Describe in detail the scope of the project needed to meet the stated objectives—it is important to keep in mind the requirements for both the product scope the features and functions of a product or service and project scope the work required to deliver the product. Define the objectives of the chosen solution and the intended results. The project objectives should also define the criteria that can be used by the stakeholders to judge the success of the project.
Describe the project boundaries and constraints—what is included in the scope and what is not included, what are the important elements to consider during the delivery of this project. The work breakdown structure WBS will not be detailed at the beginning of the project but will become more detailed as the project progresses from the identification to the delivery stages and through the various phases within each stage. Refer to appropriate NPMS roadmap for a description of key activities required for each phase.
Describe the approach to subdividing the scope elements down into manageable work packages that organize and define the total project scope. Use the scope documents, approval documents and project team meetings to identify the packages. This process will develop the activity list for the project. See scope management knowledge area. Describe how the project team will use proper industry standards and practices in the development and maintenance of the project master schedule and documents.
Describe how the project team will work together to develop the project master schedule for example Gantt chart with sufficient detail or summary activities and logic to reasonably portray the project. Describe how all schedules project master schedule, construction and prime consultant schedules will maintain the same work breakdown structure WBS as well as milestones and milestones dates. The current project master schedule should be either annexed to the PPP or PMP Annex B—Project master schedule , or if it is filed electronically, the location should be indicated in this section construction schedules will not be accepted as the master schedule.
These milestones will be used in project performances and general reporting within Real Property Services. See time management knowledge area. This section is limited to the amount of spending authority from the approved statement of requirements. Provide the cost plan for the project with itemized breakdown into appropriate major components such as:. Client costs must be included in order to reflect the total cost of the project to the federal government.
Following the cost plan, prepare a forecasted cash flow reflecting the expected expenditures—spending in relation to the project schedule for each of the major components. The project information at this stage may not be sufficient to generate a detailed project cost estimate.
However, adopting relevant historical data where appropriate to develop an order of magnitude project cost estimate should be considered.
Refer to the cost management knowledge area for the classification of cost estimates. Provide the references of the project cost estimate that has been prepared and attach a copy of the latest estimate to this project plan see Annex E—Project cost estimate. Update the project cost estimates throughout the life of the project as the design develops, to ensure accuracy of the estimates. See cost management knowledge area.
Describe the funding approvals required and the planned steps to obtain funds and approvals. The information in this section should reflect what has been outlined in the last section of the SoR. Provide in Annex F a summary of approved funding. Indicate whether the approved funding is from an internal PA or EA or from a client department. Is the funding part of existing corporate plans?
If so, provide the reference for example, provide the TB minute number. See financial management knowledge area.
Note that in the preliminary project plan, this section may not be highly developed. Following the scope management process any approved changes to scope must be included in the project schedules and narratives and approved by the project team. The project team must ensure that any approved scope changes following the scope management process must be documented accordingly and any impact on the cost has to be evaluated and reflected in the project cost plan.
In the case of projects that may have effects on employees, such as GC Workplace fit-up or Activity Based Workplace ABW projects, base building, and renovations, the project team is encouraged to communicate with the project change manager from the PSPC project team in the case of a PSPC project, or from the client department project team in the case of an other government departments OGD project and with the PSPC change management advisor from the PSPC Workplace Solutions Change Management Unit assigned to the project, regarding all change-related matters that will affect employees.
See stakeholder management knowledge area. Include a summary of the major risks identified and their potential impacts relative to cost, schedule, quality and political objectives of the project. Describe the planned responses to mitigate, minimize or avoid impacts on costs, schedules and quality.
The complete risk analysis and risk management plan are to be included as an annex Annex G—Risk management plan or a reference document. The potential impact costs associated with the risk analysis should also be included in the cost estimates shown in the cost management section.
Review the risk management plan periodically and amend the risk management plan to include new risks as they appear throughout the life of the project. See risk management knowledge area. This section covers the plans to procure the goods and services needed for the successful identification and delivery of the project. In order to understand the contractual relationships and associated roles and responsibilities between each party working on the project, a hierarchy diagram depicting each contract including roles and responsibilities and how they relate to each other showing hierarchical relationships progressing from top to bottom is to be included as an annex Annex H or a reference document.
Provide a description of each of these contracts under the applicable sections below. Describe the processes to be used for acquiring consultants for the project identification and delivery stages. Will they be engaged through a one or two-stage request for proposal RFP process, a standing offer, a sole source when justified contract, an expression of interest, the landlord, the prime consultant contract for specialist consultants or other means?
On occasion, the client may have its own existing contract with a specialist—will this contract be extended or amended? Describe the processes to be used for acquiring contractor s.
Describe the planned processes for realization of the project. Does the construction have multiple phases? Will the construction be delivered through design-bid-build, construction management, design-build, lease-purchase, lease fit-up or some combination of these? The reason for the choice should be explained. Reasons might include the urgency of the project that emphasizes the type of project delivery such as: Fast Track, emergency conditions, weather permitted schedule, etc.
Reference the generic roadmap to be followed here. Describe the planned processes for acquiring purchased goods, such as furniture, information technology IT equipment, scientific equipment, vehicles, long delivery items such as switchgear, security systems, etc. Get Swimlanes. Free templates Build timelines in PowerPoint or online. Gantt Chart Templates. Timeline Templates. Align programs and projects on one slide with multi-level Swimlanes.
Here are three quick tips that can help you avoid project failure: Make sure you have regular project review meetings where you discuss project objectives and milestones to keep your stakeholders informed and consulted Walk or dial into these meetings with a professional timeline, Gantt chart or project roadmap so that everyone has a clear overview of how the project is doing Use templates to save precious time when creating project visuals for your next stakeholder meetings.
Project reviews made easy. Start making project plans now. Free PowerPoint and Excel templates for project planning The right template is a mix of various ingredients and there are many aspects to take into consideration: your industry, company size, or project complexity.
Simple Gantt chart Template. PowerPoint Gantt Chart. Project Schedule Template. Project Tracker. Project Planner. Project Plan Template. Project Template. Feasibility Study Project Proposal Template.
For project to pilot or testbed near-market technologies e. Pilot Project Executive Summary Guidelines. Pilot Project Proposal Template. Please select the milestone to view the respective guidelines and templates. This is not applicable to project duration of less than 1 year. Joint Technical Reporting. Individual Fiscal Reporting. This is applicable to all project regardless of duration. Midpoint Joint Technical Report Guidelines.
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