A formal deliverable review by committee is a necessary evil of a software project. Guidelines for conducting deliverable review sessions must be established and followed. Check your deliverable review procedures against this list to make sure your reviews are productive and professional.
Statements of work (SOWs) commonly promise lots of deliverables. Use this form to keep straight what deliverables need to be reviewed before going out the door to the client.
Your work was a success. The most satisfying thing about your project is getting the formal ok on the deliverable!
Do your project deliverables pass muster with the client and meet with your own in-house approval? Use this form to track the status of project deliverables.
Improved deliverable! Is it worth it to implement a particular application package? This assessment will help you estimate the complexity of implementing that package in your business and technical environment.
Improved deliverable! The new CIS system isn't ready for prime time until business users have tested it. This plan provides guidance on the how, who, when, where, why and what of acceptance testing.
Do you turn deliverables over to clients without having them reviewed internally first? Use this example to run a work product inspection meeting and deliver your best work, guaranteed.
Improved deliverable! Use this training plan to prepare your project team to hit the ground running and get the just-in-time skills, business policy and application training they need to do the job.
The statement of work (SOW) encompasses the goals, scope, deliverables, cost and schedule estimates, stakeholder roles, chain of command and communication guidelines for a project. Learn how to put a quality SOW together by studying its components.
Just like the rulebook for chess, planning and preparation are important--but activation and execution requires a different view. Managing your project through the execution phase is a game of skill and experience, but if you take a tip from the chess masters there is a way to give yourself an advantage.
Does your organization provide the WBS as a key deliverable in your systems lifecycle? The work breakdown structure doesn't have to be as scary as the reaper--and mind mapping software makes them even more useful.
The purpose of the project acceptance form is to formally indicate that he project or phase of the project is now complete. In a summary form, it captures the key project summary information (final budget, effort and start and finish dates, a list of deliverables, and indicates closeout contracts. It becomes a primary communication vehicle to indicate that the sponsor accepted the deliverables and is formally closing the project down. It would also be used if the project were to be delayed, postponed or cancelled.
Monitoring quality on your project means tracking the process as well as the product. This template will help you gather all of the quality issues in one place so you can keep on top of your project quality from justification through close-out.
Improved deliverable! Would you like to have a lot of explaining to do in the end about why your project fell short of its mark? Probably not! Report any issues that may adversely impact project schedule, resourcing, budget, scope or other key project elements, and propose alternative solutions that will minimize the impact. Don't forget to get the requisite formal approvals.
Improved deliverable! Set rules and standards to govern every aspect of your project to ensure a streamlined process and successful results. Here's a starter list of things you should standardize.
Improved deliverable! Selecting a database can be a daunting task. Use this form to help you make the best choice based on selection criteria and product evaluation ratings. Don't understand the terms? Then check out the glossary.
Improved deliverable! Who am I? Where do I fit in the scheme of things? These soul-searching philosophical questions can be answered by reading Schopenhauer or by looking at your enterprise's organization chart. Here's a typical project team structure chart for an interactive web development project, along with glossary pages of who does what.
The best graphical or visual representation of complex concepts and data can be communicated through Kiviat charts. This deliverable will help you get smart on what a Kiviat chart is, what it does and how to use it properly.
Putting together a project charter is a lot of painstaking work, because so much rides on it. Use our outline to get a running start.
This deliverable will help you write a plan to cover how products or services will be operated and maintained after your project is implemented.
A key problem on many projects is the failure of the project manager to adequately define the roles and responsibilities of each project participant. Work, deliverable reviews and sign-offs are often missed because no one is quite sure of who is responsible. The purpose of this template is to layout the deliverables and activities to ensure everyone understand who is responsible for them and in what capacity.
Engaged in the path of transforming their business processes, many organizations need to choose between multiple options available to satisfy their needs. This deliverable is a sample template discussed in the article "The Bumpy Road to Alternate Service Delivery", which presents some practical advice for the analysis and selection process.
Engaged in the path of transforming their business processes, many organizations need to choose between multiple options available to satisfy their needs. This deliverable is a sample template discussed in the article "The Bumpy Road to Alternate Service Delivery", which presents some practical advice for the analysis and selection process.
Engaged in the path of transforming their business processes, many organizations need to choose between multiple options available to satisfy their needs. This deliverable is a sample template discussed in the article "The Bumpy Road to Alternate Service Delivery", which presents some practical advice for the analysis and selection process.
Engaged in the path of transforming their business processes, many organizations need to choose between multiple options available to satisfy their needs. This deliverable is a sample template discussed in the article "The Bumpy Road to Alternate Service Delivery", which presents some practical advice for the analysis and selection process.
Earned value can be a powerful performance measure on projects. But there are several things that need to be in place before it can ever be adopted by a PM on a single project, let alone by an organization on all of its projects.
You're trying to ensure two things at the end of the project: the customer has what they want and you have what you want. Here we look at five crucial steps to closing down the project.
Business stakeholders are always looking for evidence as to how your project is running. What clues do your workers provide?
A Performance Measurement Baseline can be used to determine if you have everything you need to complete your project, including money, time and resources. Here is an overview of what it looks like, along with some key related activities and desired outcomes to strengthen its credibility.
What should the PM know about a larger program? Should the PMO mandate a consistent level of understanding for PMs whose initiatives fall into larger program? It's time to explore the right program-level perspective for the project level manager.
How can you adapt Scrum-like tools and techniques within a Waterfall project management environment? What can you do to reduce resistance and reap the benefits Scrum has to offer? In short, how can you get down and Scrummy within a Waterfall world? Here are some ideas you might find useful.
Can you have a successful project if the PM is also a team member? It isn't an ideal arrangement and clearly qualifies as an “alternate” approach to project management, but in the current economy it is probably more common than we might like to think.
Ending the project is about more than just post-mortems and parties (don't worry, you can still have those, too!). Here we explore why we want to ensure that the project adds to the overall organizational knowledge--and how formal closure to all of the project elements must leave no confusion, gaps or misinterpretation.
When you’re turning in documents and project deliverables to your customer, you need to consider what they’re seeing and what message you’re sending them with the quality of your output. One slip-up can send a very sloppy message that can hinder the rest of the project--and your relationship.
Function points are a measure of the size of a software system. To convert function points into levels of effort, the productivity of the enterprise's development teams must be known or estimated. This three-for-one zipped deliverable includes a document explaining function point analysis, instructions on how to apply a function point analysis and a worksheet set up for an Albrecht function point analysis.
There are certain strategies and actions that the PM may take when managing a virtual team in order to make it more productive. These strategies will also increase the likelihood for a successful project implementation--and hopefully a very satisfied customer post-deployment.
Every project should have a quality policy in place. Here's a good place to start.
This project plan is designed to suit most global projects.
Begin your Siebel implementation project by defining the scope at a high level. Here's an example from the Financial industry.
Need to plan a data warehouse project? This synopsis outlines the steps, deliverables and team roles for strategizing, architecting, designing and planning the implementation of a data warehouse.
Here's an outline on how to conduct a data warehouse implementation project for a single subject area, from analysis through deployment.
You're about to implement PlanView, so you should start by describing the project and defining its purpose. This sample Project Charter will help you define your PlanView project parameters.
The only constant in life (and projects) is change. This plan documents a change control procedure that can handle the messiest and most extensive of changes.
Just what is a project manager, anyway? What about the team? What roles and responsibilities do these equally vital entities have?
Use this form to formally identify an issue related to a project
The project risk identification and assessment form should be used to assess risks to and their impact on a project. Risks to be identified using this form include scope, timescales, deliverables, resources, milestones and expenditures.
Ever wonder where that "HTTP 404 or Internal Server Error" message displayed on your browser comes from? And what does it mean?
Keep track of vital changes and estimates using this form.
This simple change request form will keep you mindful of what the proposed change is and the impact it will have.
By assigning point values to how well your project is staying on schedule, how many milestones have been met, and if deliverables/products and budget utilization is going according to plan, you'll get a really good feel about how well your project is doing.
