Appendix C Sample Project Management Checklists

Here are the checklists that we used throughout Project Management JumpStart. You can use them as is or adapt them to your particular project needs.

Table C.1: Checklist of Common Project Risks

Project name:

Project number:

Project Manager's name:

Type of Risk

Describe the Impact or Characteristics

Examined

Project schedule

Increased project time

Budgets/funding

Increased cost

Personnel issues

Loss of key team member, not enough team members assigned to project

Quality

Doesn't meet standards

Key stakeholder consensus

Conflicts and project delays

Scope changes

Increased project time and costs

Project plans

Increased project time and costs, impact on quality, poor direction and communication

Project management methodology

Increased project time and costs

Business risk

Poor public image

Management risk

Reorganization resulting in loss of team members

Vendor issues

Delivery delays

Contract risks

Project delays, increased costs

Legal issues

Increased costs, poor public image

Political issues

Poor public image

Environmental risk

Increased costs, delays to schedule, poor public image

Weather or natural disasters

Schedule delays, delivery delays, increased costs

Technology risks

Not available when needed

Project complexity

Inexperience of project team

Project manager skills

Inexperience of project manager

Team skills and abilities

Inexperience of team members, lack of training

See Chapter 7 for our detailed discussion of this checklist.

Table C.2: Project Planning Processes

Project name:

Project number:

Project Manager's name:

Project Planning Activity

Inputs

Outputs

Scope statement

Project charter

Project goals and objectives, assumptions and constraints, critical success factors

Scope change plan

Scope statement

Scope management plan, which outlines how changes to scope will be handled

Task identification

Scope statement

WBS, task list

Communication planning

Scope statement

Communication plan

Resource plan

Scope statement, WBS, task list

Identifies physical and human resources needed for the project

Task duration estimates

WBS, task list

Time needed to complete each task

Task dependencies

WBS, task list

Logical dependencies of tasks

Network diagram

WBS, task list, dependencies

Graphical picture of tasks in dependency order

Procurement planning

WBS, task list, network diagram

Procurement plan

Risk planning

Scope statement, WBS, task list, network diagram

Risk plan

Quality planning

Scope statement, WBS, task list, network diagram

Quality plan

Project scheduling

Scope statement, WBS, task list, network diagram

Project schedule

Budgeting

Scope statement, WBS, task list, network diagram, resource plan, project schedule

Project budget

See Chapter 9 for our detailed discussion of this checklist.

Table C.3: Budget Items

Project name:

Project number:

Project Manager's name:

Item

Project team salaries

Equipment and materials expense

Rent or lease costs for facilities

Marketing costs, including focus group and market research costs

Legal costs

Travel expenses

Advertising costs

Research costs

Feasibility study costs

Consulting services for subject matter expertise or as project participants

Telephone, fax, and long-distance charges

Office supplies (remember all those sticky notes we used!)

Internet access charges or website hosting fees

Software

Hardware

Training

See Chapter 9 for our detailed discussion of this checklist.

Table C.4: Project Process Checklist

Project name:

Project number:

Project Manager's name:

Complete

Process or Document Life Name

Responsibility

Notes

Project Cycle

Project charter

Project sponsor

Describes project purpose, business justification, and outcomes.

Initiation

Cost benefit analysis

Project manager with input from stakeholders

Determines whether project is financially (or otherwise) beneficial to the organization. Included in the project charter and scope statement.

Planning

Assumptions and constraints

Project manager with input from stakeholders

Describes project assumptions and any constraints limiting the project team. Included in the scope statement.

Planning

Project scope statement

Project manager with input from stakeholders

Describes project goals, contains a comprehensive list of deliverables, and describes the specific requirements of the product or service of the project. Signed by project sponsor, project manager, and stakeholders.

Planning

Critical success factors

Project manager with input from stakeholders

Describes those things that must be completed accurately in order to consider the project a success. These may include project deliverables or requirements. Can be included with the scope statement.

Planning

Communications plan

Project manager

Describes the information needs of stakeholders and the project team and how the information is distributed.

Planning

Work breakdown structure (WBS)

Project manager

Formatted as a deliverables-oriented hierarchy that defines the work of the project.

Planning

Roles and responsibility matrix

Project manager

Ties roles and responsibilities of project team members with WBS elements.

Planning

Resource plan

Project manager

Describes physical resources and human resources needed to complete the project.

Planning

Procurement plan

Project manager and/or procurement department

Describes resources or services to be purchased from an outside provider.

Planning

Risk management plan

Project manager with input from stakeholders, risk analysis team, and project team members

Identifies, describes, ranks, and plans for project risks. Includes risk response plans for high-ranking risks.

Planning

Quality plan

Project manager and/or quality team

Describes how quality will be assured and measured.

Planning

Project schedule

Project manager

Displays task dependencies, task durations, and milestones. Used to determine the critical path.

Planning

Project budget

Project manager and/or finance manager

Determines targeted costs of the project.

Planning

Project team kickoff meeting

Project manager

Assigns all team members to their responsibilities.

Executing

Status meetings and status reports

Project manager

Describes current status of the project including project schedule updates, budget updates, task updates, and action items. Created and distributed according to the communications plan.

Executing and Controlling

Change management plan

Project manager and change control board

Describes how changes to the project plan will be identified and managed.

Planning and used in Controlling

Monitoring project performance and taking corrective action

Project manager

Oversees project performance. May require updates to project Planning documents.

Controlling

Closing the accounting records and finalizing the contracts

Project manager and finance manager

Project manager notifies finance manager to close all project accounts so that no more charges are incurred against the project budget.

Closing

Implementation checklist

Project manager

Describes issues to be discussed or information to be turned over regarding the product or service of the project to internal departments or the customer.

Closing

Lessons learned document

Project manager with input from stakeholders and team members

Documents processes, plans, communications, etc. that worked well. Also documents things that did not work well so that they will not be repeated in future projects and, if practical, integrates them into the standard company project management processes or templates.

Controlling and Closing

Obtaining project sign-off and sending formal notice of closure

Project manager

Assures acceptance of the product or service of the project and notifies all parties that the project is officially closed.

Closing

Project feedback

Project manager, stakeholders, and team members

Provides information to improve performance on future projects. Can be included in the lessons learned document.

Closing

Archiving project documents

Project manager

Archives project records for future reference.

Closing

Celebrating your success

Project manager and project team

Provides a means to publicly thank team members for their hard work and recognize success. Brings closure to the project and helps team members make the transition to new assignments.

Closing

See Chapter 12 for our detailed discussion about this checklist.

Table C.5: Implementation Checklist

Project name:

Project number:

Project Manager's name:

Completed

Description

Comments

Deliverables completed

 

Deliverables accepted and approved

 

Contracts closed out

 

Vendors paid

 

Customer training completed

 

Product documentation

provided to customer

 

Warranty information given to customer

 

Contact information provided to customer

 

Final product delivered

 

See Chapter 12 for our detailed discussion of this checklist.




Project Management JumpStart
Project Management JumpStart
ISBN: 0782136001
EAN: 2147483647
Year: 2005
Pages: 139

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