Improper Budgeting Immeasurable Benefits
Scope Creep Poorly Defined Roles
Lack of Management Support Lack of User Involvement
Poor Project Planning Weak Business Case
Incomplete Requirements etc
BPPM developed this roadmap to guide you through the process for completing successful projects.
Project Manager: (name)
Describe here what the project is, by way of an introduction. Outline briefly what this report contains e.g. “This document is the final report for (project name) and incorporates all amendments, scope changes and updates to the original project plan arising from the lessons learned. It also includes a post project analysis of the success criteria compared to expectations. It provides an overview of the project using plain and un-ambiguous terms, such that it can be used as a reference for stakeholders of future projects of a similar nature. It outlines the elements necessary to produce the product of the project.”
Project Initiation kicks off the Project Life Cycle and leads the way to gain approval to begin the planning phase. Initiation starts the project by defining its objectives, scope, purpose, resource requirements and deliverables to be produced. Describe in this section a brief account of the current status that the project is replacing or complimenting (if any) and what benefits the project will bring.
This Charter gives authority to commence project planning for (project name).
The over-riding Goal of (project name) is --- The purpose (breakdown of goal) is to (a) --- (b) --- etc.
Stakeholders (small projects may only have primary stakeholders)
The primary stakeholders are ….
The secondary project stakeholders are ….
The tertiary project stakeholders are ….
Outline the budget for the project and state what costs if any are excluded. For example are the costs of internal plant and machinery, heat power and light and use of equipment to be included? The budget may be “time in hours” rather that monetary values.
Outline how the project is to be funded.
Give the planned completion date or the expected duration of the project.
Outline the amount and timeframes for the estimated resource requirements to be in place e.g. What resources will be required. When and for how long they will be required.
Briefly outline the roles of
project human resources. (e.g. Project Team, Sponsor, Steering Group
The business requirements are the specifications that describe the functions that the product is expected to provide. The identification and attainment of Project Resources is the first order of business meeting those requirements. Resource requirements are unique to every project but generally require a mix of internal and external Human, Capital and Financial Resources. Outline here or in an appendix the selection process for resources e.g. project team, contractors, request for proposal, and business case for funding. You may wish to outline the timeframe of contracts as some resources may be coming on to the project earlier than others.
The product objectives and the project management objectives can be combined under the heading of Project outputs. The product objectives are:
The project Management objectives are:
● Meet stakeholder needs ●Deliver within Time-frame ● Operate within budget
(Example) The Critical Success Factors are:
● Clear objectives ● etc ●
The criteria as set out in the table below have been drawn up by the stakeholders to measure the success of the project based on the project outputs.
The basis for succeeding with this project is through satisfying the success criteria. Meeting stakeholder needs involves realizing the benefits of the product to achieve the success criteria metrics. The time base for measuring success normally extends beyond the product completion date. The Critical success factors are represented in the middle of the Theoretical Success Framework Diagram, representing their relationship to achieving both project and product objectives and their influence on satisfying the success criteria. (State here how the objectives, the success factors and the success criteria were agreed and by who?)
The risks, their likely impact
and the necessary response are outlined in the table below:
The project inputs explain how the product will be done and are defined, by the work breakdown structure, responsibility chart, schedule, and budget. These inputs are further decomposed into work package activities and tasks.
The product work inputs are the resource activities required to deliver each output objective. The product work inputs are:
● ● ●
● ● ●
The product work inputs can be further broken down into work packages and depicted graphically in a Work Breakdown Structure. The WBS below is a picture of the project subdivided into hierarchical units of work, and represented as a tree.
The project team determines the
length of time needed to complete each of the work packages as follows:
a table with the start and finish dates for each activity. The WBS on
is the work breakdown structure code.)
Responsibility Assignment Matrix
“The matrix outlined below depicts how the roles and responsibilities are assigned to the various members of the project management team. For each work package the Accountable person with primary responsibility has been identified as well as those additional people whom have a contribution to make to the successful completion of the work package. The legend is as follows, hence the name PARIS has been given to this type of Responsibility Assignment Matrix.” Smaller projects may only require the person(s) accountable for an activity be identified.
P = Participant A = Accountable R = Review Required
I = Input Required S = Sign-Off Required
Resource assignments level of effort
The level of effort required by the resources named beside each activity indicates the % of their time each day. Where there is no % indicated, the resource is assigned 100% of their time for the duration of that activity. The material resources used for the completion of activities are named beside each activity.
The rates and the number of units for resources that have been determined by the project team for (Project Name) are:
The cost breakdown structure allows the costs of the project to be viewed, as a per-period cost histogram showing the period cash flow for the resources required to complete the project.
Cost Breakdown Structure
A Cost Breakdown Structure (CBS) is constructed by assigning the cost to each allocated activity of the WBS.
This section of the plan outlines the specifications for the product to satisfy stakeholder requirements.
Project Closeout heralds the formal end of the project. The closeout shall verify that the objectives have been accomplished.
The identification and recording of issues arising on the project shall help to reduce or eliminate the chances of re-occurrence on similar projects in the future. Details of the original lessons learned report are incorporated into this document.
The timeframe for measuring product success can be immediately or several years after project completion. Describe here to what extent the criteria for measuring success have been met compared to expectations. Outline your recommendations for future projects of a similar nature.