1 /01 PROJECT ADVISORY Stakeholder management and communication Leadership Series 3 kpmg.com/nz About the Leadership Series KPMG s Leadership Series is targeted towards owners of major capital programmes, but its content is applicable to all entities or stakeholders involved with major projects. The intent of the Project Leadership Series is to describe a framework for managing and controlling large capital projects based on the experience of our project professionals. Together with our simplified framework, we offer a sound approach to answer the questions most frequently asked by project owners. Introduction Stakeholder management and communication is critical to the successful completion of capital projects. Connecting with the right people and satisfying stakeholder demands throughout the planning and execution phases can significantly affect the perception of a projects utility. This is true for the direct users and employees of the project, for the community in which the project is located and for the project owner. Stakeholder management and communication can be complex and time consuming. Depending on the specific issues impacting your project (i.e. regulatory scrutiny, environmental concerns, local contracting opportunities, joint venture profitability) the successful management of stakeholder interest ensures that stakeholders: Have a voice. Participate in the management process. Contribute to the overall success of the project. This installment of the KPMG Project Advisory Leadership Series discusses key elements of stakeholder management and project communication. The key stakeholders are identified, along with their responsibilities to the project, and we provide guidance on how to communicate effectively through tailored project reports. An outline for developing a monthly status report for formal record reporting is also presented.
2 /02 1. Stakeholder identification responsibilities What committees, boards or oversight groups should you have in place? The appropriate level of stakeholder governance and oversight depends on many factors including the size of the project, its complexity, its financing, the number of participants etc. A large capital project with high visibility and multiple funding sources in the public sector will need more oversight than a smaller capital project for a private firm. In either case, a well balanced project governance structure includes several layers of management control. Multiple layers of management control allow for the escalation of stakeholder issues to the appropriate level of governance for appropriate risk mitigation and decision making. For example, stakeholder governance oversight for a large transmission project may involve an entity s Board of Directors, the Executive Committee, the Capital Projects Review Committee and its Project Sponsor. Board of Directors The Board of Directors monitors an entity s largest capital projects, especially those with a high financial and reputational risk. The purpose of the Boards continued involvement is to remain informed and consulted about proposed management decisions and actions that may increase the risk of the project or result in significant cost growth. Executive Committee The Executive Committee approves and monitors large capital projects over a certain value threshold and those with high financial and reputational risk. The Executive Committee controls spending on projects in accordance with the entity s approved delegation of authority matrix and remains informed and consulted about proposed Project Management Team decisions and actions. Project Board The Project Board is responsible for ensuring that corporate policies and procedures especially stage gate approvals, fund authorisation and change management procedures are followed for all capital projects. The Project Board reviews project execution plans, estimates, schedules and risks for large capital projects over a certain value threshold and recommends spending approval in accordance with the entities stage gate approval process. The Project Board collects and reviews project metrics on a monthly basis and challenges the data supplied by project teams before it is packaged for review by the Executive Committee. Project Sponsor The Project Sponsor is responsible for the overall technical and financial performance of the project and for the alignment of the project with the entity s overall business strategy. The Project Sponsor shepherds the project through corporate channels and is the point of contact for resolving stakeholder issues and complaints. The Project Sponsor and Project Director participate in Project Board meetings and present project information and updated to the Project Board. Project Director The Project Director manages the day-today function of the project team and is responsible for project administration, scope management, cost and schedule controls, quality assurance, project safety, risk and contingency management, stakeholder identification and communication, project reporting, document control and other assigned functions. How do I identify other stakeholders? Stakeholder identification occurs early in the planning stage through the project management teams understanding of the political, social, technological and historical context. For example, the Eurotunnel Project was the product of two previous failed attempts (in 1855 and 1973). Political will between the United Kingdom and France, improvements in tunnel boring technology, greater demand from business and the public to move freight and passengers across the English Channel and a myriad of other factors resulted in a third and final attempt and the successful opening of the Eurotunnel system in Stakeholders can be both internal and external to the projects owner organisation. Internal stakeholders are those in the chain of command for developing and approving the expenditure of project funds as identified in the section above. Engineers, consultants, construction contractors, equipment vendors, labour organisations, community watchdog groups, regulatory and public inspection agencies, utility companies, operators, users and others all compose the external stakeholder category. Stakeholders have one or more of the following interest in the project: Approval: Whoever approves the development and use of a project is a stakeholder. Financial: Whoever pays for the cost of a project is a stakeholder. Resources: Whoever provides resources (e.g. labour, equipment, materials, and facilities) is a stakeholder. Users: Whoever receives or utilises a project upon completion is a stakeholder. Key stakeholders include the board, committees and oversight groups. In addition stakeholders may include: Corporate environmental, health and safety coordinator Finance Legal Procurement Human Resources Internal Audit Operations Other regulatory agencies Community outreach and public relations Industry outreach Contractors, vendors and suppliers.
3 /03 TIP 01: For major projects, especially regulated projects, there will be intense scrutiny from many project stakeholders on the current status of the project. This is why it is important to establish the reporting requirements during the planning phase so that key project information is available when needed by project stakeholders. It is also important to ensure that information is accurate and consistent so that regulators are not provided different or conflicting information. This may not be evident during the project but may become a problem if there is a project issue or challenge. 2. Stakeholder reporting How do I know what is really going on, what the key risks are, and what specific actions I need to take? It is particularly challenging for the project management team to custom tailor project reports and communication that specifically meet the needs of all possible stakeholders. Equally challenging is the project management team s role in efficiently managing stakeholder feedback and incorporating stakeholder inputs into the project management framework. Once the project stakeholders are identified, it is the Project Director s responsibility, with assistance from the project management team, to develop communication plans that are specific to each stakeholder. Collaborating with project participants and key stakeholders, the project management team will develop project performance measures based on stakeholder needs and expectations. Each tailored communication plan should address the following topics: Key interests, concerns and information needs. Specific events and occurrences to report. Level of involvement. Frequency of communication. Communication format. To keep stakeholders informed the project management team must implement the various communication plans and reporting protocols. Dashboards, narrative reports, s, websites, webcams and other forms of communication can be used to track the performance of a capital project. Dashboards are reporting tools that consolidate and arrange numbers and metrics on a single screen. Key elements of the dashboard should provide a comparison of the actual project results in relation to the project plan including: Percent of project completed. Percent of project budget expended. Progress on key project milestones. Contract status information. Revenue and expenditure activity. Funding commitments. Other dashboard or stakeholder reports may include risk reports and look ahead schedules. Risk reports include a risk register that is updated on a regular basis or a combination of risk mapping, risk analysis and meeting minutes that discuss risk issues, trends and other risk related information. Look-ahead schedules are extracted from the master schedule to communicate the upcoming activities or milestones within a specified look-ahead period to ensure the resource and material planning occurs before the planned start date of the scheduled activities. High profile projects often require more extensive reporting of activity compared to more routine capital projects. Meaningful reports should communicate straightforward project information provided on a regular basis. At a minimum, project reporting especially for the internal stakeholders should include updating information in the following areas: Scope management: The process of approving designs, directing change orders, approving change order requests, reviewing submittals, responding to requests for information etc. The project management team works together with architects, engineers, long lead item vendors, contractors and sub-contractors to control the scope of the project. If a scope change is needed, the project management team must follow the prescribed process for reviewing and authorising changes before they are carried out. Schedule management: The process of planning project activities, predicting the timing of future activities and progress reporting. It serves as the basis for monitoring and controlling project activities to meet the interim completion milestones and the final project completion date. The critical path method is a technique used to develop and track progress. Typically, progress against the critical path and against near critical path is reported to stakeholders on a weekly, bi-weekly or monthly basis. Cost and financial management: Involves the reporting of period and cumulative project cost information, as well as forecasting project costs into the future based on cost trends and indicators. A common technique used to monitor project cost is Earned Value Management (EVM). EVM uses both schedule and cost inputs to compare the actual performance of a project against planned performance.
4 /04 Environmental Health & Safety (EH&S): Depending on the size and scope of a project, either the owner or the contractor will be responsible for establishing the EH&S standards for a project. If the contractor is responsible, then it will develop a detailed safety plan that includes worker training on the safety and health hazards that are applicable to the type of work being performed. The contractor must have a formal EH&S management system in place to report it s EH&S statistics on the project. Risk management: Risk management is the process of identifying, analysing, mitigating and monitoring project risks. Risk management helps to ensure that project managers and Project Sponsors make informed decisions regarding project risk. The key tools and techniques that are used to monitor project risk include risk mapping, risk registers and risk dashboard reports. During the course of a major capital project, stakeholders receive progress reports from the project management team. These reports may be distributed daily, weekly, monthly or on an ad-hoc basis. The target audience and frequency of progress reporting will vary based on stakeholder needs. To make progress reports more meaningful, progress reports are tailored to specific audiences. Typically the audiences will include senior management, the Project Sponsor, and local community representatives. Senior management must be able to understand and monitor big picture progress and focus on cost, schedule, high level risks and strategic project objectives. The Project Sponsor will need to have more details about project performance and be briefed on issues such as technology, permitting progress, schedule delays, cost trends, claim issues and safety. Community representatives need status reports that communicate project milestones and major events. Project milestones may include completion of the projects design, outages or planned closure of roads and highways, environmental impacts, local hiring and community outreach. More important than the routine dissemination of project information is the need for the project team to reach out to the stakeholders and to keep them engaged in the project. Stakeholder engagement should be seen as a critical success element on all projects. Stakeholders have a vested interest in project outcomes, and they can often enhance the positive benefits of a project and limit its negative impacts. Stakeholder engagement should be seen as an opportunity to both clarify project objectives through stakeholder challenges and gain fresh insight on project issues and challenges. How do I make sense of all the data that comes out of the project? Managing the massive amount of data generated by a large capital project can be a daunting task for the project management team. Capital projects may have hundreds or thousands of assets along with construction drawings, specifications, design instructions, contracts, subcontracts, vendor agreements, schedules, quality inspection records, cost audits, progress reports, operations and maintenance manuals and other project records. Construction owners that have policies, procedures, systems and controls in place to capture and manage this flow of information are better able to communicate effectively with stakeholders and reduce information-related risks. Companies may consider utilising a capital planning and project management software solution that can deliver strong cost and schedule controls combined with automated cash flow analysis and reporting capabilities. When establishing a data system specifically for capital projects, the following factors should be considered: The appropriate technological solution for project accounting, scheduling, and reporting positional roles including access, input and editing privileges for system users who will be charged with complying, analysing and reporting financial and management information. The process for controlling and managing project changes. Accountability and data integrity within the financial management system. Data accuracy, particularly in the case where there are interfaces between separate information systems such as geographic information systems, project management systems and financial systems. Triggers and protocols for identifying and addressing project cost overruns. TIP 02: High profile projects have brought attention to the difficulty of maintaining records that accurately reflect the configuration, maintenance and operating limits of facilities exposing companies to: Fines/penalties.»Political» backlash. Increased regulation. Lost revenue. Increased capital investment requirements It is important for companies to have an integrated approach for records management that addresses information/document management not only during construction but also throughout the lifecycle of design construction operations maintenance. This approach should help: Improve public safety and awareness. Comply with regulatory requirements. Enhance risk mitigation for aging infrastructure and minimise property damage. Establish standard records management throughout the lifecycle.
5 /05 What documents do I need to collect and summarise each month and retain as a record copy for monitoring, compliance and risk management purposes? Determining the format of the monthly progress report and deciding what supporting documents are needed for monitoring, compliance and risk management purposes is also a significant challenge for the project management team. The monthly project report is the main tool for communicating progress, issues, concerns, financial status, earned value and other key information about the project. Much of the information in the monthly progress report is summarised from raw data and lower level project records. For example, the overall percentage of completion compared to the projects baseline plan is derived from numerous cost, schedule and resource records along with observations made by the project team in the field. Though the monthly progress report is used by multiple stakeholders, only sections of the report may be relevant to their specific interests. Therefore, it is important to indicate to stakeholders where additional compilations or raw data can be found. This is particularly important for reporting safety incidents, environmental spills, archaeological finds, testing and inspection records, and other data required to be maintained by regulatory agencies. The monthly project report should be developed as a structured document containing meaningful information to answer most stakeholders questions at a high level. Similar to organisations monthly close process for financial data, the project team must also complete a monthly close process to preserve and link important information about the overall status of the project. The information will be used by accountants, auditors and other stakeholders to track progress and discern data trends for management reporting and action. The objective is to compile a monthly project report organised by subject matter and containing complete and accurate information. The reporting format must be consistent from one month to the next and must not contain ambiguous or conflicting information coming from different parts of the project. Typical monthly project reports contain the following sections: Executive summary: Summarises overall progress for the current period and identifies both positive and negative project results in key management areas. EHS statistics: Summarises any lost time accidents during the current period and any project related environmental or health concerns. Progress: Provides a high level overview of key milestones and project dates. Scope management: Provides an update in changes to the project scope. Schedule performance: Provides an update on actual project performance compared to scheduled milestones and completion dates. Budget/Cost performance: Provides a summary of the initial project budget, actual costs, approved adjustments, contingence balance and expected financial project costs. Risk analysis/contingency management: Provides insight into the risks associated with the project, their significance and the proposed mitigation plans. Summary progress statement and certification by the project manager. Appendices: Which should contain the submittals log, request for information log, change orders, schedule reports, estimate at completion variance report, risk matrix, claims log, non-conformance reports, major equipment log, progress photos and organisational charts. CONCLUSION Stakeholders are essential to the successful planning and execution of all projects. Stakeholders are a valuable source of knowledge and problem solving and their participation and involvement on large capital projects is to be welcomed and expected. Stakeholders are a diverse set of individuals and groups with differing agendas; however stakeholder management is complex and time consuming. Whether a project owner is in the preliminary stages of a project development or just starting the execution phase, stakeholder identification, communication, feedback and reporting are important processes to implement for project success. Project owners that communicate effectively with their stakeholders are better able to manage expectations and deal with the many issues and risks that affect large capital projects.
6 /06 About KPMG KPMG s services are objective, professional approaches to managing the many risks associated with major change: risks that involve complexity, technology, governance, selection and management of vendors and partners, implementation of solutions and acceptance of change throughout the organisation. KPMG applies leading concepts and practices, supported by: Experienced practitioners Recognised best practices Effective tools and templates International standards Built-in knowledge transfer Services can assist organisations to generate significant cost savings by minimising poor selection decisions, costly overruns, misalignment with business needs, poor quality deliverables and failed projects. Our services include INDEPENDENT QUALITY ASSURANCE (IQA) Is your project or programme on track? Are the key risks and issues being effectively managed and addressed? Independent Quality Assurance is KPMG s approach to providing objective, practical and open feedback to senior executives, independently assessing project status, risks and issues. Advice is provided by experienced staff who are not part of the delivery team. PORTFOLIO, PROGRAMME AND PROJECT MANAGEMENT (P3M) PRACTICES P3M provides services for the purpose of designing or evaluating portfolio, programme, or project management practices. The objective is to assist in implementing or improving P3M practices to reduce project costs, increase project success and create an organisational P3M support environment which is valued by internal and external stakeholders alike. LARGE PROJECT AND PROGRAMME MANAGEMENT ASSISTANCE This cornerstone service of KPMG s Advisory practice is designed to address the full lifecycle of a project or programme, providing an integrated approach to managing large initiatives the result: significant efficiencies and enhanced outcomes. The methodology incorporates concepts from well-known risk, benefits, project and quality management disciplines to help companies achieve the results they expect during every phase of a large project or programme. PROJECT RISK ASSESSMENT AND MONITORING These services provide a highly focused, activity-based approach to project risk management. They provide management with an objective and independent assessment of the risks associated with a business initiative, programme or project, and evaluate the effectiveness of planned or implemented controls to mitigate the risks. BENEFITS MANAGEMENT AND REALISATION ADVISORY KPMG professionals help you identify the measurable business changes that you will to see at the successful completion of your project and to tie these into an effective Benefits Management and Realisation strategy which can be referenced in your Business Case. Even for projects where outcomes are enabling or intangible, our Project Advisory team will be able to assist with the identification of proxy indicators and benefit relationships to support the approval of your Business Case and its successful delivery. PORTFOLIO MANAGEMENT Effective portfolio management helps large organisations make sound decisions by prioritising the deployment of scarce resources to change initiatives and maximising their value to help achieve the organisation s strategy. Organisations operate in increasingly dynamic environments, which often make it a struggle to satisfy fluid business requirements. KPMG s Portfolio Management (PfM) Advisory and Assistance services help organisations to develop appropriate processes and capabilities to achieve this aim. We provide practical guidance for conducting capability development, maturity assessments and performance reviews. Our methodology provides a flexible, comprehensive approach that can help our clients achieve their goals. PROGRAMME MANAGEMENT OFFICE ASSISTANCE Programme Management Office Assistance is intended to help our clients develop the processes to support a Programme Management Office. We assist with the development of a client s programme office processes and facilitate communication across client leadership to help make sure that enterprise programme initiatives are aligned with the organisation s business strategies. The focus of the PMO is to increase project visibility across client leadership in order to help achieve strategic programme performance. PROJECT ADVISORY Our practitioners know that successful projects are the result of clear vision, careful planning, and meticulous execution. Bottom line: services drive speed and effectiveness of change within your organisation by reducing costs and increasing success.
7 Leadership Series Please look for further important topics covered by our Leadership Series in the coming months: Budgeting, estimating and contingency management. Governance and project controls. Monitoring capital projects and what to do if one is in trouble. Project delivery strategy. Contact us Gina Barlow Director T: (04) E: Chris Dew Director T: (09) E: David Leighton Associate Director T: (03) E: Harriet Dempsey Associate Director T: (04) E: Perry Woolley Director T: (09) E: kpmg.com/nz 2013 KPMG, a New Zealand partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in New Zealand. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. 3418
PROJECT ADVISORY Effective reporting for construction projects: increasing the likelihood of project success Thought Leadership Series 13 kpmg.com/nz About the Leadership Series KPMG s Leadership Series
/01 / Leadership Series 6 PROJECT ADVISORY Monitoring capital projects and addressing signs of trouble Leadership Series 6 kpmg.com/nz About the Leadership Series KPMG s Leadership Series is targeted towards
/ Leadership Series 4 /01 PROJECT ADVISORY Budgeting, estimating and contingency management for construction projects Leadership Series 4 kpmg.com/nz About the Leadership Series KPMG s Leadership Series
PROJECT ADVISORY Project organisation and establishing a programme office Leadership Series 1 kpmg.com/nz About the Leadership Series KPMG s Leadership Series is targeted towards owners of major capital
PROJECT ADVISORY Stakeholder communication and project controls integration Whitepaper 2 Thought Leadership Series 11 kpmg.com/nz About this whitepaper KPMG s Project Advisory thought leadership series
PROJECT ADVISORY Strategies to successfully manage your major project Whitepaper 1 Thought Leadership Series 10 kpmg.com/nz About this whitepaper KPMG s Project Advisory thought leadership series is aimed
/01 PROJECT ADVISORY Project delivery strategy: getting it right Leadership Series 7 kpmg.com/nz About the Leadership Series KPMG s Leadership Series is targeted towards owners of major capital programmes,
PROJECT ADVISORY Project Portfolio Optimisation: Do you gamble or take informed risks? Leadership Series 8 kpmg.com/nz About the Leadership Series KPMG s Leadership Series is targeted towards owners of
project Advisory Services KPMG New Zealand Project Management Survey 2010 Confidence is a planned approach to Project Management not a leap of faith kpmg.co.nz Official Supplier of Accounting and Tax Advisory
KPMG Advisory Microsoft Dynamics CRM Advisory, Design & Delivery Services A KPMG Service for G-Cloud V April 2014 Table of Contents Service Definition Summary (What s the challenge?)... 3 Service Definition
AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART B CERTIFIED PRACTISING PROJECT PRACTITIONER (CPPP) Copyright: Australian Institute of Project Management Document Information Document
Standard Operations Business Operations process forms the core of all our business activities SMS-GS-O1 Operations December 2014 v1.1 Serco Public Document Details Document Details erence SMS GS-O1: Operations
Audit Checklist The following provides a detailed checklist to assist the audit team in reviewing the health of a project. Relevance (at this time) How relevant is this attribute to this project or audit?
Introductory Certificate The APM Project Fundamentals Qualification. Examination paper Candidate Number Date Location Examination Paper Sample Paper v1.4 General Notes Time allowed 1 hour. Answer all 60
Contact us: If you have any queries about the APM Competence Framework, please contact us on 01844 271681 or by email to: firstname.lastname@example.org Contents Rating scale 4 1 Ethics, compliance and professionalism
Capital Projects Providing assurance over effective delivery of projects Governance and oversight Project Scope and change Reporting and communication Project risk and success factors Delivery Major projects
Stakeholder Relationship Management A Maturity Model for Organisational Implementation Lynda Bourne 7 Effective Implementation This chapter describes elements necessary for the successful implementation
NATIONAL INFORMATION TECHNOLOGY AUTHORITY - UGANDA National IT Project Management Methodology Project Reporting Support Guide Version 0.5 Project Reporting Support Guide version 0.5 Page 1 Document Version
What is Master Data Management and why is it so important? Date: February 2016 Agenda Introductions KPMG Approach to Master Data Management Panel Discussion Questions from the Audience 2015 KPMG LLP, a
CONTRACT MANAGEMENT FRAMEWORK August 2010 Page 1 of 20 Table of contents 1 Introduction to the CMF... 3 1.1 Purpose and scope of the CMF... 3 1.2 Importance of contract management... 4 1.3 Managing contracts...
Position Description Job title Group Section Responsible to Responsibility for staff Project Coordinator Natural Resource Operations Rotorua Lakes Protection & Restoration Programme Rotorua Lakes Business
Group Standard Risk Management Effective risk management allows Serco to improve customer service, maximize opportunities and reduce business loss from overruns and cost from risks that materialise SMS
PROJECT MANAGEMENT PLAN TEMPLATE < PROJECT NAME > Date of Issue: < date > Document Revision #: < version # > Project Manager: < name > Project Management Plan < Insert Project Name > Revision History Name
Revised Manager Service Transition Your position description Your: Location Group Business unit / team Wellington Organisation Capability & Services IT Solutions / Service Transition Pay Group MGR Band
PPP Governance The Governance of Projects, Programs and Portfolios (PPP) (sometimes called project governance for convenience) is the sub-set of corporate and organisational governance 1 focused on assisting
Using PRINCE2 and MSP Together Andy Murray, Director, Outperform White Paper October 2010 2 Using PRINCE2 and MSP Together Contents 1 Purpose of this White Paper 3 2 Project and programme management context
Asset management Your asset is your business. The more challenging the economy, the more valuable the asset becomes. Decisions are magnified. Risk is amplified. Data is about more than numbers. It tells
how to achieve a successful outcome* Project risk and controls Slaying the dragon Scott Jardine *connectedthinking PwC Contents Background to the dragon Project risk management Project controls Background
DEVELOPMENT OF BEST MANAGEMENT PRACTICES TO EXECUTE A SUCCESSFUL CAPITAL IMPROVEMENT PROGRAM 2015 Business Plan Chapter 3, Water Facilities Focus Area, Goal Number 4 June 2011 CAPITAL IMPROVEMENT PROGRAM
TAX MANAGEMENT CONSULTING How can you be more efficient at managing tax? NEW HEAD OF TAX/CFO TAX TRANSPARENCY Business Case Dispute Resolution Finance Transformation Authority Interaction Compliance Delivery
RESEARCH SUMMARY NOVEMBER 2013 Reducing Cost and Risk Through Software Asset Management A survey conducted by CA Technologies among delegate attendees at the 2013 Gartner IT Financial, Procurement & Asset
ADVISORY SERVICES Risk management in an evolving world Making the case for social media governance kpmg.com Risk management in an evolving world 3 Why good governance should be the foundation of your social
RFP 1. Applications IT Architect Analyzes and designs the architecture for software applications and enhancements, including the appropriate application of frameworks and design patterns and the interrelationships
KPMG s Financial Management Practice kpmg.com 1 KPMG s Financial Management Practice KPMG s Financial Management (FM) practice, within Advisory Management Consulting, supports the growing agenda and increased
Position Description Position: Reports to: Location: Division: Job Family: Digital Strategy Manager General Manager Corporate Affairs & Strategy Christchurch Corporate Services Strategic Leaders Position
PROJECT MANAGEMENT PLAN TEMPLATE This Project Management Plan Template is free for you to copy and use on your project and within your organization. We hope that you find this template useful and welcome
Project Governance a board responsibility Corporate Governance Network November 2015 1 Contents Page Introduction 3 Board responsibilities 3 What is project governance? 4 The boards duties in respect of
Capital Project Services Middle East Establishing a basis for effective project control The ca 2 The challenges of the Board in delivering Capital Projects Maturing economies and population growth across
THE SOUTH AFRICAN HERITAGE RESOURCES AGENCY ENTERPRISE RISK MANAGEMENT FRAMEWORK ACCOUNTABLE SIGNATURE AUTHORISED for implementation SIGNATURE On behalf of Chief Executive Officer SAHRA Council Date Date
PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3) 1st February 2006 Version 1.0 1 P3M3 Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value
Rivo Software Solution Layer provides a rapidly deployable complete set of hazard and risk management functionality from any device, accessible from anywhere through our highly secure cloud platform. Identify,
POSITION DESCRIPTION Position Title: Project Manager Date: January 2013 Department: Business Improvement team Position code: Sub department: Position level: D (Professional) Location: Sydney Geographic
1 What does the 'Service V model' represent? a) A strategy for the successful completion of all service management projects b) The path to Service Delivery and Service Support for efficient and effective
RSA ARCHER OPERATIONAL RISK MANAGEMENT 87% of organizations surveyed have seen the volume and complexity of risks increase over the past five years. Another 20% of these organizations have seen the volume
Guide to IT Project Management Guidelines to be used in conjunction with the ECU Project Management Policy Guideline Owner: Chief Information Officer Keywords: Project Management, Project Delivery, Project
AIPM PROFESSIONAL COMPETENCY STANDARDS FOR PROJECT MANAGEMENT PART D CERTIFIED PRACTISING PROJECT DIRECTOR (CPPD) Jan 2011 Version 1.2 Copyright: Australian Institute of Project Management Jan 2011 Version
Agenda Item 4 Transport for London Projects and Planning Panel Subject: TfL Pathway Date: 8 May 2013 1 Purpose 1.1 At its meeting of 8 January 2013 the Panel asked for further information about Pathway,
ORACLE PROJECT PLANNING AND CONTROL (Formerly Oracle Project Management) KEY FEATURES COLLABORATIVE PROJECT PLANNING Define a project work breakdown structure to align plans to execution Coordinate financial
How to successfully manage your mega-project Part I Early planning and organizing for success kpmg.com 2 Building, Construction & Real Estate How to successfully manage your mega-project A three-part series
Advisory Risk management and the transition of projects to business as usual Financial Services kpmg.com 2 Risk Management and the Transition of Projects to Business as Usual Introduction Today s banks,
The document in this file is adapted from the IEEE standards for Software Project Management Plans, 1058-1998, which conforms to the requirements of ISO standard 12207 Software Life Cycle Processes. Tailor
Serena Dimensions CM Develop your enterprise applications collaboratively securely and efficiently SOLUTION BRIEF Move Fast Without Breaking Things With Dimensions CM 14, I am able to integrate continuously
The syllabus provides a summary of the coverage of the qualification, the details are then found in the learning outcomes and assessment criteria. Both the syllabus and the learning outcomes and assessment
PHASE 3: PLANNING PHASE The Planning Phase focuses principally on required project planning work. Proper comprehensive project planning is essential to a successful IT project, and incomplete project planning
PRODUCT BRIEF: CA SERVICE DESK ON DEMAND -Demand Demand is a versatile, ready-to-use IT support solution delivered On Demand to help you build a superior Request, Incident, Change and Problem solving system.
Appendix E Program Management Plan Template Version 2 March 7, 2005 This page is intentionally left blank. Version 2 March 7, 2005 Title Page Document Control Panel Table of Contents List of Acronyms Definitions
Project Management Certificate (IT Professionals) Whether your field is architecture or information technology, successful planning involves a carefully crafted set of steps to planned and measurable goals.
IT Audit Perspective on Continuous Auditing/ Continuous Monitoring KPMG LLP IT Audit Perspective on Continuous Auditing/Continuous Monitoring INTRODUCTION New demands from the board, senior organizational
PHASE 9: OPERATIONS AND MAINTENANCE PHASE During the Operations and Maintenance Phase, the information system s availability and performance in executing the work for which it was designed is maintained.
Implementing the value chain of the future KPMG s Operations Advisory Practice Our mission Our vision is to help member firms clients create breakthrough competitive advantage by designing and implementing
PMI Virtual Library 2011 Daniel D. Magruder Assessing the Appropriate Level of Project, Program, and PMO Structure By Daniel D. Magruder, PMP Executive Summary Does your organization have in-flight projects
Release Management: Effective practices for IT delivery Introduction Today s health plans face a unique combination of technology challenges due to their complex IT environments. These environments serve
diversified industrials Supply and Demand Risk Management in Turbulent Times KPMG LLP With consumer confidence shaken and spending curtailed, businesses are facing some of the most challenging operating
Cyber Security Consultancy Standard Version 0.2 Crown Copyright 2015 All Rights Reserved Page 1 of 13 Contents 1. Overview... 3 2. Assessment approach... 4 3. Requirements... 5 3.1 Service description...
Program Management Professional (PgMP) Examination Content Outline Project Management Institute Program Management Professional (PgMP ) Examination Content Outline April 2011 Published by: Project Management
Version 1.7 March 30, 2011 REVISION HISTORY VERSION NO. DATE DESCRIPTION AUTHOR 1.0 Initial Draft Hkelley 1.2 10/22/08 Updated with feedback Hkelley 1.3 1/7/2009 Copy edited Kevans 1.4 4/22/2010 Updated
Establish Collaborative Strategies to Better Manage a Global Vendor Network Devise a Proper Float Plan CBI s Biopharmaceutical Forum on Clinical and Commercial Global Supply Chain Excellence Sandy Onorato
Supplement to the IIMM 2011 Quick Guide: Meeting ISO 55001 Requirements for Asset Management Using the International Infrastructure Management Manual (IIMM) ISO 55001: What is required IIMM: How to get
VICTORIAN GOVERNMENT CIO COUNCIL Project Management Selecting a project management methodology Guideline This guideline provides advice for selecting and tailoring a project management methodology. Keywords:
Adoption of a PPM Solution Using An Agile Approach Andy Robinson 1 Agenda Drivers for using a Portfolio and Project Management system Organisational maturity Where to start Planning, delivery, realisation
Camber Quality Assurance (QA) Approach Camber s QA approach brings a tested, systematic methodology, ensuring that our customers receive the highest quality products and services, delivered via efficient
PROJECT MANAGEMENT GUIDELINE SECTION 4 - PROJECT EXECUTION AND CONTROL PHASE Table of Contents Introduction... 3 Project Execution and Control Phase Overview... 3 Activities and Documents in the Execution
North Carolina Procurement Transformation Governance Model March 11, 2011 Executive Summary Design Approach Process Governance Model Overview Recommended Governance Structure Recommended Governance Processes
INFORMATION RISK MANAGEMENT KPMG Information Risk Management Business Continuity Management Peter McNally, KPMG Asia Pacific Leader for Business Continuity ADVISORY Contents Agenda: Global trends and BCM