Project Management Approach

Introduction

<Replace this section with an Introduction based on the Project Management Plan assignment requirements.

  • The Introduction provides a high-level overview of the project and what is included in this Project Management Plan.
  • This should include a high-level description of the project and describe the projects deliverables and benefits.

Excessive detail is not necessary in this section as the other sections of the project plan will include this information.  This section should provide a summarized framework of the project and its purpose.>

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Project Management Approach

<Replace this section with an outline of the overall management approach for the project.

  • This section should describe, in general terms, the roles and authority of project team members.
  • It should also include which units within the organization or outside the organization will provide resources (people) for the project and any resource constraints or limitations.
  • If there are any decisions which must be made by specific individuals—for example authorizing changes by the project sponsor—this should also be stated here.

It should be written as an Executive Summary for the Project Management Plan.>

 

Project Scope

<Replace this section with a detailed scope of the project.

  • This detail should include what the project does and does not include.

The more detail included in this section, the better the product.  This will help to clarify what is included in the project and help to avoid any confusion from project team members and stakeholders.>

 

Milestone List

<Replace this section with a summary list of milestones.

  • Include an introductory paragraph in this section which provides some insight to the major milestones.
  • Milestones will include the major milestones from the earlier IT Project Plan as well as the additional Milestones identified in the Project Management Plan requirements.
  • This section should also mention or discuss actions taken if any changes to the milestones are required.>

 

 

Milestone Description
1.  
2.  
3.  
4.  
5.  
6.  
7.  
8.  
9.  
10.  
11.  

 

Schedule Baseline and Work Breakdown Structure

<Replace this section with the words: TO BE DETERMINED.

Normally you would replace this section by discussing the WBS and Schedule baseline and how they will be used in managing the project’s scope.  The WBS provides the work packages to be performed for the completion of the project.  The schedule baseline provides a reference point for managing project progress as it pertains to schedule and timeline.  Normally the schedule baseline and work breakdown structure (WBS) would be created in Microsoft Project.>

 

Change Management Plan

< Replace this section with the words: TO BE DETERMINED.

Normally you would replace this section by describing the change control process.  Ideally, this process will be some type of organizational standard which is repeatable and done on most or all projects when a change is necessary. 

  • Changes to any project must be carefully considered and the impact of the change must be clear in order to make any type of approval decisions. Many organizations have change control boards (CCBs) which review proposed changes and either approve or deny them.  This is an effective way to provide oversight and ensure adequate feedback and review of the change is obtained. 
  • This section should also identify who has approval authority for changes to the project, who submits the changes, how they are tracked and monitored.

 

For complex or large projects, the Change Management Plan may be included as an appendix to the Project Management Plan or as a separate, stand-alone document.  A detailed Change Management Plan template is available at ProjectManagementDocs.com.>

 

Communications Management Plan

<Replace this section by:

  • defining the communication requirements for the project and how information will be distributed to ensure project success. You should give considerable thought to how you want to manage communications on every project.  By having a solid communications management approach you’ll find that many project management problems can be avoided.  In this section you should provide an overview of your communications management approach.  Generally, the Communications Management Plan defines the following:
  • Communication requirements based on roles
  • What information will be communicated
  • How the information will be communicated
  • When will information be distributed
  • Who does the communication
  • Who receives the communication
  • Communications conduct

 

For larger and more complex projects, the Communications Management Plan may be included as an appendix or separate document apart from the Project Management Plan.  A detailed Communications Management Plan template is available at ProjectManagementDocs.com.

 

Include communications identified in the Project Management plan requirements and replace the items in the table below as needed.>

 

Communication Type Description Frequency Format Participants/ Distribution Deliverable Owner
Weekly Status Report Email summary of project status Weekly Email Project Sponsor, Team and Stakeholders Status Report Project Manager
Weekly Project Team Meeting Meeting to review action register and status Weekly In Person Project Team Updated Action Register Project Manager
Project Monthly Review (PMR) Present metrics and status to team and sponsor Monthly In Person Project Sponsor, Team, and Stakeholders Status and Metric Presentation Project Manager
Project Milestone Reviews Present closeout of project phases and kickoff next phase As Needed In Person Project Sponsor, Team and Stakeholders Phase completion report and phase kickoff Project Manager
Technical Design Review Review of any technical designs or work associated with the project As Needed In Person Project Team Technical Design Package Project Manager

 

Cost Management Plan

< Replace this section with the words: TO BE DETERMINED.

Normally you would replace this section by defining how the costs on a project will be managed throughout the project’s lifecycle.  It sets the format and standards by which the project costs are measured, reported, and controlled.  Working within the cost management guidelines is imperative for all project team members to ensure successful completion of the project. These guidelines may include which level of the WBS cost accounts will be created in and the establishment of acceptable variances. The Cost Management Plan:

  • Identifies who is responsible for managing costs
  • Identifies who has the authority to approve changes to the project or its budget
  • How cost performance is quantitatively measured and reported upon
  • Report formats, frequency and to whom they are presented

 

For complex or large projects the Cost Management Plan may be included as an appendix to the Project Management Plan or as a separate, stand-alone document.  A detailed Cost Management Plan template is available at ProjectManagementDocs.com.>

 

Procurement Management Plan

<Replace this section with the words: TO BE DETERMINED.

Normally you would replace this section by identifying the necessary steps and responsibilities for procurement from the beginning to the end of a project.  The project manager must ensure that the plan facilitates the successful completion of the project and does not become an overwhelming task to manage.  The project manager will work with the project team, contracts/purchasing department, and other key players to manage the procurement activities. 

 

For larger projects or projects with more complicated procurement management requirements, you can include the Procurement Management Plan as a separate document apart from the Project Management Plan.  A detailed Procurement Management Plan is available at ProjectManagementDocs.com.>

 

Project Scope Management Plan

< Replace this section with the words: TO BE DETERMINED.

Normally, it is important that the approach to managing the projects’ scope be clearly defined and documented in detail.  Failure to clearly establish and communicate project scope can result in delays, unnecessary work, failure to achieve deliverables, cost overruns, or other unintended consequences.  This section provides a summary of the Scope Management Plan in which it addresses the following:

  • Who has authority and responsibility for scope management
  • How the scope is defined (i.e. Scope Statement, WBS, WBS Dictionary, Statement of Work, etc.)
  • How the scope is measured and verified (i.e. Quality Checklists, Scope Baseline, Work Performance Measurements, etc.)
  • The scope change process (who initiates, who authorizes, etc.)
  • Who is responsible for accepting the final project deliverable and approves acceptance of project scope

 

A detailed Scope Management Plan available at ProjectManagementDocs.com and can be included as an appendix to the Project Management Plan for larger or more complex projects.>

 

Schedule Management Plan

< Replace this section with the words: TO BE DETERMINED.

Normally you would replace this section by providing a general framework for the approach which will be taken to create the project schedule.  Effective schedule management is necessary for ensuring tasks are completed on time, resources are allocated appropriately, and to help measure project performance.  This section should include discussion of the scheduling tool/format, schedule milestones, and schedule development roles and responsibilities. 

 

Be sure to check out the detailed Schedule Management Plan available at ProjectManagementDocs.com.  The separate Schedule Management Plan is suitable for larger projects or projects where the schedule management is more formalized.>

 

Quality Management Plan

< Replace this section with the words: TO BE DETERMINED.

Normally you would replace this section by discussing how quality management will be used to ensure that the deliverables for the project meet a formally established standard of acceptance.  All project deliverables should be defined in order to provide a foundation and understanding of the tasks at hand and what work must be planned.  Quality management is the process by which the organization not only completes the work but completes the work to an acceptable standard.  Without a thorough Quality Management Plan, work may be completed in a substandard or unacceptable manner.  This section should include quality roles and responsibilities, quality control, quality assurance, and quality monitoring. 

 

For larger or more complex projects, the Quality Management Plan may be included as an appendix or separate document.  A detailed Quality Management Plan is available for use at ProjectManagementDocs.com.>

 

Risk Management Plan

< Replace this section with the words: TO BE DETERMINED.

Normally you would replace this section by providing a general description for the approach taken to identify and manage the risks associated with the project.  It should be a short paragraph or two summarizing the approach to risk management on this project. 

 

Since risk management is a science in itself, we have many risk management templates available at ProjectManagementDocs.com.>

 

<Complete the following Risk Register by identify risks specifically associated with this IT project>

 

Risk Register

 

Risk Description
1  
2  
3  
4  
5  
6  
7  
8  
9  
10  

 

Staffing Management Plan

<Replace this section with the words: TO BE DETERMINED.

Normally you would replace this section by discussing how you plan to staff the project.  This section should include discussion on matrixed or projectized organizational structure depending on which is being used for this project. This section should also include how resources will be procured and managed as well as the key resources needed for the project.>

 

Resource Calendar

<Replace this section with the words: TO BE DETERMINED.

Normally you would replace this section by including a Resource Calendar as part of your project plan.  The resource calendar identifies key resources needed for the project and the times/durations they’ll be needed.  Some resources may be needed for the entire length of the project while others may only be required for a portion of the project.  This information must be agreed to by the Project Sponsor and Functional Managers prior to beginning the project.>

 

Cost Baseline

< Replace this section with the words: TO BE DETERMINED.

Normally you would replace this section with the cost baseline for the project upon which cost management will be based.  Used the costs identified in the specifications.>

 

 

Project Phase Budgeted Total Comments
Planning $  
Design $  
Execution $  
Evaluation $  
Transition and Closeout $  

 

 

Quality Baseline

<Replace this section with the words: TO BE DETERMINED.

Normally you would replace this section by including the quality baseline for the project.  The purpose of this baseline is to provide a basis for ensuring that quality can be measured to determine if acceptable quality levels have been achieved.  It is important for all projects to clearly define and communicate quality standards and the quality baseline serves this purpose.>

 

 

Sponsor Acceptance

 

 

Approved by the Project Sponsor:

 

 

__________________________________________             Date:___________________

<Project Sponsor>

<Project Sponsor Title>

 

This free Project Management Plan Template is brought to you by ProjectManagementDocs.com

 

 

 

Project Management Plan
Disclaimer: Conduct research on Project Management Plans to better understand their content
(example: ProjectManagementDocs.com). The goal of this assignment is to understand the process of
creating a Project Management Plan. When enough detail is not provided, use your best judgement to
fill in the blanks.
The IT Project that was completed earlier in the semester involved only the implementation phase of
deploying IT resources to a new building. This assignment goes beyond the earlier project to look at
the project from the analysis of the IT needs through the evaluation of the IT project.
Background: The university plans to acquire additional facilities in the future. The state notifies the
university’s Chief Executive Officer (CEO) when legislation approves the acquisition of new facilities
(the actual construction of the facility is outside the scope of this assignment).
The CEO notifies the Chief Operations Officer (COO) who acts as the project sponsor and approves the
opening of the facility. The COO identifies the administrative and academic departments (to include
the IT department) that will occupy the facility. The COO and each department then assign a
representative to work on the project team and represent their interests. The IT department may
assign multiple members to represent specialized areas involved in the project.
The COO then tasks the Project Manager to begin the analysis phase to determine the occupant’s IT
requirements and specifications. The scope of the project includes analyzing, designing, developing,
implementing, and evaluating the IT requirements of the new facility.
The Project Manager works with each department and the IT department to document all their IT
requirements and design/develop the best solution. Once completed, a final IT budget is established,
and the project sponsor approves any changes to cost, schedule, quality and scope.
The typical order of execution includes 1) analyzing and documenting requirements; 2) design and
develop the best solution; 3) review and signoff by the departments who will occupy the facility; 4)
approval of the budget and project management plan by the COO; 5) execution/implementation of the
project; and 6) an after-action evaluation of the project.
The major milestones (and only the milestones) from the earlier IT Project Plan will be incorporated
into the Project Management Plan schedule. One significant difference here is that the earlier IT
Project Plan might contain separate milestones for each area of the facility (i.e. “offices completed”,
“admin areas completed”, etc.) but, since the layout of a new facility is dynamic, the milestone can be
consolidated. Additional milestones for the analysis, design, development and evaluation must also be
included in the Project Management Plan schedule.
While the building is under construction, the COO will notify the Project Manager, on a monthly basis,
via email, the status of the facility’s construction and the estimated date of delivery. The Project
Manager will notify the Project Team and the IT department of the project status, via email
immediately. Thirty days before construction is completed, in-person meetings will be scheduled on a
2
weekly basis with the project team. These meetings will be facilitated by the Project Manager who will
ensure meeting notes are captured and distributed. The Project Manager will also communicate with
the COO and senior management when requested. The Project Manager is responsible for monitoring
the project and reporting to the project sponsor should the scope, cost and schedule be adversely
affected.
The assignment includes identifying at least 10 risks that might be documented and tracked during the
project implementation. These risks must be based on the requirements from this document and not
from generic risks found during your research of other project management plans.

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