DIPLOMA OF PROJECT MANAGEMENT BSBPMG522

Date

Version

Status

Action

Responsibility

Change request

Request no.:

Project:

Project no.:

Proposed by:

Date received:

Description:

Reasons:

Benefits (quantify):

Impact:

Time estimate

Cost estimate

Quality

Contractors

Suppliers

Attachments (reference documents, impact details):

Date Required by:

Date Requested by:

Date Completed by:

Comments:

Reviewed by:

Position: Date:

Approved by:

Position: Date:

Accepted and implemented by:

Position:

Date:

Records of action to be completed:

Project objectives changed

Client agreement varied

Project quality plan amended

Project plan changed

Documentation revised

Stakeholders to be advised:

Portfolio direction

This component seeks to ensure that all projects are identified within the one portfolio. This portfolio should be evaluated and directed, mindful of the organisations aims and constraints.

Yes

No

Is the organisations project portfolio aligned with its key business objectives, including those of profitability, customer service, reputation, sustainability and growth?

Are the organisations financial controls, financial planning and expenditure review processes applied to both individual projects and the portfolio as a whole?

Is the project portfolio prioritised, refreshed, maintained and pruned in such a way that the mix of projects continues to support strategy and take account of external factors?

Does the organisation discriminate correctly between activities that should be managed as projects and other activities that should be managed as non-project operations?

Does the organisation assess and address the risks associated with the project portfolio, including the risk of corporate failure?

Is the project portfolio consistent with the organisations capacity?

Does the organisations engagement with project suppliers encourage a sustainable portfolio by ensuring their early involvement and by a shared understanding of the risks and rewards?

Does the organisations engagement with its customers encourage a sustainable portfolio?

Does the organisations engagement with the sources of finance for its projects encourage a sustainable portfolio?

Has the organisation assured itself that the impact of implementing its project portfolio is acceptable to its ongoing operations?

Project sponsorship

This component seeks to ensure that project sponsorship is the effective link between the organisations senior executive body and the management of the project. The sponsoring role has decision-making, directing and representational accountabilities.

Yes

No

Do all major projects have competent sponsors at all times?

Do sponsors devote enough time to the project?

Do project sponsors hold regular meetings with project managers, and are they sufficiently aware of the project status?

Do project sponsors provide clear and timely directions and decisions?

Do project sponsors ensure that project managers have access to sufficient resources with the right skills to deliver projects?

Are projects closed at the appropriate time?

Is independent advice used for appraisal of projects?

Are sponsors accountable for and do they own and maintain the business case?

Are sponsors accountable for the realisation of benefits?

Do sponsors adequately represent the project throughout the organisation?

Are the interests of key project stakeholders, including suppliers, regulators and providers of finance, aligned with project success?

Project management effectiveness and efficiency

This component seeks to ensure that the teams responsible for projects are capable of achieving the objectives that are defined at project approval points. The teams capability is driven by skill and experience of project leaders, resources available and the tools and process deployed. Delegation should also allow for decisions consistent with the organisations system.

Yes

No

Do all projects have clear critical success criteria and are they used to inform decision- making?

Is the board assured that the organisations project management processes and project management tools are appropriate for the projects that it sponsors?

Is the board assured that the people responsible for project delivery, especially the project managers, are clearly mandated, sufficiently competent, and have the capacity to achieve satisfactory project outcomes?

Are project managers encouraged to develop opportunities for improving project outcomes?

Is key governance of project management roles and responsibilities clear and in place?

Are service departments and suppliers able and willing to provide key resources tailored to the varying needs of different projects and to provide an efficient and responsive service?

Are appropriate issue, change and risk management practices implemented in line with adopted policies?

Is authority delegated to the right levels, balancing efficiency and control?

Are project contingencies estimated and controlled in accordance with delegated powers?

Disclosure and reporting

This component seeks to ensure that the content of project reports will provide timely, relevant and reliable information that supports the organisations decision- making processes, without fostering a culture of micro-management. It is important for the organisation to distinguish between key drivers of success and key indicators of success. An effective reporting process will therefore include measures of both.

Yes

No

Do all projects have clear critical success criteria and are they used to inform decision- making?

Does the board receive timely, relevant and reliable information of project progress?

Does the board have sufficient information on significant project-related risks and their management?

Are there threshold criteria that are used to escalate significant issues, risks and opportunities through the organisation to the board?

Does the organisation use measures for both key success drivers and key success indicators?

Is the organisation able to distinguish between project forecasts based on targets, commitments and expected outcomes?

Does the board seek independent verification of reported project and portfolio information as appropriate?

Does the business culture encourage open and honest reporting?

Where responsibility for disclosure and reporting is delegated or duplicated, does the board ensure that the quality of information that it receives is not compromised?

Is a policy supportive of whistleblowers effective in the management of projects?

Do project processes reduce reporting requirements to the minimum necessary?

Contract inclusions checklist

Full party detailsif company, ACN/ABN and registered business address

Definition of basic terms

Date of acceptance

The deliverables, such as equipment, services, service levels, people (often an annexure to the contract, such as a schedule or statement of work)

Price to be paid, with a schedule of when and how progress payments are to be made

Any other fees or charges

Term of the contract

Performance levels and other warranties

Reporting and monitoring requirements

Quality and audit requirements

Intellectual property assignment, ownership, and transference details

Subcontracting acceptance or rejection, as appropriate

Risk indemnification and management

Variation and change control processes

Exclusions and limitations

Force majeure provisions (an act of god, such as a major storm, earthquake)

Regulatory, legislative and organisational requirements, such as workplace health and safety standards, public sector standards, Australian Standards, and matters relating to probity, financial management, approvals, compliance and due diligence

Disputation and resolution process

Start-up or transition arrangements

Termination provisions, including liabilities and claims

Terms and conditions to remain enforceable at the end of the contract period (such as warranty and defect periods)

Contract Management Plan

Roles and responsibilities of key parties

Key or critical phases of the contract

A summary of milestones (key performance indicators) and deliverables

Communications strategy or stakeholder management plan

Lines of communication with contractors, for example, meeting schedules and reporting requirements

Risk response strategy

Confidentiality provisions (where appropriate)

Audit procedure

Contract review strategy (to review management of the contract, contractor performance, user satisfaction and audit results)

Variations and amendments

Dispute resolution

Payment and invoice processing

Expected standards of behaviour, e.g. corporate social responsibility and ethical behaviour

Scheduling requirements

Resourcing requirements

Key skill requirements

Control and monitoring provisions

Contract Management Plan

Roles and responsibilities of key parties

Key or critical phases of the contract

A summary of milestones (key performance indicators) and deliverables

Communications strategy or stakeholder management plan

Lines of communication with contractors, for example, meeting schedules and reporting requirements

Risk response strategy

Confidentiality provisions (where appropriate)

Audit procedure

Contract review strategy (to review management of the contract, contractor performance, user satisfaction and audit results)

Variations and amendments

Dispute resolution

Payment and invoice processing

Expected standards of behaviour, e.g. corporate social responsibility and ethical behaviour

Scheduling requirements

Resourcing requirements

Key skill requirements

Control and monitoring provisions

Goal

Set the goal for the session

What do you want to get out of todays session?

What will we focus on today?

Is this a SMART goal?

Reality

Use questioning skills to raise awareness

What is working for you now?

What is happening now?

Options

Help shift perspective towards actions and solutions

What are you doing already thats working?

Magic question differences between now and ideal outcome

Wrap up

Gain commitment to action steps

What are the next steps to take?

Actions Steps

Date

Version

Status

Action

Responsibility

Issue #

Date

Source

Description

Priority

Status

Lesson Learned

Yes

No

N/A

Impact

Low High

1

2

3

4

5

Project Planning

1.

Business Objectives were specific, measurable, attainable, results-focused and time-limited

2.

Product concept was appropriate to Business Objectives

3.

Project Plan and Schedule were well-documented, with appropriate structure and detail

4.

Project Schedule encompassed all aspects of the project

5.

Tasks were defined adequately

6.

Stakeholders (e.g., Sponsor, Customer) had appropriate input into the project planning process

7.

Requirements were gathered to sufficient detail

8.

Requirements were documented clearly

9.

Specifications were clear and well-documented

10.

Test Plan was adequate, understandable, and well- documented

11.

External dependencies were identified, agreements signed

12.

Project budget was well defined

13.

End of Phase Criteria were clear for all project phases

14.

Project Plan had buy-in from the stakeholders

15.

Stakeholders had easy access to Project Plan and Schedule

Project Execution and Delivery

16.

Project stuck to its original goals

17.

Changes in direction that did occur were of manageable frequency and magnitude

18.

Project baselines (Scope, Time, Cost, Quality) were well- managed (e.g., changed through a formal Change Control Process)

19.

Design changes were well-controlled

20.

Basic project management processes (e.g., Risk Management, Issue Management) were adequate

21.

Project tracked progress against baselines and reported accurate status

22.

Procurement (e.g., RFP, Contract with vendor) went smoothly

23.

Contracted vendor provided acceptable deliverables of appropriate quality, on time, and within budget

24.

Stakeholders were satisfied with the information they received

25.

The project had adequate Quality Control

26.

Requirements specifications Test Plan were well- managed (e.g., Requirements Management System was used)

27.

Risks were manageable

Lesson Learned

Yes

No

N/A

Impact

Low High

1

2

3

4

5

Human Factors

28.

Project Manager reported to the appropriate part of the organisation

29.

Project Manager was effective

30.

Project Manager was not a contracted resource

31.

Project Team was properly organised and staffed

32.

Project Manager and staff received adequate training

33.

Project Teams talent and experience were adequate

34.

Project team worked effectively on project goals

35.

Project team worked effectively with outside entities

36.

There was good communication within the Project Team

37.

Management gave this project adequate attention and time

38.

Resources were not over-committed

39.

Resources were consistently committed to project aims

40.

Functional areas cooperated well

41.

Conflicting departmental goals did not cause problems

42.

Authority and accountability were well defined and public

Overall

43.

Initial cost and schedule estimates were accurate

44.

Product was delivered within amended schedule

45.

Product was delivered within amended budget

46.

Overall Change Control was effective

47.

External dependencies were understood and well-managed

48.

Technology chosen was appropriate

49.

The project was a technological success

50.

Customers needs/requirements were met

51.

Customer was satisfied with the product

52.

Project Objectives were met

53.

Business Objectives were met

Date

Time

Venue

Attended by:

Project Name

Meeting objective

Action item review

Actions from previous meeting

status

Assigned to

Schedule review

Status of project schedule. Risks identified which affect the schedule. High level list of work completed and plan for next two weeks.

Risk management

Provide a status update for each identified project risk.

New action items

New actions

Date due

Assigned to

Milestone

Date

Status

Responsibility

Issues/Comments

Wrap up

Gain commitment to action steps

What are the next steps to take?

Actions Steps

Date

Version

Status

Action

Responsibility

Project:

Period (Day, Week, Month)

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

Stage / Activity

Tasks

Date

Version

Status

Action

Responsibility

Expenditure

Item

Cost

Notes

Income

Item

Cost

Notes

Date

Version

Status

Action

Responsibility

Project Name

Purpose / Context

Description

Objectives

Deliverables

Summary milestones

Indicative budget

Project Manager

Approved by

Date

Version

Status

Action

Responsibility

Stakeholder

Specific Interests/ Needs

Requirements

Frequency

Medium

Knowledge area

Strengths

Needs

Integration

Scope

Time

Cost

Quality

Human resources

Communications

Stakeholders

Risk

Procurement

Project documentation checklist

Official correspondence, including email correspondence

Key or critical phases of the contract

Stakeholder contact details

Project brief/proposal/approval

Change or variance requests/decisions made

Issues/risk log and mitigation strategies

Status reports

Procurement documents

Instructions, direction, advice issued, and file notes

Handover documents

Project diary (where applicable)

Contracts with any external organisations

If using software program to manage your project, a copy of the initial plan and the final plan once the project is finished.

Project Review and Closure Report

Background

Briefly describe the background to the project.

Reason for closing the project

State the reason why this project is being closed this is usually because the outputs have been delivered but it may be closed for other reasons, e.g. a change in organisational priorities, loss of funding or deadline date reached.

Highlights and innovations

Describe any highlights of the project and any innovations used or developed by the project.

Project Performance

Summarise the actual performance of the project against the planned performance. Identify any variations and the reasons for the variance described.

Performance against objectives

Describe the actual performance of the project in relation to the achievement of the planned project objectives.

Performance against outcomes

Describe the actual performance of the project in relation to the achievement of targeted outcomes. Were all planned targeted outcomes achieved, to what degree?

Performance against schedule

Describe the actual performance of the project against the Project Schedule.

Performance against budget

Describe the actual performance of the project against the Project Budget.

Lessons learned

What lessons did you learn? Describe how you collected the lessons learned and what they are.

What worked well?

What processes helped you with the project? Were the risk management, quality and project documents useful? What would you do again?

What could be improved?

How would you change the processes for your next project? What would you not do again?

Closure Activities

Issues management

Risk management

Financial management

Records management

Post project responsibilities

Recommendations

Sign off

/ /

Project Manager

/ /

Project Sponsor

/ /

Project Customer

Wrap up

Gain commitment to action steps

What are the next steps to take?

Actions Steps

Date

Version

Status

Action

Responsibility

#

Describe Risk

Analysis

Treatment

Likelihood

(1-5)

Consequence

(1-5)

Rank

L x C

Date

Version

Status

Action

Responsibility

Project Name

Background / Context

Project Sponsor

Project Client

Stakeholders

Product specification

Start Date

End Date

Key Deliverables

Key Milestones

Inclusions

Exclusions

Assumptions

Constraints

Key Risks

Project Manager

Project Team

Date

Version

Status

Action

Responsibility

Exception ID Number

Review Date

Process Reviewed

Findings

Resolution

Resolution Date

Date

Version

Status

Action

Responsibility

Exception ID Number

Review Date

Deliverable

Reviewed

Findings

Resolution

Activity

Responsible

Accountable

Consult

Inform

Wrap up

Gain commitment to action steps

What are the next steps to take?

Actions Steps

Briefly describe your project

Scope Inclusions

Scope Exclusions

Assumptions

Constraints

Date

Version

Status

Action

Responsibility

Project Objective Insert Name

Specific

Measurable

Realistic

Time-based

Write your objective

Date

Version

Status

Action

Responsibility

Key Stakeholder

Nature of impact consequences for Stakeholder /group

Importance and Involvement Rank

Individual or group affected by project

How will they influence the project?

At what stage?

How can the project take advantage of the Stakeholder?

(Skills)

What can the project

do for the

Stakeholder?

(Outcomes)

Level of influence:

Important

Influential

Mandatory

Beneficiaries

Impactees

Level of involvement:

Seek participation

Consult

Inform

Maintain awareness

Date

Version

Status

Action

Responsibility

Receiving goods

Rendered services

Documentation includes

Verify the items

Goods are in acceptable condition (free of defects)

Correct quantity agreed upon

Delivered in accordance with the contract terms

Effect on warranties and returns by delays

The services have been delivered in accordance with the terms of the purchase order/contract.

Date received

Quantity and description of items received

Vendor name

Purchase order, if applicable

Signatures verifying the items were received in good condition and that payment is authorised.

Task/Supplier

Criteria

Weighting

Total

100

Writing project documentation

Language clearly states who is responsible for what

Document correctly represents all data

Language that could possible mislead readers has not been used

Provides correct emphasis based on the data

Treats the views of others fairly and professionally

Clearly cites all sources used to write the report

Each alternative is presented in a clear and unbiased manner

All recommendations and conclusions are supported by facts presented in the report

All judgements, recommendations or comments are within the scope of the project or the organisations policies

Acknowledged and received permission to use copyrighted information used in the report

All material is pertinent to this project

Document has been checked for comments that might be misconstrued or cause conflict for the organisation

Gender-neutral wording used

Legal, regulatory and policy implications are clearly stated

Used organisational style guide (or if public sector the the Style Manual for authors, editors and printers)

Intellectual property rights implications dealt with