PROJECT MANAGEMENT PLAN TEMPLATE This Project Management Plan Template is free for you to copy and use

on your project and within your organization. We hope that you find this template useful and welcome your comments.

PROJECT MANAGEMENT PLAN

<PROJECT NAME>

COMPANY NAME STREET ADDRESS CITY, STATE ZIP CODE

DATE

Project Management P an Tem! ate

TA"LE O# CONTENTS
Introduction......................................................................................................................................2 Project Management Approach........................................................................................................2 Project Scope................................................................................................................................... Milestone !ist.................................................................................................................................. Schedule "aseline and Wor# "rea#down Structure........................................................................$ %hange Management Plan...............................................................................................................$ %ommunications Management Plan................................................................................................& %ost Management Plan....................................................................................................................' Procurement Management Plan.......................................................................................................( Project Scope Management Plan.....................................................................................................( Schedule Management Plan...........................................................................................................)* +uality Management Plan..............................................................................................................)) ,is# Management Plan..................................................................................................................) ,is# ,egister..................................................................................................................................) Staffing Management Plan.............................................................................................................) ,esource %alendar.........................................................................................................................)& %ost "aseline.................................................................................................................................)+uality "aseline.............................................................................................................................)Sponsor Acceptance ......................................................................................................................)'

Project Management P an Tem! ate

INTROD$CTION
The Introduction pro.ides a high le.el o.er.iew of the project and what is included in this Project Management Plan. This should include a high le.el description of the project and descri/e the projects deli.era/les and /enefits. 01cessi.e detail is not necessary in this section as the other sections of the project plan will include this information. This section should pro.ide a summarized framewor# of the project and its purpose. !oo# /ac# at the Project %harter for information to include in this section. Total Software Incorporated 2TSI3 has recently appro.ed the Smart4oice project to mo.e forward for project initiation within the research and de.elopment 2,563 group. This project will result in the de.elopment of new .oice recognition software and supports TSI7s corporate strategy of pro.iding progressi.e solutions to clients which impro.e producti.ity in /oth the wor#place and home en.ironment. While .oice recognition software is currently a.aila/le8 TSI /elie.es that new technological de.elopments will ena/le our team to de.elop a solution far superior to what is currently a.aila/le. TSI has /een successful in gaining mar#et share /ecause of its aggressi.e pursuit of product 9uality8 ease of use8 fle1i/ility8 and customer ser.ice. Additionally8 customers understand that our products may /e applied to a wide range of uses for /usiness and personal functions. "y le.eraging our reputation for superior 9uality and user:friendly products8 and capitalizing on new technology8 TSI can position itself as the premier pro.ider of effecti.e and easy to use .oice recognitions software in today7s mar#etplace.

PROJECT MANAGEMENT APPROAC%

This section is where you outline the o.erall management approach for the project. This section should descri/e8 in general terms8 the roles and authority of project team mem/ers. It should also include which organizations will pro.ide resources for the project and any resource constraints or limitations. If there are any decisions which must /e made /y specific indi.iduals ;for e1ample authorizing additional funding /y the project sponsor;this should also /e stated here. It should /e written as an 01ecuti.e Summary for the Project Management Plan. The Project Manager8 <oe =reen8 has the o.erall authority and responsi/ility for managing and e1ecuting this project according to this Project Plan and its Su/sidiary Management Plans. The project team will consist of personnel from the coding group8 9uality control>assurance group8 technical writing group8 and testing group. The project manager will wor# with all resources to perform project planning. All project and su/sidiary management plans will /e re.iewed and appro.ed /y the project sponsor. All funding decisions will also /e made /y the project sponsor. Any delegation of appro.al authority to the project manager should /e done in writing and /e signed /y /oth the project sponsor and project manager. The project team will /e a matri1 in that team mem/ers from each organization continue to report to their organizational management throughout the duration of the project. The project manager is responsi/le for communicating with organizational managers on the progress and performance of each project resource.

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PROJECT SCOPE
State the scope of the project in this section. The scope statement from the project charter should /e used as a starting point? howe.er8 the project plan needs to include a much more detailed scope than the charter. This detail should include what the project does and does not include. The more detail included in this section8 the /etter the product. This will help to clarify what is included in the project and help to a.oid any confusion from project team mem/ers and sta#eholders. The scope of TSI7s Smart4oice project includes the planning8 design8 de.elopment8 testing8 and transition of the Smart4oice .oice recognition software pac#age. This software will meet or e1ceed organizational software standards and additional re9uirements esta/lished in the project charter. The scope of this project also includes completion of all documentation8 manuals8 and training aids to /e used in conjunction with the software. Project completion will occur when the software and documentation pac#age has /een successfully e1ecuted and transitioned to TSI7s manufacturing group for production. All Smart4oice project wor# will /e performed internally and no portion of this project will /e outsourced. The scope of this project does not include any changes in re9uirements to standard operating systems to run the software8 software updates or re.isions.

MILESTONE LIST
Pro.ide a summary list of milestones including dates for each milestone. Include an introductory paragraph in this section which pro.ides some insight to the major milestones. This section should also mention or discuss actions ta#en if any changes to the milestones or deli.ery dates are re9uired. The /elow chart lists the major milestones for the Smart4oice Project. This chart is comprised only of major project milestones such as completion of a project phase or gate re.iew. There may /e smaller milestones which are not included on this chart /ut are included in the project schedule and W"S. If there are any scheduling delays which may impact a milestone or deli.ery date8 the project manager must /e notified immediately so proacti.e measures may /e ta#en to mitigate slips in dates. Any appro.ed changes to these milestones or dates will /e communicated to the project team /y the project manager. Milestone %omplete ,e9uirements =athering %omplete Smart4oice 6esign %omplete Smart4oice %oding %omplete Smart4oice Testing and 6e/ugging %omplete Transition of 6escription All re9uirements for Smart4oice must /e determined to /ase design upon This is the theoretical design for the software and its functionality All coding completed resulting in software prototype All functionality tested and all identified errors corrected %ompleted software and documentation transitioned 6ate 2>2'>11 &> )>11 @> )>11 '> )>11 ))> *>11

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Smart4oice to TSI Production

to operations group to /egin production

SC%ED$LE "ASELINE AND &OR' "REA'DO&N STR$CT$RE

This section should discuss the W"S8 W"S 6ictionary8 and Schedule /aseline and how they will /e used in managing the project7s scope. The W"S pro.ides the wor# pac#ages to /e performed for the completion of the project. The W"S 6ictionary defines the wor# pac#ages. The schedule /aseline pro.ides a reference point for managing project progress as it pertains to schedule and timeline. The schedule /aseline and wor# /rea#down structure 2W"S3 should /e created in Microsoft Project. The W"S can /e e1ported from the MS Project file. The W"S for the Smart4oice Project is comprised of wor# pac#ages which do not e1ceed $* hours of wor# /ut are at least $ hours of wor#. Wor# pac#ages were de.eloped through close colla/oration among project team mem/ers and sta#eholders with input from functional managers and research from past projects. The W"S 6ictionary defines all wor# pac#ages for the Smart4oice Project. These definitions include all tas#s8 resources8 and deli.era/les. 0.ery wor# pac#age in the W"S is defined in the W"S 6ictionary and will aid in resource planning8 tas# completion8 and ensuring deli.era/les meet project re9uirements. The Smart4oice Project schedule was deri.ed from the W"S and Project %harter with input from all project team mem/ers. The schedule was completed8 re.iewed /y the Project Sponsor8 and appro.ed and /ase:lined. The schedule will /e maintained as a MS Project =antt %hart /y the Smart4oice Project Manager. Any proposed changes to the schedule will follow TSI7s change control process. If esta/lished /oundary controls may /e e1ceeded8 a change re9uest will /e su/mitted to the Project Manager. The Project Manager and team will determine the impact of the change on the schedule8 cost8 resources8 scope8 and ris#s. If it is determined that the impacts will e1ceed the /oundary conditions then the change will /e forwarded to the Project Sponsor for re.iew and appro.al. The Smart4oice /oundary conditions areA %PI less than *.' or greater than ).2 SPI less than *.' or greater than ).2 If the change is appro.ed /y the Project Sponsor then it will /e implemented /y the Project Manager who will update the schedule and all documentation and communicate the change to all sta#eholders in accordance with the %hange %ontrol Process. The Project Schedule "aseline and Wor# "rea#down Structure are pro.ided in Appendi1 A8 Project Schedule and Appendi1 "8 Wor# "rea#down Structure.

C%ANGE MANAGEMENT PLAN

This section should descri/e your change control process. Ideally8 this process will /e some type of organizational standard which is repeata/le and done on most or all projects when a change is necessary. %hanges to any project must /e carefully considered and the impact of the change

Project Management P an Tem! ate

must /e clear in order to ma#e any type of appro.al decisions. Many organizations ha.e change control /oards 2%%"s3 which re.iew proposed changes and either appro.e or deny them. This is an effecti.e way to pro.ide o.ersight and ensure ade9uate feed/ac# and re.iew of the change is o/tained. This section should also identify who has appro.al authority for changes to the project8 who su/mits the changes8 how they are trac#ed and monitored. Bor comple1 or large projects the %hange Management Plan may /e included as an appendi1 to the Project Management Plan or as a separate8 stand:alone document. We ha.e a detailed %hange Management Plan template a.aila/le on our we/site. The following steps comprise TSI7s organization change control process for all projects and will /e utilized on the Smart4oice projectA Step C)A Identify the need for a change 2Any Sta#eholder3 ,e9uestor will su/mit a completed TSI change re9uest form to the project manager Step C2A !og change in the change re9uest register 2Project Manager3 The project manager will maintain a log of all change re9uests for the duration of the project Step C A %onduct an e.aluation of the change 2Project Manager8 Project Team8 ,e9uestor3 The project manager will conduct an e.aluation of the impact of the change to cost8 ris#8 schedule8 and scope Step C$A Su/mit change re9uest to %hange %ontrol "oard 2%%"3 2Project Manager3 The project manager will su/mit the change re9uest and analysis to the %%" for re.iew Step C&A %hange %ontrol "oard decision 2%%"3 The %%" will discuss the proposed change and decide whether or not it will /e appro.ed /ased on all su/mitted information Step C-A Implement change 2Project Manager3 If a change is appro.ed /y the %%"8 the project manager will update and re:/aseline project documentation as necessary as well as ensure any changes are communicated to the team and sta#eholders Any team mem/er or sta#eholder may su/mit a change re9uest for the Smart4oice Project. The Smart4oice Project Sponsor will chair the %%" and any changes to project scope8 cost8 or schedule must meet his appro.al. All change re9uests will /e logged in the change control register /y the Project Manager and trac#ed through to completion whether appro.ed or not.

COMM$NICATIONS MANAGEMENT PLAN

The purpose of the %ommunications Management Plan is to define the communication re9uirements for the project and how information will /e distri/uted to ensure project success. Dou should gi.e considera/le thought to how you want to manage communications on e.ery project. "y ha.ing a solid communications management approach you7ll find that many project management pro/lems can /e a.oided. In this section you should pro.ide an o.er.iew of your communications management approach. =enerally8 the %ommunications Management Plan defines the followingA %ommunication re9uirements /ased on roles

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What information will /e communicated Eow the information will /e communicated When will information /e distri/uted Who does the communication Who recei.es the communication %ommunications conduct

Bor larger and more comple1 projects8 the %ommunications Management Plan may /e included as an appendi1 or separate document apart from the Project Management Plan. We ha.e a detailed %ommunications Management Plan template a.aila/le on our we/site. This %ommunications Management Plan sets the communications framewor# for this project. It will ser.e as a guide for communications throughout the life of the project and will /e updated as communication re9uirements change. This plan identifies and defines the roles of Smart4oice project team mem/ers as they pertain to communications. It also includes a communications matri1 which maps the communication re9uirements of this project8 and communication conduct for meetings and other forms of communication. A project team directory is also included to pro.ide contact information for all sta#eholders directly in.ol.ed in the project. The Project Manager will ta#e the lead role in ensuring effecti.e communications on this project. The communications re9uirements are documented in the %ommunications Matri1 /elow. The %ommunications Matri1 will /e used as the guide for what information to communicate8 who is to do the communicating8 when to communicate it8 and to whom to communicate.
Communication Type
Weekly Status Report Weekly Project Team Meeting Project Monthly Review #PMR$

Description
Email summary of project status Meeting to review action register and status Present metrics and status to team and sponsor Present closeout of project phases and kickoff ne&t phase Review of any technical designs or work associated with the project

Frequency
Weekly

Format
Email

Participants/ Distribution
Project Sponsor, Team and Stakeholders Project Team Project Sponsor, Team, and Stakeholders Project Sponsor, Team and Stakeholders

Deliverable
Status Report !pdated "ction Register Status and Metric Presentation Phase completion report and phase kickoff Technical (esign Package

Owner
Project Manager Project Manager Project Manager

Weekly

n Person

Monthly

n Person

Project %ate Reviews

"s 'eeded

n Person

Project Manager

Technical (esign Review

"s 'eeded

n Person

Project Team

Project Manager

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Project team directory for all communications isA

Name Title E mail Office Phone Cell Phone

<ohn 6a.is <oe =reen Eer/ Wal#er <ason "lac# Mary White ,on Smith Tom Sunday Garen "rown

Project Sponsor Project Manager Senior Programmer Programmer Sr. +uality Specialist +uality Specialist Technical Writer Testing Specialist

j.da.isFtsi.com j.greenFtsi.com h.wal#erFtsi.com j./lac#Ftsi.com m.whiteFtsi.com r.smithFtsi.com t.sundayFtsi.com #./rownFtsi.com

111:111:1111 111:111:1111 111:111:1111 111:111:1111 111:111:1111 111:111:1111 111:111:1111 111:111:1111

111:111:1111 111:111:1111 111:111:1111 111:111:1111 111:111:1111 111:111:1111 111:111:1111 111:111:1111

%ommunications %onductA MeetingsA The Project Manager will distri/ute a meeting agenda at least 2 days prior to any scheduled meeting and all participants are e1pected to re.iew the agenda prior to the meeting. 6uring all project meetings the time#eeper will ensure that the group adheres to the times stated in the agenda and the recorder will ta#e all notes for distri/ution to the team upon completion of the meeting. It is imperati.e that all participants arri.e to each meeting on time and all cell phones and /lac#/erries should /e turned off or set to .i/rate mode to minimize distractions. Meeting minutes will /e distri/uted no later than 2$ hours after each meeting is completed. 0mailA All email pertaining to the Smart4oice Project should /e professional8 free of errors8 and pro.ide /rief communication. 0mail should /e distri/uted to the correct project participants in accordance with the communication matri1 a/o.e /ased on its content. All attachments should /e in one of the organization7s standard software suite programs and adhere to esta/lished company formats. If the email is to /ring an issue forward then it should discuss what the issue is8 pro.ide a /rief /ac#ground on the issue8 and pro.ide a recommendation to correct the issue. The Project Manager should /e included on any email pertaining to the Smart4oice Project. Informal %ommunicationsA While informal communication is a part of e.ery project and is necessary for successful project completion8 any issues8 concerns8 or updates that arise from informal discussion /etween team mem/ers must /e communicated to the Project Manager so the appropriate action may /e ta#en.

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COST MANAGEMENT PLAN

The %ost Management Plan clearly defines how the costs on a project will /e managed throughout the project7s lifecycle. It sets the format and standards /y which the project costs are measured8 reported8 and controlled. Wor#ing within the cost management guidelines is imperati.e for all project team mem/ers to ensure successful completion of the project. These guidelines may include which le.el of the W"S cost accounts will /e created in and the esta/lishment of accepta/le .ariances. The %ost Management PlanA Identifies who is responsi/le for managing costs Identifies who has the authority to appro.e changes to the project or its /udget Eow cost performance is 9uantitati.ely measured and reported upon ,eport formats8 fre9uency and to whom they are presented Bor comple1 or large projects the %ost Management Plan may /e included as an appendi1 to the Project Management Plan or as a separate8 stand:alone document. We ha.e a detailed %ost Management Plan template a.aila/le on our we/site. The Project Manager will /e responsi/le for managing and reporting on the project7s cost throughout the duration of the project. The Project Manager will present and re.iew the project7s cost performance during the monthly project status meeting. Hsing earned .alue calculations8 the Project Manager is responsi/le for accounting for cost de.iations and presenting the Project Sponsor with options for getting the project /ac# on /udget. All /udget authority and decisions8 to include /udget changes8 reside with the Smart4oice Project Sponsor. Bor the Smart4oice Project8 control accounts will /e created at the fourth le.el of the W"S which is where all costs and performance will /e managed and trac#ed. Binancial performance of the Smart4oice Project will /e measured through earned .alue calculations pertaining to the project7s cost accounts. Wor# started on wor# pac#ages will grant that wor# pac#age with &*I credit? whereas8 the remaining &*I is credited upon completion of all wor# defined in that wor# pac#age. %osts may /e rounded to the nearest dollar and wor# hours rounded to the nearest whole hour. %ost and Schedule Performance Inde1 2%PI and SPI respecti.ely3 will /e reported on a monthly /asis /y the Project Manager to the Project Sponsor. 4ariances of )*I or J>: *.) in the cost and schedule performance inde1es will change the status of the cost to yellow or cautionary. These will /e reported and if it7s determined that there is no or minimal impact on the project7s cost or schedule /aseline then there may /e no action re9uired. %ost .ariances of 2*I8 or J>: *.2 in the cost and schedule performance inde1es will change the status of the cost to red or critical. These will /e reported and re9uire correcti.e action from the Project Manager in order to /ring the cost and>or schedule performance inde1es /ac# in line with the allowa/le .ariance. Any correcti.e actions will re9uire a project change re9uest and /e must appro.ed /y the %%" /efore it can /e implemented. 0arned .alue calculations will /e compiled /y the Project Manager and reported at the monthly project status meeting. If there are indications that these .alues will approach or reach the

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critical stage /efore a su/se9uent meeting8 the Project Manager will communicate this to the Project Sponsor immediately.

PROC$REMENT MANAGEMENT PLAN

The Procurement Management Plan should /e defined enough to clearly identify the necessary steps and responsi/ilities for procurement from the /eginning to the end of a project. The project manager must ensure that the plan facilitates the successful completion of the project and does not /ecome an o.erwhelming tas# in itself to manage. The project manager will wor# with the project team8 contracts>purchasing department8 and other #ey players to manage the procurement acti.ities. Bor larger projects or projects with more complicated procurement management re9uirements8 you can include the Procurement Management Plan as a separate document apart from the Project Management Plan. We ha.e a detailed Procurement Management Plan a.aila/le on our we/site. The Project Manager will pro.ide o.ersight and management for all procurement acti.ities under this project. The Project Manager is authorized to appro.e all procurement actions up to K&*8***. Any procurement actions e1ceeding this amount must /e appro.ed /y the Project Sponsor. While this project re9uires minimal or no procurement8 in the e.ent procurement is re9uired8 the Project Manager will wor# with the project team to identify all items or ser.ices to /e procured for the successful completion of the project. The Project Manager will then ensure these procurements are re.iewed /y the Program Management Lffice 2PML3 and presented to the contracts and purchasing groups. The contracts and purchasing groups will re.iew the procurement actions8 determine whether it is ad.antageous to ma#e or /uy the items or resource re9uired ser.ices internally8 and /egin the .endor selection8 purchasing and the contracting process. In the e.ent a procurement /ecomes necessary8 the Project Manager will /e responsi/le for management any selected .endor or e1ternal resource. The Project Manager will also measure performance as it relates to the .endor pro.iding necessary goods and>or ser.ices and communicate this to the purchasing and contracts groups.

PROJECT SCOPE MANAGEMENT PLAN

It is important that the approach to managing the projects7 scope /e clearly defined and documented in detail. Bailure to clearly esta/lish and communicate project scope can result in delays8 unnecessary wor#8 failure to achie.e deli.era/les8 cost o.erruns8 or other unintended conse9uences. This section pro.ides a summary of the Scope Management Plan in which it addresses the followingA Who has authority and responsi/ility for scope management Eow the scope is defined 2i.e. Scope Statement8 W"S8 W"S 6ictionary8 Statement of Wor#8 etc.3

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Eow the scope is measured and .erified 2i.e. +uality %hec#lists8 Scope "aseline8 Wor# Performance Measurements8 etc.3 The scope change process 2who initiates8 who authorizes8 etc.3 Who is responsi/le for accepting the final project deli.era/le and appro.es acceptance of project scope

We ha.e a detailed Scope Management Plan a.aila/le on our we/site which can /e included as an appendi1 to the Project Management Plan for larger or more comple1 projects. "e sure to re.iew it and determine if itMs necessary for managing your project. Scope management for the Smart4oice Project will /e the sole responsi/ility of the Project Manager. The scope for this project is defined /y the Scope Statement8 Wor# "rea#down Structure 2W"S3 and W"S 6ictionary. The Project Manager8 Sponsor8 and Sta#eholders will esta/lish and appro.e documentation for measuring project scope which includes deli.era/le 9uality chec#lists and wor# performance measurements. Proposed scope changes may /e initiated /y the Project Manager8 Sta#eholders or any mem/er of the project team. All change re9uests will /e su/mitted to the Project Manager who will then e.aluate the re9uested scope change. Hpon acceptance of the scope change re9uest the Project Manager will su/mit the scope change re9uest to the %hange %ontrol "oard and Project Sponsor for acceptance. Hpon appro.al of scope changes /y the %hange %ontrol "oard and Project Sponsor the Project Manager will update all project documents and communicate the scope change to all sta#eholders. "ased on feed/ac# and input from the Project Manager and Sta#eholders8 the Project Sponsor is responsi/le for the acceptance of the final project deli.era/les and project scope. The Project Sponsor is responsi/le for formally accepting the project7s final deli.era/le. This acceptance will /e /ased on a re.iew of all project documentation8 testing results8 /eta trial results8 and completion of all tas#s>wor# pac#ages and product functionality.

SC%ED$LE MANAGEMENT PLAN

This section pro.ides a general framewor# for the approach which will /e ta#en to create the project schedule. 0ffecti.e schedule management is necessary for ensuring tas#s are completed on time8 resources are allocated appropriately8 and to help measure project performance. This section should include discussion of the scheduling tool>format8 schedule milestones8 and schedule de.elopment roles and responsi/ilities. "e sure to chec# out the detailed Schedule Management Plan a.aila/le on our we/site. The separate Schedule Management Plan is suita/le for larger projects or projects where the schedule management is more formalized. Project schedules for the Smart4oice Project will /e created using MS Project 2**@ starting with the deli.era/les identified in the project7s Wor# "rea#down Structure 2W"S3. Acti.ity definition will identify the specific wor# pac#ages which must /e performed to complete each deli.era/le. Acti.ity se9uencing will /e used to determine the order of wor# pac#ages and

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assign relationships /etween project acti.ities. Acti.ity duration estimating will /e used to calculate the num/er of wor# periods re9uired to complete wor# pac#ages. ,esource estimating will /e used to assign resources to wor# pac#ages in order to complete schedule de.elopment. Lnce a preliminary schedule has /een de.eloped8 it will /e re.iewed /y the project team and any resources tentati.ely assigned to project tas#s. The project team and resources must agree to the proposed wor# pac#age assignments8 durations8 and schedule. Lnce this is achie.ed the project sponsor will re.iew and appro.e the schedule and it will then /e /ase lined. In accordance with TSI7s organizational standard8 the following will /e designated as milestones for all project schedulesA %ompletion of scope statement and W"S>W"S 6ictionary "ase lined project schedule Appro.al of final project /udget Project #ic#:off Appro.al of roles and responsi/ilities ,e9uirements definition appro.al %ompletion of data mapping>in.entory Project implementation Acceptance of final deli.era/les ,oles and responsi/ilities for schedule de.elopment are as followsA The project manager will /e responsi/le for facilitating wor# pac#age definition8 se9uencing8 and estimating duration and resources with the project team. The project manager will also create the project schedule using MS Project 2**@ and .alidate the schedule with the project team8 sta#eholders8 and the project sponsor. The project manager will o/tain schedule appro.al from the project sponsor and /aseline the schedule. The project team is responsi/le for participating in wor# pac#age definition8 se9uencing8 duration8 and resource estimating. The project team will also re.iew and .alidate the proposed schedule and perform assigned acti.ities once the schedule is appro.ed. The project sponsor will participate in re.iews of the proposed schedule and appro.e the final schedule /efore it is /ase lined. The project sta#eholders will participate in re.iews of the proposed schedule and assist in its .alidation.

($ALITY MANAGEMENT PLAN

This section discusses how 9uality management will /e used to ensure that the deli.era/les for the project meet a formally esta/lished standard of acceptance. All project deli.era/les should /e defined in order to pro.ide a foundation and understanding of the tas#s at hand and what wor# must /e planned. +uality management is the process /y which the organization not only

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completes the wor#8 /ut completes the wor# to an accepta/le standard. Without a thorough +uality Management Plan8 wor# may /e completed in a su/standard or unaccepta/le manner. This section should include 9uality roles and responsi/ilities8 9uality control8 9uality assurance8 and 9uality monitoring. Bor larger or more comple1 projects8 the +uality Management Plan may /e included as an appendi1 or separate document. A detailed +uality Management Plan is a.aila/le for use on our we/site. All mem/ers of the Smart4oice project team will play a role in 9uality management. It is imperati.e that the team ensures that wor# is completed at an ade9uate le.el of 9uality from indi.idual wor# pac#ages to the final project deli.era/le. The following are the 9uality roles and responsi/ilities for the Smart4oice ProjectA The Project Sponsor is responsi/le for appro.ing all 9uality standards for the Smart4oice Project. The Project Sponsor will re.iew all project tas#s and deli.era/les to ensure compliance with esta/lished and appro.ed 9uality standards. Additionally8 the Project Sponsor will sign off on the final acceptance of the project deli.era/le. The Project Manager is responsi/le for 9uality management throughout the duration of the project. The Project Manager is responsi/le for implementing the +uality Management Plan and ensuring all tas#s8 processes8 and documentation are compliant with the plan. The Project Manager will wor# with the project7s 9uality specialists to esta/lish accepta/le 9uality standards. The Project Manager is also responsi/le for communicating and trac#ing all 9uality standards to the project team and sta#eholders. The +uality Specialists are responsi/le for wor#ing with the Project Manager to de.elop and implement the +uality Management Plan. +uality Specialists will recommend tools and methodologies for trac#ing 9uality and standards to esta/lish accepta/le 9uality le.els. The +uality Specialists will create and maintain +uality %ontrol and Assurance !ogs throughout the project. The remaining mem/er of the project team8 as well as the sta#eholders will /e responsi/le for assisting the Project Manager and +uality Specialists in the esta/lishment of accepta/le 9uality standards. They will also wor# to ensure that all 9uality standards are met and communicate any concerns regarding 9uality to the Project Manager. +uality control for the Smart4oice Project will utilize tools and methodologies for ensuring that all project deli.era/les comply with appro.ed 9uality standards. To meet deli.era/le re9uirements and e1pectations8 we must implement a formal process in which 9uality standards are measured and accepted. The Project Manager will ensure all 9uality standards and 9uality control acti.ities are met throughout the project. The +uality Specialists will assist the Project Manager in .erifying that all 9uality standards are met for each deli.era/le. If any changes are proposed and appro.ed /y the Project Sponsor and %%"8 the Project Manager is responsi/le for communicating the changes to the project team and updating all project plans and documentation.

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+uality assurance for the Smart4oice Project will ensure that all processes used in the completion of the project meet accepta/le 9uality standards. These process standards are in place to ma1imize project efficiency and minimize waste. Bor each process used throughout the project8 the Project Manager will trac# and measure 9uality against the appro.ed standards with the assistance of the +uality Specialists and ensure all 9uality standards are met. If any changes are proposed and appro.ed /y the Project Sponsor and %%"8 the Project Manager is responsi/le for communicating the changes to the project team and updating all project plans and documentation.

RIS' MANAGEMENT PLAN

This section pro.ides a general description for the approach ta#en to identify and manage the ris#s associated with the project. It should /e a short paragraph or two summarizing the approach to ris# management on this project. Since ris# management is a science in itself8 we ha.e many ris# management templates a.aila/le on our we/site. !oo# for the detailed ,is# Management Plan8 ,is# ,egister along with templates for performing a ris# assessment meeting. The approach for managing ris#s for the Smart4oice Project includes a methodical process /y which the project team identifies8 scores8 and ran#s the .arious ris#s. 0.ery effort will /e made to proacti.ely identify ris#s ahead of time in order to implement a mitigation strategy from the project7s onset. The most li#ely and highest impact ris#s were added to the project schedule to ensure that the assigned ris# managers ta#e the necessary steps to implement the mitigation response at the appropriate time during the schedule. ,is# managers will pro.ide status updates on their assigned ris#s in the /i:wee#ly project team meetings8 /ut only when the meetings include their ris#7s planned timeframe. Hpon the completion of the project8 during the closing process8 the project manager will analyze each ris# as well as the ris# management process. "ased on this analysis8 the project manager will identify any impro.ements that can /e made to the ris# management process for future projects. These impro.ements will /e captured as part of the lessons learned #nowledge /ase.

RIS' REGISTER
The ,is# ,egister for this project is pro.ided in Appendi1 %8 ,is# ,egister.

STA##ING MANAGEMENT PLAN

6iscuss how you plan to staff the project. This section should include discussion on matri1ed or projectized organizational structure depending on which is /eing used for this project. This section should also include how resources will /e procured and managed as well as the #ey resources needed for the project.

Project Management P an Tem! ate

The Smart4oice Project will consist of a matri1 structure with support from .arious internal organizations. All wor# will /e performed internally. Staffing re9uirements for the Smart4oice Project include the followingA Project Manager 2) position3 N responsi/le for all management for the Smart4oice Project. The Project Manager is responsi/le for planning8 creating8 and>or managing all wor# acti.ities8 .ariances8 trac#ing8 reporting8 communication8 performance e.aluations8 staffing8 and internal coordination with functional managers. Senior Programmer 2) position3 N responsi/le for o.ersight of all coding and programming tas#s for the Smart4oice Project as well as ensuring functionality is compliant with 9uality standards. ,esponsi/le for wor#ing with the Project Manager to create wor# pac#ages8 manage ris#8 manage schedule8 identify re9uirements8 and create reports. The Senior Programmer will /e managed /y the Project Manager who will pro.ide performance feed/ac# to the functional manager. Programmer 2) position3 N responsi/le for coding and programming for the Smart4oice Project. All coding and programming tas#s will /e re.iewed /y the Senior Programmer prior to implementation. ,esponsi/ilities also include assisting with ris# identification8 determining impacts of change re9uests8 and status reporting. The Programmer will /e managed /y the Project Manager and feed/ac# will /e pro.ided to the functional manager for performance e.aluations /y the Project Manager and Senior Programmer. Senior +uality Specialist 2) position3 N responsi/le for assisting the Project Manager in creating 9uality control and assurance standards. The Senior +uality Specialist is also responsi/le for maintaining 9uality control and assurance logs throughout the project. The Senior +uality Specialist will /e managed /y the Project Manager who will also pro.ide feed/ac# to the functional manager for performance e.aluations. +uality Specialist 2) position3 N responsi/le for assisting the Project Manager and Senior +uality Specialist in creating and trac#ing 9uality control and assurance standards. The +uality Specialist will ha.e primary responsi/ility for compiling 9uality reporting and metrics for the Project Manager to communicate. The +uality Specialist will /e managed /y the Project Manager who will pro.ide feed/ac#8 along with the Senior +uality Specialist to the functional manager for performance e.aluations. Technical Writer 2) position3 N responsi/le for compiling all project documentation and reporting into organizational formats. ,esponsi/le for assisting the Project Manager in %onfiguration Management and re.ision control for all project documentation. ,esponsi/le for scri/ing duties during all project meetings and maintaining all project communication distri/ution lists. The Technical Writer will /e managed /y the Project Manager who will also pro.ide feed/ac# to the functional manager for performance e.aluations. Testing Specialist 2) position3 N responsi/le for helping esta/lish testing specifications for the Smart4oice Project with the assistance of the Project Manager and Programmers. ,esponsi/le for ensuring all testing is complete and documented in accordance with TSI standards.
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Project Management P an Tem! ate

,esponsi/le for ensuring all testing resources are coordinated. The Testing Specialist will /e managed /y the Project Manager who will also pro.ide feed/ac# to the functional manager for performance e.aluations. The Project Manager will negotiate with all necessary TSI functional managers in order to identify and assign resources for the Smart4oice Project. All resources must /e appro.ed /y the appropriate functional manager /efore the resource may /egin any project wor#. The project team will not /e co:located for this project and all resources will remain in their current wor#space.

RESO$RCE CALENDAR
Include a ,esource %alendar as part of your project plan. The resource calendar identifies #ey resources needed for the project and the times>durations theyMll /e needed. Some resources may /e needed for the entire length of the project while others may only /e re9uired for a portion of the project. This information must /e agreed to /y the Project Sponsor and Bunctional Managers prior to /eginning the project. The Smart4oice Project will re9uire all project team mem/ers for the entire duration of the project although le.els of effort will .ary as the project progresses. The Project is scheduled to last one year with standard $* hour wor# wee#s. If a project team mem/er is not re9uired for a full $* hour wor# wee# at any point during the project8 their efforts outside of the Smart4oice Project will /e at the discretion of their Bunctional Manager.
Smart oice !esource Calen"ar
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Project Management P an Tem! ate

COST "ASELINE
This section contains the cost /aseline for the project upon which cost management will /e /ased. The project will use earned .alue metrics to trac# and manage costs and the cost /aseline pro.ides the /asis for the trac#ing8 reporting8 and management of costs. The cost /aseline for the Smart4oice project includes all /udgeted costs for the successful completion of the project. Project P)a*e Planning "+,gete, Tota K &*8*** Comment* Includes wor# hours for all project team mem/ers for gathering re9uirements and planning project Includes wor# hours for all project team mem/ers for wor# on Smart4oice conceptual design Includes all wor# hours for coding of Smart4oice Includes all wor# hours for testing 2including /eta testing3 of Smart4oice software Includes all wor# hours for transition to operations and project closeout

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%oding Testing Transition and %loseout

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($ALITY "ASELINE
This section should include the 9uality /aseline for the project. The purpose of this /aseline is to pro.ide a /asis for ensuring that 9uality can /e measured to determine if accepta/le 9uality le.els ha.e /een achie.ed. It is important for all projects to clearly define and communicate 9uality standards and the 9uality /aseline ser.es this purpose. The Smart4oice Project must meet the 9uality standards esta/lished in the 9uality /aseline. The 9uality /aseline is the /aseline which pro.ides the accepta/le 9uality le.els of the Smart4oice Project. The software must meet or e1ceed the 9uality /aseline .alues in order to achie.e success. Item 4oice ,ecognition %ompati/ility Supporting 6ocumentation Acce!ta- e Le.e At least ('I recognition le.el with 2I or less errors in te1t Oo errors associated with running software with compati/le applications !ess than )I failure rate in
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Comment* Hsing standard TSI 0nglish language data/ases Hsing the PPPPPPP suite of applications

Project Management P an Tem! ate

/eta testing new users to run setup and e1ecute software functionality

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Project Management P an Tem! ate

SPONSOR ACCEPTANCE
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