Project Management Plan

5 May 2017

Project Management provides the project with a responsibility hierarchy used to esolve issues that will affect the timely completion of the project. The Project Manager is ultimately responsible for the timely completion of the project but can only do so with the support of Senior Management. All issues compromising the quality, budget or delivery of the project will be discussed at project meetings. The project team will be responsible for developing solutions to project challenges to ensure the project stays on track.

The Project Manager will distribute a weekly Project Status Report that identifies any issues affecting the critical path of the project or cost adjustments. The Project Manager will look to Senior Management to assist in negotiating the resources or project completion date . The Project Status Repo be distributed to Sponsors identified above. Project Scope the Project The scope of this project includes implementing the EPIC Electronic Health Record (EHR) application for Physician Clinic A.

Project Management Plan Essay Example

The project implementation will include: workflow analysis, hardware analysis, end user training, onsite “Go Live” coverage, and system design and build for appointment scheduling, clinical documentation, and physician billing. The implementation project will also include the introduction f scanners to photograph insurance cards. A notable exception to the project is the PC needed to run the scanner. Also, this project will not use a phased or staggered implementation. Further exclusions include EHR documentation conversion, multiple locations, or multiple physicians.

Any modifications to the WBS will need to submitted to the Project Manager for review within the change management process as noted later in this document. Change Management Plan This section should describe your change control process. Ideally, this process will be some type ot organizational standard which is repea table and done on most or all rojects 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 ppendix to the Project Management Plan or as a separate, stand-alone document. We have a detailed Change Management Plan template available on our website.

The following steps comprise TSI’s organization change control process for all projects and will be utilized on the SmartVoice project: Step #1 : Identify the need for a change (Any Stakeholder) Requestor will submit a completed TSI change request form to the project manager Step #2: Log change in the change request register (Project Manager) The project manager will maintain a log of all change requests for the duration of he project Step #3: Conduct an evaluation of the change (Project Manager, Project Team, Requestor) The project manager will conduct an evaluation of the impact of the change to cost, risk, schedule, and scope Step #4: Submit change request to Change Control Board (CCB) (Project Manager)

The project manager will submit the change request and analysis to the CCB for review Step #5: Change Control Board decision (CCB) The CCB will discuss the proposed change and decide whether or not it will be approved based on all submitted information Step #6: Implement change (Project Manager) If a change is approved by the CCB, the project manager will update and re- baseline project documentation as necessary as well as ensure any changes are communicated to the team and stakeholders Any team member or stakeholder may submit a change request for the SmartVoice Project. The SmartVoice Project Sponsor will chair the CCB and any changes to project scope, cost, or schedule must meet his approval.

All change requests will be logged in the change control register by the Project Manager and tracked through to completion whether approved or not. Communications Management Plan The purpose of the Communications Management Plan is to define 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 ot 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. We have a detailed Communications Management Plan template available on our website. This Communications Management Plan sets the communications framework for this project. It will serve as a guide for communications throughout the life of the project nd will be updated as communication requirements change. This plan identifies and defines the roles of SmartVoice project team members as they pertain to communications.

It also includes a communications matrix which maps the communication requirements of this project, and communication conduct for meetings and other forms of communication. A project team directory is also included to provide contact information for all stakeholders directly involved in the project. The Project Manager will take the lead role in ensuring effective communications on this project. The communications requirements are documented in the Communications Matrix below. The Communications Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it, and to whom to communicate.

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 In Person Project Team Updated Action Register Project Monthly Review (PMR) Present metrics and status to team and sponsor Monthly Project Sponsor, Team, and Stakeholders Status and Metric Presentation Project Gate Reviews Present closeout of project phases and kickoff next phase As Needed Phase completion report and phase kickoff Technical Design Review Review of any technical designs or work associated with the project As Needed Technical Design Package Project team directory for all communications is: Name Title E mail Office Phone Cell Phone John Davis Project Sponsor j. [email protected] com xxx-xxx-xxxx Joe Green j. [email protected] com Herb Walker Senior Programmer h. [email protected] om Jason Black Programmer j. [email protected] com Mary White Sr. Quality Specialist m. [email protected] com Ron Smith Quality Specialist r. [email protected] com Tom Sunday Technical Writer t. [email protected] com Karen Brown Testing Specialist k. [email protected] com Communications Conduct: Meetings: The Project Manager will distribute a meeting agenda at least 2 days prior to any scheduled meeting and all participants are expected to review the agenda prior to the meeting. During all project meetings the timekeeper will ensure that the group adheres to the times stated in the agenda and the recorder will take all notes for distribution to the team upon completion of the meeting.

It is imperative that all articipants arrive to each meeting on time and all cell phones and blackberries should be turned off or set to vibrate mode to minimize distractions. Meeting minutes will be distributed no later than 24 hours after each meeting is completed. All email pertaining to the SmartVoice Project should be professional, free of errors, and provide brief communication. Email should be distributed to the correct project participants in accordance with the communication matrix above based on its content. All attachments should be in one of the organization’s standard software suite programs and adhere to established company formats.

If the email is to bring an issue forward then it should discuss what the issue is, provide a brief background on the issue, and provide a recommendation to correct the issue. The Project Manager should be included on any email pertaining to the SmartVoice Project. Informal Communications: While informal communication is a part of every project and is necessary for successful project completion, any issues, concerns, or updates that arise from informal discussion between team members must be communicated to the Project Manager so the appropriate action may be taken. Cost Management Plan The Cost Management Plan clearly defines 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 ost 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 We have a detailed Cost Management Plan template available on our website.

The Project Manager will be responsible for managing and reporting on the project’s cost throughout the duration of the project. The Project Manager will present and review the project’s cost performance during the monthly project status meeting. Using earned value calculations, the Project Manager is responsible for accounting or cost deviations and presenting the Project Sponsor with options for getting the project back on budget. All budget authority and decisions, to include budget changes, reside with the SmartVoice Project Sponsor. For the SmartVoice Project, control accounts will be created at the fourth level of the WBS which is where all costs and performance will be managed and tracked.

Financial performance of the SmartVoice Project will be measured through earned value calculations pertaining to the project’s cost accounts. Work started on work packages will grant that work package with 0% credit; whereas, the remaining s credited upon completion of all work defined in that work package. Costs may be rounded to the nearest dollar and work hours rounded to the nearest whole hour. Cost and Schedule Performance Index (CPI and SPI respectively) will be reported on a monthly basis by the Project Manager to the Project Sponsor. Variances of 10% or +1- 0. 1 in the cost and schedule performance indexes will change the status of the cost to yellow or cautionary.

These will be reported and if it’s determined that there is no or minimal impact on the project’s cost or schedule baseline then there may be no action required. Cost variances of 20%, or +1- 0. 2 in the cost and schedule performance indexes will change the status of the cost to red or critical. These will be reported and require corrective action from the Project Manager in order to bring the cost and/or schedule performance indexes back in line with the allowable variance. Any corrective actions will require a project change request and be must approved by the CCB before it can be implemented. Earned value calculations will be compiled by the Project Manager and reported at the monthly project status meeting.

If there are indications that these values will pproach or reach the critical stage before a subsequent meeting, the Project Manager will communicate this to the Project Sponsor immediately. Project Scope Management Plan 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 We have a detailed Scope Management Plan available on our website which can be included as an appendix to the Project Management Plan for larger or more complex projects. Be sure to review it and determine if it’s necessary for managing your Scope management for the SmartVoice Project will be the sole responsibility of the Project Manager.

The scope for this project is defined by the Scope Statement, Work Breakdown Structure (WBS) and WBS Dictionary. The Project Manager, Sponsor, and Stakeholders will establish and approve documentation for measuring project scope which includes deliverable quality checklists and work performance measurements. Proposed scope changes may be initiated by the Project Manager, Stakeholders or any member of the project team. All change requests will be submitted to the Project Manager who will then evaluate the requested scope change. Upon acceptance of the scope change request the Project Manager will submit the scope change request to the Change Control Board and Project Sponsor for acceptance.

Upon approval of scope changes by the Change Control Board and Project Sponsor the Project Manager will update all project documents and communicate the scope change to all stakeholders. Based on feedback and input from the Project Manager and Stakeholders, the Project Sponsor is responsible for the acceptance of the final project deliverables and project scope. The Project Sponsor is responsible for formally accepting the project’s final deliverable. This acceptance will be based on a review of all project documentation, testing results, beta trial results, and completion of all tasks/work packages and product functionality. Schedule Management Plan This section provides 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 on our website. The separate Schedule Management Plan is suitable for larger projects or projects where the schedule management is more formalized. Project schedules for the SmartVoice Project will be created using MS Project 2007 starting with the deliverables identified in the project’s Work Breakdown Structure (WBS). Activity definition will identify the specific work packages which must be performed to complete each deliverable.

Activity sequencing will be used to determine the order of work packages and assign relationships between project ctivities. Activity duration estimating will be used to calculate the number of work periods required to complete work packages. Resource estimating will be used to assign resources to work packages in order to complete schedule development. Once a preliminary schedule has been developed, it will be reviewed by the project team and any resources tentatively assigned to project tasks. The project team and resources must agree to the proposed work package assignments, durations, and schedule. Once this is achieved the project sponsor will review and approve the schedule and it will then be base lined.

In accordance with TSI’s organizational standard, the following will be designated as milestones for all project schedules: Completion of scope statement and WBSIWBS Dictionary Base lined project schedule Approval of final project budget Project kick-off Approval of roles and responsibilities Requirements definition approval Completion of data mapping/inventory Project implementation Acceptance of final deliverables Roles and responsibilities for schedule development are as follows: The project manager will be responsible for facilitating work package definition, equencing, and estimating duration and resources with the project team. The project manager will also create the project schedule using MS Project 2007 and validate the schedule with the project team, stakeholders, and the project sponsor. The project manager will obtain schedule approval from the project sponsor and baseline the schedule.

The project team is responsible for participating in work package definition, sequencing, duration, and resource estimating. The project team will also review and validate the proposed schedule and perform assigned activities once the schedule is pproved. The project sponsor will participate in reviews of the proposed schedule and approve the final schedule before it is base lined. The project stakeholders will participate in reviews of the proposed schedule and assist in its validation. Quality Management Plan This section discusses 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 anagement 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 on our website. All members of the SmartVoice project team will play a role in quality management.

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