Projectmanagement Plan

SCOPE MANAGEMENT PLAN
Revision History
Name Date Reason For Changes Version

TABLE OF CONTENTS
1.0 Purpose.....................................................................................................................................2
2.0 Scope Management Roles and Responsibilities.......................................................................2
2.1 Project Sponsor.....................................................................................................................................................2
2.2 Project Team.........................................................................................................................................................2
2.3 Project Stakeholders..............................................................................................................................................3
3.0 Scope Management Planning...................................................................................................3
4.0 Scope Statement.......................................................................................................................3
5.0 WBS and WBS Dictionary.......................................................................................................4
6.0 Scope Control...........................................................................................................................5
7.0 Scope Verification....................................................................................................................5
8.0 Approvals.................................................................................................................................6
1.0 Purpose
The purpose of this Scope Management Plan is to define the scope for the NextGen Cable
Development Project. This Scope Management Plan provides a formal guideline for planning,
defining, controlling, and verifying the scope of the project throughout its duration. This
includes roles and responsibilities for all project participants, the work breakdown structure
(WBS) and WBS dictionary, managing scope and changes to scope, and scope verification
measures to ensure that deliverables meet their original intent in accordance with the project
scope.
2.0 Scope Management Roles and Responsibilities
2.1 Project Sponsor

Director of Research and Development, Mr. John Doe: The Project Sponsor is the
approval authority for the NextGen Cable Development Project. He is responsible for the
oversight of all aspects of the project as well as accepting project deliverables, and
approving any submitted scope change requests.
2.2 Project Team

Project Manager, Mr. Bud Smith: The Project Manager is responsible for scope
management for the NextGen Cable Development Project. The Project Manager is
responsible for reviewing and determining the impact of all scope change requests and
submitting them to the Project Sponsor for approval. He is responsible for the
development of scope control and validation measures. He is responsible for
communicating any changes in scope to all project participants and updating all project
documentation based on changes. He is responsible for the development of the WBS and
WBS dictionary as well as the project scope statement.
Design Engineer, Mr. John Black: The Design Engineer is responsible for assisting the
Project Manager in the development of the scope statement, WBS and WBS dictionary,
and scope control and validation measures. The Design Engineer is also responsible for
identifying and validating any scope change requests regarding product design and
communicating them with the Project Manager.
Process Engineer, Mr. Patrick White: The Process Engineer is responsible for assisting
the Project Manager in the development of the scope statement, WBS and WBS dictionary,
and scope control and validation measures. The Process Engineer is also responsible for
identifying and validating any scope change requests regarding product processes and
communicating them with the Project Manager.
2.3 Project Stakeholders

There are numerous stakeholders for the NextGen Cable Development Project. When
necessary, the project stakeholders are responsible for identifying any required changes to
project scope and communicating them to the Project Manager. They may also be required to
assist the Project Manager in validating scope change requests and determining their impact.
 Director of Operations, Mr. Bill Green
 Testing Laboratory Director, Mr. Steve Blue
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3.0 Scope Management Planning
This section should provide an explanation for how various inputs are used to determine the
scope of the project. Each scope element should be linked to a project requirement or
deliverable so that all project objectives are met and all project work is attributable to a
meaningful outcome. One pitfall of many projects is allowing extraneous or unnecessary work
to occur which is not directly applicable to an objective or deliverable.
For the NextGen Cable Development Project, the Project Manager is responsible for scope
management. The scope of this project was defined through a formal collection and review of
the project’s objectives and requirements as outlined in the Project Charter, preliminary scope
statement, and all available project documentation. This review was led by the Project Manager
and included the Project Sponsor, Project Team, and all Stakeholders. Based on the
identification and review of all project requirements, the deliverables for the project were agreed
upon and approved by the Project Sponsor.
For the NextGen Cable Development Project, the scope is defined by the Scope Statement,
WBS, and WBS Dictionary. These components will be detailed in the following sections of the
Scope Management Plan in order to provide a common understanding for all project
participants.
4.0 Scope Statement

The scope statement is perhaps the most important part of any project. It defines what the
project is, what it must accomplish, when it must be accomplished, and the acceptable outcomes.
It may also provide assumptions and/or constraints if they have already been determined. The
scope statement should also list what is not included in the project’s scope. This is to minimize
the likelihood of unnecessary work being performed or prevent work shifting from
accomplishing the intended objectives of the project.
The scope for the NextGen Cable Development Project includes the design, testing, and
acceptance of the next generation fiber optic cable for the company’s product line. The project’s
deliverables are a new cable product which meets company performance requirements and is
smaller in diameter than our current products, a complete technical data package (TDP), and a
qualified and documented process for manufacturing the new cable. The acceptance criteria for
this project are: the successful manufacturing run for a 1 kilometer length of NextGen Cable and
successful testing in accordance with company performance requirements; a vetted and
documented manufacturing process which meets company process requirements; product/process
data and specifications which have been reviewed and approved internally; and Operations
Department acceptance to begin the manufacturing of the NextGen Cable. This project does not
include ongoing manufacturing operations or support of NextGen cable or products/processes
being developed in parallel with NextGen Cable. The acceptance criteria for this project must be
met no later than 270 days from the Project Kickoff date. The allocated budget for this project is
$1,500,000.00. All resources assigned to this project are internal and any additional resources
must be requested through and approved by the Project Sponsor.
5.0 WBS and WBS Dictionary

This section should discuss the WBS and WBS Dictionary and how they help the Project
Manager manage scope. These tools provide a logical decomposition of the work to be
performed in order to meet the objectives and requirements for the project and ensure that the
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work is performed in accordance with the project scope. By deconstructing the deliverables into
manageable work packages the scope of the project can be managed much more easily.
The WBS and WBS Dictionary, along with the scope statement, are key components for defining
and managing the project scope. The WBS provides a hierarchical decomposition of the work to
be performed in the project in order to allow the scope to be managed more easily through
clearly understood work packages not exceeding 40 hours of work but not less than 4 hours of
work each. The WBS structure below details the phases and work packages the NextGen Cable
Development Project consists of. All work packages were created and defined with the input
from the groups and individuals who will be performing the work throughout the project.
N e xt G e n C a b le D e v e lo p m e n t P ro je c t
1.1 C a ble De s ign P ha s e 1.2 P ro c e s s P ha s e 1.3 Te s ting P ha s e
1.3.1 Te s ting Ta s k # 1
1.1.1 C a ble De s ign 1.2.1 P ro c e s s Ta s k
Ta s k # 1 #1
1.1.2 C a ble De s ign 1.2.2 P ro c e s s Ta s k 1.3.2 Te s ting Ta s k # 2

Ta s k # 2 #2
The WBS Dictionary, shown below, provides the necessary detail for the work outlined in the
WBS so the tasks, resources, and deliverables are clearly defined. Every element of the WBS
must be entered in the WBS Dictionary to ensure all work is accounted for, assigned the
appropriate resources, and pertains to the appropriate deliverable(s).
NextGen Cable Project Number 123-456

Development
Project
WBS WBS WBS Element Description of Deliverable(s) Committed Comments
Level Code Name Work Resources
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6.0 Scope Control
This section should discuss the steps or processes by which the project scope is controlled
throughout the duration of the project. Elements of the project scope must be reviewed on a
regular basis in order to ensure all project work is performed in accordance with the Scope
Management Plan. This section should also describe how changes in scope may be
requested/proposed, reviewed, and approved/denied.
This NextGen Cable Development Project Manager is responsible for continuously monitoring
project work to ensure all work performed is within the project scope outlined in this plan. The
Project Manager may also utilize regularly occurring meetings with the project team to ensure
that all work is performed in accordance with the appropriate work package(s) in support of
project deliverables and objectives.
Project scope change requests (CR) may be submitted by any project participant who determines
that a change in scope is necessary for the project. The individual proposing the change in scope
must submit a CR to the Project Manager outlining the proposed change and why it is necessary.
The Project Manager will review the proposal with the project team to determine if it is
necessary and what impact(s) it will have on the project. The change proposal will then be
presented to all project participants and forwarded to the Project Sponsor for review and
approval. Any scope changes approved by the Project Sponsor will require updates to all project
plans and documentation. This is the responsibility of the Project Manager. The Project
Manager must also communicate the change to all project participants upon its approval.
7.0 Scope Verification

Scope verification is the process of ensuring that as the project proceeds, all project work and
deliverables are aligned with the original project scope before they are formally accepted. If
work is allowed to proceed which is not aligned with and directly supporting the original intent
of the project, then the project will fail.
The NextGen Cable Development Scope Management Plan was created to ensure that all project
work directly supports the scope of the project. As the project progresses, the Project Manager
must verify that interim deliverables correspond to deliverables originally specified in the
project’s scope statement, the WBS and/or the WBS Dictionary. Once the Project Manager
determines that work performed is aligned and in support of the project’s scope, the associated
deliverable may be accepted.
As deliverables are completed, the project team will complete a deliverable acceptance package
which outlines the appropriate WBS level and code, work description, planned completion date,
actual completion date, and any variance in the deliverable. The deliverable acceptance package
will then be submitted to the Project Sponsor for formal acceptance of the deliverable.
8.0 Approvals
All project and management plans must have the approval of the Project Sponsor and Project
Manager. The signatures of these individuals indicate their acknowledgement and
understanding of the Scope Management Plan.
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The signatures of the people below indicate an understanding in the purpose and content of this
document by those signing it. By signing this document you agree to this as the formal Scope
Management Plan for the NextGen Cable Development Project.
Approver Name Title Signature Date
Doe, J. Project Sponsor
Smith, B. Project Manager
COST MANAGEMENT PLAN
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Revision History
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TABLE OF CONTENTS
1.0 Introduction..............................................................................................................................2
1.1 Purpose..................................................................................................................................................................2
1.2 Scope.....................................................................................................................................................................2
2.0 Cost Management Roles and Responsibilities.........................................................................3
2.1 Project Sponsor.....................................................................................................................................................3
2.2 Project Manager....................................................................................................................................................3
2.3 Project Team.........................................................................................................................................................3
2.4 Contractor Support................................................................................................................................................3
3.0 Cost Management Approach....................................................................................................4
3.1 Cost Planning and Estimating...............................................................................................................................4
3.2 Cost Tracking........................................................................................................................................................4
3.3 Cost Metrics and Reporting..................................................................................................................................5
3.4 Cost Control Measures..........................................................................................................................................6
4.0 Approvals.................................................................................................................................6
1.0 Introduction
1.1 Purpose
The purpose of the cost management plan must be clearly established in order to describe how
project costs will be managed throughout the duration of the project. This section discusses, in
general terms, why the cost management plan is necessary and an important part of overall
project planning.
The purpose of this cost management plan is to define the methodology by which costs
associated with the Building Expansion Project will be managed. This is necessary to ensure
the successful completion of the project within the allotted budget constraints. There are
several cost components associated with this project as well as many metrics, cost variance
considerations, and reporting which this plan will outline. To complete this project
successfully, all key project members and stakeholders must adhere to and work within this
cost management plan and the overall project plan it supports.
1.2 Scope
This section describes what will be included in the cost management plan for this particular
project. Project costs may consist of many internal and external components or unique items
depending on the nature of the project. It is important to define the scope of what will be
included in the cost management plan for a given project.
The cost management plan for the Building Expansion project includes many internal and
external cost components. All metrics and variance analysis must be applied to these cost
components throughout the project lifecycle. These components include:
Internal
 Project Management/project team resources
 Recruiting and hiring for additional staffing
 Capital equipment
 Software and licensing
 Insurance
External
 Construction costs
 Insurance
This cost management plan does not include any monthly recurring costs (MRC) which will be
required upon the completion of the project.
2.0 Cost Management Roles and Responsibilities

It is important to set expectations for roles and responsibilities in all areas of a project plan but
particularly in the area of cost management. All team members and stakeholders must have a
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clear understanding of the roles they and others play in determining project budgets, allocation of
funds, authorization for additional funding, and where the responsibility for each lies.
2.1 Project Sponsor

This section defines the roles and responsibilities of the project sponsor as they relate to
managing the project’s costs.
The Project Sponsor for the Building Expansion Project is Mr. John Doe. Mr. Doe is
responsible for the approval of the Building Expansion Project’s cost management plan.
Additionally, Mr. Doe is responsible for approving the project’s budget and is the
approving authority for any additional funding that may be needed. Mr. Doe will report
project budget and funding status directly to Mrs. Jane Roe, the Vice President (VP) of
Finance.
2.2 Project Manager

This section defines the roles and responsibilities of the project manager as they relate to
The Project Manager for the Building Expansion Project is Mr. Joe Smith. Mr. Smith is
responsible for the day to day management of project funds. Mr. Smith is responsible for the
development of an internal Work Breakdown Structure (WBS) which covers all work to be
performed by the operations group. Mr. Smith is authorized to execute the expenditure of
project funds as necessary in accordance with the cost management plan and allocated project
budget. Mr. Smith may not authorize the use of any additional funding without prior approval
from the Project Sponsor. Mr. Smith is required to establish metrics and variance analysis
tools in order to provide status updates once a month to the Project Sponsor.
2.3 Project Team

This section defines the roles and responsibilities of the project team as they relate to
The project team is responsible for executing assigned work in accordance with the cost
management plan. They are also required to assist the Project Manager in the implementation
of metrics and variance analysis tools to ensure all project deliverables are performed within
the allocated budget constraints.
2.4 Contractor Support

This section defines the roles and responsibilities of the external contractor as they relate to
The contractor providing construction and related support for the Building Expansion Project
is responsible for providing an initial project cost estimate which includes all costs associated
with the project. Additionally, the contractor shall provide a WBS which includes all
construction work packages and their associated costs. The contractor is responsible for
executing work packages in accordance with all approved budget and funding requirements.
3.0 Cost Management Approach

This section outlines the approach that will be taken to manage project costs. The level and
degree of detail may vary for this section based on the nature of the project and organization.
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This section should include paragraphs describing cost planning/estimating, cost tracking, cost
reporting/metrics, and cost variance at a minimum. These paragraphs are where cost
management is explained in detail.
3.1 Cost Planning and Estimating

This section describes how resources are estimated and how this translates into estimating cost
for the project. Again, these processes and techniques may vary depending on the project and
organization but all should use an approach consistent with Project Management Institute’s
(PMI) Project Management Body of Knowledge (PMBOK).
Once the needs of the Building Expansion Project have been determined, the project team will
finalize the resource and staffing requirements necessary for the successful completion of the
project. The Project Manager and construction contractor team lead will complete the internal
and external WBS respectively. Control accounts and staff labor categories will be created in
each WBS element. Based on the labor costs and planned duration of each WBS element, an
estimate will be determined. WBS element costs will then be totaled and used to request
funding for the project. Once the project budget is approved, the Project Manager will
compare the allocation for each WBS element against the overall budget and adjust allocations
as necessary to comply with the project budget. Once all allocations have been reviewed and
approved by the project manager, the project cost will be baselined. The project cost baseline
may only be changed with authorization by the Project Sponsor.
3.2 Cost Tracking

This section should discuss how costs will be tracked throughout the project lifecycle.
Tracking costs allows the Project Manager to see where potential problems may exist
concerning project costs and it allows the team to gather appropriate data to generate the
necessary metrics and reports.
All project team members and contractors will record their work associated with the Building
Expansion Project on the appropriate timesheets using the appropriate labor categories and
WBS cost accounts. Before close of business on the final business day of each month, the
Project Manager will collect all of the timesheets and calculate the labor costs associated with
each cost account. Additionally, any invoices associated with project capital equipment or
other materials, licensing, or insurance will be copied by the receiving department each month
and a copy will be provided to the Project Manager. The Project Manager will calculate actual
costs for all cost categories and WBS elements and compare these actual costs to the projected
baseline costs on a monthly basis. These comparisons will be used to generate the data for all
metrics and status reports as well as variance analysis.
3.3 Cost Metrics and Reporting

This section should describe how project costs will be measured and reported. This section
should include an explanation of what metrics will be used, how variance will be measured and
acceptable thresholds, and the reporting structure and frequency for how these values will be
communicated. This section is perhaps the most important paragraph of the cost management
plan in that it is the foundation on which project cost performance is based. Most often, earned
value management (EVM) is used by Project Managers to manage project costs and is
consistent with the PMBOK. EVM is used to measure both cost and schedule performance as
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a function of the value the project has earned (EV), the actual costs of the project to date (AC),
and the planned value the project should have earned to date (PV).
In order to measure project performance, several metrics will be used to capture cost and
schedule performance for the Building Expansion Project. The following metrics will be
compiled and reported by the Project Manager:
 Cost Performance Index (CPI) will be reported monthly and is the project’s EV/AC
 Schedule Performance Index (SPI) will be reported monthly and is the project’s EV/PV
 Control thresholds for CPI and SPI are:
o Yellow: within +/- 20% must be reported to the Project Sponsor. If it is
determined that there is no effect on the project’s cost baseline then there may
be no further action required.
o Red: greater than +/- 20% must be reported to the Project Sponsor. Corrective
measures must be taken to move the project back to an acceptable performance
level (process detail in paragraph 3.3).
Earned Value Frequency of Reporting Yellow Red

Metric
CPI Monthly 0.8≤CPI≤1.2 CPI<0.8 or CPI>1.2
SPI Monthly 0.8≤SPI≤1.2 SPI<0.8 or SPI>1.2
 Cost Variance (CV) will be reported monthly and is the project’s AC subtracted from
EV
 Schedule Variance (SV) will be reported monthly and is the project’s PV subtracted
from EV
One chart will be created for each of the above metrics. The Project Manager will present
these charts to the Project Sponsor at the Monthly Project Status Meeting on the 5th of each
month.
3.4 Cost Control Measures

It is important to establish formal cost control measures in order to quickly correct any
variances which fall outside of the acceptable thresholds. Once a threshold is exceeded, as
identified by the metrics in the previous paragraph, steps must be taken to get the project back
on track. This section outlines the process and responsibilities associated with implementing
necessary corrective measures.
If the Building Expansion Project exceeds its thresholds at any time for its CPI or SPI,
corrective measures will be considered and implemented in order to bring the project back into
an acceptable range of performance. The Project Manager and Team will consider all control
measures which will result in correcting the project performance. A detailed analysis of all
control measures will be presented to the Project Sponsor. The analyses will consist of:
 General description of the control measure
 Personnel involved
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 Timeline to implement
 Issues or concerns regarding implementation
 Expected effect on project performance
All control measures will be reviewed by the Project Sponsor. Upon approval from the Project
Sponsor, the Project Manager will lead the implementation of the authorized control measure.
The Project Manager must also complete any change requests required in accordance with the
project’s change control process.
In some isolated circumstances it may be necessary to re-baseline a project’s costs. Every

effort should be taken to avoid this. However, if necessary, only the Project Sponsor may
authorize this action.
4.0 Approvals
understanding of the project charter.
The signatures of the people below indicate an understanding in the purpose and content of
this document by those signing it. By signing this document you agree to this as the formal
Cost Management Plan for the Building Expansion Project.
Smith, J. Project Manager
SCHEDULE MANAGEMENT PLAN
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Revision History
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TABLE OF CONTENTS
1.0 Purpose.....................................................................................................................................2
2.0 Roles and Responsibilities.......................................................................................................2
3.0 Schedule Management Strategy...............................................................................................3
4.0 Schedule Monitoring and Control............................................................................................4
5.0 Schedule Change Process.........................................................................................................4
6.0 Approvals.................................................................................................................................5
1.0 Purpose
Schedule management is an important part of any project. Once project schedules are created,
the must be managed effectively in order to complete project tasks on time, allocate resources
in order to meet deadlines, and provide project progress to all project participants. This
section describes the purpose of the Schedule Management Plan as it relates to this specific
project.
The purpose of this Schedule Management Plan is to establish a formal process by which the
Server Upgrade Project schedule will be created and establishes how schedule management
will be executed. This process includes the tools necessary for schedule creation and
management, the roles and responsibilities of the project participants in creating and managing
the schedule, and the monitoring and control of any proposed schedule changes. In order to
successfully complete this project, it is imperative that formal schedule management
guidelines are created, implemented, and followed.
2.0 Roles and Responsibilities

This section describes the roles and responsibilities of project personnel as they relate to
schedule management. While the Project Manager is ultimately responsible for creating and
managing the schedule, it is imperative that all project participants play a role. The reason for
this is to maximize feedback from the participants’ given areas of expertise to ensure all
possible considerations are made for the schedule creation and management.
All Server Upgrade Project participants will play a role in schedule management. In order to
ensure that every possible consideration is made in regards to schedule creation and
management, the following roles and responsibilities have been identified:
 Project Sponsor: The Project Sponsor is the approval authority for the Server Upgrade
Project. He is also a sitting member of the Executive Committee. The Project Sponsor
is responsible for approving any requested schedule changes. Additionally, the Project
Sponsor will provide status updates to the Executive Committee in monthly meetings.
 Project Manager: The Project Manager has overall responsibility for schedule
management on the Server Upgrade Project. The Project manager is required to submit
a weekly schedule status update to the Project Sponsor by close of business every
Friday. The Project Manager is responsible for chairing the bi-weekly project team
schedule meeting. The Project Manager is responsible for leading the project team in
identifying and quantifying any schedule impact event which may result in schedule
variance. The Project Manager is responsible for reviewing all schedule change
requests prior to submitting them to the Project Sponsor for approval.
 Lead Information Technology (IT) Technician: The Lead IT Technician will
participate in all bi-weekly project team schedule meetings. He will also assist the
Project Manager in identifying and quantifying scheduling impact events. He is
responsible for identifying any potential schedule impacts and submitting the
appropriate schedule change request to the Project Manager for any IT-related project
function.
 Facility Manager: The Facility Manager will participate in all bi-weekly project team
schedule meetings. He will also assist the Project Manager in identifying and
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quantifying scheduling impact events. He is responsible for identifying any potential
schedule impacts and submitting the appropriate schedule change request to the Project
Manager for any facility-related project function.
 Project Stakeholders: Stakeholders identifying potential schedule impact events will
work with the Project Manager and Team to determine if a schedule change request is
necessary. Schedule status will be communicated to Stakeholders at the monthly
project status meeting.
3.0 Schedule Management Strategy

The schedule management strategy outlines how the schedule will be created, what it will be
based on, what tools will be used, and any key milestones which must be included in the
schedule. This section describes this approach to schedule creation and leads into the process by
which the schedule will be managed and controlled.
The schedule for the Server Upgrade project will be based on the Project Charter, requirements
definition, WBS and WBS Dictionary for the Project as outlined in the Scope Management Plan.
The WBS breaks the project work down into manageable work packages with all of the
necessary scheduling detail contained in the WBS Dictionary. This detail includes resources,
time required to complete the task, and any task dependencies. The project team will work
together to determine the correct task definition, sequencing, and estimating for all work detailed
in the WBS. The project schedule will be a result of all required project work in the correct
sequence while accounting for all task dependencies and required resources as defined in the
WBS Dictionary.
Once developed, the Project Sponsor will review the schedule, communicate any necessary
modifications to the Project Manager, and approve the schedule once any required changes are
made.
The Server Upgrade Project Schedule will be created as a Gantt Chart in MS Project. As tasks
are completed, the Project Manager will update the schedule accordingly in order to provide
awareness of the project schedule to all team members.
The creation of the Server Upgrade Project schedule will result in many scheduled tasks and
milestones. However, the following milestones must be included in the schedule as a minimum
and require acceptance by the Project Sponsor:
 Project kickoff
 Technical design package (TDP) review
 Project phase closeout meetings
 Project phase kickoff meetings
 Acceptance of project deliverables
 Project closeout review
4.0 Schedule Monitoring and Control

This section should outline the process the project team will use to monitor and control the
schedule. Maintaining constant awareness of the schedule is important because it allows the
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Project Manager and team to understand and provide the status of the project at any given time.
However, this awareness is also necessary to allow the Project Manager to identify potential
impact events and address these events by adjusting resources, funding, or submitting
appropriate schedule change requests.
The Server Upgrade Project will be monitored and controlled aggressively by the Project
Manager and team. In order to provide constant schedule awareness the Project Manager will
chair bi-weekly project schedule meetings. At these meetings all project team members will be
required to report the status of their assigned work as it relates to the schedule. This will allow
the Project Manager to fully understand the status of the project schedule and provide him with
the opportunity to shift or re-allocate resources, funding, or submit schedule change requests as
necessary.
As each schedule task is completed, the team member responsible for the work will provide an
update to the Project Manager notifying him of such. These notifications must be immediate and
not wait until the next bi-weekly project schedule meeting. This will allow the Project Manager
to track schedule status in real time in order to provide status updates to the Project Sponsor or
Stakeholders as necessary with current information. Additionally, as interim project deliverables
are completed, they will be presented to the Project Sponsor for deliverable acceptance.
5.0 Schedule Change Process

Changes in schedule are not to be taken lightly and should follow a formal process to ensure that
the proposed changes are necessary, their impact to the project is determined, and that the
changes are communicated to all project participants. Failure to abide by a formal approved
process may result in unnecessary schedule changes, changes to the schedule which are
inadequate or fail to account for schedule impacts, or a lack of awareness across the project team
of any changes which have been made. It is also necessary to establish the boundary conditions
for the project which will require a schedule change.
For the Server Upgrade Project, proposed schedule changes will follow a formal process which
is agreed to by senior management. Schedule change requests may be submitted by any member
of the project team once it has been determined that a boundary condition may be exceeded. The
change request will be submitted to the Project Manager. The Project Manager will review the
change request with the project team. This review will include an evaluation of the impact of the
change request regarding schedule, cost, resources, or project scope. If it is determined that the
impact falls within the boundary conditions established below, the change request may be
approved or denied by the Project Manager and any changes needed may then be implemented in
accordance with the Change Management Plan. If it is determined that the impact exceeds the
boundary conditions below, then the change request will be forwarded to the Project Sponsor for
review and approval.
Boundary conditions for the Server Upgrade Project are as follows:
CPI less than 0.8 or greater than 1.2

SPI less than 0.8 or greater than 1.2
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Once a change request has been approved, the changes will be implemented and the Project
Manager is responsible for updating the project schedule, all project plans/documentation, and
communicating the change(s) to all project participants.
If the impact of the change request requires any changes in the project’s scope then it will follow
the process defined in the Scope Management Plan.
6.0 Approvals
understanding of the Schedule Management Plan.
document by those signing it. By signing this document you agree to this as the formal
Schedule Management Plan for the Server Upgrade Project.
Smith, R. Project Manager
PROCUREMENT MANAGEMENT PLAN
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Revision History
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TABLE OF CONTENTS
1.0 Purpose.....................................................................................................................................2
2.0 Procurement Roles and Responsibilities..................................................................................2
3.0 Procurement Requirements......................................................................................................3
4.0 Vendor Identification and Selection.........................................................................................3
5.0 Vendor Management................................................................................................................4
6.0 Contract Requirements.............................................................................................................4
7.0 Approvals.................................................................................................................................4
1.0 Purpose
Many projects require items or services that cannot be provided from within the organization. In
these cases it is necessary for the project team to procure the necessary items or services
required to successfully complete the project. This section should provide a high-level
explanation of purpose of the Procurement Management Plan. Generally, the purpose of the
Procurement Management Plan is to define what items will be procured for the project and how
vendors will be identified, selected, and managed. Additionally, the plan should outline roles
and responsibilities relating to procurement as well as any contract requirements which must be
met.
The purpose of the Procurement Management Plan is to define procurement parameters for the
Software Upgrade Project in order to ensure its successful completion. Procurement is a
deliberate process which involves many internal departments as well as external vendors. This
Procurement Management Plan has been created to provide a framework in which all
procurement actions will be managed across all of the organizations involved.
2.0 Procurement Roles and Responsibilities

This section describes the roles and responsibilities of all key project personnel as they relate to
procurement actions. These roles must be clear to prevent any gaps or overlap in project
procurement actions. Additionally, roles and responsibilities help establish accountability
throughout the project’s lifecycle.
To facilitate effective procurement management, the following roles and responsibilities have
been established for all procurement actions for the Software Upgrade Program:
Role Responsibilities
Project Sponsor  Approve Procurement Management Plan
 Approve vendor selection
 Approve all contracts prior to award
 Approve any procurement action in excess of
$50,000
Project manager  Provide oversight for all procurement actions
 Approve procurement actions under $50,000
 Develop procurement requirements
 Manage vendor selection process
 Measure vendor performance
 Closing out vendor contracts
Contracting Department Director  Assist procurement actions by submitting requests
for proposal (RFPs) to identified vendors
 Develop vendor contract
 Assist in measuring vendor performance
Information Technology (IT) Director  Assist in vendor identification and selection
 Assist in development of procurement
requirements
Project team  Assist in development of procurement
requirements
 Assist in evaluating vendors
3.0 Procurement Requirements

This section should list the items that need to be procured for the project to succeed. In addition
to describing what the item is, this list should also provide a justification or an explanation of
23
what deliverable the item supports, as well as the date the item is required by to meet the project
schedule.
There are several items which must be procured in order to successfully complete the Software
Upgrade Project. The following list has been created to indicate the necessary items, the
deliverable each item supports, and the date the item is required to meet the deliverable in
accordance with the project schedule:
Procurement Need Deliverable(s) Supported Required Delivery

Date
2 Omega Workstations Complete IT Lab testing configuration 07/15/2010
Software Version 4.0 Complete Lab testing of software integration 09/01/2010
package with 65 and Install software upgrade on all
licenses workstations
Expo Router Complete LAN upgrade to host new software 09/01/2010
4.0 Vendor Identification and Selection

This section should discuss the process by which vendors are identified and selected to fulfill
procurement requirements. There may be one or more vendors that an organization prefers to
work with based on past experience. There may be new vendors who offer better products more
applicable to the project. However, it is necessary to define this identification and selection
process to ensure consistency throughout the project lifecycle for all procurement actions.
This section outlines the process through which vendors will be identified and selected to fulfill
the procurement requirements for the Software Upgrade Project. The project team will identify
vendors based on which existing and new vendors are able to meet the procurement requirements
outlined above. Once potential vendors are identified, the project manager will work with the
Contracting Manager to develop RFPs to distribute to vendors to bid on.
Once the contracting group receives all vendor proposals, the Contracting Manager, Project
Manager/Team, IT Director, and Project Sponsor will meet to evaluate proposals. The group
will use the following selection criteria to make their vendor selection:
 Vendor most capable of meeting required delivery dates for procurement requirements
 Past performance of the vendor (if applicable)
 Cost of procurement items
 Quality assurance measures
Once the vendor(s) has/have been selected and approved by the Project Sponsor, the Project
Manager will work with the Contracting Department Director, or designated representative, to
draft and finalize the necessary contract(s) with the vendor(s). Once all contracts are complete,
the Project Manager will begin the vendor management phase of the procurement process.
5.0 Vendor Management

Vendor management is a very important, though often overlooked portion of the procurement
management process. The ability of a vendor to meet procurement and contract requirements
may weigh heavily in the organization’s decision to conduct business with them in the future. A
24
vendor which has repeatedly met requirements in a timely manner and with a fair price may
retain the business of an organization for many years. Conversely, vendors which miss deadlines
and fail to meet requirements may no longer be considered in future procurement activities. It is
inherent to the organization to work with the vendor in managing the delivery and fulfillment of
their requirements in order to ensure the successful completion of the project.
The Project Manager is responsible for vendor management and will work with the Contracting
Department Director to oversee vendor performance for the Software Upgrade Project. The
Project Manager will measure the ongoing performance of each selected vendor as it applies to
the requirements stated in their respective contracts. In order to ensure acceptable vendor
performance, service level agreements (SLAs) will be included in the contracts which must be
met by the vendors. SLAs for vendor performance include:
 Delivery of item(s) on or before date as agreed upon in the contract
 Delivery of item(s) at or below cost as agreed upon in the contract
 Acceptable performance/quality of item as agreed upon in the contract
Failure of a vendor to adhere to these SLAs will result in the Contracting Department submitting
a formal dispute as appropriate.
6.0 Contract Requirements

It is important to specify the type(s) of contract(s) to be used for a project’s procurement actions.
This section describes the contract type to be used and provides any other necessary detail
regarding the contract process for the project’s procurement requirements.
All contracts associated with the Software Upgrade Project will be firm-fixed price. The
Contracting Department Director is responsible for ensuring that each contract complies with
internal corporate guidelines and policies. The Project Manager is responsible for ensuring all
SLAs and performance criteria and expectations are clearly listed in the contract(s) prior to
award. The Project Sponsor will review and approve all contracts prior to award.
7.0 Approvals
understanding of the Procurement Management Plan.
document by those signing it. By signing this document you agree to this as the formal
Procurement Management Plan for the Software Upgrade Project.
25
QUALITY MANAGEMENT PLAN
26
Revision History
27
TABLE OF CONTENTS
1.0 Purpose.....................................................................................................................................2
3.0 Quality Control.........................................................................................................................3
4.0 Quality Assurance....................................................................................................................4
5.0 Quality Control and Assurance Monitoring.............................................................................5
6.0 Approvals.................................................................................................................................5
1.0 Purpose
This section describes the purpose of the Quality Management Plan and how it will be used to
manage quality associated with this particular project. Quality management is an important
aspect of managing a project because it ensures that project objectives and deliverables are met
in accordance with some formally documented standard of acceptable quality. Without this,
there would be no governing document or process by which to measure or assess project
quality.
The purpose of the High Speed Modem Project Quality Management Plan is to establish a
process to ensure that all project goals, objectives, and deliverables are met in compliance with
acceptable and formally approved quality standards. By following this plan we fully intend to
provide our customers with the products they require to meet their business objectives. This
plan defines the roles and responsibilities of project participants as they relate to quality
management and the strategy we will use to achieve acceptable quality standards in the areas
of technical design and documentation, product and process development, and manufacturing.

This section describes the roles and responsibilities of project participants as they relate to
quality management. The entire project team must play a role in quality management. As
with other plans, project teams must be focused on achieving a common goal through the
consistent use of the project’s governing documents and guidelines in order to achieve success.
Often times, a project may have a quality manager assigned who assists the project manager in
working with team members to build quality standards into their respective project areas and
tasks.
All High Speed Modem Project participants will play a role in quality management. In order
to ensure that appropriate standards of quality are established at every level, the following
roles and responsibilities have been identified:
 Project Sponsor: The Project Sponsor is the approval authority for the High Speed
Modem Project. He is also a sitting member of the Executive Committee. As such, the
Project Sponsor will ensure the Executive Committee is informed of all quality
standards and initiatives regarding the High Speed Modem Project. The Project
Sponsor is responsible for approving all established quality standards for the project.
Additionally, the Project Sponsor will ensure that quality management standards and
practices are met prior to accepting project deliverables and authorizing project
completion.
 Project Manager: The Project Manager has overall responsibility for quality
management on the High Speed Modem Project. The Project Manager is responsible
for the implementation of the Quality Management Plan as well an ensuring all
products, processes, and documentation adhere to the plan. The Project Manager will
work with the Quality Manager to ensure that quality standards are established at all
levels in all areas of the project. The Project Manager is responsible to ensuring that
adequate resources are available to properly implement the Quality Management Plan.
The Project Manager is responsible for monitoring all project activities to ensure
compliance with established quality standards.
29
 Quality Manager: The Quality Manager is responsible for assisting the Project
Manager in the development and implementation of the Quality Management Plan.
The Quality Manager will make recommendations for processes, tools, methodologies,
and standards of quality which comply with the company’s corporate guidelines on
quality. He will assist the Project Manager in monitoring all project activities in
accordance with the established quality standards. The Quality Manager will also be
responsible for maintaining the Quality Control and Quality Assurance Logs.
 Design Engineer: The Design Engineer is responsible for building quality standards
into all product designs required for the High Speed Modem Project. The Design
Engineer will advise and make recommendations to the Project and Quality Managers
regarding acceptable standards of quality associated with their portion of project
activities.
 Process Engineer: The Process Engineer is responsible for building quality standards
into all process designs required for the High Speed Modem Project. The Process
Engineer will advise and make recommendations to the Project and Quality Managers
regarding acceptable standards of quality associated with their portion of project
activities.
 Project Stakeholders: Stakeholders will be responsible for working with the Project
and Quality Managers to ensure that all established quality standards for the High
Speed Modem Project comply with the acceptable standards of appropriate internal
organizations. Additionally, the Stakeholders will help ensure that all established
quality standards meet the expectations of our customers.
3.0 Quality Control

Quality control is the portion of quality management that deals with the deliverables or
products which are a result of the project. This section should provide a detailed description of
what the deliverables of the project are, the quality standards or acceptance criteria, quality
control activities, and the frequency of monitoring.
Quality control for the High Speed Modem Project will ensure that all project deliverables
comply with established quality standards. In order to meet customer requirements and
expectations, it is imperative that we implement a formal process in which quality standards
are measured and accepted. For each deliverable the Project Manager will ensure the quality
standards, quality control activities, and frequency of activities outlined below are met. The
Quality Manager and Design Engineer will assist the Project Manager in verifying that all
quality standards are met for each deliverable. It is important to note that as the Project Plan
evolves, more deliverables may be added and the quality standards may change. If any
changes are made, the Project Manager is responsible for communicating the changes to the
project team and updating all project plans and documentation.
Deliverable Quality Standards Quality Control Frequency

Activities
High Speed Modem  2.0 Gbps  Lab testing  Lab tests will be
 <0.001% failure rate  Field Testing conducted weekly
 Field tests conducted
30
monthly
Modem Cable <10% attenuation  Lab testing  Lab tests will be
 Field testing conducted weekly
 Field tests conducted
monthly
Technical Data Compliant with Document review board TDP will be edited and
Package (TDP) organizational will review and edit approved once product
documentation design is tested and
standards complete
The Project Sponsor is responsible for the formal acceptance of each deliverable meeting the
established quality standards.
4.0 Quality Assurance

Quality assurance usually pertains to the processes involved in the execution of the project. The
purpose of quality assurance is to make sure that project processes maximize efficiency,
minimize waste, and accomplish the successful delivery of a product that meets or exceeds the
Quality assurance efforts for the High Speed Modem Project will ensure that the processes used
in this project product deliverables which meet established quality standards while maximizing
efficiency and minimizing waste. The processes, standards, activities, and frequencies in the
chart below have been developed as a foundation for assuring project quality as it relates to the
various processes involved. For each process the Project Manager will ensure these standards,
activities, and frequencies are met. The Quality Manager and Process Engineer will assist the
Project Manager in verifying that all quality standards are met for each process. It is important
to note that as the Project Plan evolves, more processes may be added and the quality standards
may change. If any changes are made, the Project Manager is responsible for communicating the
changes to the project team and updating all project plans and documentation.
Process Quality Standards Quality Assurance Frequency

Activities
Modem  <10% material  Lab manufacturing  Lab runs will be
Manufacturing waste process run conducted weekly
 <1 hour per device  Manufacturing facility  Process will be
process run repeated weekly in the
manufacturing facility
once standards are met
in lab
Cable  <10% material  Lab manufacturing  Lab runs will be
manufacturing waste run conducted weekly
 <5 minutes per  Manufacturing facility  Process will be
kilometer run repeated weekly in the
manufacturing facility
once standards are met
in lab
Process Compliant with Document review board Process specification
specification organizational will review and edit package will be edited
package documentation and approved once
standards process design is tested
31
and complete
The Project Sponsor is responsible for the formal acceptance of each process meeting the
5.0 Quality Control and Assurance Monitoring

Active monitoring is an integral part of all project plans. Tracking and monitoring allow the
Project Manager and Team the ability to provide status updates, address issues and concerns,
correct problems, and maintain awareness of all aspects of the project. It is important to track
quality control and assurance measures in order to show progress in reaching acceptable quality
standards and to account for all quality activities until closure. This section describes how this
will be done for this particular project.
For the High Speed Modem Project the Quality Manager will maintain a Quality Control and
Quality Assurance Log. These logs will be reviewed weekly by the Project Manager and also
during bi-weekly project status meetings. These logs will also be provided to the Project
Sponsor at the monthly project status meetings. The purpose of these logs is to itemize and track
quality control and assurance activities until closure or until they are no longer required.
Quality Control Log

ID # Date Deliverable Findings Resolution Resolution
Date
Quality Assurance Log

ID # Date Process Findings Resolution Resolution
Date
6.0 Approvals
understanding of the Quality Management Plan.
Quality Management Plan for the High Speed Modem Project.
32
COMMUNICATION MANAGEMENT PLAN
33
Revision History
34
TABLE OF CONTENTS
1.0 Purpose.....................................................................................................................................2
2.1 Project Sponsor.....................................................................................................................................................2
2.2 Project Team.........................................................................................................................................................2
3.0 Communication Matrix............................................................................................................4
4.0 Project Team and Stakeholder Identification...........................................................................4
5.0 Communication Conduct..........................................................................................................5
5.1 Meetings................................................................................................................................................................5
5.2 Electronic Mail (Email)........................................................................................................................................5
5.3 Informal Communication......................................................................................................................................6
6.0 Approvals.................................................................................................................................6
1.0 Purpose
This section should provide a high-level explanation of purpose of the Communication
Management Plan. Generally, the purpose of the Communication Management Plan is to
outline and define the requirements for all communication associated with the project in order
to ensure project success. This section may also include a general description of what is
contained in the plan.
Effective communication is a key to successful project management and project completion.
The purpose of this Communication Management Plan is to define the communication
requirements for the Building Expansion Project throughout the project’s lifecycle. This
Communication Management Plan defines the communication requirements, media,
frequency, and distribution in order to ensure that information is conveyed through proper
channels in a timely and consistent fashion. This plan will serve as a catalyst for successful
project completion by facilitating the information flow required for timely decision-making,
action item tracking, status updates, and overall understanding of the project goals and
deliverables.

This section describes the roles and responsibilities of all key project personnel. In order to
facilitate effective communication it is imperative that these roles and responsibilities are
clearly defined. If they are not, the project runs the risk of multiple team members
overlapping and performing the same functions or, worse, some tasks going unassigned
resulting in communication gaps. The resulting miscommunication can result in significant
schedule delays, cost overruns, or project failure. This section should include a list of all key
personnel (with names where appropriate), titles, and what their roles and responsibilities are.
In order to ensure the successful completion of the Building Expansion Project, the roles and
responsibilities of all key project personnel must be clearly defined with regards to project
communication. In order to prevent overlap or gaps in project communication, the following
roles and responsibilities have been identified:
2.1 Project Sponsor
Mr. John Doe: The Project Sponsor serves as the Building Expansion Project’s
oversight authority. He is responsible for approving all budget and funding requests as
well as authorizing any change control requests. As a sitting member of the executive
committee, the Project Sponsor is also responsible for providing project status updates
in the monthly executive committee meetings as required.
2.2 Project Team
Project Manager, Mr. Joe Smith: The Project Manager is responsible for day to day
management of the Building Expansion Project. The Project Manager is responsible
for establishing communication requirements for the project, chairing all project
meetings, and submission of all written reports. The Project Manager may delegate
communication tasks to appropriate technical representatives or subject matter experts
36
(SMEs) but is responsible for the timely completion of such tasks. The Project
Manager is responsible for all information dissemination.
Facilities Manager, Ms. Sally Jones: The facilities manager is the SME for all
communications relating to facility management. As such, the facilities manager is
responsible for providing the Project Manager with all facility-related feedback for use
in project communications. The facilities manager will participate in all project team
meetings, monthly status meetings, and will be included on the project’s distribution
list. For project meetings the facilities manager will act as the recorder and take all
notes to be distributed after the meetings.
Technical Representative, Mr. Robert White: The technical representative is the
SME on all information technology (IT) matters as well as capital equipment and
procurement. As such, the technical representative is responsible for providing the
Project Manager with all related feedback for use in project communications. The
technical representative will participate in all project team meetings, monthly status
meetings, and will be included on the project’s distribution list. For project meetings
the technical representative will act as the timekeeper ensuring that the meeting
proceeds in accordance with the agenda.
Contractor Team Lead, Ms. Jane Black: While not a member of our organization,
the contractor team lead is an integral part of the Building Expansion Project. The
contractor team lead is responsible for providing status updates for construction and
any other construction-related details to the Project Manager for use in project
communications. The contractor team lead will participate in all project team
meetings, monthly status meetings, and will be included on the project’s distribution
list.

There are numerous stakeholders for the Building Expansion Project. When necessary,
the project stakeholders are responsible for providing requested information to the
Project Manager for use in project communications. The project stakeholders listed
below are required to attend the monthly status meetings and will be courtesy-copied,
when appropriate, on all project communications.
Director of Production, Mr. Bill Johnson
Vice President of Technology, Mr. John Green
Director of Human Resources, Ms. Joan Blue
3.0 Communication Matrix

There are many forms of communication which take place during a project. Meetings, reports,
and gate reviews are some of the means by which information is shared and distributed during
the life of a project. These are formal events which must be conducted effectively and
efficiently in order to ensure the right people receive the right information and that the project
continues to move forward smoothly.
37
The communication requirements for the Building Expansion Project are listed in the following
matrix. As the project proceeds, it may be necessary to modify the communication requirements.
Any modifications to the communication matrix must be approved by the Project Sponsor.
Communication Description Frequency Format Participants/ Deliverable Owner

Type Distribution
E mail Project Sponsor,
Weekly Status Project
summary of Weekly E mail Team and Status Report
Report Manager
project status Stakeholders
Meeting to
Updated
Weekly Project review action Project
Weekly In Person Project Team Action
Team Meeting register and Manager
Register
status
Present
Project Sponsor, Status and
Monthly Project metrics and Project
Monthly In Person Team, and Metric
Review status to team Manager
Stakeholders Presentation
and sponsor
Report
Weekly outlining Construction
Contractor
Construction weekly Weekly E Mail Project Team Status
Team Lead
Status progress and Update
issues
Present
Phase
closeout of Project Sponsor,
Project Gate completion Project
project phases As Needed In Person Team and
Reviews report and Manager
and kickoff Stakeholders
phase kickoff
next phase
Review of any
technical
Technical
Technical Design designs or Project
As Needed In Person Project Team Design
Review work Manager
Package
associated
with the project
4.0 Project Team and Stakeholder Identification

This section should provide a list of everyone involved with the project as well as their contact
information. It is key to have all contact information conveniently located and available to the
group so anyone may be reached at any time in case some type of informal communication is
required for various project tasks.
The following matrix has been created to provide the contact information for all personnel
involved with the Building Expansion Project. Any requests to add to or change this
identification matrix must be submitted to the Project Manager for review and approved by the
Project Sponsor.
Name Title E mail Office Phone Cell Phone

John Doe Project Sponsor [email protected] xxx-xxx-xxxx xxx-xxx-xxxx
Joe Smith Project Manager [email protected] xxx-xxx-xxxx xxx-xxx-xxxx
Sally Jones Facilities Mgr [email protected] xxx-xxx-xxxx xxx-xxx-xxxx
Robert White Technical Rep [email protected] xxx-xxx-xxxx xxx-xxx-xxxx
Jane Black Contract Lead [email protected] xxx-xxx-xxxx xxx-xxx-xxxx
38
[email protected]
Bill Johnson Dir. Of Prod. xxx-xxx-xxxx xxx-xxx-xxxx
m
John Green VP of Tech. [email protected] xxx-xxx-xxxx xxx-xxx-xxxx
Joan Blue Director of HR [email protected] xxx-xxx-xxxx xxx-xxx-xxxx
5.0 Communication Conduct

This section should discuss the conduct expected of all team members when participating in
meetings or other project communication. It is vital to establish guidelines so that
communication flow is understood and remains consistent throughout the project. Additionally,
if no rules are established to control communication, then meetings and other forms of
communication may become inefficient and obstruct progress.
This section provides guidance to all project participants for conduct expected in meetings and
other forms of communication. All participants are expected to adhere to these guidelines at all
times to prevent unnecessary or ineffective communication.
5.1 Meetings
This section discusses expected meeting conduct
The Project Manager will distribute a meeting agenda at least 2 days prior to any scheduled
meeting. All participants are expected to review the agenda prior to the meeting. During
project meetings the timekeeper will ensure that the group adheres to the time allotted for a
given topic and the recorder will take all notes to be distributed to the team upon completion of
the meeting. It is imperative that all participants arrive to each meeting on time and all cell
phones and blackberries should be turned off or set to vibrate mode to minimize distractions.
Meeting minutes will be distributed no later than 24 hours after each meeting is completed.
5.2 Electronic Mail (Email)

This section discusses expected email conduct
All email pertaining to the Building Expansion Project should be professional, free of errors,
and provide brief communication. If the email is to provide a status report, it should be
distributed to the correct project participants in accordance with the communication matrix
above. All attachments should be in one of the organization’s standard software suite
programs and adhere to established company formats. If the email is to bring an issue forward
then it should discuss what the issue is, provide a brief background on the issue, and provide a
recommendation to correct the issue. The Project Manager should be included on any email
pertaining to the Building Expansion Project.
5.3 Informal Communication

This section discusses the conduct expected when communicating informally
Informal communication is a part of every project and is necessary for successful project
completion. However, any issues, concerns, or updates that arise from informal discussion
39
between team members must be communicated to the Project Manager so the appropriate
action may be taken.
6.0 Approvals
understanding of the Communication Management Plan.
Communication Management Plan for the Building Expansion Project.
RISK MANAGEMENT PLAN
40
Revision History
41
TABLE OF CONTENTS
1.0 Purpose.....................................................................................................................................2
2.1 Project Sponsor.....................................................................................................................................................2
2.2 Project Team.........................................................................................................................................................2
3.0 Risk Management Strategy......................................................................................................3
4.0 Risk Management Process.......................................................................................................4
4.1 Risk Identification.................................................................................................................................................4
4.2 Risk Assessment...................................................................................................................................................5
4.3 Risk Control..........................................................................................................................................................6
4.4 Risk Monitoring....................................................................................................................................................6
5.0 Risk Documentation.................................................................................................................7
6.0 Approvals.................................................................................................................................7
1.0 Purpose
Identifying, managing, and mitigating risk is an imperative part of managing projects. If
risks are not identified and steps are not taken to avoid or mitigate those risks, the project
may incur significant delays, additional costs, or reduction in quality. This section
describes why risk management is necessary for successfully managing projects and how
this plan will address risk for this particular project.
The purpose of this Risk Management Plan is to establish a formal process by which risks
will be identified, mitigated or avoided, and managed for the Ameri-car Project. Effective
risk management is a proactive and ongoing process in which we will seek to identify risks
as early in the project as possible and implement controls to mitigate or avoid those risks.
If possible, risks will be identified before they occur so that avoidance and mitigation
efforts can be implemented to avoid any adverse impacts associated with those risks. The
Risk Management Plan will define the processes by which risks and risk owners will be
identified, risks will be evaluated, mitigation and avoidance measures will be evaluated,
and risks will be tracked.

This section describes the roles and responsibilities of all key project personnel in regards
to risk management. Although the Project Manager may be ultimately responsible for
managing risk, it is everyone’s job to work in support of the Project Manager is helping to
identify, analyze, quantify, and develop mitigation and avoidance strategies.
In order to ensure the successful completion of the Building Expansion Project, the roles
and responsibilities of all key project personnel must be clearly defined with regards to
project communication. In order to prevent overlap or gaps in project communication, the
following roles and responsibilities have been identified:
2.1 Project Sponsor
Ms. Jane Doe: The Project Sponsor is the approval authority for the Ameri-car
Project. She is responsible for the approval of the Risk Management Plan as well
as communicating all high-priority risks and mitigation and avoidance strategies to
the Executive Committee.
2.2 Project Team
 Project Manager, Mr. Ralph Smith: The Project Manager has overall
responsibility for risk management on the Ameri-car Project. The Project Manager
is responsible for developing and maintaining the Risk Management Plan. He is
also responsible for ensuring the project has adequate resources for implementing
the Risk Management Plan. The Project Manager will review risks and take action
as necessary and communicate all risk-related activities to the project team. He is
responsible for the implementation of risk mitigation and avoidance strategies for all
high-level risks.
 Risk Manager, Mr. Bobby White: The Risk Manager is responsible for risk
identification, maintaining the Ameri-car Project risk register, and assisting the
Project Manager in evaluating risk control actions and their impact on cost,
schedule, and quality. Additionally, the Risk Manager will assist the Project
Manager in creating risk assessments, briefings, and reports and he will maintain
day to day responsibility for tracking risks and mitigation/avoidance strategies.
 Lead Engineer, Mr. Daniel Black: The Lead Engineer is responsible for risk
identification and providing timely and accurate status on all risks related to
engineering issues. The Lead Engineer is also responsible for assisting the Project
Manager is developing risk mitigation and avoidance strategies.
 Operations Lead, Ms. Susan Green: The Operations Lead is responsible for risk
identification and providing timely and accurate status on all risks related to
operational issues. She is also responsible for assisting the Project Manager in
developing risk mitigation and avoidance strategies.

The Ameri-car Project stakeholders are responsible for the identification of risks and
providing timely and accurate status on all risks related to their areas of responsibility.
They may also be required to assist the Project Manager and team in the development of
risk mitigation and avoidance strategies as necessary.
 Director of Production, Mr. Harry Brown
 Vice President of Technology, Mr. Mike Scott
 Director of Marketing, Mr. Ronald Purple
3.0 Risk Management Strategy

Risk management should not be approached blindly as it is far too important to project
success. There must be an established strategy in approaching a project’s risk management
activities and this strategy should be based on a common understanding between all project
participants. The strategy may be a general description of how the project will approach its
risk management activities.
The strategy we will employ on the Ameri-car Project is a proactive approach to risk
management. The goal of this strategy is to identify risks as early as possible in order to
avoid or minimize any adverse impact the risks may have on the project. We will accomplish
this by continuously evaluating critical project areas in order to identify risks, work as a
cohesive team to determine the potential impact of each risk identified, develop and
implement mitigation and avoidance strategies, and monitor the risks. This strategy will be
conducted on the following tenets:
 Honest Assessment – It is imperative that all risks are identified and assessed in an
honest manner. Risks cannot be controlled adequately if the full extent of the risk is
not known.
 Full Participation – Everyone must participate in the identification of risks. Do not
assume that others will identify all possible risks. Success depends on identifying all
possible risks and in order to accomplish this everyone must participate actively.
 Balanced Risk Monitoring – It is key that risks are monitored often enough to
adequately control them but not so often that progress is hindered.
 Simplicity – Complex and cumbersome risk tracking and measuring techniques are
not necessary manage risk effectively. We will measure risks with low, medium, and
high designations and spend more time managing risks rather than categorizing them.
4.0 Risk Management Process

This section should outline the process the project team will use to manage risks. There are
many techniques and approaches to doing this but it is imperative that for a given project,
there is a clearly defined and understood process. This consistency ensures that risk
management activities are conducted in the most efficient and effective manner possible.
The Ameri-car Project will follow a phased risk management process: risk identification, risk
assessment, risk control, and risk monitoring. These phases and activities do not occur one
time, but rather they are ongoing throughout the project’s lifecycle. Once new risks are
identified and assessed, they are controlled and monitored repeatedly until they are resolved
and these actions are no longer required.
4.1 Risk Identification

This section describes in detail how risks will be identified and what risk identification
consists of.
Risk assessment is the process of evaluating critical project areas and processes in order to
determine potential risks which may appear at any point during the project. A risk is any
event or threat which may result in some type of adverse impact on the cost, schedule, or
quality/performance of the project. The methods we will use to identify risks are:
 Analyze the WBS to determine areas where risk is most likely
 Interview subject matter experts (SME) to determine where, in each area, risks may
be most likely
 Review project archives and lessons learned to determine where risks have occurred
in similar projects in the past
 Review project risk database to determine most likely causes of risk
All project participants will play a key role and be relied upon heavily in identifying risks
their given areas of expertise and knowledge.
4.2 Risk Assessment

This section describes in detail how risks will be assessed and what risk assessment consists
of.
Once the Ameri-car Project’s risks have been identified, they will be assessed in order to
determine the priority in which they should be controlled and monitored. Additionally, the
cause of the identified risks must be determined as well as their potential impact on the
project. Each risk will be assessed by the project team in order to determine its probability
of occurring and the impact it may have on the project. In order to quantify these risks,
each will be assigned a score based on the probability and impact and will fall into the high
risk(red), medium risk (yellow), or low risk (green) portion of the probability-impact matrix
below.
10
7
Probability
1 2 3 4 5 6 7 8 9 10
Impact
4.3 Risk Control

This section describes in detail how risks will be controlled and what risk control consists
of.
Risk control is the process in which the team will identify, evaluate, and implement
measures to bring risks down to acceptable levels or avoid them altogether. Risks that
require a mitigation or avoidance strategy will be assigned to a risk owner. The risk owner
is responsible for providing risk status and all documentation associated with such in a
manner consistent with the control strategy guideline below.
Probability Impact
Control Strategy
Score
Risk will be statused on a daily basis. The risk owner will document
all avoidance and mitigation efforts. As mitigation and avoidance
High actions occur the risk will be assessed daily until the risk level is
acceptable or has been avoided altogether
Risk will be statused on a weekly basis. The risk owner will

document all avoidance and mitigation efforts. As mitigation and
Medium avoidance actions occur the risk will be assessed weekly until the
risk level is acceptable or has been avoided altogether
Risk will be statused weekly. No mitigation or avoidance efforts are

Low necessary unless risk becomes elevated
The risk owners for all high and medium risks must consider each of the following options
for controlling risk:
 Alternative courses of action or workarounds
 Mitigation steps to reduce the probability or impact of the risk
 Changing project requirements to eliminate or reduce the probability or impact of the
risk
 Risk acknowledgement which accepts the risk without taking any action
4.4 Risk Monitoring

This section describes in detail how risks will be monitored and what risk monitoring
consists of.
Risk monitoring allows us to actively measure the performance of the risk control activities
implemented to mitigate or avoid risks. Risk owners will develop risk control schedules for
each of their assigned high and medium-level risks. Risk owners will provide the status of
their risks and the progress of risk control measures in a frequency as noted in the control
strategy chart above. This status will include anticipated risk control completion date,
assigned resources for risk control activities, and changes in the probability or impact of the
risk occurring.
5.0 Risk Documentation

This section describes how risks will be documented and what the risk documentation will
consist of. Items like risk registers should be discussed here to provide a clear understanding
of all of the documentation requirements associated with the project’s risk management
activities.
Documentation is an integral part of risk management as it not only allows us to effectively

control and monitor risks associated with our project; but, it also provides a reference for
future projects to research common causes of risks as well as mitigation and avoidance
strategies. For the Ameri-car Project, a risk register will be created and maintained by the
Project Risk Manager. The risk register will contain the identified risks, their probability-
impact score, when the risk is due to occur, mitigation or avoidance control strategies, and the
effectiveness of the risk control. The risk register will be maintained as an appendix to the
Ameri-car Project Risk Management Plan.
6.0 Approvals
understanding of the Risk Management Plan.
Risk Management Plan for the Ameri-car Project.

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SCOPE MANAGEMENT PLAN

Name Date Reason For Changes Version

2.0 Scope Management Roles and Responsibilities

2.1 Project Sponsor

2.2 Project Team

2.3 Project Stakeholders

4.0 Scope Statement

5.0 WBS and WBS Dictionary

1.1 C a ble De s ign P ha s e 1.2 P ro c e s s P ha s e 1.3 Te s ting P ha s e

1.1.2 C a ble De s ign 1.2.2 P ro c e s s Ta s k 1.3.2 Te s ting Ta s k # 2

NextGen Cable Project Number 123-456

7.0 Scope Verification

Doe, J. Project Sponsor

Smith, B. Project Manager

COST MANAGEMENT PLAN

Name Date Reason For Changes Version

2.0 Cost Management Roles and Responsibilities

2.1 Project Sponsor

2.2 Project Manager

2.3 Project Team

2.4 Contractor Support

3.0 Cost Management Approach

3.1 Cost Planning and Estimating

3.2 Cost Tracking

3.3 Cost Metrics and Reporting

Earned Value Frequency of Reporting Yellow Red

3.4 Cost Control Measures

In some isolated circumstances it may be necessary to re-baseline a project’s costs. Every

Doe, J. Project Sponsor

Smith, J. Project Manager

SCHEDULE MANAGEMENT PLAN

Name Date Reason For Changes Version

2.0 Roles and Responsibilities

3.0 Schedule Management Strategy

4.0 Schedule Monitoring and Control

5.0 Schedule Change Process

Boundary conditions for the Server Upgrade Project are as follows:

CPI less than 0.8 or greater than 1.2

Doe, J. Project Sponsor

Smith, R. Project Manager

PROCUREMENT MANAGEMENT PLAN

Name Date Reason For Changes Version

2.0 Procurement Roles and Responsibilities

3.0 Procurement Requirements

Procurement Need Deliverable(s) Supported Required Delivery

4.0 Vendor Identification and Selection

5.0 Vendor Management

6.0 Contract Requirements

Doe, J. Project Sponsor

Smith, J. Project Manager

Name Date Reason For Changes Version

2.0 Roles and Responsibilities

3.0 Quality Control

Deliverable Quality Standards Quality Control Frequency

4.0 Quality Assurance

Process Quality Standards Quality Assurance Frequency

5.0 Quality Control and Assurance Monitoring

Quality Control Log

Quality Assurance Log