[INSERT PROJECT NAME]

PROJECT MANAGEMENT PLAN

(PMP)
EXECUTIVE SPONSOR [INSERT NAME]
BUSINESS OWNER - [INSERT NAME]
PROJECT MANAGER [INSERT NAME]
ORIGINAL PLAN DATE: [INSERT DATE, SPELLED OUT]
REVISION DATE: [INSERT DATE, SPELLED OUT]
REVISION: [INSERT NUMBER]

Project Management Plan

TABLE OF CONTENTS

About This Document...................................................................vi

Revision History...........................................................................vii
1.0 Project Overview...................................................................1
1.1
1.2
1.3
1.4

INTRODUCTION................................................................................. 1
CURRENT STATE...............................................................................1
FUTURE STATE..................................................................................1
NEED..................................................................................................1

2.0 Scope......................................................................................... 1
2.1 PROJECT JUSTIFICATION......................................................................1
2.2 PROJECT OBJECTIVES..........................................................................1
2.2.1 BUSINESS OBJECTIVES......................................................................................1
2.2.2 TECHNICAL OBJECTIVES...................................................................................1

2.3 DELIVERABLES......................................................................................1
2.3.1 PROJECT MANAGEMENT DELIVERABLES........................................................1
2.3.1.1 [DELIVERABLE 1 NAME].............................................................................1
2.3.1.2 [DELIVERABLE 2 NAME].............................................................................2
2.3.2 PRODUCT DELIVERABLES.................................................................................2
2.3.2.1 [DELIVERABLE 1 NAME].............................................................................2
2.3.2.2 [DELIVERABLE 2 NAME].............................................................................2
2.3.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATIONS...................................2
2.3.4 DELIVERABLE ACCEPTANCE PROCEDURE.......................................................2

2.4 WORK BREAKDOWN STRUCTURE (WBS)...........................................2

3.0 Overall Strategy....................................................................... 2

3.1 PROJECT MANAGEMENT LIFE CYCLE................................................2
3.2 CRITICAL SUCCESS FACTORS.............................................................. 2
3.3 PROJECT LOGISTICS.............................................................................3
3.4 PROJECT PRODUCT LIFE CYCLE MODEL...........................................3
3.5 TECHNICAL STRATEGY.........................................................................3

4.0 Project Organization............................................................... 3

4.1 STAKEHOLDERS.....................................................................................3
4.2 CUSTOMERS...........................................................................................3
4.3 PROJECT TEAM.....................................................................................3
4.3.1 PROJECT TEAM ORGANIZATIONAL BREAKDOWN STRUCTURE......................3
4.3.2 PROJECT TEAM ROLES AND RESPONSIBILITIES..............................................3

5.0 Project Management and Controls........................................ 3

5.1 STAFFING PLANNING AND ACQUISITION............................................. 3
5.2 ASSUMPTIONS........................................................................................4

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ii

5.3 CONSTRAINTS........................................................................................4
5.4 DEPENDENCIES......................................................................................4
5.4.1 MANDATORY DEPENDENCIES............................................................................4
5.4.2 DISCRETIONARY DEPENDENCIES......................................................................4
5.4.3 EXTERNAL DEPENDENCIES...............................................................................4

5.5 RISK MANAGEMENT.............................................................................4

5.5.1 RISK MANAGEMENT STRATEGY.......................................................................4
5.5.2 PROJECT RISK IDENTIFICATION.......................................................................5
5.5.3 PROJECT RISK ANALYSIS..................................................................................5
5.5.3.1 [RISK 1 NAME]............................................................................................5
PROBABILITY AND IMPACT -......................................................................................5
5.5.3.2 [RISK 2 NAME]............................................................................................5
PROBABILITY AND IMPACT -......................................................................................5
5.5.4 PROJECT RISK MITIGATION APPROACH..........................................................5
5.5.5 RISK REPORTING AND ESCALATION STRATEGY..............................................5
5.5.6 PROJECT RISK TRACKING APPROACH.............................................................5

5.6 INDEPENDENT VERIFICATION AND VALIDATION - IV&V..................5

5.7 SCOPE MANAGEMENT PLAN................................................................5
5.8 ISSUE MANAGEMENT............................................................................5
5.8.1 INTERNAL ISSUE ESCALATION AND RESOLUTION PROCESS...........................5
5.8.2 EXTERNAL ISSUE ESCALATION AND RESOLUTION PROCESS..........................5

5.9 PROCUREMENT MANAGEMENT PLAN................................................. 5

5.10 CHANGE CONTROL.............................................................................5
5.10.1 CHANGE CONTROL PROCESS..........................................................................5
5.10.2 CHANGE CONTROL BOARD (CCB).................................................................5

5.11 PROJECT TIMELINE............................................................................ 5

5.12 PROJECT BUDGET...............................................................................6
5.12.1 BUDGET TRACKING.........................................................................................6

5.13 COMMUNICATION PLAN..................................................................... 6

5.13.1 COMMUNICATION MATRIX..............................................................................6
5.13.2 STATUS MEETINGS...........................................................................................6
5.13.3 PROJECT STATUS REPORTS.............................................................................6

5.14 PERFORMANCE MEASUREMENT (PROJECT METRICS).....................6

5.14.1 BASELINES........................................................................................................6
5.14.2 METRICS LIBRARY..........................................................................................6

5.15 QUALITY OBJECTIVES AND CONTROL..............................................6

5.15.1 CUSTOMER SATISFACTION..............................................................................6
5.15.2 DELIVERABLE DEFINITION..............................................................................6
5.15.3 DELIVERABLE QUALITY..................................................................................6
5.15.4 PROJECT/PRODUCT DELIVERABLE PRESENTATION......................................6

5.16 CONFIGURATION MANAGEMENT.......................................................6

5.16.1 VERSION CONTROL..........................................................................................6
5.16.2 PROJECT REPOSITORY (PROJECT LIBRARY).................................................6

6.0 Project Close.............................................................................7

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iii

6.1 ADMINISTRATIVE CLOSE......................................................................7

6.2 CONTRACT CLOSE................................................................................7

7.0 Glossary.................................................................................... 8
7.1 ACRONYMS AND ABBREVIATIONS........................................................8
7.2 DEFINITIONS..........................................................................................8

iii

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iv

LIST OF FIGURE
Error! No table of figures entries found.

iv

Project Management Plan

LIST OF APPENDICE
Appendix A: Work Breakdown Structure
Appendix B: Project Schedule
Appendix C: Form
Appendix D:
Appendix E:
Appendix F:
Appendix G:
Appendix H:

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vi

ABOUT THIS DOCUMENT

This document is a template that provides the industry accepted guidelines to plan,
execute, control, and close a project. This document will need to be tailored and
customized to the needs of the project; however, special care should be considered if
major sections are tailored out.
1. Tailoring is the process that modifies the structural components of the template
to the needs of a specific project. As an example, the Project Manager may have a
standard appendix that does not apply to the project.
2. Customization is the mechanical task of inserting customer or project logos,
deliverable identifiers, names, and so on, into a copy of the template. The copy
then becomes the live version of the Project Management Plan for the project and
will need to be updated, as project conditions require.
3. Any level of tailoring can be applied to the template, as long as the PMO is
advised. This notification has several purposes:
a. It allows Quality Assurance to adjust checklists and questionnaires,
b. It allows the Program Management Office (PMO) to adjust its oversight
and QA activities to the projects plan,
c. It allows the PMO to advise the project team of the potential effects and
risks that may occur if materials are omitted, and
d. It serves as a trigger for possible improvement of the template by the
PMO.
4. Any highlighted text indicates that there are some brief instructions for the
completion of that section.

vi

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vii

REVISION HISTORY
Revision Number
1.0

Date
September 25, 2003

Comment
Original Scope1

2.0

February 5, 2004

PMO Refinement

This document is a reference from the New Mexico Office of the Chief Information Officer (OCIO)
Program Management Office (PMO) created as part of the strategic continuous process improvement
initiative. Questions or recommendations for improvement of this document may be forwarded to any
OCIO PMO member.

vii

Project Management Plan

1.0 PROJECT OVERVIE

1.1 INTRODUCTION
1.2 CURRENT STATE
1.3 FUTURE STATE
1.4 NEED

2.0 SCOPE
2.1 PROJECT JUSTIFICATIO
2.2 PROJECT OBJECTIVES
2.2.1 BUSINESS OBJECTIVE
NUMBER
Bus. Objective 1

DESCRIPTION

2.2.2 TECHNICAL OBJECTIVE

NUMBER
Tech. Objective 1

DESCRIPTION

2.3 DELIVERABLES
2.3.1 PROJECT MANAGEMENT DELIVERABLE
2.3.1.1 [DELIVERABLE 1 NAME
Description-

Deliverable Acceptance Criteri Standards for Content and Forma Quality Revie -

Project Management Plan

2.3.1.2 [DELIVERABLE 2 NAME]

Description -

Deliverable Acceptance Criteria Standards for Content and Format Quality Review -

2.3.2 PRODUCT DELIVERABLE

2.3.2.1 [DELIVERABLE 1 NAME]
Description -

Deliverable Acceptance Criteria Standards for Content and Format Quality Review -

2.3.2.2 [DELIVERABLE 2 NAME]

Description -

Deliverable Acceptance Criteria Standards for Content and Format Quality Review -

2.3.3 DELIVERABLE APPROVAL AUTHORITY DESIGNATION

DELIVERABLE
NUMBER
PRJ-DEL-001

DELIVERABLE
Project Management Plan (PMP)

2.3.4 DELIVERABLE ACCEPTANCE PROCEDUR

2.4 WORK BREAKDOWN STRUCTURE (WBS

3.0 OVERALL STRATEG

3.1 PROJECT MANAGEMENT LIFE CYCL
3.2 CRITICAL SUCCESS FACTOR

APPROVERS (WHO
CAN APPROVE)

DATE
APPROVED

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3.3 PROJECT LOGISTIC

3.4 PRODUCT LIFE CYCLE MODE
3.5 TECHNICAL STRATEG

4.0 PROJECT ORGANIZATIO

4.1 STAKEHOLDER
STAKE IN PROJECT

NAME

ORGANIZATION

TITLE

4.2 CUSTOMER
4.3 PROJECT TEAM
4.3.1 PROJECT TEAM ORGANIZATIONAL BREAKDOWN STRUCTUR
4.3.2 PROJECT TEAM ROLES AND RESPONSIBILITIE

ROLE

RESPONSIBILITY

NAME

5.0 PROJECT MANAGEMENT AND CONTROLS

5.1 STAFFING PLANNING AND ACQUISITIO

FUNCTIONAL
MANAGER

Project Management Plan

5.2 ASSUMPTION2
NUMBER

DESCRIPTION

5.3 CONSTRAINT3
NUMBER

DESCRIPTION

5.4 DEPENDENCIES
5.4.1 MANDATORY DEPENDENCIES
NUMBER

DESCRIPTION

5.4.2 DISCRETIONARY DEPENDENCIES

NUMBER

DESCRIPTION

5.4.3 EXTERNAL DEPENDENCIES

NUMBER

DESCRIPTION

5.5 RISK MANAGEMENT

5.5.1 RISK MANAGEMENT STRATEG

Assumptions are planning factors that, for planning purposes, will be considered true, real, or certain.
Assumptions generally involve a degree of risk. They may be documented here and converted to formal
risks.
3

Constraints are factors that will limit the project management teams options. Contractual provisions will
generally be considered constraints.

Project Management Plan

5.5.2 PROJECT RISK IDENTIFICATION

5.5.3 PROJECT RISK ANALYSI
5.5.3.1 [RISK 1 NAME
Descriptio -

Probability and Impac Mitigation Strateg Contingency Pla -

5.5.3.2 [RISK 2 NAME]

Description -

Probability and Impact Mitigation Strategy Contingency Plan -

5.5.4 PROJECT RISK MITIGATION APPROACH

5.5.5 RISK REPORTING AND ESCALATION STRATEGY
5.5.6 PROJECT RISK TRACKING APPROACH

5.6 INDEPENDENT VERIFICATION AND VALIDATION - IV&

5.7 SCOPE MANAGEMENT PLA
5.8 ISSUE MANAGEMENT
5.8.1 INTERNAL ISSUE ESCALATION AND RESOLUTION PROCES
5.8.2 EXTERNAL ISSUE ESCALATION AND RESOLUTION PROCES

5.9 PROCUREMENT MANAGEMENT PLA

5.10 CHANGE CONTROL
5.10.1 CHANGE CONTROL PROCES
5.10.2 CHANGE CONTROL BOARD (CCB

5.11 PROJECT TIMELIN

Project Management Plan

5.12 PROJECT BUDGE

Phase / Activity

Associated Deliverables

Umbrella Tasks
Phase 1
Project
Preparation &
Planning

Project plan
Project Schedule

Phase 2
Phase 3
Phase 4
Project Closing
TOTALS

5.12.1 BUDGET TRACKING

5.13 COMMUNICATION PLA

5.13.1 COMMUNICATION MATRIX
5.13.2 STATUS MEETINGS
5.13.3 PROJECT STATUS REPORTS

5.14 PERFORMANCE MEASUREMENT(PROJECT METRICS)

5.14.1 BASELINES
5.14.2 METRICS LIBRARY

5.15 QUALITY OBJECTIVES AND CONTRO

5.15.1 CUSTOMER SATISFACTION
5.15.2 DELIVERABLE DEFINITION
5.15.3 DELIVERABLE QUALITY
5.15.4 PROJECT/PRODUCT DELIVERABLE PRESENTATIO

5.16 CONFIGURATION MANAGEMEN

5.16.1 VERSION CONTROL
5.16.2 PROJECT REPOSITORY (PROJECT LIBRARY)
6

Estimated Budget

Project Management Plan

6.0 PROJECT CLOS

6.1 ADMINISTRATIVE CLOS
6.2 CONTRACT CLOS

Project Management Plan

7.0 GLOSSARY
7.1 ACRONYMS AND ABBREVIATIONS
OCIO
IPP
PMI
PMBOK
PMC
PMO
PMP
QM
WBS

Office of the Chief Information Officer

Integrated Project Plan
Project Management Institute.
Project Management Body of Knowledge
Program Management Consultant
Program Management Office
Project Management Plan
Quality Management
Work Breakdown Structure

7.2 DEFINITIONS
Acceptance Criteria
The criteria that a system or component must satisfy in order to be accepted by a user,
customer, or other authorized entity. [IEEE-STD-610]
Acceptance Testing
Formal testing conducted to determine whether or not a system satisfies its acceptance
criteria and to enable the customer to determine whether or not to accept the system.
[IEE-STD-610]
Assumptions
Planning factors that, for planning purposes, will be considered true, real, or certain.
Assumptions generally involve a degree of risk. They may be documented here, or
converted to formal risks.
Baseline
A specification or product that has been formally reviewed and agreed upon that
thereafter serves as the basis for further development, and that can be changed only
through formal change control procedures. [IEEE-STD-610]
Commitment
A pact that is freely assumed, visible, and expected to be kept by all parties.
Configuration Management (CM)
A discipline applying technical and administrative direction and surveillance to identify
and document the functional and physical characteristics of a configuration item, control
changes to those characteristics, record and report change processing and implementation
status, and verify compliance with specified requirements. [IEEE-STD-610]

Project Management Plan

Configuration Management Library System

The tools and procedures to access the contents of the software baseline library.
Constraints
Factors that will (or do) limit the project management teams options. Contract provisions
will generally be considered constraints.
Contingency Planning
The development of a management plan that identifies alternative strategies to be used to
ensure project success if specified risk events occur.
Crashing
Taking action to decrease the total duration after analyzing a number of alternatives to
determine how to get the maximum duration compression for the least cost.
Critical Path
The series of activities that determines the duration of the project. The critical path
usually defined as those activities with float less than or equal to specified value often
zero. It is the longest path through the project.
Dependencies, Discretionary
Dependencies defined by the project management team. They should be used with care
and usually revolve around current Best Practices in a particular application area. They
are sometimes referred to as soft logic, preferred logic, or preferential logic. This may
also encompass particular approaches because a specific sequence of activities is
preferred, but not mandatory in the project life cycle.
Dependencies, Mandatory
Dependencies that are inherent to the work being done. In some cases, they are referred
to as hard logic.
Dependency Item
A product, action, piece of information, etc., that must be provided by one individual or
group to a second individual or group so they can perform a planned task.
Deliverable
Any measurable, tangible, verifiable outcome, result, or item that must be produced to
complete a project or part of a project that is subject to approval by the project sponsor or
customer.
Duration
The number of work periods (not including holidays or other nonworking periods)
required to complete an activity or other project element.
Duration Compression
Shortening the project schedule without reducing the project scope. Often increases the
project cost.
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Project Management Plan

End User
The individual or group who will use the system for its intended operational use when it
is deployed in its environment.
Effort
The number of labor units required to complete an activity or other project element.
Usually expressed as staff hours, staff days, or staff weeks.
Fast Tracking
Compressing the project schedule by overlapping activities that would normally be done
in sequence, such as design and construction.
Float
The amount of time that an activity may be delayed from its early start without delaying
the project finished date.
Formal Review
A formal meeting at which a product is presented to the end user, customer, or other
interested parties for comment and approval. It can also be a review of the management
and technical activities and of the progress of the project.
Integrated Project Plan
A plan created by the project manager reflecting all approved projects and sub-projects.
Lessons Learned
The learning gained from the process of performing the project. Lessons learned may be
identified at any point during the execution of the project.
Method
A reasonably complete set of rules and criteria that establish a precise and repeatable way
of performing a task and arriving at a desired result.
Methodology
A collection of methods, procedures, and standards that defines an integrated synthesis of
engineering approaches to the development of a product.
Milestone
A scheduled event for which some individual is accountable and that is used to measure
progress.
Non-technical Requirements
Agreements, conditions, and/or contractual terms that affect and determine the
management activities of an architectural and software project.
Performance Reporting
Collecting and disseminating performance information. This includes status reporting
measurement, and forecasting.

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Project Management Plan

Procurement Planning
Determining what to procure and when.
Product Scope
The features and functions that characterize a product or service.
Project Leader (Technical)
The leader of a technical team for a specific task, who has technical responsibility and
provides technical direction to the staff working on the task.
Project Management
The application of knowledge, skills, tools, and techniques to project activities to meet
the project requirements. Project Management is also responsible for the oversight of the
development and delivery of the architecture and software project.
Program
A group of related projects managed in a coordinated way. Programs include an element
of ongoing work.
Program Management Office
An organizational entity responsible for management and oversight of the organizations
projects. As a specific reference in this document, the Office of the Chief Information
Officer.
Project Manager
The role with total business responsibility for an entire project. The individual who
directs, controls, administers, and regulates a project. The project manager is the
individual ultimately responsible to the customer.
Project Charter
A document issued by senior management that formally authorizes the existence of a
project. It provides the project manager with the authority to apply organizational
resources to project activities.
Project Management Plan
A formal, approved document used to guide both project execution and project control.
The primary uses of the project plan are to document planning assumptions and
decisions, facilitate communication among stakeholders, and documents approved scope,
cost, and schedule baselines. The Project Management Plan (PMP) is a project plan.
Project Schedule
A tool used to indicate the planned dates, dependencies, and assigned resources for
performing activities and for meeting milestones. Software products such as ABTs
Workbench and Microsoft Project are tools used to develop project schedules.
Project Scope
The work that must be done to deliver a product with the specified features and functions.

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Project Management Plan

Project Sponsor
The individual that provides the primary sponsorship for an approved project. This
individual will play a key role in securing funding, negotiating for resources, facilitating
resolution of critical organizational issues, and approving key project deliverables.
Quality
The degree to which a system, component, or process meets specified requirements.
The degree to which a system, component, or process meets customer or user needs or
expectations. [IEEE-STD-610]
Quality Management
The process of monitoring specific project results to determine id they comply with
relevant standards and identifying ways to eliminate causes of product non-compliance.
Risk
Possibility of suffering loss.
Risk Management
An approach to problem analysis, which weighs risk in a situation by using risk
probabilities to give a more accurate understanding of, the risks involved. Risk
Management includes risk identification, analysis, prioritization, and control.
Risk Management Plan
The collection of plans that describes the Risk Management activities to be performed on
a project.
Risk Management
Risk mitigation seeks to reduce the probability and/ or impact of a risk to below an
acceptable threshold.
Scope Change
Any change to the project scope. A scope change almost always requires an adjustment to
the project cost or schedule.
Software Life Cycle
The period of time that begins when a software product is conceived and ends when the
software is no longer available for use. The Software Life Cycle typically includes a
concept phase, requirements phase, design phase, implementation phase, test phase,
installation, and checkout phase, operation and maintenance phase, and, sometimes,
retirement phase.
Stakeholder
Individuals and organizations that are actively involved in the project, or whose interests
may be positively or negatively affected as a result of project execution or project
completion. They may also exert influence over the project and its results.

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Project Management Plan

Standard
Mandatory requirements employed and enforced to prescribe a disciplined uniform
approach to software development
Statement of Work
A description of all the work required completing a project, which is provided by the
customer.
System Requirements
A condition or capability that must be met or possessed by a system component to satisfy
a condition or capability needed by a user to solve a problem. [IEEE-STD-610]
Subproject
A smaller portion of the overall project.
Task
A sequence of instructions treated as a basic unit of work. [IEEE-STD-610]
A well-defined unit of work in the software process that provides management with a
visible checkpoint into the status of the project. Tasks have readiness criteria
(preconditions) and completion criteria (post conditions). (see activity for contrast.)
Team
A collection of people, often drawn from diverse but related groups, assigned to perform
a well-defined function for an organization or a project. Team members may be part-time
participants of the team and have other primary responsibilities.
Technical Requirements
Those requirements that describe what the software must do and its operational
constraints. Examples of technical requirements include functional, performance,
interface, and quality requirements.
Traceability
The degree to which a relationship can be established between two or more products of
the development process, especially products having a predecessor-successor or mastersubordinate relationship to one another. [IEEE-STD-610]
Work Breakdown Structure
A deliverable-oriented grouping of project elements that organizes and defines the total
work scope of the project. Each descending level represents an increasingly detailed
definition of the project work.

13