EAN.UCC Project Management Framework Handbook. Issue Version 3.0

Transcription

1 EAN.UCC Project Management Framework Handbook Issue Version 3.0

2 Document Information Document Summary Document Item Document Title (auto, from properties) File Name (auto) PMFH Issue Version 3 Template Used (auto) Current Value EAN.UCC Project Management Framework Handbook UCC Template2 Date Last Modified (auto) Current Document Version (for footers) 2.0 Disposition (Draft, Preliminary, or Final) Author Name, Author Title Document Description (one sentence summary) Draft Project Support Office This guide is a framework for use by all program/project sponsors, managers and teams. TIP: When finished, remember to update all fields such as property fields, table of contents, and headers by pressing <Ctrl>A (select all), then [F9] (update fields). Document Revision History Version Date Changed By Revision Description Mary Wilson Initial Draft Mary Wilson Revisions to content Rick Quinones Editing and format changes PSO Editing and format changes revision for new version References Source EAN.UCC Project Management Guide Description Project Management Concepts contained in this guide have been duplicated from the EAN.UCC Project Management Guide published and copyrighted 2001 by Kepner-Tregoe Ltd. Approvals Title Name Signature (or type name) Date Copyright Copyright 2001 UCC, Inc. All Rights Reserved 1009 LENOX DR SUITE 202 LAWRENCEVILLE NJ EAN International / Uniform Code Council, Ltd. Page ii

3 Foreword Table of Contents Foreword 4 Introduction 5 1 Project Overview Initiation Phase Definition and Planning Phases Definition Phase Planning Phase Execution Phase Closeout Phase 21 2 Project Management Procedures Project Proposal Document (Initiation) Work Breakdown Structure Responsibility Assignment Matrix Project Definition Contract (Definition and Planning) Problems, Risks and Assumptions Logs Critical Task Log Project Change Control Procedure Project Change Control Document Project Change Request Log Actions Log Project Closeout Report Project Approval Process Project Management Reporting 62 Appendix A: Roles and Responsibilities Project Support Office GSMP Executive Management Team Project Sponsor Project Manager Project Team Members 66 Appendix B: Project Examples 67 Glossary of Terms EAN International / Uniform Code Council, Ltd. Page iii

4 Foreword Foreword The need for successful project management within EAN.UCC is becoming increasingly important. The strategic plans for the organization have identified a number of key areas where we will need to implement changes. Each change will benefit from a structured approach to project management. The benefits include: A common and consistent approach to projects across the organization to assist in resource management and priority setting A structured approach to ensure that all of the relevant information is gathered at the earliest opportunity for sound decision making A clear process supported by guidelines to help people get a project started quickly, ensure a smooth passage through implementation, and deliver benefits to our customers and the company To achieve the capability to deliver projects successfully, teams must be developed: Who are committed to excellence in project management; Who exhibit a disciplined approach to delivering project objectives; and Who are willing to learn from their experiences and apply this learning across the business. This guide is a framework for use by all program/project sponsors, managers and teams. By using this on a continuous basis, chances of success will be increased EAN International / Uniform Code Council, Ltd. Page 4

5 Introduction Introduction Projects are initiated and implemented within EAN.UCC because it is believed they will deliver significant benefits to the business and its customers. To maximize the benefits of projects, it is important to adopt a disciplined and consistent approach to the management of projects. The purpose of this guide is to state clearly the processes and standards by which projects, carried out within the EAN and UCC, must be planned and managed. The guide has four principal sections describing the major phases of a project s life cycle: Initiation Definition and Planning Execution Closure The guide contains copies of the documentation that will be used to support project teams in the management of their projects, including instructions on how and when to use each document. Finally, the guide describes the key roles and responsibilities in project management. This guide aims to provide you with an understanding of the EAN.UCC framework for managing projects. It is not an objective of this guide to provide detailed instructions on how to run a project, nor is it intended as a stand-alone item. It is not expected that all of the elements will need to be used for all projects. It will need to be supported by practical experience in project management as well as the relevant training. However the following five documents must be used by all EAN.UCC projects, and are approved by Executive Management Team as the project progresses through the four phases: Project Proposal Document Project Definition Contract Project Change Control Project Reporting Document Project Close Out Report Version Control, Feedback and Comments Revisions to the guide will be controlled through the Project Support Office, amendments and revisions being made to reflect changes in group policy and contributions from project managers. The project team welcomes comments and suggestions in relation to the guide and its contents. Project Management Concepts contained in this guide have been duplicated from the EAN.UCC Project Management Guide published and copyrighted 2001 by Kepner-Tregoe Ltd EAN International / Uniform Code Council, Ltd. Page 5

6 Project Overview 1 Project Overview Why treat projects differently from other work? Successful execution of the EAN.UCC strategy depends on the successful delivery of projects. These projects are directed at the products, services and business processes that will give the EAN.UCC the competitive edge to sustain and grow its business. If projects are not delivered successfully, this advantage could be eroded. As well as strategic projects, there are likely to be many operational projects that will improve the way the organization functions and our ability to meet members needs. What is a project? A project can be defined as: A set of interrelated activities with specific goal or end result, and with clear start and finish A project is constrained in terms of cost, time and quality and by the manner in which it is conducted. Types of Projects Each project is unique. It is helpful to identify what type of project is being undertaken to facilitate the correct manager and team being assigned to complete the job. Understanding of the type of project on which you are embarking will also help assess, at an early stage, the amount of effort required and the skills that are needed to complete the project. If it is a repeat project, there should be good information available to speed the planning. If it is brand new, it will require more time in the definition of the project with the involvement of others to ensure that all the key information is gathered. What is special about projects? It is important to realize that there are some key differences between projects and other business as usual or 'maintenance' type activities performed within the organization. Some characteristics that differentiate projects (developmental in nature) from maintenance activities are as follows: Financial input above and beyond standard operating costs of GSMP Central Operations Teams. Human resources input above and beyond standard operating costs of GSMP Central Operations Teams and/or requires the input of a cross-functional team or external resources. Level of complexity in planning and development that deviates from standard GSMP throughput for a change request. A high level of risk EAN International / Uniform Code Council, Ltd. Page 6

7 Project Overview Pitfalls to avoid Although there will be pitfalls throughout the duration of the project, some of the more common pitfalls to be aware of are as follows: Starting without a clearly defined need Not selecting the appropriate project manager Lack of upper management support Inadequately defined tasks Ineffective use of a project management resource Reluctance to end the project Lack of monitoring against time, costs and benefits Scope creep The key is to allow time to plan and avoid the rush toward implementation. This can lead to costly rework, time delays and, more importantly, the ability to deliver the benefits to the organization and its customers. This requires a shift away from an ad hoc method to managing projects to a COMMON and CONSISTENT process. This is outlined in the five phases of project management. The Project Lifecycle A project is a temporary set of activities. It has an identified start point and end point. During the intervening period, a project passes through distinct stages or phases and the time encompassed is known as the Project Lifecycle. The first stage involves identifying the business needs to be addressed. The subsequent stages involve the planning and execution of the proposed solution and its transition to the operational environment. Benefits delivery will usually take place within normal business operations once the project deliverables have been achieved. To ensure a project is successful, adequate attention must be given to each project phase. If business needs are unclear, there is no basis for specifying a solution and, clearly, there is no point in delivering a solution if it cannot be used to deliver real and lasting benefits to the organization. 1.1 Initiation Phase The first phase covers all activities leading to approval of a project by the GSMP Executive Management Team. It assumes that the business needs that the project will address, ensuring its fit with overall business strategy have already been established via the size up document as prepared by the Central Operations Change Request Administration Team. All project ideas will be reviewed against the overall portfolio of projects within the business to establish priorities and likely timing. Finally, a Project Proposal Document will be submitted for a Go/No Go decision on whether to proceed with the project. This phase will help to ensure that sound evaluation and decision-making takes place at the earliest point in a project before time, money and resources are committed to the next phase EAN International / Uniform Code Council, Ltd. Page 7

8 Project Overview Project Prioritized At any time, the organization is undertaking multiple projects to meet the needs of the business and its customers. To make sure that resources are available and dependencies are identified, the project will need to be prioritized within the overall portfolio. Phase Approved Project Managers will submit the completed Project Proposal Document to the Project Support Office (PSO) The PSO will ensure the Management Team considers the proposal contained in the Proposal Document at the earliest opportunity. If it is approved at this stage, the Project Manager and team will take the high level plan to the next stage of Definition and Planning EAN International / Uniform Code Council, Ltd. Page 8

9 Project Overview Project Initiation Summary PROCESS STEPS PROJECT APPROVED AND PRIORITIZED PHASE COMPLETED KEY QUESTIONS WHERE DOES THIS FIT AGAINST STRATEGIC PLAN? SEE PROJECT PROPOSAL DOCUMENT OUTPUTS PROJECT PRIORITIZED APPROVAL TO PREPARE PROJECT PROPOSAL DOCUMENT PROJECT PROPOSAL DOCUMENT WHO IS INVOLVED GSMP EXECUTIVE MANAGEMENT TEAM CONTROL DOCUMENTATION SIZE UP DOCUMENT GSMP EXECUTIVE MANAGEMENT TEAM PROJECT MANAGER PROJECT SPONSOR PROJECT SUBMITTER PROJECT SUPPORT OFFICE PROJECT PROPOSAL DOCUMENT 2001 EAN International / Uniform Code Council, Ltd. Page 9

10 Project Overview 1.2 Definition and Planning Phases Within the framework of the EAN.UCC Project Management Methodology, the Definition and Planning Phases are tied very closely together. Elements of each phase are captured and presented in the Project Definition Contract. For clarity, the phases are represented separately within the overview to allow the proper focus and the significance of each to be represented Definition Phase It is essential that the definition phase be clearly thought out before undertaking any planning or implementation activities. The definition phase identifies and clarifies the project s purpose; it sets the stage for success. It also establishes the scope of work for the project and outlines the resources required for successful implementation. At the end of this phase, senior managers will see a precise statement of purpose, a list of activities, resources required and a proposed time frame. The information it provides will establish the project s value to the organization. This phase provides high-level answers to the key questions: What is the project statement? What are the objectives and the results it should achieve? What tasks need to be undertaken? What resources are required? The Definition Phase lays the foundations for project success by clearly identifying the scope of the work involved and the resources required to deliver the project. It will provide the Project Sponsor, Project Manager and team and other key stakeholders with a common view of the project and a commitment to complete the change and realize the benefits. The Project Definition Contract (PDC) will capture the significant information produced in this phase. State the Project This is the starting point of the project definition phase. It must define as simply as possible the true purpose of the project and why a commitment is being made to this change. It will include goals of the project with regard to time, cost and performance. This will help to guide the development of the project objectives as well as the scope of the project identified in the Work Breakdown Structure. Develop Work Breakdown Structure (WBS) This will provide a clear understanding of the scope of the project by identifying exactly what work needs to be completed to achieve the objectives. It also provides the basis for deciding what level of detail is needed to ensure control of the project. The WBS is a tool that can be used to describe all the work that needs to be completed in a project and how it should be organized. It provides a clear picture of the entire project using 2001 EAN International / Uniform Code Council, Ltd. Page 10

11 Project Overview a top down approach. This is based on the idea of a project being comprised of a set of major deliverables. A deliverable is defined as a tangible output, something that is produced as a result of work carried out. (Appendix C) Develop Objectives The project objectives provide more detail about the specific benefits and results that will be delivered. They are developed from the project statement. They also identify some of the key constraints that will need to be considered during the implementation of the project. The project objectives clearly define the expectations of the change. They are developed jointly by the Project Manager and Project Team and are reviewed with the Project Sponsor to ensure they fit with the business strategy, ensuring commitment to the same goals. The key questions to ask at this stage include: At the end of the project, what will we have? What are the specific benefits and results? What other project objectives are important? What constraints or resource limitations need to be considered? Each objective needs to be stated clearly to avoid ambiguity and provide a practical basis for evaluating success at the end of the project EAN International / Uniform Code Council, Ltd. Page 11

12 Project Overview Project Definition Summary PROCESS STEPS STATE THE PROJECT DEVELOP OBJECTIVES DEVELOP WORK BREAKDOWN STRUCTURE IDENTIFY RESOURCES REQUIRED KEY QUESTIONS What is the action and end result? Why are we doing this? At the end of the project, what results will we have? What constraints do we face? What must be delivered or accomplished? What must we do to meet this objective? What knowledge and skills are needed? What facilities are needed? How much will this cost? What value will be gained? How will we do that? What equipment is required? When do we need this to be done? What requirements must be met? What supplies and materials are needed? What special resources are needed? OUTPUTS Project Statement including Performance, Time and (optional) Cost objectives Statement of specific benefits and other objectives List of major and subdeliverables Deliverables chart or outline List of type, amount and cost of resources WHO IS INVOLVED Project Manager Project Sponsor Project Manager Project Team Project Manager Project Team Project Manager Project Team Resource Owners CONTROL DOCUMENTATION Project Definition Contract Project Risk and Assumption Project Team Work Breakdown Structure 2001 EAN International / Uniform Code Council, Ltd. Page 12

13 1.2.2 Planning Phase The purpose of the planning phase is to organize the project s deliverables and resources within realistic time frames. The planning phase prepares the project for successful implementation. It links the organization s resources to the project s activities. This phase answers the key questions: Who will be responsible for each piece of work? What is the project s sequence and timing? How and when will resources be allocated? How will resources be scheduled and resource conflicts resolved? How will risks be managed to ensure project success? This phase prepares people for successful implementation by clarifying the roles and responsibilities of all the participants. It will also ensure commitment to a realistic schedule to ensure efficient use of resources. At this stage, there will be sufficient information available to complete the PDC. Assign Responsibility It is necessary to identify who will be responsible for completing each terminal element of the work breakdown structure and allow the project team to compare all available resources to the WBS. If an appropriate resource is not available inside or outside the organization, the project team is alerted to the need for additional resources. It is possible to identify primary and secondary responsibility for each terminal element, but only one person can have primary responsibility for a WBS terminal element. This reduces misunderstanding amongst team members and other workers who have important contributions to make, and it assists the Project Manager in overall management. The most practical way to assign responsibilities is to construct a Responsibility Assignment Matrix (RAM) that matches people with the terminal elements. A first pass at the RAM describes the work to be done and outlines the potential individuals or departments to provide the resources required. Most importantly, the Project Manager must gain commitment from actual people. Sequence Deliverables If the WBS shows what must be done, and the resource requirements matrix identifies the type and amount of resources required, then the RAM identifies who should do it. Sequencing and scheduling deliverables identifies when it should be done. The choice of a suitable planning approach to assist with this task depends on the project s complexity, the skills of the Project Manager and the availability of computer software or other technical support. All planning techniques share three characteristics: They are based on dependencies or precedent relationships. They include estimates of completion time and resource requirements EAN International / Uniform Code Council, Ltd. Page 13

14 They provide a basis for monitoring and modification as required during project implementation Project management discussions should be used to evaluate the plan. Team members need to verify that precedence and duration are accurate and realistic. Project sponsors should be notified if additional or more expensive resources are required for completion. Schedule Deliverables Once the sequence of the work and the overall length of the project have been established it is necessary to define when, in actual calendar time, each terminal element will be completed. This is used to assign people s time and other resources for each terminal element and to provide a basis for project monitoring. Using the precedent and duration information, the desired start and completion dates for each WBS terminal element are listed. For simple projects, this may only require a table with dates listed beside each terminal element. Projects that are more complex often require GANTT charts that show the schedule as a bar chart. Schedule Resources After scheduling a terminal element in the calendar time that will meet the overall project deadline, it is necessary to gain the commitment of an actual resource to perform the work at the specific time. Gaining the commitment of the resource manager does this. A resource manager is an individual who manages or provides project resources. A resource manager supports the Project Manager by seeing to it that required resources are on the scene when needed. The resource manager allocates the people, facilities and equipment to the project when called for by the project plan. It is the resource manager s job to confirm the availability of resources, to follow up on that commitment and monitor their arrival, if necessary; to take action if a slip-up occurs. Protect the Plan The Protect the Plan step of the planning phase is designed to help project managers discover and resolve problems and opportunities in the project. This vital step in the process helps to ensure project success. Two techniques used in this step Potential Problem Analysis and Potential Opportunity Analysis are widely used independently of project management to successfully implement any decision or action and to think through how an organization can capitalize on opportunities. Planning Phase Summary The planning phase is the heart of project management. It is here that the plans are constructed. The experience of the team is focused on the plan in an attempt to weed out problems and capitalize on opportunities. The planning work is strengthened by the work done in the definition phase and leads to the goal of all project management successful project implementation. The planning phase sequences and schedules the terminal elements of the work breakdown structure so that the needed resources are delivered at the appropriate time. Together, time spent on the three preparation phases Initiation, Definition and Planning will be more than rewarded when it comes to successful implementation EAN International / Uniform Code Council, Ltd. Page 14

15 Project Planning Summary PROCESS STEPS ASSIGN RESPONSIBILITY SEQUENCE DELIVERABLE S SCHEDULE DELIVERABLES SCHEDULE RESOURCES PROTECT THE PLAN KEY QUESTIONS Who has the resources for this terminal element? Who has knowledge or information? Whose commitment do we need? In what order must terminal elements be completed? What tasks can take place concurrently? How long will each terminal element take to complete? When, in calendar time, will each terminal element start and end? Are resources committed to meet the schedule? Can resources be leveled? How will resource conflict be managed? For each terminal element, what could go wrong? What could cause this potential problem? How can we make this cause less likely to happen? What will we do if the potential problem happens anyway? What will trigger the contingent action? OUTPUTS List of who is primarily responsible for each terminal element List of who will contribute to each element Project precedence list Network diagram List of start and finish dates Gantt Chart Confirmation of specific schedule commitments for each resource Potential Problem Analysis & Potential Opportunity Analysis Preventive actions, Contingent actions and triggers 2001 EAN International / Uniform Code Council, Ltd. Page 15

16 Critical path Modified plan WHO IS INVOLVED Project Manager Project Team Project Manager Project Team Project Manager Project Team Project Manager Project Team Project Manager Project Team CONTROL DOCUMENTATION Work Breakdown Structure Critical Task Log Responsibility Assignment Matrix Key project milestones 2001 EAN International / Uniform Code Council, Ltd. Page 16

17 1.3 Execution Phase Upon acceptance of the PDC, the project team may start the project. Effective monitoring of the execution phase ensures optimum use of resources, and quick response to problems and opportunities that may occur. This phase answers the key questions: How does the work start? How is the project progressing? How may the project need to be modified to incorporate agreed changes to its scope or objectives? This will help to keep the project on track and ensure that it adheres as closely as possible to the plan. If changes are required, the right people are informed as early as possible so that corrective actions may be taken. Where issues arise that require resolution, project management reviews will provide the forum to discuss and reach agreed upon solutions. Start to Execute During the preceding phases, a great amount of effort may have been spent to define the aim and scope of the project and to schedule the work. The purpose of this step is to ensure the project starts on time with clear performance standards. A project start-up meeting will enable the Project Manager to: Confirm key resources are ready to start to deliver project tasks Ensure ground rules are established for the team Review project statements and objectives with those who will work on the project and test their understanding and agreement on the goals of the project Review the project plan to clarify initial assignments, performance expectations and completion dates At this stage, the Project Manager should also save any project software plans with a baseline that locks in the plan such that any subsequent modifications to the plan will generate variances for management reporting purposes. Monitor Project Project monitoring ensures the Project Manager is continually aware of what has happened at any stage in the Project Lifecycle and is able to compare this with what was planned to happen. Forecasting of future performance allows the project outcome to be compared with objectives and, if necessary, action can then be taken to ensure the project remains on course. (See modify project) The objectives of project monitoring are to: 2001 EAN International / Uniform Code Council, Ltd. Page 17

18 Measure progress Assess any variations from the project management plan Forecast future performance against the project management plan Provide information as the basis for corrective action Provide input to effective communications on the project Report Project It is absolutely critical that the project progress and any issues or challenges faced by the team are reported on a monthly basis by the Project Manager to the PSO. This should be achieved by using a Project Reporting Document. Modify Project No matter how well defined projects are, situations will arise that require changes to be made to the project plans. They may be imposed by senior management, by changes in the business environment, or the changing preferences of a client. Any change in the project s objectives may require a fine-tuning of the project s work breakdown structure, the resource requirements, responsibility assignment matrix, or project plan. Many of these changes are caught in the planning phase, where the team seeks out problems and opportunities. Modifying the project can range in complexity from shifts in the bars of a Gantt chart through reformulation of the WBS, responsibility assignment matrix and project plan. In each modification, project managers must balance the time expenditure against the need to revise whatever thinking underlies the project. The project manager s decisionmaking skills are critical when modifying the project. Change Control is a critical element of the Implementation Phase. Despite efforts to ensure the plan is implemented with minimum difficulties or deviations from scheduled work/resources during the Definition Phase and the Planning Phase, changes will inevitably occur. The Project Manager has to deal with these and still ensure that the objectives of the project are met to achieve success. Changes can be internal (to the organization) or external (in the business and economic environment) and may range in complexity from a change to a schedule to a change in technology, equipment or resources. These more extensive changes have to be analyzed carefully, and rational decisions made based on available information. Changes to scope must be progressed through a formal Project Change Control. Execution Phase Summary The Execution Phase of the project is when the benefits of the investment of time spent on feasibility and detailed planning become apparent and the true value of the plan is seen. During this phase, the Project Manager and Project Team monitor progress against time, cost and quality targets in an efficient way. By having the key information available, the ability to respond quickly to changes or problems should become evident. Information sharing is improved by use of a common process. Based on sound planning, additional benefits will include more effective monitoring and control, improved change control and better risk management EAN International / Uniform Code Council, Ltd. Page 18

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20 Project Execution Summary PROCESS STEPS START TO IMPLEMENT MONITOR PROJECT MODIFY PROJECT KEY QUESTIONS How will the project team know to start? How will the team work together? How will everyone know what is expected? OUTPUTS Communications program agreed Performance expectations agreed and communicated Project Plan saved with baseline How is project progressing against: Objectives? Milestones? Schedule? Budget? How are the personnel involved performing against expectations? Are the stakeholders satisfied with project progress? Progress reported regularly Key variances reported Issues raised Issues resolved What do we need to do to: Maintain/return to schedule? Meet objectives? Respond to threats and opportunities? Change management process initiated Changes agreed and implemented WHO IS INVOLVED Project Manager Project Team Project Manager Project Team GSMP Executive Management Team Project Sponsor Project Manager Project Team CONTROL DOCUMENTATION Project Reporting Document Project Change Control Project Risks, Issues and Problems 2001 EAN International / Uniform Code Council, Ltd. Page 20

21 1.4 Closeout Phase During the life of a project, the team will determine how well the project s objectives are achieved against the three main parameters of time, cost and quality. At the end of a project, the organization will learn from each experience, taking forward the positive aspects into future projects and understanding the reasons for the negative aspects so they are not repeated. This will help with the planning of future projects. This phase will answer the key questions: What went well? What needs to be improved? What benefits have been delivered? What are the lessons learned? Who should be informed and when? What information needs to be retained for future projects? The actual delivery of benefits is determined at this stage, although it might take a while for all of them to be realized, depending on the type of project. The knowledge and insights gained will be of great value in starting future projects. Project Closeout Completed This step will ensure that all the activities in the WBS terminal elements have been completed. Project managers should know from their monitoring system that each activity is complete or nearing completion, and should arrange a team meeting to confirm completion. To evaluate a project, first return to the objectives and assess whether they have been achieved. If the project team and the people in the organization agree that each objective has been met, success is obvious. In any case, project performance should be carefully analyzed. Project costs in most organizations are vital, whether they are strictly internal or there is an outside client sensitive to the charges. The second closeout step focuses the attention of the project manager on the cost accounting system to balance the work orders and the actual charges. No project is complete without a final financial statement. The third closeout step records the time in which the project was completed. Was it within the time frame originally allocated? Are specific reasons identified for completing the project late that may help in future projects? Project Results Communicated After the closeout meeting, the Project Manager should summarize the accomplishments of the project and communicate them to GSMP Executive Management Team as appropriate. Large organizations learn not only from outside sources but from within. Each project represents a learning experience. From that learning experience, they maintain the knowledge that has been acquired and pass it on to other project or functional managers. Sharing the learning from each project is essential to the life of the organization as a whole EAN International / Uniform Code Council, Ltd. Page 21

22 Handover Completed Projects will have customers, both internal and external, who are the principal beneficiaries of the project s objectives. It is vital, therefore, to ensure that all the outputs meet their requirements. Obviously, if the project s objectives were correctly defined at the start, they will have met the clients requirements. It is nevertheless good practice to confirm this during closeout. Post Execution Review Completed The final act is to document and archive the project s records according to local practice, ensuring their availability for future reference. The project s key features will be summarized in the Project Closeout Report. Closeout Phase Summary The Closeout Phase of the project marks the actual completion of the project. The benefits and results are systematically evaluated. The time and effort invested by the Project Manager and team are recognized and rewarded. The learning gained by completing the project is captured for reference to help with the planning of future projects EAN International / Uniform Code Council, Ltd. Page 22

23 Project Closeout Summary PROCESS STEPS PROJECT CLOSEOUT COMPLETE D PROJECT RESULTS COMMUNICATED HANDOVER COMPLETED POST IMPLEMENTATION REVIEW COMPLETED KEY QUESTIONS Did the project satisfy the Project Statement? (Y/N) How well were the customers, sponsors and end users satisfied with the project? How well were the project objectives satisfied? Who needs to know the results? How/when should they be communicated? What is the communication plan? What project information should be stored for future use? Who needs to be involved at the handover? What sign off is required? What are the outstanding issues to be addressed? What is the handover plan? What benefits have been delivered? What results have been achieved? What went well with the project? What needs to be improved? OUTPUTS Closeout meeting scheduled Project budget closed Project results communicated Customer acceptance confirmed Lessons for future projects Individual contributions acknowledged Project documentation archived WHO IS INVOLVED Project Manager Project Team Project Manager Project Team Project Sponsor Project Customers GSMP Executive Management Team Project Manager Project Team Project Customers Project Manager Project Team CONTROL DOCUMENTS Project Closeout Report 2001 EAN International / Uniform Code Council, Ltd. Page 23

24 2 Project Management Procedures The effective management of projects will require project managers and teams to identify and record information in a systematic way through each of the project phases. To assist in this work and to ensure consistency of project management across the organization, there is a set of project management document templates available to use by project managers, and project teams. Each of them are supported by a procedure that explains in detail the purpose of the document, instructions explaining how it should be completed, and how it should be used to help with project. INITIATION DEFINITION AND PLANNING EXECUTION CLOSEOUT 2001 EAN International / Uniform Code Council, Ltd. Page 24

25 2.1 Project Proposal Document (Initiation) Purpose The purpose of the Project Proposal Document (PPD) is to formalize the business opportunity and benefits of implementing the project. The PPD proposes a project with the supporting business case. It enables EAN.UCC to prepare themselves, in terms of resources, to ensure sufficient focus. Approval of the PPD allows the project manager to move forward to preparing the Project Definition Contract (PDC). Note: Approval of the PPD is not authorization to start a project. However, it is authorization to proceed to the activities of the Definition and Planning Phase. Instructions The PPD is to be completed by the project manager and submitted via the PSO to the GSMP Executive Management Team. The GSMP Executive Management Team will review the objectives, benefits, risks and developmental stages of the project. Upon completion of the review, the GSMP Executive Management Team will determine the disposition status of the PPD. Valid approval statuses are "Approved as Written", "Requires Rewrite", Not Approved or "Tabled Until". If additional information is required, it is the responsibility of the Project Manager to update and resubmit the PPD to the GSMP Executive Management Team via the PSO. The project manager can then proceed to complete and submit the PDC. Project Name: Project Number: Project Submitter: Date: Project Completion Date: Industry Sponsor/Customer: Type of Customer: Objective: Scope/Deliverables: Business Case Title of the project; name selected for use on all subsequent project documentation. Assigned by the Project Support Office upon approval. Name of individual who has submitted the Change Request. Use current date (mm/dd/yy) Estimate of the date the project is to be completed. Be as specific as possible (mm/dd/yy). Industry or Sponsor committed to implementation and/or the intended customer for the product or service. Indicate X for type of customer: New sectors not currently served by the EAN.UCC; Expansion New sub-sectors in currently served sectors; Existing existing members of the EAN.UCC in currently served sectors. Describe the major objective(s) of the project. Describe what the project entails. Describe business case including issues or problems to be resolved (if applicable), benefits and project risks. Include risks associated with project implementation or challenges the project team will face to ensure the project s success EAN International / Uniform Code Council, Ltd. Page 25

26 Estimate of Total Capital & Expenses: Proposed Project Members: Estimated Days Per Month: Duration (Months): Estimate of the total capital and variable expenditures the project will entail upon approval of the proposal document. Include resources that will contribute to the project, including their function within the project. Proposed commitment of days per month Team member will be utilized for this project. Proposed number of months project will take to complete. Approval Signatures: Project Manager For Submission Project Sponsor Project Submitter PSO For Acknowledgment For Acknowledgment For Information GSMP Executive Management Team For Approval* * On behalf of EAN.UCC Required Signatures 2001 EAN International / Uniform Code Council, Ltd. Page 26

27 EAN.UCC Project Management Project Proposal Document Project Name: Project Number: Project Submitter: Date: Project Completion Date: Attachments: Industry Sponsor/Customer: Type of Customer: New Expansion Exis Objective: Scope/Deliverables: Business Case: FINANCIAL INFORMATION: Preliminary Costs: Estimate of Total Capital: Estimate of Total Expense: Name Proposed Project Members Function within Project Proposed TimeLine Days Per Month Duration (Mos) Project Approval Status: Approved as Written Requires Rewrite Not Approved Tabled Until Assigned Project Manager: Assigned Sponsor: 2001 EAN International / Uniform Code Council, Ltd. Page 27

28 Signatures: Project Manager Project Sponsor Project Submitter PSO For Acknowledgment For Acknowledgment For Information For GSMP Executive Management Team For Approval, on behalf of EAN.UCC Required Signatures 2001 EAN International / Uniform Code Council, Ltd. Page 28

29 2.2 Work Breakdown Structure The work breakdown structure (WBS) is a project management tool for defining the project s work scope for identifying the deliverables and accomplishments. The number of deliverables and accomplishment identified will vary with the complexity and size of the project. Successfully completing the work breakdown structure establishes the project outputs that are necessary to meet the project objectives. The work breakdown structure will be used later in the project to define resource requirements, assign project responsibilities, develop the project plan, establish project-monitoring procedures, and for many other uses throughout the project management process. A work breakdown structure is developed by: Listing the major deliverables and accomplishments, Listing the sub-deliverables and sub-accomplishments for each major deliverable and accomplishment, Developing an outline or chart showing their relationship, and Testing the work breakdown structure to make sure it will accomplish the project objectives. The lowest levels of the work breakdown structure are called terminal elements. Terminal elements will consume project resources and will provide the detail for project planning. Each work breakdown structure terminal element has the following attributes: A start point and stop point A end product or deliverable A specific standard of performance for each accomplishment or a specific quality level for each deliverable One person (or group) responsible for its completion. Each major work breakdown structure deliverable/accomplishment will be equal to the sum of its sub-deliverables/sub-accomplishments (i.e., its work breakdown structure elements). The sum of all work breakdown structure terminal elements will equal the total work scope for the project. Classifying the work breakdown structure terminal elements as deliverables or accomplishments is not important. The purpose of the work breakdown structure is to define the project s work scope by breaking the project into work breakdown structure terminal elements. Thinking about deliverables and accomplishments often helps, but all work that needs to be done for project success should be included in the work breakdown structure. The financial account should be established after the work breakdown structure is developed if the project is going to be budgeted, managed, and evaluated using project cost account procedures. The work breakdown structure can be shown in two basic formats organization chart and outline EAN International / Uniform Code Council, Ltd. Page 29

30 Instructions Milestones Work Breakdown Structure Terminal Elements Resources / Department Due Date Actual Listing of major deliverables and accomplishments Listing of sub-deliverables and sub-accomplishments for each major deliverable and accomplishment Detailed tasks/assignments to achieve completion of a sub-deliverable or sub-accomplishment Identify resources (and their department) that are tasked for all sub-deliverables, sub-accomplishments and terminal elements Identify the date that sub-deliverables, subaccomplishments, and terminal elements are due Identify the date that sub-deliverables, subaccomplishments and terminal elements were actually done 2001 EAN International / Uniform Code Council, Ltd. Page 30

31 Project Management Procedures WORK BREAKDOWN STRUCTURE (WBS) MS Milestone WBS - Work Breakdown Structure TE - Terminal Elements WB MS WB TE T T T T Milestones Work Breakdown Structure Terminal Elements Resources / Department Date Due Actual 2001 EAN International / Uniform Code Council, Ltd. Page 31

32 Project Management Procedures 2.3 Responsibility Assignment Matrix Purpose: The most practical way to assign responsibilities is to construct a Responsibility Assignment Matrix (RAM) that matches people with terminal elements. The horizontal axis lists the work breakdown structure elements. The horizontal axis lists the departments or individuals who are the most likely resources to complete the project. Initial resource commitments are obtained after the responsibility assignment matrix is devised and reviewed by key managers. Each terminal element matrix cell contains a brief description of the work to be done and the resources needed. The first pass at the responsibility assignment matrix describes the work to be done and outlines the potential individuals to provide the resources required. The project manager is now faced with the task of gaining commitment from the actual people and their managers. A number of key criteria have proven useful in the discussions of project managers have with the designated resource providers. The task must be appropriate for that department or individual. The resources must be available or additional decisions must be made to make them available. The cost of the services, if external, need to be identified, and the parties need must agree of how the costs must be involved. Finally, the project manager must gain commitment of individuals and department managers to provide these services. Three major criteria are useful to project managers in this role: Who has the resources? Who has the information that is critical for success? Whose commitment is critical to the project s successful implementation or for its sponsorship? 2001 EAN International / Uniform Code Council, Ltd. Page 32

33 Project Management Procedures Responsibility Assignment Matrix (RAM) Project Statement: Move the Corporate Customer Services department within two months (at a cost not to exceed $70,000). WBS Terminal Element Resource 1 Resource 2 Resource 3 Resource 4 Resource 5 Resource 6 Office Layouts Drawn Relationship Charts Prepared Interviews Conducted Provide Input Conduct Interviews Conduct interviews Provide input Charts Prepared Approve Chart Prepare Charts Department Block Layouts Drawn Review Layouts Develop Layouts Approve Layouts Review Layouts Department Detailed Layouts Review Layouts Review Layouts Office Equipment Obtained Prepare PO Approve PO Equipment to Keep Identified Approve Recommend Approve 2001 EAN International / Uniform Code Council, Ltd. Page 33

34 Project Management Procedures 2.4 Project Definition Contract (Definition and Planning) Purpose The purpose of the Project Contract Document (PDC) is to ensure all the critical steps of the definition phase have been completed allowing sign off and approval on the project scope and deliverables. During the definition phase of a project the true scope and deliverable become clear to the project team and the entire organization. It is only at the end of this phase that decisions can be made as to whether to proceed with the project. Approval of the PDC signed by the GSMP Executive Management Team will authorize the Project Manager and the Project Team to go forward with next steps. Approval gives the Project Manager and Project Team responsibility to meet milestone and financial commitments as specified in the document. In turn, GSMP Executive Management Team commits the resources and time required to meet the deliverable. Additionally, the PDC acts as a constant means of communication of high level project goals (milestones) and the resources required. Instructions It is the responsibility of the Project Manager to draft the PDC, although input will come from the entire team. Once complete, the PDC is to be electronically submitted to the Project Support Office for transmission to the GSMP Executive Management Team. The GSMP Executive Management Team will review the scope, objectives and deliverables of the project. The team will determine if the PDC is Approved as written, Requires Rewrite, Not Approves or Tabled Until. Upon Approval, the GSMP Executive Management Team will sign the PDC. If Additional Information or edits to the PDC are required, it will be the responsibility of the Project Manager, with the support of the Project Support Office, to obtain the approval of the GSMP Executive Management Team once the PDC is updated. Project Name: Project Number: Project Manager: Industry Sponsor/Customer: Project Sponsor Name of the project, from approved PPD or Size-up Document to be used on all subsequent project documentation. From approved PPD or Size-up Document. Name of individual who will manage the project team as indicated on the PPD or Size-up Document. Industry or Sponsor committed to implementation and/or the intended customer for the product or service. Name of Individual or Group sponsoring the Project as determined upon approval of the Proposal Document or upon completion of the size-up document EAN International / Uniform Code Council, Ltd. Page 34

35 Project Management Procedures Attachments Initiation Approval Date Contract Submission Date Approval Date Date Modified Expected Start Date: Expected Completion Date Project Type Type of Customer: Project Statement Objectives Business Case Scope Deliverables: Indicate if there are attachments by placing an X in the box provided. Leave blank if there are no attachments. Date Project Initiation is approved from a PPD or Sizeup Document (mm/dd/yy). Date Project Contract Document is submitted (mm/dd/yy). Date Project Contract Document is approved (mm/dd/yy). Latest revision date (mm/dd/yy). Date project work is expected to begin (mm/dd/yy). Expected project completion date (mm/dd/yy). Global, EAN only, UCC only. Indicate "X" for type of customer: New - sectors not currently served by the EAN.UCC. Expansion - New sub-sectors in currently served sectors, Existing existing members of the EAN.UCC in currently served sectors. Enter an action word and an end result (performance); a target date for completion (time); and estimated project cost for the project. For example, by the end of this project (the 31 st of December 2001) we shall have developed an upgradeable Data Dictionary for the EAN/UCC community at a total cost of $2500. Quantifiable criteria that must be met for the project to be considered successful. Detail the business case including issues to be resolved (if applicable), and benefits. Include risks associated with project implementation or challenges the project team may face to ensure the success of the project. The extent to which a project or activity applies; clearly defined boundaries of what will and will not be included within the project. As the project progresses, the scope statement may need to be revised or refined to reflect changes. Any measurable, tangible, verifiable outcome, result or item that must be produced to complete a project or part of a project EAN International / Uniform Code Council, Ltd. Page 35