EBS Project Management Process Project...EBS Project Management Process Page | 4 These are very generic considerations, yet there are a myriad of ways to accomplish them in order to

EBS PROJECT

MANAGEMENT

PROCESS v1.7

Project Phasing, Planning, and Engagement for Education Business Systems

EBS Project Management Process Page | 1

Table of Contents EDUCATION BUSINESS SYSTEMS (EBS) ......................................................................................................... 3

Project Management Process ....................................................................................................................... 3

General Explanation .................................................................................................................................. 3

Definitions ................................................................................................................................................. 4

EBS Project Governance ............................................................................................................................ 4

Sponsorship ........................................................................................................................................... 5

Project Steering Committee .................................................................................................................. 5

Stakeholders ......................................................................................................................................... 5

Role of the Customer Advisory Board (CAB) ............................................................................................. 6

Project Roles at a Glance .......................................................................................................................... 6

EBS Project Phases ........................................................................................................................................ 7

Anticipation Phase .................................................................................................................................... 7

Initiation/Planning Phase .......................................................................................................................... 8

Figure 1.1 .............................................................................................................................................. 9

Execution Phase ........................................................................................................................................ 9

Release Phase ......................................................................................................................................... 10

Completion Phase ................................................................................................................................... 10

Reporting and Communications ................................................................................................................. 11

EBS Project Report Form (PRF) ............................................................................................................... 11

Figure 1.2 ............................................................................................................................................ 12

EBS Project Management System ........................................................................................................... 12

Glossary ....................................................................................................................................................... 14

Exhibit A: Project Plan Template ................................................................................................................. 17

Project Overview ..................................................................................................................................... 17

Purpose, Scope and Objectives ............................................................................................................... 17

Project Deliverables ................................................................................................................................ 17

Project Organization ............................................................................................................................... 17

Work Breakdown Structure (WBS) ......................................................................................................... 17

Risk Assessment ...................................................................................................................................... 18

Project Schedule ..................................................................................................................................... 18

Project Budget ........................................................................................................................................ 18

Communication Management ................................................................................................................ 18


Tracking and Status Updates .................................................................................................................. 18

Evaluation ............................................................................................................................................... 18

Project Close Out .................................................................................................................................... 18


EDUCATION BUSINESS SYSTEMS (EBS)

Project Management Process

General Explanation It is important to understand that all of humankind’s greatest accomplishments, from building the

ancient pyramids to putting a man on the moon to discovering a cure for polio, all began as a project.

Most people who excel at managing projects do not have the title, Project Manager. Lawyers,

Administrators, Scientists, etc. all have duties that in order to be successful, must be able to lead and

manage project work. For many, the very nature of the work is project driven. Today, it is hard to think

of a career path or a profession that does not benefit from or demand the well-managed activities of a

project.

Project Management is a skill set that derives from some natural talents, learned capabilities, and

experience. In many cases, Project Management skills are transferable across many businesses,

professions, and occupations. The same project management methodologies that are used to build

buildings can be adapted to create new software, organize events, or refurbish aging organizations. The

important thing that the last decade has taught us in project management is that with a stated and pre-

agreed to methodology, a form of governance, a clear line of accountability, and consistently clear

reporting, Projects can be accomplished successfully. Thousands of theories, books, and gurus spout

various Project Management methods, and make claims that their way is the only way of accomplishing

projects successfully. Yet the facts are clear: Only 31% of projects are accomplished on time, on budget,

and to the satisfaction of their stakeholders (The Standish Report, 2018).

Project Management has been around since humankind started ordering activities together to achieve a

common goal and successful outcome. Yet the formalization and study of project management has only

seen a concentration of interest and academic research in the last forty years. There is not only a

science (academic) path in project management but also a commercial path. Today universities offer

academic programs ranging from Project certifications, to Bachelors, Masters, and Doctoral degree

programs in Project Management. At the same time, businesses have sprouted up internationally

providing project management consulting services and espousing complex and intricate methodologies

that promote successful outcomes. On the other hand, there are millions of hard working people that

apply simple, common sense methods to activities and achieve successful outcomes without the help of

high-powered consultants and advanced degrees.

Research indicates that there are some simple, common sense methods that can be enacted by regular

people with successful results. There are some common yet major steps to achieve this. These include:

• Having an established objective

• Define a life span with a beginning and an end

• Identify the involvement of various groups and individuals

• Doing something that is new or different

• Understanding specific time, cost, resource, and performance requirements


These are very generic considerations, yet there are a myriad of ways to accomplish them in order to

produce a desired outcome. This white paper will outline some simple methods and phases along with a

simple governance structure and reporting capability to achieve success in project management.

Definitions There are as many definitions of Project Management as there are methodologies. Simply put, a Project

is a temporary endeavor undertaken to create a unique project, service, or result. A project is not every

day work, or what is sometimes called processes. Projects have a beginning and an end, but processes

are created to take successful outcomes and repeat them. Additionally, a Project is not a Program,

although many use the terms interchangeably. Programs are generally considered to be a group of

related projects designed to accomplish a common goal over an extended period of time. Today it is

common to call the person leading such an effort, a Program Manager. This is a very common term used

in military and government activities. Consulting and business activities tend to use a Portfolio Manager

as a term. The Portfolio is a group of related projects and the Portfolio Manager is a person responsible

for a series of Projects, all of which have their own Project Manager.

Another important definition is the Project Life Cycle. There are various life cycle models used today.

Some are very simple and some are extremely complex. The right life cycle model is customizable and is

the one that accomplishes the goals and creates the successful outcomes for the organization. Only that

organization knows what that is and ultimately comes to a point of using a model that works for them.

Most models have at least four parts:

• Definition Phase

• Planning Phase

• Execution Phase

• Closing or Completion Phase

These can be called many things and some models separate these into multiple phases or steps. This

document will introduce a five-phase model for use in EBS projects. Today, a formal Project

Management Program or Office (PMO) does not exist at SDCOE. Although one may be on the horizon in

the future, this proposed model is a working step forward in creating a standardized approach to carry

out activities related to functional software development. However, EBS does not live in a vacuum and

thus a model such as this will be provided to any and all who might be interested in availing themselves

of a sequence of ordered activities that are designed to have a successful outcome.

EBS Project Governance The term governance is just a formal word for rules. Project Governance is the rule base that is used to

manage the project life cycle and the management of the project management process. There is always

a balance between enough rules for order and management, but the least amount of rules for efficiency

and ease of use. The role of project governance is simple. It includes:

• An overview of all project management activities

• A big picture of how organizational resources are being used


• An assessment of the risk that projects may present

• A general metric for measuring the improvement of managing projects relative to the

organization’s needs

• Linkages of senior management with project management for information and strategic decision

making

To accomplish these general goals, EBS Project Governance will involve three levels of consideration:

• Sponsorship

• Project Steering Committees

• Stakeholders

Sponsorship The sponsor for a project is the top decision maker and executive leader authorized to engage the

project, fund it, resource it, and implement it within the business. This person will vary depending on

the size and scope of the project, as well as the funds and costing represented by the project work.

Normally, every project has a sponsor. This is the person the Project Manager engages for decisions or

major changes to the scope, budget, or direction of the project. The sponsor is always kept informed,

but rarely involves himself or herself in the day-to-day activities of the project. The sponsor is identified

in the Anticipation phase of the project, and is engaged with the project through project manager

updates that are regularly scheduled. The sponsor along with the Project Manager, are responsible for

the creation of the project charter. From this, the Project Manager will produce the Work Breakdown

Structure (WBS) and other project directing documents and plans.

Project Steering Committee The Project Manager selects a steering committee for the project in the Anticipation Phase. The steering

committee should be various levels of leadership having direct interest and/or influence in the project

or project area, and capable of rendering decisions for the project as the project phases progress. The

steering committee level of personnel and number are relative to the size and complexity of the project.

The Project Manager confers with the sponsor on who might be good candidates for the steering

committee, even to the extent for major projects where the sponsor actually creates an appointment

letter and assignment of possible members to the steering committee for selected projects. The purpose

of the steering committee is to assist the Project Manager through the various phases of the project, act

as a counseling and decision body for go-no go points in the project, act as a review committee for

periodic briefs on the project’s progress, and provide oversight on the performance and success of the

Project Manager’s results. The Project Manager will coordinate the regular meeting schedule, with the

advice and input of the steering committee, and maintain and produce the agenda and minutes of those

meetings. The amount of meetings, periods, etc. of steering committee meetings will be based on the

size and complexity of the project.

Stakeholders Every project has stakeholders. Stakeholder population could range from one person to tens of

thousands. The Project Manager must identify the stakeholders in the Anticipation phase of the project.

It is important to have a list of the stakeholders (rather than refer to a generic group of people) in order

to report-out progress on the project, to possibly request information, and to seek counsel from the

stakeholders on project situations. The Project Manager is encouraged to involve stakeholders in


meetings, proofs of concept, testing, and other activities associated with the project. One of the primary

purposes of the stakeholders is to recommend, forward, or otherwise communicate requirements for

the project. These requirements along with the Project Charter and the Work Breakdown Structure, will

feed the creation of the Project Plan. The Project Manager should set the communication expectation

and regularity of reporting with the stakeholders in the Initiation and Planning Phase of the Project.

Role of the Customer Advisory Board (CAB) The EBS Customer Advisory Board (CAB) is a broad representative body of Educational Districts and legal

entities within the County of San Diego that prioritizes and enables the engagement of the most

optimum business functionality and technical applications, processes, and services in support of

educators and learners within the County of San Diego.

The role of the Customer Advisory Board (CAB) is to assess the health of the Education Business Systems

and the quality of all support services provided by SDCOE to itself and its Districts. It advises the County

Superintendent on steps to resolve deficiencies found in the assessment of EBS systems. It reviews and

recommends applicable direction on current EBS and functional technology strategies to stabilize and

manage the enterprise resource planning (ERP) environment. It reviews and prioritizes new EBS projects

related to the improvement of the ERP system.

The CAB also reviews and prioritizes proposed business system changes and designs as well as reviews

and prioritizes new industry business technologies applicable to EBS. The CAB reviews problem

situations for recommendations and decisions relevant to needed changes in EBS technology, ERP

strategic deployments, and seeks opportunities to reuse various ERP business systems across LEAs and

business areas in the County. The CAB works in concert with SDCOE Integrated Technology Services and

maintains an interactive and interoperable strategy between organizations. The CAB’s goal is to

maintain the highest integrity in business system technology and support rapid continuous

improvement endeavors whenever and wherever possible.

Project Roles at a Glance The following chart demonstrates some of the possible roles in a project depending on the type, size,

and condition of the project. The major functions of Sponsor, Steering Committee, and Stakeholder are

still required; however, some projects may require extended roles or positions.

Project Roles Definitions/Responsibilities Sponsor • The top decision maker and executive leader authorized to

engage the project, fund it, resource it, and implement it within the business.

Steering Committee • Act as a counseling and decision body for go-no go points in the project

• Act as a review committee for periodic briefs on the project’s progress

• Provide oversight on the performance and success of Project Manager’s success.


Project Manager • Lead project team that is responsible for achieving the project objectives

Project Team • Supports the project manager in performing work of the project to achieve its objectives

Business Lead • Represents the stakeholders

• Makes decisions on behalf of stakeholders

• Participates as project team member to ensure project achieves its objectives

Stakeholders • An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio.

• Participate in User Acceptance Testing (UAT) and other activities associated with the project.

EBS Project Phases

Anticipation Phase 1. Anticipation phase – This phase includes project preparation activities, initial assignment of

project leadership and governance, gathering of information and documented research on the

need and requirements of the project, identifying support for the project, and preparation of

information for acceptance and approval by Customer Advisory Board (CAB). Activities in this

phase consists of, but are not limited to:

• Appointment of a Project Manager

• Identification of the sponsor

• Create a Business case if applicable

• Identification and appointment of the Project Steering Committee

• Identification of Stakeholders

• Define the Project Objective

• Completion of project requirement/plan form

• Identification and review of budget, finance and resources

• Creation of a Group Activity Project form (GAP)

• Prepare a business plan for presentation to the Customer Advisory Board (CAB), seeking

approval for the project


• The CAB will either approve the project for Initiation/Planning phase, return the project

for additional study, not approve the project to go forward, or reschedule deliberation

on the project for a later time period

Initiation/Planning Phase 2. Initiation/Planning Phase – This phase occurs after the business and/or Customer Advisory

Board (CAB) approves the project for commencement. This phase includes the Project

definition, scope, research, and a documented project plan. The project plan clearly defines,

along with the Work Breakdown Structure (WBS) (see Figure 1.1), the Statement of Work (SOW)

and the stakeholders that will influence/aid in the definition of final deliverables. The Project

Manager will formally assign and identify the project team as well as any additional

stakeholder(s) or special groups to be involved.

In this phase, the Project Manager presents the initial project plan to the Project Steering

Committee and sets the initial project timeline. Additionally this phase includes the building of

requirements for the project, building a baseline schedule and calendar, building and fleshing

out the project blueprint from the WBS, and researching and creating the communication plan

and report templates. Activities in this phase consists of, but are not limited to:

• Create and write project charter and plan

• Create and write the Work Breakdown Structure (WBS) and include in the Project Plan

• Create a stakeholder register

• Obtain approval of completed project plan by the Project Steering Committee and the

project sponsor

• Identify possible resources needed in the other phases of project

• Create a requirements matrix

• Schedule and calendar project activities

• Establish the milestone baseline

• Construct information and material for RFP if required

• Create a publishable communication plan and set the date for reporting to sponsor,

Project Steering Committee, and stakeholders; along with an informative report

template

• Develop a presentation to the Project Steering Committee indicating that above

elements have been completed and the project is ready for the Execution phase


Figure 1.1

Execution Phase 3. Execution Phase – Once the Project Steering Committee has approved the completion of the

planning phase, the Execution phase will consist of building out the project schedule from a high

level to detailed required tasks in accordance with the Work Breakdown Structure (WBS). This

phase also includes detailed plans for the construction of project milestones, a testing and risk

mitigation plan, and the capturing of data generated by the project team. The Project Steering

Committee will be consulted by the Project Manager on a regular and/or periodic basis for

milestone achievements, directional guidance and decision-making, and the overall status of the

project. Activities in this phase consists of, but are not limited to:

• Development of a test plan and successful test criteria

• Development of a risk plan along with risk mitigation


• Creation of a methodology for capturing, logging, and addressing issues arising from the

task work

• Creation and the implementation of a change process along with a project change log

• Completion of all functional specifications as part of a completed requirements listing,

or in the event of third party, software or hardware integration

• Completion of all final technical specifications and schematics capturing the actual state

of the completed project

• Approval of the test specifications and change plans by the Project Steering Committee

prior to progression to the Release phase

Release Phase 4. Release Phase - This phase occurs after project steering committee approves the completion of

the execution phase. Consists of the final preparation and release of the product or new

functionality into production and real time use. In this phase, prior to the release of the product,

user training support documentation and change information must be completed. This includes

all documentation for operational maintenance, user operation and support, user training,

training support materials, and communication materials and related deliverables. The Project

Manager plans and coordinates the Organizational Change Management activities that will

occur because of the introduction of the new product or functionality into the user

environment. Activities in this phase consists of, but are not limited to:

• Publishing and communicating the organizational change plan

• Preparation of the user community for acceptance of the change

• Schedule the time and date of the production release

• Execute the cutover plan and complete implementation processes

• Communication of the cutover plan to the sponsor, Project Steering Committee, and

stakeholder as well as the business

• Final assurance from the customer and/or the user community that the project is ready

for implementation and production

• Final preparation and approval by the Project Steering Committee that release activities

have been completed and the project is approved for the Completion phase

Completion Phase 5. Completion Phase – This phase occurs after project steering committee approves the

completion of Release phase. Consists of post-implementation activities and hypercare.

Hypercare consists of focused support specifically designed for the first several weeks or months

following the release of the project into production. This includes; initial repairs, bug fixes,

warranty service calls, other adjustments that help the project meet the original WBS objectives

Activities in this phase consists of, but not are limited to:

• Post implementation activities

• Punch list review

• Review of items for new or follow-up on projects


• Create the project completion report, including lessons learned and the project

closure survey (stakeholders, steering committee, sponsor) designed to collect

information on how the project was managed

• Plan for a project completion and recognition event

• Create a final message to the sponsor, stakeholders, and steering committee; as

well as the rest of business, as to the completion of the project

Reporting and Communications One of the largest reasons for unhappiness on the part of stakeholders and management alike is the lack

of communication of project conditions and progress and the lack of measureable progress toward

project goals and objectives. The Project Manager must remember that communicating the current

progress of a project is not a political or personal endeavor or a reflection on professional competence.

It is simply the condition of the project at a point in time. The Project Manager should set a regular

schedule of communicating with the Sponsor, the Steering Committee, and the Stakeholders. The

Project Manager should focus on the news of the project; it might be good, bad, or even unpopular, but

it is news of the project and should be shared with those that are anticipating that information.

The Project Manager must set the expectation of reporting for each of the three entities in the

project(s). The communication may be at the same time over the same media, or there may be certain

media and timing for each entity. This may be dependent on the size and scope of the project. However,

at no time will a Project Manager fail to create a communication plan and schedule for the Sponsor,

Steering Committee, and Stakeholders as well as the project team. The regularity, place, media, and

period of reporting will be revealed in the Project Plan.

For most projects, interested parties such as the Sponsor, Steering Committee, and Stakeholders, as well

as the project team members, will want to be able to review a simple but informative updated

document capable of relating project information in an intuitive and quick manner. The Following PRF or

Project Report Form (see Figure 1.2) was designed with this in mind. The Project Manager is invited to

use this form as a consistent and regular vehicle for reporting on the progress of the project to all the

governance entities involved.

EBS Project Report Form (PRF) The sample Project Report below is recommended as a report vehicle for all types of projects managed

by the EBS Project Managers (see Figure 1.2). The Project Manager should set the reporting period and

expectation of how and when this report gets to the project sponsor, steering committee, stakeholders,

and project team.


Figure 1.2

EBS Project Management System One of the largest concerns on EBS projects and activities at SDCOE is that there is no user transparency

(or lack thereof) on activities and projects. With the possibility of having over 56,000 customers of

projects within EBS, there is a significant need for a robust reporting system that will allow interested

parties to query the work by EBS members on activities and projects. Users want to see progress and

understand when and how long will their request for a fix or an enhancement take and/or what

condition is that work in at any one time.

In order to meet this demand and increase communications capability, EBS is contemplating the use of a

digital project management system to manage and record project activities, progress, and conditions.

This system will be designed to provide Project Managers a central data home for all project

management data, metrics, and information. However, one of the greatest benefits will be the ability to

expose the project information to the entire user community through the system. Users will have the

ability to query the system on activities and/or projects that affect them or that they have initiated. This

read only capability will be available online and real-time, allowing users to seek and find information at

their own leisure 24 hours a day, 7 days a week. EBS intends to leverage the ServiceNow platform

Place the

formal name

of the project

here

Set the

reporting

Period/range

here

AndOn buttons:

Red, Yellow or

Green

Place Project

TimeLine

here

w/dates

The content

always changes,

not the headings.

Comes from

the WBS

List the major

players on the

project


(currently being used for Incident management [trouble ticketing]), for problem/change management,

Portfolio Development management, and testing.


Glossary Anticipation Phase This phase includes project preparation activities.

Business Case A documented economic feasibility study used to establish validity of the benefits of a

selected component lacking sufficient definition and that is used as a basis for the authorization of

further project management activities.

Business Plan A document setting out a business’ future objectives and strategies for achieving them.

Communication Plan A document that guides project communication to stakeholders, sponsors, and

steering committee members.

Completion Phase The process of finalizing all activities for the project.

Customer Advisory Board (CAB) A broad representative body of Educational Districts and legal

entities with the County of San Diego that prioritizes and enables the engagement of the most optimum

business functionality and technical applications, processes, and services in support of educators and

learners of the ERP system.

Cutover Plan The process of planning, managing, and executing all of the tasks and activities that allow

the impacted business systems/function to ‘cutover’ to the new system.

Deliverables Any unique and verifiable product, result, or capability to perform a service that is

required to be produced to complete a process, phase, and project.

Education Business Systems (EBS) is the ITS organization that is responsible for transforming and

modernizing the areas of business operations, finance, payroll, and human resources for local

educational agencies and the County Office of Education.

Enterprise Resource Planning (ERP) is the integrated management of core business processes, often in

real-time and mediated by software and technology. ERP is usually referred to as a category of business-

management software and typically a suite of integrated applications that an organization can use to

collect, store, manage, and interpret data from many business activities.

Execution Plan This phase consists of building out the project schedule from high level to detailed

required tasks in accordance with the Work Breakdown Structure (WBS). It also includes detailed plans

for the construction of project milestones, a testing and risk mitigation plan and the capturing of the

data generated by the project team.

Functional Specifications A formal document that details all features and specifications of a certain

software product.

Group Activity Project Form A document that lists a group of related activities into one project.

Hypercare This includes activities focused on providing support specifically designed for the first

several weeks or months following the release of the product/serviced into the production

environment. This phase includes the project definition, scope, research and a documented project plan.


Integrated Technology Services A division of the San Diego County Office of Education that advances K-

12 Education through effective, customer-focused technology resources to support and enhance

student, teacher, and school district success throughout the County.

Lessons Learned The knowledge gained during a project which shows how project events were

addressed or should be addressed in the future for the purpose of improving future performance.

Local Educational Agency (LEA) A school district, an entity, which operates local public primary and

secondary schools in the United States.

Milestone A significant point or event in a project, program, or portfolio.

Milestone Schedule A type of schedule that presents milestones with planned dates.

Organizational Change Management This is the framework structure around the changing needs and

capabilities of an organization.

Portfolio Manager The person responsible for a series of Projects, all of which have their own Project

Manager

Project A temporary endeavor undertaken to create a unique product, service, or result.

Project Charter A document issued by the project initiator or sponsor that formally authorizes the

existence of a project and provides the project manager with the authority to apply organizational

resources to project activities. A document that formally recognizes the existence of a project and

provides direction on the project’s objectives and management.

Project Governance The rule base that is used to manage the project life cycle and the management

of the project management process.

Project Life Cycle The series of phases that a project passes through from its start to its completion.

Project Management The application of knowledge, skills, tools, and techniques to project activities to

meet the project requirements.

Project Management Office (PMO) A management structure that standardizes the project-related

governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

Project Manager The person assigned by the performing organization to lead the team that is

responsible for achieving the project objectives.

Project Objectives The project objectives in project management are the outcomes and deliverables

that define the success of the project.

Project Plan A formal document designed to guide the controls and execution of a project.

Project Report Form (PRF) An informative reporting vehicle for all types of projects prepared for the

purpose of communicating the status and overall health of the project to stakeholders, sponsors, project

team, and steering committee.


Project Team A set of individuals who support the project manager in performing the work of the

project to achieve its objectives.

Release Phase This phase consists of the final preparation and release of the product or new

functionality into the production environment.

Request for Proposal (RFP) A type of procurement document used to request proposals from

prospective sellers of products or services. In some application areas, it may have a narrower or more

specific meaning.

Requirements Matrix A table that lists requirements, their various attributes, and the status of the

requirements to ensure that all are addressed.

Resources People, equipment, and materials

Risk An uncertain event or condition that, if it occurs, has positive or negative effect on one or more

project objectives.

Risk Mitigation The process developing options, selecting strategies, and agreeing on actions to

address overall project risk exposure, as well as to treat individual project risks.

Risk Plan The process of defining how to conduct risk management activities for the project.

Sponsor The top decision maker and executive leader authorized to engage the project, fund it,

resource it, and implement it within the business.

Stakeholder Register A project document including the identification, assessment, and classification of

project stakeholders

Stakeholders An individual, group, or organization that may affect, be affected by, or perceive itself to

be affected by a decision, activity, or outcome of a project, program, or portfolio.

Statement of Work (SOW) A narrative description of products, services, or results to be delivered by

the project.

Steering Committee Is an entity that consists of various levels of leadership having direct interest

and/or influence in the project or project area; and is capable of rendering decisions for the project as

the project phases progress.

Test Plan The process that describes the activities used to determine if the product meets the

functional specifications.

Work Breakdown Structure (WBS) A hierarchical decomposition of the total scope of work to be

carried out by the project team to accomplish the project objectives and create the required

deliverables.

Exhibit A: Project Plan Template

EDUCATION BUSINESS SYSTEMS PROJECT MANAGEMENT PLAN Project Name:

Date:

Project Overview Brief background, description of project including objectives, success criteria by which it will be

evaluated, major project deliverables and identified constraints.

Purpose, Scope and Objectives Describe the purpose of the project. Describe the project scope, include problem statement, detailed

steps in requirement gathering, information gathering and project constraints. What are key

deliverables that are major items to be delivered to the customer?

Project Deliverables List the major items or project features to be delivered to the client.

Project Organization Indicate all project team members and their roles (e.g. sponsor, steering committee, stakeholders,

project management team).

Work Breakdown Structure (WBS) Insert a WBS for the project including all key deliverables. Have a beginning and end date, high level and

simple, at least 3 levels of recognized action.


Risk Assessment Identify all relevant risk variables for the project and ways it is likely to affect the project. Identify

individual mitigation strategies for each high priority risk factor.

Project Schedule Insert table with all Project Activity Duration Estimate (beginning and end) and Milestones. Include sign

off by organization members.

Project Budget Activity cost estimation and the project budget. Identify all project resources and employment status.

Communication Management Identify all critical communication channels for project stakeholders, frequency of communication, types

of information to be communicated, and method of regular communication.

Tracking and Status Updates Indicate the methods the project team will use to regularly update the project status including methods

of tracking project progress and which organizational stakeholders receive notification of project status.

Evaluation Indicate how the success of the project will be evaluated. What is the criteria for success?

Project Close Out Include all sign off documentation, work completed and include a lesson learned document.


Documents

EBS Project Management Process Project...EBS Project Management Process Page | 4 These are very generic considerations, yet there are a myriad of ways to accomplish them in order to