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Development Project Management Plan (DPMP) Template

[Project Name/Work Name (Acronym)]

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Development Project Management Plan
(DPMP) Template
Contract #: [Insert Project Number]
Version #: [Insert Version Number]
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Revision History
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Development Project Management Plan (DPMP) Template
Table of Contents

Table of Contents
1 Introduction...........................................................................................................5
1.1 Purpose .................................................................................................................. 5
1.2 Scope ..................................................................................................................... 5
1.3 Objectives .............................................................................................................. 5
1.4 Assumptions .......................................................................................................... 5
1.4.1 Inputs .............................................................................................................. 6
1.5 Success Criteria..................................................................................................... 6
1.6 Project Plan ........................................................................................................... 6
1.7 Project Milestones (Sign off Documents) ............................................................ 7
1.8 Constraints ............................................................................................................ 7
2 Roles and Responsibilities ....................................................................................9
3 Project Scope ......................................................................................................11
3.1 Scope Statement...................................................................................................... 11
3.1.1 In Scope ............................................................................................................. 11
3.2 Scope Management ............................................................................................ 12
3.3 Work Breakdown Structure (WBS) ...................................................................... 12
3.4 Deliverables ......................................................................................................... 13
4 Overall Project/Work Management Approach ......................................................15
4.1 Estimating ............................................................................................................ 15
4.2 Schedule Management ....................................................................................... 15
4.3 Staff Management............................................................................................... 16
4.3.1 Task 1.3.1 – Request Project Resources .................................................... 16
4.3.2 Task 1.3.2 – Assign Project Team ............................................................... 17
4.3.3 RACI Matrix ................................................................................................... 18
4.3.4 Training and Skill Management ................................................................... 18
4.4 Financial Management ....................................................................................... 18
4.5 Earned Value Management (EVM) ...................................................................... 19
4.6 Performance Measurement ................................................................................ 19
4.7 Non-EVM Metrics................................................................................................. 19
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Table of Contents

5 Communications Management ............................................................................20

6 Risk Management ...............................................................................................20
7 Quality Management ...........................................................................................22
8 Change Management...........................................................................................23
9 Configuration Management .................................................................................25
10 Development Approach .......................................................................................26
11 Acronyms ............................................................................................................29

List of Tables
Table 1: Roles & Responsibility .......................................................................................... 9
Table 2. Referenced Documents .......................................... Error! Bookmark not defined.
Table 3. Acronyms List ..................................................................................................... 29
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Development Project Management Plan (DPMP) Template
Introduction

1. Introduction
This Development Project Management Plan (DPMP) provides detailed plans,
processes, and procedures for managing and controlling the life cycle activities of the
[Project/Work/Department Name (Acronym)] project/work.

1.1 Purpose
This DPMP describes the processes and approaches for managing (i.e., planning,
monitoring, and controlling) the project/work. The information in this DPMP and its
subsidiary plans provide the basis for communication and understanding amongst the
project team or work group members and all other stakeholders. This plan will be
updated as necessary during the life of [Project/Work (Acronym) Name].

1.2 Scope
The scope of this [Project/Work (Acronym)] [Plan Name] includes:
<Enter project/work scope as detailed in your project/work’s SOW>

1.3 Objectives
The objectives of this [Project/Work (Acronym)] [Plan Name] are to:
<Enter project/work objectives as a list>

1.4 Assumptions
The objective of this task is to list the assumptions that will be used throughout the
project for estimating the time, resources and costs required for successful project
delivery. The Project Manager will be reviewing relevant documentation from the Pre-
Start-Up phase to develop an initial list of estimating assumptions, select an
estimating approach and finalize the list of project estimating assumptions. It is
critical that the Project Management, Control Structure, and the Project Team are in
complete agreement with the contents of this project charter. A common set of
objectives focus and belief in the process are critical to the success of this project.
Documenting these issues at the project’s inception often resolves possible
conflicting agendas and expectations. At a minimum, this process identifies risks and
builds a clearer consensus on objectives.

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Introduction

1.4.1 Inputs
• Contracts
• Business Case Justification
• Terms of Reference
• Risk Management File

Steps Deliverables Checklists/Templates

Project Information
1 - Review Project Information Project Review Checklist
Review Report
Estimating Approach Estimating Methodology
2 - Select Estimating Approach
Justification Checklist
3 - Finalize Estimating
Estimating Assumptions Estimating Review Checklist
Assumptions

1.5 Success Criteria

• Project is Completed on Time.
• Project is completed on Budget.
• Project meets the appropriate quality target.
• Project delivered all items within the agreed scope.
• Project deliverables are fit for purpose.
• Project meets the commercial objectives for profit, revenue.
• Project meets the functional requirements.
• Project team satisfaction target is achieved.
• Project handover to operational team was documented and completed
appropriately.
• Training was delivered as planned to the appropriate teams.
• Customer satisfaction target is achieved.
• Customer/staff awareness about the project was raised to the appropriate level.
• Project uses the approved technology.

1.6 Project Plan

The objective of this task is to re-examine the project plan and budget as
presented to the User throughout the Pre-Start-Up phase and develop an
independent baseline plan and budget for the project. The Project Manager will
produce a project plan (schedule) and budget, which will then be reviewed,
frozen and used as a baseline for the monitoring and control of the project. At
this point, the Project Manager must plan the first phase/iteration of the project
in detail, and the remaining phases to a higher level. Upon completion of the
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Introduction

development of the project plan and budget the Project Manager may accept
responsibility for the project. This task must be independent of the project plan
and budget published in the Business Case Justification and Terms of
Reference, although the information in both documents is used as an input to
this task.

1.6.1 Inputs
• Contracts
• Project Schedule File
• Business Case Justification
• Terms of Reference
• Risk Management File

Steps Deliverables Checklists/Templates

1 - Produce Baseline Project Plan Baseline Project Plan Project Plan Template
2 - Produce Baseline
Baseline Project Budget
Project Budget
3 - Review Baseline Baseline Project Plan
Project Review Checklist
Project Plan Review Report
4 - Review Baseline Baseline Project Budget
Project Review Checklist
Project Budget Review Report
5 - Freeze Baseline
Baseline Project Plan
Project Plan
6 - Freeze Baseline
Baseline Project Budget
Project Budget

1.7 Project Milestones (Sign off Documents)

• Requirement document.
• Solution document.
• Testing cases document.
• Training document.
• Configuration document.
• Go-Live Document.

1.8 Constraints
Describe any limiting or constraining factors which may influence the project e.g.
availability of key personnel and deadline dates.

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Introduction

The following are dependencies that have some effect on the Active Directory
integration project.
Services:
• Exchange
o Exchange work stream to supply installation media to AD work stream so
that domain prep and forest prep can be performed by the schema and
domain administrators.
• Blackberry
o N/A
• SharePoint
o N/A
• IM
o N/A
• Network
o Ports opened to support inter site communication of Active Directory
Desktop:
• Load set
o N/A
• Rollout
o N/A
Training:
• Executives
• Helpdesk / Support Staff
o Windows Server 2003 / Active Directory training for the Windows Server
2003 administrators.
• Users
o N/A
Application Certification:
• N/A

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Roles and Responsibilities

2. Roles and Responsibilities

Within the Project Management method, roles and responsibilities are described for all
individuals and groups involved in a project. The roles that are defined in the Project
Management method are depicted in the following table. These roles must be adapted
to specific situations, also considering local organizational structures. Those roles
that are mandatory are marked with an asterisk (*).
Implementation of an Active Directory provides for greater granularity of
administrative and security controls with computer resources than were available
under Windows NT v4.0 domain structure supporting TXU. Therefore, it is important
to define the relative roles and responsibilities that each organization will have in this
new environment. Ownership of a particular role as well as any delegation of
responsibility for operational support needs to be clearly delineated.
Responsibilities within the Project Management method are further described using an
extended RACI VS matrix (RACI VS tables show who is Responsible, Accountable,
Consulted, Informed, who Verifies, and who must approve with a formal Sign-off). A
letter in the matrix identifies the responsibility relative to one step for a given role. The
responsibilities must be tuned to the specific requirements of each situation.

R Responsible, implying the main responsibility in delivering effort and skill.

A Accountable, implying management (overrides R when both are implied).
C Consulted, implying assistance (both active and advisory).
I Informed, implying a requirement of the one responsible to report on the task.
V Verifies, implying a quality check against the conditions of the quality standards in
place.
S Sign-off, implying the actions of review, validation, and acceptance.

Table 1: Roles & Responsibility

Project The principal business beneficiary who is responsible for the selection of the
Sponsor* Steering Committee members. Has overall responsibility for the adequacy and
completeness of the project and its intended business objectives. The Project
Sponsor has ultimate payment responsibility. This may, or may not, be the same as
the Business Owner.
Steering Comprised of Senior Management of major business sponsors and key support
Committee* units. Responsible to charter the project, gain concurrence from the PMO and
approval from the Corporate Office regarding the charter.
Project The individual who has been given day-to-day responsibility for managing a project
Manager* that will produce the required products, to the required standard of quality, within

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Roles and Responsibilities

specified constraints of time and cost. For larger projects it is important to specify
an alternate Project Manager for contingency purposes.
Program A number of related projects might be managed within an overall program. The
Manager* Program Manager is accountable for program management and program delivery
for the whole program.
Project Team All staff resources that comprise a project team; Staff, Business Users, Business
Members*/ Analysts, Vendors, Contractors or Consultants. Resources may be deployed from all
the Company’s global locations. Where a large project is segregated into several
Project separate sub-projects there will often be an individual appointed to be the Project
(Stream) Stream Lead for each sub-project. These individuals should use the Company’s
Lead Project Management methodology, but the Project Manager is ultimately
responsible for the project.
Users* All responsible people within the User’s organization that are deemed official
contacts for the Project Manager; these individuals may be line managers, business
area managers, executives, technicians or Users.
IT Manager/ The individual responsible for the running, support and continuing User contact of
ISD Lead* the system developed during the project. The exact nature and scope of services
provided depend upon what was agreed in the contract. The ISD Lead may also be
the ISD Liaison, but a different member of the ISD team could provide the latter.
Business The Business Owner is the person and/or organization that will ultimately gain the
Owner/Lad* business benefit from successful completion of the project. There may be multiple
business owners represented from across all the Company’s global locations. The
Business Lead will be accountable and responsible during the project for the
provision of business requirements, support and sign off.
Subject These are the individuals within the Organization who have detailed knowledge of
Matter the business or systems within the area where the project will deliver changes.

Experts*
Auditor* The Auditor is any person that would be called upon to formally audit a project.

Vendor The enterprise contractually responsible for the management and successful
delivery of part of the project, when some aspects of the work are subcontracted to
third parties.
Program The organization responsible for the overall monitoring, co-ordination, and reporting
Management on key projects. The objectives are to ensure that projects satisfy strategic goals,
deliver business benefits, integrate with each other, and comply with standards.
Office (PMO) The PMO is comprised of members from the PRB and the PMT.
Project Comprised of Senior Management within the Organization. Ensure that major
Review Board projects are properly defined and chartered; make appropriate recommendations
for approval by the Corporate Office and report regularly to the Corporate Office.
(PRB)
Project Comprised of Senior Management within the Organization who provide support to
Management the PRB, Project Steering Committees and Project Managers. There are three key
Team (PMT) streams within the PMT – Business Benefit, Governance and Integration.

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Project Scope

Business The individual responsible for ensuring that projects are aligned with their
Benefit respective business cases and continue to be justified in line with the
organization’s present criteria.
Stream
Manager
Governance The individual who takes overall responsibility for compliance with the Project
Stream Quality Plan standards.

Manager
Integration The individual responsible for co-ordination among the streams within the PMO.
Stream
Manager

3. Project Scope
3.1 Scope Statement
The scope of this project/work includes:
The scope of the Active Directory Design project is to assist <Organization Name> in
envisioning, planning, and developing stages of providing an enterprise Active
Directory architecture that will complement the strategy and fit into the broader
Infrastructure Design project.
<Enter project/work scope as detailed in your project’s/work’s SOW>

The following sections detail those components that are considered in and out of
scope.
3.1.1 In Scope
• To provide a core Forest and Domain design for the Active Directory.
• To create a DNS design to support the Active Directory.
• To integrate the Active Directory DNS design with the rest of the
infrastructure.
• To define the number of domain controllers and physical server placement.
• To define FSMO server roles.
• To create an Active Directory site design and replication topology.
• To define Domain Controller sizing and configuration.
• To produce an effective OU design for the Active Directory.
• To design an effective Delegation of Administration policy.
• To design an effective Group Policy implementation.
• To design an effective user and group strategy within the Active Directory.
• To create an effective DHCP design.

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Project Scope

• To analyze WINS requirements and if necessary, create an effective WINS

design.
• To define any required schema extensions to the Active Directory.
• To define the monitoring requirements of the Active Directory.
• To create an Active Directory Disaster Recovery design.
• To define and create appropriate security measures.
• To produce a design that supports required security hardening procedures.
• Design for the co-existence and eventual decommissioning of the current
Active Directory infrastructure.
• To design for the migration of appropriate users and resources from the
existing Active Directory to the new infrastructure.
• To assist in selection of appropriate migration tools.
• To provide guidance on operational requirements.
• To assist in implementation of an appropriate ‘live’ Active Directory test
environment according to the design.
• Testing of Active Directory in the test environment to ensure integration with
major systems including current Active Directory, Exchange, other required
directory products.
• To provide naming standards for Active Directory.
• To provide complete documentation under version / change control to
support the Active Directory design.

3.2 Scope Management

The <Company Name> [Project/Work/Department Acronym] project/work management
team will define and verify the scope of the project/work based on the terms agreed to
in the SOW, Project Charter, and the Work Breakdown Structure (WBS). The scope will
be developed and managed using a Microsoft Project schedule which will be reviewed
and updated as required over the entire life cycle of the project/work. The Project
Charter and WBS will be monitored and revised <Company Name> change management
methodology.

3.3 Work Breakdown Structure (WBS)

The WBS provides a logical approach and framework to identify and manage all
necessary activities across the planning, development, and implementation phases of
a project. It takes a high-level set of categories and continually decomposes them until
they reach a level of detail that allows for identification and management of specific

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Project Scope

activities. It can also be used as a framework for costing and establishing a master
schedule.

A WBS approach provides several significant benefits:

• Management by objectives. It forces detailed planning for determining the “who, what,
when, where, why, and how” of the migration as well as developing a road map.

• Activity management. It establishes a way to identify and track specific activities so

that they are identified and managed, and nothing is overlooked.

• Definition of Responsibilities. It provides a way to specify the roles for each activity
thereby avoiding questions of responsibility and accountability.

• Allocation of workload. It helps ensure workload is fairly distributed across the

migration team.

• Consistency. It enables consistency and thoroughness in planning and

implementation by leveraging lessons learned from other implementations and best
practices from the Federal Government and industry.

• History. It captures the history of the migration and provides “lessons learned” and
“best practices” for similar efforts.

3.4 Deliverables
Deliverables are tangible assets. The Project Management deliverables produced
during a project will use various templates, forms, checklists, and reports compiled in
the Project Manager’s Tool-kit. This set of tools will be a continuously changing and
improving Knowledge Repository of “Best Practices” from <Organization Name>
projects.

The Project File gives a structure to classify all deliverables pertaining to the project
management process. This important asset is maintained throughout the project
duration. Most of the Project File items are created/updated from within the project
management process, but a few of them are used only for input/index purposes. Also,
some sections in the Project File are used as containers to file items relevant to the

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Project Scope

project management process, but not explicitly mentioned in the task descriptions.
When the project is completed, the Project File assets will be placed in the
<Organization Name> Knowledge Repository for reference and reuse.

The Project Delivery section of the Project File contains only a few headers. The
Project Manager should expand on those by defining the appropriate structure to store
deliverables produced from within the delivery process (such as system specifications,
test documents, etc.). The structure may vary depending on type of delivery process
used and specific project characteristics.

Active Directory and Exchange Implementation for the Government Forest

• Active Direct Design Document
• Exchange 2016 Design Document
• Exchange 2016 Build Document

AD Connect (Advanced Scenarios)

• Active Directory Remediation Plan

• Azure AD Connect Installation Session

Hybrid Configuration (Exchange 2010/2013/2016)

• Exchange Hybrid installed in line with Microsoft Best Practices

• Co-existence is working as designed

Planning (Up to 5 Exchange servers)

• Exchange Online Migration and remediation Best Practices

• Before / After Mail Flow Diagram

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Overall Project/Work Management Approach

4. Overall Project/Work Management Approach

The <Company Name>project team manages the [Project/Work/Department Acronym]
project/work in accordance with [Client and/or Customer Name] guidelines, <Company
Name>Project and Work Management Policy and Execution Process Description. The
project team or work group applies and uses established <Company Name> processes,
procedures, and job aids, which leverage industry best practices to include, but are not
limited to, Capability Maturity Model Integration (CMMI) practices, and the Project
Management Body of Knowledge (PMBOK).

4.1 Estimating
Plan the Work…Work the Plan. This activity focuses on producing the baseline project
plan (schedule) and budget as well as regularly updating the related control
deliverables. At the beginning of the project, the Project Manager will confirm or refine
the estimates and plans produced during the Pre-Start-Up phase. The Project Manager
will also produce the reference documents against which the whole project will be
monitored. During the execution phase, the project schedule and budget will be revised
to take account of Earned Value Analysis based on actual time spent and expenditure
incurred. These figures will reflect the most up-to-date project scope, progress, status,
and forecast.

4.2 Schedule Management

The objective of this task is to ensure that the project plan (schedule) accurately
reflects the state of the project. The Project Manager will update the project plan
(schedule) taking into account the information that has become available since the
previous version of this document was produced. The upcoming tasks and activities
for the next period are to be reviewed, re-estimated and possibly re-scheduled. The
Project Manager will define individual activities and ensure they are allocated to
respective resources. The project plan will be reviewed, possibly modified, and then
signed-off by the Steering Committee and any other appropriate groups or individuals.

4.2.1 Inputs
• Action Monitoring File
• Estimating File
• Project Quality Plan
• Project Schedule File

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Steps Deliverables Checklists/Templates

1 - Modify Project Plan Project Plan

2 - Review Project Plan Project Plan Review Reports Project Review Checklist

3 - Finalize Project Plan Project Plan

4 - Get Steering Committee
Project Plan
approval for Project Plan

4.3 Staff Management

This event triggers the Project Manager to gather the necessary resources for the
Project Team as per the requirements identified in the project plan. The Project
Manager will identify, request and assign the required staff resources to the project.
This event also triggers a further risk assessment and risk containment based on the
Project Team members that are chosen and the Project Manager’s assessment of
their capabilities to complete the assigned project tasks as per the project plan. The
Project Manager will update the project plan, budget and the project quality plan with
the pertinent information on each of the Project Team members chosen for the
project.
4.3.1 Task 1.3.1 – Request Project Resources
The objective of this task is to identify and select the resources that are to be
assigned to the project. The Project Manager must identify the required
resources with the best match for the skills required and submit a request for
resources to the Steering Committee, with a copy to the Project Management
Team (Program Management Office). The Steering Committee is accountable
for procuring the required resources. The Project Manager may then interview
the potential team members, assess their suitability and interest, and make the
appropriate selection. The start dates, end dates and costs for each team
member will be confirmed with the Steering Committee.

Inputs
• General Organization File
• Project Quality Plan
• Project Schedule File
• Risk Management File
• Team Organization File

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Overall Project/Work Management Approach

Steps Deliverables Checklists/Templates

Project Manager
1 - Produce Resource Plan Resource Plan Assignment Checklist
Project Launch Checklist
2 - Submit Request for Resources Resource Requests

3 - Produce Short List of Potential

List of Project Team Members
Project Team Members
4 - Interview Potential Project Project Team Member
Team Members Interview Reports
Project Team
5 - Select Project Team Members
Member Assignments

4.3.2 Task 1.3.2 – Assign Project Team

The objective of this task is the assignment of specific roles to the Project
Team members. The Project Manager will assign project tasks to team
members that are brought on to the project and develop a training plan for each,
if required. The Project Manager will then create a resource contingency plan to
ensure the required resources can be obtained in the event of an unexpected
change in resources. Finally, the Project Manager will update the project
organization chart to reflect the names and titles of the Project Team members.

Inputs
• Project Quality Plan
• Project Schedule File
• Resource Management File
• Team Organization File

Steps Deliverables Checklists/Templates

1 - Update Organization Chart Project Organization Chart

2 - Assign Roles to Development

Roles and Responsibilities Matrices
Team Members

Project Team Member Training

3 - Define Training Plans
Plans

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Overall Project/Work Management Approach

4 - Create Resource
Resource Contingency Plan
Contingency Plan

4.3.3 RACI Matrix

[Insert RACI Matrix]
Figure 1 – RASCI Matrix

4.3.4 Training and Skill Management

Professional development and team member skills are monitored using the
project’s/work’s Skills and Training Matrix (see Appendix C). The Matrix lists all
skills necessary to successfully execute the project/work and maps each
project team or work group member to display the project team’s or work
group’s current competency for each of the project/work tasks. The matrix is
updated periodically, and skill gaps are rectified through staff training and
mentoring.
Management Plan. <Discuss any special client and/or customer-required facilities
requirements, i.e., distance from client and/or customer, secure storage, Government
Furnished Equipment [GFE], etc.>

4.4 Financial Management

The PM has overall responsibility for verifying that the project/work resources are
being expended according to the principles outlined in the SOW. Project team or work
group members document their work time on a daily basis. The PM has established
categories/charge codes to which time is allocated. Charge codes, once approved, are
entered into the timekeeping system so that members may log their time daily.
<Company Name> Accounting Department maintains access to the charge codes and
upon request will add members to the specific charge codes they need in order to log
their time accurately. On a monthly basis, the PM or designee reviews and approves
time logged by team members for that period. <Company Name> will provide [Client
and/or Customer Name] with a list of these time categories upon request.
Invoices will be generated monthly from the <Company Name> accounting system and
submitted to:
[Name]
[Title e.g. Contracting Specialist]

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[Client and/or Customer Name]

[Address]
4.5 Earned Value Management (EVM)
Formal EVM reporting is not required for this project/work. <If EVM is required, describe
the project’s/work’s EVM process.>

4.6 Performance Measurement

Performance measurement is managed in accordance with the
[Project/Work/Department Acronym] Measurement and Analysis (MA) Plan. This plan
specifies objectives aligned with identified information needs, measures, analysis
techniques, data collection and storage, and reporting. MA results are reported to
<Company Name> QA Representative and senior management on a monthly basis. The
MA Plan is established in compliance with <Company Name> MA Policy.
Baselining is the process of measuring the current (pre-migration) performance of your
application or service to determine if its future (post-migration) performance is acceptable.
Baselines help you determine when your migration is complete and provide validation of the
post-migration performance improvements you expected. You can also refer to baselines
during a cloud migration to diagnose any problems that arise.

4.7 Non-EVM Metrics

Software design complexity, Service Level Agreements (SLA), and quality metrics are
defined and managed within the project’s/work’s MA Plan

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Communications Management

5. Communications Management
• Identified and defined all formal and informal lines of communication and
contacts.
• Only approved estimates and documented expectations were given to Business
Unit.

6. Risk Management
Risk Management is the disciplined and structured approach of planning, identifying,
analyzing, and controlling risks that may arise throughout the project. A risk is an
uncertain event or condition that, if it occurs, has a negative effect on the program or
project.

Identified risks can be planned for, monitored, and proactively managed to reduce their
potential impact and/or, in some cases, be completely removed. Unidentified risks, on
the other hand, may cause a reactive situation that not only adversely impacts the
project, but also creates a distraction and disturbance that affects project
performance.

Risks are a certainty, but their effect on the project is dependent on our ability to
manage them. Therefore, the primary objective of risk management is to reduce or
remove the potential negative impact from the program.

There is an important distinction between risks and issues; issues are existing
conditions that must be dealt with, in a timely fashion, to maintain planned project
performance. Issues are situations, actions, decisions, or other elements that exist
and must be addressed within a certain timeframe.

Proactive and disciplined risk assessment and response planning throughout the
program life cycle will minimize the potential threat of risks and reduce the amount of
reactive fire-fighting that can consume project managers and team members if left
unchecked. We plan to reduce the stress and effort caused by the onslaught of
program risks (and issues) though thorough risk and issue management.

Risk management should be viewed as part of the overall program management

standard operating procedures and processes and program governance model.
Overall program risk should be reduced by utilizing a proven program and project
methodology.

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Risk Management

Risk Management Process:

The risk management process follows these fundamental steps:
● Plan for risk management activities in the detailed implementation plan
developed for the program.
● Perform risk assessment in the planning phase and reassess throughout the
implementation.
● Assign responsibility for risks (Risk Manager and Risk Owner).
● Analyze and score the risk for severity/impact and probability.
● Develop a risk response plan (mitigation or contingency plan, step-down plan to
reduce or remove the risk).
● Escalate risk response appropriately in the event an agreeable response is not
found.
● Monitor, report, and update risks regularly (summarize critical risks in regular
status reports).
● When an identified risk is realized, execute contingency/mitigation plans.
● Close risks as appropriate.
● Continue regular risk assessment to identify new risks.

The risk management process consists of five key steps:

● Identify initial project-level risks.
● Document specific risks.
● Perform risk impact analysis.
● Develop and implement risk management plans.
● Monitor and update the risk profile.

The following table represents an initial risk assessment of known risks to the project
implementation:

Risk Impact Mitigation Plan Handling Plan

Ambiguity in High Sign-off on complete set of Communicate with the Customer Point
requirements requirements during the of Contact and sign-off on the
Requirements Analysis phase. requirements.
Change in High Have a fool-proof change Re-work the schedule if required in
requirements control process in place, and conjunction with the customer after
communicate the process to identifying the quantum of change,
the project team, Customer identify the impact of change and
Point of Contact, and the communicate to the respective project
users. sub-teams.

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Quality Management

Delay in High Define the Activities requiring Communicate with the customer and
Customer customer feedback in re-visit the schedule for affected
Feedback advance. activities if required.
Define the time expectations
for customer feedback and
obtain customer acceptance.
Change in High Define the scope of the Identify the quantum of scope change
Scope during project during project & revisit schedules, effort estimates
execution of the initiation phase and re-visit and obtain acceptance of customer.
project after completion of Systems
analysis.
Unavailability of High Formation of a dedicated Key Issue of Unavailability of Key Users to
Key resources User group/team by the DOT be highlighted to the project owner
from team to participate in the along with the impact of the same on
Client team project. the project at regular intervals and
during the Project review meeting.
Availability of High Cannot be mitigated as it is a Unavailability of Servers UAT and
servers UAT and high risk and client are Production environment will delay
Production. informed in advance. project timelines.

It is the responsibility of all team members to be fully aware of all the risks that could
potentially affect the successful monitoring & service delivery and every team member
should strive to mitigate such risks wherever possible. This initial risk assessment is
by no means complete. Throughout the entire monitoring process, the occurrence of
additional risks is always possible this risk table will be therefore being constantly
updated to reflect new risk items and items that have been changed.

7. Quality Management
The Quality management process starts during the internal planning done by before it
kicks-off the project.

Quality Planning Quality Assurance Quality Control

Input
Input Input
Quality Management Plan
Scope Statement Quality Management Plan
Test Results
Resource Plan Test Results
Check Lists
Tools
Tools
Check Lists Tools
Project Plan
Use Cases Testing
Use Cases
Quality Audit
Output Output Output

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Quality Management Plan Change Request Acceptance Decision

Test Strategy Rework
Test Plan Processes Adjustment
Check Lists Update Checklists

Project Planning Phase Software Development Cycle Software Development Cycle

Table below illustrates the various processes of quality management that occur during
the lifecycle of the project.

Phase Process Tasks Output

Planning • Kick-off meeting • Create project ID • Software Project
• Identify quality • Initiate usage of Project Plan template
assurance approach Management tools • Project Charter
• Identify project • Develop a common
metrics and metrics understanding and
collection plan commitments with
• Develop defect project team
prevention plan • The quality assurance
• Review of Quality plan draft discussed
Assurance approach with the client and
with client documented in the
project charter
Quality Assurance & • Deliverables Review • Review of Project • PPM Feedback
Control covers • Metrics Collection & deliverables Report
• Business Process Analysis • Peer review and project • Metrics Analysis
Analysis • Defect Management manager review Report
• Solution Design • Quality Management • Project Audits for • Non-Conformance
• Solution Build Reviews compliance against Report
• Acceptance • Project Process Quality Management
Testing Monitoring Standards
• Transition • Project Audits
• Support

8. Change Management
The purpose of the Change Control Procedure is to define how the project controls
changes to project baseline and project scope. It structures and directs management
actions toward reaching an informed and timely decision on requests for such
changes. The goal of this procedure is to provide a way to review and agree upon
those changes that are jointly deemed to be important to project success. It is
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Change Management

essential to the project to jointly understand the benefits and costs of every requested
change to make the most informed decision possible.

The below diagram provides a pictorial representation of the change management

process, but not limited to multiple use cases of change management.
Approved
Preliminary Evaluation PMO Preparation of Project
Review Change Impact Review Change Case Communication
Change Rejected
Update
Request Log Approved Project Plan
Agree on Cost, Steering
Presentation to Update
• Change Schedule, Resource, Committee
Steering Committee
Time Impact Review M.o.S.C.o.W
Definition Rejected
• Log Change Plan Sprint
• Update Log
Re-Baseline the Project, Re-priorities
Schedule, Cost, Implement Change Implement Change
Releases
Resources

Change Request Process

The Project Manager maintains the current disposition of the change request in the
Change Request Form and Log while the change request is open. The assigned project
member provides the other tracking information. The Change Request Form is
returned to the Project Manager for filing in the Project Library after the change is
approved or no action taken, and the Change Request Log indicates the final
disposition of the change request.
The information recorded about a change request contains information like Org,
Originator’s name, Date Raised, Ref Number, Functional area, Client Request (Y/N),
Change details, Priority, Status (Investigation details if any), Recommendation,
Business /Technical impact, Resolution, Action Items, Approval, Final Estimates,
Completion details.

Initiate
Identify the need for a change request, because of a resolved issue, a resolved
problem, or a report, document, conversation, or other form of communication. This
would be reported in the Change Request and submit to the Project Manager. Which is
followed up through a procedure whereby Project Manager reviews & approves/rejects
as necessary the request.

Investigate

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Configuration Management

Upon approval of Change Request, it is investigated in detail and appropriate effort

and cost to do the change is ascertained.

Resolve the Change Request

The project manager reserves right to do any of following:
• Recommend that no action be taken
• Determine that the change request does not affect a project baseline or project
scope, and approve the change for implementation
• Prepare a detailed estimate of actual cost and schedule impacts in the change
request form.
• Prepare a formal contract change proposal for submission to the client.
• Escalate the change request for steering committee review and decision
Depending on change either a change-order or a contract change proposal is to be
prepared, and then the estimates and impact of the change is approved by Project
Manager.

Approve
The Project Manager presents the change request with recommended resolution to the
client. If client approves the said work is approved for execution. If client does not
agree, the objection is documented, and proposed change is either renegotiated if
possible or withdrawn if not essential. This is documented.

Escalate the Change Request for Approval, if Necessary

If a resolution requires an approval or coordination by other client authorities, then the
change request is escalated to the steering committee for review and approval.

9. Configuration Management
CM for this project/work is managed in accordance with the [Project/Work/Department
Acronym] CM Plan. The plan details the handling and stewardship of the project/work’s
CIs throughout the project/work’s life cycle, including a CI List and a Compliance and
Deliverables Matrix (see Appendix B) to address the storage of files and data. The CM
Plan is established in compliance with <Company Name> Configuration Management
Policy.

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Revision History

10. Development Approach

Development activities and environments are managed in accordance with <Company
Name> Engineering Policy. <If the project has a Software Development (SD) Plan,
reference it here. If not, describe the project’s development process from the requirements
phase through implementation. If the project has a Requirements Plan, then begin the
process with the design phase.> The project’s development methodology is defined in
the <Company Name> Project/Work Development Lifecycle Guidelines.
Each release’s technical data package contains the following items:
<List the documents that will be included in the project’s TDP, e.g., Requirements
Document/SRS, SDD, Source Code, Database Scripts, User Guides, Maintenance Manuals,
Test Cases/Scenarios, Release Notes, VDD, etc.)>
1. TBD
2. TBD
3. TBD
4. TBD
<For service contracts, this section should be used to describe the Service System
Development approach from the requirements gathering phase to the implementation of
the system. If the project/work has a Service System Development (SSD) Plan, reference it
here. If not, describe the service system development approach by providing details on the
following:
1. Service system requirements
2. Approach for service system selection
3. Description of service system implementation and integration strategy
4. Verification and validation of service system>
<Reference any service system requirements traceability matrix or requirements list,
concept of operations, design documentation, or any other documentation supporting the
service system development.>
<For projects using agile and scrum methodology, this section should be used to describe
the sprint activities. The development team implements user stories selected for the Sprint.
The development team may follow the following Sprint activities:
• Sprint Planning
• Joint Application Development (JAD) Session
• Deliver final XSDs and initial BSDs
• Code Freeze and Deployment
• User Story Closing Ceremony

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Revision History

• Internal Validation Environment (VAL) Readiness Review

• Sprint Review and Demo
• Sprint Retrospective Meeting
• Deliver the Product

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Signatures
The signatures below represent authorization for the [Acronym] team to use <Company
Name> and project/ work resources to perform tasks in association with the
successful completion of this Management Plan and subsequent activities.

[Name], Program Director Date

[Name], Project Manager Date

Date

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Acronyms

11. Acronyms
<Provide a list of acronyms and associated descriptions used within the document. List the
acronyms in alphabetical order.>
Table 2. Acronyms List

Acronym Definition
[Project Acronym] <Add Project Title in correct alphabetical order.>
CI Configuration Item
CM Configuration Management
CMMI Capability Maturity Model Integration
CRF Change Request Form
DAR Decision Analysis and Resolution
DPMP Development Project Management Plan
EAC Estimate at Completion
EVM Earned Value Management
TL Task Lead
MA Measurement & Analysis
PI Process Improvement
PM Project Manager
PMBOK Project Management Body of Knowledge
PMO Program Management Office
QA Quality Assurance
RMP Risk Management Plan
RTM Requirements Traceability Matrix
SAM Supplier Agreement Management
SD Service Delivery
SDD System Design Document
SLA Service Level Agreement
SOW Statement of Work
SRS System Requirements Specification
SSD Service System Development
SSP System Security Plan
SST Service System Transition
VDD Version Description Document

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Acronyms

Acronym Definition
WBS Work Breakdown Structure

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