Professional Documents
Culture Documents
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MPMM Case Studies cover the entire planning process in detail, from documenting a Project Plan to creating a suite of
management plans - for managing resources, finances, quality, risks, customer acceptance, project communications and
procurement. You will also find an MPMM Case Study for each step in the tender process, from defining that process to
developing a Statement of Work, Request for Information, Request for Proposal and Supplier Contract. A brief
description of each case study follows.
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Next Steps
Click below to read the following Case Studies and learn how to:
Create a Project Plan
Create a Resource Plan
Create a Financial Plan
Create a Quality Plan
Create a Risk Plan
Create an Acceptance Plan
Create a Communications Plan
Create a Procurement Plan
Define the Tender Process
Issue a Statement of Work
Issue a Request for Information
Issue a Request for Proposal
Create a Supplier Contract
Perform Phase Review
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Project Name:
Ashman
Connected
Project
Organization:
Ashman S&D
Project Manager:
Ken Jackson
Project Activity:
Create a Project
Plan
As Ashman does not have its own IT team, it has decided to outsource this network upgrade project to CNS (Computing Network Solutions).
Being a senior manager here at CNS, I have been assigned the role of Project Manager for this project. After completing a Feasibility Study,
defining the Project Charter, appointing my project team, setting up a Project Office, and gaining Project Board approval to begin planning, I
was ready to create a detailed Project Plan.
What follows is the Project Plan I created for this project. It describes the breakdown of phases, activities and tasks, the milestones, effort
and schedule required to undertake this project successfully.
1.1 Phases
This project will consist of four phases: Initiation, Planning, Execution and Closure.
Phase Sequence
Initiation
Start up the project by documenting a Business Case, undertaking a Feasibility Study, establishing
the Project Charter, appointing the project team and creating a Project Office.
Note: All of these steps have been completed.
Planning
Create detailed project plans for the management of activities, resources, finances, risks, deliverable
quality, communications and customer acceptance of deliverables.
Execution
Perform the actual steps required to upgrade the Ashman S&D computer network. These steps
include procuring and building the hardware, installing the operating systems, constructing the
communications equipment, testing the network and releasing it to users.
Closure
Following the release of the network to users, take the steps to hand over the network to a support
company, reallocate project staff, close the Project Office and inform stakeholders of the closure of
the project. Ashman S&D will complete an independent review of the project's success and in
conjunction with CNS, identify any lessons learned for future projects.
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1.2 Activities
Within each phase, a suite of activities are required to produce each project deliverable. The following table lists all of the project activities to
be completed throughout the Project Lifecycle. Note: The Initiation activities have not been described here, as they are already 100%
complete.
Activity Description
Planning
Create Project
Plans
Create each of the detailed plans required to schedule the tasks, staff,
resources, suppliers, expenditure and communications within the project.
Perform Phase
Review
Review the project to determine whether all the required activities have been
completed and the project is now ready to progress to the Execution phase.
Design Network
Undertake a detailed site audit and then design in detail the new network
infrastructure.
Build Hardware
Procure and install the equipment required to create Mail, File and Application
servers.
Configure
Hardware
Customize each of the new servers for the users' particular environment.
Install
Communications
Install Applications
Install Clients
"Go Live"
Test the new network, ensuring that applications function correctly, users can
access applications, mail and Internet features, and that network performance
and reliability is satisfactory. Then migrate the live data on the old network to
the new network, and make the new network available to users.
Perform Phase
Review
Review the project to determine whether all the required activities have been
completed and the project is now ready to progress to the Closure phase.
10
Hand Over to
Network Support
Transfer the responsibility for maintaining and supporting the network to the
network support company selected by Ashman S&D.
11
Perform Project
Closure
Formally close the project: re-allocate project staff, close the Project Office
and inform stakeholders of project closure.
12
Execution
Closure
Activity Sequence
1.3 Tasks
Each of these activities requires completion of a broad suite of tasks. The following table lists all the project tasks to be undertaken during the
Project Lifecycle. Note: Initiation tasks have not been described here in detail, as they are already 100% complete.
Activity
Task Title
Task Description
Task Sequence
Create Project
Plans
Identify the quality targets to be met. List the Quality Assurance and Quality
Control techniques required to ensure that the Quality Targets are achieved.
List each of the project risks and put in place a plan of actions to avoid,
transfer or mitigate those risks.
Create Acceptance
Plan
Create
Communications
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Plan
of the project.
Perform Phase
Review
Perform Phase
Review
The Project Manager will perform a phase review to ensure that all tasks
have been completed to date and that the project is ready to proceed to the
next phase.
Design Network
Audit the sites of the five mini-stores and the head office, to ensure that all
locations are prepared for network installation; e.g., there is sufficient
space, power supply and security in place.
Create Network
Design
Procure Server
Equipment
Upon delivery of the server equipment, immediately build the mail server to
store and route all mail to and from user accounts over a secure
communication line.
10
Next, build the file server to act as the central store of all documents,
images and data to be accessed by users and applications.
11
Build Application
Server
Finally, build the application server to hold all core business applications the finance system, the payroll system and other core business application
systems - and store all core application data.
12
Configure Mail
Server
13
Configure File
Server
14
Configure
Applications Server
15
Procure
Communications
Equipment
Order the communications hardware and software required for this project
when ordering the server equipment.
16
Install
Communications
Equipment
17
Install all business applications on the application servers to prepare for the
transition to the new system. Install the Finance application first.
18
Install Payroll
Application
19
Install Other
Applications
20
Install and
Configure User PCs
21
Install and
Configure
Peripherals
22
Perform Final
Testing
With everything installed and configured, test the entire system to ensure
that we have a live operational network. Perform end-to-end performance
and reliability testing across the network, testing the functionality of the
business applications, the accuracy of application data and the overall
performance of the new network.
23
Migrate Data to
New Platform
Finally, migrate (i.e. transition) the live data from the existing network to
the new network and make the new network "Live" to users. While access to
the old network is blocked, the possibility of accessing it must be retained
for two months in case the new network fails.
24
Perform Phase
Review
When users have made the transition to the new network and it is operating
at expected performance levels, review the project to ensure that all tasks
25
Build Hardware
Configure
Hardware
Install
Communications
Install Clients
"Go Live"
Perform Phase
Review
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Hand Over to
Network Support
26
Perform Project
Closure
Reallocate Project
Staff
27
Formally close the Project Office, storing project files, releasing project
equipment (such as test servers) and materials.
28
Communicate
Closure
29
1.4 Milestones
The key milestones to be achieved by this project are listed in the following table:
Milestone Title
Milestone Description
Milestone Date
Project Planning
Complete
The project has been adequately planned and is ready to enter the Execution phase.
January 16
Network Design Complete The site audits have been carried out and all network architectural design documentation
completed.
January 23
The mail, file and application servers have been procured and installed.
February 8
Server Hardware
Configured
February 10
Communications Installed
The communications equipment (e.g. routers, hubs, racks, cabling, firewall, switches and
UPS) has been procured and installed.
February 9
Applications Installed
The business applications used by Ashman S&D have been installed on the new network
platform and are fully functional.
February 13
Clients Installed
User PCs have been configured for the new network, and users are ready to access the
network and the internet.
February 16
The entire network solution has been thoroughly tested and is ready to "Go Live."
February 21
The new network is live and existing users are using the network to access applications,
send mail, access documents and store data.
February 24
The project has been closed: staff have been released, the Project Office wound down and
the project closure communicated to stakeholders.
March 8
1.5 Effort
The amount of effort required to undertake this project is as follows:
Task Title
Resource
Effort
Project Manager
2 days
Project Manager
2 days
Project Manager
2 days
Project Manager
2 days
Project Manager
2 days
Project Manager
1 day
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Network Engineer
2 days
Network Architect
3 days
Procurement Manager
2 days
Network Engineer
2 days
Network Engineer
2 days
Network Engineer
2 days
Network Engineer
2 days
Network Engineer
2 days
Network Engineer
2 days
Procurement Manager
2 days
Network Engineer
3 days
Network Engineer
3 days
Network Engineer
3 days
Network Engineer
3 days
Network Engineer
3 days
Network Engineer
3 days
Network Engineer
3 days
Network Engineer
3 days
Project Manager
1 day
Project Manager
1 day
Project Manager
1 day
Project Manager
1 day
Communicate Closure
Project Manager
1 day
Project Manager
15 days
Total Project Effort 76 days
2 Project Plan
2.1 Schedule
The phases, activities and tasks described in this Project Plan are represented in the following project schedule. This Schedule identifies the
sequencing of tasks and the dependencies between those tasks within this project.
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2.2 Dependencies
The key dependencies listed in the Schedule are explained further in the table below:
Activity Title
Depends on
Dependency Type
Build Hardware
Design Network
Finish-to-Start
Install Communications
Design Network
Finish-to-Start
Configure Hardware
Build Hardware
Finish-to-Start
Install Applications
Build Hardware
Finish-to-Start
Install Clients
Install Applications
Finish-to-Start
Go Live
Design Network
Finish-to-Start
Build Hardware
Finish-to-Start
Configure Hardware
Finish-to-Start
Install Communications
Finish-to-Start
Install Applications
Finish-to-Start
Install Clients
Finish-to-Start
For instance, the "Build Hardware" activity depends on the "Design Network" activity, in that "Design Network" must finish before "Build
Hardware" can start.
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2.3 Assumptions
In documenting this Project Plan, we have made the following assumptions:
The hardware will be available as required.
The Ashman S&D network will remain unchanged throughout the project period.
Ashman S&D will have selected a supplier to support the new network, by the end of the project.
The existing business applications will install easily in the new network environment.
The scope of this project will remain unchanged throughout the project.
2.4 Constraints
The following constraints have been identified while documenting this Project Plan:
The new network must be designed, installed, configured and released live without impacting the existing network or networked users.
The "Go Live" date must be on a weekend and in the middle of the month (to ensure that payroll and monthly accounting processes are
not affected).
The new hardware must be compatible with existing business applications, such as the Finance and Payroll systems.
3 Appendix
The following documents are attached to this Project Plan:
A detailed Project Schedule listing all project sub-tasks, resources allocated and finances required
Supporting project documentation (Business Case, Feasibility Study, Project Charter)
Existing network design documentation
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Project Name:
Hot Network
Upgrade Project
Project
Organization:
Manta
Metropolitan
Project Manager:
Thomas Evans
Project Activity:
Create a Resource
Plan
1.1 Labor
An extensive amount of expertise is required to install the three telecommunications monopoles that transmit the Radio
Frequency required to implement this new wireless network. The following table lists the key roles and the skills and
expertise we will need:
Role
No. Responsibilities
Skills
Start
Date
End
Date
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Design
Engineer
Jan 1
Mar 30
Site Surveyors
Feb 1
Feb 28
Procurement
Manager
Feb 1
May
31
Construction
Technicians
Knowledge of monopole
construction processes
including Gin Pole and crane
installations
Mar 1
May
31
Wireless
Technicians
Installation of wireless
communications equipment
and technologies
Apr 1
Jun 30
Cable
Technicians
Mar 1
Apr 30
1.2 Equipment
We will require a wide variety of equipment with which to construct the three telecommunications monopoles. The
following table lists the key items of equipment this project will require:
Start
Date
End
Date
Mar 1
Apr 30
Mar 1
Apr 30
Mar 1
Apr 30
AC Power Line
Surge Protector
and Filter
Mar 1
Apr 30
Broadband
Amplifier
Apr 1
May
30
Item
Amount Purpose
Specification
Antenna, TX UHF
Feeder Earths
40
Equipment
Cabinet
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Transmitters
Transmit Wireless
Networks data flow
Apr 1
May
30
Receivers
Receive Wireless
Networks data flow
Apr 1
May
30
RF Modulator
18
Cabinet-mounted
Apr 1
May
30
The project also requires software for frequency planning, test equipment for field measurements, and survey equipment
such as a hand-held GPS.
1.3 Materials
Item
Quantity
Start Date
End Date
Concrete Monopoles
March 1
April 30
Conduit
800 m
March 1
April 30
700 m
March 1
April 30
800
March 1
April 30
580 m
March 1
April 30
40
April 1
June 30
RF Connectors
300
April 1
June 30
400
April 1
June 30
Ethernet Adaptors
11
April 1
June 30
2 Resource Plan
2.1 Schedule
The following Resource Schedule provides a breakdown of the quantity of each type of resource required to undertake
this telecommunications project.
Month
Resource Type
Jan
Feb
Mar
Apr
May
Jun
Labor
Design engineer
Site surveyors
Procurement Manager
Construction technicians
Broadband wireless technicians
Cable Technicians
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Testing specialist
Equipment
Antenna, UHF
Feeder Earths
12
Equipment Cabinet
Broadband Amplifier
Transmitter
Receiver
RF Modulator
Materials
Concrete Monopoles
Conduit
400
400
300
400
400
400
300
280
30
10
RF Connectors
150
100
50
150
100
50
Ethernet Adaptors
2.2 Assumptions
In devising this Resource Plan, we have assumed that:
There will be no delay to the provision of the approved project funding
No major technological innovations will be announced during the Project Lifecycle that will supersede the selected
equipment
No industrial action will impact delivery
The resources listed will be available on request
2.3 Constraints
In devising this Resource Plan, we have identified the following constraints:
The project is constrained by the lead times involved in procuring the specified resources
Obtaining the exact resources listed above is critical to this project. No other alternatives are available.
All of the resources listed above must be made available as required. No contingency is provided.
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3 Appendix
Business Case, Feasibility Study, Project Charter, Project Plan
Organizational HR policies, guidelines and procedures
Job Descriptions for project roles
CVs (Curricula Vitae) for project staff
Design Specification documentation
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Project Name:
CMS Upgrade
Project
Organization:
Sixth Bank
Project Manager:
Laura Thomas
Project Activity:
Create a
Financial Plan
To regain its competitive advantage, Sixth Bank has decided to upgrade its CMS
by implementing a leading-edge technology that enables personal banking
officers in branches to offer new services to customers. Whenever a banking
officer accesses a customer's account to perform his or her banking transaction,
the officer will immediately see a trend analysis for that customer's account. With
this trend analysis the officer will be able to evaluate the customer's usage of
banking services and offer the customer new services "on the spot," potentially
strengthening his or her relationship with the bank with each bank visit. For
instance, by viewing the CMS trend analysis, the banking officer may see that the
customer could benefit from:
An overdraft facility on his or her account
A new credit card or an increased limit for an existing credit card
A new an "interest-bearing" savings account
Other new banking services appropriate
Because of the immediate need to address this issue and its potential impact on the bank's business, the bank has
established a new project to identify, purchase, install and customize the new Customer Management System. As the
Project Manager, I have brought together a team of skilled banking specialists to begin the detailed planning phase of
this project. After completing the Project Plan and Resource Plan, I decided that I needed a detailed understanding of
the expense involved in undertaking this project. I have documented the following Financial Plan, which was the
presented to the Project Board for implementation.
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1.1 Labor
For this project Sixth Bank will purchase a new CMS from an external supplier, who will install and customize the system
in the Sixth Bank business environment. While the supplier will provide us with their consulting expertise to install and
configure the CMS platform, we will need to make the following human resources available for the project as well. Note:
Each person's hourly rate is based on his or her salary package and has been calculated per hour dedicated to this
project.
Role
Unit Cost
(US $ / Hour)
$80
$40
$25
$60
$60
$40
$35
$60
$70
$60
$40
$50
$40
$40
1.2 Equipment
The project team is responsible for sourcing the equipment needed to successfully deliver this project. The following new
equipment will be needed to implement and support the solution.
Equipment
Unit Cost
(US $ / Hour)
$15,000
$15,000
Communications equipment
$6,500
$7,500
$2,800
$550
$750
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1.3 Suppliers
We will need to procure the actual CMS solution and consulting expertise from an external supplier. The supplier will be
responsible for delivering, installing and configuring the CMS solution to meet Sixth Bank's requirements. The following
table lists the general items we will need to procure from an external supplier and their unit costs.
Unit Cost
Procurement Item
(US $ / Unit)
The new CMS solution which meets all Sixth Bank's requirements
$250,000
$125 / hour
$25,000
$2,500
$4,500 / course
1.4 Administration
The project will consume expenditure for administrative items as summarized in the following table:
Unit Cost
Administrative Item
(US $ / Month)
$4,500
$3,780
$3,250
$1,800
$750
$1,200
$250
1.5 Other
The following miscellaneous expenses will accrue during this project:
Unit Cost
(US $ / Month)
$100
Entertainment Expenses
$350
Miscellaneous Expenses
$450
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2 Financial Plan
2.1 Schedule
Based on the unit costs listed above, the following Financial Schedule provides a breakdown of total monthly expenses
budgeted within the Project Lifecycle. In total, the project will require an approved budget of $1,134,510 USD to
successfully produce the required deliverables.
Month
Expense Type
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Labor
Project Manager
$12,800
$12,800
$12,800
$12,800
$12,800
$12,800
$12,800
$12,800
$6,400
Project Administrator
$4,000
$4,000
$4,000
$4,000
$4,000
$4,000
$4,000
Quality Reviewer
$9,600
$9,600
$9,600
$9,600
$9,600
$9,600
$9,600
$28,800
$28,800
$28,800
$28,800
$28,800
$28,800
$28,800
Tender Administrator
$6,400
$6,400
$6,400
Contract Administrator
$5,600
$5,600
$5,600
$5,600
$5,600
$5,600
$5,600
$9,600
$9,600
$9,600
$9,600
$9,600
$9,600
$11,200
$11,200
$11,200
$11,200
$11,200
$8,000
$8,000
$8,000
$8,000
$8,000
Systems Trainer
$6,400
$6,400
IT Support Analyst
$8,000
$8,000
Systems Architect
Systems Programmer
Database Administrator
$76,800
$96,000
$89,600
Equipment
Application Server
$15,000
Database Server
$15,000
Communications
Equipment
$6,500
$7,500
Operational Support
Software
$2,800
$41,250
$56,250
Total
$36,500
$10,300
$97,500
Suppliers
The new CMS solution
$250,000
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CMS Consulting
Services
$20,000
$20,000
$20,000
$20,000
$20,000
$10,000
$25,000
CMS Documentation
$2,500
$20,000
$20,000 $270,000
$4,500
$4,500
$20,000
$24,500
$42,000
Administration
Lease of Office Space
$4,500
$4,500
$4,500
$4,500
$4,500
$4,500
$4,500
Rental of General
Equipment
$3,780
$3,780
$3,780
$3,780
$3,780
$3,780
$3,780
Rental of Office
Equipment
$3,250
$3,250
$3,250
$3,250
$3,250
$3,250
$3,250
Rental of Office
Furniture
$1,800
$1,800
$1,800
$1,800
$1,800
$1,800
$1,800
$750
$750
$750
$750
$750
$750
$750
$1,200
$1,200
$1,200
$1,200
$1,200
$1,200
$1,200
$250
$250
$250
$250
$250
$250
$250
$15,530
$15,530
$15,530
$15,530
$15,530
$15,530
$15,530
Office Consumables
Communications
Services
Other Services
Total
Other
Broadband Internet
Access
$100
$100
$100
$100
$100
$100
$100
$100
Entertainment Expenses
$350
$350
$350
$350
$350
$350
$350
$350
Miscellaneous Expenses
$450
$450
$450
$450
$450
$450
$450
$450
$900
$900
$900
$900
$900
$900
$900
$900
Total
Sub Total $12,800 $89,130 $112,330 $131,530 $411,630 $135,430 $241,530 $161,530
Grand Total
$1,295,910
2.2 Assumptions
This Financial Plan is based on the following assumptions:
Per-unit costs will not change during the Project Lifecycle.
The CMS solution can be procured for $250,000 in total.
Consulting services can be procured for $125/hour or less.
All the resources required to undertake this project have been identified above.
The project scope remains fixed throughout the Project Lifecycle.
2.3 Constraints
The following constraints were identified whilst comprising this Financial Plan:
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The budget only allows for one new Printer and one new Administration PC per branch.
While most unit costs are based on detailed research, some are an educated guess based on the information at hand.
The project team may have to consider leasing the CMS solution, if the capital budget required to purchase it outright
is not available when required.
3 Financial Process
3.1 Activities
To ensure that expenses are carefully managed throughout this project, we will implement the following Cost
Management Processes:
All project expenses will be recorded using Expense Forms.
Each Expense Form will be sent to the Project Manager before the expense is incurred.
The Project Manager will review all Expense Forms to determine whether the expense is reasonable, budgeted and
associated with a valid project activity or task.
Only the Project Manager may approve project expenses and supplier payments.
The details of each Expense Form will be recorded in an Expense Register.
The Expense Register will summarize the amount, type, approval status and payment status for each expense
incurred during the Project Lifecycle.
The Project Plan will be updated weekly with information from the Expense Register, to keep the Project Manager
current on the overall project expense.
3.2 Roles
The following roles will be responsible for implementing Cost Management on this project:
All Project Staff will be responsible for:
Identifying expenses on the project and completing Expense Forms when required
Forwarding Expense Forms to the Project Administrator
Raising risks, issues or changes related to expenses when required
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3.3 Documents
The following documents will be used to implement this process:
Expense Form
The Expense Form will record the amount, type and reason for any project expense.
Expense Register
The Expense Register will log the details relating to each expense and calculate the total cost of the project.
4 Appendix
The following documentation provides further information relating to this CMS Upgrade Project Financial Plan:
Detailed Cost Management Process
Expense Forms and Expense Registers
Business Case, Project Charter, Project Plan, Resource Plan
Sixth Bank Finance Policy & Guidelines
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Project Name:
Bushfield/Clinton
Throughway
Project
Organization:
Project Type:
Road Infrastructure
Upgrade
Project Client:
Kennedy County
Council
Project Manager:
David Walker
Project Activity:
Quality Targets
Requirement
Stage 1:
Prepare Site
Deliverable
Widened roadway
Silt fences to prevent the
Quality Criteria
New roadway must comply with
Architectural Plans
Quality Standards
100% compliance with
Architectural Plans
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Stage 3:
Build
Foundations
Stage 4:
Lay base course
Stage 5:
Lay Asphalt and
concrete
Roadside landscaping
complete
All construction
materials, rubble and
debris removed from site
Stage 6:
Implement
Safety
Measures
2 Quality Plan
To ensure that the Quality Targets specified in this document are achieved, we will implement a suite of Quality
Assurance and Quality Control methods. These methods will enable us to monitor and control the actual quality of the
deliverables produced for this highway project.
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Description
Frequency
Utilize Skilled
Staff
Throughout
the project
The Quality Manager will undertake Quality Reviews at the end of the following
stages, to ensure that the project is on track (i.e. on time and within budget) and
has produced deliverables that meet the quality targets specified:
Stage 1: Site prepared
On
completion of
activity
The Quality Manager will ensure that all work is performed in accordance with
Kennedy County Council Highway Standards. A complete copy of these standards
will be available in the Project Office. Quality Reviews will determine the level of
compliance with these standards. Any major deviations will be raised to the Project
Manager and Project Board for resolution.
Throughout
the project
Description
Frequency
Sample Tests
Sample tests will be performed on all materials at the construction site. Foremen will Every 30 days
throughout the
test the road foundation, base course and surface layers throughout the Project
project
Lifecycle to measure the quality, grade, weight and density of the surface, using
Proctor and Gradation tests.
Embankment
Tests
Regular sample tests will ensure that embankments meet the required quality
targets.
Every 30 days
throughout the
project
Supplier
Checks
Foremen will regularly review their suppliers' inventories to ensure that the storage
and quality of raw materials is satisfactory (e.g. methods for stockpiling raw
materials, controlling moisture and weighing goods prior to delivery to site).
Every 60 days
throughout the
project
Peer Reviews
Weekly
throughout the
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project
Each Foreman will be partnered with another Foreman for the performance of
peer project evaluations.
Each Foreman will be responsible for performing a weekly review of their peer's
deliverables. If either Foreman identifies a Quality issue, they will raise it with
their peer. Any disputes will be raised with the Project Manager.
The Quality Manager will be responsible for ensuring that this peer review
process is undertaken throughout the project.
Phase
Reviews
At the end of each project phase, we will undertake a formal Phase Review. These
reviews will assess the quality of project deliverables to date to determine whether
the project has met all of the required quality criteria and is ready to proceed to the
next phase. The Project Manager will organize each Phase Review and present the
results to the Project Board.
At the end of
each project
phase
2.3 Assumptions
The following assumptions were made while documenting this Quality Plan:
The Kennedy County Council Highway Standards will remain unchanged throughout this project.
Skilled staff are available to monitor, control and assure the quality of deliverables as required.
The Architectural Plans drawn for this project are achievable.
2.4 Constraints
The following constraints were identified while documenting this Quality Plan:
All quality reviews must be undertaken after normal business hours, to ensure that traffic is not adversely affected.
There is very little time available on this project for re-work. Each deliverable must be produced to a satisfactory level
the first time and any quality issues must be resolved quickly and efficiently.
The Quality Manager will personally undertake Quality Assurance Reviews, as we do not have time or funds for an
independent quality reviewer.
3 Quality Process
Quality Assurance and Quality Control methods will be part of a wider Quality Management Process. This process will
comprise a suite of activities, roles and documents to ensure that the deliverables produced by the project meet the
quality targets set.
3.1 Activities
The following activities will be used to monitor and control the quality level of deliverables for this project:
The Quality Manager will undertake Quality Assurance Reviews to ensure that the project is on track.
Site Foremen will undertake Quality Control Reviews to ensure that all project deliverables meet the quality targets
set.
The results of each quality review will be recorded in a "Quality Register." This log will also record the current status
of each project deliverable and its ability to satisfy the quality targets set.
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The Foremen will make the Project Manager aware of any quality deviations and will implement changes to bring the
quality of the deliverables to the required quality targets.
If a Foreman needs to raise a project change (e.g. to extend the width of the road or to change the construction of an
embankment) to improve the quality of a deliverable, he must request approval of that change from the Project
Manager.
3.2 Roles
All staff on the project will be responsible for the production of deliverables that meet quality targets. The following roles
will have key responsibilities for the assurance and control of deliverable quality:
The Foreman will be responsible for:
Managing road construction gangs to produce deliverables that meet quality targets
Allowing his assigned "peer" to review his deliverables on a weekly basis
Reviewing his peer's deliverables on a weekly basis
Reporting quality deviations to the Quality Manager
Taking necessary actions to resolve such quality deviations
3.3 Documents
The following quality documentation is to be used during this project:
Quality Review Form. Foremen will use this form to record current quality levels for the project, and to document
any quality deviations and the actions to be taken to resolve them.
Quality Register. The Quality Manager will use this log to record the current quality level of each project
deliverable, along with the results of quality reviews.
4 Appendix
Project Plan, Resource Plan
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Project
Organization:
State
Government
Project Type:
Rail Network
Project Manager:
Robert Brown
Project Activity:
Create a Risk
Plan
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1 Risk Identification
The Fast Rail Project was initiated on January 15, to upgrade the rail infrastructure and its associated rail assets in our
local region. The successful delivery of this project will mean a fast, comfortable, reliable and more accessible rail
transport service for the local public. Yet, this project is subject to a high level of risk. To ensure that all medium and
high priority risks have been identified up front before we begin the project execution phase, five Risk Workshops were
undertaken with government staff, engineering specialists and rail transport staff. This report documents the risks
identified during these Risk Workshops and schedules the suite of actions needed to avoid, transfer and/or mitigate
them.
1.1 Categories
The following general categories of risk were identified for this Fast Rail Project:
Political
Return on Investment
Delivery Timeframe
Logistical
Planning
Execution
1.2 Risks
The following key risks have been identified under each risk category:
Risk
ID
Risk Category
Risk Description
Political
1.1
Changes in Project Board membership during the Project Lifecycle lead to a change in
scope or priorities
1.2
Passenger numbers do not meet forecasts, thereby lengthening the time required for a
return on investment
2.1
Unforeseen project costs (such as an increase in loan interest rates, an increase in the
price of raw materials or weakening of U.S. currency) lead to budget over-runs
2.2
The overall delivery timeframe is insufficient to produce all of the project deliverables
3.1
3.2
There is insufficient time for the project team to make a complete assessment of the
existing rail infrastructure
3.3
The large numbers of required staff, suppliers, deliverables, equipment and materials
place this project's overall delivery at risk
4.1
4.2
Suppliers contracted to this project do not produce the required deliverables on time,
4.3
Return on
Investment
Delivery
Timeframe
Logistical
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Execution
Infrastructure data (describing such assets as rail fixings, sleepers and ballast) is
outdated and inaccurate, making it difficult to know which assets require upgrading
5.1
Planning consents may be denied or may be subject to conditions that increase project
costs
5.2
Land availability issues (such as required access to non-City land) may lead to project
delays
5.3
The recent high rate of train accidents causes the Government to implement new rail
safety rules and procedures, leading to project delays
5.4
The windows of time available in the rail schedule may be insufficient to perform the
work needed to upgrade the infrastructure
5.5
6.1
6.2
2 Risk Quantification
Each of these risks identified has been quantified below as to its likelihood and its impact on the project should it occur.
2.1 Likelihood
The following table describes the scoring mechanism used to identify the likelihood of each project risk stated above:
Title
Score Description
Very Low
20
The risk is highly unlikely and will be recorded but not monitored.
Low
40
Medium
60
High
80
Very
High
100
The risk is highly likely, as the circumstances that will cause this risk to occur are also very likely
to occur.
2.2 Impact
The following table describes the scoring mechanism used to identify the impact on the project, should the risk actually
eventuate.
Title
Score Description
Very Low 20
Low
40
The risk will have a minor impact on the project (<5% deviation in scope, scheduled end-date or
project budget).
Medium
60
The risk will have a measurable impact on the project (5%-10% deviation in scope, scheduled
end-date or project budget).
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High
80
The risk will have a significant impact on the project (10%-25% deviation in scope, scheduled
end-date or project budget).
Very
High
100
The risk will have a major impact on the project (25%+ deviation in scope, scheduled end-date
or project budget).
2.3 Priority
During the Risk Workshops undertaken, each risk identified was assigned a Likelihood and Impact Score using the
scoring mechanisms listed above. The overall Priority score was calculated as the average of the Likelihood and Impact
scores (i.e. Priority = [Likelihood + Impact] / 2). The following table lists the scores assigned to each risk identified for
this Fast Rail Project).
Risk ID
Likelihood Score
Impact Score
Priority Score
Priority Rating
1.1
80
100
90
Very High
1.2
20
40
30
Low
2.1
80
40
60
Medium
2.2
60
80
70
High
3.1
60
20
40
Low
3.2
60
80
70
High
3.3
60
80
70
High
4.1
80
80
80
High
4.2
20
40
30
Low
4.3
40
80
60
Medium
5.1
80
100
90
Very High
5.2
60
40
50
Medium
5.3
60
80
70
High
5.4
40
60
50
Medium
5.5
80
100
90
Very High
6.1
80
40
60
Medium
6.2
60
80
70
High
Color-Code Key
Priority
Score
Rating
Color
0 - 20
Very low
White
21 - 40
Low
Green
41 - 60
Medium
Yellow
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High
Orange
Red
3 Risk Plan
To ensure the success of this Fast Rail Project, we will need to implement a suite of actions to avoid, transfer and/or
mitigate the risks we've identified. This section lists such actions and provides a schedule for their completion.
3.1 Schedule
The following table itemizes the preventative actions to be taken to reduce the likelihood of each risk occurring, as well
as the contingent actions to be taken should the risk actually occur. The person assigned to complete each action is
specified, as well as the dates upon which the action needs to be completed.
Risk
Risk Preventative
Rating ID
Actions
Action
Resource
Action Contingent
Date
Actions
Action
Resource
Action
Date
Feb 5
Project
Manager
Feb 20
As
required
Very
High
1.1
Project
Secure project
Manager
sponsorship from
leaders of other political
parties likely to come
into power
Low
1.2
Approve a mandate to
maintain the project
scope
Project Board
Feb 17
Project
Sponsor
Medium
2.1
Assign a marketing
budget to promote the
new route for increased
passenger numbers
Create a contingency
marketing plan to
promote the new
route in the event of
low passenger
numbers
High
2.2
Project
Fix the price of raw
materials, interest rates Procurement
and other costs up front Manager
Feb 15
Obtain contingency
funding of 5% above
contract prices
Project
Sponsor
May 15
Low
3.1
Feb 7
Allocate 5% of
elapsed time in the
project schedule as
contingency
Project
Manager
Feb 18
Medium
3.2
Project
Request that the
Project Board approve a Manager
high level schedule of
deliverables and
delivery dates, before
project execution
begins
Mar 7
Prioritize the
deliverables, so that
key items can be
produced within the
required dates
Project
Sponsor
Mar 7
High
3.3
Project
Manager
Mar 7
Utilize the 5% of
elapsed time in the
project schedule,
Project
Manager
As
required
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allocated as
contingency
Sign backup contracts
for additional
managerial resource
from overseas should
it be needed
April 21
Project
Manager & HR
Manager
April 15
Project HR
Manager
Project
Procurement
Manager
May 2
May 15
Project Asset
Manager
Mar 7
Obtain asset
information from Rail
Maintenance
Companies
Project Asset
Manager
Mar 20
5.2
Project
Manager
Mar 15
Allocate additional
funds in the budget to
gain consent for site
works
Project
Manager
Mar 7
High
5.3
Investigate land
ownership and develop
expropriation packages
Project
Planning
Manager
June 5
Identify alternative
routes in case it is
impossible to acquire
the land needed
Project
Planning
Manager
June 30
Medium
5.4
Project Safety
Advisor
July 17
Implement
compliance actions
immediately to
prevent project delay
Project Safety
Advisor
As
required
Very
High
5.5
Aug 1
Implement disruption
management
procedures (e.g.
alternative road
transport and ticket
refunds in the event
of a disruption to
service)
Project
Logistics
Manager
As
required
Medium
6.1
Conduct geological
surveys well ahead of
construction
Project Site
Works
Manager
May 21
Identify alternative
routes in case land
along the planned
route is not suitable
Project
Planning
Manager
Aug 15
High
6.2
Resolve Rail
Maintenance Team
issues ahead of
potential strike action
Project
Logistics
Manager
June 1
Project
Logistics
Manager
Aug 1
High
4.1
April 5
Recruit a senior team of Project
leaders for the project, Manager & HR
Manager
experienced at
managing such
quantities of resources
Low
4.2
Recruit additional
skilled resource from
overseas markets to
assist with the
completion of this
project
Project HR
Manager
Medium
4.3
Negotiate formal
contracts with all
project suppliers, to
include penalties for
non-delivery
Very
High
5.1
Medium
April 21
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3.2 Assumptions
This Risk Plan makes the following key assumptions:
The project team will be able to obtain the required project budget available as required.
All relevant bylaws and statutory legislation will remain unchanged during this project.
The land expropriation plan will be approved by City officials with property-owner penalties for obstruction
There are no critical logistical issues with the establishment of the rail transit link to the airport.
The project team has the full support of the Rail Regulator.
3.3 Constraints
During the creation of this Risk Plan, the following key constraints were identified:
Once set, the project budget will remain fixed, allowing very little additional contingency.
Current passenger numbers cannot be affected by the implementation of this project.
The project can only perform infrastructure upgrade activities on the live rail network during the available time slots
allocated by the Rail Operator.
Disturbance to residents within a two-kilometer radius of each work site must be minimal.
The three-year delivery date set by the government cannot be changed
4 Risk Process
In addition to the risks identified by this document, new risks may arise during the Project Lifecycle. The following
activities, roles and documents describe how each new risk will be managed, to ensure that it has a minimal impact on
the project.
4.1 Activities
The following activities will be undertaken to identify, review and control risks on this Fast Rail Project. These activities
together form the "Risk Management Process." For the purpose of this project, a risk is defined as "any event that is
likely to adversely affect our ability to achieve our project objectives"
Any stakeholder on the project (including staff, team leaders and the project management team) can raise a risk.
A Risk Form will be used to document each risk. With this form, the stakeholder will describe the risk, rate its
likelihood and impact on the project and recommend preventative and contingent actions. All Risk Forms will be
distributed to the Project Leader or Manager for review.
The Project Manager will review all project risks and determine their risk priority. The Project Manager will usually
act on low and medium priority risks immediately, and communicate high priority risks to the Project Board for
action.
4.2 Roles
While any member of the project team may identify a project risk, the following staff will have key responsibilities for the
ongoing risk management within the project:
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4.3 Documents
The following documents will be used to identify, monitor and control risks within this project:
A Risk Form will be used to describe and rate each risk identified, and list the preventative and contingent actions
needed to resolve it.
A Risk Register will be used to record the key details of each risk and to monitor its current status, until it is
resolved.
5 Appendix
The following documents are related to this Risk Plan:
Business Case, Feasibility Study, Project Charter, Project Plan, Resource Plan
State Government Risk Management Policies, Standards, Guidelines and Procedures
Risk documentation from other similar projects
Other relevant information and correspondence
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Mortgage One
Project
Project
Organization:
Best Rate
Mortgages
Project Type:
Business
Improvement
Project Manager:
Edward Jones
Project Activity:
Create an
Acceptance Plan
To bring Best Rate Mortgages into the 21st century, John Marshall, CEO,
decided to initiate a project to create a single suite of company systems
and processes for approving mortgages. He has appointed me as Project
manager. Within just 18 months, this challenging business improvement
project must result in:
1. A single Mortgage Lending System to be used by all 112 branches
2. A single set of processes, guidelines and standards for mortgage approvals
3. Training in the new system and processes for all branch staff
Of course, the most significant challenge is to gain each Branch Managers' buy-in to the project and its solution. For
the past 30 years the branches have operated autonomously and as a consequence, they are likely to resist the
changes put in place. To ensure that each Branch Manager accepts the deliverables produced by this project, I have
decided to create a representative "Customer Group". This group consists of 10 Branch Managers, 3 Senior Managers
from Head Quarters and the CEO. The purpose of the group is to define a clear set of criteria for the acceptance of
deliverables within the project.
Following the establishment of the Customer Group and the agreement of the acceptance criteria, the following
Acceptance Plan was formulated.
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representative "Customer Group" for this project. This group will include 10 Branch Managers (representing the entire
branch management team), three senior managers from Head Office and the CEO. This group is responsible for
accepting the deliverables produced by the project, on behalf of the branch offices and Head Office staff.
The first decision made by the Customer Group was the agreement of a set of Acceptance Criteria which once achieved,
would enable the formal acceptance of the deliverables produced by the project. The following Acceptance Criteria were
established by the Customer Group:
Deliverable
Acceptance Criteria
Acceptance Standards
Implement a new
Mortgage Lending
System
3. Comprehensive management
reporting functionality
Implement a common
set of processes
The following staff are trained in the new All specified staff understand:
systems and processes:
How to use the core system functionality
Branch Client Service Officers
The basic processes and business rules
involved in approving mortgage requests
Branch Team Leaders
Branch Managers
Head Office Administration Staff
2 Acceptance Plan
To ensure that the deliverables produced by the project meet the Acceptance Criteria specified above, we have
scheduled a suite of Acceptance Tests in the following section. An Acceptance Test will be initiated at the completion of
the respective deliverable, to ensure that the deliverable meets the relevant acceptance criteria and is ready for final
signoff. Once the entire Customer Group has accepted all the deliverables, the project will be ready for closure.
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2.1 Schedule
The following table lists the Acceptance Tests to be undertaken for each deliverable, to validate that it is 100% complete
and ready for final customer sign-off.
Deliverable
Acceptance Tests
Deliverable
Completion
Date
Testing Method
Testers
Test
Date
Implementation of a
new Mortgage
Lending System
June 14
3 Customer Group
representatives and
Internal Audit Manager
June
21
Implementation of a
common set of
processes
July 7
3 Customer Group
representatives,
Finance Director and 5
branch officers
July
15
July 31
Aug
15
Head Office
Administration Staff
and Managers
2.2 Assumptions
This Acceptance Plan has assumed that:
There will be no changes to the customer's Acceptance Criteria during this project.
Customer Group representatives will be available to complete the acceptance tests when needed.
The acceptance testing methods listed will be sufficient to give the Customer Group (and therefore the branches)
confidence that the new system and processes will benefit them.
2.3 Constraints
The following constraints apply to this Acceptance Plan:
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A limited number of people within the organization are able to personally test each deliverable.
Acceptance testing activities must take place after hours, to ensure that normal business operations are not
impacted by this project
3 Acceptance Process
The following activities, roles and documents describe how acceptance testing will be performed for each project
deliverable.
3.1 Activities
To accept deliverables as complete for this project, we will perform the following acceptance test activities:
The Project Manager will be informed of the completion of the deliverable.
The team member responsible for that deliverable will request that an Acceptance Test take place.
The Project Manager will schedule an Acceptance Test with the staff specified in this Acceptance Plan.
The Acceptance Test will be performed and the results recorded on an Acceptance Form.
If additional work is required to complete the deliverable, the Project Manager will delegate the work required. Once
that work is complete, the deliverable will be retested.
If test results are satisfactory, the Acceptance Form will be presented to the Customer Group for signoff.
After gaining final signoff from the Customer Group, the deliverable will be marked as 100% complete on the Project
Plan and work on it will be terminated.
3.2 Roles
The following roles are responsible for undertaking the acceptance activities specified above.
Team Members will be responsible for:
Completing the deliverables specified in this document
Notifying the Project Manager of the completion of each deliverable and request an Acceptance Test
Undertaking the necessary activities to improve the quality of a deliverable to gain the acceptance of the
Customer Group
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3.3 Documents
We will use the following documents to manage the process of customer acceptance for this project:
The Acceptance Form will be used to document the results of each Acceptance Test and to request final acceptance
from the Customer Group.
The Acceptance Register will be used to monitor and control the acceptance status for each deliverable in the project.
4 Appendix
The following documents are available in conjunction with this Acceptance Plan:
Business Case, Feasibility Study, Project Charter, Project Plan, Resource Plan
Documents describing the existing lending and approval systems and processes
Other relevant branch information and staff correspondence regarding this plan
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Project
Organization:
Parkland City
Council
Project Type:
Business Change
Project
Manager:
Jennifer Miller
Project Activity:
Create a
Communications
Plan
My first task as the Project Manager was to define the objectives and scope
of the project and create a detailed Project Plan. Once that was completed, I
decided it would be a good idea to document each of the steps needed to
keep the public and other project stakeholders informed throughout this
politically sensitive project. For this purpose, I chose to document the
following Communications Plan.
1 Communications Requirements
The Parkland Rate Equity Project was established for the purpose of introducing a multi-tier rate structure in the
Parkland region. This new structure will ensure that residential and commercial property owners are charged for council
infrastructure services (through rate levies) in a more equitable fashion. A wide variety of people will be affected by this
project, from the general public to commercial property owners. To ensure that all these project stakeholders are kept
informed of the project's progress and to take part in it where appropriate, we have drafted this Communications Plan.
This plan lists the stakeholders and their requirements for information relating to this project. We have also identified
the communications activities required to ensure that each stakeholder receives the "right information" at the "right
time." By keeping all stakeholders regularly informed of the progress of this project, we will increase our chance of
success.
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Stakeholder Group
Stakeholder Description
Mayor
Acts as Chairman for the Parkland City Council and is also the Project Sponsor
Project Team
Suppliers
Council Staff
All fulltime, part-time and contracting staff in the Parkland City Council
General Public
Stakeholder
Group
Stakeholder Role
Stakeholder
Organization
Parkland City Council
Information Requirement
This stakeholder needs an understanding of
the...
Project Delivery
Council Staff
City Council
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Commercial Organizations
Individuals
General Public
Individuals
2 Communications Plan
2.1 Schedule
The following communications schedule lists the activities required to distribute the right information to the right
stakeholders at the right time. First, the project team will notify members of the general public about the proposed
changes to the rate structure. We will seek public feedback over a two-month period and take it into account when
drafting the detailed Rates Proposal. We will then make the detailed proposal available to the public. Through a full
public consultation process, we will complete the final draft of the Rates Proposal and present it to the Project Sponsor
for signoff.
Throughout the implementation of this new Rates Proposal, we will keep all project stakeholders informed of the
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progress of the project and the rate changes that have taken effect.
Communications Activities
Activity
ID
Information
Stakeholders
Timeframes
Methods
(What is to be communicated)
(To whom)
(When)
(How)
1.0
Public Consultation:
General Public
by July 5
Advertisements
placed in local
newspapers
General Public
by July 21
Discussion Papers
made available to the
public
General Public
By August 1
Fact Sheets
Commercial Property
Owners
by August 15
Commercial
Property Forum
(public meeting)
Residential Property
Owners
by August 31
Residential Property
Forum
(public meeting)
General Public
by September 15
Advertisements
placed in local
newspapers
Monthly throughout
the project
Status Reports
Public Consultation:
The current rate structure issues
The proposed changes to the
rate structure
The reasons for the change
The benefits to be delivered by
the change
The effect it will have on the
community
1.2
Public Consultation:
Full description of the current
rate structure
Full description of the proposed
rate structure
1.3
Public Consultation:
Proposed new rate structure for
Commercial Property Owners
Impact of change on Commercial
Property Owners
1.4
Public Consultation:
Proposed new rate structure for
Residential Property Owners
Impact of change on Residential
Property Owners
1.5
Public Consultation:
Final rate structure changes
approved for implementation
1.6
Project Progress:
Overall status of the project
List of key deliverables produced
to date
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Project Progress:
End-of-phase review results
Phase Reviews
Weekly throughout
the project
Team Meetings
General Public
Weekly throughout
the project
Website Releases
Council Staff
Monthly throughout
the project
Newsletters
General Public
Quarterly
throughout the
project
Media Releases
Project Progress:
Deliverables produced since last
meeting
Immediate risks, issues and
changes
Imminent project milestone
delivery dates
Current key project activities
1.9
Project Progress:
Detailed status of the project
Deliverables produced to date
Date of expected changes to
rate structure
Any changes in project scope
2.0
Project Progress:
Project purpose, benefits,
current status
Key deliverables produced to
date
How to deal with public inquiries
regarding the project
2.1
Project Progress:
Summarized progress of the
project
Key deliverables produced to
date
Forecast final completion date
for project
2.2 Assumptions
During the creation of this Communications Plan, we have made the following assumptions:
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The public will be kept regularly informed of the progress of the project.
A full Public Consultation process will need to be undertaken, due to the sensitivity of the deliverables to be
produced by this project.
Suppliers (such as consulting companies recruited to assist the project) should be kept regularly informed of the
project's progress, as though they were part of the project team
2.3 Constraints
During the creation of this Communications Plan, we identified the following constraints: The following constraints apply
to this Acceptance Plan:
This highly sensitive project must be undertaken with the full support of the public.
As this project must be completed within a 24-month timeframe, the Public Consultation process will be limited.
Only one communications resource on the Parkland Communications Team is available to undertake the
communications events listed in this plan.
3 Communications Process
The following sections clarify the activities, roles and documents involved with the formal release of communications for
this project:
3.1 Activities
The following steps will be undertaken for each communications event:
Identify the content, audience, timing and format of each message to be distributed
Create the communications message to be distributed
Forward all communications messages to the Project Manager for approval
Distribute the communications messages via the approved method
Review the distributed communication and obtain feedback from stakeholders
3.2 Roles
The following project roles will be responsible for undertaking formal communications within the project:
The Communications Team will be responsible for completing the activities listed in this Communications Plan by:
Planning and organizing the communications activity
Identifying the detailed content, audience, timing and format of each communications message
Creating a draft of the communications message to be distributed
Forwarding the communications message to the Project Manager for approval
The Project Manager will be responsible for approving all communications messages within the project by:
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3.3 Documents
The following documents will be used to assist with managing communications within this project:
A Project Status Report will be used to regularly communicate the current status of the project.
A Communications Register will record the details and current status of each communications activity
undertaken within the project.
4 Appendix
The following documents related to this Communications Plan are attached:
Parkland City Council Strategic Plan
Parkland City Council Communications Standards and Guidelines
Parkland City Council Rate Equity Project Plan
Current Parkland City Council Rate Structure
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Project Name:
Fresh EFTPOS
Project
Project
Organization:
The Grocer
Project Type:
Payment System
Project Manager:
Susan Moore
Procurement
Manager:
Marny Michaels
Project Activity:
Create a
Procurement Plan
As the Project Manager, I have been assigned the challenge of finding, configuring, testing and implementing a suitable
EFTPOS solution. I have been given just 14 months to achieve this. As we are not in the business of manufacturing
payment systems, I realized early in the Project Lifecycle that we would need to outsource the supply of a suitable
payment system to a specialist vendor. So I created the following Procurement Plan to clarify our procurement
requirements and structure the process for appointing a preferred supplier to the project.
1.1 Requirements
The following describes the items to be procured from a preferred supplier, the justification for procuring each item
(rather than sourcing it in-house), the quantity of each item to be procured and the project budget available for
procuring it.
Item
Description
Justification
Quantity
EFTPOS Terminal
Compact, simple-to-use
Budget
$150,000
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payment terminals
spare units
EFTPOS Terminal
Holders
$22,000
EFTPOS Terminal
Printers
$33,000
Administration
Software and
Terminals
$50,000
Communications
Equipment
$28,000
Installation
Services
$18,000
Training Services
Training of 3,000
staff in blocks of 30
people per course
$75,000
Documentation
$2,000
Total Budget
$327,000
The project team has also identified the following additional requirements for the solution. The new system must:
Authorize transactions within a maximum of 15 seconds on average
Provide two-way communication between the existing cashier machines and the EFTPOS terminal
Support different methods for connecting to payment networks, including dial-up and leased line
Have laser-etched keys for durability and high-definition backlight displays for ease of use
Be able to add onscreen customized logos and promotional messages to printed receipts
Facilitate immediate online authorization for all popular credit, debit and charge cards
Support hospitality functions such as tipping, pre-authorization and top-ups
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Item
Supplier
Offering
Price
Availability
EFTPOS Terminal
TerminalCom
$135,000 14 days
EFTPOS Terminal
Holders
Retail2Go
$20,000
7 days
EFTPOS Terminal
Printers
National
Comms
$25,000
Immediate
Administration
Software and
Terminals
PayCheck
Terminals
10 days
Communications
Equipment
FCMG
Supplies
$22,000
21 days
$15,000
Immediate
Training Services
N/A
$65,000
21 days
Documentation
N/A
$1500
Immediate
The results of the market research are conclusive. The project team is confident that there are sufficient suppliers and
solution offerings in the marketplace to meet our procurement requirements.
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2 Procurement Plan
With a clear understanding of our requirements and the confidence that there are suitable solution offerings in the
marketplace, the Project Team will now proceed with the procurement of these items according to the schedule below.
2.1 Schedule
The following Procurement Schedule lists the activities to be undertaken to select a preferred supplier for this project,
procure the items we require and manage the preferred supplier's delivery performance.
2.2 Assumptions
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The following assumptions have been made during the creation of this Procurement Plan:
The procurement requirements will remain unchanged throughout this project.
The market research results were accurate.
The suppliers identified through the market research activity will be interested in supplying the project.
2.3 Constraints
The following constraints have been established during the creation of this Procurement Plan:
All of the equipment purchased must be compatible with our existing point of sale equipment.
The selected suppliers must have local maintenance and support staff in all store regions.
Our potential solution options are limited by the project budget allocated.
3 Tender Process
As depicted in the Procurement Schedule above, we will need to undertake a formal Tender Process to select a preferred
supplier and solution.
3.1 Activities
The following activities will be used to select a preferred supplier for this project:
Issue RFI
First, we will document a Statement of Work to describe our procurement items in detail. We will then document a
Request for Information to list the information we require from suppliers, to create a supplier shortlist. We will release
these two documents to potential suppliers, who will then submit a formal response to the project team. Based on our
review of the supplier responses, we will create a supplier shortlist.
Issue RFP
We will update the Statement of Work with any necessary changes and create a new Request for Proposal, stating the
format of supplier proposals required to select a preferred supplier. We will then release these two documents to the
suppliers on the shortlist. From the detailed proposals received, we will select a preferred supplier.
Issue Contract
We will then create a supplier contract and negotiate the terms of that contract with the preferred supplier. If agreement
is reached, we will endorse the contract and initiate the terms of the contract.
3.2 Roles
The following roles will be responsible for selecting a preferred supplier for this project:
The Procurement Manager is responsible for managing the entire Tender Process.
The Project Manager is responsible for approving tender documentation, choosing the preferred supplier and drafting
the supplier contract.
3.3 Documents
The following documents will be used to select a preferred supplier for this project:
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Note: A more detailed description of this Tender Process will be completed later in the Project Lifecycle.
4 Procurement Process
Upon completion of this tender process, the preferred supplier will begin delivering the procurement items to the project
as rquired. To ensure that the procurement items delivered are fit for purpose, we will need to implement a
"Procurement Process." This process will involve receiving, reviewing and accepting the items on behalf of the project.
4.1 Activities
The following activities will be undertaken to manage procurement within the project:
Issue Purchase Order
The Project will place an approved Purchase Order with each supplier for the items listed in the Procurement Schedule.
Upon receipt of the Purchase Order, the supplier will provide the project team with an estimated time of arrival (ETA) for
its deliverables. The project team will agree to or renegotiate this ETA.
Complete Purchase Order
The supplier will then deliver the items to the project within the approved ETA. Upon their arrival, the Procurement
Manager will review the items to determine whether they meet the specification listed in the Purchase Order. If they
comply, she will accept them on behalf of the project. The supplier will then raise an invoice for the items delivered and
the Project Manager will authorize payment accordingly.
Manage Supplier Contract
Throughout this process, the Procurement Manager will perform regular reviews of the supplier's performance against
the approved Supplier Contract. Any performance issues she identifies will be raised with the supplier and a suitable
resolution will be agreed.
4.2 Roles
The following roles will be responsible for managing procurement within this project:
The Procurement Manager is responsible for managing the entire Procurement Process.
The Project Manager will be responsible for approving all Purchase Orders and payments, as well as assisting the
Procurement Manager with the resolution of supplier performance issues.
4.3 Documents
The following documents will be used while managing procurement within the project:
Purchase Order
Supplier Invoice
Supplier Contract
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Note: A more detailed description of this Procurement Process will be completed later in the Project Lifecycle.
2000 - 2006 Method123 Ltd. All rights reserved
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WindFarm
Energy Project
Project
Organization:
Thomson
County Council
Project Type:
Power
Generation
Project
Project Manager:
Rebecca
Hughes
Project Activity:
Define the
Tender Process
As the Project Manager elected on behalf of the Thomson County Council, I was
personally responsible for the success of this project. As the council did not
have the skills and competencies required to deliver this project internally, I
decided to outsource the project delivery to an external supplier. To ensure that
we selected the best available supplier for the project, I was tasked with
undertaking a formal Tender Process to identify, review, select and contract a
preferred supplier. The following Tender Process was defined and agreed to by
the Project Board:
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Project Name:
EZ Move
Project Organization:
FreightMe Ltd
Project Type:
Office Relocation
Project Manager:
Donald Hughes
Project Activity:
Statement of Work
A new project was approved on August 15th to find, design and fit out the new premise, as well as manage the staff
relocation. At a subsequent Project Board meeting, it was agreed that I would outsource the office fit-out and staff
relocation activities to a company specializing in this area.
To ensure that we selected the best available supplier to perform this office move, I decided to undertake a formal
tender process. The first step in any tender process is the creation of a Statement of Work (SOW), which describes in
detail exactly what is required of the supplier. By documenting the work to be undertaken and listing the core
responsibilities of the supplier and the project team, I was able to ensure that suppliers interested in this tender fully
understood the procurement needs for our project. The following SOW was distributed to potential suppliers to inform
them of our core procurement requirements.
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2 Objectives
The preferred supplier to this project will be expected to meet the following objectives:
Design the new premise to house a total of 230 staff, 12 offices, three meeting rooms, a kitchen and a for staff
entertainment area
Manage the entire fit-out of the new premise by installing cabling, fixed and moveable partitioning, plumbing,
electrical fittings and all interior decorating in accordance with the architectural design
Relocate the entire FreightMe operation to the new premise within a single weekend to ensure that the business
operation remains unaffected by the move
Clean up our existing premise after the move to comply with the terms specified in our tenancy agreement
3 Scope of Work
The preferred supplier must deliver the following procurement items to achieve the objectives stated above.
Procurement
Item
Architectural design of
the new premise
Item Description
Item Quantity
Delivery Timeframe
As specified by the
Within four months of the
Architectural Design approval of the Supplier
Contract
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electrical fittings)
Relocation to the new
premise
N/A
N/A
4 Responsibilities
To ensure that this scope of work is efficiently delivered by the supplier and accepted by the project team, we have
listed each party's responsibilities below:
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5 Terms of Supply
Although a formal contract will be agreed to between the project team and the preferred supplier at the closure of this
tender process, the following terms of supply must be stated up front as they are nonnegotiable and may influence your
interest in becoming a preferred supplier to this project:
5.3 Confidentiality
During the course of this tender process, the supplier may acquire confidential information relating to our business,
project and/or customers. Sensitive information for this project must be handled according to the following terms:
The supplier agrees to keep this information strictly confidential at all times, even after the project has been
completed.
The supplier will not use this confidential information for its own personal gain or the gain of any other person.
The supplier may disclose confidential information only to the extent that such disclosure is necessary for it to
complete the scope of work.
These terms do not apply to information that must legally be disclosed, or becomes available to and known by the
public.
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Project
Organization:
Central Government
Project Type:
Hospital Construction
Project Manager:
Amy Wright
Project Activity:
After defining the Statement of Work setting out exactly what I expect
the supplier to deliver, I have documented a Request for Information.
This document (along with the Statement of Work) was released to the
market to allow suppliers to register a formal interest in supplying the
project. I documented the following Request for Information and the
Project Board approved it for release.
1.1 Overview
The purpose of this project is to construct a new hospital facility in the Whistle Town region, which supports the full
health care needs of the local population. The project must be complete by April 2008 and the existing hospital premise
must be decommissioned within the following six-month period. The new building will replace the existing community
hospital and will provide:
More than 550 general patient beds and 60 private rooms
A specialized Maternity Unit with 30 beds, three delivery rooms and a nursery
Four surgical theaters and emergency facilities to accommodate 100 patients
A front reception, five lounges and a central restaurant area
An Intensive Care Unit for severely ill patients
Open parking for 400 vehicles and covered parking for 100
Emergency power and water facilities
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1.2 Purpose
The purpose of this document is to provide the information needed for:
Potential suppliers to register a formal interest in supplying the project
The project team to select a supplier shortlist
1.3 Acknowledgement
To confirm that you have received this document, please send a written letter of receipt to the project team at the
following address:
M Scoombie
Regional Projects Office
45 West Street
Whistle town
70076
If we do not receive written acknowledgement of receipt within 10 working days of the date this document is issued, we
will assume you are no longer interested in this tender and we will strike your name from the potential suppliers list.
1.4 Recipients
This tender document has been made available to all building and construction companies in the USA. We have
advertised the tender within the following periodicals:
Government Tender Gazette
Construction and Building Association Newsletter
Whistle Town Press
Whistle Town City Government Tenders website
In addition to the above press avenues, we have sent this tender document to each of the top 55 corporate construction
companies who have previously undertaken construction projects of this nature for the government.
1.5 Process
To appoint a preferred supplier to this project, we will implement the following process:
1.
The tender period will be closed and supplier responses will be collated
by August 8
2.
The project team will review the responses against a predefined set of criteria
by August 22
3.
All the responses will be rated, and the top five suppliers will comprise the shortlist by August 29
4.
by September 5
5.
by September 12
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6.
Shortlist suppliers will submit a detailed proposal in accordance with the RFP
by October 3
7.
The project team will review and rate all the proposals
by October 10
8.
by October 24
9.
The project team and the preferred supplier will endorse a formal supplier contract by November 7
by November 14
1.6 Rules
Suppliers interested in becoming a preferred supplier to this project must submit tender responses according to the
following rules:
Suppliers must submit a formal response to Sections 2 and 3 of this document.
The project team must receive supplier responses no later than 5 pm on Monday, August 8.
Responses must be accurate at the time of submission and remain valid during the tender process.
Suppliers may work together to form one joint response; however, complete details of each company and offering
must be included.
Suppliers must keep all tender information strictly confidential at all times.
Formal supplier responses should be sent to the following address:
M Scoombie
Regional Projects Office
45 West Street
Whistle town
70076
Note. We will not consider supplier responses received after 5 pm on Monday, August 8.
1.7 Questions
If you have any questions regarding this project or tender process, please write to us by email at:
RFIQuery@WhistleTownHospital.com
We will endeavor to reply to you within two working days.
Please note that we may not be able to answer all your enquiries, as some information may not be approved for public
release.
2 Company
To select a shortlist of suppliers for the Request for Proposal phase of this tender process, we require a suite of
information regarding your company, your solution offering and your intended approach. If you are interested in
becoming the preferred supplier to this project, then please document a formal response to the information requested in
the following sections.
2.1 Overview
Please provide us with an overview of your business operation by describing your:
Company vision and objectives
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Company structure
Number of employees
Number of years in business
Ownership structure and number of directors
Approximate annual turnover
Location of business operations
Customer list and customer industries
Preferred market segment
2.2 Offering
Based on the procurement requirements specified in the attached Statement of Work, please describe your company
offering. For instance, such as the:
General and specialist services offered
Skills, qualifications and competencies of staff
Experience gained managing other similar projects
Contractual offerings, such as guarantees and penalties
3 Approach
In addition to your business operation and offering, we also need to understand your general approach towards
undertaking this project. Please document a formal response to the following sections.
3.1 Method
Describe the general method or approach you would undertake to produce the items required by the project (as listed in
the Statement of Work), such as:
The major construction phases to be undertaken
The key deliverables to be produced
The people, materials and equipment needed
The construction methodology to be used
The key project milestones
Any project constraints
Any key project risks or issues
3.2 Timeframes
Taking into account the fact that this project must be completed by April 2008, please list the key milestone delivery
dates that you believe can realistically be accomplished. These dates must take accommodate the time taken to procure
the staff, resource and/or subcontractors needed during the Project Lifecycle.
3.3 Pricing
To ensure that you will be able to provide a solution within our project budget, please give an indicative estimate of the
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cost of undertaking this project. If possible, please provide a schedule of costs that corresponds to the procurement
items listed in the Statement of Work. Note: The schedule must include all of the approximate costs involved in
undertaking this project.
4 Other
Please ensure that your response to this tender document takes into account the following information.
4.1 Confidentiality
By responding to this tender document, you agree to the following confidentiality clause:
During the course of this tender process, you may acquire confidential information relating to our business, project
and/or customers. You agree to keep this information strictly confidential at all times, even after the project has been
completed. You will not use it for your personal gain or the gain of any other person. You may disclose confidential
information only to the extent that such disclosure is necessary for the submission of a formal supplier proposal. This
does not apply to information that must legally be disclosed, or becomes available to and known by the public.
4.2 Documentation
If you wish, you may attach the following documentation to your tender response:
A copy of your company annual report for the previous financial year
Testimonials from clients for whom you have delivered similar solutions
A company brochure describing your detailed products and services
A CV for your assigned Project Manager listing relevant experience
Copies of any relevant building and construction qualifications
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Handheld
Terminal
Project
Project
Organization:
Northern
Forestry Group
Project Type:
Equipment
Installation
Project
Manager:
Anthony
Martinez
Project Activity:
Issue a Request
for Proposal
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As a supplier selected for our tender shortlist, your next step is to submit a formal proposal for the supply of equipment
and services in accordance with the Statement of Work attached. This document includes the information you will need
to submit a formal proposal to us to be considered as a preferred supplier to our Handheld Terminal Project.
1.1 Overview
As described in the attached Statement of Work, the Northern Forestry Group wishes to procure mobile handheld devices
that meet the following key criteria:
Equipment
7.2" Display, VGA LCD with backlighting, 1 gigabyte of memory
GPS enabled with internal Handheld modem
Durable and resistant to shock, rain, snow, dust, heat, cold, mud
Uses azimuth, bearing, feet, meters, chains, yards, true and magnetic north
Long battery life
Software
Customizable data entry system
User-friendly menu system with labeled function keys
Can load detailed regional maps
Can be integrated into our central forestry computer system
Allows for the following methods of forest data collection:
z
Stand exam
Walk-through surveys
Regular surveys
Reforestation surveys
Re-measurement surveys
Intensive exams
Compressed exams
1.2 Purpose
This document has been created to provide you with the information you need to create a detailed proposal for meeting
the procurement needs of this project. Based primarily on the content of the proposals we receive, we will assess the
companies and solutions offered and choose one recommended supplier with whom we will enter into a supplier
contract.
1.3 Acknowledgement
To confirm that you have received this document, please acknowledge your receipt within 10 working days by mailing a
written letter of receipt to the following address:
B White
Northern Forestry Group
18 Cedar Boulevard
Mountain Park City
18-009-8
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Note: We must receive your written acknowledgement of receipt within 10 working days to confirm that you still wish to
take part in this tender process. If you do not issue a written receipt within this timeframe, then we cannot consider any
subsequent tender proposals from you related to this particular tender.
1.4 Recipients
To enable you to understand the level of competition for this tender, we wish to advise you that from an initial list of 120
international applicants, we have selected a tender shortlist of just five companies. The suppliers on the shortlist have
been provided with a complete copy of this Request for Proposal and an updated Statement of Work to enable each of
you to take part in this tender process.
1.5 Process
The following list describes the remaining activities within this tender process:
1. The RFP submission period will expire and tender proposals received will be collated February 7
2. Our project team will review and assess the proposals received
February 14
3. The preferred supplier will be selected and approved by the Project Sponsor
February 21
4. The project team and the preferred supplier will agree to a Supply Contract
March 7
March 14
1.6 Rules
When creating your proposal, please follow these rules:
The cut-off date for receiving supplier proposal submissions is 5 pm on February 7.
The project tender review team will not consider any proposals received after this date.
The proposal must be accurate at the time of submission and remain valid for the remainder of the tender period.
It must provide sufficient information for the project team to understand your company offerings, recommended
solution and implementation plan - as described in Chapters 2, 3 and 4 of this document.
Suppliers on the shortlist may work together to form a single joint response, but that response must include the full
details of each company and solution offered.
Tender proposals should be sent to:
B White
Northern Forestry Group
18 Cedar Boulevard
Mountain Park City
18-009-8
1.7 Questions
If you have inquiries regarding this tender process or the dates for tender response submission, you may contact us by
email at ProjectOffice@NorthernLumber.biz.
Although we may not be able to answer all your inquiries due to the confidential nature of this tender process, we will
always endeavor to provide you with sufficient information to complete your tender proposal quickly and efficiently.
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2 Company
In the previous Request for Information (RFI), we requested summary information about your company. While this
information was sufficient to select you for our supplier shortlist, we now require more detailed information to select the
project's final preferred supplier.
Please provide the following detailed information so that we have a full appreciation of your company's:
Vision, objectives, ownership and structure
Products and services relevant to this tender
Support services, such as consulting, training and support
Expertise in the field of Forestry Management
History undertaking similar projects
Customers using products and services relevant to this tender
Market share, competitors and complementary service providers
3 Solution
We now need to understand more about your proposed solution. Please complete the following table in full, describing
the proposed solution and each of its components in detail. Then identify the quantity of each component to be supplied
and its price. (Note: The price of each individual component should remain fixed throughout the project.)
Quantity
Price
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4 Implementation
We also need to understand your detailed approach towards implementing the solution described above. Keep in mind
that we require the overall solution to be live within nine months of the endorsement of the supplier contract.
In addition to describing your implementation approach, you might wish to provide us with a:
Proposed Project Plan setting out the tasks required to design, configure, test and install the solution
List of the project milestones and the delivery dates for each milestone
Description of the resources required to undertake this project
List of the dependencies within and outside of this project
You might describe:
The earliest date by which you can commence the work
Any lead times needed to obtain components
Potential risks, issues or required changes
5 Other Information
When formulating your response to this tender, please keep in mind the following:
5.1 Confidentiality
As described in the Statement of Work and Request for Information, by taking part in this tender process you agree to
the following confidentiality clause:
"During the course of this tender process, you may acquire confidential information relating to our business, project
and/or customers. You agree to keep this information strictly confidential at all times, even after the project has been
completed. You will not use it for your personal gain or the gain of any other person. You may disclose confidential
information only to the extent that such disclosure is necessary for your submission of a formal supplier proposal. This
does not apply to information that must legally be disclosed, or becomes available to and known by the public."
5.2 Documentation
Please attach the following documentation to your Tender Proposal:
Brochures and detailed technical specification documentation describing your proposed solution
Three relevant customer testimonials for similar solutions implemented in other organizations
Case studies, white papers and other documents describing the solution and your prior installations
Curriculum Vitae for the person in your organization responsible for undertaking this project
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YourSurance
Online
Project
Organization:
YourSurance Ltd.
Project Type:
Website
Development
Project Manager:
Paul Hall
Project Activity:
Create a Supplier
Contract
1.1 Purpose
The purpose of this Supplier Contract is to describe in detail the scope of work, responsibilities, terms and conditions
between YourSurance and DesignWeb for the delivery of the new YourSurance corporate website. Both parties agree to
complete their assigned responsibilities and duties in accordance with the terms and conditions stated herein.
1.2 Recipients
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Bob Mertins
DesignWeb CEO
1.3 Definitions
The following table defines the common terminology used in this contractual agreement.
Term
Definition
The Project
YourSurance Ltd, a duly incorporated company with its head office based at 31A
Mountain Road, Central
DesignWeb Ltd, a duly incorporated company with its head office based at 16 Baird Road,
Meadow Ridge
Procurement Item
The items that the Supplier to the Project is contractually obligated to provide
Project Lifecycle
Project Plan
A document that lists the Work Breakdown Structure, timeframes and resources required
to undertake the Project
Resource
The labor, equipment, materials and other items needed to undertake the Project
Supplier Contract
The agreement between the Client and the Supplier for the completion of the defined
Scope of Work
General
Words used in singular shall include the plural definition and vice-versa
2 Scope of Work
The scope of work to be undertaken by the Supplier is listed in the following section.
Item
Quantity
Item
Price
Design
Design Document
A documented architectural design of the solution. This design should
specify the design of the screen, database and forms, as well as the
technologies to be used to create the solution.
$750
Design Mockups
$1000
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Three different physical design proofs, allowing the project team to choose
the look and feel of the solution to be built.
1
$1250
$850
$400
N/A
$1250
15
$2500
$800
$800
N/A
Design Prototype
A subset of the working solution to be used to confirm the user
requirements. The prototype should include the selected mockup screen
design, live menu navigation and a connection to the database.
Development
Testing
Installation
The creation of the physical components that comprise the final solution.
This includes the:
Unit Testing
$850
System Testing
$550
Performance Testing
$450
N/A
$1800
$1200
$4500
Presentation of three training courses for YourSurance staff. The first two
courses will be for 80 support staff, to help them to understand the content
and functionality provided by the new YourSurance website. The third
course will be for the 10 YourSurance IT staff to understand how to support
the new website.
Total
$18,950
Note: the following items will be provided by the Client and are therefore not included within the scope of work above:
Website Content. This includes all of the content required to populate each web page.
Website Marketing. This includes all the activities required to submit the new website to search engines, increase
referral links and perform search engine optimization.
Website Platform. The YourSurance platform will provide the IT infrastructure required for the website.
Website Decommissioning. The Client will decommission the old website after a six-month period.
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3 Responsibilities
The following section lists the key responsibilities of the Supplier and the Project.
3.1 Supplier
The Supplier is responsible for:
Undertaking the Scope of Work and delivering the Procurement Items described in Section 2
Keeping the Project informed of the Supplier's progress on a weekly basis
Informing the Project of any potential risks, issues or delays
3.2 Project
The Project is responsible for:
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4 Performance
This section describes how the performance of the Supplier will be regularly reviewed throughout the contract period.
Criteria
Design
Description
Does the design specify the architecture of all of the components in the solution?
Is the design well structured and does it provide for a user-friendly, high-performance solution?
Development
Testing
Installation
Have all the required components been installed in the YourSurance IT environment?
Has the final solution been satisfactorily user tested?
Was the final solution released "live" by the scheduled delivery date?
Documentation
Was a detailed user manual created, covering all of the functionality of the new website?
Was a detailed operational support manual created, sufficient to support the solution?
Training
Were each of the designated 90 staff provided with sufficient training required to operate and
support the new website?
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operated in accordance with the terms and conditions of this Supplier Contract
The Project Procurement Manager will be responsible for undertaking each Supplier Review
The Supplier will be notified within 10 working days of the completion of each review and informed of any deviations
as well as the actions needed to correct them. The Project will then provide the Supplier with a timeframe for
resolving the deviation before a dispute is raised.
5.1 Payment
The Project will make payment when the Supplier has met the following conditions:
The Supplier must have provided the Project with a valid invoice, dated on the last day of the month.
The Project must have taken charge of each of the procurement items as specified by the Delivery Schedule.
There must be no outstanding actions required to correct deviations.
Only the YourSurance Project Manager may approve a supplier payment.
Payment will be made in the form of an electronic bank transfer into the Supplier's bank account.
5.2 Invoicing
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All invoices should be dated the last day of the month to which the invoice applies. The Project will raise any queries
and/or issues to the Supplier regarding the invoice within seven days of receipt. Upon approval, the invoice will be
processed, and payment will be made by the 20th of the following month. If a dispute is raised regarding an invoice, the
project team will pay the undisputed portion of the invoice, and the Project and the Supplier will deal with the disputed
amount separately.
5.3 Confidentiality
During the course of this contract, you (the Supplier) may acquire confidential information relating to our business,
project and/or customers. You agree to keep this information strictly confidential at all times, even after the project has
been completed. You will not use or attempt to use it for your personal gain or the gain of any other person. You may
disclose confidential information only to the extent that such disclosure is necessary for the execution of your
responsibilities under this contract. This does not apply to information which must legally be disclosed or becomes
available to and known by the public.
The Client shall be the owner of all intellectual property created by the Supplier to supply the procurement items listed in
the scope of work. This includes but is not limited to all documentation, source code and designs. If the Supplier wishes
to retain ownership of any intellectual property item to be produced during the Project Lifecycle, then it must raise this
as an issue with the Project prior to the start of work. All intellectual property developed by the Supplier for the Project
must be handed over to the Project within 10 working days of the conclusion of the Project Lifecycle.
5.4 Termination
Either party may terminate this contract by providing the other party with 30 days' formal written notice. At that point in
time, the Supplier's invoices up to the date of termination will be paid and all intellectual property handed over, unless
the project team has formally raised a dispute with the Supplier. Upon termination, the Project Team and Supplier will
be released from all responsibilities set forth by this contract, with the exception of the stated confidentiality clause in
section 5.3.
5.5 Disputes
In the instance that an issue is identified and remains unresolved even after direct negotiation between the Supplier and
the Project, a formal dispute must be raised and the other party notified of that dispute in writing. The matter in dispute
shall be referred to and settled by a mutually agreed-upon arbitrator. The decision of the arbitrator will be final and
binding on both parties. After the resolution of the dispute, both parties shall continue to undertake their responsibilities
under this contract as if the dispute had not occurred. A dispute may be raised at any point in the Project Lifecycle.
5.6 Indemnity
The Supplier warrants that the procurement items delivered under this contract will operate without failure for a period
of 12 months from the completion of the Project Lifecycle. The Supplier will indemnify the Client for any loss and/or
damages resulting in such a failure, up to (but not exceeding) the total value of this contract.
5.7 Law
This contract shall be governed by the legislation of the United States of America.
5.8 Agreement
This contract constitutes the entire contract between both parties and it supersedes all other contracts, agreements or
understandings previously or currently in existence. Only changes authorized in writing shall constitute a modification to
this contract.
2000 - 2006 Method123 Ltd. All rights reserved
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Given the enormity of this exercise, it has been agreed that this review is
to be undertaken as a Business Process Re-Engineering (BRP) project and
will be outsourced to an independent consulting company who specialize
in undertaking such projects for large organizations. The project will
address the:
Organizational structure within the department
Core health services currently offered by the Department of Health
Project Name:
Health Efficiency
Project
Project
Organization:
BPR Associates
Project Type:
Project Client:
Department of
Health
Project Manager:
Michael Robinson
Project Activity:
Perform Phase
Review
As the overall Project Manager on behalf of the Government, I am personally responsible for overseeing the completion
of this review and presenting the results to the Government for approval. I have already appointed a project team and
selected a top consulting company (BPR Associates Ltd) to complete the review exercise, within a nine month period.
In order to start the Execution phase of the project (during which time BPR Associates will perform the review), I
needed to perform a "Phase Review" to assure the board that the project is planned in sufficient detail and is ready to
proceed to execution. The following Phase Review Form has been completed and presented to the Project Board for
approval.
Health Efficiency
Michael Robinson
Project Manager:
Michael Robinson
16 April 2006
Project Sponsor:
Bob Mertins
Reporting Period:
28 Feb - 15 April
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OVERALL STATUS
Summary
To date, the project has produced all of the planning documentation required to progress to the Execution phase. We
are currently operating within the specified budget and each of the required deliverables has been approved. However
additional time was spent undertaking the Tender Process to select a preferred supplier and as a result, the project is
now two weeks behind schedule. Given that the overall project timeframe is nearly 12 months, this delay amounts to a
< 5%="" slippage="" and="" can="" most="" likely="" be="" recovered="" during="" the="" execution="" phase.=""
we="" expect="" that="" the="" overall="" project="" can="" still="" be="" delivered="" on="" time.="">
Approval is immediately sought to continue to the next phase of the project: Execution.
Project Schedule
The project is currently two weeks behind schedule. This slippage arose from delays in gaining the boards approval of
the preferred supplier, as recommended by the project team. While the tender process was undertaken and the
supplier recommendation made within the scheduled timeframes, several key members of the Project Board were
away on holiday when their approval was required. Thus, the preferred supplier approval was delayed by two weeks.
All other planning deliverables were produced and approved on time - as per the original schedule.
Following this two-week delay, we have revisited the Project Plan and identified a new sequence of tasks that will
enable us to produce the final project deliverables two weeks ahead of time - thus mitigating the effects of the current
slippage in delivery dates. We are therefore confident that the overall project will be delivered within the original
schedule as required.
Project Expenses
The project has completed all of the tasks required to date, within the original budget specified. We are currently
operating at 95% of the designated budget and therefore have additional contingency available for the Execution
phase, if required.
Project Deliverables
The project has produced the following deliverables:
Project Plan
Work Breakdown Structure created listing all phases, activities and tasks
Project schedule defined and approved by Project Sponsor
Resource Plan
All resources required to undertake the project listed
Total amount of each required resource quantified
Resource consumption scheduled and approved by Project Sponsor
Financial Plan
All required financial expenditure identified
Monthly budgeted consumption approved by Project Sponsor
Quality Plan
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Risk Plan
All risks involved in undertaking the project identified
Likelihood and impact of each risk identified
Schedule of mitigating actions defined and approved by Project Sponsor
Acceptance Plan
Criteria required to gain the customer's acceptance documented
Acceptance Schedule approved by Project Sponsor
Communications Plan
Project stakeholders and their information requirements defined
Communications Scheduled approved by Project Sponsor
Procurement Plan
Defined the scope of work to be outsourced to a preferred supplier
Scheduled the activities required to select a preferred supplier
Tender Process
Process for selecting a preferred supplier documented and undertaken
Statement of Work (SOW), defining our detailed procurement requirements, created and released
Request for Information (RFI), requesting registrations of interest, released to potential suppliers
Request for Proposal (RFP), requesting proposals, released to our shortlist of potential suppliers
Final supplier selected (based on proposals received) and approved by Project Sponsor
Supplier Contract
Negotiation with the supplier for the delivery of the "scope of work" successfully completed
Supplier Contract signed and approved by the Supplier and Project Sponsor
Project Risks
We have identified the following high priority risks for the project, along with mitigating actions:
Risk
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Project Issues
We have identified the following high priority issues on the project, along with actions for resolution:
Issue
Project Changes
We have determined that there have been no significant changes to the scope of this project to date:
There have been no changes to the scope of the project. The project team has operated within the strict
scope of the agreed Project Charter.
Review Question
Answer Variance
Schedule
NO
Expenses
Deliverables:
Project Plan
YES
Resource Plan
YES
Financial Plan
YES
Quality Plan
YES
Risk Plan
YES
Acceptance Plan
YES
Communications Plan
YES
Procurement Plan
YES
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Supplier Contract
YES
Risks
YES
Issues
YES
Changes
NO
APPROVAL DETAILS
Supporting Documentation:
The following documentation is available (if required) to support this Phase Review Form:
Approved Project Plan
Approved Resource Plan
Approved Financial Plan
Approved Quality Plan
Approved Risk Plan
Approved Acceptance Plan
Approved Communications Plan
Approved Procurement Plan
Statement of Work (SOW)
Request For Information (RFI)
Request for Proposal (RFP)
Supplier Contract
Project Manager's personal notes regarding each of the risks, issues and changes listed above
Signature:
_______________________
Date:
___/___/____