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  1. 1. Department of Transportation Project Name Schedule Management Plan Project ID: Division, Program Name Prepared by: Date:
  2. 2. Template Revision History REVISION HISTORY REVISION # DATE OF RELEASE OWNER SUMMARY OF CHANGES 1.0 8/2009 ETID - Initial Release of Caltrans Schedule PMO Management Plan template Remove template revision history and insert Schedule Management Plan revision history. Template Revision Approvals NAME ROLE DATE Insert Project Approvals here. Template Instructions: This template is color coded to differentiate between boilerplate language, instructions, sample language, and hyperlinks. In consideration of those reviewing a black and white hard copy of this document, we have also differentiated these sections of the document using various fonts and styles. The details are described below. Please remove the template instructions when the document is finalized. Standard boilerplate language has been developed for this management plan. This language is identified in black Arial font and will not be modified without the prior approval of the Enterprise Technology Investment Division (ETID) Project Management Office (PMO). If the project has identified a business need to modify the standard boilerplate language, the request must be communicated to the PMO for review. Instructions for using this template are provided in blue Times New Roman font and describe general information for completing this management plan. All blue text should be removed from the final version of this plan. Sample language is identified in red italic Arial font. This language provides suggestions for completing specific sections. All red text should be replaced with project-specific information and the font color replaced with black text. Hyperlinks are annotated in purple underlined Arial text and can be accessed by following the on-screen instructions. To return to the original document after accessing a hyperlink, click on the back arrow in your browser’s toolbar. The “File Download” dialog box will open. Click on “Open” to return to this document. i i
  3. 3. Table of Contents 1. INTRODUCTION............................................................................................................................1 1.1 PURPOSE..................................................................................................................................1 1.2 SCHEDULE MANAGEMENT OBJECTIVES.............................................................................................1 1.3 REFERENCES..............................................................................................................................1 1.3.1 External References.........................................................................................................1 1.3.2 Project Centralized Repository Document........................................................................2 If applicable, indicate the name of the document management tool the project is using. If the project is not using a specific tool, list any relevant documents that can be used as references for this document and its corresponding location. A copy of all project management plans, control agency approval documents, and project status reports must be saved into the IT Project Management Office (PMO) centralized document repository. These files are located on the network in the directory N:PMO_New...........................................................................2 1.4 DOCUMENT MAINTENANCE.............................................................................................................2 2. BUILDING THE BASIS FOR PROJECT TIME MANAGEMENT ..................................................2 3. SCHEDULE CHANGE CONTROL PROCESS..............................................................................3 4. SCHEDULE MANAGEMENT ROLES AND RESPONSIBILITIES................................................6 4.1 SCHEDULE MANAGER – THE <PROJECT NAME> PROJECT MANAGER OR DESIGNEE IS RESPONSIBLE FOR MANAGING THE PROJECT’S SCHEDULE. RESPONSIBILITIES INCLUDE:...............................................................6 5. GENERAL INFORMATION...........................................................................................................8 5.1 ACRONYMS................................................................................................................................8 5.2 GLOSSARY...............................................................................................................................8 APPENDICES............................................................................................................................9 ii ii
  4. 4. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) 1. INTRODUCTION 1.1 Purpose The purpose of the Schedule Management Plan is to establish how the <Project Name> schedule will be managed and controlled. This also includes how changes to the project’s schedule will be defined, approved, managed and documented. The Schedule Management Plan is to be used as a guide for completing the project on a timely basis. 1.2 Schedule Management Objectives The <Project Name> key objectives in managing the project’s Master and any subordinate schedules are to: • Determine what tools will be used for schedule management. • Develop task and activity duration estimates from identified schedule activities required to produce project deliverables. • Specify how the baseline schedule will be established. • Decide how often the schedule be updated and by whom. • Describe how schedule changes will be proposed, approved and adopted. • Specify where the project schedule will be kept, what versions will be modified and which ones will be published. 1.3 References 1.3.1 External References PMBOK Guide, 3rd Edition, Chapter 6 – Project Time Management OCIO CA-PMM, Section 3.1.9 Schedule Management Plan Schedule Management Plan for Department of Energy BMIS-FM Project – Don A. Cox, PMP, www.doncox@us.ibm.com Caltrans IFMS E-FIS Project Schedule Management Plan – http://onramp.dot.ca.gov/hq/finance/efis/doc/schMgmtPlan.pdf 1
  5. 5. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) 1.3.2 Project Centralized Repository Document If applicable, indicate the name of the document management tool the project is using. If the project is not using a specific tool, list any relevant documents that can be used as references for this document and its corresponding location. A copy of all project management plans, control agency approval documents, and project status reports must be saved into the IT Project Management Office (PMO) centralized document repository. These files are located on the network in the directory N:PMO_New. 1.4 Document Maintenance This document will be reviewed quarterly and updated as needed, as the project proceeds through each phase of the system development life cycle. If the document is written in an older format, the document should be revised into the latest PMO template format at the next quarterly review. This document contains a revision history log. When changes occur, the document’s revision history log will reflect an updated version number as well as the date, the owner making the change, and change description will be recorded in the revision history log of the document. 2. BUILDING THE BASIS FOR PROJECT TIME MANAGEMENT This section describes the components necessary to develop a base lined project schedule. The published original base lined schedule and Work Breakdown Structure (WBS) serves as the approved starting point for the project. 2.1 Schedule Management Software– Caltrans uses Microsoft Office Project Standard 2007 scheduling software as the enterprise standard. Microsoft Office Project Standard 2007 provides the correct blend of usability, power, and flexibility to manage projects more efficiently and effectively and its use is required by the OCIO. The The <Project Name> schedule is located at N:PMO - New4 - ProjectsProject Name Folder. 2.2 Develop Task and Activity Duration Estimates – Before a base lined schedule can be developed, task and activities must be identified along with cost and duration estimates and human resources with specific skill sets need to be identified and assigned. Much of this information is gathered from the project WBS and entity process diagrams. The following key inputs are required for estimating the duration of individual scheduled activities and tasks, they are: 2
  6. 6. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) • Activity Definition – the process of identifying specific schedule activities to be performed in creating the project’s product. • Activity Sequencing – identifying and documenting activity dependencies. • Activity Resource Estimating – estimating the type and quantities of resources required to complete each scheduled activity. • Activity Duration Estimating – estimating the number of work periods that will be needed to complete individual scheduled activities. Deriving estimates for activities takes into account the number of tasks and activities, the number of people assigned who can do the tasks and a number of environmental factors which can impact estimates. The size and needs of the project will determine the level and extent of detailed effort required to produce task and activity duration estimates. Document how the activity duration estimates for <Project Name> were developed here. More detailed information on developing activity duration estimates can be found in section 3.1.9.2 of the OCIO California Project Management Methodology Reference Manual. http://www.cio.ca.gov/Government/IT_Policy/pdf/SIMM_17A_CA_PMM_Reference_Ma nual.pdf 2.3 Develop Baseline Schedule – Once developed, the baseline schedule becomes the standard for measuring project performance. It remains the current working schedule until significant changes to the project necessitate a re-baseline schedule. The <Project Name> baseline schedule was developed using such inputs as the project scope statement, activity lists, milestone lists, project schedule network diagrams, activity resource requirements, resource calendars, activity duration estimates, and other project source documents. Refer to Appendix A for <Project Name> High Level Baseline WBS. Create and display the <Project Name>baseline WBS in Appendix A. 3. SCHEDULE CHANGE CONTROL PROCESS The Caltrans <Project Name> Project Manager “owns” the project schedule and is responsible for managing all changes to it. There can be changes to the project’s scope or budget that can ultimately impact the baseline schedule. Often minor impacts as a result of re-arranging task assignments, re-assigning resources, changing task sequencing and or task completion deadlines can be accommodated in the schedule if they do not result in extending project milestones or extending the project’s Go Live date. For changes that have impacts to major milestones or to the project’s Go Live date, the formal change management processes must be used. 3
  7. 7. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) 3.1 Schedule Change Management – All schedule changes must go through the formal change management process as defined in the project’s Change Management Plan. With regard to significant impacts to the schedule, the <Project Name> project must: • Identify and evaluate the schedule change. The change will generally come from a schedule variance analysis report or some corrective action measure such as a major change in the project’s scope, budget or some other resource. • Complete and submit a Project Change Request (PCR), along with any supporting documentation, to the <Project Name> Project Change Manager (Project Technical Lead.) The PCR must specify what areas of the schedule are to be changed. • Evaluate the PCRs. The Lead Change Evaluator (Project Manager) will evaluate the PCRs. Unless otherwise noted, PCRs will be evaluated within 15 days of submission. • Approve/reject or park PCRs based on consideration from the <Project Name> Project Manager and steering committee. Depending on the size and complexity of the project, control agency approval may be required. A Special Project Report (SPR) will be required if the change impact is greater than 10% of the original baseline schedule. • Ensure that project documentation is updated for significant changes only. A running summary of changes will be posted to the Project Change Log. • Re-baseline the project’s schedule for significant approved changes. 3.2 Project Schedule Management Guidelines – The following guidelines and processes will be used to manage <Project Name> schedule: • The <Project Name>Project Manager or his or her designee will maintain overall responsibility for the Schedule Management Plan and project schedule. • The <Project Name>project schedule will be used to direct and document the work of the <Project Name>project. Any other documents containing schedule information such as milestone reports, status reports and detailed task lists must be consistent with the official baseline project schedule. • The <Project Name>project schedule will be the basis for all project status reporting. • List any other guidelines and processes regarding how the project will manage the schedule here. 3.3 Schedule Tracking – Schedule tracking is the process of measuring and analyzing the actual progress of the project against the planned baseline project schedule and milestones. The objective of schedule tracking is to monitor <Project Name> status, measure and assess actual progress against schedule estimates, and identify/correct trends that can lead to project schedule variances. For schedule tasks, Microsoft Project Management software is used to record and track: 4
  8. 8. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) • The Task Name • Task Dependencies and Sequencing • The Planned Baseline Schedule Start Date • The Actual Project Start Date • The Planned Baseline Finish Date • The Actual Project Finish Date • Resources (Task Owner) • The Task’s Percentage Complete The <Project Name> Project Manager or his or her designee will be responsible for tracking the project’s progress. The <Project Name> project schedule will be updated weekly. Technical or team leads will provide task status updates in weekly written status reports. Once all updates are made, the project schedule will be confirmed during weekly project team meetings. The <Project Name> Milestone Status Report is a useful tool for tracking project schedule progress. Refer to Appendix B for <Project Name> Milestone Status Report. 3.4 Schedule Publishing – After the project schedule has been updated, the <Project Name> Project Manager or his or her designee will be responsible for publishing the schedule. The “published” schedule is the official project schedule of record and is the basis of status and milestone reporting. The latest version of the published project schedule will be given to project team members and is the basis for next week’s status and schedule updates. It is also the schedule of record for reporting to IT PMO, Independent Project Oversight (IPOC), OCIO, and other project stakeholders requesting project schedule information. 3.5 Schedule Progress Reporting – Schedule progress reporting is part of the routine (weekly, biweekly, monthly) status meetings and written status reports. The <Project Name> Project Manager or his or her designee is responsible for reporting to Caltrans management team regarding the status of the overall project and specific major tasks. List the reports that will be produced and their frequency pertaining to the <Project Name> schedule below. Three reports for the <Project Name> project will be provided at the Weekly Status Meeting. One lists all tasks that have been completed in the past week. Another report lists all tasks that have been started this week and should be completed over the next two weeks. The third report is a Level Two Summary Task roll-up. A written status report will be prepared by the <Project Name> Project Manager which includes information about outstanding issues and risks related to the project schedule. 5
  9. 9. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) 4. SCHEDULE MANAGEMENT ROLES AND RESPONSIBILITIES This section describes the roles and responsibilities of the <Project Name> staff with regard to the Quality Management Plan. Note that these are roles, not positions or titles. One person may fulfill more than one role. There are various staff resources and stakeholders involved in managing project risks. In some cases, one individual may perform multiple roles in the process. Projects should add/change/delete the roles as appropriate for their project. 4.1 Schedule Manager – The <Project Name> Project Manager or designee is responsible for managing the project’s schedule. Responsibilities include: • Overall responsibility for managing the process. • Leading task identification, duration estimating and activity/task scheduling. • Leading weekly status meetings, project scheduling reviews meeting with project team members to obtain status and ensure tasks are assigned/coordinated. • Approving, denying Project Change Requests (PCRs) • Updating the project schedule • Publishing the project schedule • Reviewing the schedule to identify late tasks, potential risks and issues and takes corrective action • Reporting the schedule status to the Project Sponsor, the Executive Steering Committee, IPOC, IV&V, OCIO and IT PMO. 4.2 Technical Project Manager – The <Project Name> Project Manager or Project Technical Lead or designee is responsible for managing the technical aspects of the project’s schedule. These responsibilities include: • Leading sessions for task identification, estimating, and scheduling activities focusing on IT tasks. • Participating in weekly schedule reviews with team members to evaluate schedule tasks and activities; ensuring that tasks are assigned, properly sequenced and managed. • Updating assigned portions of the project schedule as required. • Analyzing project schedule variances to identify late tasks or missed milestone dates and potential schedule risks and provides corrective action. • Receiving and logging Project Change Requests (PCRS.) • Approving or rejecting Project Change Requests (PCRS.) • Evaluating Project Change Requests (PCRS) for impacts to the project schedule. • Tracking/monitoring the project’s schedule to measure and assess actual progress against schedule estimates, and identify/correct trends that can lead to project schedule variances. 6
  10. 10. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) 4.3 Project Team Members – Their responsibilities include: • Advising the Project Manager of schedule change impacts. • Participating in task identification, estimating, and scheduling activities. • Conducting completion of tasks assigned, reporting potential issues and problems to the Project Technical Lead or Project Manager. • Assisting in documenting schedule changes in PCRs. • Participating in weekly project status meetings, reviewing the project schedule, identifying risks and issues, late tasks, task dependencies and taking corrective actions as assigned. • Updating assigned tasks on the project schedule. 4.5 Project Sponsor – Responsibilities include: • Providing general direction on the project ensuring the project stays on track. • Monitoring the project schedule through reviewing project status reports. • Approving all baseline schedules. • Approving changes to the baseline project schedule. • Evaluating PCRs that impact the schedule and determining which schedule changes must be elevated to the Executive Steering Committee for resolution. 4.6 Project Executive Steering Committee – Responsibilities include: • Providing general direction on the project ensuring the project stays on track. • Monitoring the project schedule through reviewing project status reports. • Approving all baseline schedules. • Approving referred PCR changes to the baseline project schedule 4.7 Information Technology Project Management Office – Responsibilities include: • Monitoring the status of the <Project Name> project schedule through project status reports. • Coordinating <Project Name> communication with the OCIO. 4.8 Independent Project Oversight Contractor – Responsibilities include: • Providing independent oversight and project management expertise on tasks, activities and overall project direction. • Identifying potential risks and issues pertaining to task identification, estimation and task duration suggesting corrective measures. 7
  11. 11. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) 4.9 Independent Validation and Verification Contractor – Responsibilities include: • Providing independent oversight and technical expertise on tasks and overall project direction. • Validating estimates and status of technical tasks. • Identifying potential risks and issues pertaining to task identification, estimation and task duration suggesting corrective measures. 4.10 Office of the Chief Information Officer (OCIO) – Responsibilities include: • Establishing policy and methodologies for project schedule management through the Information Technology Oversight Framework and California Project Management Methodology. • Monitoring project progress through monthly status reports from the IT PMO. • Overseeing the execution of Statewide Project Management Best Practices. 4.11 Business, Transportation, and Housing Agency – Responsibilities include: • Monitoring project progress through monthly status reports from the IT PMO. 5. GENERAL INFORMATION 5.1 Acronyms List only the acronyms applicable to this document. Term Definition IPOC Independent Project Oversight Contractor OCIO Office of the State Chief Information Officer PIER Post Implementation and Evaluation Report PMBOK Project Management Body of Knowledge PMO Project Management Office PCR Project Change Request WBS Work Breakdown Structure 5.2 Glossary A standard glossary of terms, including the names of all methodologies and stages, is included in the standard Glossary. This section defines additional terms, including those specific to this business or project. 8
  12. 12. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) Term Definition APPENDICES LIST APPENDICES AS NEEDED 9
  13. 13. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) APPENDIX A: <PROJECT NAME> BASELINE WORK BREAKDOWN STRUCTURE WBS CALIFORNIA DEPARTMENT OF TRANSPORTATION E-FIS PROJECT WORK BREAKDOWN STRUCTURE IFMS E-FIS PROJECT Work Breakdown Structure IFMS E-FIS April 2009 1.0 2.0 4.0 Receive FSR Project 3.0 Ongoing Project Approval Management Procurement Management 3.1 2.1 4.1 & 4.2 4.7 Acquire Prime 4.12 PEA for Project Plan Risk and Issue Vendor and ERP Project Reports Reappropriation Updates Management Softward 2.2 4.3 4.8 4.13 Special Project IV&V Communications Project Team Report Management Management Meetings 4.9 4.4 Advisory & 4.14 IPOC Executive Library Audits Management Steering Meetings 4.5 4.15 4.10 PMC Development of Kick off Meetings Management Project Metrics 4.6 Acquire/Extend 4.11 4.16 PMC and Celebration Organize Project Oversight Meetings Consultants 1
  14. 14. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) IFMS E-FIS PROJECT Work Breakdown Structure IFMS E-FIS April 2009 6.0 7.0 5.0 System Ongoing 8.0 Pre-Development Development Maintenance/ Closeout (CGI) Operations 5.1 7.1 8.1 Requirements Change Retire Legacy Mapping Management Systems 7.2 8.2 5.2 Assess and Archive Project Data Conversion Resolve Open documents Issues 8.3 5.3 Complete Post Business Implementation Process Review Evaluation Report 5.4 Establish E-FIS Business Prototype Room 2
  15. 15. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) APPENDIX B: <PROJECT NAME> MILESTONE STATUS REPORT HEADING SUB HEADING DEFINITION Start Date FSR/SPR Date The milestone start date included in the E-FIS Feasibility Study Report/Special Project Report. Baseline Start Date The milestone start date included in the Baseline E-FIS project schedule. Actual Start Date The date the project team actually started working on the milestone. Finish Date FSR/SPR Completion Date The milestone finish date included in the E-FIS Feasibility Study Report/Special Project Report. Baseline Completion Date The milestone finish date included in the Baseline E-FIS project schedule. Actual Completion Date The date the project team actually finished working on the milestone. 1
  16. 16. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) Milestones that are projected to start or finish more than 20 working days beyond the Red (R) baseline dates. Milestones that are projected to start or finish between 10 and 20 working days beyond the Yellow (Y) baseline dates. Status Rating Definition Milestones that are projected to start or finish no more than 10 working days beyond the Green (G) baseline dates. Complete (C) Tasks that are complete. Critical milestones are BOLD PUBLISHED: April 8, 2009 START DATES FINISH DATES STATUS MILESTONE FSR SPR Baseline Actual FSR SPR Baselin Actual RYG Comments e C Phase 1: Procurement Select Business Requirements Vendor N/A N/A 1/11/06 1/11/06 N/A N/A 2/10/06 2/10/06 C Complete 3/14/0 Select Procurement Vendor 1/11/06 N/A 3/13/06 3/13/06 N/A 6/14/06 6/14/06 C Complete 6 Define Business Requirements N/A N/A 3/15/06 3/15/06 6/6/06 N/A 6/15/06 6/15/06 C Complete 2
  17. 17. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) Define Technical, Implementation, and 3/15/06 N/A 7/21/06 7/14/06 6/6/06 N/A 9/14/06 9/25/06 C Complete Support Requirements 12/18/0 7/26/0 12/21/0 Release Prime Vendor RFP 7/26/06 N/A 10/31/06 N/A 10/31/06 C Complete 6 6 6 Assess and Select Prime Vendor 11/4/0 (Final Proposals - Including DGS 7/26/06 N/A 3/7/07 10/9/07 N/A 5/11/07 6/2/08 C Complete 6 Approval) Phase 2: System Development FSR SPR Baseline Actual FSR SPR Baselin Actual e 1/15/0 System Design 2/21/07 4/23/08 6/2/08 6/2/08 4/1/09 6/12/09 G 8 Revised estimated finish date is 09/17/09. 58 working days past 8/26/0 the System Development 1/16/08 7/18/08 7/16/08 7/16/08 8/13/09 7/2/09 R 8 baseline date. Due to scope of system requirement document 2/10/0 10/30/0 Testing 11/19/08 4/2/09 3/24/09 12/4/09 G 9 9 8/26/0 11/30/0 Data Conversion 1/16/08 4/2/09 12/18/09 1/15/10 G 8 9 Phase 3: System Deployment and Training 3
  18. 18. Project Name: (Project Name) Schedule Management Plan Project Number: (FSR Number) <Date> Criticality Rating: (Low, Medium, High) Training 2/11/09 7/17/09 2/11/09 6/2/09 12/3/09 12/23/09 G 5/19/0 E-FIS Production Cutover 3/11/09 12/1/09 12/31/09 12/7/09 1/5/10 G 9 6/16/0 E-FIS Production Acceptance Period 5/20/09 12/8/09 1/6/10 4/6/10 5/4/10 G 9 Post Implementation Evaluation 5/11/10 5/11/10 5/1/11 5/1/11 NOTE: The "go live" date changed from February 12, 2010 to January 14, 2010 4

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