliver and control project activities

Project analyst Assist with reporting, schedule and budget

Construction coordinator Coordinate project field activities

Supply management RFP process; materials procurement

Safety

Environmental

Real Estate Services

Legal

Communication Services

Information Technology

Contractor

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5.2 Manage Staffing

This section describes how human resource requirements will be met.

[Identify staffing elements of your plan: staff acquisition, skills needed, staff training needs, recognition and rewards, compliance and safety, and staff release at the end of the project.]

6 Communications Management

This section describes the communications requirements and expectations of the project. These may include what information is to be communicated, in what format, when, to and from whom, use of technology, escalation process, and communication constraints.

The project website [link here] will be used for all documentation per LCRA project management guidelines. [Describe any processes for tracking tasks, use of group calendars, working with project documents, etc.]

6.1 Report Progress

The project manager will report project progress to the project sponsor and stakeholders at least monthly. The project manager will update project progress in PMIS, which will generate standard project progress reports by the 15^th of each month. The project manager will update spending projections and status monthly in the portfolio report, which will be reviewed by management.

6.2 Define Communications

The following matrix describes the communication requirements for this project.

What (content) Audience When/how often How (medium) Provider (who) Project Progress project team,

project sponsor, stakeholders, management

monthly by the 5^th working day of the month

PMIS project progress report, Portfolio report

project manager

project analyst Project Status project manager weekly project status

meeting

project team Project

Deliverables Review

PMO management end of each process group

project review meeting

project manager

Project Risks and Issues

project team as needed risk register and issues log

project manager, project team Board and FOG

reporting

Board of Directors, FOG

Monthly, Quarterly

PMIS or Excel reports

project manager, PMO manager Project Changes project sponsor

stakeholders, management

as need Project Change

Request

project manager

Public Input or Notifications

Public as needed Public meeting Management

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may be affected e‐mail Services Training Materials system operators,

end‐users

as needed updated training manuals,

tutorials, job aids

project manager, trainer

6.3 Manage Stakeholder Expectations

This section describes the process of communicating and working with stakeholders to meet their needs and to address issues as they occur.

[Use this section to describe decision‐making process, issue management (tracking, resolution, and escalation of issues), communication constraints, and glossary of common terminology.]

7 Risk Management

This section defines how risk management will be structured and performed on the project. Risk is an uncertain event or condition that, if it occurs, has an effect on at least one project objective, including scope, schedule, cost, and quality.

The project team will use the risk register on the project website [link here] to store project risks, including their definition, category, probability of occurrence, and potential impact.

7.1 Identify, Analyze, and Plan for Risks

Risk identification determines which risks may affect the project and documents their characteristics.

Risk analysis prioritizes risks for further analysis or action by assessing and combining their probability of occurrence and impact, and analyzing the effect on project objectives. Risk response planning develops options and actions to enhance opportunities and to reduce threats to project objectives.

[Describe how you will identify, analyze, and plan for the risks throughout the project. State how you will identify risk response (avoid, transfer, mitigate, or accept). Include the organizations tolerance for risk on this project.]

[Example: The project manager will work with the project team to identify any possible risks that may arise, their probability of occurrence, and the potential impact to scope, schedule, budget, or quality.]

[Describe a few of the key risks on the project. Example: Construction on this project will occur during working hours; therefore, timely communication will be critical to ensure employees’ safety.]

Risk Potential Impact Risk Trigger Strategy

Construction during work hours

accident or injury construction Notify employees of construction and safety practices

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7.2 Monitor and Control Risks

This section describes how risks will be monitored and controlled. This includes tracking identified risks, monitoring residual risks, identifying new risks, executing risk response plans and evaluating their effectiveness throughout the project.

[Example: The project manager will maintain the risk register on the project website. Risks that the team has identified as high risk [define this] will be monitored weekly by the project manager. All risks will be reviewed monthly at a project team meeting and with project sponsors. At the end of the project, risks will be reviewed and entered as lessons learned as appropriate.]

8 Procurement Management

This section describes how the procurement processes will be managed from developing procurement documents through contract closure. [Describe how you will engage Supply Management, including roles and responsibilities on the project.]

8.1 Plan Procurements

This section documents project purchasing decisions, specifies the approach, and identifies potential sellers. It identifies the project needs that can best be, or must be, met by outside resources versus those that can be accomplished by the project team.

[Describe the approach to procurement on this project: whether you will use outside or internal resources, and how you will engage Supply Management. Describe how materials will be procured.

Describe the type(s) of contracts you plan to use. Describe whether you will use existing contracts or go through an RFP process.]

[Example: An outside vendor will be used on the project to develop and implement the software solution. Internal resources will test the software and migrate it through the various environments.]

8.2 Conduct and Administer Procurements

Conducting procurement includes obtaining seller responses, selecting a seller, and awarding a contract.

Administering procurements includes managing procurement relationships, monitoring contract performance, and making changes and corrections as needed. [Describe how you will conduct and administer procurements, including project manager and Supply Management roles and

responsibilities.]

8.3 Close Contracts

Closing contracts involves verification that all work was completed and that the deliverables were acceptable. [Describe how you will verify completion of work and deliverables. Describe whether/how you will close the contract or statement of work. Describe how vendor performance will be

documented.]

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9 Transition to Operations

This section describes how the assets being developed by the project will be turned over to operations staff.

9.1 Manage Project Records

This section defines how project files will be organized and maintained.

[Describe the process for managing project documents and disposing of them at project close.]

[Example: The project manager will file all project‐related documentation on the project website. At project close, the project manager will follow LCRA records management guidelines to identify

documents as permanent retention (stored in EDMS), project documentation (on project website for 12 years), or purpose served (delete).]

9.2 Develop Post‐Project Agreements

This section describes any agreements that must be put in place prior to system operation.

[Describe any service level agreements with vendors or staff that need to be developed and by whom.

Describe how you will document operating procedures and train support staff in the new procedures.

Document capacity planning assumptions or describe how future capacity requirements will be assessed.]

9.3 Measure Post‐Project Benefits

This section describes how the expected benefits from the project will be measured once the project is complete.

[Determine how the expected benefits from the project will be measured and who will track the realization of the cost‐benefit analysis. Only include items here if they can be measured.]

[Example: The site manager will verify the benefits defined in the business case and provide a report annually to management.]

Expected benefit How measured Expected savings Responsibility Reduce electricity usage by $$ Review electric bill $500/year operations

supervisor

Reduce number of outages by x% Outage statistics operations

supervisor

9.4 Asset Commissioning and Decommissioning

This section defines how assets created by the project will be put into service and into the financial system, and how assets removed by the project will be removed from service and from the financial system.

[Describe the process for putting the asset in service and deadlines for unitization. If assets are being removed from service, describe how they will be disposed of and removed from the financial system.]

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[Construction example: Staff will move into the building once the Certificate of Occupancy has been approved. Commissioning of the building will occur prior to the COA; however, some punch‐list items may be completed up to 90 days after building occupancy. The project analyst will complete the

preliminary unitization within 90 days of building occupancy, and will finalize the asset unitization within one year.

Prior to building construction, a storage building on the site will be demolished. Asbestos will be removed, Habitat for Humanity will salvage fixtures, and the contractor will demolish and remove the remaining materials and restore the site to grade. The project analyst will contact Asset Management that the storage building is no longer in service.]

[Technology example: The technical team will deploy the system using the standard PeopleSoft/Maximo practices once the customer has signed off on the test results. The project analyst will complete the unitization within 90 days of system deployment. Four servers being replaced by this project will be repurposed for use on the xyz system.]