Project Management Procedures Manual
UNIVERSITY OF NORTH TEXAS. OFFICE OF FACILITIES MANAGEMENT AND CONSTRUCTION. FACILITIES PROJECT PROCEDURES MANUAL. Oct 4, 2017 - The Project Development Procedures Manual (PDPM) provides the. Prepared by the Headquarters Division of Project Management. This manual is meant to provide the basic insight to the process and actions. The project manager who masters the process, who has construction smarts and.
All projects that are considered to be of ‘Medium’ or above risk level, at an institutional level via Audit and Risk Committee, as defined in the Risk Management Policy, are to comply with the Project Management Framework. The Project Management Framework is based on the universal principles of the PMBOK®guide and PRINCEII ® methodology, in conjunction with the University’s policy, procedures and guidelines. This framework for Project Management is based on the generic process flows of Initiating, Planning, Executing, Controlling & Monitoring and Closing (IPECC). The Project Management Procedure is a University-wide procedure, to be applied across all University Portfolios for all University staff and Associates to comply with, regardless of monetary value and size. Business Sponsor: The main business stakeholder who is responsible for initiating the Business Case for a project.
They identify the business needs further to develop the Business Case based on risk and University requirements. Business Case: A Business Case is based on an operational or strategic need that has been identified from within a business unit. A Business Case should detail and justify the baseline information about the project such as background, purpose, benefits, objectives and funding sources of the proposed project. Change Management: The activity of assisting an organisation and individuals within an organisation to change from one process, system or structure to a new process, system or structure. Change Request: Formal request to change the project management plan baseline.
Change Requests may only be authorised by Steering Committees. Approved Change Requests are the documented authorised changes to expand or reduce project scope and may also modify University policies or procedures, the project management plan, costs, budgets or revise schedules. Communication Plan: A plan for the communication activities of a project, implemented during particular phases of a project. Project: A project is defined as a set ‘body of work’ with a defined start and end date, with a pre determined level of risk. The risk can be associated with human, government, financial/commercial, environmental, political, legal or business continuity factors. A project will be undertaken when the level of risk is considered ‘Medium’ or above, at an institutional level via Audit & Risk Committee and as defined in the Risk Management Policy. Project Charter: The main purpose of the Project Charter is to formally acknowledge that a project has approval to begin.
It is the authoritative document acknowledging the Project’s Executive Sponsor and the Business Sponsor sign off to initiate the project and the Project Managers acceptance to commence. Project Executive Sponsor: The person given overall responsibility for ensuring that a project meets its objectives and delivers the projected benefits. They are considered the champion of the project and will have ongoing accountability for the outcome of the project. Project Management Plan: The Project Management Plan is developed through a series of iterative processes until project closure.
This process results in development of a Project Management Plan that is progressively elaborated by updates and controlled and approved by the Steering Committee. Project Manager: The person responsible for the day to day management of the project objectives, tasks, progress and project team. Project Proposal A Project Proposal is the initial formal document of the project.
It specifies high level requirements of the project including background, purpose, benefits, objectives, scope, assumptions, constraints and costs of the project, from which an executive decision will be made to authorise the project. Project Review A review after a project is completed to ensure that the project has met its objectives and that the outcome meets user requirements. Project Steering Committee A group of high-level stakeholders who are responsible for providing guidance on overall strategic direction and endorsing recommendations from the Project Manager. Project Team: Individuals, groups and/or organisations, including all consultants, who are responsible for undertaking project tasks as directed by the Project Manager. Quality Management Plan: A plan for all the activities related to the management of the quality of a project, including evaluation, procurement, testing and recommendations during the Controlling phase of a project. Risk Management Plan A plan detailing risks identified in the planning process and those risks inherent in a project, prescribing the likelihood, consequences and mitigation strategy for each risk. Status Report Strategic Capital, Infrastructure and Projects A status report provides a high level overview of the progress of the project against the authorised project management plan baseline.
It details recent project activities, financial status, milestones and deliverables, forthcoming planned activities, current issues and resolutions and a review of project risks. The Strategic Capital, Infrastructure and ProjectsOffice (SCIP) defines and maintains the standards of processes related to project management, within the University. The PPO strives to standardize and introduce economies of repetition in the execution of projects. The PPO is the source of documentation, guidance and metrics on the practice of project management, project governance and execution. STEPS WHO IS RESPONSIBLE? Update status of Project Proposal to Approved Project SCIP 2.
Commence Project Management Plan Project Manager Project Management Plan Template & Guide is available. Collect Requirements Project Manager Identify stakeholder needs. Define Scope Project Manager Describe the project.
Create Scheduling Plan Project Manager Sub divide the project deliverables into smaller, more manageable component 6. Define Activities Project Manager Define specific actions to produce project deliverables 7.
Sequence Activities Project Manager Define relationships between activities. Estimate Activity Resources Project Manager Estimate the type and quantities of materials, people, equipment or supplies required for each activity 9. Estimate Activity Durations Project Manager Estimate the duration required to complete individual activities with estimated activity resources 10. Develop Schedule Project Manager Analyse activity sequences, resource requirements and scheduling constraints to create project schedule. STEPS WHO IS RESPONSIBLE? Form the Steering Committee PPO/Project Manager Form a Steering Committee and establish Terms of Reference for the group. Steering Committee Terms of Reference Template is available.
Direct and manage project execution Project Manager Perform the work defined in the project management plan to achieve the project's objectives 3. Perform Quality Assurance Project Manager/PPO Audit the quality control measures to ensure appropriate quality standards are followed 4. Form Project Team Project Manager Confirm human resource availability and obtain the team necessary to achieve project objectives 5.
Train Project Team Project Manager Assess project team skill levels and identify further training requirements if required 6. Manage Project Team Project Manager Track team member performance, provide feedback, resolve issues and manage change to optimise project performance 7. Manage Scope Project Manager Change Request Template & Guide and Issue & Action Register Template & Guide are available 8. Manage Stakeholders Project Manager Make relevant information available to stakeholders as planned in Communication Plan including working with stakeholders to meet their needs 9. Conduct Procurements Project Manager/Procurement Manager Perform procurement in line with University's Procurement Policy and Procedures. STEPS WHO IS RESPONSIBLE?
Banking Project Management Procedures Manual
Monitor and Control Project Work Project Manager Track, review and regulate the progress to meet the objectives defined in the Project Management Plan 2. Perform Integrated Change Control Project Manager/Steering Committee Review, recommend and manage changes to deliverables, documents and the Project Management Plan 3. Verify Scope Project Manager Formally accept the project deliverables 4. Control Scope Project Manager Monitor and manage the scope baseline 5. Control Schedule Project Manager Monitor the progress and manage the schedule baseline 6.
Control Costs Project Manager Monitor the project costs and manage budget baseline 7. Perform Quality Control Project Manager Monitor the quality activities to assess performance and recommend actions 8. Report Performance Project Manager/Steering Committee Collect and distribute performance information including status reports, progress measurements and forecasts. Status Report Template & Guide are available. 2016 audi a4 owners manual pdf.
Monitor and Control Communication Strategy Project Manager Monitor communication strategy ensuring engagement of stakeholders 10. Monitor and Control Risks Project Manager Implement risk response plans, track identified risks, monitor residual risks, identify new risks and evaluate risk process effectiveness 11. Manage Contractual Obligations Project Manager Manage procurement relationships and monitor contract performance.
To define the standards and procedures to be applied on the project to ensure consistent delivery in accordance with the quality requirements. Contents The project standards and procedures are typically documented in a Project Standards and Procedures Manual. This manual consists of an introductory section followed by separate sections for each aspect of the project activities, such as: Standards and Procedures for Team Performance, including such general project practices as the code of conduct and standard project terminology, meetings, change control procedures (including the use of Change Requests and Decision Requests), and risk management. Standards and Procedures for Cost/Schedule Management, including organizing the work, project monitoring, project accounting, and cost/schedule analysis.
Standards and Procedures for Data Management, including the project library, document identification, document structure and style, and document preparation. Standards and Procedures for Configuration Management, including identifying, controlling, maintaining, and reporting on configuration items. Standards and Procedures for Quality Management, including such things as: walk-throughs, reviews, audits and inspections, handling and storing, packaging and shipping, and procedures for eliminating the cause of problems. Standards and Procedures for the Systems Development Environment (SDE). Standards and Procedures for Life Cycle Activities.
SAMPLE PROJECT STANDARDS AND PROCEDURES - INTRODUCTION The following sample shows what the standards and procedures documentation might look like as a paper-based manual, and is provided simply to indicate the nature and scope of the standards and procedures required. In an on-line environment, a better approach is to: author and maintain the standards and procedures as part of the Knowledge Base, reduce the volume of documentation by referencing the generic material already in the Knowledge Base and simply noting any project-specific additions, exceptions, or enhancements, as necessary. Sample Sample content for the Project Standards and Procedures document The purpose of this document is to present the standards and procedures to be followed for the SYSTEM Z project.
The standards and procedures provide project-specific instructions regarding the procedures, naming conventions, supporting tools, equipment, standards and metrics to be applied by the project team to achieve quality objectives at each phase of the SYSTEM Z project. This material supplements the quality standards and procedures defined in the Company ABC Integration and Methods Quality Manual. The Standards and Procedures Manual may be reviewed by the customer but is not a formally presented deliverable and does not undergo acceptance.
The contents will be subject to continuous changes and improvements. All team members on the SYSTEM Z Project, including Company ABC Partners and Company ABC personnel while working on the SYSTEM Z project, are expected to adhere to the standards outlined in this document. Conformance to these standards will be assessed by the Quality Assurance Program, and will be applied in the deliverable acceptance process. The intent is to ensure that every member of the team 'does the right things, right, the first time'. Without standards and procedures, the risk is that team members will complete their work with different understandings of the procedures they are required to follow and the results they are intended to produce, resulting in productivity losses, quality losses and schedule delays. The development of standards and procedures is an iterative process.
Thus the standards and procedures are never complete but can expect to evolve and be enhanced as the project proceeds. As the procedures are put in place and implemented, improvements will be identified and introduced under the control of the Quality Assurance Manager. The standards and procedures may be defined explicitly or included by reference, as long as the referenced material is readily accessible to the project team and directly applicable in the project context.
The initial versions of the standards and procedures have been drawn from the best practices of other projects as represented in Product ABC and tailored to be specific to the needs of the SYSTEM Z project. The final versions will include input from the whole team, based on their separate experiences. The standards and procedures are based on the following principles. Standards and procedures will be agreed-upon in advance for all project activities where a large number of people must work together. The team will be involved in their development or adoption to make sure that the standards are owned by the team: the team will then discipline themselves to adhere to the standards because they want to build quality.
Every effort will be made to ensure that the quality of the standards and procedures is evident and to not impose unnecessary standards or overly elaborate procedures. Once adopted, the standards will be formally documented, easily accessible and easily understandable. We will be flexible in evolving the standard if someone has an improvement, but earlier material will not be reworked simply to keep up with an evolving standard. Team Leaders will: emphasize the benefits when dealing with team members, provide early feedback to team members on their conformance to the standards, be consistent in enforcing the standards and procedures but reasonably.
Adherence to standards will be included as an item for review in walk-throughs. The Standards and Procedures Manual consists of this common introductory part and separate appendices, each addressing a different aspect of the project activities.
Each appendix is organized into major topics, as summarized in the following table. Section Topic 1 Team Performance including: general practices, such as the code of conduct, agreement on quiet-times, project terminology, and usage of disk space, procedures related to meetings, procedures related to change control including the use of Change Requests, Decision Requests, Problem Reports, Service Requests and the management of Action Items, policy, standards and procedures for risk management that describe the steps in identifying and logging new risks and the recording of progress made in mitigating risks.
2 Cost/Schedule Performance Management Procedures including policies, standards and procedures for monitoring and controlling the project costs, schedule and performance. 3 Data Management Procedures describing the standards and working procedures to be used for managing all of the data that support the project. This document describes the project library, and standards and procedures for document identification, document structure and style, and document preparation and release. 4 Configuration Management Procedures for identifying configuration items, controlling changes to them and maintaining and reporting status of configuration items. 5 Quality Assurance Procedures including: policy, standards and procedures for walk-throughs, reviews, audits and inspections that are used for assessing the content of products (this includes a description of the Action Item process), procedures for handling, storing, packaging and shipping, procedures for eliminating the cause of problems. 6 Systems Development Environment (SDE) documentation.
7 Life Cycle Activities including Analysis, Design, Development and Maintenance. CHANGE CONTROL The Standards and Procedures are expected to evolve throughout the life of the project.
Requests for changes or amendments to these standards and procedures should be forwarded to the Quality Assurance Manager for consideration. Changes will be incorporated in the Manual periodically on an 'as required' basis, in accordance with the following procedures.
Generate change bars to indicate any changes that were made to the document (refer to the Data Management Standards and Procedures for conventions regarding the use of change bars). Note on the corresponding Change Log (a separate file) the changes that were made to the document. Revise the version number. Update the revision history. Prepare a Document Review Form (described in the Data Management Standards and Procedures) and obtain sign-off by at least two senior members of the project team. Distribute the corresponding Change Log, along with the revised volume of the Standards and Procedures Manual, to the entire team.