Scope & Time Management Plans

This section provides an overview of the scope and time management plans for the project. It includes the methodology of the work breakdown structure (WBS) and activities, as well as a high-level project WBS schedule.

Project Plan
Template & Guide
your Project Name Project Plan v 1.0 Page 1 of 26

your Project Name
Project Plan
Your Project title should be short & succinct
Your Organisation
(including Department if applicable)
Version as at 30 August 2024
Version Date By whom
v 1.0
Acknowledgements
The contribution of the following individuals in preparing this document is gratefully
acknowledged:
your Project Name Project Plan v 1.0 Page 2 of 26

DOCUMENT ACCEPTANCE and RELEASE NOTICE
This is release is version v 1.0 of the your Project Name Project Management Plan.
The Project Plan is a managed document. For identification of amendments, each page contains
a version number and a page number. Changes will only be issued as a complete replacement
document. Recipients should remove superseded versions from circulation. This document is
authorised for release once all signatures have been obtained.
Complete the version control below
PREPARED: DATE:___/___/___
(for acceptance) (Your Name, your Project Name Project Manager)
ACCEPTED: DATE:___/___/___
(for release) (Project Sponsor, name, title)
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Overview
Table of Contents
1. Executive Summary...........................................................................................................6
2. Overview...........................................................................................................................7
2.1. Project Title...............................................................................................................7
2.2. Project Background...................................................................................................7
2.3. Project Problem Statement & Project Goal...............................................................7
2.4. Objective(s)...............................................................................................................7
2.5. Output(s) (Deliverables)............................................................................................8
2.6. Outcome(s)...............................................................................................................8
2.7. Exclusions..................................................................................................................8
2.8. Assumptions and Constraints....................................................................................9
3. Scope & Time Management Plans.....................................................................................9
3.1. Methodology of Work Breakdown Structure (WBS) and Activities...........................9
4. Communications & Stakeholder Management Plans.......................................................13
4.1. Summary & Introduction.........................................................................................13
4.2. Communications Management Plan.......................................................................17
4.3. Reporting Requirements.........................................................................................17
5. Project Management Office Structure & Human Resources Plan.....................................18
5.1. Project Organisational Structure.............................................................................18
5.2. Human Resources Management Plan.....................................................................19
6. Budget/Cost Management Plan.......................................................................................20
6.1. Introduction............................................................................................................20
6.2. Project Budget and Cost Plan..................................................................................21
7. Risk Management Plan....................................................................................................25
7.1. Introduction............................................................................................................25
7.2. Risk Categories........................................................................................................25
7.3. A Basic Risk Register................................................................................................27
8. Quality Plan.....................................................................................................................28
8.1. Quality Management Plan.......................................................................................28
9. Project Closure & Outcome Realisation...........................................................................29
10. Appendix 1......................................................................................................................30
11. Appendix 2......................................................................................................................30
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Communications & Stakeholder Management Plans
1. Executive Summary
The report deals with the need of skilled staffs for the nasogastric insertion in the emergency
department of paediatric treatment. This report also deals to decrease the time frame of
waiting for the patients. The report consists of the following:
 A project overview stating what the project is dealing with, the scope management
plan, the stakeholder management plan, the human resource plan, budget
management plan for developing the project, risk management plan and the quality
plan for developing the project.
 The idea of the project was mostly generated from the admission department where
the patients had to wait for long time before inserting the NGT as there was not
enough number of trained nurses. The PED department initiated the request of
enhancing the time frame of patients waiting for the PED service.
 The success criteria of this project is hiring more trained staffs who will be able to
carry out the NGT process in the DED department so that the patients do not have
to wait for the treatment.
 The project will deliver the scope and the time management for implementing
trained staffs for carrying out the NGT process in the PED department.
 The project sponsor who are associated in developing the project are the
management team of the PED department and the hospital funding system.
 The project sponsors will report to the hospital management system and the
directors of the hospital who are indirectly associated with the project.
 There are many risks that can be encountered for developing the project. All those
risks are defined in this project.
[WORD COUNT = 259 words]
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Overview
2. Overview
2.1. Project Title
Identifying gap in the staff skills for the nasogastric insertion in the paediatric emergency
department.
2.2. Project Background
In PED (Paediatric Emergency Department), there is a need of skilled staffs and nurses who
will be able to feed the children through NGT (Nasogastric Tubes). The staffs are not capable
enough to perform the task to insert the tubes. There is a gap for the staffs for providing
service to the patients as because they are not trained for doing so. There is also no proper
study to find out the complications that the patient faces in the PED for the delaying in the
NGT insertion and to wait for the patients.
This project includes carrying out an audit that will include the need of the nasogastric
treatment by reviewing the medical records. The project will include training the employees
of the hospital so that they can carry out the NGT inserting. The PED department of the
hospital needs a change so that they can carry out a better service for the patients. The
approximate time that the patients had to wait for the NGT treatment is approximately 7 to
9 hours. So, the official management team of the hospital decided to implement a change
management that will change the working process of the hospital.
2.3. Project Problem Statement & Project Goal
2.3.1. Project Problem Statement
This project proposes to achieve the maximum staff competence in the paediatric sections
for the insertion of nasogastric tubes in the patients. This project will also implement many
new opportunities for the existing employees and will decrease the cost for the health
budget.
2.3.2. Project Goal
The main area of the project is to carry open up new opportunities for the employees
working in the organization, lessen the cost of health check and also decreases the waiting
time for the patients for getting their paediatric treatment of inserting NGT (Nasogastric)
tubes.
2.4. Objective(s)
SMART objectives of the project are:
Specific: The exact goal of this project is to improve the paediatric department of the
hospital so provide better service to the patients.
Measurable: The project is measurable because the result after implementing this project
will help the patients to get better service and increase the employment among the staffs of
the hospital.
Achievable: The project is achievable as because this project includes a project schedule of
all the activities that are to be carried out for successful completion of the project and all
those target will be achieved accordingly.
Realistic: The project is realistic because this project will be used to improve the service of
the paediatric department in the hospital.
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Communications & Stakeholder Management Plans
Timebound: The project is time bound as there is specified time allotted for completing the
project and the time is to be maintained for the project.
2.5. Output(s) (Deliverables)
The project deliverables are:
 A documentation report
 A schedule Gantt chart defining all the activities of the project
 A training department for providing training to the existing staffs
 A budget report stating the cost of implementing the project
 Risk report stating the risks included in the project.
2.6. Outcome(s)
The outcomes of this project are:
 The target outcome of this project has improved the paediatric services of the
hospital management system and trained the staffs about insertion of NGT Tubes.
 After completion of the project activities, the hospitals can use this project.
2.7. Exclusions
The exclusions for this project are:
 Project mitigation plans that will be considered by the project stakeholders is not
included in this project.
2.8. Assumptions and Constraints
2.8.1. Assumptions
The assumptions that are to be taken for this project are:
 The meetings that will be held regarding the project are to be carried out between
the manager of the project, management officials and all project stakeholders.
 The cost of the project is taken as an arbitrary value.
 The deadline for completing the project is assumed.
2.8.2. Constraints
The constraints associated with the project are listed below:
Schedule: The project schedule specifies the project timeline that are stated according
to the components that are to be delivered. This will include the complete schedule of the
project.
Cost: The cost of this project will include all the financial limitations of all the resources
that are to be included in the project and total limit
Scope: The scope of this project includes particular goals, the deliverables of the project
and all tasks that helps in defining the boundaries related with the project.
[WORD COUNT = 702 words]
3. Scope & Time Management Plans
3.1. Methodology of Work Breakdown Structure (WBS) and Activities
The particular methodology that is used to develop the Work Breakdown Structure is firstly
to determine the processes that are involved in carrying out the project and the tasks that
are worked independently in the project. After defining the project scope in the project, the
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Communications & Stakeholder Management Plans
WBS makes the project easily to be competed. The WBS in the project helps to identify if
something is wrong in the project and then implement the project successfulness.
In this WBS, the leader is responsible writing down the project in hierarchy fashion so the
project activities will get completed in successful manner. There are many sub tasks that are
included in the project WBS. The project hierarchy in the WBS mainly continues with the
determination of others and are based on the rules as well as the laws with the activities
that are identified in the project. Methodology of WBS will include all the items that will help
to identify the activities whether they are complete or not.
[WORD COUNT =170 words]
3.1.1.
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Communications & Stakeholder Management Plans
3.1.2. High-Level Project Work Breakdown Structure (WBS) Schedule
WBS No.
Description
Duration
(weeks) Start Date Finish Date
Lev 1
Lev 2
Lev 3
1 Project Initiation 5 days Fri
17/05/19
Thu
23/05/19
1.1 Requirement Gathering 1 day Fri
17/05/19
Fri
17/05/19
1.1.
1 Collecting the Requirements 1 day Fri
17/05/19
Fri
17/05/19
1.2 Organizing Meeting 1 day Mon
20/05/19
Mon
20/05/19
1.3 Analysing Requirements 2 days Tue
21/05/19
Wed
22/05/19
1.4 Finalizing Requirements 1 day Thu
23/05/19
Thu
23/05/19
1.5 Project Sign In 0 days Thu
23/05/19
Thu
23/05/19
2 Project Development 8 days Fri
24/05/19
Tue
4/06/19
2.1 Collection staff information 2 days Fri
24/05/19
Mon
27/05/19
2.1.
1 Get Staff names 1 day Fri
24/05/19
Fri
24/05/19
2.1.
2 Get staff details 1 day Mon
27/05/19
Mon
27/05/19
2.2 Collecting data of patients requiring
NGT Tubes
2 days Tue
28/05/19
Wed
29/05/19
2.3 Analysing the data 2 days Thu
30/05/19
Fri
31/05/19
2.4 Organizing staff meeting 2 days Mon
3/06/19
Tue
4/06/19
2.5 Meeting with trainer 0 days Tue
4/06/19
Tue
4/06/19
3 Project Implementation 6 days Wed
5/06/19
Wed
12/06/19
3.1 Organizing Seminar 2 days Wed
5/06/19
Thu
6/06/19
3.2 Conducting Training session 2 days Fri 7/06/19 Mon
10/06/19
3.3 Provide Training Materials 1 day Tue
11/06/19
Tue
11/06/19
3.4 Allocating Nurse in PED
Department
1 day Wed
12/06/19
Wed
12/06/19
4 Project Closing 2 days Thu
13/06/19
Fri
14/06/19
4.1 Analysing the requirements 1 day Thu Thu
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Communications & Stakeholder Management Plans
13/06/19 13/06/19
4.2 Creating checklist for project
requirements
1 day Fri
14/06/19
Fri
14/06/19
4.3 Project Sign Off 0 days Fri
14/06/19
Fri
14/06/19
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Communications & Stakeholder Management Plans
3.1.3. High-Level Milestones Schedule
WBS Description Due Date
1.5 Project Sign In Thu 23/05/19
2.5 Meeting with trainer Tue 4/06/19
4.3 Project Sign Off Fri 14/06/19
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Communications & Stakeholder Management Plans
4. Communications & Stakeholder Management Plans
4.1. Summary & Introduction
All stakeholders who are included with the project are practice of clinical nurse consultant in
the hospital, the associated clinical educator, the patients, the project manager, and the
owner of the hospital. They are directly and indirectly related with the project. The
stakeholders associated with the project has high impact as well as low impact on the
project according to their work done in the project. The stakeholders have power on the
projects and the interest on the project. All the stakeholders’ power and the level of interest
are explained in the diagram below. Another stakeholder who is related with this particular
project is the government who has indirect impact on the project.
[WORD COUNT = 112 words]
4.1.1. Stakeholders Influence | Interest Matrix
LEVEL OF INTEREST
LOW HIGH
LEVEL OF INFLUENCE (POWER)
HIGH
Govt Authorities etc
KEEP SATISFIED
KEY STAKEHOLDERS
MANAGE CLOSELY
Government Clinical educator,
Project manager
LOW
General public etc
MONITOR
Employees, Suppliers etc
KEEP INFORMED
Patients Nurses
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Communications & Stakeholder Management Plans
4.1.2. Stakeholder Engagement Table
Stakeholder /
Interested Party
Level Of Power /
Influence / Impact /
Interest Communication Need
Communication
Method What and when Who is responsible?
Project manager High power, High
influence, high impact
and high interest
Communication need
is to establish a
communication with
team members so that
the project is carried
out successfully.
Email, establish face to
face communication
and meeting
The project manager
connects with the
team so that they can
establish
communication with
the members of the
project team.
Project manager is
responsible
Government High Power and low
interest
The government needs
to communicate
because if the project
needs some funding
on the project.
Email and over
telephone
The government needs
to communicate at the
completion of the
project.
Government is
responsible
Clinical Educator High power, High
influence, high impact
and high interest
The clinical educator is
the head of the
paediatric department
who has the
responsibility to train
the nurses.
Face to face At the time of training,
the clinical educator
needs to
communicate.
Clinical educator
Nurses High Interest and low
power
The nurses needs to
learn the NGT
insertion process.
Face-to-face
communicaton
At the time of training,
the nurses needs to
communicate with
others.
Nurses.
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Communications & Stakeholder Management Plans
Patients Low interest and low
power
The needs to
communicate because
they have to get
treatment from the
hospital
Face to face and
telephone
At the treatment time,
the patients need to
communicate.
Patients.
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Project Management Office Structure & Human Resources Plan
4.2. Communications Management Plan
The communication is considered as a management that helps in controlling the project,
and managing all the essentials elements that are included in project. The communication
management that is included in the project provides many vital integrity of project that
requires in providing information among all the members in a project team. The data in the
communication management flows downward, flows upward and can flow laterally in the
organization.
The communication management is considered as master of the project as well as the
servant of controlling the project. It is a plan that helps to integrate all the processes that
puts the project together.
There are different communication types that are carried out in this project. Different
stakeholders use different communication technique for establishing communication
among themselves. The project manager of the project needs to handle the project
communication in the project.
Four types of communication can be used in the project. This might from the project
perspective, organizational perspective, formality perspective, and channel perspective.
From the project perspective, the internal communication and the external communication
is used in the project. There are three types of organization in organization perspective that
is vertical communication, horizontal communication, and diagonal communication in the
system. From the formality perspective, there are two types of communication carried out,
formal communication as well as informal communication. From the channel perspective,
the communications that are carried out are verbal communication, written
communication, as well as face to face communication or telephonic conversation.
4.3. Reporting Requirements
The project format of this project is stored in a documented format that shows the
details of the project. These files are stored in word document.
[WORD COUNT = 272 words]
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Project Management Office Structure & Human Resources Plan
5. Project Management Office Structure & Human Resources Plan
5.1. Project Organisational Structure
5.1.1. Organisational Structure Diagram
Figure 1: Project Organisational Structure for the your Project Name Project
5.1.2. Project Sponsor/Steering Committee
The sponsors associated with this project are the owner of the hospital, the partners of the
hospital and the funding department of the hospital.
The roles and the responsibilities of the sponsors of the project are to provide the project
with funds so that the project is carried out to be successful.
5.1.3. Project Manager
The main role of the project manager is to manage all the works in the included in the
project. The project manager has the responsibility to initiate planning, design the project,
execute the project, monitor the project, control the project and handle project closure. All
the issues associated with the project are also to be solved by the project manager.
5.1.4. Project Team
The team members of the project needs to contribute to meet the objectives stated by the
project manager. All the deliverables that are included in the project are to be completed
by the project team. The project team needs expertise and needs to work with the users
for establishing as well as meeting the need of the business. Project team also helps to
document all the processes in a project.
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Project sponsor
Clinical Educator
Project Manager
Nurses
X PED Hospital
Patients

Project Management Office Structure & Human Resources Plan
5.1.5. Working Parties/Groups
5.1.5.1 Working party
Clinical educator- The clinical educator in the project has the responsibility to provide
training to all the nurses in the project. They have the responsibility to train the nurses so
that they can provide better service to their patients.
5.1.5.2 Reference Groups
The reference area of the clinical educator are expertise in inserting the NGT tubes in the
patients. The expected output from the clinical educator is to provide proper training to
the nurses of the organization.
5.1.6. Consultants – consultation expertise
The consultants associated with the project manager and associated clinical educator of
the paediatric ward. Their work is providing consultation in development of the project to
complete the project successfully.
5.2. Human Resources Management Plan
Human resource planning in this project refers to organize the trainer and the seminar
consultants for completing the project. HRM planning helps to foresee all the requirements
related to a project. The main objective of the project is determining all the resources that
are best for conducting the project. The main focus of the HRM on the basic concepts that
are related with the demand and the supply for the human resource.
The human resources that are needed for this project are the nurses associated with the
project, the clinical educator, the clinical educator of the paediatric ward, and the project
manager. The human resource management plan is considered as a plan in project
management that helps to describe how the project manager will help to select the
project, also helps in acquiring the project, managing the project, as well as releasing all the
human resources in the project.
The human resources are released from the project after the completion of the project.
The project is needed to be completed as per the human management plan and there are
many aspects that are included in the project. The human resource management plan
states the roles and the responsibilities that the human resources have in the project. The
responsibility matrix is created by project manager in the human resource management.
The management plan also includes organizational chart as well as staffing management
plan.
The inputs included in HRM includes the project charter, the project management plan,
the resource requirements, the WBS, and the organization charts. All the actions included
in the project are to be included in the human resource management. The responsibilities
included in the project helps to create responsibility matrix that includes the resources that
are assigned for the work package. The main components included in the human resource
planning includes the HR supply, the HR Demand, the demand forecast and the strategy
and the implementation of the HR Sourcing.
[WORD COUNT = 319 words]
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Budget/Cost Management Plan
6. Budget/Cost Management Plan
6.1. Introduction
Project management system helps the project manager for estimating the budget of the
project. There are many estimating techniques that the project manager might include. The
total budget of the project consists of contingency allowance as well as all in-kind cost of
project. The budget of the project can be carried out in three techniques, analogous, top-
down technique, bottom-up technique and the parametric techniques.
The total budget of the project is $18370.00. This project consists of project contingency
allowance and the in kind cost associated with the project. The total cost involved in the
project with the contingency allowance is $18090.00 and the cost of this project with the in-
kind cost of the project is $18370.00.
[WORD COUNT = 112 words]
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Budget/Cost Management Plan
6.2. Project Budget and Cost Plan
WBS# Description
Project
Budget
Allowance
Contingency
Allowance In-Kind Cost
Project
Budget
allowance
Contingency
Allowance In-Kind Cost
Lev 1
Lev 2
Lev 3
2019 2020
1 Project Initiation $5,200.00 $200.00 $100.00 $5,200.00 $200.00 $100.00
1.1 Requirement Gathering $1,040.00 $1,040.00
1.1.1 Collecting the Requirements $1,040.00 $1,040.00
1.2 Organizing Meeting $1,040.00 $1,040.00
1.3 Analysing Requirements $2,080.00 $2,080.00
1.4 Finalizing Requirements $1,040.00 $1,040.00
1.5 Project Sign In $0.00 $0.00
2 Project Development $4,000.00 $320.00 $50.00 $4,000.00 $320.00 $50.00
2.1 Collection staff information $880.00 $880.00
2.1.1 Get Staff names $440.00 $440.00
2.1.2 Get staff details $440.00 $440.00
2.2 Collecting data of patients
requiring NGT Tubes $880.00 $880.00
2.3 Analysing the data $1,120.00 $1,120.00
2.4 Organizing staff meeting $1,120.00 $1,120.00
2.5 Meeting with trainer $0.00 $0.00
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Budget/Cost Management Plan
3 Project Implementation $6,480.00 $420.00 $60.00 $6,480.00 $420.00 $60.00
3.1 Organizing Seminar $2,160.00 $2,160.00
3.2 Conducting Training session $2,160.00 $2,160.00
3.3 Provide Training Materials $1,080.00 $1,080.00
3.4 Allocating Nurse in PED
Department $1,080.00 $1,080.00
4 Project Closing $1,760.00 $220.00 $70.00 $1,760.00 $220.00 $70.00
4.1 Analysing the requirements $720.00 $720.00
4.2 Creating checklist for project
requirements $1,040.00 $1,040.00
4.3 Project Sign Off $0.00
Totals
Project Total Budget Allowance per year
(Project Budget + contingencies)
$18090.00
Overall Project cost allowance
(with in-kind costs)
$18370.00
.
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Risk Management Plan
7. Risk Management Plan
7.1. Introduction
The risk management plan mainly helps to identify all the risks as well as implement the plan
so that the risk can be reduced. In the risks management plan, the risks can be monitored as
well as controlled that helps to increase the project successful rate. The risks management
planning includes to identify the risks, categorize the risks, determine the risks, as well as
identify the impact of the risk associated in the project.
The risk plan helps to identify all such preventive actions that are needed to prevent the
occurrence of risks. All the actions that are to be included helps to reduce the impact the risk
occurrence.
[W
7.2. Risk Categories
7.2.1. Probability and Impact Table
Rating for Probability and Imapcts
Scale Probably Quality (considering both Time & Cost elements)
E Extreme 70% Very significant impact on overall functionality
H High 51-70% Significant impact on overall functionality
M Medium 31-50% Some impact in key functional areas
L Low 11-30% Minor impact on overall functionality
VL Very Low 1-10% Minor impact on secondary functions
NIL NIL <1% No change in functionality
7.2.2. Probability and Impact Matrix
Grade: Combined effect of Likelihood/Seriousness
SERIOUSNESS
LIKELIHOOD
EXTREME
– =<1.0
HIGH
<0.9
MEDIUM
<0.7
LOW
<0.5
VERY
LOW <0.3
NIL –
<0.1
EXTREME =<1.0 1.0 0.90 0.70 0.50 0.30 0.1
HIGH <0.9 0.90 0.81 0.63 0.45 0.27 0.09
MEDIUM <0.7 0.70 0.63 0.49 0.35 0.21 0.07
LOW <0.5 0.50 0.45 0.35 0.25 0.15 0.05
VER LOW <0.3 0.30 0.27 0.21 0.15 0.09 0.03
NIL <0.1 0.1 0.09 0.07 0.05 0.03 0.01
7.2.3. Recommended actions
Recommended actions for grades of risk
Grade Risk mitigation actions
E Proactive mitigation actions required to reduce the likelihood and seriousness. Identify
and implement as soon as the project commences as a priority.
H Proactive &/or reactive mitigation actions required to reduce the likelihood and
seriousness. Identify appropriate actions and implemented during project execution.
M Proactive &/or reactive mitigation actions required to reduce the likelihood and
seriousness. Identify and cost contingency plans for possible action; if funds permit.
Monitor regularly.L Monitor regularly to determine if/when action is needed. Develop a contingency
(reactive) mitigation plan.
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Risk Management Plan
VL To be noted - no action is needed unless grading increases over time. Monitor regularly.
N To be noted - no action is needed unless grading increases over time.
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Risk Management Plan
7.3. A Basic Risk Register
Condition Cause Consequence
Likelihood
Seriousness
Grade Mitigation
1. Executive risks Caused by the project
manager
The consequences may
result in project failure.
Low Medium low This particular risk can be mitigated by following all the
activities by a project executive.
2. Cost management Risks This can be caused by
team members and the
project manager
This might result in
increasing the cost of the
project.
High High High All the tasks are to be divided in to smaller tasks so that no
extra cost on the project.
3. Change management
Risks
This can be caused by
the project manager
This might result in conflict
among the stakeholders.
Medium High Hide This can be mitigated by applying proper change
management.
4. Stakeholders Risks This can be cause by the
stakeholders.
Might result in stakeholder
turnover in project
disruptions.
Medium Medium Medium This can be mitigated by including proper communication
between the stakeholders of the project.
5. Communication Risks This can be caused by
project manager and the
stakeholders
Might result in
misunderstanding the
requirement of project.
Medium High High This can be mitigated by establishing proper face-to-face
communication between all stakeholders and project
manager associated with the project.
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Quality Plan
8. Quality Plan
8.1. Quality Management Plan
8.1.1. Protocols, policy, Guidelines and Standards;
The standards as well as policies included in quality plan are:
 General provision which include purpose of monitoring, the authority of the project
and the operational standards of the project.
 There are implementation fundamentals that includes stakeholder’s involvement and
professional development in the project.
 The third is the provider selection that include data review, and leadership contract.
 The fourth is the risk assessment the purpose of risks, and the factors of risks that are
included in the project.
8.1.2. Monitoring Procedures;
The four monitoring processes that are included in this particular project are:
 Designing a plan for monitoring.
 Designing effective management of reporting.
 Recommendation of the project management.
 Ensuring guidelines as well as recommendations
8.1.3. Change/Issues/Problem Management;
The change management is considered as some systematic approach that helps to deal the
transition or the transformation of the goal of the project, the processes that are included in
the project and the technologies in the project. The main purpose of the change management
is implementing the strategies that helps to change the requirement of the project effectively,
control the change of the project as well as help all people to adapt the changes in a project.
All the strategies that are included in a structured procedure needs a request change and
include mechanisms that helps to respond the request in the change management.
The change management is basically a process that must be considered about adjusting as
well as replacing the impact of the processes, employees as well as the system of the project.
8.1.4. Review and Acceptance Procedures; and
The acceptance management process is considered as a method that helps to produce the
deliverables within a project. The acceptance criteria and the review of a project are accepted
as well as reviewed by the customer of a project. The project mainly entails completing some
variety of the review technology for confirming all the deliverables that meets the acceptance
criteria of the project.
In the acceptance criteria, the deliverables that are to be included in a project are completed,
documented, reviewed, as well as approved. The acceptance process is mainly is undertaken
mainly in the execution phase in a project. There are many approaches that are to be
undertaken by the user or the customer so that the project gets accepted.
8.1.5. Documentation and Record Keeping.
Documentation associated in a project helps to fulfil the daily routine activities in a project.
The Project documentation helps to remember the goals of project as well as highlight all the
important events that are included in a project.
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Project Closure & Outcome Realisation
9. Project Closure & Outcome Realisation
This is the last phase of a project where deals with life cycle of the project. This is the phase
where the project is closed formally as well as reporting of project is done. The Project closure
include handing the project deliverables to the customer, passing all the documents related to
the project, cancelling all the contracts of the suppliers, release of the staffs and the
equipment, and then informing all stakeholders for closing the project. After the project
closure, the project implementation review is mainly done to complete each of the activity.
The first step in project implementation mainly includes project reporting that list all the
important activities that are needed in a project. After approving the project closure report,
the project is sponsored as well as closure the activities that are stated in the report.
After the project being closed, the project benefits occurs that helps to increase the
experience the project. In a post experience review, the success level of the business is mainly
identified and all the lessons that are learned from the project are documented in the project.
All the deliverables are delivered in the project closure phase so that the customer gets
delivery of a project successfully.
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Quality Plan
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