Sample Project Plan.docx
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Sample Project Plan.docx
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SampleProjectPlan
ODESSAMOBILETECHNOLOGYPROJECT
ProjectPlan
OdessaMobile
TechnologyProject
Author:
DebbieWhitson
CreationDate:
7/10/03
LastRevised:
7/10/03
Version:
1.0
TABLEOFCONTENTS
INTRODUCTION2
PurposeofPlan2
BackgroundInformation/AvailableAlternatives2
ProjectApproach3
PhaseX:
SecureEquipment3
GOALSANDOBJECTIVES4
BusinessGoalsandObjectives4
ProjectGoalsandObjectives4
SCOPE5
ScopeDefinition5
ItemsBeyondScope6
ProjectedBudget6
RiskAssessment7
InitialProjectRiskAssessment8
Milestones11
ASSUMPTIONS12
ProjectAssumptions12
CONSTRAINTS13
ProjectConstraints13
RelatedProjects13
CriticalProjectBarriers13
PROJECTMANAGEMENTAPPROACH14
ProjectTimeline14
ProjectRolesandResponsibilities14
IssueManagement16
CommunicationsPlan17
ATTACHMENTS/APPENDICES19
APPROVALS20
Sign-offSheet20
INTRODUCTION
PurposeofPlan
TheOdessaMobileTechnologyProjectPlanwillprovideadefinitionoftheproject,includingtheproject’sgoalsandobjectives.Additionally,thePlanwillserveasanagreementbetweenthefollowingparties:
ProjectSponsor,SteeringCommittee,ProjectManager,ProjectTeam,andotherpersonnelassociatedwithand/oraffectedbytheproject.
TheProjectPlandefinesthefollowing:
-Projectpurpose
-Businessandprojectgoalsandobjectives
-Scopeandexpectations
-Rolesandresponsibilities
-Assumptionsandconstraints
-Projectmanagementapproach
-Groundrulesfortheproject
-Projectbudget
-Projecttimeline
-Theconceptualdesignofnewtechnology
BackgroundInformation/AvailableAlternatives
Debbie:
Thissectionshoulddescribetheworkyouhavedonetodate,thechoicesyouhadwithregardtohardware/software,andanexplanationofhowyouarrivedatthedecisiontouseL3andTiburon.
ProjectApproach
Thissectionshouldoutlinethewayyouwillrolloutthetechnology,includingthehighestlevelmilestones.
Forexample:
PhaseI:
Secureagreementwithvendors(L3andTiburon)
PhaseII:
Order/InstallEquipment
PhaseIII:
Install/TestSoftware
PhaseIV:
ConductHardware/SoftwareTesting
PhaseV:
ConductTraining
PhaseVI:
ImplementARS/AFR
PhaseX:
SecureEquipment
Definethephasesinmoredetail.
GOALSANDOBJECTIVES
BusinessGoalsandObjectives
Thebusinessgoalsandobjectivesforthisprojectwillfocusonimplementingmobiletechnologythat:
-Improvesofficer,firefighterandcitizensafety.
-Facilitatescoordinationandinformationsharingbothinternalandexternaltotheparticipatingorganizations.
-Enhancestheabilityandeffectivenessofstafftoperformtheirjobs.
-Facilitatescoordinatedcrimepreventionandreduction.
-Provideshighlevelsofdatasecurity.
-Providesanopen,flexible,reliabletechnologybaseforthefuture.
-Facilitatestheelectroniccaptureofdataatitssource.
-Iseasytouse.
-Eliminateredundantdataentrythroughouttheorganization.
ProjectGoalsandObjectives
Sampleprojectgoalsandobjectives:
-Ensurethatendusershaveinputintothedesignprocess.
-Accomplishprojectbusinessgoalsandobjectiveswithindefinedbudgetandtimeparameters.
-Minimizeimpacttostandardbusinessoperationswithintheaffectedunits.
-CraftafavorableandsecureagreementbetweentheDepartmentandtheselectedvendor.
SCOPE
ScopeDefinition
TheProjectwillintroducenewmobiletechnology;includingthefollowing:
-35mobiledevices
-DigitalCADdispatchsoftware
-Cartocarmessaging
-Internetaccess(?
)
-Automatedfieldreportingsoftware
-GPS/AVLforautomateddispatch
Includingthefollowinginterfaces:
-CAD
-RMS
-AFR
-TLETS/NCIC/NLETS
DesiredEnhancements
-Any?
ItemsBeyondScope
Theprojectdoesnotincludethefollowing:
-Devicesinsupervisorvehicles
-Desktophardwareupgradeorreplacement
-Printers
ProjectedBudget
Definetheprojectbudgetandinsertithere:
RiskAssessment
TheinitialRiskAssessment(followingpage)attemptstoidentify,characterize,prioritizeanddocumentamitigationapproachrelativetothoseriskswhichcanbeidentifiedpriortothestartoftheproject.
TheRiskAssessmentwillbecontinuouslymonitoredandupdatedthroughoutthelifeoftheproject,withmonthlyassessmentsincludedinthestatusreport(seeCommunicationsPlan)andopentoamendmentbytheProjectManager.
Becausemitigationapproachesmustbeagreeduponbyprojectleadership(basedontheassessedimpactoftherisk,theproject’sabilitytoaccepttherisk,andthefeasibilityofmitigatingtherisk),itisnecessarytoallocatetimeintoeachSteeringCommitteemeeting,dedicatedtoidentifyingnewrisksanddiscussingmitigationstrategies.
TheProjectManagerwillconveyamendmentsandrecommendedcontingenciestotheSteeringCommitteemonthly,ormorefrequently,asconditionsmaywarrant.
InitialProjectRiskAssessment
Risk
RiskLevel
L/M/H
LikelihoodofEvent
MitigationStrategy
ProjectSize
PersonHours
H:
Over20,000
Certainty
AssignedProjectManager,engagedconsultant,comprehensiveprojectmanagementapproachandcommunicationsplan
EstimatedProjectSchedule
H:
Over12months
Certainty
Createdcomprehensiveprojecttimelinewithfrequentbaselinereviews
TeamSizeatPeak
H:
Over15members
Certainty
Comprehensivecommunicationsplan,frequentmeetings,tightprojectmanagementoversight
NumberofInterfacestoExistingSystemsAffected
H:
Over3
Certainty
Developinterfacecontroldocumentimmediately
ProjectDefinition
NarrowKnowledgeLevelofUsers
M:
Knowledgeableofuserareaonly
Likely
AssignedProjectManager(s)toassessglobalimplications
Availabledocumentationcloudsestablishmentofbaseline
M:
Morethan75%complete/current
Likely
Balanceofinformationtobegatheredbyconsultant
ProjectScopeCreep
L:
Scopegenerallydefined,subjecttorevision
Unlikely
Scopeintiallydefinedinprojectplan,reviewedmonthlybythreegroups(ProjectManagerandSteeringCommittee)topreventundetectedscopecreep
ConsultantProjectDeliverablesunclear
L:
Welldefined
Unlikely
Includedinprojectplan,subjecttoamendment
VendorProjectDeliverables
M:
Estimated,notclearlydefined
Somewhatlikely
Includedinprojectplan,subjecttoamendment
CostEstimatesUnrealistic
L:
Thoroughlypredictedbyindustryexpertsusingprovenpracticesto15%marginoferror
Unlikely
Includedinprojectplan,subjecttoamendmentasnewdetailsregardingprojectscopearerevealed
TimelineEstimatesUnrealistic
M:
Timelineassumesnoderailment
Somewhatlikely
Timelinereviewedmonthlybythreegroups(ProjectManagerandSteeringCommittee)topreventundetectedtimelinedepartures
NumberofTeamMembersUnknowledgeableofBusiness
L:
Teamwellversedinbusinessoperationsimpactedbytechnology
Unlikely
ProjectManagerandconsultanttoidentifyknowledgegapsandprovidetraining,asnecessary
ProjectLeadership
SteeringCommitteeexistence
L:
Identifiedandenthusiastic
Unlikely
Frequentlyseekfeedbacktoensurecontinuedsupport
AbsenceofCommitmentLevel/AttitudeofManagement
L:
Understandsvalue&supportsproject
Unlikely
Frequentlyseekfeedbacktoensurecontinuedsupport
AbsenceofCommitmentLevel/AttitudeofUsers
L:
Understandsvalue&supportsproject
Unlikely
Frequentlyseekfeedbacktoensurecontinuedsupport
AbsenceofMid-ManagementCommitment
L:
Mostunderstandvalue&supportproject
Unlikely
Frequentlyseekfeedbacktoensurecontinuedsupport
ProjectStaffing
ProjectTeamAvailability
M:
Distributedteammakesavailabilityquestionable
Somewhatlikely
Continuousreviewofprojectmomentumbyalllevels.Consultanttoidentifyanyimpactscausedbyunavailability.Ifnecessary,increasecommittmmentbyparticipantstofulltimestatus
PhysicalLocationofTeampreventseffectivemanagement
M:
Teamisdispersedamongseveralsites
Likely
UseofIntranetprojectwebsite,comprehensiveCommunicationsPlan
ProjectTeam’sSharedWorkExperiencecreatespoorworkingrelationship
M:
Somehaveworkedtogetherbefore
Somewhatlikely
ComprehensiveCommunicationsPlan
WeakUserParticipationonProjectTeam
L:
Usersarepart-timeteammembers
Unlikely
UserGroupParticipantscoordinatedbyfulltimeemployee
ProjectManagement
Procurement
MethodologyUsedforeigntoteam
L:
ProcurementMethodologyfamiliartoteam
Unlikely
N/A
ChangeManagementProceduresundefined
L:
Well-defined
Unlikely
N/A
QualityManagementProceduresunclear
L:
Well-definedandaccepted
Unlikely
N/A
SoftwareVendor
NumberofTimesTeamHasDonePriorWorkwithVendorCreatesForeignRelationship
H:
Never
Certainty
Acomprehensivevendorevaluationandselectionprocess(incorporatedintoProjectPlan)willbeemployedtopredictanddefinetherelationshipbetweenthedepartmentandthevendor
Team’sLackofKnowledgeofPackage
M:
Conceptualunderstanding
Somewhatlikely
ComprehensivevendorevaluationandselectionprocessincorporatedintoProjectPlanwillassisttheteaminbetterunderstandingthepackageoffering(s)
PoorFunctionalMatchofPackagetoInitialSystemRequirements
L:
Minimalcustomizationrequired
Unlikely
Althoughapackagehasnotyetbeenselected,theConsultanthascomparedtheinitialrequirementswithavailablefunctionalityanddeterminedthatafunctionalmatchtotheinitialrequirementsisverylikely.Vendorselectionwillbebased,inpart,onhowwelltheproposedapplicationmatchesdefinedfunctionalspecifications.
Team’sInvolvementinPackageSelectionImpactsSuccessofImplementation
L:
Highinvolvementinselection
Unlikely
Comprehensivevendo
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