Graded application of project management req
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This document outlines a graded approach for applying project management processes based on project complexity and risk level. It provides descriptions of project requirements and documentation for four different risk levels - minimal, minor, major, and full implementation. For each project management knowledge area (initiation, planning, execution, monitoring and control, and closeout), it specifies the expected level of documentation, activities, and process implementation for projects at each risk level.
Graded application of project management req
- 1. RISK LEVEL FOR GRADED APPROACH SIMPLE PROJECTS COMPLEX PROJECTS PROCESS GROUPS PROJECT MANAGEMENT KNOWLEDGE AREAS SUB–PROCESSES DEFINITION OF SUB–PROCESSES Level 4 – Minimal Implementation Level 3 – Minor Implementation Level 2 – Major Implementation Level 1 – Full Implementation w/Earned Value Management System ANSI–748 PROJECT INITIATION Scope Management Initiation Generate the Project Initiation Documentation and Initiate the Project Planning Section 3 Integration Management Project Plan Development Project Plan Development – taking the results from the planning process to develop a document to guide project execution. Section 4.1 Planning Document will include: Project Objective, Scope, Schedule, Cost documented in memo form. Document Technical, Cost, Schedule, Risk, Procurement plans in Project Plan. Document Project Plan per outline in exhibit include WBS Dictionary, Performance Baseline, and Contingency Analysis documented in a detailed report. Document Project Plan per outline in exhibit include: WBS Dictionary, Performance Baseline and Contingency Analysis, and other project–specific planning per stakeholder requirements documented in a detailed report. Scope Management Scope Planning Scope Definition Developing a written scope statement/baseline based on customer requirements, subdivide project deliverables into smaller components with Work Breakdown Structure (WBS) Section 4.2 Scope – straight forward, well–defined, at a minimum, a paragraph defining purpose/objective and work scope of project. Requires a Technical Scope statement consisting of detailed work statement and assumptions, WBS at one level below project level. Prepare a detailed Technical Baseline consisting of work scope requirements, project assumptions. WBS developed 2 to 3 levels below Project Level with WBS Dictionary. Critical decisions identified Technical Baseline for Earned Value measurement. Prepare a detailed Technical Baseline consisting of work scope requirements, project assumptions, and alternative/options. WBS developed to at least 4 levels below Project Level with WBS Dictionary. Critical decisions identified Technical Baseline for Earned Value measurement. Time Management SCHEDULE PLANNING Activity Definition Activity Sequencing Activity Duration Estimating Schedule Development Identify specific activities that must be performed to produce deliverables, durations, analyze sequencing, and calculate dates to determine project schedule. Section 4.3 Schedule is prepared with minimal number of activities to complete project scope, determine start/stop dates. Schedule is developed to Identify phases of work and their duration, identify one–two deliverables and Project milestones. Network Schedule identifying detail activities and durations, several deliverables, calculate dates, analyze critical path. Identify Earned Value methodology. Critical Decision Milestones and Project milestones identified. Develop Network schedules w/critical path Analysis, multiple deliverables, Critical Decision Milestones identified, and hierarchical roll–up of schedule. Identify Earned Value Methodology. Estimate schedule contingency, document Schedule Baseline for measurement per ANSI–748. Cost Management COST PLANNING Resource Planning Cost Estimating Cost Budgeting Determine resources, quantity, and Cost to perform activities. Develop budget request, Cost Baseline. Section 4.4 Estimate of Labor hours, Material, Equipment, and Contracts dollars. Develop budget request from Cost estimate. Definitive Estimate of Engineering Labor/Construction Labor/Purchased Material/ Contracts at WBS level. Allocate Cost estimate to activities, develop budget request. Detail estimate for life cycle of project by Resource type and detail backup, Contingency estimating based on risk. Allocate Cost estimate to activities, develop budget request and Cost Baseline for performance measurement. Life Cycle Cost Estimate – Most detailed with estimates from performing organizations and detail backup, Apply Value Engineering, Contingency estimating based on risk. Cost Baseline for performance measurement per ANSI–748. Risk Management Planning, Risk Identification Quantitative/Qualitative Risk Analysis Risk Response Planning Determine process for defining and managing risk (scope, schedule, cost, environmental, safety, health, etc.). Characterize/evaluate all risks to assess outcomes. Define strategies to respond to risks. Section 4.5 Identify project risks and steps to manage the risks. Use the Risk Management Plan Form for Simple Projects. Identify and quantify risks. Develop Risk Response strategies in a section of the Project Plan. Use the Risk Management Plan Form for Simple Projects. Identify, assess impact, and quantify risks. Assign responsibility in a risk rating matrix. Document basis for cost/schedule contingency. Develop Risk Response as part of the Risk Management Plan. See the Sample Risk Management Plan for Complex Projects exhibit. Identify/quantify risks, assess impact on project, define Risk Response strategy, assign responsibilities. Document basis for Cost/Schedule Contingency. Develop a Risk Management Plan and include a risk rating, risk response strategies, tracking system, and closure process. See the Sample Risk Management Plan for Complex Projects exhibit. Quality Management Quality Planning Identify relevant Project Quality Standards. Section 4.6 Human Resource Management Organizational Planning Staff Acquisition Develop R2A2. Obtain project staff. Section 4.7 Small number of participants, usually no outside organizations. Assign responsible individuals. Small number of participants, some outside organizations. Develop Responsibility Assignment Matrix (RAM). Large number of participants, dependance on outside organizations. Develop R2A2s and MOUs as needed. Develop RAM. Large matrix organization, significant dependance on outside organizations. Develop R2A2s, MOUs, and RAM. Communications Management Communications Planning Determine communications plan and reporting criteria. Section 4.8 Reporting based on stakeholder needs. Monthly reporting based on internal project needs and customer requirements; document change control process. Develop Communications plan identifying stakeholders information and reporting needs, report criteria, frequency, and change control thresholds. Establish change control procedures. Develop Communications plan identifying stakeholders information and reporting needs, report criteria, frequency, and change control thresholds. Establish Change Control Board and procedures per ANSI–748 and DOE O 413.3. Procurement Management Procurement Planning Solicitation Planning Determine what to procure/contract and when. Section 4.9 Identify outside procurements work with Procurement & Property Management Division. Identify outside procurements work with Procurement & Property Management Division develop procurement strategy. Develop procurement/contracting strategy, identify items, define timing, develop Contract & Procurement Management Plan. Develop procurement/contracting strategy, identify items, define timing, develop Contract & Procurement Management Plan. Integration Management Project Plan Execution Carry out the Project Plan by performing the activities. Section 5.1 Communications Management Information Distribution Timely information distribution to stakeholders. Section 5.2 Distribute reports. Hold project reviews based on stakeholder needs. Distribute reports. Hold project reviews based on Project Plan. Distribute reports. Hold project reviews based on Project Plan and stakeholder requirements. Distribute reports. Hold project reviews based on Project Plan and requirements per DOE O 413.3. Procurement Management Solicitation Source Selection Contract Administration Solicitation/Source Selection/Contract Administration Section 5.3 Execute procurement strategy. Document procurement strategy, identify contract types. Human Resource Management Team Development Develop skills to enhance project performance. Section 5.4 Quality Management Quality Assurance Evaluate overall project performance. Section 5.5 Integration Management Integrated Change Control (Scope, Schedule, Cost) Identify, control, manage and document project changes. Section 6.1 Document changes to project scope. Document all changes to Project Plan using Change Control Procedure. Document changes to Baseline per Project Plan and change control procedures for scope, schedule, cost, quality, and risk. Implement Change Control Log. Document changes to Baseline per Project Plan and change control procedures for scope, schedule, cost, quality, and risk. Implement Change Control Board and Log. Follow DOE thresholds per DOE O 413.3. Communications Management Performance Reporting Progress Measurement/Reporting Forecasting/Performance Reviews Section 6.2 Reporting based on stakeholder needs. Quarterly Project Status Reports, Cost/Schedule data, Quarterly Performance Reviews Monthly Schedule/Milestone Status of Baseline Schedule, Earned Value calculation Monthly Progress Report, Financial Status, Monthly Performance Reviews/Independent Reviews Monthly Progress Reporting –Earned Value calculation as per ANSI/EIA–748 Earned Value Management Systems including Variance Analysis and Corrective Action plans, Calculate EACs, Financial Status, Monthly Performance Reviews/Independent Reviews Risk Management Risk Monitoring & Control Monitor and evaluate project risks. Implement Risk Management Plans. Section 6.3 Quality Management Quality Control Monitor QA results to Quality standards. Section 6.4 Communications Management Administrative Closure Formalizing Project/Contract Completion. Section 7.1 Document Project Completion/Lessons Learned per stakeholder requirements, include ES&H Review. Comprehensive documentation of Project Completion/Lessons Learned per stakeholder requirements include ES&H Review. Procurement Management Contract Closeout Formalizing Contract Completion. Section 7.2 Document Contract Completion per stakeholder requirements. Document Project Completion per stakeholder requirements, include ES&H Review Document procurement strategy, identify contract types. Assign project procurement specialist. PROCESS GROUPS See the section Determination of Applicable Quality–related Activities in the Graded Approach for Quality Requirements Subject Area Note: Failure to properly categorize Risk Level may result in incorrect or inappropriate identification of Project Quality Standards as well as potential noncompliance, enforceable under the Price Anderson Amendments Act. P R O J E C T P L A N N I N G PROJECT CLOSEOUT Meetings as required. Execute work per the Project Plan. Conduct regular project meetings and team building sessions as required. Graded Application of Project Management Processes P R O J E C T P L A N N I N G P R O J E C T E X E C U T I O N P R O J E C T C O N T R O L Generate Project Initiation documentation to include stakeholder requirements, technical approach, summary cost/schedule, and risk assessment Implement Risk Management Plan. Monitor and evaluate effectiveness of risk management strategies. See the section Determination of Applicable Quality–related Activities in the Graded Approach for Quality Requirements Subject Area. Monitor and Evaluate Risks. Implement risk management strategies. See the Quality Activity Guide exhibit in the Graded Approach for Quality Requirements Subject Area. *Section numbers refer to the text in Subject Area 1j03e011.xls 1 (01/2002)