项目管理-项目计划模板

1、project management planproject management planintroduction3purpose of document3subsidiary documents of the project management plan4how to use this template4related documents4problem report and enhancement request control board4document locations5service description5service objectives6acceptance crit

2、eria6dependencies7service estimates7overall financial planning7project size estimation7software license management7risk management8risk management methodology8risk management strategy plan8indicators9on budget (pe li)9on time (pe i h)9on scope9combined project satisfaction9indicators quality assuran

3、ce review9%of master application software standardized :9%decomx3:9service life cycle/schedule9delivery model impact9project life cycle (plc)9deliverables tailoring10schedule10change management policy10definition of a change10use of a change budget/contingency11project change management process and

4、roles11organization11steering committee11global business organization for the project11specific business organization for the running phase11global dgsi organization for the project12specific dgsi organization for the running phase12tailoring responsible, accountable, informed and consulted (raci)12

5、stakeholder commitment12staff skill requirements13team training plan13monitoring and control13status and activity monitoring13deliverables14acceptance process14issue management/escalation14communication plan15project language15communication tool15progress reporting structure15historyversiondateautho

6、rpagecomments11.223 jan 2012mc aubrun9add reference about impact linked from delivery model chosenallsuppress gic references9add reference to some global indicators linked to projects but with target defined outside the project (% decomissionning for example)introductionpurpose of documentthe purpos

7、e of this document is to define the project or release, to form the basis for its management and the assessment of overall success the project management plan (pmp) is not a single document or template this template is the 'logical umbrella" deliverable that refers to other docume nts and i

8、n eludes anything else not in other documents.there are two primary uses of the document: to ensure that the project has a sound basis before asking the steering committee to validate any major commitment to the project to act as a base docume nt against which the steering committee, busin ess proje

9、ct leader and is project manager can assess progress, change management issues, and ongoing viability questionsthis document should be completed as a team effort by the pm, busin ess project leader, and rwps. the level of detail should allow anyone reading this document to have a good understanding

10、of how the project will be executed all decisions and discussions are recorded in (or referenced from) this documentsubsidiary documents of the project management planthe info rmation n ecessary to man age the project/release is covered in several project man agement documents. here is the overview

11、of which elements are covered in which document is shown is this table:subject/subsidiary documentpmpfiche projet + cdcclarity toolrfcqa plancm plantest plantraining & transition planscommunication planbusiness needsxservice descriptionxservice objectivesxacceptanee criteriaxxorganization/ racix

12、xxcost managementxindicatorsxxtime managementxxchange management policyxchange management planxxmonitoring and control policyxrisk managementxxcommunication managementxquality managementxxcon figuration manageme ntxphas引milestone commitmentxhow to use this templateeach project or release needs to ha

13、ve its own project management plan (pmp) updated and approved by the x1/m1 milestone.there should only be one project management plan for each project that aggregates and refers to the information from all contributorsfor releases and contributors, this can be a copy of the standard pmp used by thei

14、r entity.for projects, this must be a pmp customized for the project. to customize the pmp, find any text in blue italics and 1) replace the blue italics text with information from your project and make the text ublack normal" and 2) delete the blue notes under the section headers. the final pm

15、p should have no blue italics text let in the document. if a section or items does not apply 一 put unot applicable" in the section or table cell.related documentsdocumentreferencedescriptionfiche projectgive referencebusin ess objectives 一 deliverable at xo milest oneproject contractgive refere

16、nceauthorization to spend money to the next phase - deliverable at milestonespecb policygive referenceproblem report and enhancement request control boardproject deliverables listgive referencesdeliverables tailoring decision taken for the projectrequest for contribution (rfc)give referencescontribu

17、tor requested deliverables and acceptanee criteria for a phasecontributor project mgt plan (pmp)give referencethe contributor portion of the project mgt plan (for each con tributor)quality assurance plan (qap)give referenceproduct verification and validation processes and deliverablesconfiguration m

18、gt plan (cm)give referenceproduct and document project configuration management processes and deliverablesclarity projectlist clarity main project and contributor project namesproject portfolio information, budget estimates, project schedule, risk management and issues managementcahier des charges (

19、cdc)give referencebusin ess requirements/needs 一 deliverable at xo milest onebusiness requirements specification (brs)give referenceresult of the alignment of the business requirements/needs (that go with the cdc) with the ea domains business architecture results (ie. business services)- deliverable

20、 at the xo milestonesolution architecture (sar)give referencetarget and implemented functional and technical architecture mapping with the ea is study resultssolution requirements specifications (srs)give referencesspecification of the solution (application per application). description of the requi

21、red services and result of the gap analysis with the existing application service catalogsservice level requirement (slr)give referencegather business requirements for "marche courantemin order to prepare service level agreement (sla)training plangive referenceto provide guidanee in performing

22、training activities for users of the final soluti on, key users for the accepts nee test or technical staff that can use the solution.transition plangive referenceto provide guidanee in performing transition activities in order to ensure the roll out of the solution.document locationslist the tool(s

23、) used to store document and the location to find the documentation.toollocationcon figuration manageme nt server address(e.g. configuration management project name(e.g. cbb specs v3.0.x)clarity tool urljira tool urlservice descriptiondelete the description below that does not apply and replace the

24、items in blue with information about your service this pmp describes a service that will be managed as the project name project/program the objective of the project is to create /enhance /deploy /integrate the following application(s): application name, application name, etc： this project will use m

25、ichelin project approach and be broken into the following phases: feasibility study, solution development and implementation. orthis pmp describes a service that will be managed as a portfolio/release methodology for specific master/ legacy application(s). the objective of the service is to enhance

26、the following application(s): application name, application name, etc. this service will use the michelin si global release methodology and be broken into the following phases: arbitration (pre-mo), feasibility (m0-m1), solution development (m1-m2) and implementation (m2ga (general availability). th

27、e result of this service will be an application release that passes central acceptance and is available for a business project to implementorthis pmp describes a service that will be man aged as a con tributor activity for all sub projects that use the service center name the objective of the servic

28、e is to provide components to projects and releases that will be in teg rated into soluti ons by the main project or master/legacy application release. the individual projects and releases are man aged according to their pmps this pmp docume nts the process interfaces with the project/release and an

29、y additional internal information needed by the service center. the objective of this service is to perform technical design, construction, testing and integration of components into the applications. for some big contributions, contributors may want to create an addendum to this standard contributo

30、r pmp docume nt.service objectivesthe michelin business objectives/guidelines are described in the fiche project.in addition, dgsi has the following objectives for this contract: define objectives or guidelines not listed (such as removing software replaced by the new solution, technical obsolescenc

31、e, etc) list also here the objectives that you have for standardization, reuse, decommissioning, .acceptance criteriaglobal service acceptance criteria: list only here the service acceptance criteria for the overall project (x3)f release for instance, these should be the acceptance criteria for dete

32、rmining if the x3 milestone is done and the project can be finished. e.g. of acceptance criteria : remove the local application xxxx acceptance criteria <n>phase acceptance criteria:feasibility phase list only here the detailed service acceptance criteria for this phase acceptance criteria <

33、;n>solution development phase list only here the detailed service acceptance criteria for this phase acceptance criteria <n>implementation phase list only here the detailed service acceptance criteria for this phase acceptance criteria <n>rollout phase list only here the detailed serv

34、ice acceptance criteria for this phase acceptance criteria <n>work package deliverable acceptance criteria: see request for contribution (rfc)refer to gui_si_00363 for assisting in creating acceptance criteriadependenciesthis completion of the project or comp orient may be dependent on other c

35、omponents "providers”： either projects or master applications releases the following are needed in addition to the service described in this docume nt. list any other projects or master applications releases that are needed in order to complete this service if there are none, then explicitly st

36、ate "none". list any other contributors department you need to integrate and test components.for business project (if it is necessary), the schedule in clarity project management tool should be aligned with the commitments on delivery provided by the master application solution center to t

37、he master application steering committee (chairman bpo).these dependencies could be implemented at the milestone level but also task to task.that requires that the is project manager has a full visibility on the clarity schedule of the master app he will depend on.service estimatesrefer to guideline

38、 gui_si_00155 project estimation methodology. clarity tool is carrying out the overall project/release estimate at the umain project" level.overall financial planningplease have a look to the financial planning budget/reforecast associated to your main project in clarity. you will find in clari

39、ty, from the full initial budget for the service (agreed by cdgsi during phase 2 plan elaboration phase), to the last reforecast of your overall project/release (including actuals and estimation to complete if applicable from all your sub projects).these reforecasts will be based on the detailed wbs

40、 for the comi ng phase milestonedateclarity financial referenceprexodategive clarity budget referencexo/modategive clarity reforecast referencex1/m1dategive clarity reforecast referencex2/m2dategive clarity reforecast referencegldategive clarity reforecast referenceproject size estimationreference o

41、f the sizing estimating results of your project at different steps.date of estimatemethod usedestimate resultsdatexo/mo fast estimation toolgive referencedatex1/m1 full estimation toolgive referencedatex2/m2 bottom up estimation methodgive referencesoftware license managementplease ensure that softw

42、are licences (for retained software) necessary for the solution are evaluated, approved and procured, including open source products, and the costs are budgeted for and included in the business case of the project. contact your swlm con tract manager as early as possible to confirm your product requ

43、irements when defining the sar and macro tsd. initiate your request for software licenses using the jira swlm (see &uisi01593, guisi01598 and trn5i01594 in p352p3 process in sqa for si). when completing the detailed tsdz or when defining the to, confirm your jira swlm request receive confirmatio

44、n via jira swlm from the swlm contract manager, with commitment to delivercheck at installation that the product licenses are providedindicate the estimate results and your jira swlm request ticket reference.dateactionsestimate resultsdatepre-x1 request software licences (provisional)give referenced

45、atepost-x1 request software licences (firm)give referencedateconfirmed software product requirementsgive referencedateprovided software licencesgive referencerisk managementrisk management methodologyrisk will be managed in accordance to the si process p2m1p4 manage risks. see gui_si_00173 一 guideli

46、ne: risk management for more information on the methodology and toolsrisk management strategy planrisk sourceroles responsibletoolsfrequencyidentify risks of the solution to michelin business project owner business project leader si security analystincas methodologydeliverables at each milestone sta

47、rting at x0identify strategic risks to the project objectives business project leader is project managerstrategic risk assessment (scalp)created by the xo milestone.identify tactical risks to the project timeline and budget is project manager business project leader project teamtactical risk assessm

48、ent worksheet (traw)created by the x1 milest one.updated by the x2 milest one.categorize, analyze identified risks is project manager business project leader project teamclarity risk management secti on.every time a new risk is identified and added to the clarity risk log.define contingency and miti

49、gation action plans. is project manager business project leaderclarity risk management section.mandatory for all “red” critically risks. optional for others.reassess risk contingency and mitigation plans. is project managerclarity risk management secti on.frequency - recommended weekly for large pro

50、jectsreassess risks is project manager business project leaderclarity risk management secti on.frequency - recommended monthly for large projectsindicatorson time (pe1h)in dicatortargetx/m3 actual date will not exceed x/m3 planned date (baselined at x/m1) more than10% from xo to x3on scopein dicator

51、targetm3 delivered functional scope/m1 commited functional scope80%ion budget (pe1i)in dicatortargettotal cost at x/m3 will not exceed the total project budget more than10%combined project satisfactionin dicatortargetmichelin new application user satisfaction with dgsi (usersat) +business project ow

52、ner satisfaction regarding dgsi (bposat)8 pointsfrequency measurement = monthlyindicators quality assurance reviewin dicatortargetnbr of qa reviews completed - feasibility study phasennnbr of qa reviews completed - solution development phasennnbr of qa reviews completed - implementation phasennsee q

53、a plan for detailssome others indicators are linked w汁h project management but target are defined and followed outside the project%of master application software standardized :in dicatortarget% of master application software standardizedto definefrequency measurement = monthly%decomx3:in dicatortarg

54、et% of applications decommissionedto definefrequency measureme nt = monthlyservice ufe cyclbscheduledelivery model impactrefer to the delivery model (editor, enhanced, integrated, central) chosen and explain how are the impacts on the projectsee trn_si-00473 definition of deliveries modelsproject li

55、fe cycle (plc)attach the approved project life cycle (plc) in appendix 1 for your particular project or application's release cyclethe purpose of a plc is to communicate to customers and suppliers the overall approach to the project using standard solution development life cycle (sdlc) engineering stages, major customer deliverables, any possible iteration planned, and where milestones fitsee gui_si_00378 creating a project life cyclebelow describe the parameters of your project or release.project characteristicclassificationcommentproject categorybusiness or master applicatio