Table 1: <Project Title> Scope of Work Part of the Project (Inside Scope) Responsibility Not Part of the Project (Outside Scope) Responsibility Uncertain or Unresolved Training operational staff to use the new system Project Manager Updating the induction manuals HR Section timeline for completion Project Development Plan How is the development process to be undertaken to produce the project outputs? How will the Project Manager ensure that the project’s development is on track? A Project Development Plan will set a course for the project and ensure that the project’s progress can be monitored and reviewed by the Steering Committee. If the outputs are more complex, involving multiple teams, long periods of time, or dependent on the delivery of other outputs, a Project Development Strategy should be devised to ensure that the project’s progress is systematically planned and reviewed. Depending on complexity, the development strategy may adopt a phased approach or may be planned in stages. The use of Gantt Charts to graphically represent the development of each phase or output against the timeframe may also be considered useful in this instance For medium sized projects, a Project Development Schedule, reflected chronologically as in the table below, listing major activities and milestones may be sufficient to set the project’s course and monitor progress. Milestones are shown in bold and indicated by a blank scheduled start date, these are the dates identified during the initial planning stages for the project’s key deliverables. The initial detailed Project Development Plan can be included as an appendix in this Project Business Plan. However, a working Project Development Plan should be maintained separately to avoid the need to continually re-release the Project Business Plan. Table 2: <Project title> Project Development Schedule Id Description Who Scheduled Start Scheduled Finish Predecessor 1 Formal approval to commence project obtained 1 July 2007 - 2 Complete consultants brief for documentation of current processes Project Team 1 July 2007 1 Aug 2007 1 3 Document current processes Consultant 1 Aug 2007 1 Sept 2007 2
<Title> Project Business Plan – Version No: <n.n> Date: <dd-mm-yyyy> Stakeholder Analysis #Ref Code Stake-holder Key or Non Key Nature of stakeholding Key issues for project Engagement and commitment process Planned action detailed in? Who? a) What potential impact does the stakeholder have on the project? b) What potential impact does the project have on the stakeholder? How will we engage this stakeholder and gain their commitment? eg. Communication Plan Risk Register Issues Register Change Mgt Plan Work plans Budget Resources Action List (Project example:. Building a Community Hall) 1 Unhappy neighbour Key a) Lobby against vandalism b) Disturbed Project can be disrupted or delayed Set-up Neighbourhood Consultative Committee One-on-one Involve champion in consultation Protect site WBS Action List Communication Plan Risk Register Project Manager Marketing Consultant Contractor 1 2 3
<Title> Project Business Plan – Version No: <n.n> Date: <dd-mm-yyyy> Risk Register Id Description of Risk Impact or Likelihood/ Seriousness Grade Change Mitigation Actions (Preventative or Contingency) Individual/Group Responsible for Mitigation Action Timeline for Mitigation Action <n> <Description of risk> Refer to the assumptions and constraints identified during the planning process, as listed in Section 2.6, as they often indicate risks to project success. Review of the Workplan or Work Breakdown Structure will also reveal areas of risk