Professional Documents
Culture Documents
Saving Money!
Saving Stress!
Listed below are some forms you will find on the next pages.
Please complete the forms as appropriate. Please note, completing the forms
is an aid to help you deliver your projects, not an end in itself.
Page No.
♦ Stakeholder Analysis 4
♦ Milestone Chart 5
♦ Milestone Report 6
♦ Variation Form 7
♦ Risk Log 8
♦ Highlight Report 13
♦ Actual V Planned 16
2
Defining Project Responsibilities
PERSONNEL
TASKS/ACTIVITIES
3
Stakeholder Analysis
The purpose of stakeholder analysis is to inform the project manager and sponsor who should contribute to the project, where
barriers might be, and the actions that need to be taken prior to detailed project planning.
Stakeholder Their interest or What the project needs Perceived attitudes Actions to take
requirement from the from them and/or risks
project
4
Milestone Chart
Main milestones/phases shown on higher chart, and sub-milestones for each phase on charts below
5
Milestone Report
Project:
Deliverables due Due R/A/G* Action to take to bring deliverable or task back on schedule
date
6
Variation Form
Project Manager
Date
7
Risk Analysis
8
Business Case Form
Please complete the form below and submit it to your project sponsor.
General aims(s)
Initial Risks
Expected Outcomes
Rs:
Time:
Decision from (x x)
Date
9
Project Definition Form [or PID]
Project Title: Put here a very Sponsor: Insert actual sponsor name
brief title
State below the link with the corporate agenda – the actual wording please.
Put here the actual words in the corporate agenda – showing the link with this project
Project Background: The background to the project. Enough information to inform the
reader.
Project Objectives: The specific objectives for the project. NOTE: the objectives can
be one line or more detailed text.
Project Deliverables: What you will be delivering at the end of the project. NOTE:
these are the what you will have at the end of the project, e.g. a
report, a building, improved service levels etc.
This project will include: This project will not include:
This section defines the boundaries of Planning details should not be included at this
the project. stage.
Success Criteria: How you will measure the success of the project. NOTE: the
success criteria must be measurable.
Constraints: Examples here can be specific (a skill which the project team
must have) resources, or a legal deadline – NOTE: only include
time and money if you can quantify them.
Key Assumptions: The assumptions you are making in putting this document
together.
Project Manager: Who fulfils this role and what they do.
Project Sponsor: Who fulfils this role and what they do.
10
Project Who fulfils these Project Team
Board/Steering roles and what they Members:
Group Members: do. NOTE: may not
be appropriate for
all projects
Budget
Resource Costs: Other Costs:
For your organisation, you will need to liaise with your Finance people in order to
develop financial information that will inform project delivery. The data on this form in
relation to finance needs to be fine tuned to your organisational and project
management needs
11
Project Reporting Form
Headlines
Major Risks and Issues Include an assessment of the impact and any actions taken
* RED "Major concern - escalate to the next level" Slippage greater than 10% of remaining time or budget, or
quality severely compromised. Corrective Action not in place, or not effective. Unlikely to deliver on time
to budget or quality requirements
AMBER "Minor concern – being actively managed” Slippage less than 10% of remaining time or budget, or quality
impact is minor. Remedial plan in place.
GREEN "Normal level of attention" No material slippage. No additional attention needed
Highlight/Progress Report
12
Project Name: PROJECT NAME
Key Deliverables Completed this period Key Deliverables Outstanding this period K
Delivery
Date
Financial Statement
Capital Revenue
Source Budget Actual Remaining Forecast Source Budget Actual Remaining Forecast Sourc
0 0
13
Change Control Sheet
Project Title Project Number
Project Manager
CHANGE REQUEST
Originator Date of request Change request no.
Phone: allocated by Change Controller
CHANGE EVALUATION
What is affected Work required (resources, costs, dates)
CHANGE IMPLEMENTATION
Asset Implementer Date Signature
completed
14
Change Control Log
Project Title Project Number
Project Manager
15
Actual V Planned
16
Project Management - Check Sheet Amend this Check Sheet to suit your project
A: SET UP - INITIATION Y N COMMENTS 5 Have you identified the critical path Y N COMMENTS
for the project?
1 Developed the business case? 6 Have you developed a
2 Is a full options appraisal communications plan and included
necessary? its component parts into the Gantt
3 Is the project in line with the charts?
strategic plan? 7 Are you continuing to carry out risk
4 Has the project received sign off by analysis throughout the project?
sponsor or project board? 8 Are quality standards high? How do
you know?
B: SET UP - DEFINITION
D: DELIVERY
1 Has a PID or project definition form
1 Have you identified the appropriate
been completed?
type of control – loose versus tight?
1 Are roles explicit and documented?
2 Project reporting – are you clear
1 Are levels of authority clear?
who reports what and to whom and
1 Have you carried out a stakeholder
how?
analysis and planned accordingly?
3 Do you have a clear procedure for
1 Have you assessed risks and put a
managing change?
plan into action to monitor them?
4 Have you developed a planned
1 Are you clear what is driving the
versus actual schedule? How up to
project Quality, Cost or Time (1
date is it?
only)
5 Tolerance – have you an agreed
1 Have clear project review
tolerance figure?
procedures been established?
6 Variations – are these quickly
1 Has planning started for a start up
flagged?
workshop (or series of workshops)?
1 Team selection - have you got the
correct mix of skills and E: CLOSEDOWN AND
professional experience? REVIEW
18
Five Ways to Project Disaster
Success is a matter of moving ahead and steering clear of failure. Here are five fast tracks to failure,
so that you can avoid them.
Five ways to get it done wrong, or not at all!
1. Scope-less is hopeless. Don’t decide what you are doing—just throw money at a problem.
2. Focus on time and cost, not quality. Get it done yesterday. Never let anyone spend money.
Don’t waste time checking anything—just get it done.
3. Know the right thing to do. Don’t analyze problems. Don’t listen to experts. And—absolutely,
above all, whatever you do—be sure to ignore the customer. You wouldn’t launch a project if
you didn’t know everything, and what does anyone else know?
4. Don’t thank the team, push them harder. Don’t waste time with planning, People ought to
know what to do. Just tell the team to get it done now—or else.
5. Avoid big problems. All of our projects fail. And we’ve got no time for them, either—we’re too
busy putting out fires.
20