Planning phase

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Definition: defining and refining objectives.

This phase requires completion of a Project Plan. A Work Breakdown Structure and sub-plans are part of the Project Plan. The sub-plans may be incorporated into the main Project Plan or may be separate, depending on the scope and value of the project:

•  Work Breakdown Structure diagram or Gantt chart

•  Risk Management Plan

•  Quality Plan

•  Communication Plan

The Project Plan is a dynamic document that supplies an integrated suite of information to coordinate, run and control the project. The level of detail depends on the size of the project and impacts outside the local area. The project manager should always bear in mind that an overly long plan may contain so much detail that the documentation will never be read. An important consideration is to use the PMF templates to ensure that the University has a consistent approach.

The project manager will practise a wide range of skills, including technical, communications, human resource and political to prepare the plan. Best practice stipulates that the project manger should interact with key stakeholders to set up the plan, thereby ensuring that the plan is well thought out, understood and capable of being executed. A high degree of involvement of the project team is desirable.

Finally, all should note that projects are dynamic and will change as they run their course. The project manager should produce the best Project Plan possible, but the stakeholders should be aware that changes will take place and plans will be modified accordingly. Appropriate stakeholders should be kept informed of any changes to the plans.

The Project Plan and its associated documents should be approved by the steering committee, then considered by the governing authority for final approval. For AMP (IT) projects a Project Plan approved by the steering committee should be sent to the Project Portfolio Office at project_portfolio@qut.edu.au for PMF compliance and for DVC (TILS) consideration and approval.

Project Plan

The Project Plan is a document that describes and brings together the components of a project. In effect, the Project Plan is the guidebook for all to the project. All aspects of the project should be covered, although the level of detail depends on the size of the project. Detailed project specifications are outside the PMF.

The Systems Development Framework is complementary to the PMF for development projects and may be found on the Project Portfolio web site.

Work Breakdown Structure

A Work Breakdown Structure diagram is necessary.

The Work Breakdown Structure (WBS) is a foundation document in project management and all projects should contain at least a high level WBS that shows the main project products or phases with the main tasks. Then, the WBS can provide the basis for planning and managing the key areas of the project. Risks and costs may be referenced against the WBS, as well as time frames and milestones. MS Project is recommended as a support tool to develop a high level work breakdown structure.

Project plans for larger projects should develop multi-level WBSs. The extent depends on the size of the project. Very large projects may have as many as five levels in the WBS, rarely more, because each level requires the corresponding amount of extra work. Adding a level to a WBS increases workload, as each activity in each level must be tracked and recorded.

A graphical representation of the work breakdown structure can be used in reports to management and steering committees as a visual means of showing the status of the project.

Risk Management Plan

QUT's Risk Management Policy is available in the University's Manual of Policy and Procedures (MOPP A/2.5). A separate risk management plan is required for all but very small or limited scope projects, using the PMF Risk Management Plan (RMP) template. Small or limited scope projects may use the RMP template or embed a limited risk table in the Project Plan, as judged by the project manager and governing authorities. It should be noted that the risks identified in the template are IT generic and must be reviewed, augmented and updated to fit all risks specific to the project.

An important factor is that projects are dynamic and risks, as well as their ratings, will change as the project progresses. New risks, unidentified in the early stages, often emerge over time. Therefore, the project manager should review the RMP regularly and make changes and additions, using the Version Control table as a Change Log. The evolving RMP through the execution of a major project should be included as part of steering committee meeting papers. For all projects, a review of high risks, otherwise notable risks and changed risks should be specified in the Project Status Report.

Details of managing risk at QUT are found in the QUT Risk Management Framework in the Finance and Resource Planning web pages. The framework is in line with the Risk Management Standard (AS/NZS 4360:2004). An overview of the risk management process from the QUT Risk Management Framework follows:

•  Establish the context: start the risk management process with a clear understanding of the operating environment. In establishing the context it is essential to identify and scope all influences (internal and external) which may reasonably impact on QUT. The context includes financial, operational, competitive, political (public perceptions/ image), social, client, cultural and legal aspects of QUT's functions.

•  Identify the risks: look at possible risks from all sources that will impact on all stakeholders. Realise that unidentified risks may present major threats.

•  Analyse the risks: do to provide an input to decisions on whether risks need to be treated and the most appropriate and cost-effective risk treatment strategies.

•  Evaluate the risk: make decisions, based on the outcomes of the risk analysis, about which risks need treatment and treatment priorities.

•  Treat risks: follow five options: avoid the risk, change the likelihood of the risk, change the consequences of the risk, share the risk, or retain the risk.

•  Monitor and review: follow through with regular monitoring and reviewing and raise awareness as risks invariably change during the course of a project.

Opportunities may also be included in the above processes. A similar set of five options may be applied for treating risks with positive outcomes, that is, opportunities.

Quality Plan

A separate quality plan may be provided, using the Quality Plan template, as appropriate.

Both the quality of the management of the project and the “product” of the project must be addressed. Quality is the “totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs” (ISO8402) . Three aspects of quality are taken into consideration: quality planning and standards, quality assurance and quality control. Each aspect is addressed in the quality plan specific categories.

As a minimum, the Project Plan should include the quality measures and acceptance criteria.

If problems occur with quality, changes in other areas of the project may need to take place, according to the integrated nature of projects.

Communication Plan

Communication strategies to address stakeholders previously identified in the Project Proposal and any new stakeholders subsequently determined must be formed.

A separate communication plan may be provided, using the Communication Plan template, as appropriate. The template comprises tables for training strategies, and marketing and communication strategies. A well-developed and comprehensive Communication Plan using both tables meets the change management needs for most projects. Keep in mind that managing change is required in all projects to some degree because change is embedded in all projects.

In fact communication is a critical component of every project plan because it provides the vital link between the project, the client and success. When developing a communication plan it is essential to answer the following questions: Who will be impacted by this project? What type of change does this project represent, is it only going to affect one department, or the entire university? When is this change scheduled to occur? Where will this change occur, and finally how will those impacted by this change be notified? By answering these questions it will help you to identify the most appropriate target audience to be communicating with and this will in turn determine the most effective communication mechanisms you need to use in order to convey your message. A communication plan is not static, but rather will develop as the project progresses therefore it is imperative to continually revisit the communication plan and update it as needed.

Project managers should contact their Marketing and/or Communications Officers if available for advice on communication requirements for the project. Within the ITS Department Business Relations Managers must be consulted and for all AMP (IT) projects it is recommended that the ITS Business Relations Managers be consulted. The ITS Learning and Development Unit has a cost-recovered service and may also be consulted on course development and delivery. See the Marketing and Communication Checklist and Training Checklist in Appendix C.

If the project involves workflow changes, HR must be contacted. See the section on Additional Areas for Consideration in Part A of this guide for information on HR Change Management.