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The Project Tracking Workspace application template for Microsoft Windows SharePoint Services 3.0 helps small team projects manage project information in a location.
The Project Tracking Workspace application template helps small team projects manage project information in a location. The application template comes with a place in which a team can list and look at project issues and tasks. Functionality is provided to help you drive project status reporting, including assignment of recent tasks, Gantt Charts, and common status designators.
Microsoft Windows SharePoint Services 3.0
Costs and Time Estimates : Use the Cost and Hours section to aid communicate costs, either fixed bids or estimates of hours. If you work hourly, maintain the Actual column updated to permit your client learn how you are spending their own. Dont wait to surprise them the actual costs within an invoice. If the tasks requires intermediate reviews and feedback, update the Actual column whenever you ask for any review or feedback, so the client is able to see how much time may be spent already, and the time is left.
The Project Tracker is Not a Contract : If you might be working with sensitive information, mission-critical tasks, or high-cost projects, you will need more than just this template. This function of this template should be to aid in communication and organization, it isn't a replacement for contracts, quotes, and work orders.
Gantt Chart - If you need to produce a project schedule where effort is given specific durations, this gantt chart template are needed.
To Do List - This project tracker is basically just a more descriptive to do list.
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As publishers of desktop Project KickStart and on the internet Webplanner, we're also pleased to provide free, good quality project management templates and tools dependant on project management recommendations. These templates works extremely well with almost no editing, or they may be customized for ones organization, based on your project management needs. These templates as well as the planning wizard inside Project KickStart can help you expertly plan the next project - - within 30 minutes.
2. Then download a project template below, and modifying it to match your projects needs. Any template you download here can be employed in Webplanner.
If youre wanting for example project tasks, go through the Reports Exports below. Or you might want our popular project planning checklist. Note: when you already have either program, several of these templates are included.
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On-line training modules project plan.
Keep your newsletter on course with this plan.
Launching an item, but have to know what to do?
Consumer oriented template that shows the steps for having a block sale.
Template for Project KickStart resellers.
A project plan that shows the levels in constructing a house.
Step-by-step architectural plan from start to finish.
Inspired with the cold the winter season at the end of 2010, this template can help plan your following ski trip, therefore you dont forget anything.
November is National Novel Writing Month. Use this template and also hardwearing . main characters on task and overcoming obstacles inside nick of energy.
This template lists the stages in preparing an average American Thanksgiving Dinner.
1.6 Assumptions, Constraints and Dependencies
2.2 Project Stakeholders
2.3 Roles and Responsibilities
2.3.2 Project Review Group
3.2 Methods, Tools, and Techniques
3.3 Estimation Methods and Estimates
3.4 Work Breakdown Structure
3.4.1 Work Breakdown Structure location
3.5.1 Schedule Control location
3.6 Resource Identification
3.6.1 Resource Schedule location
3.6.2 Resource Schedule location
3.7 Resource Loading Chart
3.8.1 Project Budget location
4.1 Project Tracking and Control
4.6 Subcontractor Management
5.1 Quality Management Approach
5.2 Quality Objectives and Standards Identification
5.3 Project Reviews and Assessments
5.4 Deliverables Acceptance Criteria
5.5 Process Improvement Activities
6.1 Communication Management Approach
6.2 Communication Stakeholders
6.4.1 Distribution Groups location
7.1 Configuration Management Approach
7.2 Tools, Environment, and Infrastructure
7.3 Configuration Identification
7.4 Configuration Control
7.5 Status Accounting and Reporting
8.1 Performance Management Approach
8.2 Performance Objectives and Standards Identification
9.1 Risk Management Approach
9.2.1 Risk Identification
9.2.3 Risk Response Strategies
9.3 Risk Monitoring and Control
12.7 Staff Development Plan
12.8 Product Acceptance Plan
6.1PPPPP Process Model 6-1
6.2PPPPP Methods, Tools and Techniques. 6-2
6.3PPPPP Project Infrastructure. 6-2
Incremental Life Cycle Schedule Template, TM-SPP-06, SSC San Diego
SSC San Diego Training Program Process, PR-OT-01, SSC San Diego
Department/Project Training Plan Template, TM-TP-01, SSC San Diego
Measurement and Analysis Process Expert Mode, PRX-MA-01, SSC San Diego
Software Measurement Plan Template, TM-SPTO-03, SSC San Diego
Requirements Management Guidebook, Naval Air Systems Command, September 1998
Risk Management Process, PR-SPP-04, SSC San Diego
Product Engineering and Qualification Process, PR-TS-01, SSC San Diego
Software Test Planning and Management Guide, PR-SPE-03, SSC San Diego
Configuration Management Process, PR-CM-01, SSC San Diego
Configuration Management Plan Template, TM-CM-01, SSC San Diego
Quality Assurance Process, PR-PPQA-01, SSC San Diego
Quality Assurance Plan Template, TM-PPQA-01, SSC San Diego
Integrated Software Management/Software Product Engineering/Inter-group Coordination Implementation Guide, PR-ISM-02, SSC San Diego
Contractor Acquisition and Performance Monitoring Process, PR-SAM-01, SSC San Diego
An organizational technical manager, liable for QA functions, that reports towards the Project Manager.
Collective name on the engineering staff in charge of QA functions.
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This subclause shall specify the estimation plan, staffing plan, resource acquisition plan, and training plan.P Depending for the size and scope from the project, diets may be incorporated directly or by experience of other plans.
A SYSCOM Communications Security Office Task containing a build-specific SOW and funding information initiates project tasking for each and every incremental build from the RBC system at SSC San Diego.
This subclause shall specify the price and agenda for conducting the project in addition to methods, tools, and techniques employed to estimate project cost, schedule, resource requirements, and associated confidence levels.P In addition, the cornerstone of estimation will be specified to add in techniques including analogy, rule, or local history plus the sources of data.P This subclause shall also specify the techniques, tools, and techniques that will be familiar with periodically re-estimate the price, schedule, and resources necessary to complete the project.P Re-estimation could possibly be done and maintain job security and/or periodically as necessary.
To develop RBC system build schedules, estimates are produced by using the Management Control System MCS cost-estimating tool cited in Section 5.3.P The Incremental Life Cycle Schedule Template, reference j, is analyzed and tailored depending on the estimate results.P The staffing requirements for each and every task are abstracted through the macro estimate and partitioned on the detailed entries from the Master Schedule, Appendix A.P Start and duration times, in addition to prerequisite as well as other timing data, are extracted from your estimate and input for the Microsoft Project want to generate schedules.P The resulting schedules are then analyzed for reasonableness in order that they fit in to a compliant overall schedule.P Results which might be determined being non-compliant are revised then input back in the estimating process.
This subclause shall specify how many staff essental to skill level, the project phases when the numbers of personnel and forms of skills are required, the origin of personnel along with the duration of need.P Resource Gantt charts, resource histograms, spreadsheets, and tables could be used to depict the staffing plan by ability, by project phase, and also by aggregations of abilities and project phases.
Staffing for that RBC project is going to be comprised of a mix from the civil service personnel currently available and contractor personnel acquired using an open competition for just a support contract.P Overall staffing requirements as well as their allocation are defined paragraph 5.2.3.
This subclause shall specify the blueprint for getting the resources besides personnel had to successfully complete the project.P The resource acquisition plan will incorporate a description in the resource acquisition process, including assignment of responsibility for all those aspects of resource acquisition.P The plan ought to include, although not be on a, acquisition plans for equipment, computing devices and software, training, service contracts, transportation, facilities, and administrative and janitorial services.P The plan should specify the points within the project schedule once the various acquisition activities will likely be required.P Constraints on buying the necessary resources will be specified.
Non-staff resource requirements as well as the means of acquisition are defined within the RBC Facilities Plan, Appendix B.
This subclause shall specify the training necessary to ensure that necessary levels of skill in sufficient numbers are around to successfully conduct theP project.P The training schedule shall are the types of training for being provided, amounts of personnel being trained, entry and exit criteria for training, along with the training method, P lectures, consultations, mentoring, or computer-assisted training.P The training plan ought to include training as required in both technical and managerial skills.
Personnel assigned towards the RBC project must complete, or waive, technical training to be able to carry out their assignments proficiently.P In addition, personnel newly assigned towards the organization must familiarize themselves with the two project along with the common processes utilized to support the RBC project.P The RBC Project Training Plan, Appendix C, got its start in accordance with the SSC San Diego Training Program Process, reference k.P The process establishes the requirement for any Department/Project Training Plan.P The Department/Project Training Plan Template, reference l, was tailored to build up Appendix C.
This clause shall specify the project activities, schedule, resources, and budget details to the project.
The following paragraphs give a working management plan with the acquisition in the RBC system.
This subclause shall specify the different work activities to become performed within the project.P A work breakdown structure shall be employed to depict the task activities plus the relationships among work activities.P Work activities must be decomposed with a level that exposes all project risk factors and allows accurate estimate of resource requirements and schedule duration for each and every work activity.P Work packages should be utilized to specify, for each and every work activity, factors for example the necessary resources, estimated duration, work products being produced, acceptance criteria to the work products, and predecessor and successor work activities.P The degree of decomposition for several work activities within the work breakdown structure could be different based on factors for instance the quality with the requirements, familiarity from the work, and novelty in the technology to get used.
The WBS for that RBC Project is within Appendix A.P The WBS identifies the needed tasks, resource allocations, and price estimates inside a Microsoft Project format which was tailored from reference j.P The individual builds their very own own supporting Microsoft Project plans which provide roll-up data for the master Microsoft Project plan in Appendix A.P The build plans will likely be tailored from reference b.P Issues requiring formally documented decision analysis and resolution are entered as discrete WBS tasks to make sure tracking.P Events requiring formally documented decision analysis include decisions on architectural design trade-offs, supplier selection, resolution of riskly issues, commercial off-the-shelf product selection, support tool selection, and make-or-buy The project manager specifies your choice analysis and resolution events.
This subclause shall provide scheduling relationships among work activities in the manner that depicts the time-sequencing constraints and illustrates opportunities for concurrent work activities.P Any constraints on scheduling of particular work activities attributable to factors external to your project will be indicated inside work activity schedule.P The schedule ought to include frequent milestones which might be assessed for achievement using objective indicators to evaluate the scope and excellence of work products completed at those milestones.P Techniques for depicting schedule relationships might include milestone charts, activity lists, activity Gantt charts, activity networks, critical path networks, and PERT.
Figure 5-1 allocates development activities in the individual builds identified in Figure 1-2.P Each build will probably be addressed in more detail within the build plan identifying anyone build-s requirements, schedule, resources, and acceptance criteria.P The development activities incorporated into Figure 5-1 are Requirements Analysis RA, Architectural Design AD, Detailed Design DD, Code and Unit Test CT, Integration Test IT, and Qualification Test QT.
Note that RA and AD are conducted within a common schedule phase.
This subclause shall give a detailed itemization from the resources assigned to each major work activity within the project work breakdown structure.P Resources shall are the numbers and required levels of skill of personnel for each and every work activity.P Resource allocation can include, as appropriate, personnel by capability and factors like computing resources, tools, special testing and simulation facilities, and administrative support.P A separate line item needs to be provided for each and every type of resource per work activity.P A summary of resource requirements with the various work activities must be collected in the work packages in the work breakdown structure and presented in tabular form.
Required staffing allocations by development phase are defined in Table 5-1.P The table provides guidance for staff allocations with the overall project.P Facilities resources, including important living area, lab configuration, hardware, and tool requirements are defined within the RBC Facilities Plan, Appendix B.
Figure 5-1.P RBC Project Schedule Allocations
TABLE 5-1.P Staff Resources by Development Phase
This subclause shall supply a detailed breakdown of necessary resource budgets for each on the major work activities within the work breakdown structure.P The activity budget shall add some estimated cost for activity personnel and might include, as appropriate, costs for factors like travel, meetings, computing resources, tools, special testing and simulation facilities, and administrative support.P A separate line item will probably be provided per type of resource in each activity budget.P The work activity budget could be developed having a spreadsheet and presented in tabular form.
Table 5-2 is definitely the RBC project budget and allocates the funding for the individual builds in addition to their development activities.
TABLE 5-2.P RBC System Build Budget Allocation
This subclause shall specify the metrics, reporting mechanisms, and control procedures required to measure, report, and control the item requirements, the project schedule, budget, and resources, as well as the quality on the job processes and work products.P All elements on the control plan really should be consistent with the group-s standards, policies, and procedures for project control and also with any contractual agreements for project control.
The SYSCOM Communications Security Office provides direction to SSC San Diego through formally established Plans Of Action and Milestones, memoranda, and SYSCOM Communications Security Office Tasks.P The SSC San Diego RBC Project organization provides current status to your SYSCOM Communications Security Office from the reviews, audits, reports, and dealing interchanges established with the program.P The key factors that contribute for the SSC San Diego RBC Project management include the processes of planning, scheduling, performance measurement, risk mitigation, variance analysis, and corrective action.P Under the direction with the PM, the technical managers develop detailed plans dependant on established work assignments for specific projects.P The MCS tools are employed to document and track the project against major program milestones and supply work performance measurement against costs incurred.P To ensure the necessary volume of tracking and oversight as well as the application of reference h, the RBC Measurement Plan SMP, Appendix D, was created in accordance with the Measurement and Analysis Process Expert Mode, reference m, and with the tailoring on the Software Measurement Plan Template, reference n.P The RBC SMP includes periodic reviews, monthly status reports, and audits.P Periodic surveys are conducted to gauge the risks, to initiate risk analysis, as well as establish risk mitigation methods.P Quality Assurance s QA function would be to ensure that these transactions are fully recorded and traceable however the project life.P Deviations through the baseline cost and schedule data are confronted with variance analysis.P Corrective action backpacks are documented for every single significant variance.P Corrective action merchandise is established, logged, and tracked until successfully resolved.P Directives are issued with the formal planning, scheduling, and communications media.
The MCS tools, supported with the WBS, permit cost, schedule, performance and quality being reviewed at any level.P Table 5-3 identifies the key tools that support program management and are also part on the MCS.
Resolve problems that could stop resolved at IPRs.
Arrive at agreed-upon mitigation methods for near- and long-term risks that can't be resolved at IPRs.
Identify and resolve management-level issues and risks not raised at IPRs.
Obtain commitments and acquirer approvals required for timely accomplishment from the project.
This subclause shall specify the resources, methods, tools, techniques, and procedures to become used in reporting, analyzing, prioritizing, and processing problem reports generated over the project.P The problem resolution plan should indicate the roles of development, configuration management, the modification control board, and verification and validation in problem resolution work activities.P Effort about problem reporting, analysis, and resolution really should be separately reported in order that rework is usually tracked and process improvement accomplished.
The RBC project use the methods for storing, tracking, and directing correction of Problem/Change Reports P/CRs and System Change Requests SCRs as defined in Appendix G.P In addition, the PM will direct that the Action Item database be maintained to follow issues raised in any respect planning, coordination, and joint management reviews to be sure timely action and closure.P When necessary, issues is going to be escalated in the chain-of-command, while using the process described in Appendix A on the Integrated Software Management/Software Product Engineering/Inter-group Coordination Guide, reference w.
To keep the resolution of critical conditions may impact the operational readiness in the system, the RBC project may have an active Technical Review Board TRB.P The TRB, chaired through the PM or even an appointed technical manager, is liable for addressing the main element project conditions that impact the system-s capacity to meet specified requirements.P The TRB will help, as directed, in making certain that planning, development, and buying computer resources conform to established Navy policy, procedures, plans and standards.P The TRB also provides technical support on the SCCB.P Given below is often a set of candidate conditions that might be addressed, with the direction on the project manager, through the TRB over the life on the RBC project:
Operational concept review to eliminate open issues about the operational concept for your system.
The system or subsystem-wide design decisions.
The architectural kind of a system or subsystem.
System requirements reviews, or formally documented decision analysis, to end open issues concerning the specified requirements for the HWCI or CSCI.
The HWCI/CSCI-wide design decisions.
The architectural form of a HWCI/CSCI.
The detailed variety of a HWCI/CSCI or portion thereof for instance a database.
The status with the test environment.
The test cases and test procedures for being used for product qualification testing or System Qualification Testing.
The status from the hardware and software for being tested.
The readiness with the system for installation at user sites.
The user and operator manuals.
The system version descriptions.
The status of installation preparations and activities.
The PMP begins around the next page having a PMP title and approval page. Delete this Document Conventions page and many types of preceding pages within the final version of one's PMP. Remember to update the header to reflect the correct document configuration identifier on your project s PMP.
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Approved for public release; distribution is unlimited.
This Project Management Plan PMP is to provide guidance for the management from the Red/Black Controller RBC Project.
The plan may be tailored through the Space and Naval Warfare SPAWAR Systems Center SSC San Diego Project Management Plan Template, TM-PP-01. The template conforms to your Institute of Electrical and Electronics Engineers IEEE Standard for Software Project Management Plans, IEEE Std 1058-1998, for format and content. The template and its particular standard were selected since they are flexible enough to become applied to almost any project. The management, technical, and supporting processes stick to the guidance furnished by Standard for Information Technology Software Life Cycle Processes, IEEE/Electronic Industries Association EIA 12207 Series; Systems Engineering System Life Cycle Processes, International Organization for Standardization ISO/International Electrotechnical Commission IEC 15288; or even the Processes for Engineering a System, Electronic Industries Alliance EIA Standard 632; and also the SSC San Diego Systems/Software Engineering Management Policy.
The function of this PMP is usually to provide a documented plan to the management and control in the organizational, developmental, and supporting processes necessary to your successful implementation in the RBC Project. To that end the PMP is considered for being a living document. As such it really is subject to revision depending on programmatic events as typified with a sudden adjustments to project or product requirements, the encounter of risk events, or unexpected deviation through the planned plan of action. Revisions for the plan will track reference a as well as the RBC Configuration Management Plan, Appendix G.
This section is added for the template to aid provide the reader in the final planning document an understanding on the structure and content on the document and never have to reference the IEEE Std 1058-1998.
Section 1, Project Overview. This section has an overview in the scope and objectives on the project, the project s assumptions and constraints, reference for the project deliverables, schedule and budget, plus a description in the evolution on the plan.
Section 2, References. This section comes with a list of all documents, policies, templates, processes, and other options for information referenced inside plan.
Section 3, Definitions. This section provides the abbreviations and acronyms forced to properly understand why planning document.
Section 4, Project Organization. This section identifies interfaces to organizational entities external to your project, the project s internal organizational structure, and defines roles and responsibilities to the project.
Section 5, Management Process. This section describes the design, measurement, tracking, reporting, risk control mechanisms had to provide management control of the technical processes and product quality, and appropriate project initiation and closeout procedures.
Section 6, Technical Process. This section describes the technical solution with regards to a process model and implementation methods, tools, and techniques to be utilized to develop the different work products, plans for establishing and tweaking the project infrastructure, and also the product acceptance.
Section 7, Supporting Processes. This section describes processes which might be employed to facilitate and control the technical processes and also the state on the product. These include, but are not on a, configuration management, verification and validation, documentation, quality assurance, reviews and audits, problem resolution, and contractor management, and methods to be sure continuous process improvement.
Section 8, Additional Plans. This section addresses the logistic support strategy being applied to boost the systems operational effectiveness.
Appendix A. RBC Master Schedule Microsoft Project
Appendix B. RBC Facilities Plan
Appendix C. RBC Project Training Plan
Appendix D. RBC Measurement Plan
Appendix E. RBC Product Engineering and Qualification Process
Appendix F. RBC Quality Assurance Plan
Appendix G. RBC Configuration Management Plan
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This clause shall give you a complete set of all documents and other options for information referenced inside the document. Each document ought to be identified by title, report number, date, author, path/name for electronic access, and publishing organization. Other causes of information, for instance electronic files, will probably be identified using unique identifiers like date and version number. Any deviations from referenced standards or policies should be identified and justifications should be provided.
4.2.1.2 Scope of Responsibility. The RBC PM is accountable towards the SYSCOM Communications Security Office, for that conduct from the assigned projects including contractor efforts. The PM may be the SYSCOM Communications Security Offices Point-of-Contact for everyone issues related for the RBC system. The RBC PM directs the Administrative Office staff inside the performance of assigned responsibilities.
4.2.1.3 Internal Responsibilities. The RBC PM is in charge of all technical, quality, cost and schedule aspects on the tasks assigned inside current SYSCOM Communications Security Office Statement of Work SOW. The RBC PM will establish and approve a plan showing major activities had to establish full RBC system capability relative to Figure 1-2. General responsibilities are listed below:
Approve all cost and schedule-related planning documents.
Approve all organizational work and WBS.