Project management plan

Project name

Classification	Select an element
Status	Select an element
Program name
Project number
Project manager	Project manager
Version	0.1
Date	Click here to enter a date
Project sponsor	Project sponsor
Author(s)
Distribution

List of changes

Version	Date	Change	Author
0.1

Table 1:	Change control

Description

The project management plan contains the overall planning of the project and the essential regulations on methods, techniques, roles and aids determined for the specific project. The project management plan serves as a uniform basis for action for everyone involved in the project. As the project progresses, it is continuously fleshed out and updated according to the principle of rolling planning and steering. At the end of the phase, the project management plan is adapted to the changed conditions for the next phase.

Project description

Brief description of the project content

Scenario with phases and milestones

Illustration of phases and milestones (example in the project presentation template)

Organization

Role in core organization	Name	Initials	Organizational unit
Executive board:
Controlling and compliance bodies: internal audit	Paul Hauser	hap	ABC
Project management competence center:

Table 2:	Core organization

Project organization role	Name	Initials	Function/organizational unit represented
Project sponsor	Kurt Mahler	mak	Head of xyz Directorate
Project committee
Project manager	Leon Huber	hul
ISDP manager
User representative specialist
Business process owner specialist

Table 3:	Project organization for the next phase

Customizable with Microsoft PowerPoint (right mouse button – Presentation Object – Open)

Fig. 1 –	Project organization diagram

Escalations are within the framework of the project organization.

If a problem cannot be solved on a given level within 5 days, it is escalated to the next level.

Project outcome structure

Mindmap, hierarchical illustration

The project outcome structure plan is the hierarchically structured portrayal of the project content (product breakdown structure, or PBS)

Customizable with Microsoft PowerPoint (right mouse button – Presentation Object – Open)

Fig. 2 –	Project outcome structure plan

Scenario with project structure plan

Phases, modules, tasks, outcomes, roles

Project structure plan from HERMES online, or reference to separate document

Dependencies

Project	Dependency
Project-related topics
Project-related outcome/decision/fact
Deadline
Impact on the project
Contact person	Project manager

Table 4:	Dependencies

Review plan

Take outcomes from the project structure plan

Phase/outcome	Review method	Person responsible	Reviewer	Deadline	Status
Concept
Phase report	Review	Project sponsor	Sutter, Huber	15.05.2019	Approved

Table 5:	Review plan

Review methods according to the QA plan chapter

Schedule

Detailed planning for the current or next project phase

Reference to external document

Cost plan

Usually in a separate document, according to the core organization's specifications

Resource plan

Human resources

Role/person	Month 1	Month 2	Month 3	Month 4	Month 5	Total	Confirmation superior
Name
Name

Table 6:	Human resources

Material resources

Premises, IT infrastructure, specific software, etc.

Procurement plan

Need/designation	Quantity	Value CHF	Timing	Type of acquisition
Business analyst	20 WD	20,000	20.1 – 30.03.2019	Negotiated procedure with several offers
Developer	300 WD	280,000	01.04.2020 – 30.06.2020	Open procedure, WTO
DB analysis	100 hrs	18,000	20.01. – 30.03.2020	Activation under framework agreement
Tools & services	400 hrs	48,000	01.07.2019 – 30.06.2020	Invitation to tender procedure

Table 7:	Procurement plan

Communication plan

Information recipient	Communication officer	Content	Objective	Medium	Deadline
All employees	Project sponsor	Deployment of new solution	All employees are familiar with the procedure, dates and the support organization	Flyer (via email)	12.3.2020

Table 8:	Communication plan

Reporting

Outcome	Frequency	Person responsible	Recipient	Deadline
Project status report	Monthly	Project manager	Project sponsor	First working day of the month
Phase report	End of the concept phase	Project manager	Project sponsor	See schedule

Table 9:	Reporting

Specifications, methods and tools

Title	Specifications, methods and tools	Version
Project management	HERMES	HERMES 5.2
Procurement	PPA, PPO
Software for xyz	Tool aaa	10.2

Table 10:	Specifications, methods and tools

Abbreviations and glossary

Abbreviation/specialist term	Explanation
HERMES	Methodology for projects and programs HERMES 5 is an eCH standard

Table 11:	Abbreviations and glossary

Contents

List of changes	1

Description	1

1	Project description	2

2	Scenario with phases and milestones	2

3	Organization	2

4	Project outcome structure	3

5	Scenario with project structure plan	4

5.1	Phases, modules, tasks, outcomes, roles	4

5.2	Dependencies	4

6	Review plan	4

7	Schedule	5

8	Cost plan	5

9	Resource plan	5

10	Procurement plan	5

11	Communication plan	6

12	Reporting	6

13	Specifications, methods and tools	6

Abbreviations and glossary	7

Contents	8

Figures	9

Tables	9

Appendices	10

Figures

Fig. 1 –	Project organization diagram	3

Fig. 2 –	Project outcome structure plan	4

Fig. 3 –	Risk matrix	12

Fig. 4 –	Version management diagram	15

Fig. 5 –	Change management diagram	17

Tables

Table 1:	Change control	1

Table 2:	Core organization	2

Table 3:	Project organization for the next phase	2

Table 4:	Dependencies	4

Table 5:	Review plan	4

Table 6:	Human resources	5

Table 7:	Procurement plan	5

Table 8:	Communication plan	6

Table 9:	Reporting	6

Table 10:	Specifications, methods and tools	6

Table 11:	Abbreviations and glossary	7

Table 12:	Quality assurance	11

Table 13:	Probability of occurrence assessment scale	12

Table 14:	Impact assessment scale	12

Table 15:	Risk matrix	13

Appendices

Quality assurance

Testing is set out in the test concept.

Reviews are set out in the review plan chapter of the project management plan.

The following review methods are used in the project.

Review method	Description
Written review (WR)	The outcome is sent to the reviewers by email. They check the outcome independently of each other and prepare a review report with the findings. The findings are corrected by the author or rejected with written justification, which is sent to the reviewer by email.
Verbal review (VR)	The written findings are discussed in a review meeting during which the necessary adjustments/measures are decided, assigned to the people responsible and scheduled. A written review (WR) is always the basis for a verbal review (VR). Review minutes are the result of a VR, and these must be signed by the VR participants.
Walk-through (WT)	A walk-through is a less formal examination than a review. By going through the outcomes available at a certain point in time, the examiner tries to get a picture of the current state of progress.

Table 12:	Quality assurance

If outcomes are accepted by means of a consultation of specialist representatives, this review is carried out with a written review.

Risk management

The project risks are first listed in the project report and then, updated in each case, continued in the project status report and phase report.

To assess the risks, each risk must be understood in relation to its likelihood of occurrence and level of impact. The variables for this are specified here.

Probability of occurrence assessment scale

Evaluation	Description of probability of occurrence
1 = low	Improbable, or less than 20%
2 = medium	moderately probable, or 20-50%
3 = high	highly probable, or more than 50%

Table 13:	Probability of occurrence assessment scale

Evaluation	Impact on project outcome	Impact on deadline	Impact on costs
1 = low	Minor deficiencies	Up to 1 month, or minor	None
2 = medium	Significant deficiencies	1-3 months, or significant	5%-20%, or significant
3 = high	Serious deficiencies	More than 3 months, or serious	More than 20%, or serious

Table 14:	Impact assessment scale

The coordinates for mapping the risk in the matrix are then derived from these values. The arrow (e.g. risk 2) can be used to show the change relative to the last assessment.

Risk matrix

Fig. 3 –	Risk matrix

The identified and evaluated project risks are listed in the project status report in accordance with the following table. One or more measures are planned for each risk.

No.	Risk description	PO	Im	RF	Measure	Resp.	Deadline
R1	IT system performance insufficient	3	3	9	Performance tests	PM	01.01.2020
R2	Phase concept specialist not available	2	2	4	Agreement with core organization	PM	12.12.2019
R3	Reorganization in core organization	3	1	3	Ensure succession	Project sponsor	31.12.2019
Key: PO = Probability of occurrence: 1 low / 2 medium / 3 high; Im = Impact: 1 low / 2 medium / 3 high; RF = Risk figure: RF = PO x Im

Table 15:	Risk matrix

Escalation procedure

Escalation is a special measure that should be taken with caution and, if possible, only in exceptional cases. It is always desirable and beneficial in the context of a project to first try all other measures of targeted conflict resolution and to bring all of one's own natural ability and communication skills to bear, as one escalation often leads to another.

The procedure in the event of conflict escalation is defined once and applies for the entire duration of the project. However, the procedure can be adapted at any time.

Within the framework of a project, escalation occurs because of an unresolved conflict or problem. Problems that cannot be solved by project management due to a lack of powers or sufficient means are escalated to project steering. Project steering treats these with the necessary priority and urgency.

The escalation process is described in a neutral and role-specific way. It defines the gradual delegation of an unending conflict, or problem that cannot be solved, to a higher project level: from the management level, to the steering level and then further within the steering level to the next level.

The procedure described is intended, among other things, to define the circumstances under which any hierarchy levels may be skipped and when this is not appropriate.

Document management

Document storage

Tools, storage location, access management

Naming conventions

The following naming conventions are used for file names so that project-related documents can be identified clearly and easily:

Project name-document name.file type

Example:

HMH-projectorder.doc

Document versions

Changes to documents should be listed in the list of changes for the document.

Use of version numbers:

Version numbers V0.1, V0.2, V0.3....V0.9 denote versions of documents being worked on.

Version number V1.0 is the first accepted version of the document.

Version number V1.1 is the first modified version after acceptance.

Version number V1.0 is the second accepted version of the document.

Version management

Customizable with Microsoft PowerPoint (right mouse button – Presentation Object – Open)

Fig. 4 –	Version management diagram

Documents with time reference

Documents with a clear time reference contain the date in the file name.

Example of meeting minutes:

HMH-minutes-core-team-meeting-2011-12-05.doc

However, the time reference can also be used as a version. It makes little sense to combine both the version and the time reference.

When using the date in the file name, the format YYMMDD (or YYYY-MM-DD) is always used, so that documents are displayed chronologically in folders. If the file name commences with the date, all documents are displayed by date. If, however, the document name is put first, the documents are displayed alphabetically and by document version (date).

Recommendation for using a time reference:

The use of a time reference has generally become established as a version in most cases. As it is customary that documents can always be sorted by date, practice has shown that putting the document name first is more beneficial (document name YYMMDD.xxx) than vice versa. Otherwise, it is not possible to sort in alphabetical order.

Furthermore, it is now possible in most cases to switch back to the short form YYMMDD that was common before the turn of the millennium.

Project-name-document-name YYMMDD.file type

Example:

HMH-project-order 181126.doc

HMH-project-order 181205.doc

Change management

Customizable with Microsoft PowerPoint (right mouse button – Presentation Object – Open)

Fig. 5 –	Change management diagram