Part 4
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Instructions
Students will revise as required their previous submission based on instructor feedback, and then add the following three sections. The resulting submission will include all seven sections to date.
- Develop the Quality Management Plan. This anticipates who in the organization will take responsibilities for aspects of the project and their role. This will be used when the project implementation begins.
- This should be a spreadsheet or grid as found on pages 117 and 118 in the textbook.
- Assign Resources to the Project software document.
- Create a Communication Plan. Submit as a 1-2 page MS Word document or MS Excel document, using a grid plus text) See the example in Figure 4:10, page 122 of A Guide to the Project Management Body of Knowledge: PMBOK® Guide.
PMBOK is a registered mark of the Project Management Institute, Inc.
Reference PMBOK
Reference attached Docs
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| 2 |
>Intro
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Individual
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| T |
erm Project Part
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| 3 |
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| S |
hannon Brain
| Yorkville University |
| BUSI 3
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| 6 |
| 23 |
Project Planning Essentials
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| 1 |
6-
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| F |
eb-2
0 |
| Budget |
| Family House Construction Plan |
| Project Owner:
| Joseph
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| M |
anning
Budget
| $
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| 5 |
00,000
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| Requirement Anaylsis |
Planned |
Actual |
(+/-) |
Comments |
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| Engineering project reports |
$1
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| 4 |
5,000.00
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| 12 |
3,000.00
$
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| 22 |
,000.00
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| Product quality checks report |
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| $3,000.00 |
| 3,
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| 20 |
0.00
| -$200.00 |
| Additional reports requested |
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| Design documents |
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| $5,000.00 |
4,
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| 8 |
50.00
$
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| 15 |
0.00
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| Proposals |
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| $1,000.00 |
1,
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| 25 |
0.00
-$250.00 |
Updated quote |
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| Drawings |
$1,000.00
| 1,
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| 10 |
0.00
-$100.00 |
| Customer changes |
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| Survey/Prepare Site |
$
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| 7 |
,500.00
6,250.00 |
| $1,250.00 |
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| Design structural components |
$5,000.00
6,000.00 |
-$1,000.00 |
Customer changes
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| House assessment report |
| $2,000.00 |
1,100.00
$
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| 9 |
00.00
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| Install Foundation |
$75,000.00 |
82,000.00 |
–
| $7,000.00 |
Rework cement |
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| Frame |
$25,000.00 |
23,750.00 |
$1,250.00
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| Roof install |
| $
| 50,000.00 |
47,000.00 |
$3,000.00
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| W |
indow/Doors
$50,000.00 50,000.00
| $0.00 |
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| Power connection |
$
| 10,000.00 |
10,000.00 $0.00
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| Water connection |
$12,000.00 |
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| 13 |
,500.00
| -$1,500.00 |
Change in scope |
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| Progress |
Reports
$1,000.00
2,500.00 |
-$1,500.00 Additional reports requested
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| Drywall install |
$7,000.00
9,000.00 |
| -$2,000.00 |
Additional labour |
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| Trim |
$3,000.00 3,200.00 -$200.00
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| Paint |
$5,000.00
4,400.00 |
$600.00 |
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| Floor install |
| $20,000.00 |
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| 18 |
,000.00
$2,000.00
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| Kitchen Install |
$40,000.00 |
42,000.00 |
-$2,000.00
| Added Features |
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| Bathroom install |
$20,000.00
| 26 |
,009.00
-$6,009.00 |
Added Features
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| Grade Yard |
$10,000.00 |
26,000.00 |
-$
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| 16 |
,000.00
Driveway added |
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| Build Inspection |
$2,500.00 |
2,200.00 |
$
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| 30 |
0.00
| Total |
$500,000.00 |
$506,309.00 |
-$6,309.00 |
Result : |
| Over Budget |
Gantt Timeline
Create a Gantt Chart in this worksheet.
Enter title of this project in cell B1.
Legend title is in cell I1.
Information about how to use this worksheet, including instructions for screen readers and the author of this workbook is in the About worksheet.
Continue navigating down column A to hear further instructions. |
| Family House Construction Project |
Legend: |
Enter Company Name in cell B2.
A legend is in cells I2 through AC2. |
Family House Construction Project
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| On Track |
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| Low Risk |
Med Risk |
High Risk |
Unassigned |
| Enter the name of the Project Lead in cell B3. Enter the Project
| Start |
date in cell F3 or allow the sample formula to find the smallest date value from the Gantt Data table.
Project Start Date: |
label is in cell D3.
Joseph Manning Project Start Date:
| 1/1/20 |
A Scrolling Increment is in cell F4.
Months for the dates in row 5 are displayed starting in cells I4 through cell BL4.
Do not modify these cells. They are auto updated based on the project start date in cell F3. |
Scrolling Increment: |
0
January |
February |
Cells I5 through BL5 contain the day number of the month for the Month represented in the cell block above each date cell and are auto calculated.
Do not modify these cells.
Today’s date is outlined in Red (hex #AD3815) from today’s date in row 5 through the entire date column to the end of the project schedule. |
1 2 3 4 5 6 7 8 9 10
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| 11 |
12 13
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| 14 |
15 16
| 17 |
18
| 19 |
20
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| 21 |
22 23
| 24 |
25 26
27 |
28 |
29 |
30
31 |
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
A scrollbar is in cells I6 through BL6. The increment for paging through the data is defined as 2 pages at a time and can be configured in the settings for the control bar.
To jump forward or backward in the timeline, enter a value of 0 or higher in cell F4.
A value of 0 takes you to the beginning of the chart. |
This row contains headers for the project schedule that follows below them.
Navigate from B7 through BL7 to hear the content. The first letter of each day of the week for the date above that heading, starts in cell I7 and continues through cell BL7.
All project timeline charting is auto generated based on the category, start date and number of days entered in the
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| Milestone |
s table.
Milestone Description |
Category |
Assigned To |
Progress Start
No. Days |
Column1 |
W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T
| Do not delete this row. This row is hidden to preserve a formula that is used to highlight the current day within the project schedule. |
Requirement Anaylsis Milestone
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| T Smith |
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| 10
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| 0% |
1/11/20 |
8
Enter Project information starting in cell B9 through cell G9.
Sample data is in cells B9 through G33.
Enter Milestone Description, select a Category from the drop-down list, assign someone to the item, enter the progress, start date and number of days for the task to start charting.
The next instruction is in cell A34. |
Engineering project reports On Track T Smith
59% |
2/14/19 |
2
Product quality checks report
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| Goal |
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| A Solce |
| 75% |
| 3/13/20 |
3
Design documents On Track A Solce 100% 1/1/20 30
Proposals Low Risk T Smith
| 90% |
3/10/20 |
10
Drawings Milestone A Solce 100%
| 1/22/20 |
14 1 1 1 1 1 1 1 1 1 1 1 1 1 1
Survey/Prepare Site Milestone
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| J Baker |
100%
2/5/20 |
7
| Design structura;Componentns |
Design structural components Milestone J Baker 100%
1/29/20 |
10
House assessment report Milestone
| Jbaker |
100%
| 3/19/20 |
6
Install Foundation Milestone J Baker 75%
| 2/14/20 |
14
Frame On Track
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| L Coal |
0%
2/28/20 |
14
Roof install On Track L Coal 0%
| 3/6/20 |
7
| Window/Doors |
Milestone
Graybar |
0% 3/13/20 4
Power connection On Track
| C Docker |
0%
| 3/14/20 |
7
Water connection On Track L Coal 0% 3/14/20 7
| Progress Reports |
Low Risk T Smith 0% 3/19/20 11
Drywall install On Track J Baker 0%
| 3/23/20 |
14
Trim On Track J Baker 0%
| 4/6/20 |
7
Paint On Track J Baker 0%
| 4/7/20 |
14
Floor install Goal J Baker 0%
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| 4/20/20 |
21
Kitchen Install Goal J Baker 0%
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| 5/12/20 |
5
Bathroom install Low Risk J Baker 0% 5/12/20 4
Grade Yard Milestone J Baker 0% 4/20/20 2
Build Inspection Milestone J Baker 0%
| 5/15/20 |
1
| Walk thru/Final Acceptance |
Milestone J Baker 0%
5/30/20 |
1
2
>Sheet
3 |
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Project Name |
Family House Project |
Project # |
| 1 |
4 |
1
| Project Manager’s Name |
Joseph Dunhill |
Sponsor |
0 |
| Project Timeframe |
| 6 |
Months
Updated |
2.2.
| 20 |
20
| Project Stages |
WBS Code |
Task/ Deliverables |
Dependencies |
Status
Author: Options are:
Open
Closed
|
Effort Hours |
| Needs/ Requirements Assessment |
1
Site Investigation |
ID #1 |
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| Complete |
42 |
2
| Detailed Planning |
#2 |
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| Not Complete |
43 |
3
| Identifying Labor Requirements |
#3 |
Complete
6
| 7 |
4
| Identifying Machine and Technology Requirements |
#4 |
Not Complete
| 8 |
7
| 5 |
Assessing Financial Needs/ Requirements |
| #5 |
Complete
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| 30 |
6
| Determining the Time Needed |
#5 Complete 30
7
| Assessing the Building materials Requirements |
#6 |
Complete 30
| Design and Analysis |
8
Detailed Design |
#7 |
Complete 30
| 9 |
Architectural Design |
#8 |
Complete 30
| 10 |
Drawing the Plan |
#9 |
Not Complete 30
| Development Phase |
11 |
|
| Preparation of site |
#10 |
Not Complete
|
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| 35 |
| 12 |
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| Relocating services |
#11 |
Not Complete 35
| 13 |
|
| Piling (stakes) |
#12 |
Not Complete 35
| 14 |
| Constructing foundation |
#13 |
Not Complete 35
| 15 |
| Erecting pylons |
#14 |
Not Complete
| 46 |
| 16 |
| Filling the concretes |
#15 |
Not Complete 46
| 17 |
Assessing the building materials Requirements |
#16 |
Complete
45 |
| 18 |
| Detailed design |
#17 |
Complete
47 |
| 19 |
| Architectural design |
#18 |
Complete
49 |
20
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| Drawing the plan |
#19 |
Not Complete
| 50 |
| 21 |
Design approval |
#20 |
Not Complete 50
| Completion and Implementation |
22 |
Preparation of site
#21 |
Not Complete
52 |
| 23 |
Relocating services
#22 |
Not Complete
54 |
| 24 |
Piling (stakes)
#23 |
Not Complete
56 |
| 25 |
Constructing foundation
#24 |
Not Complete
58 |
| 26 |
Erecting pylons
#25 |
Not Complete
59 |
| Testing |
27 |
Filling the concretes
#26 |
Not Complete
61 |
| 28 |
Assessing the building materials requirements |
#27 |
Complete
63 |
| 29 |
Detailed design
#28 |
Complete
65 |
30 Architectural design
| #29 |
Complete
67 |
| Repair and Maintenance |
31 |
Drawing the plan
#30 |
Not Complete
68 |
| 32 |
Preparation of site
#31 |
Not Complete
70 |
| 33 |
Relocating services
#32 |
Not Complete
72 |
| 34 |
Piling (stakes)
#33 |
Not Complete
74 |
Running head: PROJECT SCOPE STATEMENT 1
PROJECT SCOPE STATEMENT 6
Individual Term Project Part 2
Shannon Brain
Yorkville University
BUSI 3623 Project Planning Essentials
February 1, 2020
Project Scope Statement
1. The project name: Family House Construction Project
2. The project charter
This project focuses on designing, developing, and completing a detached house for a family in Toronto, Ontario. The house shall be constructed in full compliance with the City Planning Regulations, as well as the recommended construction safety standards. As part of the construction process, the road to the building will be planned and will be wholly surfaced. Moreover, potable water will be piped from the mains municipality water supply. The piped water will be connected by designing a canal to the front of the plot or site. Once complete, electric power connection will be linked to the house from the mains supply.
3. The project owner, sponsors, and stakeholders
The project is owned by Dominic Schwab, a businessman based in Toronto. Manning is the client whose house should be completed. The key stakeholders of the project include: employees, who include architect, engineer, trade contractor, as well as material suppliers. While the project is fully owned by the client, it is partly sponsored by the Ministry of Municipal Affairs and Housing, partly sponsors the development of decent housing for the low- and middle class societies.
4. Problem Statement
The housing crisis among the low- and middle-class populations is increasingly becoming a major concern for both Federal and Provincial Governments. In the last five years, The Canada and US has witnessed an upsurge in shanty houses. The mushrooming of slums across different towns and cities is indicative of the increase in the number of low- and middle-income people who cannot afford decent housing (Fields & Hodkinson, 2018). Moreover, government regulators and authorities are concerned with the need to prevent rental homes from being converted to market-rate housing or demolished to keep them affordable and available to low-income households. Policymakers also seek to develop interventions that can increase access to affordable housing facilities for low-income families.
5. The project goals and objectives
Goals
a) To complete a five-bedroom house for a family within 6 months.
b) To develop a high-quality house.
Objectives
a. To assess the site and determine the housing needs for the family
b. To examine the budget for each item and resources
c. To design the foundation and complete the building
d. To conduct quality and safety assessment of the completed building
e. To connect water and electricity to the completed house
6. The project requirements
Requirements are the resources and activities that will be needed to complete the project. Determining the project requirements is a critical step in determining what the project team can use to successfully implement the construction project (Sokowski, 2015). The key requirements for the project will include:
a. Labor requirements
b. Financial requirements
c. Construction equipment
d. Construction machines
e. Building materials
7. The project deliverables
Project deliverables refer to the outputs that should be completed upon closure of the project. It is the task of the project manager to determine, track, and manage project deliverables for each task that has been assigned (Moustafaev, 2014). For this particular construction project, the list of project deliverables includes:
a. Engineering project reports
b. Product quality checks report
c. Design documents
d. Proposals
e. Drawing
f. House assessment report
g. The completed family house
h. Power connection
i. Water connection
j. Progress Reports
8. The project non-goals (what is out of scope)
The purpose of the project will be to complete a 5-bedroom family house. As such, there are various items that will be out of the scope for the project. Examples of items that will be out of scope include:
a. Fencing the construction site
b. Furnishing the house
c. Landscaping the compound
9. Milestones
Activity
From
To
1
Requirements Analysis
February 2, 2020
February 10, 2020
2
Surveying and preparing the site
February 11, 2020
February 25, 2020
3
Designing the structural components
February 26, 2020
February 29, 2020
4
Constructing foundation
March 1, 2020
March 10, 2020
5
Electrical system installation
March 11, 2020
March 22, 2020
6
Roadway surfacing
March 23, 2020
March 31, 2020
7
Fitting the windows doors
April 1, 2020
April 10, 2020
8
Obtain inspection approvals
April 20, 2020
April 24, 2020
10. Cost estimates
Item
Cost (CAD)
1
Labor Costs
$150,000
2
Construction equipment and machines
50,000
3
Purchasing building materials
250,000
4
Purchasing windows
5,000
5
Purchasing doors
5,000
6
Installing electric power
20,000
7
Water pipe connections
20,000
TOTAL
$500,000
References
Fields, D. J., & Hodkinson, S. N. (2018). Housing policy in crisis: An international perspective.
Journal of Housing Policy Debate, 28 (1), 1-5.
“Ministry of Municipal Affairs and Housing.” www.ontario.ca/page/ministry-municipal-affairs-housing.
Moustafaev, J. (2014). Project scope management: A practical guide to requirements for
engineering, product, construction, IT and enterprise projects. New York: Auerbach
Publications.
Sokowski, D. (2015). Mastering Project Management Integration and Scope: A Framework for
Strategizing and Defining Project Objectives and Deliverables. New York: FT Press.
Quality Management Plan
Project Management Improvement Project
Example
Prepared By: Name
1
–
Project Manager
Position:
Project manager
Date:
January
2
7, 2006
Version No:
v
1.0
Document Change Control
The following is the document control for revisions to this document.
|
Version Number
|
Date of Issue
|
Author(s)
|
Brief Description of Change
|
0.9
11/15/05
|
|
Name1 – Project Manager
|
Phase 1 – Preliminary draft for Phase 1
|
|
1.0
|
1/27/06
|
Name1 – Project Manager
Phase 1 & 2 – conform to new framework template, update for Phase 2 deliverables
|
Definition
The following are definitions of terms, abbreviations and acronyms used in this document.
|
Term
|
Definition
|
|
PMA
|
Project Management Advisor
Web tool
|
Table Of Contents
|
|
|
1
|
1. Quality Management Approach
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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2
|
2. Quality Management Objectives
3
3. Project Quality Control
6
4. Project Quality Assurance
7
5. Quality Team Roles & Responsibilities
9
6. Quality Tools
10
7. Quality Control and Assurance Problem Reporting Plan
11
8. Appendix
11
Gap Resolution Targets
1. Quality Management Approach
The purpose for managing quality is to validate that the project deliverables are completed with an acceptable level of quality. Quality management assures the quality of the project deliverables and the quality of the processes used to manage and create the deliverables.
The quality management plan identifies these key components:
|
Objects of quality review
|
Quality Measure
|
Quality Evaluation Methods
|
|
Project Deliverables
|
Deliverable Quality Standards
Completeness and Correctness Criteria
|
Quality Control Activities
|
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Project Processes
|
Process Quality Standards
Stakeholder Expectations
|
Quality Assurance Activities
|
The following is a brief explanation of each of the components of the quality management plan.
|
Project Deliverables and Processes
|
The key project deliverables and processes subject to quality review.
|
|
Deliverable
Quality Standards
and
Completeness and Correctness Criteria
|
The quality standards that are the “measures” used to determine a successful outcome for a deliverable.
The completeness and correctness criteria describe when each deliverable is complete and correct as defined by the customer. Deliverables are evaluated against these criteria before they are formally approved.
|
|
Process
Quality Standards
and
Stakeholder Expectations
|
The quality standards that are the “measures” used to determine if project work processes are being followed.
Stakeholder expectations describe when a project process is effective as defined by the project stakeholders. An example is the expectation to be regularly informed monthly of project status.
|
|
Quality Control Activities
|
The quality control activities that monitor and verify that the project deliverables meet defined quality standards.
|
|
Quality Assurance Activities
|
The quality assurance activities that monitor and verify that the processes used to manage and create the deliverables are followed and are effective.
|
2. Quality Management Objectives
The following are the quality objectives of the project that reflect the overall intentions to be applied with regard to quality throughout the project.
· Deliverables support improved project management proficiency at DoIT
· Deliverables meet the requirements of DoIT leaders and project managers
· Deliverables align with industry best practices for project management and Web delivery
· Deliverables are easy to use
· Project practices conform to recommended project management standards
3. Project Quality Control
The focus of quality control is on the deliverables of the project. Quality control monitors project deliverables to verify that the deliverables are of acceptable quality and are complete and correct.
The following table identifies:
· The major deliverables of the project that will be tested for satisfactory quality level.
· The quality standards and the correctness and completeness criteria established for the project deliverable. Included are any organizational standards that need to be followed.
· The quality control activities that will be executed to monitor the quality of the deliverables.
· How often or when the quality control activity will be performed.
|
Project Deliverable
|
Deliverable Quality Standards/
Completeness and Correctness Criteria
|
Quality Control Activity
|
|
Frequency/Interval
|
|
|
|
|
Framework
|
QC1. Conforms to expert commentary regarding clarity and conciseness (95%)
|
Information mapping
Technical editor review
|
Core Team review
|
Review Team review
Weekly
by topic
Weekly
by topic .
Weekly by topic
Monthly
|
Framework
|
QC2. Aligned with industry best practices (90%)
|
Project Management Institute alignment per Project Management Book of Knowledge, 3rd edition
Core Team review
Review Team review
|
Once during overall framework design
Weekly by topic
Monthly
|
Framework
|
QC3. Aligned with UW best practices (90%)
|
UW Office of Quality Improvement alignment per Symposium 2006 training and documentation
Review Team review
|
Once during overall framework design
Monthly
|
Framework
|
QC4. Apply prioritized changes per Review Team review (95%)
|
Document, prioritize, publish change requests
Apply change requests per Project Management – Review Team Commentary by Action (1/6/06) and update change control documentation
|
Monthly
Weekly
|
|
|
|
|
|
Project Management Advisor (PMA)
|
QC5. Meets ease of use criteria (90%)
|
Establish & document evaluation criteria
Preliminary prototype feedback per criteria
Review Team review per criteria
Usability test per criteria
|
Once during initial prototype design
Weekly during prototype design
Monthly
.
Once prior to each phase/interim version release
conclusions
|
Project Management Advisor (PMA)
|
QC6. Meets UW Web accessibility standards per
http://www.wisc.edu/policy/wwwap.php
See:
http://helpdesk.doit.wisc.edu/page.php?id=1157
(Phase 1 – 90%) (Phase 2 – 100%)
|
DoIT accessibility standards committee review
|
|
Once prior to each phase/interim version release
|
Project Management Advisor (PMA)
|
QC7. Supports cross-browser access per Help Desk documentation
http://helpdesk.doit.wisc.edu/page.php?id=3207
(Phase 1 – 90%) (Phase 2 – 100%)
|
Cross-browser test by Help Desk
|
Once prior to each phase/interim version release
Project Management Advisor (PMA)
|
QC8. Accurate incorporation of framework into PMA (100%)
Apply version control to all PMA changes (100%)
|
Routine framework developer audit of PMA
|
Weekly during each change cycle
|
Project Management Advisor (PMA)
|
QC9. Completeness and correctness of Web linking (100%)
|
Routine framework developer audit
Final go-live test
|
Monthly testing .
Once prior to each phase/interim version release
|
|
|
Project Management Workshop
|
QC10. Structured per good training standards (95%)
|
Delivery consultation by training provider
|
Biweekly during workshop design
|
Project Management Workshop
|
QC11. Accurate communication of framework (95%)
|
Core Team review
Biweekly during workshop development
|
|
Project Management Training Plan
|
QC12. Addresses all DoIT project management skill levels (95%)
|
Group manager survey
Group manager review
Core Team review .
Sponsor review
|
Once during plan design
Once prior to plan publication
Monthly during plan development
Monthly during plan development
|
|
Resolve project management gaps per Appendix A
|
QA13. Gaps resolved per Appendix A (100%)
|
Assessment and reporting of satisfactory gap resolution
|
Once per project phase
completion
|
4. Project Quality Assurance
The focus of quality assurance is on the processes used in the project. Quality assurance ensures that project processes are used effectively to produce quality project deliverables.
The following table identifies:
· The project processes subject to quality assurance.
· The quality standards and stakeholder expectations for that process.
· The quality assurance activity – such as a quality audit or reviews – that will be executed to monitor that project processes are properly followed.
· How often or when the quality assurance activity will be performed.
|
Project Process
|
Process Quality Standards/
Stakeholder Expectations
|
Quality Assurance Activity
|
Frequency/Interval
|
QA1. Develop/refine project charter
QA2. Develop/refine project plan
QA3. Execute and control project per project plan
QA4. Approve each project stage
QA5. Close project with post project review
|
100% compliance with framework
100% compliance with framework
95% compliance with framework
100% compliance with framework
100% compliance with framework
|
Audit charter updates by phase
Audit plan content and updates, project priorities, and task estimation
Audit the following project activities:
· Quality
· Communications
· Project progress
Audit stage checkpoints
Audit project reviews by phase
|
Once per project phase
Once per project phase
Weekly
Monthly
Monthly
Once per project phase/stage
Once per project phase
|
5. Quality Team Roles & Responsibilities
The following identifies the quality-related responsibilities of the project team and lists specific quality responsibilities.
|
Project Team Role
|
Assigned Resource
|
Quality Control and Quality Assurance Responsibilities
|
|
Executive Sponsor .
Project Sponsor
|
Name3 – Executive Sponsor .
Name2 – Project Sponsor
|
QA4: Approve each project stage per framework checkpoints
QA1, QA2, QA3, QA5: Assess practice of project management framework activities
QC13: Assess satisfactory resolution of project management gaps
|
|
Project Manager
|
Name1 – Project Manager
QA3: Assure practice of quality control measures and communications in project plan
QC1, QC2, QC5: Assure framework and PMA reviews by Core Team, Review Team, usability testers, Web accessibility testers, cross-browser testers
QC1, QC2, QC5: Communicate prioritized changes per Review Team review
QC3, QC4: Assure deliverables meet broad set of UW and DoIT project manager requirements
QC12: Assure training plan addresses all DoIT project management skill levels
QC13: Assure project management gap resolution
|
|
Lead Framework Developer
|
Phase 1 – Name4
Phase 2 – Name5
|
QC6: Confirm PMA meets Web accessibility standards
QC7: Confirm PMA provides cross-browser access
QC8, QC9: Test PMA for accurate delivery of framework and completeness of linking
|
|
Core Team Member
|
Name1 – Project Manager, Name4, Name6, Name5
|
QC4: Prioritize changes per Review Team review
QC11: Assure workshop accurately delivers framework
|
|
Technical Editor
|
Name7
|
QC1: Edit framework to assure it is clear and concise
|
|
Web Accessibility Committee
|
DoIT committee
|
QC6: Test PMA for Web accessibility
|
|
Cross-Browser Testers
|
DoIT Help Desk
|
QC7: Test PMA for cross-browser support
|
|
Training Consultant
|
Name8
|
QC10: Assure workshop structured per good training standards
|
6. Quality Tools
The following lists the tools to be used to support quality management implementation and the purpose or use of the tool.
|
Tool Name
|
Tool Purpose/Use
|
|
Project Management Advisor
|
Document the project management framework stages and activities to be applied to this project
|
|
Project Management Framework Templates
|
Document the project management deliverables to be produced by this project
|
|
My Webspace Phased Deliverables Directories
|
Directory structure used for version control of framework and PMA
|
|
My Webspace Phased Review Team Feedback Directories
|
Directory structure used for comments and change requirements from the Review Team and the Usability testers
|
|
Web Accessibility Testing Tool: Bobby
|
Used to test PMA compliance with Web accessibility standards.
|
|
DoIT Help Desk Browser Testing Standards
|
Used to test PMA compliance with Web browser support standards.
|
7. Quality Control and Assurance Problem Reporting Plan
Quality was managed rigorously but informally during Phase 1. Beginning with the initiation of Phase 2, this project will manage quality according to this quality management plan. The project manager will monitor quality and report exceptions to the executive sponsor and the project sponsor as part of monthly status reporting, or more frequently if conditions warrant.
The following logs will be used to itemize, document and track to closure items reported through quality management activities.
Quality Control Log
|
|
Exception ID Number
|
|
Review Date
|
Deliverable Reviewed
|
|
Findings
|
|
Resolution
|
|
Resolution Date
|
|
QC-Exc-1
|
|
QC-Exc-2
|
Quality Assurance Log
Exception ID Number
Review Date
Process Reviewed
|
Findings
Resolution
Resolution Date
|
QA-Exc-1
|
|
QA-Exc-2
|
8. Appendix
Gap Resolution Targets
DoIT conducted a study in 2005 to assess gaps in DoIT’s project management practices. Appendix A summarizes gap findings and identifies the targeted Project Management Improvement project phase for resolving each gap. See Appendix B for the gap assessment report.
Table 1 lists each gap and identifies (1) the means to progress toward resolution of the gap via the project management framework and (2) a targeted phase for resolution. Tables 2 and 3 summarize the gaps targeted for resolution in Phases 1 and 2, respectively. Table4 summarize the gaps targeted for resolution in Phases 3 and beyond. Target dates for completion of project phases are specified in the project plan.
In general, the framework alone will not resolve gaps. Rather, organizational implementation of the framework is necessary, including implementation of appropriate tools and training as well as adjustment of thinking and culture to align with the framework. This is reflected in the targeted phase for resolution, which often is later than the expected completion of the indicated framework components.
For each phase of the project management improvement project, the project manager will plan, execute, and control progress toward resolution of gaps as specified below. The project sponsor and project manager will assess and report satisfactory resolution of these gaps as part of the acceptance checkpoint at the end of each project phase.
Table 1 – Gap Resolution Plan by Category
This table itemizes all gaps identified in the 2005 study and maps the resolution plan the project management framework and a project phase for framework implementation.
|
|
|
|
Gap Category
|
|
|
|
Gap
|
Project Management Framework Stage
|
Project Management Framework Activity
|
Project Management Improvement Phase
|
|
|
Cross-Unit Leadership
|
|
1. Inadequate assessment of interdependences between projects in terms of resource allocation and customer impact
|
|
|
|
|
|
|
|
|
|
|
|
|
1 – Conceptualize
|
|
|
|
|
|
|
|
|
|
|
Strategic Alignment
|
|
|
|
|
|
|
|
3+
|
|
|
2. Inadequate controls on project definition, launch, and impact on other projects
|
1 – Conceptualize
Strategic Alignment
3+
|
|
3. Inadequate controls on project priority setting
|
1 – Conceptualize
Strategic Alignment
3+
|
|
4. Inadequate controls for major project commitments, timelines, and interdependences
|
1 – Conceptualize
Strategic Alignment
3+
|
|
|
Unit Leadership
|
|
|
1. Inadequate setting of project’s rationale and strategic goals
|
1 – Conceptualize
Strategic Alignment
|
|
|
|
|
|
|
|
2-3
|
|
|
|
2. Inadequate explicit communications of project’s rational and strategic goals
|
|
|
|
|
1 – Conceptualize 2 – Initiate
|
|
|
Communication Management
|
2-3
|
|
|
3. Inadequate controls identifying and verifying customer need
|
|
|
1 – Conceptualize 2 – Initiate
|
|
|
Scope Management
Requirements Management
|
2-3
|
|
4. Inadequate controls identifying and verifying sponsor support
|
1 – Conceptualize 2 – Initiate
|
|
|
|
|
Role Management
|
2
|
|
5. Inadequate working relationship with customers during project phases
|
|
All
|
|
Role Management
Communication Management
|
2
|
|
|
Project Management Culture
|
|
1. Inadequate control for unit leaders to determine which projects need or do not need formal project management
|
1 – Conceptualize
Role Management
2
|
Project Management Culture (cont.)
|
|
2. Inadequate control for determining skill levels needed for project manager
|
|
1 – Conceptualize
2 – Initiate
|
Role Management
2
|
|
3. Project Managers do not necessarily have formal project management training
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
All
|
All
2
|
|
|
4. Lack of processes for project initiation, go/no-go, move from project to production
|
All
|
|
Checkpoints
|
|
|
1-2
|
|
|
5. Need for project management process
|
All
All
1
|
|
6. Need for decision and process strategies
|
All
All
1
|
|
7. Inadequate pricing strategy for customers
|
2 – Initiate 3 – Plan
|
|
Budget Management
|
2
|
|
8. Need for a “Project Management Apprentice Program”
|
All
All
2
|
|
9. Distribution of templates designed as helpful approaches
|
All
All
2
|
|
10. Need for customers to participate in functional requirements workshops
|
|
2 – Initiate
|
|
Scope Management
Requirements Management
Role Management
|
2
Table 2 – Targeted Gap Resolution for Phase 1
This table summarizes the gaps targeted for resolution at the conclusion of Phase 1.
Gap Category
Gap
|
|
Framework Stage
|
|
|
Framework Activity
|
|
|
Improvement Phase
|
Project Management Culture
5. Need for project management process
All
All
1
6. Need for decision and process strategies
All
All
1
4. Lack of processes for project initiation, go/no-go, move from project to production
All
Checkpoints
1-2
Table 3 – Targeted Gap Resolution for Phase 2
This table summarizes the gaps targeted for resolution at the conclusion of Phase 2.
Gap Category
Gap
Framework Stage
Framework Activity
Improvement Phase
Unit Leadership
1. Inadequate setting of project’s rationale and strategic goals
1 – Conceptualize
Strategic Alignment
2-3
2. Inadequate explicit communications of project’s rational and strategic goals
1 – Conceptualize 2 – Initiate
Communication Management
2-3
3. Inadequate controls identifying and verifying customer need
1 – Conceptualize 2 – Initiate
Scope Management
Requirements Management
2-3
4. Inadequate controls identifying and verifying sponsor support
1 – Conceptualize 2 – Initiate
Role Management
2
5. Inadequate working relationship with customers during project phases
All
Role Management
Communication Management
2
Project Management Culture
1. Inadequate control for unit leaders to determine which projects need or do not need formal project management
1 – Conceptualize
Role Management
2
2. Inadequate control for determining skill levels needed for project manager
1 – Conceptualize 2 – Initiate
Role Management
2
3. Project Managers do not necessarily have formal project management training
All
All
2
4. Lack of processes for project initiation, go/no-go, move from project to production
All
Checkpoints
1-2
7. Inadequate pricing strategy for customers
2 – Initiate 3 – Plan
|
Budget Management
2
8. Need for a “Project Management Apprentice Program”
All
All
2
|
Project Management Culture (cont.)
|
9. Distribution of templates designed as helpful approaches
All
All
2
10. Need for customers to participate in functional requirements workshops
2 – Initiate
Scope Management
Requirements Management
Role Management
2
Table 4 – Targeted Gap Resolution for Phase 3 and Beyond
This table summarizes the gaps targeted for resolution at the conclusion of Phase 3 and beyond.
Gap Category
Gap
Framework Stage
Framework Activity
Improvement Phase
Cross-Unit Leadership
1. Inadequate assessment of interdependences between projects in terms of resource allocation and customer impact
1 – Conceptualize
Strategic Alignment
3+
2. Inadequate controls on project definition, launch, and impact on other projects
1 – Conceptualize
Strategic Alignment
3+
3. Inadequate controls on project priority setting
1 – Conceptualize
Strategic Alignment
3+
4. Inadequate controls for major project commitments, timelines, and interdependences
1 – Conceptualize
Strategic Alignment
3+
Unit Leadership
1. Inadequate setting of project’s rationale and strategic goals
1 – Conceptualize
Strategic Alignment
2-3
2. Inadequate explicit communications of project’s rational and strategic goals
1 – Conceptualize 2 – Initiate
Communication Management
2-3
3. Inadequate controls identifying and verifying customer need
1 – Conceptualize 2 – Initiate
Scope Management
Requirements Management
2-3
Disclaimer
This example is based on a real project. However, this version is changed to present full examples of Quality Management Plan components as described in the DoIT Project Management Framework. This example is not a true representation of the Quality Management Plan for the Project Management Improvement project.
Example – Project Management Improvement Project – Quality Management Plan, v1.0.1
Page ii
122 Part 1 – Guide
Figure 4-15. Close Project or Phase: Data Flow Diagram
• Project
charter
5.5
Validate
Scope
12.1
Plan
Procurement
Management
4.1
Develop
Project Charter
Project
Management
Plan
Project
Documents
Project
Documents
4.7
Close
Project or
Phase
Enterprise/
Organization
Enterprise/
Organization
Customer
• Accepted deliverables
• Project Charter
• Procurement documentation
12.2
Conduct
Procurements
• Organizational process assets
• Final product, service, or
result transition
Project documents updates
• Lessons learned register
• Final report
• Organizational process
assets updates
Project management plan
• All components
Project documents
• Assumption log
• Basis of estimates
• Change log
• Issue log
• Lessons learned register
• Milestone list
• Project communications
• Quality control measurements
• Quality reports
• Requirements documentation
• Risk register
• Risk report
Business
Documents
• Agreements • Business case
• Benefits management plan
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EBSCO Publishing : eBook Collection (EBSCOhost) – printed on 3/13/2020 4:15 PM via YORKVILLE UNIV
AN: 1595320 ; Project Management Institute.; A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Sixth Edition
Account: s7439054
122 Part 1 – Guide
Figure 4-15. Close Project or Phase: Data Flow Diagram
• Project
charter
5.5
Validate
Scope
12.1
Plan
Procurement
Management
4.1
Develop
Project Charter
Project
Management
Plan
Project
Documents
Project
Documents
4.7
Close
Project or
Phase
Enterprise/
Organization
Enterprise/
Organization
Customer
• Accepted deliverables
• Project Charter
• Procurement documentation
12.2
Conduct
Procurements
• Organizational process assets
• Final product, service, or
result transition
Project documents updates
• Lessons learned register
• Final report
• Organizational process
assets updates
Project management plan
• All components
Project documents
• Assumption log
• Basis of estimates
• Change log
• Issue log
• Lessons learned register
• Milestone list
• Project communications
• Quality control measurements
• Quality reports
• Requirements documentation
• Risk register
• Risk report
Business
Documents
• Agreements • Business case
• Benefits management plan
Co
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EBSCO Publishing : eBook Collection (EBSCOhost) – printed on 3/13/2020 4:15 PM via YORKVILLE UNIV
AN: 1595320 ; Project Management Institute.; A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Sixth Edition
Account: s7439054
