Pmo Prince2 Building Blocks 110601 v2 0

8/2/2019 Pmo Prince2 Building Blocks 110601 v2 0

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Project Brief

Template version 2.0


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1. Mandate

Please summarize the project background

Project Background Rationale for Action

Please summarize the project objectives in a list (1-5) and link them toyour company KPIs (e.g. risk, profit, cost)

Project Objectives

Please summarize the project key deliverables in a list (1-5)

Project Deliverables

Please summarize what is inscope

In Scope

Please summarize what is out ofscope

Out of Scope

Governing Body Name(s)

Project Manager

Project Board Executive

Sr. User

Sr. Supplier

Sponsor

Project Governance

Milestone Date

Start date xx-xx-xxxx

End date xx-xx-xxxx

Launch date: xx-xx-xxxx

Tolerance(calendardays):

+n/-n

Project Planning Budget / Resources

Project Dependency

Project Dependencies

Constraints & Risks

Please describe any limitations you can think of

EUR x 1000 Next step (specify 1,2,3) Overall project

Cash out 2011

P&L 2011

Cash out 2012

P&L 2012

Tolerance (%) +n% / -n% +n% / -n%

Benefits

Resources Int n mandays n mandays

Resources Ext n mandays n mandays


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3

Document Management

Revision History

ApprovalsThis document requires the following approvals. Signed approval forms are filed in the Management section of the project file.

DistributionThis document has been distributed to.

Version Revision Date Status Summary of Changes By

Name Signature/Approved Title Date of issue Version Executive

Senior User

Senior Supplier

Name Title Date of issue Version

For each a description needs to be provided on the recommnedations building block (3).


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3. Project Background / Dependencies

Context of the Project

>

ThisProject

Projectname

Projectname

Project name

Waiting foroutput from

Deliversoutput to

Project name

Project name


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4a. Scope (1/2)

Geographic

Area

Client

Groups

Distribution

Channels

Involved

Processes

Involved

Systems

Involved

Departments

Involved

Products?

BeneluxCREAPIM globalCountry xCountry y

AgentBrokerBankDirectFlex Force

Process name 1>

Key deliverablePoint of Value

Weight %*Depth (project execution phases - deployment - handover benefit realization)

Total PoV

Out of Scope

PoV: Business capabilities to measure project execution success


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4a. Scope (2/2)

Key deliverablePoint of Value

Weight %*Depth (project execution phases - deployment - handover benefit realization)

Total PoV 100%

Out of Scope


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4b. Product Breakdown Structure

2.1.1 Subdeliverable



2 Milestone


2.1 Group A 2.2 Group B

2.2.3External

deliverable

(Sub) Product/deliverable

Legend

MilestoneExternal

deliverableGroup




1 Milestone

1.3 Externaldeliverable

1.1.3.1 Subdeliverable


1.1 Keydeliverable


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5. Acceptance Criteria(to accept completed project)

MoS-CoW

Definition in measurable terms of what must be done for the final product to be acceptable to the customer and staff who will be affected.

Topic Current level (situation before the project) Acceptance level (acceptable at hand-over)

M/S/C/W Target dates

Major functions

Appearance

Personnel level required touse/operate the product

Performance levels

Capacity

Accuracy

Availability

Reliability

Development costs

Running costs

Security

Ease of use

Timing


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6a. Impact Analysis

Impact

Level

Description of the Impact

CommerceLow What is the most important from a commerce perspective (e.g. client satisfaction, increased saels, new products,

.)

PeopleMedium (incl. culture & performance): What has the most important impact on the people? What main

departments/functions will be affected? Approximately how many people are affected by the solutions set in yourproject (change targets)? To what extent are you aiming to hire, retain or lay off people? How does the realization

of your project help in achieving a common winning performance culture? (one aligned organizational culture andmindset, and act and think as one team with local teams focused on the customer)

Organisation Medium What are the most important organizational changes? E.g. structure, roles & responsibilities, competencies,payment structure?

Processes High What are the most important process changes? Which processes are you changing? Are you aiming at modifyingor fully redesigning processes?

Technology High What are the most important system changes? Are you aiming at replacing, modifying or building new systems?

Facilities, Legal,Housing

Low What are the most important changes in facilities / locations? E.g. centralizing, opening new locations, closinglocations?


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6b. Project Approach

Comments

Projectname

Package

Based onexistingproduct In stages,

rolling waveplanning

AlternativeC

Developed

In HouseBased onSpecific

Technology Big Bangimplemen-

tation

AlternativeA

AlternativeB

Legend

Road tofollow

Alternative path(not chosen)


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6c. Assumptions

A/A Title Description Project Critical DateImpact onthe Project

1 Low

2 Medium

3 High

4

5

6


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7b. Risks

To be reported to Project Board

Risk description Impact assessmentProba-bility

Impact Priority Mitigating actionDate to beresolved

Risk owner

Provide a description of therisk

Provide a description of theimpact

Rare /Unlikely /Possible /

Likely /Almostcertain

Insignificant /Minor /

Moderate /Major /

Catastrophic

Low /Medium /

High /Critical

Provide a description of themitigating action

xx-xx-xxxx Provide thename of therisk owner

Low

Medium

High

Critical

once a month (almost certain) 5 Medium High High Critical Critical Critical Critical Critical Critical

once a quarter (likely) 4 Medium Medium High High Critical Critical Critical Critical Critical

once a year (possible) 3 low Medium Medium High High Critical Critical Critical Critical

once every 5 years (unlikely) 2 low low Medium Medium High High Critical Critical Critical

once every 10 years (rare) 1 low low low Medium Medium High High Critical Critical

Catastrophic

PROBABILITY

IMPACT

Insignificant Minor Moderate Major

Risk Priority Levels


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8a. Cost and Benefit Cash Flow Streams

13


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9. Organisation

Project Board

Project Manager

Project Team

Project Assurance (PMO)

(Expert) (Architecture)

Sponsor

Executive/OwnerSr. User

Sr. Supplier

Other Stakeholders


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10. Project Plan /

Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov2011

Requirements gathering

Product design and build of prototype

Testing

Roll out / implementation

Business requirements

Functionalrequiremetns

First design

Reviewdesign

Buildprototype

FAT

UAT

Prepare for roll out

Local communication andtraining local organization

Approval of requirements by Project Board

Stage 2 Stage 3 Stage 4

Milestone

Tolerance: =/- xx days

Legend


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20. Initiation Stage Plan /

16

date date date date date date date date date date date2011

PID preparation

Detail Businessrequirements

Define PoVsanddeliverables

Detailfunctionalrequirements

Prepare

QualityPlan

PID Approval by ProjectBoard

DetailSystemrequirements

PrepareComm.Plan

ResourcePlanning

CreateProject Plan

RefineBusinessCase

PID

qualityapproval

Milestone

Tolerance: =/- xx days

Legend


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11. Resources /

Deliverable Name RoleDepartment /Vendor name

Man-days/

week

Start-dateEnd-date

Purch.TariffinclVAT

Totalplanned

Man-days

Totalcost

Total cost

Needed for PIDcreation


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14. Budget Details /

Project Budget Details Currency: EUR

Cost CategoryBudget

Approved

Change

Requests (+/-)

Actual CostsCommitted

Costs

Estimated to

Complete

Budget

Forecast (total)

CAPEX (Investments) 0 0 0 0 0 0

Software 0

Hardware 0

Other (IT or deprecia ted assets) 0

OPEX (cost out of pocket) 0 0 0 0 0 0

0

0

0

0

0

0 0

0

0

0

0

Contingency 0

RESOURCES MDs 0 0 0 0 0 0

Internal Staff MDs - IT 0

Internal Staff MDs - non IT 0

Total Cost

(OPEX incl. internal staff cost)N/A N/A N/A N/A N/A N/A

OPEX Resources OPEX Resources

Budget approved 0 0 0 0

Actual Costs 0 0 0 0

Commited Costs 0 0 0 0

Remaining Budget 0 0 N/A N/A

Budget usage [%] N/A N/A

Estimated to Complete

Budget Forecast (total)

Bugeted - Forecasted

Forecasted Budget Usage [%]

Needed for PIDcreation


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Project Initiation Documentation

Version 2.0


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Document Management

Revision History





Senior User

Senior Supplier


For each a description needs to be provided on the recommnedations building block (3).


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PID

Please include all building blocks fromthe PB except the initiation stage plan,resources and budget.


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11. Resources

Deliverable Name Role

Depart-ment /Vendorname

Man-days/

week

Start-date

End-date

Purch.TariffinclVAT

Totalplanned

Man-days

Totalcost

Resourcemanager

name

Resourcescommited?

Total cost


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12. Budget Details /

Project Budget Details Currency: EUR

Cost CategoryBudget

Approved

Change

Requests (+/-)

Actual CostsCommitted

Costs

Estimated to

Complete

Budget

Forecast (total)

CAPEX (Investments) 0 0 0 0 0 0

Software 0

Hardware 0

Other (IT or deprecia ted assets) 0

OPEX (cost out of pocket) 0 0 0 0 0 0

0

0

0

0

0

0 0

0

0

0

0

Contingency 0

RESOURCES MDs 0 0 0 0 0 0

Internal Staff MDs - IT 0

Internal Staff MDs - non IT 0

Total Cost

(OPEX incl. internal staff cost)

N/A N/A N/A N/A N/A N/A

OPEX Resources OPEX Resources

Budget approved 0 0 0 0

Actual Costs 0 0 0 0

Commited Costs 0 0 0 0

Remaining Budget 0 0 N/A N/A

Budget usage [%] N/A N/A

Estimated to Complete

Budget Forecast (total)

Bugeted - Forecasted

Forecasted Budget Usage [%]


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13a. Quality Plan

Key Deliverable Quality Criteria (Business Requirements)To be reviewed by (on

behalf of Sr. User)

To be reviewed by (on

behalf of Sr. Supplier)

j


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14. Benefits Review Plan

(non) Financial BenefitsQuantification

(KPI)

Who isaccoun-

table

When toachieve

Resourcesneeded tocarry out

review

Baselinemeasures

How will the performance of theprojects products (deliverables)

be reviewed

j t


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15a. Stakeholders Map

Importance of the stakeholders to the organisational activity

L

ow

Key stakeholders need to accept the objectives and will be fully engaged

Participation project boardSign-off business requirements

Demo product

Weekly highlight reports & issue log

Regular business update meetings

Operational acceptance

Stakeholders need to agree the translation of objectives into activities

Good working relationships to ensure an effective coalition of support for theproject

Careful monitoring and management as they may be a source of significantrisk

Progress updates via newsletters

Stakeholders be kept informed of progress and remedies taken to achievethe objectives

limited monitoring or evaluation

Progress updates via newsletters

Stakeholders notified of milestone completionlimited monitoring or evaluation

Progress update via newsletters

Low

Medium

Medium High

High

Potentialimpactoforganisationalactivityofthestakeholders 1

2

3

4

1

2

3

4

Name

PMO

Risk

Compliance

(Audit)

Name

Name

Name

Name

Positionstakeholders on the

map

j t


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15b. Communication ManagementStrategy

Actions Requirements

What When How Responsible Agree with Preparation Approval Adressee

1 Newsletters

2 Presentations at

(informal) meetings

3 Public newsletter

4 Mass media clippings

5 Lessons learned

6

Please summarize the project background

Project Background What should be known on forehand?

Please summarize the communication assumptions in a list (1-5)

Assumptions

Please summarize the communication issue

AnalysisWhat is the communication issue?

Project Communication Action Plan


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Version 2.0


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Document Management

29

Revision History




Name Signature/Approved Title Date of issue Version Project Manager

Senior Supplier


For each a description needs to be provided on the recommnedations buildingblock (3).


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Work Package

Please include Mandate + Scope +Product Breakdown building blocksfrom the PID

21 Work Breakdown


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21. Work Breakdown - Work Package -

31




1 Milestone

1.3 Externaldeliverable



1.1 Keydeliverable

(Sub)Product/

deliverable

Legend

MilestoneExternal

deliverable

Group

22 Product Description -


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22. Product Description - Work Package - (1/3)

32

(sub) deliverable Depth (project execution phases - deployment - handover benefit realization)

Out of Scope



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22. Product Description Work Package - (2/3)

33

Quality criteria Quality methodReviewed by (on

behalf of Sr.User)

Reviewed by (on

behalf of Sr.Supplier)



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22. Product Description Work Package - (3/3)

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Layout, Format

Techniques

Relation to otheractivities or products

Contacts

Delivery requirements

Additional requirements/ Assignments


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Highlight Report

Please include budget details buildingblock from PID

P j N Hi hli h 1/2Project Manager: xxx

Project Owner: yyy


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Project Name - Highlight 1/2Reporting period dd/mm/yyyy dd/mm/yyyy

Project Owner: yyy

Project ID: id

Project Cost Center: CC

Project Progress

Start Date: mm/yyyy

End Date: mm/yyyyRevised End Date: mm/yyyy

Phase [T0-T6]: Tx

PoV%: x %

Issue Consequences Mitigation Actions Decisions Needed

1 In terms of: planning, budget, resources andfor other projects

2

3

Milestone/ Main Result PoV% Due date Revised date Indicator%

CompleteExplanation

1 % dd/mm/yy dd/mm/yy GREEN 70%


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Change requests

Reason for the change DescriptionRequesteddate Status

Estimatedadded cost

Estimated

added/diminishedeffort ( +/-mandays)

1 In terms of: planning, budget, resources and forother projects

2

3

Project Name - Highlight 2/2Reporting period dd/mm/yyyy dd/mm/yyyy

Project Owner: yyy

Project ID: id

Project Cost Center: CC

Activities executed in the Reported Period

Actvitity

Activities Planned for the Next Period

(dd/mm/yyyy dd/mm/yyyy)

Activity


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End Stage Report

Version 2.0

D t M t


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Document Management

39

Revision History





Senior User

Senior Supplier



p j

E d St R t


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End Stage Report

Please include updated building blocks

from the Mandate, Business Case andthe last Highlight Report and the Risk

building block

25 Recapitulation


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25. Recapitulation

Budget (Euros)

45000 50000 55000 60000

Actual

Budget

Original

Budget

Duration (Weeks)

0 10 20 30

ActualDuration

OriginalDuration

Key Deliverables Delivered

please explain what was delivered, who

approved, any off-specifations, handover

Project Team

.(PM)

Main Reasons for Budget/Time overrun

...

Scope Changes

# (Total number ofchanges)

26 Follow on Action Recommendations


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26. Follow-on Action Recommendations

Action Description/Rationale AO-scan Due date Who

Solve Project Issue 1 Y/N

Solve Project Issue n Y/N

Mitigate Risk 1 Y/N

Mitigate Risk n Y/N

Recommendation 1 Y/N

Recommendation n Y/N

Post Project Review Plan Describes who is going to measure the business case benefits(including how and when)

N.A. PM, stakeholders,PMO department

Post Project Reviewmeeting

Date and participants for the post project review plan meeting N.A. PM, PMOdepartment

27 L L d


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27. Lessons Learned

Lessons Learned

Concentrate on items which can be of use to future projects.

Observations on failures and omissions can be as useful as identification of successful elements.

Which management processes or procedures worked well?

Which management processes have had problems?

Was it easy to achieve the required quality?

Which quality procedures worked well?

Were there any weaknesses in quality procedures for specific types of product?

How well did risk strategies work?

Were there any unforeseen risks?

How well were the risks managed?

Was the contingency used?

Was training in the management, quality and delivery processes and procedures adequate?

Were there recognisable benefits from the level of training given, or recognisable problems caused by lack of training?

How well did any support tools work?

Could anything have been done to improve skill levels before the relevant work was done?

Remarks: Collecting to be mentioned items during the project

life cycle makes life easier at the end. (Lessons Log) What went well, what could be improved? What would

you do different if you have to do it again?


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End Project Report

Version 2.0

Doc ment Management


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Document Management

45

Revision History





Senior User

Senior Supplier



End Project Report


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End Project Report

Please include updated building blocksfrom the Mandate, Business Case andthe last Highlight Report

25 Recapitulation


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25. Recapitulation

Budget (Euros)

45000 50000 55000 60000

Actual

Budget

Original

Budget

Duration (Weeks)

0 10 20 30

ActualDuration

OriginalDuration

Key Deliverables Delivered

please explain what was delivered, who

approved, any off-specifations, handover

Project Team

.(PM)

Main Reasons for Budget/Time overrun

...

Scope Changes

# (Total number ofchanges)

26 Follow on Action Recommendations


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26. Follow-on Action Recommendations

Action Description/Rationale AO-scan Due date Who

Solve Project Issue 1 Y/N

Solve Project Issue n Y/N

Mitigate Risk 1 Y/N

Mitigate Risk n Y/N

Recommendation 1 Y/N

Recommendation n Y/N

Post Project Review Plan Describes who is going to measure the business case benefits(including how and when)

N.A. PM, stakeholders,PMO department

Post Project Reviewmeeting

Date and participants for the post project review plan meeting N.A. PM, PMOdepartment

27 Lessons Learned


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27. Lessons Learned

Lessons Learned

Concentrate on items which can be of use to future projects.

Observations on failures and omissions can be as useful as identification of successful elements.

Which management processes or procedures worked well?

Which management processes have had problems?

Was it easy to achieve the required quality?

Which quality procedures worked well?

Were there any weaknesses in quality procedures for specific types of product?

How well did risk strategies work?

Were there any unforeseen risks?

How well were the risks managed? Was the contingency used?

Was training in the management, quality and delivery processes and procedures adequate?

Were there recognisable benefits from the level of training given, or recognisable problems caused by lack of training?

How well did any support tools work?

Could anything have been done to improve skill levels before the relevant work was done?

Remarks: Collecting to be mentioned items during the project

life cycle makes life easier at the end. (Lessons Log) What went well, what could be improved? What would

you do different if you have to do it again?

Documents

Pmo Prince2 Building Blocks 110601 v2 0