The Project Charter, the first steering document for the project, is the contract between the Sponsor/Steering Group and the Project Manager. The charter shall hold enough information for the project manager to be able to develop the project plan.
The Project Plan is the second steering document of the project. The Project Plan is based on the Project Charter and contains all the information the team need to carry out the project. The Project Plan is an important communication tool, not only within the project but also between the project and external stakeholders.
The EWAB Project Plan involves.
|Organization plan||Communication plan|
|Time plan||Quality plan|
|Resource plan||Environment protection plan|
|Financial plan||Procurement plan|
|Risk management plan||Delivery plan|
The role of the Sponsor:
Order the project (formal delegation), Overall responsibility, Resources/Funding, Project Yes or No, Approve project closing, Place demands, Evaluate the result, Responsible for Business impact (goals) and Project goals.
The role of the Steering Group:
Responsible for the project, Decision-making, Project charter, Appoint PM, Support PM and Team, Follow-up project, Sometimes dismiss PM, Focus on WHAT (not HOW)? , Coordination with other projects.
The role of the Project Manager:
Organize and lead the work,Help the team fulfill the project goals, Overall planning, Follow-up progress, Motivate the team, Communicate, Goals, Plans, Achievements, Changes, Demands, Risks, etc..
The role of the Reference Group(s):
Participation, establishment, ideas, quality, sounding board, not decision makers
The role of the Project Team(s):
Carry out tasks, Contribute with skills & creativity , plan their own work, report progress to PM, follow company policies, methods and routines.
Tollgates (TG), - a management tool
- Sponsor /Steering Group uses the Tollgates
- Tollgate is monitored at a TG-meeting.
- Decisions about the project as a whole.
- Decisions made in relation to the whole organization.
Milestones, - a tool for the project
- Project Manager uses the Milestone
- Mark deliveries, important events/dates
- Consolidation of several tasks
- Before TG-meetings
Establishment of communications for meetings, scheduling, planning, technical issues, exchange of -drawings, -specifications, -manuals and etc. Change control.
Discovery and Verification of in-data
Uncover all details, issues and constraints that may or may not effect the project and verification with all parties concerned.
Establishment of deliverables, timetable, shipping destination i.e. to machine builder for integration or direct to installation site.
Projects always contains things that can not be predicted to 100%. Some of these will have a negative impact on the project unless they are properly managed. They can mean higher cost, lower quality or longer lead times. Trying to predict these things and figure out how to manage them is risk management. Which tool that is used depends on the scope of the project.
There will always be a need to adjust the scope of the project; new needs will arise during the project. Whether this shall become a problem or an opportunity is determined by the Teams ability to manage these changes. Changes need to be managed in a structured and controlled way to avoid them from de-railing the project.
If nothing else is decided it´s always the Steering Group that should take decision about changes in the project. In practice it´s common that the Project Manager has some authority to approve minor changes, instructions for this should be stated in the Project Charter. Any approved Change Document is considered a steering document and complements/replaces the project plan in selected parts.
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