Project Management Plan Approval and Key Terms

VIC ROADS INFRASTRUCTURE DEVELOPMENT
PROJECT MANAGEMENT PLAN
Version <1.0>
<08/10/2017>
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VIC Roads Infrastructure Development
VERSION HISTORY
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1.0 <Author name> <mm/dd/yy> <name> <mm/dd/yy> <reason>
UP Template Version: 11/30/06
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VIC Roads Infrastructure Development
TABLE OF CONTENTS
1 INTRODUCTION.....................................................................................................................4
1.1 Purpose of Project Management Plan........................................................................4
1.1.1 Definition of Project management........................................................................4
1.1.2 Definition of Project plan.....................................................................................6
1.1.3 Steps for developing the project plan...................................................................7
1.1.4 Defining purpose of the PMP...............................................................................8
2 EXECUTIVE SUMMARY OF PROJECT CHARTER.....................................................10
2.1 Purpose of project charter........................................................................................10
2.2 Assumptions/Constraints..........................................................................................14
2.2.1 Assumptions.......................................................................................................14
2.2.2 Constraints..........................................................................................................14
3 SCOPE MANAGEMENT......................................................................................................15
3.1 Work Breakdown Structure......................................................................................19
3.2 Deployment Plan......................................................................................................23
3.3 Change Control Management..................................................................................27
4 SCHEDULE/TIME MANAGEMENT..................................................................................31
4.1 Milestones................................................................................................................32
4.2 Project Schedule.......................................................................................................33
4.2.1 Dependencies......................................................................................................45
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5 COST/BUDGET MANAGEMENT......................................................................................56
6 QUALITY MANAGEMENT.................................................................................................68
7 HUMAN RESOURCE MANAGEMENT.............................................................................77
8 COMMUNICATIONS MANAGEMENT............................................................................79
8.1 Communication Matrix............................................................................................79
9 RISK MANAGEMENT..........................................................................................................82
9.1 Risk Log...................................................................................................................84
10 ISSUE MANAGEMENT........................................................................................................85
10.1 Issue Log..................................................................................................................85
11 PROCUREMENT MANAGEMENT....................................................................................85
12 COMPLIANCE RELATED PLANNING............................................................................87
13 REFERENCES........................................................................................................................89
APPENDIX A: PROJECT MANAGEMENT PLAN APPROVAL........................................98
APPENDIX B: REFERENCES..................................................................................................99
APPENDIX C: KEY TERMS...................................................................................................100
APPENDIX D: SUMMARY OF SPENDING........................................................................101
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VIC Roads Infrastructure Development
1 INTRODUCTION
1.1 PURPOSE OF PROJECT MANAGEMENT PLAN
1.1.1 Definition of Project management
The target group of the VIC Roads Infrastructure Development PMP is all project partners
including the task support, senior initiative and the project group. Project administration
manages the arranging, sorting out and actualizing of a project. A task is an endeavor with
particular begin and end parameters intended to deliver a characterized result, for example,
another PC framework. A project is not the same as progressing forms, for example, an
administration program or a benefit administration program (Schwalbe 2015). The project
administration design is relied upon to viably and effectively manage all parts of a task
from beginning to end, with the perfect objective of conveying the result on time and on
spending plan. A task design regularly starts with a project contract, and it is required to
distinguish potential difficulties ahead of time and handle any barriers as they emerge so as
to keep the project on plan. Project Management is the craft of dealing with every one of
the parts of a project from origin to conclusion utilizing a logical and organized approach.
The term project might be utilized to characterize any attempt that is transitory in nature
and with a start or an end. The project must make something extraordinary whether it is an
item, administration or result and should be dynamically expounded (Kerzner 2013). As
the definition suggests, only one out of every odd errand can be viewed as a project. It is
advantageous to remember this definition while arranging projects and concentrate their
part in the accomplishment of the association.
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VIC Roads Infrastructure Development
Project Management Institute, Inc. (PMI) characterizes project administration as "the use
of learning, aptitudes, instruments and methods to an expansive scope of exercises keeping
in mind the end goal to meet the prerequisites of a specific task." The way toward
coordinating and controlling an undertaking through and through might be additionally
separated into 5 fundamental stages:
1. Project origination and start: A thought for an undertaking will be painstakingly
analyzed to decide if it benefits the association. Amid this stage, a basic leadership group
will recognize if the task can reasonably be finished.
2. Project definition and arranging: An undertaking design, project sanction and
additionally project extension might be explicitly stated, delineating the work to be
performed (Larson and Gray 2013). Amid this stage, a group ought to organize the project,
ascertain a financial plan and plan, and figure out what assets are required.
3. Project dispatch or execution: Resources' undertakings are conveyed and groups are
educated of obligations. This is a decent time to raise imperative project related data.
4. Task execution and control: Project managers will contrast extend status and advance
with the real arrangement, as assets play out the planned work. Amid this stage, project
directors may need to modify plans or do what is important to keep the undertaking on
track.
5. Undertaking close: After project assignments are finished and the customer has endorsed
the result, an assessment is important to feature extend achievement as well as gain from
project history.
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Undertakings and task administration forms fluctuate from industry to industry; be that as
it may, these are more conventional components of a project. The general objective is
normally to offer an item, change a procedure or to take care of an issue so as to profit the
association.
1.1.2 Definition of Project plan
A project design is a formal record intended to manage the control and execution of a
project. A project design is the way to an effective project and is the most vital report that
should be made when beginning any business project. In IT, the term project design alludes
to a Gantt outline or whatever other record that showcases project exercises along a
timetable (Larson and Gray 2013). In any case, considering these reports alone as a project
design is erroneous. These specific reports can be all the more accurately named as project
plans, and might be viewed as just a piece of the real task design. Task start requires nitty
gritty and crucial documentation to track extend prerequisites, functionalities, planning and
spending plan. Poor documentation can prompt heartbreaking outcomes for all project
partners. Formal project designs build up point by point project prerequisites, including
human and money related assets, interchanges, anticipated courses of events and risk
administration. A project design is a formal assertion between the project procurer and
engineer. It records and guarantees shared task partner endorsement while helping
administration and specialized groups with project tracking.
The project director makes the task administration design following contributions from the
undertaking group and the key partners. A project administration design is a formal,
affirmed archive that characterizes how the task is executed, observed, and controlled. It
might be a synopsis or a definite archive and may incorporate baselines, auxiliary
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administration designs, and other arranging records. This record is utilized to characterize
the approach project group takes to convey the proposed project administration extent of
the task.
As the work continues, the execution of the task is measured against the execution
estimation pattern incorporated into the undertaking administration design. The degree
benchmark, plan standard, and the cost pattern are all in all alluded to as the execution
estimation gauge. In the event that there is a deviation from the standard while the work is
being done, the undertaking manager manages them by making acclimations to adjust the
deviation (Leach 2014). Besides that these modifications neglect to revise the deviations, at
that point formal change solicitations to the baselines wind up noticeably important.
Task managers invest a generous measure of energy guaranteeing baselines are
accomplished, guaranteeing the project support and the association get the full advantages
of their undertakings. Other than legitimate arranging, a task administrator's capacities
likewise lie in productively controlling the project and guaranteeing project expectations
are on time and that the undertaking is finished per the project administration design.
1.1.3 Steps for developing the project plan
As indicated by McNeil, Frey and Embrechts 2015, the accompanying exercises are related
with the advancement of the project administration arranging report:
Stage 1 - Providing a clarification of the task want to the partners: The initial step related
with the improvement of the project design report is to incorporate the subtle elements of
the project, as the need of the task, the foundation points of interest of the project, the
project limitations and the baselines related with the same.
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