Project Plan - Template V1.0

  • View
    121

  • Download
    2

Embed Size (px)

Transcript

My Project Name Project Management Plan

Author: Version: Issue Date:

PM Name V1.0 11/7/2008

DRAFT

ApprovalBy signing in the sections below, all parties agree to the contents of this document.

Key Stakeholders

Stakeholder Name Stakeholder Title (Stakeholder Position on Project)

Date

Richard Harris OneOx Program Manager

Date

Print Date: 15-May-11 13:25:15 a5/p5

Page : 2 - 22

Commercial In-Confidence

DRAFT

Document Control

Document Location

\\melfps01\depts\finance\ellipse\etc etc etc NB: Use the UNC path here so it may be accessible from all sites. Do not use G:\finance\ as every site has a different G:\ drive.

Document HistoryVersion 0.1 1.0 Date 24/6/2008 11/7/08 Author Your Name Your Name Comments First draft Accepted Copy

Stakeholder Sign-offTitle Name Sign-Off Received (Yes / No) Eg: Project Sponsor Eg: Joe Blogs No Eg: 11/7/08 Date

GlossaryTerm Description All terms and acronyms which may require explanation need to be included here.

Print Date: 15-May-11 13:25:15 a5/p5

Page : 3 - 22

Commercial In-Confidence

DRAFT

References and Files:Project Location Document \\melfps01\depts\finance\ellipse\etc etc etc NB: Use the UNC path here so it may be accessible from all sites. Do not use G:\finance\ as every site has a different G:\ drive. Requirements sheet in XYZ Project - Registers.xls Risk sheet in XYZ Project - Registers.xls Issues sheet in XYZ Project - Registers.xls Change sheet in XYZ Project - Registers.xls Weekly sheets in XYZ Project - Registers.xls Quality sheet in XYZ Project - Registers.xls XYZ Project - Contacts.xls XYZ Project - Schedule.mpp

Requirements Register Risk Register Issue Register Change Register Status Reports Quality (Measurements and indicators) Stakeholder detail Project Schedule Contact

Print Date: 15-May-11 13:25:15 a5/p5

Page : 4 - 22

Commercial In-Confidence

DRAFT

Table of Contents 1.Project Scope1.1.Project Purpose 1.2.Project Objectives/Deliverables 1.2.1.In scope 1.2.2.Out of scope (Exclusions) 1.2.3.Constraints 1.2.4.Assumptions 1.2.5.Dependencies 1.2.6.Scope Management

11 2 3 3 3 3 3 4

2.Stakeholders2.1.Primary Stakeholders External Stakeholders

55 5

3.Schedule3.1.Schedule Management Plan 3.2.Work Breakdown Structure

77 7

4.Cost Management4.1.Project Cost Management

99

5.Quality Management5.1.Quality Management Plan 5.2.Quality Measures and Indicators 5.3.Requirements Tracking

1010 10 11

6.Staffing6.1.Proposed Organisational Structure

1212

7.Communications7.1.Communications Plan 7.2.Regular Team Meetings 7.3.Sponsor Meetings 7.4.Steering Committee Meetings 7.5.Regular Status Reports 7.6.Stakeholder communications

1313 13 14 14 14 15

Print Date: 15-May-11 13:25:15 a5/p5

Page : 5 - 22

Commercial In-Confidence

DRAFT

8.Risk8.1.Project Risks and Management

1616

9.Procurement9.1.Procurement Management

1616

For enquiries regarding this document please contact: PM Name Project Manager OneOx Program Oxiana Limited T : Best Contact Number E : pmname@oxiana.com.au

Print Date: 15-May-11 13:25:15 a5/p5

Page : 6 - 22

Commercial In-Confidence

1. Project Scope1.1. Project PurposeA short narrative describing the purpose and benefits of the project as defined by the Project Charter.

DRAFT

1.2.

Project Objectives/Deliverables

This project sets out to achieve the following Objectives:Objective 1. Your first Objective 2. Your second Objective 3. Your third Objective Initial Requirements 1.01 Break objective 1 into specific achievable and measurable requirements that will form the highest level in your requirements register 1.02 Break objective 1 into specific achievable and measurable requirements that will form the highest level in your requirements register 1.03 Break objective 1 into specific achievable and measurable requirements that will form the highest level in your requirements register 2.01 Break objective 2 into specific achievable and measurable requirements that will form the highest level in your requirements register 2.02 Break objective 2 into specific achievable and measurable requirements that will form the highest level in your requirements register 2.03 Break objective 2 into specific achievable and measurable requirements that will form the highest level in your requirements register

Numbe r 1

Key Success CriteriaYour first Objective

Measure Quantitative measurement(s) beyond just delivering the listed requirements. ie: 90% of Invoices must be generated from Purchase Orders. Quantitative measurement(s) beyond just delivering the listed requirements. ie: 90% of Invoices must be generated from Purchase Orders. Quantitative measurement(s) beyond just delivering the listed requirements. ie: 90% of Invoices must be generated from Purchase Orders.

2

Your second Objective

3

Your third Objective

Please note that business benefits of the objectives are detailed in the Project Initiation Document.

Print Date: 5/15/2011 13:25:15 a5/p5

Page : 2 - 22

Commercial In-Confidence

DRAFT

1.2.1.

In scope

The scope for the project includes the following: This can reiterate the deliverables, however this is where the scope of the project lives. This can reiterate the deliverables, however this is where the scope of the project lives.

1.2.2.

Out of scope (Exclusions)

The following items are out of scope for this project: This is important as there may be implied requirements and by explicitly documents contentious items as out of scope makes sure they are not confused with implied requirements. 1.2.3. Constraints

The following are seen as constraints for the project: Time ??? Resources ?? Costs - ???? etc 1.2.4. Assumptions

Defined Oxiana Processes and standards will be applied. If a process exists then it will be applied or agreed to be modified outside of the scope of this project. This will be simple in the case of DOA (Delegation of Authority), but may be more difficult in others such as Supplier Creation.

1.2.5.

Dependencies Name of other project EG: OZ minerals merger / integration activities Impact on this project Eg: If changed to SAP the activities required for objective 1 (provide ERP tools) will increase. Appilcation specific uploads and extracts would also need to change. Affecting some of the outputs of objectives 2 and 3. Impact on other project Eg: None.

Description of Dependency EG: Possible change of base system from Ellipse to SAP

Print Date: 5/15/2011 13:25:15 a5/p5

Page : 3 - 22

Commercial In-Confidence

DRAFT 1.2.6. Scope Management

Requests to change the scope of the project can be raised at any time by the Project Manager. Changes to the scope of the project will be processed as Change Requests and will be logged in the Change Register, maintained by the Project Manager. All changes to scope must be approved by the Sponsor. See the Change Register sheet in XYZ Project - Registers.xls. Changes to the list of requirements in the requirements register represent a change in scope. Therefore they need a change request.

Print Date: 5/15/2011 13:25:15 a5/p5

Page : 4 - 22

Commercial In-Confidence

DRAFT

2. Stakeholders2.1. Primary Stakeholders

Internal StakeholdersWho TBA John Nitschke Richard Harris Peter Albert Phillip Trussell Byron Higgins Tim Duffy Glen Middleton David Rambet Andrew Fisher Michael Whelan Greg King OneOx SMEs CSS Team Vinay Paul Sue McLean Domenic Heaton Vonny Wibawa Budi Irawan David Lynn Dale Smith Mark Freeman Group Manager Project Services Seppon EPM HRIS Communications Only Major communications esp. P+ HR tools were cut from scope.. they are no longer stakeholders Role Project Steering committee Executive General Manager, Australian Operations OneOx Program Manager Executive General Manager Asia PT Agincourt Commercial Manager Executive Project Manager General Manager Finance Asia Projects Controls Finance Super ? Group IT Manager IT Infrastructure Manager Supply Chain Manager Asia Subject Matter Experts in OneOx functional and process matters Commercial Systems Support Acting IT & Systems Manager - Asia Shared Services Manager GM Martabe Finance Jakarta Tax Jakarta (NB: Onboard mid-August) Technical, functional and OneOx process ERP support. Technical systems support Technical Support and resources Management of Suppliers Project team member On Project IT and BAU resources and Support IT resources Involvement Steering Committee ? OneOx Program Manager Key User Sponsor and Key User Key User

External StakeholdersWho Cameron Gault Role Ausenco Project Controls Manager Involvement Contact point at Ausenco

Print Date: 5/15/2011 13:25:15 a5/p5

Page : 5 - 22

Commercial In-Confidence

DRAFT

Who George Kouimanis Ray Walters Barry Monteret Brad Maclean Mark Cornwall Claire Borbas Gavan Davis Trevor Bailes TBA

Role Ausenco Procurement and Contracts Group Manager Ausenco Procurement and Contracts SME Ausenco manager Systems Improvement Projects Ausenco PRISM SME Ausenco Engineering Project Manager P+ Support P+ Sales P+ Support Oxiana Integration outsource providers

Involvement Sign Off on solution SME Ausenco Integration Solution implementation SME

Print Date: 5/15/2011 13:25:15 a5/p5

Page : 6 - 22

Commercial In-Confidence

DRAFT

3. Schedule3.1. Schedule Management PlanChanges to the schedule will be made and recor