File 1 G74 2011 Project Handbook 01

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Royal Institute Of Technology

03 October 2011

Project Management CourseProject Handbook

Naser Derakhshan, Amir Namvar Gharehshiran (Group 74)

Project Name: EH2720 – Project Handbook Group Number: 74 Document Number / Version Number: Assignment 4/ Revision 1 Issue Date: 2011/10/03 Author: Naser Derakhshan, Amir Namvar Status: First Submission

[email protected] [email protected]

Royal Institute of Technology

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Table of content 1. INTRODUCTION ...................................................................................................................................... 4

2. PROJECT MODEL ..................................................................................................................................... 4

2.1. PRE-STUDY .............................................................................................................................................. 5 2.2. PLANNING THE PROJECT ............................................................................................................................. 5 2.3. REQUIREMENTS SPECIFICATION AND PROJECT ORGANIZATION ............................................................................ 6 2.4. SEND INQUIRY AND GET QUOTATIONS ........................................................................................................... 7 2.5. EVALUATION ............................................................................................................................................ 7 2.6. NEGOTIATION .......................................................................................................................................... 8 2.7. DEVELOPING, MONITORING AND INSPECTING ................................................................................................. 8 2.8. SHIPMENT AND INSURANCE ........................................................................................................................ 8 2.9. INSTALLATION AND TEST ............................................................................................................................. 8 2.10. GUARANTEE PERIOD .................................................................................................................................. 9 2.11. PROJECT CLOSURE ..................................................................................................................................... 9

3. PROJECT DOCUMENTS .......................................................................................................................... 11

4. PROJECT ORGANIZATION ...................................................................................................................... 11

5. TIPS AND ADVICE FOR THE PROJECT MANAGER ................................................................................... 13

6. PROJECT BUDGET AND ECONOMIC MANAGEMENT AND TRACKING ..................................................... 14

6.1. BUDGETING ........................................................................................................................................... 14 6.2. BUDGET TRACKING ................................................................................................................................. 15

7. RISK MANAGEMENT ............................................................................................................................. 16

7.1. LIST THE RISKS ....................................................................................................................................... 17

8. COMMUNICATION ................................................................................................................................ 18

8.1. MOTIVATION FOR PROJECT MEMBERS ......................................................................................................... 19 8.2. MANAGING THE EXPECTATIONS OF THE CUSTOMERS ...................................................................................... 19

9. APPENDIX 1: PROJECT PLAN TEMPLATE ................................................................................................ 20

9.1. PROJECT OVERVIEW ................................................................................................................................ 20 9.2. PROJECT ORGANIZATION .......................................................................................................................... 21 9.3. PROJECT SCHEDULE ................................................................................................................................. 21 9.4. RISK ANALYSIS ....................................................................................................................................... 21 9.5. PROJECT RESOURCES ............................................................................................................................... 22 9.6. DETAILED PROJECT PLANNING ................................................................................................................... 22 9.7. ADDITIONAL PROJECT REQUIREMENTS [8] ................................................................................................... 22 9.8. EARNED VALUE MANAGEMENT (EVM) ....................................................................................................... 22 9.9. REFERENCES .......................................................................................................................................... 23 9.10. REVISION HISTORY .................................................................................................................................. 24 9.11. APPENDICES: ......................................................................................................................................... 24

10. APPENDIX-2: STATUS REPORT TEMPLATE ............................................................................................. 25

10.1. CONTENT .............................................................................................................................................. 25 10.2. CHANGES .............................................................................................................................................. 25




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10.3. ACHIEVEMENTS IN THE LAST PERIOD ........................................................................................................... 25 10.4. UPCOMING TASK FOR THIS PERIOD ............................................................................................................. 26 10.5. RISK ANALYSIS ....................................................................................................................................... 26 10.6. REVISION HISTORY .................................................................................................................................. 26 10.7. APPENDICES .......................................................................................................................................... 26

11. APPENDIX 3: FINAL REPORT TEMPLATE ................................................................................................ 27

11.1. OVERVIEW ............................................................................................................................................ 27 11.2. METHODOLOGY ..................................................................................................................................... 27 11.3. SUMMARIZING THE PLAN.......................................................................................................................... 28 11.4. OUTPUTS AND OUTCOMES........................................................................................................................ 28 11.5. SUGGESTIONS ........................................................................................................................................ 29 11.6. APPENDICES .......................................................................................................................................... 29




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Project Handbook

1. Introduction ACME Energy is a middle size Swedish power company working with both the

production and distribution of electrical energy. The SCADA systems for those facilities where ACME Energy is responsible are expected to be fully replaced before 2013. ACME Energy is responsible for operations and maintenance of the hydro plants in lower A-river and three plants in B River, all of which will be included in the new SCADA system. Today, all plants are controlled from the control room in G town so ACME wants build a new control room in G town, including a SCADA system. In order to manage this project in an organized way also help the project manager in his/her work this project handbook is created [1][Assignment 4 in Management of Projects EH2010/EH2720].

2. Project Model In order to reach the goal of this project the ACME Company need to purchase the tools

and services from outside the company so ACME signed the contract with a supplier Ltd. To purchase the SCADA IT project from it. So this project categorized as the procurement project.

This kind of project has some differences with other types. In the delivery project the company wants to sell and deliver the product or services and in the development project the new product or service is produce. In this project we use the plan for the procurement which developed by this consultant company.

In figure 1 all phases of plan for the procurement project are illustrated.

Figure 1: different phase and tollgates in procurement project




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2.1. Pre-study The pre-study provides a high level overview of the project and what is included in the

Project and how it can be implemented and to find the acquirements. And also in the pre-study phase the estimation about the time and the cost should be provided. Cost can be included in the business case analysis. The pre-study is an important step in order to establish the feasibility of the project. It may either describe the business problem on a strategic level or focus on the technical potential it highlights risks and possible gains.

The task for this part of the project is listed as below:

� Define the purpose and scope of the project. � Describe any considerations of scope or objectives to be excluded from the project

or the deliverables. � Ensure that the statement of scope is consistent with similar statements in the

business case, the project charter and any other relevant system-level or business-level documents.

� Identify and describe the business or system needs to be satisfied by the project. � Provide a concise summary of:

o the project objectives, o the deliverables required to satisfy the project objectives, and o The methods by which satisfaction of the objectives will be determined.

� Describe the relationship of this project to other projects. � Describe how this project will be integrated with other projects or on-going work

processes. � Provide a reference to the official statement of project requirements (e.g.: in the

business case or the project charter).

2.2. Planning the project Some managerial tasks should be done at preliminary phase of the project and during the project life these items are shown below and some detailed descriptions are mentioned in the rest of the document [2]:

� Estimating time and cost � Specify the number of staffs and their qualification � Resource Acquisition � Providing Work Breakdown Structure � Providing Resource Allocation � Providing budget allocation � Requirements Management � Schedule Control




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� Budget Control � Reporting � Risk Management Plan

Some managerial tasks should be done at preliminary phase of the project and during the project life these items are shown below and some detailed descriptions are mentioned in the rest of the document:

� Estimating time and cost � Specify the number of staffs and their qualification � Resource Acquisition � Providing Work Breakdown Structure � Providing Resource Allocation � Providing budget allocation � Requirements Management � Schedule Control � Budget Control � Reporting � Risk Management Plan

2.3. Requirements specification and project organization In this phase of the procurement project all the requirements and standards should be specified and also the organization for the project should be provided these items showed as below check list:

2.3.1. Requirements specification � Providing the requirements list and specification � Specify the required standards � Providing the list of trusted vendors and their contacts. � Set the standard document for inquiry

2.3.2. Project organization � Identify and state the nature of each major work activity and supporting process. � Identify the organizational units that are responsible for those processes and

activities. � Consider using a matrix of work activities and supporting processes vs. organizational

units to depict project roles and responsibilities.




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2.4. Send inquiry and get quotations This phase is one of the important phases during the procurement project in this part

the completed for of tender or inquiry should be provided and send to vendors after the negotiation the received the quotations or proposals the document should be evaluated by the purchase committee. The below items should be done for this phase:

� The list of the trusted vendors should be prepared by considering the previous deals experience, quality, prices and the delivery time of the different companies.

� The standard tender or inquiry document should be provided. The specification and drawing of the equipment should be clear in these documents.

� Sending the inquiry at least to 3 company � Negotiating and clarify the inquiry � Receiving the quotations in the secret closed package

2.5. Evaluation In this phase the received proposals should be evaluated by the purchase committee.

This committee is consisting of 5 persons:

− Project manager − Head of commercial dept. − Head of financial dept. − Head of technical department − An expert who is recommended by project manager

Also below items should be considered in preparing the inquiry document and selecting the vendors:

� Preparing the tender document by considering the point of view of the technical dept. and commercial dept.

� Providing the complete information such as drawings in the tender documents � Prefer to select the vendors from the trusted list which has the experience to work

with them. � Evaluate the technology of the vendors � Considering the managerial standards like ISO in selecting vendors � Quality � Cost � Delivery time � Warranty period

The quotation should be sent in the closed package and nobody should aware of the prices before the purchase committee meeting it is recommended that get quotation at




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least from 3 different companies and the quotation should be send in 2 package first consist of the resume of the company and the second one the technical and commercial proposal if the committee satisfied with the resume of the vendor will goes to evaluate the technical and commercial proposal.

2.6. Negotiation In this phase the specification, standard, price and the delivery time should be finalized

and the contract has to be signed by two parts. The tasks for this phase are show below:

� Finalize the specification of equipment � Finalize the standards and material � Fixed the price, commercial terms and money transfer method � Fixed the delivery time and commissioning � Fixe the warranty period � Specify the training method � Signing the contract with supervision of the company’s lawyer

2.7. Developing, monitoring and inspecting In this phase of the project the project manager should monitor the progress of the

project and also the inspection of the equipment should be done before the delivery. The below checklist can be used for this phase:

� Status report should be prepared every two weeks by considering the template in appendix B

� Schedule, recourse plan, and EVM should be updated � All the ready equipment should be inspected by the company’s expert or by assist of

an inspection company to pass the specifications, quality and standards

2.8. Shipment and insurance In this phase when the inspection was done the shipment of equipment should be

started and all the equipment should be support by the in insurance but it completely depends on the commercials term that was accepted in the contract our suggestion is to choose the CPT (it means that all the responsibility of the shipment and insurance is with the supplier until the customers location.) the delivery time is very important specially when the warranty starts after the final test.

2.9. Installation and test After finishing the delivery the installation of the equipment should be started.

Installation should be done under the supervision of the supplier or by the supplier’s staff. Also below items should be considered:




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� If the internal teams is used for the installation all of them should be trained beforehand

� The supervision of the installation and estimating its effect on the current process and be one by a consultant company if it is necessary

� During the installation and after that the users should be trained for the procedure and maintenance of new equipment

� Method of the installation and effect of it on the warranty should be considered beforehand sometimes the supplier will not accept the warranty if equipment is installed buy customer’s staff.

� Time of the installation should be optimized because in many cases the warranty starts after the final test in vendor location or after shipment

2.10. Guarantee period After the installation the project in not complete and the guarantee period will be

started in this period the system has to pass the desired specification and qualification. If there is any fault in the system the supplier is responsible to solve it. It is recommended to keep 10% of the equipment cost and after finishing the warranty period the money will be released.

2.11. Project closure In the last phase of the project, project team should be ensure the project reach the

goals with high level of quality to close the project in this phase some task should be done and some reports should be delivered to the sponsor as mentioned below:

� Compare the project result with the goal of the project � All the experiences and results should be documented � The final report should be prepare based on the template which is given in

appendix3

Table 1: Tollgates and Documents of project’s phases

Project phase Tollgate (TG) Document (TD)

TG0: Decision to start pre-study

Pre-study

TG1: Decision to start feasibility study

TD1: Results in an assignment for a feasibility study

Planning the project

TG2: project plan is ready and resource allocation is done

TD2: Project plan




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Project organization and Requirements specification

TG3: Decision to establish the project

TD3.1: Project plan

TD3.2: Specifications of the project

TD3.3: letter of invitation to tenders

Send inquiry and getting Quotations

TG4: Receipt of proposals and offers

TD4: Results in an assignment for an evaluation project

Evaluation

TG5: Approve of the selected supplier

TD5: Identifying the selected supplier and an assignment for negotiation

letter of intent (input from tenders)

Negotiation

TG6: Contract TD6: Report of contract

Development, Monitoring and Inspection

TG7: The product/service approved

TD7.1: status reports every two weeks

TD7.2: Final report of development phase

Shipment and Insurance

TG8: equipment is delivered in good condition

TD8: final report of delivery and insurance

Installation and Test

TG9: installation is done and the tests approved

TD9: final report of installation and training

Guarantee period

TG10: guarantee period is finished

TD10:Report of quality assurance

Closure

TG11: Closing approved TD11: final report




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3. Project Documents � Project plan should be provided base on the template in appendix A � Status report should be prepared base on the template in appendix B � Final report should be prepared at the end of the project base on the

4. Project Organization One of the essential tasks in the project is how to organize the project. A project

organization is a temporary thing. It will only exist from the projects start until its end. All the project team members are coming from different departments. The figure 2 shows the organization for procurement project [3]:

Figure2: project organization chart

Here are roles with a brief explanation:

Table 2: role of the project members and explanation

Role Explanation Responsibilities

Board Members are agent of the stakeholder or in � Ultimate decision-maker




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members the simple word they are sponsors of the project. Sponsors are the persons who saw a need for change and had the authority to make something happen. There may be several sponsors who collectively have this role. It may be that even higher authority and support is required such that others should also be drawn into this role.

and tie-breaker� Provide project oversight

and guidance � Review/approve some

project elements

Project owner or Steering

Committee

The project owner is a senior manager who has personal responsibility for driving the project forward and making it a success. The project owner may chair a project board that typically comprises senior managers from legal, finance, procurement, HR, ICT and property (as appropriate to the contract). The board ensures all aspects of the project a readdressed and will act on feedback from stakeholders.

� Commits department resources� Approves major funding and

resource allocation strategies, and significant changes to funding/resource allocation

� Resolves conflicts and issues � Provides direction to the

Project Manager � Review project deliverables

Project manager

The project manager is responsible for coordinating the project team and overseeing the delivery of the project on a day-to-day basis.

� Manages project in accordance to the project plan

� Serves as liaison to the Steering Committee

� Receive guidance from Steering Committee

� Supervises consultants � Supervise vendor(s) � Provide overall project

direction � Direct/lead team members

toward project objectives � Handle problem resolution � Manages the project budget

Line manager and Project team

Typically the project will be divided into various sub-teams - each with its own Team Leader or line manager. Team Leaders would be responsible for the management and coaching of that sub-team. They may also have responsibility for managing and tracking the detailed sub-plan for their team. The team members are responsible for completing the task that given to them by the team leader

� Understand the needs and business processes of their area

� Communicate project goals, status and progress throughout the project to personnel in their area

� Review and approve project deliverables

� Creates or helps create work products

� Coordinates participation of work groups, individuals and




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stakeholders� Provide knowledge and

recommendations � Helps identify and remove

project barriers � Assure quality of products that

will meet the project goals and objectives

5. Tips and advice for the project manager 1. Only promise what you can realistically deliver. Don’t create deadlines that you

know you can’t meet. By only promising what you know you can do, you’ll be able to finish on time.

2. Create milestones. Creating milestones for you and your team will help you keep track of your progress and also give you a sense of accomplishment as you reach each milestone.

3. Make sure expectations are clear. Be sure that each member of your team knows what their specific responsibilities are. This will save time and prevent tasks from being overlooked.

4. Give credit when it’s due. Don’t take credit for your employees’ ideas or hog their limelight. This action not only fosters resentment but also makes you seem untrustworthy.

5. Set up a realistic budget. While it’s good to be optimistic, don’t plan for more spending than you know you can afford. Make sure you plan for emergencies and contingencies as well.

6. Save costs where they matter the most. Don’t just pinch pennies for the present. Make sure your savings will pay off in the long run. Compromising on quality might cost you later on in repairs and replacements.

7. Adopt a predictive managerial style. Don’t wait for things to happen to make a move. Anticipate problems and provide contingency plans.

8. Test your contingency plans. Waiting for disaster to strike is a dangerous way to find out if your emergency plans will hold. Test them out from time to time to fine-tune them and make sure they’re still relevant.

9. Stand up for employees. If other departments or managers are bearing down hard on your employees, stand up for them.

10. Remember that ethics matter above all. Be honest and reliable in all of your business and personal relationships.[4]




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6. Project Budget and Economic management and tracking 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. 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

The Project Manager will be responsible for managing and reporting on the project’s cost throughout the duration of the project. During the monthly project review meeting, the Project Manager will meet with management to present and review the project’s cost performance for the preceding month. Performance will be measured using earned value. The Project Manager is responsible for accounting for cost deviations and presenting the Project Sponsor with options for getting the project back on budget. The Project Sponsor has the authority to make changes to the project to bring it back within budget. [5]

The tasks which have to be done by project manager to achieve the goals for budget management are shown below:

• Specify the budget for whole project • Specify the tasks and activity of the project • Allocate the budget to each task • Preparing EVM diagram • Using the aid of the financial dept. or consultant company in budget analysis • Report the cost and EVM in the status report and monthly meeting with steering

committee. • Selecting the appropriate software for cost management and tracking

6.1. Budgeting Project Budget Management is an important part of project planning and execution.

Managing a budget refers to managing project estimates, costs and revenues and includes the processes involved in planning/estimating costs and controlling costs so that the project can be completed within the approved budget. The project budget is consisting the below items [6]:

• Cost of design • Cost of construction




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• General condition of construction • Labour • Material • Contractor’s overhead • Contractor’s profit • Contractor’s Insurance and bonds • Contingencies • Project’s unknowns or risks contingency • Cost estimating contingency • Design contingency • Bid contingency • Construction contingency • Cost Escalation to mid-point of construction • Cost of land • Cost of furniture, equipment, move, IT, telecommunication, etc. • Cost of project management

In addition the project manager should consider the below mentioned items in the project budget management:

• Using the power full software in the budget management and tracking process • All the risk and action that can affect the cost should be clarified • Changes should be minimized during design and construction • Purchase procedure and prices should be clear • All the cost should have invoice and all of them should be documented in hard and

soft copy • Professional cost estimates are produced in all phases of the project & maintain a

cost data base system for projects • Develop construction quality control system

6.2. Budget Tracking Project manager is responsible for tracking the budget and providing the report and

update EVM calculation in the reports. Also he/she is responsible to give the report to the board of directors and steering committee if there is any change between the actual cost and estimated cost and make the appropriate decision with them to cancel the effect of this change on the project.

The project manager always should consider the below tip during the budget tracking phase:




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• Keep track of the budget if there is any change in estimation find the reason and try to solve it

• In the case of any change in the project redo the budget management • It is necessary to use the software for tracking the budget but in the lack of that the

below sheet can be used for tracking the budget process

Table 3 project cost tracking [4]

7. Risk Management The first step in creating a list plan is to identify and document all the potential risks

involved in the project. A risk is defined as any event that is likely to affect the ability of the project to achieve the expected results. This section specifies the plan for identifying, analysing, prioritizing, and controlling project risks.

After identifying the activities, resources and finances which are required to complete the project, it is time to identify the level of overall project risk. A risk plan identifies all the foreseeable project risks and includes a list of actions to prevent each risk and reduce the impact on the project. The following diagram shows the steps involved in creating a risk plan.

Figure 1 Risk plan [9]

PROJECT COST TRACKING WORKSHEETProject Name: Original Contract: Current Contract:Project No.: Budgeted Cost: Project EAC: Complete (Cost Incurred Basis)Date: Budgeted GM: Projected GM: Complete (Cost Committed Basis)Project Mgr.: Budgeted GM: Projected GM:

Cost Code Desctiption Vendor Purchase Order

Number Original

Budgeted Cost Cost

Committed Cost to Date Freight Cost Open P.O. CostEstimated Cost to

CompleteEstimated Cost at

Completion Variance

P

O

Recd

Paid




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To create a risk plan, you first need to identify all the potential risks which could impact on the project’s ability to meet its goals. Then for each risk you need to rate the likelihood and possibility of the risk and also the impact on the project. After assigning an overall risk priority, you will need to create a set of preventative and contingent actions which will be needed to mitigate each risk. These actions should be schedule throughout the project, to lower the overall level of risk involved in undertaking the project.

To ensure that you have covered all the required aspects of the project, you may need to run a risk planning workshop. With the project sponsor, Project manager, team, suppliers and in some cases even the customer involved.

7.1. List the Risks With a clear set of list categories, create as comprehensive a set of potential risks as

possible for each category. The following table lists example of typical project risk analysis table for sample risk categories.

Table 4 Risk analysis table

No. category Risk

Description Probity consequence

Rate = P*C

Action to prevent/manage

Risk

1Requirements

2

3Budget

4

5schedule

6

7Deliverables

8

9suppliers

10

11 communication




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13 Resource

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8. Communication Communication plan is a brief plan created by the project team, documenting how they

will communicate important information, including meetings, status reports, etc. The plan covers internal team communications and external stakeholder communications. [10]

It is vital in any project to have a suitable communication mechanism among the project members. This communication system should have the following points:

• The regular reports and communications expected of the project, such as every two weeks status reports, regular reviews should be identifies.

• The reporting mechanisms, report contents, and information flows used to communicate the status of requirements, schedule, budget, quality, risks, and other status indicators both within the project and to external stakeholders should be specified.

• Describe Special communication issues, such as offshore outsourcing (if there is any) • A table such as that below is a convenient way to describe the communication

expectations

Table 5 communication plan [10]

Type of Communication

Communication Schedule

Typical Communication

Mechanism Who Initiates Recipient

Status Report every two weeks team meeting Project Manager Project Team Schedule and Effort

Tracking Report weekly email Project Manager Program Manager

Project Review monthly face to face Project Manager Project Team Risk Mitigation

Status as mitigation actions

are completed email responsible team member

Project Manager

Requirement Changes

as changes are approved

email and change control tool


Committee

affected Project

Participants Supplier

Management Review

at project life cycle gates videoconference


Committee

Project Manager, Sponsors




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8.1. Motivation for project members There should be some activity for the project members to be motivated enough

• Each project member should be informed about the latest news and changes in the project.

• There should be group entertainment activity for project member twice a month. • At the beginning of the project, there should be a beginning party which project

members could get in touch and get familiar with each other. • Project manager should have enough motivation and appreciate project members

regularly if they did their duties very well.

8.2. Managing the expectations of the customers In case of any delay in delivery, the project manager should be able to persuade the

stakeholders and main sponsors about these unexpected results and provide logical reasons for them.

References

[1] "Assignment 4 in Management of Projects EH2720," KTH, Industrial information and control systems, Stockholm, 2011.

[2] M. E. a. J. Lillieskld, Handbook for small projects, Stockholm: Liber, 2010.

[3] "members guide to procurment," westmidlandsiep, 2011. [Online]. Available: http://hub.westmidlandsiep.gov.uk.

[4] "Project managment tips," zdnet, 2009. [Online]. Available: http://www.zdnet.com.

[5] "cost managment plan," 2010. [Online]. Available: http://www.projectmanagementdocs.com.

[6] "cost estimation," montgomerycountymd, 2010. [Online]. Available: http://www.montgomerycountymd.gov.

[7] J. Ltd., "Project plan template," 2011. [Online].

[8] "Project plan template," 2008. [Online]. Available: www.processimpact.com.

[9] M. D. (. manager), "Final Report," University of manchester, 2007.

[10] I. Emprend, "communication plan," projectconnections, 2011. [Online]. Available: http://www.projectconnections.com.




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9. Appendix 1: Project Plan template

9.1. Project overview This section of project plan consists of four subheadings: (1) background, (2) goals, (3)

Project Outputs, (4) project outcomes. You might include a top-level summary of major milestones, required resources, schedule, and budget.

9.1.1. Background The information about the background of the project is placed here. If anything is

needed to be known about the history of the project, they should be placed here. A brief introduction to the company also makes background of the project clearer.

9.1.2. Goals In this section of the project the main goal(s) of the project are defined. It is better to

separate each goal by bullet points to make it clear.

9.1.3. Organizations This section describes roles and responsibilities for the project. The following table

can be used to define the internal project structure. It might be helpful to include organization charts or matrix diagrams. Moreover, it would also be helpful if the key units such as senior management are defined in this section.

Table 6 sample organization table

Name title Contact details responsibilities

1 Project Manager

2 Sponsors

3 Steering committee members

4 Head of financial dept.

5 Head of commercial dept.

6 Board of directors

7 Members of the project




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9.1.4. Project deliverables In this section, the following items should be defined:

• Project Deliverables • Delivery date • Delivery location • Quantity required

If there is any special instruction regarding these items, it should be described too.

9.1.5. Project outcomes Describe exactly what would be the outcome of this project if it implemented

successfully.

9.2. Project organization This section Provides project organization in details.

9.3. Project schedule This section provides the project schedule using a Gantt chart. The schedule must

include milestones, task dependencies, task duration, and work product delivery dates. Although the description of project schedule should be placed here, the Gantt chart should be placed in appendices.

9.4. Risk Analysis This section provides a description of all risks identified for the project and a plan to use

risk management throughout the project. The following table should be filled in risk analysis:

Table 7 Risk analysis table as a template

No. RiskProbability

(1-5)

Severity

(1-5) Score (P x S) Action to prevent/ manage risk

1

2




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3

9.5. Project resources This section describes the major resources which are needed during the project.

9.6. Detailed Project Planning This section describes project plan in details. In this section procurement plan, quality

plan, communication plan are included. It is also suitable to include risk plan and resource plan here.

9.7. Additional Project Requirements [8]In this section a detailed listing of project requirements, with references, to the

Statement of Work, the Work Breakdown Structure, and specifications should be provided. This would also include any mechanisms used to assist in the management control over the project. Escalation procedures, cyclical management reporting, and project status reports should also be included.

No. Requirement SOW

Reference Task

Reference Specification

Reference Date

Completed Comments/ Clarification

1.

2.

3.

4.

5.

9.8. Earned value management (EVM) The final cost has been estimated at the end of each update. The estimation is based on

EVM calculation. To estimate the final cost we have to first define Planed value (PV), Earned value (EV), and actual cost (AC). Next, the Estimate at completion (EAC) can be calculated which is

EAC = ��

In this equation, BAC stands for Budget at completion, and CPI is equal to ��




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The following table might be used for EVM calculation:

Table 8 EVM analysis table

Tasks Planned Value (PV)/Earned Value (EV)/Actual Cost (AC) - K SEK

12345678910 11 12

Week35 Week36 week37 week38 week39 week40 week41 Week42

Planned Value

Accumulated - PV

Earned Value

Accumulated - EV

Actual Cost

Accumulated - AC

Table 9 EAC calculation table

CV=EV-AC Accumulate CV

SV=EV-PV Accumulate SVCPI=EV/AC SVI=EV/PV

EAC=BAC/CPI

9.9. References In this section a complete list of all documents and other sources of information

referenced in this Plan should be provided. Moreover, each reference should be identified by title, report number, date, author and publishing organization. If other referenced sources of information, such as electronic files were used, it should be identified by using




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unique identifiers such as path/name, date and version number. For on-line documents, provide hyperlinks wherever possible.

9.10. Revision History Name Date Reason for Changes Version

9.11. Appendices: The following items should be including in appendices:

• Resource allocation plan • Time plan • Gantt chart




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10. Appendix-2: status Report template The header should include the following items:

� To what person you are going to give this report � Date � Subject of the report � Project name and project manager � Contact details of project manager

The main body of the status report contains:

10.1. Content In order to understand project’s status, progress, and key current activities, a

summarizing progress on a project should be included in this section. For this purpose, the following questions should be answered:

• What have been done in last period? • What are doing to be done in next period? • What issues are worked on right now?

10.2. Changes In this section, any changes which are made to the first project plan should be

described. Moreover, it should be describe in details if there is a major change in project plan and truly calculate a new estimation of project cost with EVM calculation.

10.3. Achievements in the last period In this section the most important achievements in the last period should be defined. In

one or two sentences summarize the following items:

• Include important schedule milestones if any occurred in this last period. • Include any events that significantly reduced risk in the project. • Include key tasks that closed an issue that was marked “open” on the previous

report[8]

Then list all products or documents which are ready to delivery by the company. Use the following table.




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Table 10 delivery table

Deliverable Recipients Delivery Date Delivery Method Comments

10.4. Upcoming task for this period Describe briefly what are going to be done in the next period. Consider the following items:

• Include important schedule milestones if any that will occur in this period. • Include any upcoming events that will significantly reduce risk in the project. • Include key tasks that will move an open issue toward closure. • Include any item you specifically need Management’s help on – and what actions

you need.[7]

10.5. Risk Analysis List previous and new risks and propose a solution for each risk. Use the table below.

Table 11 Risk/Solution table

Risk Solution

1

2

3

10.6. Revision History Name Date Reason for Changes Version

10.7. Appendices In this section you should include updated version of resource plan, time schedule, and

Gantt chart. Furthermore, earned value management calculation should also be included in appendices.




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11. Appendix 3: Final Report template The header should have the following items:

� To what person you are going to give this report � Date � Subject of the report � Project name and project manager � Contact details of project manager

The main body of the status report contains:

11.1. Overview This section provides an overview of the project’s motivation, objectives, success

criteria, major deliverables, and constraints. You might include a top-level summary of major milestones, required resources, schedule, and budget [8]

First it should be defined whether project was successful or not. To define this term, it should be identified what is meant by success. So the following aspect of success should be considered:

11.1.1. Time • Describe whether the project finished on time. • If there is any time extension, describe the possible reasons • If the project finished sooner than expected, provide the reasons • Which parts of the project make more delay and why?

11.1.2. Cost • Does the project finished within the expected budget? • Explain amount of all used resources and mention whether they were expected in

the project plan or not. • If some items consume more budget than expected explain why? • If some items consume fewer budgets than expected explain why?

11.1.3. Quality In this section it should be defined whether the main goals regarding the quality matter

have been achieved. If the answer is negative, describe possible reasons for that.

11.2. Methodology In this section the following items should be defined:




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• What research methods have been used and why these are most appropriate methods?

• What other methods you can use? • What is the reliability of the methods you have used? • How is it possible to test the validity of the results?

11.3. Summarizing the plan In this section, start-up plan, work plan, and control plan should be described.

11.3.1. Start-up plan • Estimation plan • Staffing plan • Staff training plan • Resource allocation plan • Project Commitments plan

11.3.2. Work plan • Time plan • Work break down structure • Relationship between activities • Estimated duration and cost

11.3.3. Control plan • Schedule control plan • Budget control plan • Communication, tracking, and reporting plan

11.4. Outputs and outcomes Explain the end result of the project work in an objective way. Depending on the

project, it might include research results, findings, evaluation results, data, etc. If the project created something tangible like content, a portal, or software, describe it. Engage the reader, and avoid a long list of deliverables. For outcomes, List project achievements against the aims and objectives set. Summaries project outcomes and their impact on the teaching, learning, or research communities. Indicate who will benefit from the work, how, and why. Also comment on what you learned that may be applicable to other projects, e.g. whether the methodology worked. [7]




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11.5. Suggestions In this section any achieved experience which might be useful for future project should

be described. Any Suggestions from consumers should also be included in this section.

11.6. Appendices The following items should be included as appendix:

• Time plan • Resource allocation plan • Earned value management

File 1 G74 2011 Project Handbook 01

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Transcript of File 1 G74 2011 Project Handbook 01