A/A
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Phase/ Activity
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Description
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Role of Project Manager
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Other roles
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Guidance is provided in …
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Available Tools
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1
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PROJECT INITIATION PHASE
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Checklist 1-6: Reviewing the Project Initiation Phase
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1.1
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Needs identification/ assessment
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This activity involves the analysis of the problem, the collection of necessary information, the identification of needs and the formulation of project ideas.
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-
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The Management of the Contracting Authorities is usually responsible for identifying the needs and formulate the project ideas
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Subchapter 1.4.1
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| Tool 1-2: Tool for gathering information to be used for needs assessment |
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1.2
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Setting priorities
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This activity involves the prioritisation of candidate projects in order to select the one or more to be implemented first.
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-
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High level decision makers are responsible for prioritising projects
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Subchapter 1.4.2
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| Tool 1-4: Questionnaire for rating projects in order to prioritise them (Completed example in Annex 1-1) |
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1.3
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Appointment of the project design team
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This activity involves the appointment of the project designers, who will be provided with the key elements of the project idea in order to proceed with the design of the project.
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-
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The Management of the Contracting Authorities is responsible for appointing the team of project designers
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Subchapter 1.4.3
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-
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1.4
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Development of Business Case
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This activity involves the development of the Business Case, which is the document outlining the justification for the start-up of the project. More specifically, this activity involves:
| ▪ | Detailed definition of the problem |
| ▪ | Analysis of the potential options |
| ▪ | Identification of the preferred solution by applying Cost/ Benefit Analysis and/or Feasibility Study |
| ▪ | Approval of Business Case |
| ▪ | Examination of alternative ways of funding |
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-
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| ▪ | The Project Design Team in cooperation with the representatives of the Project Owner are responsible for preparing the Business Case and examining the alternative ways of funding |
| ▪ | External Consultants are usually assigned to elaborate the Cost/ Benefit Analysis or/and the Feasibility Study |
| ▪ | High level decision makers (usually from the Project Owner) are responsible for giving approval to the Business Case |
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Subchapter 1.5.1
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| Annex 1-3: Guidelines on Cost/ Benefit Analysis |
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1.5
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Appointment of the Executive and Project Manager
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This activity involves the appointment of the Executive of the Project Steering Committee and the Project Manager, so that the “Project Fiche” can be prepared and decisions can be taken.
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-
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Project owner is responsible for the selection of the Executive and the Project Manager
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Subchapter 1.5.2
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| Checklist 1-2: Characteristics that the Project Manager should possess |
| Checklist 1-3: Summarised checklist for the selection of the Executive and Project Manager |
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1.6
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Establishment of Project Fiche
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This activity involves the preparation and compilation of the Project Fiche, which is a document that describes the project’s scope objectives, main activities, deliverables, organization, roles and responsibilities, provisional budget, possible risks, assumptions and constraints. Moreover, it is the activity during which the procurement needs are defined and documented. Actually, the approval of this document indicates the agreement of the Project Owner, Contracting Authority and Funding Agency to support the project implementation.
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Responsible for the preparation and completion of the Project Fiche
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The Executive supports the Project Manager in the establishment of Project Fiche
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Subchapter 1.5.3
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| Annex 1-4: Project Fiche Template (& a completed example) |
| Annex 1-5: Project Fiches for EU funding (templates from the Planning Bureau’s website) |
| Tool 1-6: Calculating the Provisional Project Budget & Determining the Funding Sources |
| Annex 1-6: Risk Log Template (& a completed example) |
| Tool 1-7: Risk Rating Matrix (presenting also the “risk tolerance line”) |
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1.7
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Project approval
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During this activity the Project Manager presents the Project Fiche and any other supportive documentation to the superior level of the Project Owner and asks for approval. In case of EU funded projects the Project Fiche must be approved also by the Competent Bodies (national & EU).
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Responsible for presenting the Project Fiche and asking for approval
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| ▪ | The Project Owner is responsible for approving the Project Fiche |
| ▪ | The national and EU Competent Bodies are responsible for approving the Project Fiche in case of EU funded projects. |
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Subchapter 1.6.1
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-
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1.8
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Appointment of the remaining members of Project Management Team
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This activity involves the appointment of the Project Steering Committee members (except the Executive), the Team Manager and Quality Assurance Manager (where appropriate).
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Cooperates with the Executive for the appointment of the remaining members of the Project Management Team
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| ▪ | The Executive (in cooperation with the Project Manager) is responsible for the appointment of the remaining members of the Project Management Team |
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Subchapter 1.6.2
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| Checklist 1-5: Summarised checklist for the selection of the remaining members of the Project Management Team |
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2
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PROJECT PLANNING PHASE
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Checklist 7-2: Reviewing the Project Planning Phase
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2.1
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Development of Activities Schedule
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This activity involves the development of the Activities (Baseline) Schedule through the application of Work Breakdown Structure, the identification of activities, the determination of activities’ sequence and dependencies, the estimation of activities/ tasks duration and the definition of their start and finish dates.
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Responsible for the development of the Activities Schedule
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-
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Subchapter 7.4.1
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| Annex 7-2: Guidance on how to find the Critical Path of a Project |
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2.2
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Development of Resource Plan
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This activity involves the development of the Resource Plan through the identification of the physical resources (labour, equipment, and material), the assignment of the resources to project activities/ tasks and the scheduling of their usage during the project implementation period.
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Responsible for the development of the Resource Plan (i.e. responsible for preparing the Resource Baseline Schedule and assigning Resources to Activities/ tasks)
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-
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Subchapter 7.4.2
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2.3
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Development of Cost Plan
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This activity involves the development of the Cost Plan through the identification and estimation of costs, the development of Cost (Baseline) Schedule and the estimation of cost per activity/ task.
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Responsible for the development of the Cost Plan (i.e. responsible for preparing the Cost Baseline Schedule and estimating the cost per activity/ task)
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-
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Subchapter 7.4.3
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2.4
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Development of Quality Plan
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This activity involves the development of the Quality Plan through the definition of quality criteria and standards for the deliverables that will be produced and the establishment of quality control processes and techniques.
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Responsible for the development of the Quality Plan (in case that a Quality Manager hasn’t been assigned)
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| ▪ | The Quality Manager is responsible for the development of the Quality Plan (in case that such a role exists in the project organization structure) |
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Subchapter 7.4.4
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2.5
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Development of Issue Management Plan
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This activity involves the determination of the process according to which the issues related to the project will be formally identified, assessed and resolved
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Responsible for the development of the Issue Management Plan
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-
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Subchapter 7.4.5
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2.6
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Development of Change Management Plan
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This activity involves the determination of the process according to which the requests for changes that have a direct impact on the project’s scope, cost, schedule or quality will be formally identified, assessed and resolved
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Responsible for the development of the Change Management Plan
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-
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Subchapter 7.4.6
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-
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2.7
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Development of Risk Plan
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This activity involves the updating of Risk Log by reviewing the risks already identified and by identifying and evaluating new risks, as well as the development of Risk Management Plan (i.e. definition of risk management process, design of relative documents, determination of roles and responsibilities)
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Responsible for updating the Risk Log and developing the Risk Management Plan
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| ▪ | Team Managers assist the Project Manager for the development of the Risk Management Plan |
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Subchapter 7.4.7
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| Annex 1-6: Risk Log Template (& a completed example) |
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2.8
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Development of Acceptance Plan
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This activity involves the development of the Acceptance Plan through the establishment of criteria & standards for the acceptance of the deliverables and the formalization & documentation of the acceptance process.
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Responsible for the development of the Acceptance Plan
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-
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Subchapter 7.4.8
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2.9
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Setting up Performance Indicators
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This activity involves the establishment of performance indicators and the process for monitoring them.
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Responsible for the establishment of performance indicators and the definition of the monitoring process.
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-
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Subchapter 7.4.9
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-
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2.10
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Development of Communication Plan
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This activity involves the identification of the stakeholders, the determination of their communication needs, the definition of communication strategy and the completion of Communication Plan/ Matrix.
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Responsible for the development and completion of the Communication Plan/ Matrix.
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-
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Subchapter 7.4.10
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| Annex 7-8: Communication Plan Template (& a completed example) |
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3
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PROJECT EXECUTION & CONTROL PHASE
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Checklist 7-5: Reviewing the Project Execution & Control Phase
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3.1
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Schedule Management or Schedule Control
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This activity involves the recording of activities’ and tasks’ progress, the updating of Activities Schedule and the identification and resolving of schedule problems.
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Responsible for:
| ▪ | tracking and updating the Activities Schedule |
| ▪ | identifying and resolving schedule problems |
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| ▪ | Team Managers (or/and Project Team Members) provide activity/ task progress data to the Project Manager |
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Subchapter 7.5.1
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3.2
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Resource Management
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This activity involves the recording of resource progress, the updating of Resource Schedule and the identification and resolving of resource allocation problems.
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Responsible for:
| ▪ | tracking & updating the Resource Schedule and the sheet “Resources vs. Activities” |
| ▪ | approving the Timesheets submitted by the Project Team Members (if this is applicable) |
| ▪ | identifying and resolving resource allocation problems |
|
| ▪ | Team Managers (or/and Project Team Members) provide resource progress data to the Project Manager |
| ▪ | Project Team Members complete their Timesheets and submit them to the Project Manager for approval (if this is applicable) |
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Subchapter 7.5.2
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3.3
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Cost Management or Cost Control
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This activity involves the recording of actual costs (or expenses), the updating of the Cost Schedule and the identification and resolving of cost problems.
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Responsible for:
| ▪ | tracking & updating the Cost Schedule and the sheet “Costs vs. Activities” |
| ▪ | approving the Expense Forms submitted by the Project Team Members (if this is applicable) |
| ▪ | identifying and resolving cost problems |
|
| ▪ | Team Managers (or/and Project Team Members) provide resource progress data to the Project Manager |
| ▪ | Project Team Members complete the Expense Form each time they make an expense related to the project and submit it to the Project Manager for approval (if this is applicable) |
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Subchapter 7.5.3
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3.4
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Quality Management
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This activity involves the application of quality control processes as defined in the Quality Plan. During this activity the project deliverables are reviewed in order to ensure that they meet the quality targets and standards defined in the Quality Plan.
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Responsible for the application and monitoring of quality control procedures (in case that a Quality Manager hasn’t been assigned)
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| ▪ | The Quality Manager is responsible for the application and monitoring of quality control procedures (in case that such a role exists in the project organization structure) |
| ▪ | The Quality Reviewers are responsible for reviewing the project deliverables and assessing their conformity against the predefined quality criteria |
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Subchapter 7.5.4
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| Annex 7-12: Deliverable Quality Review Form (& a completed example) |
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3.5
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Issue Management
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This activity involves the application of the issue management processes that were defined in the Issue Management Plan
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Responsible for assessing raised issues, updating the Issue Log and assigning resolution actions
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| ▪ | Project Team Members can raise issues by completing the Issue Form and submitting it to the Project Manager |
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Subchapter 7.5.5
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3.6
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Change Management or Change Control
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This activity involves the application of the change management processes that were defined in the Change Management Plan
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Responsible for:
| ▪ | assessing the request for change and the impact of change on the project |
| ▪ | recommending the acceptance or rejection of the request to the Project Steering Committee |
|
| ▪ | Authorised Project Team Members can make a request for change |
| ▪ | Project Steering Committee is responsible for approving or rejecting the change requests |
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Subchapter 7.5.6
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3.7
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Risk Management
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This activity involves the application of risk monitoring and control processes that were defined in the Risk Management Plan.
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Responsible for:
| ▪ | monitoring existing risks and identifying new risks by applying risk reviews and risk response audits |
| ▪ | implementing risk control actions |
| ▪ | assessing the effectiveness of the preventive and contingency actions and if needed updating the Risk Management Plan |
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Project Team Members:
| ▪ | can raise risks by completing the Risk Form and submitting it to the Project Manager |
| ▪ | can participate in the risk review meetings |
| ▪ | implement the preventive and contingency actions assigned to them by the Project Manager |
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Subchapter 7.5.7
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| Annex 1-6: Risk Log Template (& a completed example) |
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3.8
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Acceptance Management
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This activity involves the reviewing or testing of the deliverables against predefined criteria in order to decide whether they can be accepted or not.
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Responsible for managing and coordinating the acceptance procedures
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| ▪ | The Acceptance Committee runs the acceptance tests and based on the results it decides whether to accept or reject the deliverables. |
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Subchapter 7.5.8
&
Chapter 6 “Contract Implementation & Contract Management”
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-
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3.9
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Communication Management
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This activity involves the distribution of information to project stakeholders according to the Communication Plan and the reporting of project’s performance.
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Responsible for:
| ▪ | implementing the communication actions according to the Communication Plan |
| ▪ | reviewing the Communication Plan and updating in case that the communication needs change |
| ▪ | preparing the Project Status Report to present the status of the project to key stakeholders (e.g. Project Steering Committee, Project Owner) |
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The Team Managers (or/and Project Team Members):
| ▪ | prepare the Progress Reports and submit them to the Project Manager |
| ▪ | may participate in the Status Meetings |
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Subchapter 7.5.9
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| Table 7-7: Typical contents of a Progress Report |
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4
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PROJECT CLOSURE PHASE
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Checklist 7-8: Reviewing the Project Closure Phase
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4.1
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Performance of Administrative Closure
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This activity involves the following:
| ▪ | Identification of follow-on actions |
| ▪ | Checking that all the deliverables have been accepted |
| ▪ | Completing and archiving of all project information |
| ▪ | Disbanding of the resources used in the project |
| ▪ | Updating the CVs of Project Team Members |
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Responsible for managing and coordinating the administrative closure.
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| ▪ | Project Steering Committee confirms the project closure before it is announced to the project stakeholders |
| ▪ | Team Managers cooperate with the Project Manager to evaluate the performance of the Project Team Members and ensure that their CVs are updated |
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Subchapter 7.6.1
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| Checklist 7-6: Material concerning the project that must be included in the project’s archive |
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4.2
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Conduction of Project Evaluation Review
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This activity involves the evaluation of project’s performance, conformance (i.e. whether the implementation of the project was in accordance with the processes defined in the Planning Phase) and effectiveness, as well as the preparation of the Project Evaluation Report.
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Responsible for conducting the Project Evaluation and preparing the Project Evaluation Report
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| ▪ | The Team Managers (or/and Project Team Members) provide feedback to the Project Manager concerning the project evaluation |
| ▪ | The Project Steering Committee reviews the Project Evaluation Report |
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Subchapter 7.6.2
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| Checklist 7-7: Checklist for evaluating the project after its completion |
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4.3
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Conduction of post-project review
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This activity involves the re-examination and review of project outcomes a period after the end of the project in order to check whether the expected benefits have been achieved or not.
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Responsible for:
| ▪ | developing a plan for the conduction of the post-project review |
| ▪ | conducting the post-project review (if this is not assigned to a third party) |
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-
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Subchapter 7.6.3
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-
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