4/13/2017 5MajorOutputsandDeliverables

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ICTProjectManagement>5MajorOutputsandDeliverables
5MajorOutputsandDeliverables
Thissectionpresentsthemajoroutputsanddeliverablesforeachoftheprojectmanagementphasesdescribed
aboveandtheprojectmanagersparticipationandresponsibilitiesrelatedtothem.

5.1 Initiation

AtthebeginningofProjectInitiation,aProjectManagerisassigned,ifnotalreadypresent.TheProjectManager
workswiththeProjectSponsortoidentifythenecessaryresourcesandteammembersneededtofurtherdevelop
thekeyprojectparametersCost,Scope,Schedule,andQuality(CSSQ).TheProjectTeamdocumentsits
chargeintheformofaProjectCharter,whichisbasedontheProjectProposal,whichincludestheinitial
BusinessCase.

ApprovaloftheProjectCharterbytheProjectSponsorauthorizesthedesignatedteamtobegintheinitial
planningeffort.DevelopingtheProjectCharterisprimarilyconcernedwithdocumentingthebusinessneeds,
projectjustification,currentunderstandingoftherequirements,andthenewproduct,service,orresultthatis
intendedtosatisfythoserequirements.TheProjectCharter,eitherdirectly,orbyreferencetootherdocuments,
shouldaddressthefollowinginformation:
Requirementsthatsatisfystakeholdersneeds,wants,andexpectations.
Businessneeds,highlevelprojectdescription,orproductrequirementsthattheprojectisundertakento
address.
Projectpurposeorjustification.
AssignedProjectManagerandauthoritylevel.
Summarymilestoneschedule.
Stakeholderinfluences.
Functionalorganisationsandtheirparticipation.
Organisational,environmentalandexternalassumptions.
Organisational,environmentalandexternalconstraints.
Businesscasejustifyingtheproject,includingreturnoninvestment.
Summarybudget.

TheinitialProjectPlanresultingfromProjectInitiationdiffersinthelevelofdetailandthevalidityofitsestimates
fromProjectOrigination,andmustbeatalevelsufficienttoacquireanyadditionalresourcesneededtoprogress
tothenextphase.TheProjectPlanalsoincludesplansforinvolvingandcommunicatingwithallthepartiesthat
areaffectedbytheproject,aswellasidentificationofaninitialsetofforeseeablerisksthatcanthreatenthe
project.AttheconclusionofProjectInitiation,basedontheinitialplanningdocuments,theBusinessCaseis
revisedandreevaluatedandadecisionismadetoeitherhalttheproject,orproceedtoProjectPlanning.

5.2 Planning

ProjectPlanningbuildsontheworkdoneinProjectInitiation,refiningandaugmentingCSSQandProjectPlan
deliverables.Usually,additionalmembersjointheProjectTeam,andtheyassisttheProjectManagerinfurther
elaboratingthedetailsoftheCost,Scope,ScheduleandQuality.Anumberofkeyelementsareaddedtothe
ProjectPlan,includingprojectspecificitemssuchaschangecontrol,acceptancemanagementandissue
management,aswellasexternallyfocuseditemssuchasorganizationalchangemanagementandproject
transition.Theinitiallistofprojectrisksisaugmented,anddetailedmitigationplansaredeveloped.Project
PlanningmarksthecompletionoftheProjectPlani.e.,noworkisleftuncovered.However,someofthelater
phasesoftheprojectworkmaycontinuetobeplannedinmoredepth(e.g.,TransitionandImplementationdetails
maynotbedevelopeduntillaterinProjectExecution).AttheconclusionofProjectPlanning,theBusinessCaseis
revisedandreevaluatedbasedonthecompletedplanningdocumentsandadecisionisagainmadetoeitherhalt
theproject,ortocommittheresourcesnecessaryforProjectExecutionandControl.

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Planningisanessentialactivitythatdeterminesthesuccessorfailureofaprojectandmustbegivenadequate
time.Theplanningprocesscanbeaddressedbyansweringthefollowingfivequestions:what,how,who,when
andhowmuch.Thewhatisprovidedintheformofaspecification,suchasaFunctionalSpecificationordetailed
userrequirements.ThehowisprovidedintheWorkBreakdownStructure(WBS).Thewhoisprovidedinthe
resourceschedule.Thewhenisshownintheschedule.Thehowmuchisindicatedinthecostschedule.

5.2.1PlanningProcesses
WorkBreakdownStructure
TheWorkBreakdownStructure(WBS)isequivalenttoanorganisationalstructurethatisbasedonahierarchy.It
isahierarchicalrepresentationoftasksthatdefine,organise,anddisplaytheworktobedoneonaproject.Atthe
verytopoftheWBSistheprojectitself.Thenextlayerdownisameaningfulsubdivisionoftheprojectinto
phases/stagesormajordeliverables.Furthersubdivisionsaremadeuntilthereisasingleoutputordeliverableat
theendofeveryactivity.AWBShelpstoorganisetheprojectandprovidesastructureformeaningful
managementsummaryreporting.Itcanalsobeautomatedtofacilitatebudgetingandcostcontrolprocedures.
Thebudgetedandactualcostofperforminganactivityorprovidingadeliverableatanylayerinthehierarchycan
becompute

Estimating
Estimatesarerequiredforallresources,includinghumanresources,facilities,equipment,andproducts,tobe
suppliedbythecontractoranditspartners.Foreachitem,theaspectsthatneedtobeestimatedare:
Quantity(Thismightincludeeffort,numberofitemsandsoforth)
Time
Cost
Price
Thefollowingmustalsobeconsideredwhenestimating:
Whoistheestimatefor(itisimportanttoknowyouraudience)?
Howdoesitrelatetoexistingbudgets,forexample,customerbudgets?
Isthecustomerrelationshipgoodorknown?
Whatisthecurrentscopeoftheproject?Haveallanglesbeenconsidered,suchasequipment,
managementactivities,productpurchasesandthelike?
Aretherightexpectationsbeingset?Whataretherisks?Istheplansufficientlydetailed?Arethe
requirementsfullydefined?
Whatassumptionshavebeenmade?Overheads,contingencyandthelike.
Arethecustomerpaymenttermsbeenconsidered?
Aretherespecialrequirements/activities/equipmentfortesting?
Canautomatedtoolsbeused?
Havestationaryandothermaterialsuchasprintedpaper,whiteboards,andconsumablesbeen
estimated?
Arethereexcessiveorcomplexdocumentation/trainingrequirements?
Arethereexcessiveorcomplexacceptancerequirements?
Isexcessivetravelinvolved?

Itisimportantthatthereisnoconfusionbetweencostandpriceestimates.

Scheduling
AftertheWBShasbeenproducedandtheeffortestimated,thetasksshouldbescheduled,showingplannedstart
andfinishdatesforeachtask.Theprojectscheduleshouldincludeanoverallschedulefortheentireprojectanda
detailedscheduleforthenextphase/stage.

Milestonesshouldbeshown.Thesearepointsintime,denotingthecompletionofaspecifiedpartoftheproject,
suchasaphase/stagetransition,andtheyneedtobeclearlyidentified.Theyareausefulmethodof
communicatingprogresstothecustomer,themanagementandtheProjectTeam(s).Insomecasespaymentby
thecustomermaybelinkedtospecificmilestones.Inthesecircumstances,criteriaforachievingthemilestone
mustbespecifiedandagreedtobythecustomer.

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Whenproducingaschedule,thefollowingtechniquesshouldbeconsidered:
PrecedenceDiagrams
A precedence diagram is a method used to show the sequence of tasks, in the form of a network, which
identifiestheinterdependenciesbetweentasks.

CriticalPathMethod
CriticalPathMethod(CPM)isaschedulingmethod,alsobasedonanetworkthatidentifiesthesinglechain
oftasksthroughtheschedulethatwilltakethelongesttocompleteorachieve.CPMincorporatestheword
`critical`because,ifthissequenceoftasksandmilestonesisnotcompleteontime,theprojectwillnotfinish
onschedule.Plannedstartandfinishdatesshouldbeaddedandthelogicofthediagramshouldbe
configuredtominimisetheimpactofthecriticalpath.

Bar/GanttChart
Abarchart/Ganttchartcanbeusedtoshowthenetworkoftasksagainstaprojectcalendar,takinginto
accountthelengthoftheworkingday,holidays,andotherfactors.Itwillalsofacilitatethemappingof
resourceavailabilityagainsttheactivitiesandskillsrequiredandforresourcelevellingtotakeplace.

ResourceLevelling
Resourcelevellingtechniquesdistributetheuseofresourcesovertimetominimisethevariationinmanpower,
equipment,ormoneytobeexpended.Thecentralideaofresourcelevellingistorescheduletasksand
milestoneswithinthelimitsofavailableslacktoachieveabetterdistributionofresources.Theresource
levellingprocedureshouldnotallowthedurationofaprojecttoincrease.

Slack/Stretch
Slack,oncecommonlyknowasfloat,canbeusedtocalculatetheamountoftimeoverandabovethatis
requiredthatisrequiredtocompletethetaskormilestone.
Stretchisafactorusedtocalculatetheamountofcalendartimerequired,tocompleteaspecifiedamountof
effort.Thestretchfactorcantakeaccountofnonprojectoverheads,suchasholidays.

ProjectEvaluationandReviewTechniques(PERT)
PERTisatimefocused,networkbasedplanningsystem,whichisusedforprojectswheremeetingthe
scheduleismoresensitivethancosts.

5.2.2TheProjectPlan
AProjectPlanshouldbepreparedintheearlypartoftheproject.Thisshouldidentifythetasks,resources,
organisation,timescales,anddependenciesnecessarytocompletetheproject.ThePlanshouldberegularly
updatedasmoreinformationbecomesavailable,forexample,withsupplementaryplansthatfocusonparticular
aspectsoftheproject.ThetypicalformatforaProjectPlanisshownbelow

TheProjectManagerisalsoresponsibleforforplanningthefinancialaspectsoftheproject.Thesedetailsare
includedintheProjectBusinessPlan,whichmustbeattachedtotheProjectPlan.

TheProjectPlanshouldbeapprovedaccordingtotheappropriateapprovalprocedurethatisnormallydependent
onthesizeandriskofaprojectandtheTHEbusinessprocedures.If,aftertheapprovalprocess,therearemany
significantchangestotheoriginalapprovedplan,theseniormanagementwillneedtobefullyinvolved,andre
approvalobtained,ifnecessary.

PlanningisaninteractiveprocessandtheProjectPlanmustbefrequentlyreviewedandupdated.Itisnormal
practicetoprepareanoverallplanfortheentireprojectandadetailedplanforthenextphase/stageonly.
However,itisimportanttoplansufficientlyinadvanceandtoconsidersomeoftheissuesthatmayariselaterin
theprojectlifecyclethatcouldpotentiallyimpacttheplan.Thesemightincludethefollowing:
Phasedimplementation
Testingenvironment(s):Locationandresources
Contingencyplanningforabnormal`acceptance`
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Tuningactivities
Onsitesupport
Trainingrequirements
Initialsupportrequirements,includinghandover
Postprojecttasks:reports,closedown,archiving,etc.

RiskandContingencyPlanning
Ariskassessmentfirsttakesplaceduringqualificationanditisusedasasbasisforriskmanagement.Duringthe
planningprocess,morerisksmaybeidentified.AllrisksshouldbedocumentedintheProjectPlan.Byapproving
theProjectPlanSeniorManagementisalsoacceptingtheassociatedrisks.

Allprojectshaveaninherentlevelofriskassociatedwiththem.Itisessentialtoidentifyrisksattheearliest
possibleopportunityandmanagethemappropriately.Thisentailsloggingmajorrisks,monitoringthemthroughout
theproject,forecastingandaccessingtheimpactofchangesontherisksand,whenappropriate,ensuringthat
theremedialactionistaken.TheProjectManagermustreportregularlyonrisks,seekingreapprovalofthe
ProjectPlanwheneverthereissignificantincreaseinprojectrisk.

5.2.3TheProjectPlanFormat
TheProjectPlanprovidesacentralfilecontainingall material of a planning nature, including tasks, resources,
organisation, timescales, and dependencies necessary to complete the project. It enables the progress of a
projecttobemonitoredconsistently.
TheProjectPlancoversinformationrelatingtotheentireproject,butatanypointintime,itwillcontaindetailed
activitiesforonlythecurrentstage/phaseandthenextstage/phase.
As more detailed information emerges during the course of the project, The Project Plan should be updated
accordingly,forexamplewithsupplementaryplansfocusingonparticularaspectsoftheproject.Theseshouldbe
incorporatedintotheProjectPlanandshouldfollowthesameformatwhereappropriate,butwithoutduplicating
information.InthecaseoftheProjectBusinessPlanandtheProjectQualityPlan,thespecificformats,asdefined
intheProjectManagementManual,shouldbefollowed.
ProjectPlanFormat
1. ExecutiveSummary
2. Introduction
1. PurposeandGoals
2. ProjectStrategy
3. Scope
4. Deliverables
5. FunctionalInterfaces
6. Standards(specifictotheproject)
7. ReferenceDocuments
3. ProjectStructure
1. RolesandResponsibilities(ProjectTeam,ProjectManager,Sponsor)
2. ConstituentcomponentsoftheProject,relationshipsanddependencies
3. HowtheProjectTeamistoworktogether
4. RoleofCustomer
5. RoleofThirdParties
6. ManagementInvolvementandApproval,ExecutiveRelationships

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7. ProjectChangeManagementProcess
8. ProjectManagementTechniquesandToolstobeused
4. ActivitiesandEstimates
1. Tasks,Subtasks,Activities,Effort,andskillsrequiredtocompletetheProject
5. Schedule
1. SchedulebyStage/PhaseandMajorTaskoftheproject
2. MilestoneList
6. Resources
1. Personnel
2. Equipment
3. Facilities
4. Other
7. ReviewsandApproval
1. ProjectReviews
2. ProjectDocumentApprovals
3. Stage/PhaseTransitions
8. ProjectDependencies,RisksandContingencies
1. Dependenciesonoutsideprojects/events
2. RisksandContingencies
3. ProblemResolutionProcess
4. EscalationProcedure
9. Appendices
Supplementaryplansthatfocusonparticularaspectsoftheprojectshouldbeproducedforincorporationinto
the Project Plan. These should be planned from the outset and updated as more detailed information is
obtained. Apart from the Project Business Plan and the Project Quality Plan, for which there are specific
formats,thesupplementaryplansshouldfollowtheformatoftheProjectPlanwhereappropriate,butwithout
duplicatinginformation.
SupplementaryPlans
ContingencyPlan
BusinessPlan
QualityPlan
TestPlan
SolutionIntroductionPlan
ServiceDeliveryPlans
DeliveryPlan
InstallationPlan
SupportPlan
TrainingPlan
ConsultancyPlan
ConfigurationManagementPlan

5.2.4SupplementaryPlans

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The supplementary plans are usually prepared over a period of time and are an addition to the Project Plan,
focusingonspecificaspects.
Theseincludethefollowing:
ContingencyPlan
Thisisonlylikelytobeaseparateplanwhenthecontingencyarrangementsaresocomplextowarrantthis.The
planisspecificallyaimedatcontinuingtheprojectintheeventofoneormorerisksoccurring.Itistobehoped
thatitwillnotneedtobeused.
BusinessPlan
ThisplancontainsalltherelevantinternalbusinessinformationregardingtheProject.InformationintheBusiness
Planishighlysensitiveandshouldbeavailableforcompanyinternaluseonlyonarestricteddistributionbasis.

QualityPlan
The Project Manager is responsible for the quality of the project a s well as for the quality of the solution
componentsproducedbytheproject.Qualityshouldbeaprioritythroughouttheprojectlifecycleandshouldbe
plannedfromtheoutset.

TestPlan
It is the Project Managers responsibility to integrate the planning of testing. The activities should identify the
overallscope,approach,resources,scheduleandrisksofthetestingtasksovertheentireprojectlifecycleand
document them in the Test Plan. The Test Plan should define the generic levels of testing and the basic test
environmentandstructureneededtosupporttherequiredlevelsoftesting.
Itshouldbeclearlyunderstoodthatthetestplanactsasacontractualandlegaldocumentandunlessotherwise
approvedbythemanagementmustcoversthefollowing:
AnAcceptanceTestSpecification(ATS)thatmatchesthestructureoftheRequirementsSpecification.
TheATSisusuallydeliveredtogetherwiththeRequirementsSpecificationdescribingWHATtests
mustbecarriedouttoverifytotheuser(s)thattheRequirementsspecifiedhavebeenmet
TheAcceptanceTestProcedures(ATP)isusuallyproducedduringthePhysicalDesignstage/phase.
TheATPconvertswhatwasspecifiedintheATSanddescribesHOWthetestswillbeperformed,
includingthesteps,datatobeusedandresultstobeobtained.Testsshouldbeindependentwhere
everpossibleandmustbesignedbybothCustomerandUserProjectManageraftersuccessful
execution.
InprincipaltheTestPlanshould:
Identify:
Theitemstobetested
Therequirementsorfeaturestobetested
Thetestpass/failcriteriabasedontheRequirementsSpecification.

Include:
Testcoverage
Thetoolsandapproachestobeapplied
Theenvironmentalneeds
Thetestingtaskstobeperformed
Theorganisationalstructure
Themanagementcontrolsandreportingprocedures
Therisksandcontingencies
The plan to integrate the solution components and the Quality plan should be coordinated, and may be
combined,withtheTestPlan.
Included in the Test Plan, the customer will expect the Project Manager to establish a test and evaluation
programthatverifiesthatthesolutionmeetsthetechnicalandoperationalrequirementsasstatedintheagreed
specifications.Themethodofverificationcouldincludeanalysis,inspections,demonstrations,and/ortests.
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TheextentinwhichthecustomerisinvolvedintheTestPlan,willbedeterminedbythecontractrequirements
andtherelationshipbetweentheprojectandthecustomer.

SolutionIntroductionPlan
This Plan is concerned with all aspects of introducing the solution into the customers environment so that the
solution becomes fully operational with minimal disruption to the customers business. The plan covers many
activitiesthataretheresponsibilityofthecustomer.

ServiceDeliveryPlan
Theplanisconcernedwithallaspectsofprovidingservicesaspartoftheproject.Asappropriate,itincludesthe:
DeliveryPlan
InstallationPlan
SupportPlan
TrainingPlan
ConsultancyPlan

ConfigurationManagementPlan
This plan focuses on all the activities necessary to control the versions of the solution components, so that
consistencybetweenthemismaintained.>>>

5.3 Execution

ProjectExecutionandControliswheremostoftheresourcesareapplied/expendedontheproject.Asignificant
numberofteammemberswilljointheprojectatthebeginningofthisphase.TheprimarytaskoftheProject
ManagerduringProjectExecutionandControlistoenabletheProjectTeamtoexecutethetasksonthedefined
ProjectScheduleanddeveloptheproductorservicetheprojectisexpectedtodeliver.TheProjectManageruses
theprocessesandplanspreparedduringProjectInitiationandProjectPlanningtomanagetheproject,while
preparingtheorganizationfortheimplementationoftheproduct/serviceandfortransitioningtheproduct/service
responsibilityfromtheProjectTeamtothePerformingOrganization.

5.4 MonitoringandControl

MonitoringandControl(alsocoveringReporting)arethedirectresponsibilitiesoftheProjectManageralthough
themaybedelegatedtoothersatdifferentlevelsofdetail.TheProjectManageris responsible for monitoring,
controlling and reporting at the project level. The Project Leaders are responsible for this at the module or
componentlevel.Theprocessisthesameatalllevelsthroughoutthishierarchy.
Closeworkingrelationshipsandastrongbondbetweenmembersoftheteamswillhelpcommunicationtoflow
effectivelyand for information to be shared. This in turn will help to maintain a senseofcommitmentandhigh
motivation. The monitoring, controlling and reporting process should take place on a regular basis, preferably
weeklyat the more detailed levels, so that problems and issues can be captured early, and the impact on the
project,deliverables,oreventheProjectTeamcanbeminimised.Itisimportanttoensurethatthisprocessdoes
notbecomeahindranceorimpairtheproductivityofteammembers.
Thissectionconsidersthedifferentprocessesofmonitoring,analysis,controlandreporting.

5.4.1Monitoring
Monitoring involves taking measurements of the current situation. At the most detailed level, it will involve
activitiessuchas:
Completionofweeklytimesheets
Reviewofcompletedactivities
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Identifyingmilestonesreached
Identifyinganyproblemsorissues
To facilitate monitoring on a weekly basis, it is useful to prepare a weekly plan for each member of the team,
identifying the activities to be performed, such as unfinished activities from the previous week, new activities,
reviewsandmeetings.Resourcesassignedtoaprojectmustensurethattheycannottakeupactivities,whichare
notdefinedintheweeklyplan,unlessauthorisedbytheProjectLeader/ProjectManager.
Analysis
Whenalltherelevantinformationhasbeenobtained,itmustbeanalysedtocompareactualsagainsttheProject
Planandtodeterminethevariances.Theanalysisshouldfocusonacomparisonofthe:
Effort
Startandfinish
Costs
Revenue
Resourceutilisation
Quality(refertothesectiononQualityAssurance)
Achievementsduringtheperiod
Profitandloss
Agraphicalrepresentationmayhelpthiscomparisonprocessbyhighlightingtrendsandvariances.
Theanalysisshouldalsoconsiderthe:
ProblemsandIssues
Constraintsanddependencies
Totaleffortandvariancethisperiodandforpreviousperiods
Estimatedvarianceoncompletiondateforcurrentandpreviousperiods.

5.4.2Control
Havingestablishedthetrendsandvariances,TheProjectManagerneedstoreplanandtakeeffectivecontrolling
actionasappropriate.Thismightincludethefollowing:
Preparinganactionplanformanagement
ProposingchangestotheProjectPlan.(thismightinvolverescheduling,reallocationofresources,and
obtainingadditionalresourcesandequipment)
Activatingpurchaseordersandsalesinvoices.

1. Reporting
ThoughseenaspartofControl,reportinggenerallyfollowsonfrommonitoringandcontrolandisusedto
inform the customer, Management, and third party management of the current status of the project. In
somecases,referencetomilestonesisusedasabasisfor this. Issues, concerns and items that require
resolutionshouldbeclearlyidentified.Thesesameelementsmaybecarriedoverfromonereportingperiod
tothenextuntiltheyareresolved.Achievementsduringthereportingperiodandanyexpectedrevisionsto
theplanshouldbecovered.Expectedachievementsbythenextreportingperiodshouldalsobeidentified.
Reporting also provides management not directly involved in the daily activities with a means to access
progress,risk,customersatisfaction,andsoforth.Reportsproducedmayalsobetailoredorcondensedfor
presentationtothecustomer.
Status reports should be produced on a regular basis, as defined in the Project Plan. The contents will
vary,butmayincludesomeorallofthefollowing:
Actualmandaysasreported,bywayoftimereportingsystemorprogressreportmechanism
Otherexpensesincurred(material,computercosts,thirdparties,andsoforth)
Milestonesprogressagainstpreviousperiod
Projectsummaryfortheperiodidentifying

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Achievements
Problemareas
Originalmilestoneplan
Revisedmilestoneplan
Agreedrevisions
Actualtodate(labourhours)
Forecasttocompletion
Changestooriginalscopeofproject(change,orders,risks,andthelike)
Actionsrequiredwhat,who,when)
Constraintsanddependencies
Theitemsthatshouldbemaintainedare:
Goodsreceiveddocumentation,goodsshippeddocumentation,andcustomeracceptance
ProjectreportstosupportWorkInProgress(WIP)accounting.

If third parties are involved or teams are divided across multi locations then the monitoring and
administration requires agreed formal procedures by all parties involved. The project manager retains
overallcontrol,butmaydecidetodesignatemoreoftheactivitiesinvolved.

MonthlyProgressReport
TheProjectManagerisresponsibleforsubmittingtheformalmonthlyprogressreporttomanagement.The
standardformisshownatAppendicesA.1,A.2andA.3.
TheformoutlineofAppendixA.1iscreatedinMS/WORDandofAppendicesA.2andA.3in
MS/EXCEL.
ProjectManagershavetheoptionofeithercompletingtheformtemplateusingMS/WORDand
MS/EXCELorcompletingaprintedforminmanuscript.
(Note:waitingforareporttobetypedisnotavalidoracceptablereasonfordelayingtheissueofa
report).
IfthereportiscompletedusingMS/WORDandMS/EXCEL,sectionscanbetailoredinlengthto
accommodatetheactualtext.
ThereportmaybewritteninArabicorEnglishandmustbesubmittedonthelastdayofeach
calendarmonth.
The sections that follow provide instructions for the completion of the report referring to each appendix
attachedtothisdocument:

APPENDIXA.1

2. ProjectIdentification
CompleteeachpageofthereportwiththeProjectCode.Notethatthereshouldbenoversion
numberandthepagesshouldbenumberednofn.
EnterthefullProjectTitleandthenameoftheProjectManagercompletingthereportatthetop
ofPage1.
AlsoentertheVersionNumberoftheProjectPlanbeingreferredtointhereportanditsDateof
Issue.IfthereisnoProjectPlanaddanexplanatorynote.

3. AimofProject
Thissectioncontainsashortstatementdescribingthedesiredendstate.Inotherwordswhattheproject
hasbeensetuptodeliver.Itshouldnotchangethroughouttheproject.

4. CurrentStatus

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ThissectionisusedtoprovideabriefdescriptionofthecurrentstatusoftheProject.Itmustbeshortandto
thepointsandshouldincludementionof:
LastStage(s)completed
Stage(s)inhand
NameofSupplier(ifallorpartofworkisoutsourced)
Decisions/Approvalsawaitedfromagenciesoutsidetheproject.

5. ProjectMilestones
ThissectionistogivetheProjectBoard(ExecutiveManagement)anoverallviewoftheprojecttimescale
asnowperceived.Thefollowinginformationshouldbeentered:

Milestone.ThenameorshorttextualdescriptionoftheMilestone.Amilestoneshouldbean
eventofsignificancetotheProjectwhichiscriticaltoprogressandattainmentofwhich
representsamajorachievement.Milestonesshouldbenormallyassociatedwithadeliverableor
measurableevent.Theyareoften,butnotalways,associatedwiththeendofaProjectStage.
Typicalprojectmilestonesinclude:
ProjectInitiationMeeting
AwardofContract
CompletionofLogicalDesign
CompletionofHardwareInstallation
IssueofAcceptanceLetters
ProjectMilestonesareexpectedtobedefinedintheProjectPlan.
(Note:Milestonesmusthavemeaningfulnames.EndofStage2mightbemeaningfultotheProject
ManagerbutitmaymeannothingtomembersoftheProjectBoard.)

PlannedDate.ThemilestonedategiveninthecurrentlyauthorisedversionoftheProjectPlan.

Actual/ForecastDate.ThedateatwhichtheMilestonewasachievedoriscurrentlyforecastto
beachieved.

6. Achievements

DeliverablesCompletedthisMonth
ThissubsectionisusedtonotifytheProjectBoardofsignificantdeliverablesthathavebeencompleted.
Enterthefollowinginformation:
StageNumberandStage.IfnoformalProject/StagePlanexistsenterexplanatorytextindicating
whowasresponsiblefordelivery.
Deliverable.Brieflyidentifythedeliverablethefulltitleisnotrequired,onlysufficientdescription
tounderstandwhattheproductis.
PlannedCompletionDate.TakenfromtheProjectPlan.
ActualCompletionDate.Selfexplanatory.

Note:Completedmeansfullyacceptedandsignedoffnotinitialversions.

OtherAchievementsThisMonth
Use this subsection to report significant events, which have a significant positive impact on the project.
Examplescouldinclude:
SuccessfulQualityReviewsofproducts.
Meetingswithoutsideagencies.

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7. Exceptions
ThissectionisusedtoinformtheProjectBoardofdeviationsfromtheProjectPlan.
DeliverablesPlannedButNotDelivered
StageNumberandStage.IfnoformalProject/StagePlanexistsenterexplanatorytext
indicatingwhowasresponsiblefordelivery.
Deliverable.Brieflyidentifythedeliverablethefulltitleisnotrequired,onlysufficientdescription
tounderstandwhattheproductis.
PlannedCompletionDate.TakenfromtheProjectPlan.
ScheduledCompletionDate.Thedatenowforecasttobedelivered.

ActivitiesPlannedButNotStarted
StageNumberandStage.IfnoformalProject/StagePlanexistsenterexplanatorytext
indicatingwhowasresponsiblefordelivery.
Activity.Brieflyidentifytheactivitythefulltitleisnotrequired,onlysufficientdescriptionto
understandwhatitis.
PlannedStartDate.TakenfromtheProjectPlan.
ScheduledStartDate.Thedatetheactivityisnowforecasttostart.

ActivitiesStartedButNotPlannedThisMonth
Thissubsectionisforprojectactivitiesthathaveusedresourcesthismonthbutwhichwereeithernot
plannedtostartuntillater,orwerenotplannedatall.Itisnotdesignedtocovertheactivitiesofproject
staffontaskswhichlieoutsidetheproject(e.g.PCSupportormaintenanceofothersystems).
StageNumberandStage.IfnoformalProject/StagePlanexistsenterexplanatorytext
indicatingwhowasresponsiblefordelivery.
Activity.Brieflyidentifytheactivitythefulltitleisnotrequired,onlysufficientdescriptionto
understandwhatitis.
PlannedCompletionDate.TakenfromtheProjectPlanifitisaplannedtask:ifnot,leaveblank.
ScheduledCompletionDate.Thedatetheactivityisnowforecasttobecompleted:thiscouldbe
theActualCompletionDateiftheactivitywasstartedandcompletedwithinthemonth.

8. OutstandingIssues
ThissectionistonotifytheProjectBoardofissuesthathavebeenformallyraisedbutwhicharenotyet
resolved.The Issues Procedure requires Project Managers to formally record issues and to monitor the
progress towards resolution. This subsection should only contain issues which have been formally
recorded under the Project Issues procedure. If the Project Manager knows that an Issue should be
mentionedherebutitisnotontheProjectIssueLog,thenheorsheshouldraisetheProjectIssueReport
anddealwithitaccordingly

Theinformationtoberecordedisselfexplanatory.Progressshouldbekeptbrief:iftheProjectBoardor
anyotherinterestedpartywantsdetailedinformationtheycangetitfromtheProjectIssueReport.

9. DeliverablesToBeCompletedNextMonth

This section, informs the Project Board of deliverables scheduled to be delivered in the next calendar
month.Theymayhavebeenplannedtobedeliveredsometimepreviouslyorevensometimeahead(a
referencetothesedeliverablesmayalsoexistin the Deliverables Planned but not Delivered section of
Exceptions).
StageNumberandStage.IfnoformalProject/StagePlanexistsenterexplanatorytextindicating
whowasresponsiblefordelivery.
Deliverable.Brieflyidentifythedeliverablethefulltitleisnotrequired,onlysufficientdescription
tounderstandwhattheproductis.
PlannedCompletionDate.TakenfromtheProjectPlan.Ifnotplannedleaveblank.
ScheduledCompletionDate.Thedatenextmonthnowforecastfordelivery.
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Note:Completionmeansfullyacceptedandsignedoffnotinitialorinterimversionswhichmayhaveto
bechangedonreview.

10. ProjectDelays
This section is to provide a brief description of the various factors causing a delay in the project and to
allowtheprojectmanagertosuggestactionstorectifythesituation.
Delay(months).Numberofmonthsofdelaytotheproject.
CausesofDelay.Specifythevariouscausesofdelay.
SuggestedResolution/Comments.Indicatesuggestedresolutiontothecausesofdelay.
Numbereachcauseofdelayandsuggestedresolution/commentsaccordingly.

11. ProjectManagersComments
ThissectionistoallowtheProjectManagertoclarifyfortheProjectBoardthemajorpointstobenotedin
theMonthlyProgressReport.Ifrelevant,italsoallowstheProjectManagertoindicateanyactionsrequired
oftheProjectBoard.
Commentsshouldbeshortandtothepoint.

12. Signature
ThereportissignedanddatedbytheProjectManager(thedateisthedateofrelease,notthedateoffirst
draft).

APPENDICESA.2&A.3


13. BudgetStatus
ThissectionistonotifytheProjectBoardoftheuseofresourcesagainstplan.ItspurposeistoenabletheProject
Board(or,tobeexact,theBusinessAssuranceCoordinatoronbehalfoftheProjectBoard)tomonitortheuseof
resources against plan and to update the Business Case with details of currently expected costs to compare
against benefits. Resource usage would normally be expected to be expressed in financial terms. Continued
projectviabilityshouldbeassessedbytheProjectBoardonthebasisoftheNetProjectValuederivedfromthe
Cost/Benefitcomparison.

TheFinancialBudgetandtheResourceBudgetsarecreatedwithMS/EXCEL.

It should be noted that, the Monthly Progress Report Form at Appendices A.2 and A.3 utilise EXCEL
spreadsheetsalreadyformatted.IfProjectManagershaveaccesstoMS/OFFICEitissuggestedthattheyutilise
theelectronicversionoftheformtocreatethereportdirectlyusingMS/WORDandMS/EXCEL.TheFinancial
andResourceBudgetsubsectionscanthenbecompletedonceandmerelyupdatedeachmonththereafter.

Thetwosubsectionsshouldbecompletedasfollows:

FinancialBudgets(AppendixA.2)
ThissectiongivesinformationaboutthePaid,AuthorisedandEstimatedCostfortheparticularproject.
Thefinancialbudgetiscategorisedunderthefollowing:
Studies
ThiscategorywillcontainentriesconcerninganykindofStudyfortheparticularproject,(e.g.Feasibility,
Scoping,Audit,Preliminary,UserRequirements,etc.)carriedoutbyexternalSuppliersorConsultants.

Software
Thiscategorywillcontainentriesconcerningtheapplicationsoftware(Bespokeorreadymadepackage).
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Hardware
This category will contain entries concerning Computers, all electronic equipment, System Software
(OperatingSystem,NetworkManagement,RDBMS,etc.).

Turnkeysolution
Projects that are concerned with tenders that are for Turnkey solution , the amounts estimated,
authorisedandpaymentsdonetowardstheparticularcontractshouldbeincludedhere.
IncaseofTurnkeySolutionotherbudgetcategorieswillbeomitted(e.g.Software,Hardware,etc.)

DataCaptureHardware
This category will contain entries like (hardware) above but the equipment will be used for the Data
Capturemoduleoftheparticularprojectandisnotincludedin(hardware)or(turnkeysolution)above.

DataCaptureServices
Thiscategorywillcontainentriesconcerningapplicationsoftware,oramountsestimated,authorisedor
paidfordataentryservicesetc.andisnotincludedin(software)or(turnkeysolution)above.

UPS
Thiscategorywillcontainentriesconcerningamounts for the purchase of UPS and is not included in
(hardware)or(turnkeysolution)above.

Cabling
This category will contain entries concerning amounts for the cabling of the buildings of the particular
projectandisnotincludedin(hardware)or(turnkeysolution)above.

AdditionalCostHardware
InthiscategoryentriesconcerningadditionalamountsforHardware(seehardwareabove)shouldbe
entered. For example for a project that an original amount has been estimated/authorised and then
additional amount is required then all amounts related to that will be entered here. All additions are
relatedtoHardwareContractalreadyinexistence,thusinthenotecolumntheContractNo.shouldbe
referredto.

AdditionalCostSoftware
Inthiscategory,entriesconcerningadditionalamountsforSoftware(applicationsoftwareseesoftware
above) should be entered. For example for a project that an original amount has been
estimated/authorised and then additional amount is required then all amounts related to that will be
enteredhere.AlladditionsarerelatedtoSoftwareContractalreadyinexistence,thusinthenotecolumn
theContractNo.shouldbereferredto.

OperationalSupport
Afteraprojecthasbeenimplementedallamountsrelatedtotheoperationalsupportoftheparticular
projectshouldbeenteredhere.

Training
Thiscategorywillcontainentriesrelatedtotheamountofmoneyrequired/spentfortrainingofpeopleof
theparticularprojectandisnotincludedin(studies),(software),(hardware),(turnkeysolution)and(data
captureservices)above.

Contingency
Thiscategoryistorecordsumsestimatedasbeingrequired,overandaboveknownorestimated
contractcost.Intheearlystagesofaproject,wherecostsareallestimates,contingencywillbeincluded

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withintheoverallestimatesandthiscategoryisleftblank.Later,whencontractshavebeenlet.There
areneveranyActualorAuthorisedentriesintheContingencycategory.

Consultancy
This category will include entries for amounts estimated/authorised/paid for the employment of
consultants as members of the Project Team. It does not include Consultancy contracts for specific
deliverables(e.g.PreliminaryStudy)whichwillbeclassifiedasStudies.

Other
Any other entries not included in any category above should be entered here with a description in the
notecolumn.
Foreachcategorythefollowingshouldbecompletedwhereappropriate.
Date.Itshoulddenoteeitherthedateapaymentwasdone,oranamountwasauthorisedoranamount
wasestimatedfortheprojectforaspecificcategory.
Actualwillbethedateofpayment.
AuthorisedwillbethedateofTenderBoarddecision.
Estimatedwillbetheendofmonthestimatedthatpaymentwilloccur,(ifknown)otherwiseendofyearin
whichpaymentisdue.
Year.TheyearoftheDatefieldinfourdigits,i.e.2000.
Item. If no formal Project/Stage Plan exists enter explanatory text indicating for what the
payment/authorisation/estimationhasbeendonefor,otherwiseuseplanneddeliverablename.
Paidamount.TheamountpaidinCypriotpoundsandnotincludingVAT.
AuthorisedAmount.TheamountfirstauthorisedbytheManagementforthisStage/Category.
EstimatedAmount.Theamountestimatedasbeingrequiredtobespentforeachitem.Ifanamounthas
beenauthorisedtheestimatedamountmaydiffer.However,iftheitemhasbeenfullypaidfor,theActual
&Estimatedmustbethesame.(TheAuthorisedoughttobethesame).
Whenever the amounts concerned are in foreign currency, conversion for the authorised amounts
shouldbedoneusingtheratestatedintherelevantcontract.
OncethefiguresareenteredintheExcelspreadsheetofthefinancialbudget,thecategoryandproject
totals are calculated automatically. They will not be calculated correctly unless the Year field is
completedinfourdigitsforallitemstobeincludedinthecalculations.
MS/EXCELlimitation:Notethatwheninsertingarowrightbeforethecategorytotalrow,theformulathat
calculatesthecategorytotalisnotadjustedautomaticallytoincludethenewrowinitscalculations.Itisthe
project managers responsibility to adjust the formula manually in order to ensure correct totals. This
requiresthattheprojectmanager:

(1)clickseachrelevantcellofthecategorytotalrow(theonesmarked0),whichthenbecomesactive
and
(2)typesinthecorrectrangeoftheSUMformulathatappearsintheformulabari.e.,SUM(C1:C1)will
becomeSUM(C1:C2),whereC2isareferencetotherelevantcelloftherowadded.

ResourceBudgets(AppendixA.3)
This subsection deals entirely with the effort expended by resources assigned to the project. The effort
shouldbeincludedinStageplans.ItdoesnotincludetheeffortofSupplierstaff,whosecostwillbeincluded
intheFinancialBudgetsdescribedabove.

StageNumberandStage.IfnoformalProject/StagePlanexistsenterexplanatorytextindicating
whowasresponsiblefordelivery.
BaselinePlannedMandays.ThisfigureshouldbetakenfromStagePlans.
MandaysEffortThisPeriod.TheplannedfiguresshouldbetakenfromtheStagePlansand
theactualeffortfromteamtimesheetscompletedbytheProjectManagerfrominformation

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suppliedbyindividualteammembers.Theactualmandaysrecordedmustbethoseexpendedon
theprojectandshouldnotincludetimespentonotheractivitiesoroverheads(forexamplePC
support,maintenanceofothersystems,holidaysorsickness).
TotalMandaysEffortToDate.TheplannedfiguresshouldbetakenfromtheStagePlansandthe
actualeffortfromteamtimesheetscompletedbytheProjectManagerfrominformationsuppliedby
individualteammembers.Teammembersshouldalsosupplytogoestimatesfortaskswhichthey
areundertaking.
BudgetPerformance.Thisisanindicatorofwhethertheresourcesaredoingtheworkinthe
numberofmandaysplannedi.e.didwegettheestimatesright?Itiscalculatedbytheformula:
(BaselinePlanedMandaysToGo)x100
ActualTotalMandaysEfforttoDate

PlanPerformanceThisisanindicatorofwhethertheestimatedeffortisbeingappliedasplanned.Itis
calculatedbytheformula:
(BaselinePlanedMandaysToGo)x100
PlannedTotalMandaysEfforttoDate

5.5 ProgressControl

Progresscontrolisconcernedwithdirectingactivities,monitoringandreportingupontheuseofresources,
assessingachievement,anddecisionmaking.Progressismeasuredbyachievementoftargetsandmilestones
comparedwithplans.Progresscontroliseffectedbyregularlycollectingstatusinformationondeliverables,with
particularemphasisonwhatremainstobedonetocompletetheworkandtheresourceimplications.Itisalso
assessingthestatusofworkintermsofactualachievementcomparedwithexpectationsexpressedduring
planning,producingreportswhichhighlightthesefindingsandtakingcorrectiveactionpromptlytominimiseany
unnecessarydisruptiontoprojectprogress.

Asaminimum,progressisreviewedweeklyreportingon:
achievements
problemsandissues
constraints/dependencies
projectplanchanges

5.6 QualityControl

Qualitycontrolisconcernedwithensuringthatthedeliverablesarefitfortheirintendedpurposes,that
theymeetthespecifications,adheretotherelevantstandardsandarecomplete.Qualitycontroland
quality assurance management are concerned with integrating all activities as depicted in the
followingdiagram.

5.7 ChangeControl

ChangeControlorChangeManagementisconcernedwithcontrollingtheresultsofunforeseenevents,factorsor
mistakeswhichmightmodifyorremovetheneedforthedeliverablesbeingdeveloped.Suchchangescanoccur
atanytime,before,duringoraftertheircreation.Itisinevitablethattherewillbechangesduringthelifetimeofa

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projectandtheProjectManagerisconcernedwiththemanagementandcontrolofchangessothatimpacttothe
projectmaybeminimised.

Changemanagementinvolvesasetofproceduresincluding,changerequests,evaluationofrequestedchanges,
changeapprovalandimplementingapprovedchanges.Changesmaybeclassifiedasminorchanges,those
whichmaybeaccommodatedwithoutimpactingtheprojectplan,andmajorchangeswhichnecessitatearevised
plananditsreapproval.

5.8

IssueManagement
Inadditiontochanges,otherissuesmayarisewhichmayhaveanimpactontheprogressoftheproject.
Examplesofsuchissuesincludenoncompletionorlatecompletionofactionsbyeitherthecustomer,thesupplier
orotherinvolvedparty.Resourcingdifficultiesforeithercustomerorsupplier,etc.Suchissuesoccurmore
commonlythanmostofuswouldlikeandtoignorethemwillalwaysresultingreaterproblemslaterintheproject.
Wehaveacommonissuemanagementandchangecontrolprocedurewherebyallproblems,nomatterhow
largeorsmall,aredocumentedandcommunicated.TheProjectManagertogetherwiththeappropriatepersonnel
meettodiscusstheseproblems,identifysolutions,theimpactofthesesolutionsandtogetherwiththecustomer
agreeontheactiontobetaken.Thereisalsoanassociatedescalationprocedurewherebymoresenior
managementmaybecomeinvolvednordertoresolvecomplexortimecriticalissues.

5.9 ConfigurationManagement

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ConfigurationManagementisthesoftwareengineeringdisciplinefor:
controllingtheidentificationofthesoftwaredeveloped,
establishingbaselines,
recordingandtrackingstatusand
auditingtheproduct.

Allsoftwaremodules,specifications,testprocedures,etc.areconfigurationitemsandsubjecttochangecontrol.A
baselevel(orbaseline)isthesetofalldocumentsandfilesthatcompriseaspecificversionofaproduct(or
application)createdataspecifictime.Configurationmanagementisthereforeconcernedwiththeidentification
andcontrolofallcomponentsinanygivenbaselevel.

Itshouldbeobviousthatconfigurationmanagementisalmostsynonymouswithchangecontrolinthatachangeto
aconfigurationitemhasanimpactonthebaselevel.However,botharenecessary.Changecontrolensuresthat
allchangesarerequested,reviewedandapprovedandconfigurationmanagementensuresthatallapproved
changesareappliedcorrectlysothattheintegrityofeachbaselevelismaintained.

Goodconfigurationmanagementbecomesessentialforlargeprojectsinvolvingmanyconfigurationitems.
AutomatedCASEtoolstosupportthisdisciplineareusuallyutilised.

5.10 Traceability

Traceabilitymaybedefinedastheabilitytotraceadesignrepresentationoractualprogrambacktorequirements.
Essentiallytraceabilityimpliesthetwowaytracingofrequirementsthroughtoprogramcodeandviceversa.Itis
alsoextendedtoincludethetracingofrequirementsthroughtononsoftwaredeliverables,suchastrainingand
documentation.

Traceabilityisanimportantvehiclethatservestoensureallspecifiedrequirementsaredesignedandcodedand
thateachsoftwaremodulehasajustificationintheformofaninitialrequirement.Itisthereforeusefulduring
acceptance.Thetraceabilitydocumentalsoprovidesavaluablesupportdocumentforconfigurationmanagement
sinceitlinks,viaacrossreference,alloftheconfigurationitems.

5.11 ProjectClosure

InProjectCloseout,theProjectTeamassessestheoutcomeoftheproject,aswellastheperformanceofthe
ProjectTeamandthePerformingOrganization.Thisisaccomplishedprimarilythroughsolicitingandevaluating
feedbackfromCustomers,ProjectTeammembers,Consumersandotherstakeholders.Theprimarypurposeof
thisassessmentistodocumentbestpracticesandlessonslearnedforuseonfutureprojects.Keyprojectmetrics
arealsocapturedtoenablethePerformingOrganizationtocompareandevaluateperformancemeasurements
acrossprojects.

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