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.They are development and maintenance of a:" Scope statement" Baseline schedule" Communication plan" Risk assessmentIf an organization is taught to properly use these tools con-sistently and effectively the result will be more projects being com-pleted successfully.Success is an enabler that reduces resistancefrom those who doubt the value that project management practicescan provide to the organization, and it helps speed up the adop-tion of the other methodology processes.Scope Statement The scope statement identifies the project byname; provides an identification number; date and name of thepreparer; customer representative; project sponsor; and projectmanager.It also identifies the project stakeholders, project teamYLFMAETKey Ingredients of a Methodology 67members, and steering team members (if one is required).Itprovides brief information on the corporate goals and objectivesit supports, the purpose for the project, a description of whatwill be done, the anticipated business benefits and how they willbe measured, and high-level requirements, specific inclusionsand exclusions, project deliverables, constraints, assumptions,and critical success factors.A proposed project budget andproject milestone plan along with spaces for customer represen-tative, sponsor, project manager, and PMCoE approval signa-tures and dates are included.A scope statement change logtable is added at the end of the document to record subsequentrevisions.Baseline Schedule An effective project management baseline sched-ule contains a common organization structure that uses commonsummary level descriptions.These facilitate the ability to create amaster schedule with all of the projects rolled up to the highestsummary levels: initiation phase, planning phase, execution phase,and closing phase.Figure 4 2 shows the basic outline of a baselineschedule template.Communication Plan The communication plan is used to plan spe-cific communication events that are repeated throughout the proj-ect life cycle, such as: project progress report meetings, steeringteam meetings, management review meetings, etc.The communi-cation plan identifies the project by name, identification number,communication event, facilitator, purpose, timing/frequency, par-ticipants, location, and method of communication.Risk Assessment Risk assessment provides a means to documentand rate project risk probability and impact and to establish pri-ority ratings.The tool identifies the project by name, identificationnumber, and date completed.The risks are numbered, briefly de-scribed, associated with a project task by description and scheduleline number, determined to be an internal or external risk, andaccompanied by a brief description of actions required and con-tingency plans (if the rating requires).68 Building Project Management Centers of ExcellenceFigure 4 2.Baseline Schedule TemplateIt is strongly recommended that all tools and templates bestandardized and used without modification.Modifications tostandard templates must be restricted to a documented process,otherwise a proliferation of multiple variations will occur and the standard will no longer exist.Don t assume that the value ofcommon processes is understood.In some organizations, theremay be  pockets where some level of project management prac-tices are being followed, and they will have tools and templatesthat have been well accepted by most of the people in that unit.The strongest resistance to start using common tools and templateformats comes from these areas.One of the best ways to removeresistance is to get those who have  ownership of their templatesinvolved in the process of creating the corporate standards.Appendix B contains examples of these four templates as wellas all others associated with the PMMG.The templates are also onthe CD-ROM included with this book.Key Ingredients of a Methodology 69Distributing a ProjectManagement MethodologyThe initial distribution of the methodology should be by a face-to-face presentation.Subsequent distributions of updates can be ac-complished by placing the document file and associated templateson company LAN/WAN system in an area that is accessible toeveryone.These should be read-only files.They could also be in-cluded on the PMCoE intranet Web site as downloadable files.Ineither case, the PMCoE secures the master copies of the method-ology and associated templates for version control.Face-to-face sessions require more time and planning thanjust making the documents available on the LAN/WAN or in-tranet.It is necessary to allow for a detailed review and discussionof the material, which is crucial to guaranteeing that the purposeand use is clearly understood.The business unit leader should dis-tribute a personal communication to the organization stating thatall department managers and those assigned to leading or manag-ing projects are required to attend these sessions.The material canusually be covered in one two-hour session: the first hour is usedto review and discuss the methodology document in detail; thesecond hour is used to review the proper use of the associatedtemplates.The steps taken to prepare for the session are shown inTable 4 3.Table 4 3.PMMG Distribution PlanAction Responsible Description of ActionContact List PMCoE Contacts all department leaders and requestsa list of their project leaders and projectmanagers.Purpose PMCoE Prepares and distributes a statementdescribing the session, including content,objectives, and anticipated learningoutcomes.Publishes the announcement onthe PMCoE intranet Web site (if one exists)in case others have an interest inparticipating.continued70 Building Project Management Centers of ExcellenceTable 4 3 [ Pobierz całość w formacie PDF ]