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GRO PM Handbook - GRO Project Management Practices

By Elizabeth Holmes,2014-05-19 06:29
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Project management is common in many organizations, but is most successful when founded in best practices. The GRO Project Management Handbook is based on

    GRO

    Project

    Management

    Handbook

    Version 3.0

    March 15, 2006

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    GRO Project Management Handbook v3.0 March 15, 2006

    Table of Contents

    INTRODUCTION .................................................................................................................................................... 3 Purpose of the GRO Project Management Handbook ....................................................................................... 3 Value of Project Management ............................................................................................................................ 3 PMBOK? Guide ................................................................................................................................................ 3 GRO Project Management Handbook Outline .............................................................. 3 GRO PROJECT MANAGEMENT PROCEDURES ............................................................................................ 4 1. Initiating Projects ...................................................................................................................................... 4 2. Planning Projects ...................................................................................................................................... 4 3. Executing Projects..................................................................................................................................... 6 4. Monitoring and Controlling Projects ........................................................................................................ 6 5. Closing Projects ........................................................................................................................................ 7 6. Project Portfolio Management .................................................................................................................. 7 7. GRO Procedures Mapped to the PMBOK? Guide ................................................................................... 7 APPENDICES ........................................................................................................................................................... 8 APPENDIX A PROJECT CHARTER TEMPLATE ........................................................................................................ 8 APPENDIX B PROJECT MANAGEMENT PLAN TEMPLATE ....................................................................................... 9 APPENDIX C PROJECT CLOSURE REPORT TEMPLATE ......................................................................................... 10 APPENDIX D GRO PROCEDURES MAPPED TO THE PMBOK? GUIDE ................................................................ 11 APPENDIX E PMBOK PROCESSES AND KNOWLEDGE AREAS ............................................................................. 13

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    GRO Project Management Handbook v3.0 March 15, 2006

    Introduction

    Purpose of the GRO Project Management Handbook

    Due to the numerous projects initiated and implemented by the Government Rural

    Outreach (GRO) and its partners, a consistent project management process is necessary

    to ensure resources, schedules and objectives are managed efficiently and effectively.

Value of Project Management

    The value of project management stems from a deliberate focus on managing the work

    involved with a project, resulting in greater project success in the following areas:

    ? Communication

    ? Meeting scope, schedule, budget, and stakeholder expectations

    ? Capturing and sharing lessons learned

    ? Documentation

PMBOK? Guide

    Project management is common in many organizations, but is most successful when

    founded in best practices. The GRO Project Management Handbook is based on the

    Project Management Body of Knowledge (PMBOK) Guide. The PMBOK? Guide is an

    American National Standard (ANSI/PMI 99-001-2004) and was developed by the Project 1Management Institute (PMI).

    1 This publication is a derivative work of "A Guide to the Project Management Body of Knowledge" (PMBOK? Guide), which is copyrighted material of and owned by, the Project Management Institute, Inc. (PMI), copyright 2004.

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    GRO Project Management Handbook v3.0 March 15, 2006

    GRO Project Management Procedures

    1. Initiating Projects

    A. Introduce and Discuss Project

    ? A potential project is introduced and discussed with key stakeholders

    (the project charter is an ideal outline to use for the discussions).

    B. Develop the Project Charter (for projects > 40 hours of effort)

    1) The project manager develops the project charter using the template in

    Appendix A, and then distributes it to key stakeholders for review.

    IMPORTANT: the dates should have a lot of slack built in since the

    complete schedule is not yet developed.

    2) The project sponsor(s) approves the project charter, either verbally or

    through email, and the project manager documents the approval on the

    project charter.

    3) The project manager proceeds to the Planning, Executing, Monitoring

    and Controlling, and Closing procedures.

    NOTE: If the project is probably less than 40 hours of effort, no project charter

    is necessary; the project is monitored and tracked in weekly status meetings

    and on the GRO Project List.

    2. Planning Projects

    A. Develop the Project Management Plan the project manager collaborates

    with the project sponsors and key stakeholders to perform the following steps:

    1) Create the basic Project Management Plan document; use the template

    in Appendix B. 2) Define the Scope

    ? Describe the Product Scope the end results or “product” to be

    delivered through this project.

    o Use Mind Manager or an outline format.

    o If Mind Manager is used, save that file as a JPEG and then

    insert it into the Scope Statement section of the Project

    Management Plan.

    ? Describe the Project Scope the work that needs to be

    accomplished to deliver the product.

    o Divide the project work into phases and major activities; this

    diagram is called a Work Breakdown Structure (WBS).

    o Use Mind Manager or an outline format.

    o If Mind Manager is used, save that file as a JPEG and then

    insert it into the Scope Statement section of the Project

    Management Plan. 3) Create the Schedule

    NOTE: the terms task and activity are used interchangeably.

    ? Request known, unavailable times from team members (vacation,

    etc.), including contracted resources so they can be incorporated.

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    GRO Project Management Handbook v3.0 March 15, 2006

    ? Enter the phases and all activities into the Schedule section of

    the Project Management Plan; use the WBS as a guide.

    o Consider the dependencies that activities have on each other.

    o Remember to include activities for the project planning steps

    (e.g. develop the Project Management Plan).

    ? Enter the estimated duration of each activity and assign the

    resources.

    ? Considering the duration and resources, enter estimated start

    and end dates for each activity.

    NOTE: For projects greater than two months or with more than five

    team members at 50%, you should use a tool such as Microsoft

    Project.

    4) Develop the Budget

    ? Enter the cost estimates for each activity in the Budget section of

    the Project Management Plan.

    5) Plan for Quality Management

    ? In the Quality section of the Project Management Plan, describe

    how the project management team will implement existing quality

    policies.

    6) Plan Human Resources

    ? In the Human Resources section of the Project Management

    Plan, enter the roles, responsibilities, and contact information for

    stakeholders

    ? If desired, create a Project Organization Chart.

    7) Plan Communications

    ? In the Communications section of the Project Management Plan,

    identify stakeholder communications needs and expectations

    and how communications will occur.

    ? Develop the Project Web Portal.

    o Contact Terry Palmer or Dan Schott to arrange for a web

    portal; follow their instructions for creating the web portal and

    adding content and distribute the link to team members. 8) Procurement Planning

    ? Identify products or services that need to be purchased; list them

    in the Procurement section of the Project Management Plan

    ? Develop the necessary procurement documents, including a

    request for proposal or a contract statement of work, and

    develop evaluation criteria.

    ? Request seller responses and select seller.

    9) Risk Planning

    ? Identify potential risk events to the project and plan a response

    for each one; add this information to the Changes, Issues and

    Risks section.

    B. Approve the Project Management Plan

    ? Distribute the Project Management Plan to the project sponsors and key

    stakeholders for review; request approvals via email or in signature form.

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    GRO Project Management Handbook v3.0 March 15, 2006

    ? The project manager documents the approvals in the Project

    Management Plan.

    3. Executing Projects

    A. Acquire Project Team

    ? Confirm team members and assign roles, responsibilities, and activities. B. Execute Project Work

    ? After the Project Management Plan is approved, project team members

    complete project activities.

    C. Develop Project Team

    ? Training, team-building activities, co-location, recognition/ rewards, and

    performance assessments are all tools for developing the project team.

    D. Communication and Information Distribution

    ? Regularly distribute project information through meetings, email, lessons

    learned sessions, and other appropriate uses of communications.

    4. Monitoring and Controlling Projects

    A. Integrated Change Control

    ? Update the Project Management Plan; document any changes to the

    scope, schedule, budget, or quality in the Changes, Issues and Risks

    section.

    B. Scope Verification

    ? As major deliverables are completed, they should be formally accepted

    by the appropriate stakeholder, through email, hard copy or verbal

    approvals.

    C. Perform Quality Control

    ? Identify needed improvements from an organizational and technical

    standpoint.

    D. Manage Project Team and Stakeholders

    ? Track team member performance, provide feedback, and resolve issues.

    ? Manage communications to satisfy the needs of project stakeholders. E. Status Reporting

    ? Provide regular updates to project sponsors regarding the project status. F. Risk Monitoring and Control

    ? Identifying, analyzing, and planning for newly arising risks G. Contract Administration

    ? Ensuring that the seller’s performance meets contractual requirements

    and that GRO performs according to any applicable terms of the

    contract.

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    GRO Project Management Handbook v3.0 March 15, 2006

5. Closing Projects

    ? Close the Project formally terminate all activities of the project and hand off

    the completed product to others.

    o Collect records and archive documentation

    o Analyze lessons learned and prepare a Project Closure Report (refer to

    Appendix C)

    o Settle and close contracts.

6. Project Portfolio Management

    ? The GRO Project Management Specialist adds and maintains projects on the

    GRO Project List, based on discussions and/or regular status meetings.

    ? The GRO Project List includes information on all project priorities, schedule,

    responsibilities, and status.

    7. GRO Procedures Mapped to the PMBOK? Guide ? This diagram identifies how the procedures of GRO map to the PMBOK? Guide.

    Refer to Appendix D.

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    GRO Project Management Handbook v3.0 March 15, 2006

Appendices

    Appendix A Project Charter Template

    ..\PM Templates\Project Charter Template.dot

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    GRO Project Management Handbook v3.0 March 15, 2006

Appendix B Project Management Plan Template

    Project Management Plan Template.dot

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Appendix C Project Closure Report Template

Project Closeout Report Template.dot

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