RISK LEVEL FOR GRADED APPROACHSIMPLE PROJECTS COMPLEX PROJECTSPROCESSGROUPSPROJECTMANAGEMENTKNOWLEDGEAREASSUB–PROCESSESDEF...
Upcoming SlideShare
Loading in...5
×

Graded application of project management req

213

Published on

A graded project management approach

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
213
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
6
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Graded application of project management req

  1. 1. RISK LEVEL FOR GRADED APPROACHSIMPLE PROJECTS COMPLEX PROJECTSPROCESSGROUPSPROJECTMANAGEMENTKNOWLEDGEAREASSUB–PROCESSESDEFINITION OFSUB–PROCESSESLevel 4 – MinimalImplementationLevel 3 – MinorImplementationLevel 2 – Major ImplementationLevel 1 – Full Implementationw/Earned Value ManagementSystem ANSI–748PROJECTINITIATIONScopeManagementInitiationGenerate the Project InitiationDocumentation and Initiate theProject PlanningSection 3IntegrationManagementProject Plan DevelopmentProject Plan Development –taking the results from theplanning process to develop adocument to guide projectexecution. Section4.1Planning Document will include:Project Objective, Scope,Schedule, Cost documented inmemo form.Document Technical, Cost,Schedule, Risk, Procurementplans in Project Plan.Document Project Plan per outline inexhibit include WBS Dictionary,Performance Baseline, andContingency Analysis documented ina detailed report.Document Project Plan per outline inexhibit include: WBS Dictionary,Performance Baseline andContingency Analysis, and otherproject–specific planning perstakeholder requirementsdocumented in a detailed report.ScopeManagementScope Planning ScopeDefinitionDeveloping a written scopestatement/baseline based oncustomer requirements,subdivide project deliverablesinto smaller components withWork Breakdown Structure(WBS)Section 4.2Scope – straight forward,well–defined, at a minimum, aparagraph definingpurpose/objective and workscope of project.Requires a Technical Scopestatement consisting of detailedwork statement andassumptions, WBS at one levelbelow project level.Prepare a detailed Technical Baselineconsisting of work scoperequirements, project assumptions.WBS developed 2 to 3 levels belowProject Level with WBS Dictionary.Critical decisions identified TechnicalBaseline for Earned Valuemeasurement.Prepare a detailed Technical Baselineconsisting of work scoperequirements, project assumptions,and alternative/options. WBSdeveloped to at least 4 levels belowProject Level with WBS Dictionary.Critical decisions identified TechnicalBaseline for Earned Valuemeasurement.Time ManagementSCHEDULE PLANNINGActivity Definition ActivitySequencing ActivityDuration EstimatingSchedule DevelopmentIdentify specific activities thatmust be performed to producedeliverables, durations,analyze sequencing, andcalculate dates to determineproject schedule.Section 4.3Schedule is prepared withminimal number of activities tocomplete project scope,determine start/stop dates.Schedule is developed to Identifyphases of work and theirduration, identify one–twodeliverables and Projectmilestones.Network Schedule identifying detailactivities and durations, severaldeliverables, calculate dates, analyzecritical path. Identify Earned Valuemethodology. Critical DecisionMilestones and Project milestonesidentified.Develop Network schedules w/criticalpath Analysis, multiple deliverables,Critical Decision Milestonesidentified, and hierarchical roll–up ofschedule. Identify Earned ValueMethodology. Estimate schedulecontingency, document ScheduleBaseline for measurement perANSI–748.Cost ManagementCOST PLANNINGResource PlanningCost Estimating CostBudgetingDetermine resources,quantity, and Cost to performactivities. Develop budgetrequest, Cost Baseline.Section 4.4Estimate of Labor hours,Material, Equipment, andContracts dollars. Developbudget request from Costestimate.Definitive Estimate ofEngineering Labor/ConstructionLabor/Purchased Material/Contracts at WBS level. AllocateCost estimate to activities,develop budget request.Detail estimate for life cycle of projectby Resource type and detail backup,Contingency estimating based on risk.Allocate Cost estimate to activities,develop budget request and CostBaseline for performancemeasurement.Life Cycle Cost Estimate – Mostdetailed with estimates fromperforming organizations and detailbackup, Apply Value Engineering,Contingency estimating based onrisk. Cost Baseline for performancemeasurement per ANSI–748.RiskManagementPlanning, RiskIdentificationQuantitative/QualitativeRisk Analysis RiskResponse PlanningDetermine process fordefining and managing risk(scope, schedule, cost,environmental, safety, health,etc.). Characterize/evaluate allrisks to assess outcomes.Define strategies to respondto risks.Section 4.5Identify project risks and stepsto manage the risks. Use theRisk Management Plan Form forSimple Projects.Identify and quantify risks.Develop Risk Responsestrategies in a section of theProject Plan. Use the RiskManagement Plan Form forSimple Projects.Identify, assess impact, and quantifyrisks. Assign responsibility in a riskrating matrix. Document basis forcost/schedule contingency. DevelopRisk Response as part of the RiskManagement Plan. See the SampleRisk Management Plan for ComplexProjects exhibit.Identify/quantify risks, assess impacton project, define Risk Responsestrategy, assign responsibilities.Document basis for Cost/ScheduleContingency. Develop a RiskManagement Plan and include a riskrating, risk response strategies,tracking system, and closureprocess. See the Sample RiskManagement Plan for ComplexProjects exhibit.QualityManagementQuality PlanningIdentify relevant ProjectQuality Standards.Section 4.6Human ResourceManagementOrganizational PlanningStaff AcquisitionDevelop R2A2. Obtain projectstaff.Section 4.7Small number of participants,usually no outside organizations.Assign responsible individuals.Small number of participants,some outside organizations.Develop ResponsibilityAssignment Matrix (RAM).Large number of participants,dependance on outside organizations.Develop R2A2s and MOUs as needed.Develop RAM.Large matrix organization, significantdependance on outsideorganizations. Develop R2A2s, MOUs,and RAM.CommunicationsManagementCommunicationsPlanningDetermine communicationsplan and reporting criteria.Section 4.8Reporting based on stakeholderneeds.Monthly reporting based oninternal project needs andcustomer requirements;document change controlprocess.Develop Communications planidentifying stakeholders informationand reporting needs, report criteria,frequency, and change controlthresholds. Establish change controlprocedures.Develop Communications planidentifying stakeholders informationand reporting needs, report criteria,frequency, and change controlthresholds. Establish Change ControlBoard and procedures per ANSI–748and DOE O 413.3.ProcurementManagementProcurement PlanningSolicitation PlanningDetermine what toprocure/contract and when.Section 4.9Identify outside procurementswork with Procurement &Property Management Division.Identify outside procurementswork with Procurement &Property Management Divisiondevelop procurement strategy.Develop procurement/contractingstrategy, identify items, define timing,develop Contract & ProcurementManagement Plan.Develop procurement/contractingstrategy, identify items, define timing,develop Contract & ProcurementManagement Plan.IntegrationManagementProject Plan ExecutionCarry out the Project Plan byperforming the activities.Section 5.1CommunicationsManagementInformation DistributionTimely informationdistribution to stakeholders.Section 5.2Distribute reports. Holdproject reviews based onstakeholder needs.Distribute reports. Holdproject reviews based onProject Plan.Distribute reports. Hold projectreviews based on Project Plan andstakeholder requirements.Distribute reports. Hold projectreviews based on Project Planand requirements per DOE O413.3.ProcurementManagementSolicitationSource SelectionContract AdministrationSolicitation/SourceSelection/ContractAdministrationSection 5.3Execute procurementstrategy.Document procurementstrategy, identify contracttypes.Human ResourceManagementTeam DevelopmentDevelop skills to enhanceproject performance.Section 5.4QualityManagementQuality AssuranceEvaluate overall projectperformance.Section 5.5IntegrationManagementIntegrated ChangeControl (Scope,Schedule, Cost)Identify, control, manage anddocument project changes.Section 6.1Document changes to projectscope.Document all changes toProject Plan using ChangeControl Procedure.Document changes to Baselineper Project Plan and changecontrol procedures for scope,schedule, cost, quality, and risk.Implement Change Control Log.Document changes to Baselineper Project Plan and changecontrol procedures for scope,schedule, cost, quality, and risk.Implement Change Control Boardand Log. Follow DOE thresholdsper DOE O 413.3.CommunicationsManagementPerformance ReportingProgressMeasurement/ReportingForecasting/PerformanceReviewsSection 6.2Reporting based onstakeholder needs.Quarterly Project StatusReports, Cost/Schedule data,Quarterly PerformanceReviewsMonthly Schedule/MilestoneStatus of Baseline Schedule,Earned Value calculation MonthlyProgress Report, Financial Status,Monthly PerformanceReviews/Independent ReviewsMonthly Progress Reporting–Earned Value calculation as perANSI/EIA–748 Earned ValueManagement Systems includingVariance Analysis and CorrectiveAction plans, Calculate EACs,Financial Status, MonthlyPerformanceReviews/Independent ReviewsRisk Management Risk Monitoring & ControlMonitor and evaluate projectrisks. Implement RiskManagement Plans.Section 6.3QualityManagementQuality ControlMonitor QA results to Qualitystandards.Section 6.4CommunicationsManagementAdministrative ClosureFormalizing Project/ContractCompletion.Section 7.1Document ProjectCompletion/Lessons Learned perstakeholder requirements, includeES&H Review.Comprehensive documentationof Project Completion/LessonsLearned per stakeholderrequirements include ES&HReview.ProcurementManagementContract CloseoutFormalizing ContractCompletion.Section 7.2Document Contract Completion per stakeholder requirements.Document Project Completion per stakeholderrequirements, include ES&H ReviewDocument procurement strategy, identify contract types. Assignproject procurement specialist.PROCESS GROUPSSee the section Determination of Applicable Quality–related Activities in the Graded Approach for Quality Requirements Subject AreaNote: Failure to properly categorize Risk Level may result in incorrect or inappropriate identification of Project Quality Standards as well aspotential noncompliance, enforceable under the Price Anderson Amendments Act.PROJECTPLANNINGPROJECTCLOSEOUTMeetings as required.Execute work per the Project Plan.Conduct regular project meetings and team building sessions asrequired.Graded Application of Project Management ProcessesPROJECTPLANNINGPROJECTEXECUTIONPROJECTCONTROLGenerate Project Initiation documentation to include stakeholder requirements, technical approach,summary cost/schedule, and risk assessmentImplement Risk Management Plan. Monitor and evaluateeffectiveness of risk management strategies.See the section Determination of Applicable Quality–related Activities in the GradedApproach for Quality Requirements Subject Area.Monitor and Evaluate Risks. Implement risk managementstrategies.See the Quality Activity Guide exhibit in the Graded Approach for Quality Requirements Subject Area.*Section numbers refer to the text in Subject Area1j03e011.xls 1 (01/2002)

×