Project Management Templates

South Western Sydney Centre for Education and Workforce Development (SWSCEWD) © Ministry of Health

This work is copyright. It may be reproduced in whole or in part for study training purposes subject to the inclusion of an acknowledgement of the source. It may not be reproduced for commercial usage or sale. Reproduction for purposes other than those indicated above, requires written permission from the NSW Ministry of Health.

Published February 2017

These templates have been developed by South Western Sydney Centre for Education and Workforce Development (SWSCEWD) for the purposes of the Diploma of Project Management. These resources are made available for SWSLHD staff for use as appropriate.

SWS Centre for Education and Workforce Development Page 2 of 45 Table of Contents

SWS Centre for Education and Workforce Development Page 3 of 45 1. 2. Project Charter

Introduction

A Project Charter formally recognises the existence of a project and states the scope of the project, gives the Project Manager authority over the project, provides summary milestones, states the project budget and identifies funding sources.

Content of a Project Charter may vary to meet individual project needs. Standard information included in a Project Charter include information in the headings provided in this template.

1. Project Title 2. Approvals and sign-off 3. Broad Stakeholder Identification 4. Consolidated Project Initiation Documentation 5. Documented Objectives 6. High-Level Project Deliverables 7. High-Level Risk Assessment 8. Project Assumptions and Constraints 9. Project Mandate 10. Source of Project Authority

A template is provided on the next page for the participants to complete.

SWS Centre for Education and Workforce Development Page 4 of 45 PROJECT NAME

Approvals and Sign-Off Authorising Date of Sponsor Name & Authorisation Designation Authorising Sponsor Signature Broad Stakeholder Identification Name of Stakeholder Stakeholder Role

Consolidated Project Initiation Documentation Name of Documentation Approved by Authorising Sponsor

Project Objectives Objectives Approved by Authorising Sponsor

High Level Project Deliverables Deliverables Approved by Authorising Sponsor

High Level Risk Assessment Forecasted Risk Recognised by Authorising Sponsor

Project Assumptions Project Constraints Project Strategic Alignment

SWS Centre for Education and Workforce Development Page 5 of 45 Project Proposal (Please expand as required)

Project Title

Background a. Provide the rationale for your project. What has prompted the need for your project?

b. Include links to your LHD Strategic Plan or your Department/work area Operational Plan

c. Describe the current situation

d. Benefits – describe the benefits of successful completion of the project to the work area/organisation

Project Outcomes (List the project objectives/outcomes)

Barriers to the project (List the barriers that could prevent you from completing your project successfully)

Project Scope (In the table below, define the Scope of your project. Give thought to activities that may be related but will not be part of the project.)

Activities In Project Scope Activities outside Project Scope

Budget  Does your project have an allocated budget or is the cost of the project included in ongoing operations for your department/service?

 If your project has an allocated budget, please provide details.

Project Governance (include information about the project governance structure in relation to approvals and issues resolution)

Key stakeholders

In the table below, list all the Project Stakeholders that will influence or be influenced by your Project

Key Project Roles Name Role in the Organisation Executive/Authorising Sponsor Project Manager Project Team Member/s Subject Matter Experts (SMEs) Other Stakeholders

SWS Centre for Education and Workforce Development Page 6 of 45 Project Timelines (include information about the project start and finish timelines and forecasted dates for major deliverables within the project)

Your Role in this Project (include information about your role in implementing this project)

SWS Centre for Education and Workforce Development Page 7 of 45 3. Project Management Plan

Purpose

Project Management Plan

Project Name: Project Sponsor: Project Manager: Position:

Version Control

Version Version Author Modifier Revision Reason / Description Date V1 Initial Draft

Document Approval

The signatures below indicate approval for the Project Management Plan. All parties have reviewed the document and agree with its contents.

Project Manager Date

Project Sponsor Date

SWS Centre for Education and Workforce Development Page 8 of 45 Project Aim

The goal of the project is to improve the.....

Project Objectives (Key Performance Indicators KPIs)

Record the measurable SMART objectives (see below) that have been identified for this project, indicate the specific section of the organisational plan that is driving this project and identify the target for success for each objective.

Key Performance Indicator Target Reduce … Improve ... Increase … Maintain ...

Objectives need to be SMART  Specific – clearly identify the what is to be achieved  Measurable – define how we will measure & monitor any progress or change  Attainable – is achievable within the timeframe and with resources available; realistic  Relevant – in keeping with the goal & scope  Timely – establishes a timeframe when object will be achieved

Project Background Why is the project proposed? How has it come about? Why is the project needed? Briefly describe the current situation. Briefly describe the consequences of not changing/ undertaking the project?

Project Approach Broadly describe the phases and timings of the project – what methodologies will be used.

Project definition Define the project that applies to this project management plan.

Project scope The scope defines the boundaries of the project. Identifying the deliverables (what the project will deliver). It is important to list the inclusions (what is included) as well as the exclusions (what is not included) for this project.

Roles and Responsibilities This section details the roles and responsibilities of the whole project team. It will define who the project leader is as well as the executive sponsor, project team and stakeholders.

SWS Centre for Education and Workforce Development Page 9 of 45 Governance structure This section details the relationship between the project team and the governing groups or entities that may affect the project.

Implementation plan The implementation plan should describe the approach for implementing the change to become normal practice. This should include the resources required, the tasks need to be done and by whom, any additional communications that will take place, and any other information required.

Appendices List any supporting documents required

SWS Centre for Education and Workforce Development Page 10 of 45 4. Risk Management Plan

The Risk Management Plan describes how risk management will be structured and performed on the project. It is a subset of the project management plan. The risk management plan does not detail the planned responses to individual risks within the project. This is recorded in the Risk Response Plan or the Risk Register itself.

The Risk Management Plan is responsible for determining: 1. How risks will be identified 2. How quantitative analysis will be completed 3. How qualitative analysis will be completed 4. How risk response planning will happen 5. How risks will be monitored 6. How ongoing risk management activities will happen throughout the project life cycle.

The risk management plan includes a methodology, a list of roles and responsibilities, budgeting requirements, scheduling needs, risk analysis scoring, risk categories, definitions of risk probability and impact, a probability impact matrix, thresholds, revised stakeholders’ tolerances, reporting formats, tracking and using a risk management plan template.

The methodology is concerned with how the risk management processes will take place. The methodology asks the following:

1. What tools are available to use for risk management? 2. What approaches are acceptable within the organisation? 3. What data sources can be accessed and used for risk management? 4. What approach is best for the project type and phase of the project and which is most appropriate given the conditions of the project? 5. How much flexibility is available for the project, given the conditions, time frame and project budget?

The job of the project manager and team members is to ensure success by managing risk. There are two simple tools that can—and should—be used on every project to manage risks and issues to prevent disaster. One is the risk register; the other is the issue log. These two documents are often conflated, but they are distinct documents that should contain different information and drive different actions.

Risk Register

The Risk Register is a document that contains the results of the qualitative risk analysis, quantitative risk analysis and risk response planning. The risk register details all identified risks, including description, category, cause, probability of occurring, impact on objectives, proposed responses, owners and current status. The risk register is a component of the project management plan.

The risk register is a means of capturing risks that we want to monitor over the life of the project so that we can take action before they have a negative impact on the project. These are conditions that you have decided not to explicitly work into the plan, but don’t want to let “slip under the radar” to create big issues for you later.

The Risk Register is to be updated on an ongoing basis to ensure any risks that are identified throughout the lifespan of the project are recorded, mitigated or have strategies in place to manage the risk if not eliminated.

SWS Centre for Education and Workforce Development Page 11 of 45 An example of the Risk Register matrix is shown below:

Risk Identification Qualitative Rating Risk Response Risk Risk Category Probability Impact Risk Score Risk Ranking Risk Response Trigger Risk Owner

Issues Log/Register

When something goes wrong—deviates from the plan—it stops being a risk and becomes an issue that must be addressed to ensure success. Issues are those conditions that are having a negative impact on your ability to execute the project plan. You can easily identify them because they directly cause schedule slippage and extra work.

The issue log is fundamentally about corrective actions. The project has deviated from the plan, and now we need to get back on course to complete the project on time, on budget and with the agreed goals. The issue log is used to capture this information. While the cause of the problem is often obvious, it is always a good idea to probe for deeper, systemic causes that could lead to further delays. Asking “why?” five times in order to permanently and irrevocably fix a problem doesn’t take very long compared to the total delays that a project can experience.

The issue log is where you record any problems that were not accounted for in the plan and that threaten to delay the project, push it off budget or reduce the scope (e.g. reduce product performance).

An example of the Issues Register matrix is shown below:

Issue Log Project: Date: Issue Description Priority Category Reported Assigned Status Date Resolution/ (H,M,L) By To Resolved Comments This should Detailed High, Assign to Who Who is What is What date What was the be a standard description Medium a reported the issue the was the resolution or numbering of the issue. or Low category. the issue? assigned status issue what is being system. priority. to? of the resolved? done to issue? resolve the issue?

In addition to the detail included in both documents, shown below are some of the key distinctions between the two documents.

Issue Log Risk Register Description of the issue Description of the risk Underlying problem or cause of the issue Risk profile—sources of uncertainty and the potential impact Action plan Potential actions Priority or scheduling Monitoring plan Who is responsible for assuring this issue is resolved Who is responsible for monitoring Date opened and date resolved, sometimes a tracking number Date last updated, tracking ID or other ID

The Risk Management Plan must include information in the following key areas:

SWS Centre for Education and Workforce Development Page 12 of 45 1. Risk Identification Approach

2. Risk Context

3. Roles and Responsibilities in relation to Risk Identification, Monitoring, Response Planning & Escalation

4. Quantitative Risk Analysis Approach, Tools & Resources

5. Qualitative Risk Analysis Approach, Tools & Resources

6. Response Strategies Standard

7. Risk Response Planning (Input, Tools & Techniques, Output {Risk Register})

8. Ongoing Risk Monitoring Approach

9. Issues Register

SWS Centre for Education and Workforce Development Page 13 of 45 5. Communication Plan

Introduction

The purpose of the Communications Management Plan is to define the communication requirements for the project and how information will be distributed. The Communications Management Plan defines the following:

1. What information will be communicated—to include the level of detail and format 2. How the information will be communicated—in meetings, email, telephone, web portal, etc. 3. When information will be distributed—the frequency of project communications both formal and informal 4. Who is responsible for communicating project information 5. Communication requirements for all project stakeholders 6. What resources the project allocates for communication 7. How any sensitive or confidential information is communicated and who must authorize this 8. How changes in communication or the communication process are managed 9. The flow of project communications 10. Any constraints, internal or external, which affect project communications 11. Any standard templates, formats, or documents the project must use for communicating 12. An escalation process for resolving any communication-based conflicts or issues

Communication Management Approach

Communications Management Constraints

SWS Centre for Education and Workforce Development Page 14 of 45 Stakeholder Communication Requirements

Project Team Directory

The following table presents contact information for all persons identified in this communications management plan. The email addresses and phone numbers in this table should be used to communicate with the identified members.

Role Name Title Organisation/ Department Email Phone Project Sponsor Authorising/Executive Sponsor Project Manager Stakeholders Project Team Technical Lead

Communication Methods and Technologies SWS Centre for Education and Workforce Development Page 15 of 45 Communications Matrix

The following table identifies the communications requirements for this project.

Communication Objective of Medium Frequency Audience Owner Deliverable Format Type Communication

Communication Flowchart

Guidelines for Meetings

SWS Centre for Education and Workforce Development Page 16 of 45 Communication Standards

Communication Escalation Process

SWS Centre for Education and Workforce Development Page 17 of 45 Here is an example of the Communication Escalation Process matrix that can be followed for your project communication escalation process.

Priority Definition Decision Timeframe for Resolution Authority Priority Major impact to project or business Vice Within 4 hours 1 operations. If not resolved quickly there will President or be a significant adverse impact to revenue higher and/or schedule. Priority Medium impact to project or business Project Within one business day 2 operations which may result in some adverse Sponsor impact to revenue and/or schedule. Priority Slight impact which may cause some minor Project Within two business days 3 scheduling difficulties with the project but no Manager impact to business operations or revenue. Priority Insignificant impact to project but there may Project Work continues and any 4 be a better solution. Manager recommendations are submitted via the project change control process

Glossary of Communication Terminology

SWS Centre for Education and Workforce Development Page 18 of 45 An example is shown here:

Term Definition Communication The effective sending and receiving of information. Ideally, the information received should match the information sent. It is the responsibility of the sender to ensure this takes place. Stakeholder Individuals or groups involved in the project or whose interests may be affected by the project’s execution or outcome. Communications Portion of the overall Project Management Plan which details how project Management Plan communications will be conducted, who will participate in communications, frequency of communications, and methods of communications. Escalation The process which details how conflicts and issues will be passed up the management chain for resolution as well as the

SWS Centre for Education and Workforce Development Page 19 of 45 6. Stakeholder Management Plan

Introduction

Stakeholders are individuals or groups whose role is intrinsic to shaping the success or failure of the project. They have a key interest (stake) in the project’s outcome because it is going to impact on their wellbeing, authority, status, and/or day-to-day operations. Most projects have more than one stakeholder or stakeholder group with direct or indirect involvement and it is up to the project manager to discover what level of involvement they will need to have.

The Stakeholder Management Plan will include a range of action areas as follows: 1. Stakeholder Identification 2. Segmenting Stakeholders 3. Stakeholder Management 4. Interests and Influences 5. Stakeholder Analysis 6. Stakeholder Management Actions 7. Stakeholder Performance Reviews 8. Stakeholder Communication needs

Please provide your response to each of the activities based on your simulated project activity and your workplace project. Additional information on Stakeholder Analysis and Interests and Influences is provided on following pages.

SWS Centre for Education and Workforce Development Page 20 of 45 Stakeholder Analysis Report

Importance of stakeholder Unknown Little/No Some Significant importance importance importance I n Significant influence f l C u Somewhat influential A e n c Little/No influence e

o Unknown f

s t a D k B e h o l d e r

SWS Centre for Education and Workforce Development Page 21 of 45 Boxes A, B and C are the key stakeholders of the project. The implications of each box is summarised below:

Box A – ‘Allies’ These are stakeholders appearing to have a high degree of influence on the project, who are also of high importance for its success. This implies that the implementing person will need to construct good working relationships with these stakeholders, to ensure an effective coalition of support for the project.

These people should be monitored closely as they will be the promoters or your allies for the project.

Box B – ‘Friends’ These are stakeholders of high importance to the success of the project, but with low influence. This implies that they will require special initiatives if their interests are to be protected. An example may be traditionally marginalised groups (e.g. Indigenous people, youth, seniors) who might be beneficiaries of a new service, or see benefit to the project, but who have little ‘voice’ in its development.

It is important to keep this group of people informed as they could become the project defenders.

Box C – ‘Potential Blockers’ These are stakeholders with high influence, who can therefore affect the project outcomes, but whose interests are not necessarily aligned with the overall goals of the project. They might be financial administrators, who can exercise considerable discretion over funding disbursements. This conclusion implies that these stakeholders may be a source of significant risk, and they will need careful monitoring and management to keep them satisfied with the project and maintain their positive influence.

Box D – ‘Potential Irritants’ The stakeholders in this box, with low influence on, or importance to the project objectives, may require limited monitoring or evaluation, but are of low priority. They still require monitoring as people can change their minds and may begin to be influenced by interested people.

Another way to analyse the stakeholders is by filling in the following table. The first two lines have been completed based on a project to enhance school attendance.

Stakeholde Primary/ Current level What do you What’s How could What is r (name Secondary/Key of support want from important to stakeholder your and role) Stakeholders (Low-Med- stakeholders? stakeholders? s block your strategy for High) efforts? enhancing stakeholder support? School age Secondary Medium To attend Been engaged at By truanting Consult with children school school or refusing them Develop strategies with school Parents Primary Low To enforce their Keeping child By not Support and child to attend happy – keeping enforcing and discussion the peace at reinforcing home the strategies given

SWS Centre for Education and Workforce Development Page 22 of 45 These templates could be used together or individually depending on the project, the team and the project manager. Once the stakeholders have all been placed on the table then a report can be written based on the information in the table.

SWS Centre for Education and Workforce Development Page 23 of 45 7. Human Resource Plan

Introduction

The purpose of the Human Resources (HR) Plan is to ensure adequate human resources to meet the goals and operational plans of your organisation – the right people with the right skills at the right time. The introduction to the HR plan will provide a general description of what the plan includes and explain how the project manager and project team can use the plan to help them manage the people involved in the project effectively.

Roles and Responsibilities

Project team Role Authority Responsibility Competency member name

Project Organisational charts

SWS Centre for Education and Workforce Development Page 24 of 45 Team Member Activity Name Name Name Define & Plan   Execution   Completion  

Key R = Responsible C = Consulted A = Accountable I = Informed

SWS Centre for Education and Workforce Development Page 25 of 45 8. Scope Management Plan

Scope Management Approach

Roles and Responsibilities

Name Role Responsibilities John Doe Sponsor  Approve or deny scope change requests as appropriate  Evaluate need for scope change request  Accept project deliverables Jane Doe Project  Measure and verify project scope Manager  Facilitate scope change requests  Facilitate impact assessments of scope change requests  Organize and facilitate scheduled change control meetings  Communicate outcomes of scope change requests  Update project documents upon approval of all scope changes Bob Jones Team Lead  Measure and verify project scope  Validate scope change requests  Participate in impact assessments of scope change requests

SWS Centre for Education and Workforce Development Page 26 of 45 Name Role Responsibilities  Communicate outcomes of scope change requests to team  Facilitate team level change review process John Team Member  Participate in defining change resolutions Smith  Evaluate the need for scope changes and communicate them to the project manager as necessary Tom Team Member  Participate in defining change resolutions Brown  Evaluate the need for scope changes and communicate them to the project manager as necessary

Scope Definition

Scope Statement

SWS Centre for Education and Workforce Development Page 27 of 45 Scope Verification

Scope Control

Work Breakdown Structure

SWS Centre for Education and Workforce Development Page 28 of 45 Scope Management Plan

Project Name: Prepared by: Date: Describe how project scope will be managed:

Assess the expected stability of the scope of this project (how likely is it to change, how frequently and by how much?):

How will scope changes be identified and classified?

Describe how changes in project scope will be integrated into the project:

Additional remarks:

SWS Centre for Education and Workforce Development Page 29 of 45 Scope Statement

Project Name: Prepared by: Date: Project Justification

Project Description

Project Deliverables

Deliverable A

Deliverable B

Deliverable C

Project boundaries

Project objectives

Cost objectives (quantify)

Schedule objectives (start and stop dates)

Quality measures (criteria that will determine acceptability) Other objectives

SWS Centre for Education and Workforce Development Page 30 of 45 Scope Change Control System Development Checklist and Worksheet

Project Name: Prepared by: Date: Determine those responsible for approving or rejecting proposed scope change: Be sure to provide for appropriate review of all changes.

Define any types of scope changes qualifying for automatic approval without review:

Describe how scope change control will be integrated with the integrated change control system:

Define steps by which project scope may be changed, including: Paperwork

Tracking systems

Dispute resolution procedures

Approval levels required

SWS Centre for Education and Workforce Development Page 31 of 45 9. Time/Schedule Management Plan

Introduction

Time/Schedule Management Approach

Time/Schedule Control

Time/Schedule Changes and Thresholds

Scope Change

SWS Centre for Education and Workforce Development Page 32 of 45 Work Breakdown Structure

Gantt Charts

A Gantt chart is one of the most popular and useful ways of showing activities (tasks or events) displayed against time. On the left of the chart is a list of the activities and along the top is a suitable time scale. Each activity is represented by a bar; the position and length of the bar reflects the start date, duration and end date of the activity.

This allows you to see at a glance:  What the various activities are  When each activity begins and ends  How long each activity is scheduled to last  Where activities overlap with other activities, and by how much  The start and end date of the whole project

To summarise, a Gantt chart shows you what has to be done (the activities) and when (the schedule). Gantt Charts can be as complex or as simple as is necessary to track the project. The complexity may also depend on the capabilities within the project team to develop the Gantt Chart. Gantt Charts may be developed using Microsoft Excel or Microsoft Project Manager software.

An example of a simple Gantt Chart is shown below:

Participants can refer to the user guide provided in the class, on how to create Gantt Charts using Microsoft Excel.

SWS Centre for Education and Workforce Development Page 33 of 45 10. Work Breakdown Structure (WBS)

Introduction

WBS - Outline View style

The outline view presents an easy to view and understand layout for the WBS. It is also a good layout to use when developing the WBS because you can easily make changes, especially since the Microsoft Word auto numbering feature updates the WBS Code automatically.

1. Widget Management System (project name) 1.1 Initiation 1.1.1 Evaluation & Recommendations 1.1.2 Develop Project Charter 1.1.3 Deliverable: Submit Project Charter 1.1.4 Project Sponsor Reviews Project Charter 1.1.5 Project Charter Signed/Approved 1.2 Planning 1.2.1 Create Preliminary Scope Statement 1.2.2 Determine Project Team 1.2.3 Project Team Kickoff Meeting 1.2.4 Develop Project Plan 1.2.5 Submit Project Plan 1.2.6 Milestone: Project Plan Approval 1.3 Execution 1.3.1 Project Kickoff Meeting 1.3.2 Verify & Validate User Requirements 1.3.3 Design System 1.3.4 Procure Hardware/Software 1.3.5 Install Development System 1.3.6 Testing Phase

SWS Centre for Education and Workforce Development Page 34 of 45 1.3.7 Install Live System 1.3.8 User Training 1.3.9 Go Live 1.4 Control 1.4.1 Project Management 1.4.2 Project Status Meetings 1.4.3 Risk Management 1.4.4 Update Project Management Plan 1.5 Closeout 1.5.1 Audit Procurement 1.5.2 Document Lessons Learned 1.5.3 Update Files/Records 1.5.4 Gain Formal Acceptance 1.5.5 Archive Files/Documents

WBS - Hierarchical Structure style

The hierarchal structure is similar to the outline view but without indentation. Although this format is more difficult to read, it may be useful where you have many levels and indenting each level would make the table too large to fit into a document.

Level WBS Code Element Name 1 1 Widget Management System (Project name) 2 1.1 Initiation 3 1.1.1 Evaluation & Recommendations 3 1.1.2 Develop Project Charter 3 1.1.3 Deliverable: Submit Project Charter 3 1.1.4 Project Sponsor Reviews Project Charter 3 1.1.5 Project Charter Signed/Approved 2 1.2 Planning 3 1.2.1 Create Preliminary Scope Statement

WBS - Tabular View style

SWS Centre for Education and Workforce Development Page 35 of 45 The Tabular View is a nicely organised table view of the WBS. It is a good option for teams which prefer table formats.

Level 1 (Project Name) Level 2 Level 3 1 Widget Management System 1.1 Initiation 1.1.1 Evaluation & Recommendations 1.1.2 Develop Project Charter 1.1.3 Deliverable: Submit Project Charter 1.1.4 Project Sponsor Reviews Project Charter 1.1.5 Project Charter Signed/Approved 1.2 Planning 1.2.1 Create Preliminary Scope Statement 1.2.2 Determine Project Team 1.2.3 Project Team Kickoff Meeting 1.2.4 Develop Project Plan 1.2.5 Submit Project Plan 1.2.6 Milestone: Project Plan Approval 1.3 Execution 1.3.1 Project Kickoff Meeting 1.3.2 Verify & Validate User Requirements 1.3.3 Design System 1.3.4 Procure Hardware/Software 1.3.5 Install Development System 1.3.6 Testing Phase 1.3.7 Install Live System 1.3.8 User Training 1.3.9 Go Live 1.4 Control 1.4.1 Project Management 1.4.2 Project Status Meetings 1.4.3 Risk Management 1.4.4 Update Project Management Plan 1.5 Closeout 1.5.1 Audit Procurement 1.5.2 Document Lessons Learned 1.5.3 Update Files/Records 1.5.4 Gain Formal Acceptance 1.5.5 Archive Files/Documents

WBS - Tree Structure style

The Tree Structure View is the most popular format for the Work Breakdown Structure. It presents an easy to understand view into the WBS; however, it is also tricky to create without an application specifically SWS Centre for Education and Workforce Development Page 36 of 45 designed for creating this structure. The Tree Structure below was created using the Microsoft Word and the SmartArt graphics option under the insert menu.

SWS Centre for Education and Workforce Development Page 37 of 45 11. Cost Management Plan

Introduction

Cost Management Approach

Reporting Format

Cost Variance Response Process

Cost Change Control Process

SWS Centre for Education and Workforce Development Page 38 of 45 Project Budget

The Cost Breakdown Structure (CBS)

Sample of a simple CBS following the WBS is shown below. Your CBS can be as complex or simple as you prefer depending on the complexity of your project.

SWS Centre for Education and Workforce Development Page 39 of 45 12. Quality Management Plan

Introduction

Quality Management Approach

Quality Requirements/Standards

Quality Assurance

SWS Centre for Education and Workforce Development Page 40 of 45 Quality Control

Quality Control Measurements

Quality Control Log/Register

Quality Check Quality Check Benchmark Identified Variance Resolution / Conducted on Conducted by Timeframe

SWS Centre for Education and Workforce Development Page 41 of 45 13. Project Finalisation Report

Introduction

The Project Finalisation Report includes information under the following headings:

1. An Executive Summary a. Background b. Reason for Project Closure c. Highlights and Innovations d. Recommendation Summary

2. Project Performance a. Performance mapped against objectives b. Performance mapped against outcomes c. Performance mapped against outputs d. Performance mapped against schedules e. Performance mapped against budget f. Recommendations

3. Lessons Learned – Summary a. Successes b. Areas for Improvement c. Recommendations

4. Closure Activities a. Project Staff b. Issues Management c. Risk Management d. Financial Management e. Asset Management f. Records Management g. Post-project Responsibilities h. How to use this report

5. Recommendations

6. Appendices

SWS Centre for Education and Workforce Development Page 42 of 45 14. Additional Documentation as required 15. Change Request Form

SWS Centre for Education and Workforce Development Page 43 of 45 16. Change Request Register

Change Request Register

Project: Date:

Change Description Priority Category Requested Submitted To Status Date Deferred Comments Request (H,M,L) By

This should Detailed High, Assign to Who Who is the What is the When is the CR Additional be a description Medium a requested authorising/approving status of the planned for comments standard of the CR. or Low category. the CR? sponsor CR? implementation? numbering priority. Approved / system. Rejected / Deferred?

The Change Request Register is created only if there are approved changes to the Project Scope, Time, Budget or Quality constraints.

SWS Centre for Education and Workforce Development Page 44 of 45 17. Project Status Report

Purpose

The purpose of the Project Progress Report is to keep others informed of the progress of your project. The project manager issues regular reports on progress against budget, schedule, scope, and quality. The people who should receive this progress report include project sponsor, budget holder, senior users, team members, stakeholders and end-users. A progress report is designed to be a brief summary of progress and should not exceed one to two pages in length.

The following template could be used, but the project progress report should include; report date, overall status, project summary, key issues, identified risks, tasks and next steps, decisions needed, budgeted cost and spent to date.

Template

Name of project: ______

Name of project manager: ______

Date of progress report: ______

Summary of progress Deliverables Targets not met yet Targets met Ahead of Targets 

Project phase: Define & Plan  Execution  Completion

Progress: Provide a brief overview of the project from commencement to date including; deliverables achieved, milestones reached risks managed, stakeholder and team involvement.

Issues: Provide a brief overview of any issues (anticipated and unexpected) that have occurred, resolutions that have been implemented, and their success.

For completion: Identify outstanding work, time and budget required to complete the project. Include proposed changes, escalation of issues, potential delays and risks that may affect the completion of the project as originally specified.

Updates: Provide updated documents with evidence of adjustments made to any documents required for the project to be completed (may include ‘project proposal’, ‘project plan’, ‘risk register’ and ‘change request log’).

SWS Centre for Education and Workforce Development Page 45 of 45