An executive summary is the report for the purpose of the business, a brief statement that covers the main points of the company. The executive summary provides the subject matter and also includes the short description of the company and their aim for the project. In the given PMP Executive summary is very long and doesn't state major findings, In business, the most common use of an executive summary is as part of a business plan. Executive summary is an prototype of the actual project. It describes what is going to happen in the project. It is the main interface for the project for the user.
Introduction
This section provides an overview of the project's motivation, objectives, success criteria, major deliverables, and constraints, which is stated PMP. The clearly in project is about to create the new documentation with the help of staff. The name is missing in the project management plan. The sponsors details is given but it should be more better for the enhancement of the project. In introduction we describe the project and state all the related to the project and the various details related to project.
Name
Unique name of Project not present in Introduction, Define any acronyms or project-specific terms. For each acronym, give both the meaning of the abbreviation and a definition of the item.
Description
A brief description of project (What is the project? What has to be done to complete it? How we
will complete it?) for all Stake holders, which should have been more concise in the given PMP, Define the purpose, scope, and objectives of the project and its delivered products. This information might already appear in the Vision and Scope Document. If so, avoid duplicating information in both places. Briefly state the business needs to be satisfied and the methods by which satisfaction of those needs will be determined. Define quantitative and measurable business objectives. Define the criteria by which key stakeholders will judge how successful the project is. State the relationship of this project to other projects and the integration of this product with other products. Other specific issues to address might include:
Shared resources and their availability
Shared designs, code, and hardware components
Feature dependencies
Schedule dependencies
Sponsor details
Sponsor must be able to do the proper marketing and must involve the techniques of PERT and CPM chart to analyze the project. The PMBOK defines this person as the one who provides the financial resources for the project. WARNING: This may be different than the role of the sponsor in your organization. ANOTHER WARNING: In most instances the customer fulfills the role of the sponsor as well as customer. If the project is being done for an outside customer (you are the seller) the customer may fulfill the role of the sponsor as well as customer, and some of these functions would be taken over by senior management in the performing organization. (Management is anyone senior to the project manager in the organization(s).)
During or prior to project initiating
Has requirements that must be met
Is a project stakeholder
Provide funding
Provide statement of work
Provide information for preliminary project scope statement
May dictate milestones, key events or project end date (along with customer)
Issue the project charter
Give the project manager authority as outlined in the project charter
Help organize work into appropriate projects
Set priorities between projects
Determine the priorities between the "triple Constraint" components
Encourage the finalization of requirements and scope by the stakeholders
Project manager and team details
Details of every team and its members not given in PMP. The team is a group of people who will complete work on the project. The team members can change throughout the project as people are added and removed from the project. Team members have some project management responsibilities in addition to responsibilities for implementing the work. Generally it is the team's role to help plan what needs to be done (WBS) and create time estimates for their tasks. During project execution, the team members simply complete work packages or tasks and help look for changes from the project plan. More specifically, the team may help:
Identify and involve stakeholders
Execute the project management plan to accomplish work defined in the project scope statement
Attend project team meetings
Process improvement
Comply with quality and communication plans
Enforce ground rules
Deliverables
List the major items to be delivered to the customers, subcontractors, integrators, or other parties, clearly stated in bulleted format in the given PMP, List the major items to be delivered to the customers, subcontractors, integrators, or other parties. As appropriate, list the deliverables, their recipients, interim and final delivery dates, and delivery method. A table like the one below is a good way to show this information.
Deliverable
Recipients
Delivery Date
Delivery Method
Comments
Reference details
List all documents and any other materials used as sources of information for this plan. Clearly stated in APA format. Consultants may be employed, external to the business area, to provide specialist or other expertise unavailable from internal resources. Consultants may be contracted to develop materials, provide review services, technical assistance or advice, as required.
Definitions
Define any acronyms or project-specific terms. For each acronym, give both the meaning of the abbreviation and a definition of the item, good representation in tabular format but no need of prototype model. The Plan is a contract between the Project Manager, Executive Sponsor, Project Team and other management of the enterprise associated with and/or affected by the project. Each Project Plan component is essentially a work product resulting from subtasks in the Make Plan Project Management task, but can be revised during other project management activities. It is important to document all parameters that will have an impact on the project, its planning and execution.
Organization
This section describes interfaces to entities outside of the project, identifies the internal project structure, and defines roles and responsibilities for the project. Organizational project management is the systematic management of projects, programs, and portfolios in alignment with the achievement of strategic goals. The concept of Organizational Project Management is based on the idea that there is a correlation between an organization's capabilities in Project Management, Program Management, and Portfolio Management, and the organization's effectiveness in implementing strategy.
Organizational charts
Graphical representation of internal and external working hierarchy, which was brilliantly presented in hierarchy chart. The project organization chart is an input/output device that serves a very valuable role for the project management team and or the project management team leader in the process of keeping a thorough and careful organizational record of the project's processes. It is particularly effective in the attempts to thoroughly and carefully keep careful track and record the actual project staff deployment processes that have been implemented within the scope of the project and any particular relationships between these specific project staff members during the project. Specifically speaking, the project organization chart is a graphically detailed document that outlines and in some cases heavily details the particular and specific project team members that have been assigned to work on a particular project, as well as how exactly these individual project team members.
Project Responsibilities
List of the major project team roles and the individuals who will fill these roles, along with the specific responsibilities those individuals will have. Identify the organizational units or project team roles that are responsible for all major work activities and supporting processes, which is brilliantly presented in Responsibility Assignment. Experienced Project Managers understand the value of defining project roles and responsibilities prior to the start of a project or phase. Essentially, it is dividing up the work and allocating it to particular people. It cuts out the things that fall between the cracks and also the frustration generated when two people try to do the same thing.
In any organisational environment, who does what, is a fundamental part of people working together. For example, if we decide who is ultimately responsible for making a decision, and who has input, it becomes easier for those who provide input to see their role as advisory. There is less angst if the decision does not support their views. If there is no understanding of how a decision is to be made, the argument becomes one of who should be deciding, rather than one of presenting one of several views to a decision maker. This project tool enables you to define project roles in a roles and responsibilities template to be used on multiple projects.
Management and technical processes
This section defines the various project management plans and activities for the project
4.1) Management objectives
Describes all the hierarchy of office and who has all responsibilities of a particular task, which is not clear in the PMP. Effective objectives in project management are specific. A specific objective increases the chances of leading to a specific outcome. Therefore objectives shouldn't be vague, such as "to improve customer relations," because they are not measurable. Objectives should show how successful a project has been, for example "to reduce customer complaints by 50%" would be a good objective. The measure can be, in some cases, a simple yes or no answer, for example, "did we reduce the number of customer complaints by 50%?"
While there may be one major project objective, in pursuing it there may be interim project objectives. In lots of instances, project teams are tasked with achieving a series of objectives in pursuit of the final objective. In many cases, teams can only proceed in a stair step fashion to achieve the desired outcome. If they were to proceed in any other manner, they may not be able to develop the skills or insights along the way that will enable them to progress in a productive manner.
Project Controls
. The most important responsibilities of the project manager are planning, executing plans, and project control. This workshop presents methodologies for defining and agreeing on the project objectives, establishing a WBS, creating budgets and schedules, and other planning activities that are required to reach the project goal.
Risk management
This section specifies the plan for identifying, analyzing, prioritizing, and controlling project risks. It describes the procedures for contingency planning and the methods used in tracking risks, evaluating changes in individual risk exposures, and responding to those changes. Good use of Potential Risk Probability Matrix in PMP.This section specifies the plan for identifying, analyzing, prioritizing, and controlling project risks. It should describe the procedures for contingency planning and the methods used in tracking risks, evaluating changes in individual risk exposures, and responding to those changes. Include a plan for ongoing risk identification throughout the project's life cycle. Document the risks in a separate risk list (possibly an appendix to this Plan), not in this section. A large project should create a separate risk management plan. Identify the risk management tasks to be performed, who is responsible for each, and the target date for completion of each task. Estimate the percentage of project effort or the number of hours planned for risk management activities. Incorporate risk management tasks into the project schedule and budget.
Project staffing
Specify the number of staff needed by skill area or project role, along with required skill levels, and the duration for which each staff member is needed. Not given in the given PMP. This section specifies any training that will be needed to ensure the necessary skill levels needed for the project. The types of training, number of people to be trained, and the training methods should be specified. The Project Manager's responsibilities include identifying training requirements and working with local sources to provide training.
Technical Processes
This section describes the technical approaches to be used on the project, could have been more precise. Due to the diversity of the requirements to be met for controlling the movement of production machines, a system and method based on a range of hardware modules, which are provided with adequate computing capacity, a real-time operating system and specific basic functionality, a network (for example Profibus) for constructing a decentralized system with distributed control functionality and also operating and monitoring units with planned interfaces is disclosed. The invention comprises a configurable, distributable and programmable control software system for individually adapting the control solution to the client's requirements, with which the planned control solution is distributed among hardware modules and in which an engineering system used for management, configuration, programming, monitoring, debugging and commissioning.
4.4 Work to be done
This section lists all of the tasks to be completed:-
1) The project planning processes
2) How to create a WBS
3) How to create a project schedule
4) Estimating methodologies
5) How to create a project budget
6) Strategies to measure progress
7) Project control
Major work packages
List of all resources and its way of distribution is chalked out in this segment, excellent use of Work Breakdown Structure in PMP. There is no prescribed set of work packages that projects must have; these will depend on nature of the project, the development being performed, and the outputs envisaged. However, most projects will probably include work packages for project management and to implement their plans for QA, evaluation, dissemination, and exit/sustainability. For each work package indicate:
Name of the work package
Objective of the work package
Tasks - list all the major tasks
Earliest start date - for each task
Latest completion date - for each task
Outputs - list the output(s) for each task, clearly indicating the deliverables and reports for JISC in bold
Milestones - clearly flag major milestones
Responsibility - person responsible for each task
Key deliverables
This segment includes all the deliveries of all completed tasks, given a fair representation to information
Project Charter (Project Scope Statement). This is the document that describes the project objectives, scope, estimated costs, estimated duration, deliverables, risks, assumptions, project organization, etc.
Schedule and Work Breakdown Structure (WBS). Your schedule is definitely a project management deliverable. If you created a formal WBS to help create your schedule, you should save it in the Project plan as well.
Project approvals. These approvals can be saved with each document or you can save all document approvals in one central location.
Schedule
This section describes the total time plan for the project to be completed. Specify the control mechanisms used to measure the progress of the work completed at milestones. Specify the methods and tools used to compare actual schedule performance to planned performance and to implement corrective action when actual performance deviates from planned or required performance. A project schedule in the form of a Gantt chart should be created, preferably in a project tracking tool. Describe how contingency buffers will be tapped and revised when actual performance falls behind estimates. Describe how and when schedules will be modified and how agreement and commitment to the revised schedules will be achieved.
Summary
Should have been better if along with Gantt chart, which is given in appendix of PMP.
1) S cope Definition Process
A process for defining the extent of the system that you are to build in terms of user requirements.
2) Software Requirement Specification Standard
A standard format for documenting user requirements.
3) Software Development Strategy
A standard software development life cycle with phases, task lists and tailoring instructions. 4) Deliverable Definition Process
A process for identifying project deliverables from software requirement specifications.
5) WBS Standard
A standard work breakdown structure for software engineering projects.
6) Size Estimation Process
Methods for estimating the size of a software product.
7) Cost Estimation Process
Methods for estimating the cost of a software product.
8) Risk Assessment Process
A method for recognising and quantifying the inherent risk in a project and developing risk management strategies.
9) OBS Standard
Alternative project Organizational Breakdown Structures.
10) Scheduling Process
A standard approach to scheduling a project with tasks and task precedence.
11) Statement of Work Standard (SOW)
A standard format for describing the work to be performed in the context of each task.
12) Project Plan Standard
A standard format for a project plan (including planning for Quality Assurance and Configuration Management).
13) Performance Monitoring Process
A process for measuring scope, cost and schedule performance against plan.
14) Progress Report Standard
A standard for reporting of progress to senior management and the client.
15) Client Management Process
A standard approach to client interaction with a focus on needs satisfaction through participation in requirements capture, change control and end product validation.
16) Team Management Guidelines
Key operating guidelines for developing productive teams.
17) Quality Management Process
A standard process for measuring and controlling software quality.
18) Configuration Management Process
A standard approach to management of changes to project scope.
19) Project File Format
A standard project file format and methods for organizing technical documentation.
20) Project Review Guidelines
A process for conducting project reviews and keeping records.
5.2 Budget
This section gives the details of how the funding is done for each of the tasks of project. Identifying the quantity of financial expenditure required for your project can be challenging. By using this project planning template, you will be able to list every item of planned expenditure including labor, equipment, materials, administration and other costs. You will then be shown how to schedule the expenditure and identify the total cost of the project per activity.
5.3 Detailed
Clearly stating all costs which could be coming in all fields, which is done well in PMP.
Other
Any other indirect expenses is mentioned here, could have been more detailed and we can say that the project depends on the natural conditions which cannot be predict in the future. so we can say that the project plan must be analyzed by the research engineer or technicians for the natural resources. project plans must be followed by each steps and process. Every project Manager must have the responsibility, so if any changed required in the project must be fulfill
By the project Manger.
Conclusion
The conclusion summarizes the whole report in short. It includes the aim of the project, its scope and the other important information. It also encloses the budget and the schedule of the project with a short description of the key deliverables. Project management has developed over the years, and involves various activities before a project is completed. Objectives should be specific so they are measureable, and although there may be one major project objective, there may be minor objectives throughout the project.
Annotated Bibliography
Broadbent, M and Kitz's, E. The New CIO Leader: Setting the Agenda and Delivering Results, Harvard Business School Press, 2004 (Summary Only)
Carr, N. Does IT Matter? Boston, MA: Harvard Business School Press, 2004.
EDS Group (2001), Project Management Plan, EDS Group
The book defines each phase of the project management plan in well detailed manner. This book was published by the EDS Group to help the employees during the staff training.
Provenzano, V. (1998). In: Nonstructural Materials: Science and Technology. p. 335. Kluwert, Dordrecht.
Schwalbe, K. Information Technology Project Management, Course Technology, 4th edition, 2005
Schwalbe, K. (2007). Information Technology Project Management (5th ed.). Boston: Thomas Course Technology.
Weill, P., and Ross, J. IT Governance, Harvard Business School Press, 2004
