A graded project management approach

1. RISK LEVEL FOR GRADED APPROACH
SIMPLE PROJECTS COMPLEX PROJECTS
PROCESS
GROUPS
PROJECT
MANAGEMENT
KNOWLEDGE
AREAS
SUB–PROCESSES
DEFINITION OF
SUB–PROCESSES
Level 4 – Minimal
Implementation
Level 3 – Minor
Implementation
Level 2 – Major Implementation
Level 1 – Full Implementation
w/Earned Value Management
System ANSI–748
PROJECT
INITIATION
Scope
Management
Initiation
Generate the Project Initiation
Documentation and Initiate the
Project Planning
Section 3
Integration
Management
Project Plan Development
Project Plan Development –
taking the results from the
planning process to develop a
document to guide project
execution. Section
4.1
Planning Document will include:
Project Objective, Scope,
Schedule, Cost documented in
memo form.
Document Technical, Cost,
Schedule, Risk, Procurement
plans in Project Plan.
Document Project Plan per outline in
exhibit include WBS Dictionary,
Performance Baseline, and
Contingency Analysis documented in
a detailed report.
Document Project Plan per outline in
exhibit include: WBS Dictionary,
Performance Baseline and
Contingency Analysis, and other
project–specific planning per
stakeholder requirements
documented in a detailed report.
Scope
Management
Scope Planning Scope
Definition
Developing a written scope
statement/baseline based on
customer requirements,
subdivide project deliverables
into smaller components with
Work Breakdown Structure
(WBS)
Section 4.2
Scope – straight forward,
well–defined, at a minimum, a
paragraph defining
purpose/objective and work
scope of project.
Requires a Technical Scope
statement consisting of detailed
work statement and
assumptions, WBS at one level
below project level.
Prepare a detailed Technical Baseline
consisting of work scope
requirements, project assumptions.
WBS developed 2 to 3 levels below
Project Level with WBS Dictionary.
Critical decisions identified Technical
Baseline for Earned Value
measurement.
Prepare a detailed Technical Baseline
consisting of work scope
requirements, project assumptions,
and alternative/options. WBS
developed to at least 4 levels below
Project Level with WBS Dictionary.
Critical decisions identified Technical
Baseline for Earned Value
measurement.
Time Management
SCHEDULE PLANNING
Activity Definition Activity
Sequencing Activity
Duration Estimating
Schedule Development
Identify specific activities that
must be performed to produce
deliverables, durations,
analyze sequencing, and
calculate dates to determine
project schedule.
Section 4.3
Schedule is prepared with
minimal number of activities to
complete project scope,
determine start/stop dates.
Schedule is developed to Identify
phases of work and their
duration, identify one–two
deliverables and Project
milestones.
Network Schedule identifying detail
activities and durations, several
deliverables, calculate dates, analyze
critical path. Identify Earned Value
methodology. Critical Decision
Milestones and Project milestones
identified.
Develop Network schedules w/critical
path Analysis, multiple deliverables,
Critical Decision Milestones
identified, and hierarchical roll–up of
schedule. Identify Earned Value
Methodology. Estimate schedule
contingency, document Schedule
Baseline for measurement per
ANSI–748.
Cost Management
COST PLANNING
Resource Planning
Cost Estimating Cost
Budgeting
Determine resources,
quantity, and Cost to perform
activities. Develop budget
request, Cost Baseline.
Section 4.4
Estimate of Labor hours,
Material, Equipment, and
Contracts dollars. Develop
budget request from Cost
estimate.
Definitive Estimate of
Engineering Labor/Construction
Labor/Purchased Material/
Contracts at WBS level. Allocate
Cost estimate to activities,
develop budget request.
Detail estimate for life cycle of project
by Resource type and detail backup,
Contingency estimating based on risk.
Allocate Cost estimate to activities,
develop budget request and Cost
Baseline for performance
measurement.
Life Cycle Cost Estimate – Most
detailed with estimates from
performing organizations and detail
backup, Apply Value Engineering,
Contingency estimating based on
risk. Cost Baseline for performance
measurement per ANSI–748.
Risk
Management
Planning, Risk
Identification
Quantitative/Qualitative
Risk Analysis Risk
Response Planning
Determine process for
defining and managing risk
(scope, schedule, cost,
environmental, safety, health,
etc.). Characterize/evaluate all
risks to assess outcomes.
Define strategies to respond
to risks.
Section 4.5
Identify project risks and steps
to manage the risks. Use the
Risk Management Plan Form for
Simple Projects.
Identify and quantify risks.
Develop Risk Response
strategies in a section of the
Project Plan. Use the Risk
Management Plan Form for
Simple Projects.
Identify, assess impact, and quantify
risks. Assign responsibility in a risk
rating matrix. Document basis for
cost/schedule contingency. Develop
Risk Response as part of the Risk
Management Plan. See the Sample
Risk Management Plan for Complex
Projects exhibit.
Identify/quantify risks, assess impact
on project, define Risk Response
strategy, assign responsibilities.
Document basis for Cost/Schedule
Contingency. Develop a Risk
Management Plan and include a risk
rating, risk response strategies,
tracking system, and closure
process. See the Sample Risk
Management Plan for Complex
Projects exhibit.
Quality
Management
Quality Planning
Identify relevant Project
Quality Standards.
Section 4.6
Human Resource
Management
Organizational Planning
Staff Acquisition
Develop R2A2. Obtain project
staff.
Section 4.7
Small number of participants,
usually no outside organizations.
Assign responsible individuals.
Small number of participants,
some outside organizations.
Develop Responsibility
Assignment Matrix (RAM).
Large number of participants,
dependance on outside organizations.
Develop R2A2s and MOUs as needed.
Develop RAM.
Large matrix organization, significant
dependance on outside
organizations. Develop R2A2s, MOUs,
and RAM.
Communications
Management
Communications
Planning
Determine communications
plan and reporting criteria.
Section 4.8
Reporting based on stakeholder
needs.
Monthly reporting based on
internal project needs and
customer requirements;
document change control
process.
Develop Communications plan
identifying stakeholders information
and reporting needs, report criteria,
frequency, and change control
thresholds. Establish change control
procedures.
Develop Communications plan
identifying stakeholders information
and reporting needs, report criteria,
frequency, and change control
thresholds. Establish Change Control
Board and procedures per ANSI–748
and DOE O 413.3.
Procurement
Management
Procurement Planning
Solicitation Planning
Determine what to
procure/contract and when.
Section 4.9
Identify outside procurements
work with Procurement &
Property Management Division.
Identify outside procurements
work with Procurement &
Property Management Division
develop procurement strategy.
Develop procurement/contracting
strategy, identify items, define timing,
develop Contract & Procurement
Management Plan.
Develop procurement/contracting
strategy, identify items, define timing,
develop Contract & Procurement
Management Plan.
Integration
Management
Project Plan Execution
Carry out the Project Plan by
performing the activities.
Section 5.1
Communications
Management
Information Distribution
Timely information
distribution to stakeholders.
Section 5.2
Distribute reports. Hold
project reviews based on
stakeholder needs.
Distribute reports. Hold
project reviews based on
Project Plan.
Distribute reports. Hold project
reviews based on Project Plan and
stakeholder requirements.
Distribute reports. Hold project
reviews based on Project Plan
and requirements per DOE O
413.3.
Procurement
Management
Solicitation
Source Selection
Contract Administration
Solicitation/Source
Selection/Contract
Administration
Section 5.3
Execute procurement
strategy.
Document procurement
strategy, identify contract
types.
Human Resource
Management
Team Development
Develop skills to enhance
project performance.
Section 5.4
Quality
Management
Quality Assurance
Evaluate overall project
performance.
Section 5.5
Integration
Management
Integrated Change
Control (Scope,
Schedule, Cost)
Identify, control, manage and
document project changes.
Section 6.1
Document changes to project
scope.
Document all changes to
Project Plan using Change
Control Procedure.
Document changes to Baseline
per Project Plan and change
control procedures for scope,
schedule, cost, quality, and risk.
Implement Change Control Log.
Document changes to Baseline
per Project Plan and change
control procedures for scope,
schedule, cost, quality, and risk.
Implement Change Control Board
and Log. Follow DOE thresholds
per DOE O 413.3.
Communications
Management
Performance Reporting
Progress
Measurement/Reporting
Forecasting/Performance
Reviews
Section 6.2
Reporting based on
stakeholder needs.
Quarterly Project Status
Reports, Cost/Schedule data,
Quarterly Performance
Reviews
Monthly Schedule/Milestone
Status of Baseline Schedule,
Earned Value calculation Monthly
Progress Report, Financial Status,
Monthly Performance
Reviews/Independent Reviews
Monthly Progress Reporting
–Earned Value calculation as per
ANSI/EIA–748 Earned Value
Management Systems including
Variance Analysis and Corrective
Action plans, Calculate EACs,
Financial Status, Monthly
Performance
Reviews/Independent Reviews
Risk Management Risk Monitoring & Control
Monitor and evaluate project
risks. Implement Risk
Management Plans.
Section 6.3
Quality
Management
Quality Control
Monitor QA results to Quality
standards.
Section 6.4
Communications
Management
Administrative Closure
Formalizing Project/Contract
Completion.
Section 7.1
Document Project
Completion/Lessons Learned per
stakeholder requirements, include
ES&H Review.
Comprehensive documentation
of Project Completion/Lessons
Learned per stakeholder
requirements include ES&H
Review.
Procurement
Management
Contract Closeout
Formalizing Contract
Completion.
Section 7.2
Document Contract Completion per stakeholder requirements.
Document Project Completion per stakeholder
requirements, include ES&H Review
Document procurement strategy, identify contract types. Assign
project procurement specialist.
PROCESS GROUPS
See the section Determination of Applicable Quality–related Activities in the Graded Approach for Quality Requirements Subject Area
Note: Failure to properly categorize Risk Level may result in incorrect or inappropriate identification of Project Quality Standards as well as
potential noncompliance, enforceable under the Price Anderson Amendments Act.
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PROJECT
CLOSEOUT
Meetings as required.
Execute work per the Project Plan.
Conduct regular project meetings and team building sessions as
required.
Graded Application of Project Management Processes
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Generate Project Initiation documentation to include stakeholder requirements, technical approach,
summary cost/schedule, and risk assessment
Implement Risk Management Plan. Monitor and evaluate
effectiveness of risk management strategies.
See the section Determination of Applicable Quality–related Activities in the Graded
Approach for Quality Requirements Subject Area.
Monitor and Evaluate Risks. Implement risk management
strategies.
See the Quality Activity Guide exhibit in the Graded Approach for Quality Requirements Subject Area.
*Section numbers refer to the text in Subject Area
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