CompTIA Project+ PK0-003

Transition and Project Management Plan

by Steve Caseley

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What is Project Management

Project+ and how to prepare for the exam

Pre-Project Setup

Project Planning

Prepare Scope Statement

Create WBS and WBS Dictionary

Define Change Management Process

Develop Project Schedule and Resources and Roles

PERT/GANTT/CPM and Schedule Compression

Communications Management Plan

Risk Management Plan

Quality Management Plan

Cost Management Plan

Procurement Management Plan

Transition and Project Management Plan

00:00:00 - Welcome to our final stop on 2.0 Project Planning, officially
00:00:05 - called 2.13 Transition Plan, or the full definition from CompTIA,
00:00:10 - 2.13 Explaining the purpose and common components of a transition
00:00:15 - plan. I'm going to expand 2.13 to talk about transition plan
00:00:20 - and project
00:00:23 - management plan.
00:00:26 - And before you think I'm throwing yet another plan at you, the
00:00:30 - project management plan is the consolidation of everything we've
00:00:35 - discussed in 2.0 Project Planning. The project management plan
00:00:40 - is a single consolidated document that discusses the project
00:00:44 - scope, the project schedule, the change management process, the
00:00:48 - schedule management process, the communications process, the
00:00:52 - risk management process, the quality process, the cost management
00:00:56 - process, and the procurement plan, and presents it in a single
00:01:00 - organized deliverable, the project management plan, as well as
00:01:06 - the slated component for this nugget is 2.13, the transition
00:01:10 - plan, which talks about the transition from planning into delivery,
00:01:16 - and more important, the transition from delivery into operation
00:01:21 - of our IT project.
00:01:24 - This nugget is focused on wrapping up this entire area of 2.0
00:01:30 - Project Planning, and the wrap-up, as already discussed, is the
00:01:34 - consolidation of all of the work that we've done to date, packaging
00:01:37 - it into the project management plan, as well as developing the
00:01:43 - transition plan, which is focused on moving our project from
00:01:47 - a project into operations in the organization.
00:01:51 - We're focused on consolidating all of the planning activities.
00:01:55 - The key is, here Steve in his soapbox again, presents the project
00:02:00 - plan for approval with the focus on approval.
00:02:04 - We are now presenting the project scope, the project schedule,
00:02:10 - the project budget, the project communications process, the project
00:02:14 - procurement process, that all-important project risk process,
00:02:18 - and all of the other planning activities, the communications
00:02:22 - and so on, and bringing it together in a single document
00:02:27 - and presenting it for approval.
00:02:30 - Once we get approval, our project now has purpose, the scope.
00:02:37 - Our project has a mandate, the approval. Our project has measurable
00:02:42 - milestones, the schedule. The project has an anticipated cost,
00:02:47 - the budget.
00:02:48 - One would think we would simply start and deliver the project
00:02:53 - to all of those criteria, and the answer is yes, but we're also
00:02:56 - preparing to get into controlled updates. Things are going to
00:03:01 - change. The scope
00:03:05 - is going to change. As we do our analysis and as we do our design,
00:03:09 - new business functionality is going to be identified. Changes
00:03:13 - in the business environment are going to identify new requirements.
00:03:17 - We're going to have schedule changes. We're going to have resourcing
00:03:19 - changes. We're going to have risk changes. We're going to have
00:03:22 - changes in all planning areas.
00:03:29 - It's important to initiate controlled updates to our project
00:03:34 - management plan so that all of these changes are again presented,
00:03:41 - agreed, and you probably guessed it, approved
00:03:48 - through formal signature to make sure that our project management
00:03:52 - plan is current
00:03:56 - and relevant
00:03:59 - and continues to be that guiding process, that measurement, that
00:04:05 - baseline against which we are going to measure overall project
00:04:09 - success. So what is in this project management plan? As I've
00:04:15 - already discussed, the project management plan is everything
00:04:18 - related to planning, but it's more than that. It is a formal
00:04:22 - document. We are going to have pride in it. It's going to follow
00:04:28 - proper documentation processes. I would suggest your project
00:04:32 - management plan needs to have administrative details, should
00:04:35 - have a proper table of contents, and absolutely needs to have
00:04:39 - a revision history because if you remember, we're going to introduce
00:04:42 - changes, controlled changes.
00:04:49 - So on a regular basis, and I'm not going to just automatically
00:04:53 - say every month or every quarter you need to update a revision
00:04:57 - to your project management plan. As an appropriate level of changes
00:05:02 - are identified, you are going to go in and update the project
00:05:05 - management plan, and we're going to maintain the proper revision
00:05:09 - history to ensure that everyone understands that oh, the baseline
00:05:14 - project management plan was in June. In August, we issued a substantial
00:05:19 - update because it changed in scope. In October, we issued another
00:05:23 - major update because we had a substantial change in the schedule
00:05:27 - because of resourcing changes. In January, we issued another
00:05:30 - major change to the project management plan because we had a
00:05:33 - substantial change in budget because the cost of our technology
00:05:36 - decreased and we were able to reduce our budget by $50,000.
00:05:43 - Pride of ownership in your project management plan is going to
00:05:48 - be important, and it's important that we maintain our project
00:05:52 - management plan to reflect the current status of our project.
00:05:56 - As I said, it's going to be a formal document. We should have
00:05:59 - the appropriate executive summary
00:06:03 - positioning the project management plan. We absolutely need to
00:06:07 - identify our sponsor
00:06:09 - and we need to identify all of the key project stakeholders.
00:06:14 - Sounds like communications planning to me. We need to define
00:06:19 - the project organization, both from a management viewpoint as
00:06:24 - well as a team viewpoint.
00:06:26 - Sounds like HR planning to me.
00:06:30 - We absolutely need to include the complete
00:06:35 - robust scope statement that we discussed in earlier nuggets.
00:06:39 - The scope statement is going to contain an overview of what the
00:06:42 - project is going to deliver, may have a context diagram, absolutely
00:06:47 - is going to identify all of the deliverables. Hopefully we're
00:06:50 - going to have that annotated table of contents identifying what
00:06:54 - each of the components of the deliverables are going to be, an
00:06:58 - estimated number of pages for it, so we are going to have complete,
00:07:02 - 100%, all of the planning work that we did in the scope planning
00:07:08 - going to be consolidated and put into our project management
00:07:12 - plan as the definition of our project scope.
00:07:17 - As we went through our scope definition, we mostly likely had
00:07:20 - some assumptions and constraints. We've been capturing them all
00:07:24 - the way through our planning process. We now are going to consolidate
00:07:27 - all of those assumptions and constraints and put them again into
00:07:30 - a single location.
00:07:32 - We are going to present the project schedule. And I'm not necessarily
00:07:36 - talking about the detailed project schedule that says on day
00:07:41 - 36 of the project, we are going to complete these six WBS elements.
00:07:46 - But we're certainly going to have a high level
00:07:51 - schedule that's going to be appropriate for the readers of the
00:07:54 - project management plan identifying all of the key project milestones.
00:07:59 - We are going to document the project budget, again, probably
00:08:02 - not at a line level but at the appropriate level of detail where
00:08:05 - we would be interfacing with finance and where finance would
00:08:08 - be reporting our project actuals back to management. We are going
00:08:13 - to absolutely define our quality process. We are going to tell
00:08:17 - our sponsors and our stakeholders and our management what our
00:08:21 - quality processes are going to be. We are going to demonstrate
00:08:25 - our commitment to those quality processes, and we are going to
00:08:28 - secure their commitment to the quality processes because we are
00:08:31 - going to elicit their sign-off.
00:08:35 - Quality is not the first thing we're going to sacrifice when
00:08:37 - the project gets into scheduled constraints. We are going to
00:08:41 - show our commitment to quality and put it into our project management
00:08:44 - plan. The all-important risk component, we are going to identify
00:08:49 - what all of our key project risks are going to be. We are going
00:08:51 - to identify what our strategies are going to be for dealing with
00:08:54 - the risks, and we are going to identify the contingencies, the
00:08:58 - cost, and the schedule we built into our project plan for risk
00:09:02 - areas. We are going to outline our procurement policies and we
00:09:07 - are going to present the project milestones maybe consistent
00:09:10 - with the schedule or the milestones maybe at further level of
00:09:14 - summarization for senior management purposes. A lot of pride
00:09:20 - needs to be put into our project management plan. We are summarizing,
00:09:26 - presenting all of the work, the days, the weeks, maybe even the
00:09:31 - months of work that we put into project planning into the single
00:09:37 - consolidated project management plan. Now, I've kept saying "single
00:09:43 - consolidated project management plan," and that is my preference.
00:09:47 - We have a single
00:09:50 - project management plan, but if this is a large project and scope
00:09:55 - is going to take 25 pages to define and the risk is going to
00:10:02 - take another 15 pages and our quality process is going to contain
00:10:07 - 25 pages, maybe, just maybe
00:10:12 - our single consolidated project management plan is going to get
00:10:15 - too large. And
00:10:18 - what's too large? Organizational standards. What's too large?
00:10:23 - What you believe you can present and review with management in
00:10:27 - a single review session to get their sign-off, so there is no
00:10:31 - true formal definition of too large. But if you feel that it's
00:10:35 - getting too big to manage, if it's getting too big to present,
00:10:39 - if it's getting too big for management to review and understand,
00:10:42 - we need to break
00:10:46 - into multiple
00:10:49 - sub-documents. And if we decide we have to break our project
00:10:54 - management plan into individual sub-documents, I would suggest
00:10:59 - the contents of the master PMP would remain exactly as we have
00:11:03 - defined. When it comes down to the chapter on scope definition,
00:11:09 - instead of having the 25 pages of scope definition in our master
00:11:14 - project management plan, we would simply have a line or two lines
00:11:18 - saying, "The scope is to do X, Y, and Z. Please refer to the
00:11:24 - separate sub-deliverable
00:11:27 - project scope definition
00:11:30 - entitled da-da-da-da," and maybe even embed it using facilities
00:11:35 - in your word processing tool to allow them to click on it and
00:11:39 - open but keeps the size of our original project management plan
00:11:43 - at least in the number of pages. The actual size on disk may
00:11:47 - still be larger if we embed.
00:11:49 - Same thing, document your assumptions and constraints. Probably
00:11:53 - put the schedule in. But when you come down to some of the others,
00:11:56 - "Our high level quality statement is such. Please refer to our
00:12:00 - high level risk as such. Please refer to A single consolidated
00:12:06 - project management plan or a single consolidated project management
00:12:11 - plan table of contents with links and references to sub-deliverables
00:12:15 - as appropriate to break it down into a manageable size. The
00:12:20 - other key output we are going to discuss is the transition plan.
00:12:24 - It may be embedded in the project management plan. I refer to
00:12:30 - it as the PMP and that's not the project management professional.
00:12:33 - That is the project management plan. The transition plan describes
00:12:39 - how we move from project
00:12:46 - to operations,
00:12:49 - how we implement and run our project. Key element of a transition
00:12:54 - plan is the ownership. Who is going to run it? Who is going to
00:12:59 - use it?
00:13:02 - Basically, it's getting your sponsor to identify the participants
00:13:07 - who will be involved with the software after it goes live.
00:13:13 - The responsibility.
00:13:15 - Who is going to run, who is going to own, who is going to change,
00:13:21 - who is going to validate,
00:13:24 - who is going to all of the activities associated with making
00:13:30 - the software work day in, day out, month in, month out, and year
00:13:36 - in, year out as it's in operations. The transition timeline.
00:13:41 - We are going to start to implement on June 15th.
00:13:47 - The first week
00:13:49 - is going to be a parallel
00:13:52 - execution. The second week
00:13:57 - is going to be implementation
00:14:01 - conversion. The next day is going to be first
00:14:07 - live run.
00:14:09 - The next month,
00:14:11 - July, is going to be the period of warranties and external extra
00:14:18 - support to help with the transition of the software into the
00:14:24 - run, the own, the change, the validation, help ensure that our
00:14:28 - project sponsor is going to be able to use the software and help
00:14:33 - ensure that our project sponsor is going to get the business
00:14:35 - benefits for which this project was taken on. As I said, the
00:14:39 - transition plan is critical. It's going to conclude our project.
00:14:43 - It's going to formalize the acceptance process. It may be embedded
00:14:48 - into your project management plan, and it may be a separate deliverable
00:14:52 - that you are going to present and get approved. When do you embed
00:14:57 - it? When do you present it separately? The same principle we
00:15:00 - just discussed with the project management plan and its sub-deliverables.
00:15:04 - If the original project management plan has room, then the transition
00:15:09 - plan is simply the last chapter in your table of contents and
00:15:13 - you still keep it to a manageable size. If you find you have
00:15:16 - to start to chunk your project management plan into the sub-deliverables,
00:15:20 - the transition plan is also an ideal candidate for the chunking
00:15:24 - into sub-deliverables.
00:15:27 - And because our project management and transition plans are so
00:15:30 - critical to setting the foundation for overall project delivery
00:15:35 - success and setting the foundation for overall project implementation
00:15:39 - success, I'm not going to let you away with just saying present
00:15:43 - it for approval and go. I want to spend some time talking about
00:15:47 - how important presenting that project management plan and getting
00:15:52 - formal approval is going to be. This is the green light. This
00:15:57 - is saying, "Steve, we believe in you.
00:16:02 - We believe that if you are able to deliver a project that satisfies
00:16:07 - this scope statement that can be completed in this timeline that
00:16:12 - can be completed for this budget, you're absolutely going to
00:16:16 - achieve the business benefits that this project was taken on
00:16:21 - to satisfy, that if you can achieve all of that, the pain that
00:16:26 - I, the sponsor, am having is going to be eliminated." This is
00:16:31 - absolutely management's commitment of the funds, of the organizational
00:16:37 - resources putting it in your hands
00:16:41 - to deliver the project successfully. So we are putting a lot
00:16:45 - of weight on ourselves to be successful,
00:16:49 - but getting the formal approval is more than that. Getting the
00:16:53 - formal approval is also getting management's commitment and the
00:16:57 - sponsor's commitment that says, "Steve, when you encounter problems
00:17:02 - during project delivery and you can't get business matters resolved
00:17:06 - or there are conflicting issues with resources or, or, or, you
00:17:11 - have our commitment because you have identified what your communication
00:17:14 - strategy is going to be. You've identified what your escalation
00:17:17 - processes are going
00:17:20 - to be. You've identified the members of the steering committee.
00:17:23 - We are also giving you by our signature on this project management
00:17:27 - plan our commitment to help you be a success." So when we present
00:17:32 - the project management plan, we're asking for approval from a
00:17:35 - large number of people. Obviously, we're asking for commitment
00:17:40 - from the project sponsor.
00:17:42 - Is the scope right? Am I satisfying your business problem?
00:17:49 - And if I satisfy your business problem, are you going to get
00:17:52 - the objectives for which you are undertaking? So yes, we need
00:17:56 - the project sponsor to sign off that the scope is right and that
00:17:59 - the budget is right, that the timeline is right, that if I deliver
00:18:03 - this project in six months for $50,000, you are going to be successful
00:18:09 - from a business viewpoint.
00:18:11 - We're also asking IT management to sign off on our project management
00:18:16 - plan, saying, "We have reviewed Steve's scope. We've reviewed
00:18:21 - Steve's schedule. We've reviewed Steve's et cetera, et cetera,
00:18:24 - et cetera. We believe Steve is applying the best practices of
00:18:27 - our organization. We believe Steve is applying IT best practices,
00:18:32 - and we are willing to commit the IT resources under Steve's direction
00:18:37 - to deliver the project."
00:18:40 - I would suggest in addition to getting our project sponsor's
00:18:44 - approval, we also need to get our project sponsor's bosses and
00:18:48 - maybe bosses' bosses approval that again, this is the best use
00:18:55 - of our resources. We the business unit feel confident that investing
00:19:00 - $50,000 of our scarce business resources is absolutely the right
00:19:05 - investment of our corporate resources.
00:19:09 - As a minimum, I think you need to get those formal signatures
00:19:14 - on your project management plan. And as a matter of fact, I would
00:19:17 - suggest there is one more signature that you need, and that is
00:19:21 - Steve Caseley's really crappy signature.
00:19:25 - But I'm going to ask my sponsor to sign. I'm going to ask my
00:19:28 - boss to sign. I'm going to ask my sponsor's bosses to sign. I
00:19:33 - think it's only appropriate that I also sign this myself, saying
00:19:37 - I am committed. I've created this project management plan. I
00:19:41 - have faith in my scope statement. I have faith in my work breakdown
00:19:45 - structure. I have faith that what I am proposing to do is capable
00:19:49 - of being done.
00:19:51 - So as a minimum, I suggest you need these four signatures. You
00:19:56 - may also need to get approval,
00:19:59 - and I'm changing signatures as to approval. This I think needs
00:20:03 - to be signatures
00:20:07 - on paper, in writing, in ink, not necessarily in blood but at
00:20:12 - least in ink. You may or may not need, depending again on your
00:20:16 - organizational structure, also get approval from HR that says,
00:20:20 - "Steve thinks he is going to get three analysts,
00:20:24 - four designers, and eight programmers
00:20:28 - in the next six months."
00:20:31 - HR has reviewed my staffing requirements, and yes, they believe
00:20:36 - that it's realistic that Steve will get the resources that he
00:20:39 - needs for his project.
00:20:42 - You may also need to get approval from procurement. "I am expecting
00:20:46 - to go out and buy some pretty big pieces of hardware. I am expecting
00:20:50 - to run a very sophisticated RFP and selection process. Procurement,
00:20:56 - do you have the resources within your department to help my project
00:21:00 - be a success?"
00:21:02 - We've created a formal quality statement. Is this quality statement
00:21:07 - consistent with the quality processes of our organization? And
00:21:10 - again, this is going to be organizational-specific,
00:21:12 - but does your organization have certifications? Are you an ISO-certified
00:21:18 - shop? Do you go for CMMI certification?
00:21:22 - If I follow the quality processes that I have defined in my project,
00:21:25 - am I going to satisfy the quality expectations of our organization?
00:21:29 - Am I going to help us keep our ISO, our CMMI, our X and Y and
00:21:35 - Z certifications as we move forward with the project? So if nothing
00:21:39 - else, I think you need approval
00:21:42 - agreement from these impacted
00:21:47 - organizational units, and we need formal signature from these
00:21:51 - directly involved individuals
00:21:55 - to our project success.
00:21:58 - So our project management plan and transition plan has been presented
00:22:02 - and approved with a formal signature. We are now in act of project
00:22:07 - delivery. We need to be prepared
00:22:12 - for change.
00:22:14 - We need to maintain
00:22:19 - our project management plan.
00:22:23 - We need to ensure that we have continuous maintenance preparation,
00:22:28 - and we need to ensure that we have controlled maintenance on
00:22:32 - our PMP.
00:22:34 - Every time something significant changes in our project, and
00:22:42 - for the purpose of this discussion, when I say something significant
00:22:45 - changes, something changes that makes a fact in the PMP, a statement
00:22:53 - in the PMP no longer
00:22:59 - true. We need to prepare for continuous maintenance on our project
00:23:04 - management plan. So not every little nuance, "Johnny took three
00:23:09 - hours longer on task number 29 than originally planned." Are
00:23:14 - we talking about PMP maintenance for that? No. That's project
00:23:17 - delivery reality. But if we get a change to the project scope
00:23:23 - statement, if we have a substantial change to a project schedule,
00:23:28 - if we absolutely have a change to a published project milestone,
00:23:33 - that fact in the project management plan is no longer true, we
00:23:38 - need to move into continuous maintenance.
00:23:42 - But it also needs to be controlled maintenance. If we are presenting
00:23:46 - the PMP modified
00:23:50 - release 1.1
00:23:53 - on a weekly basis to 1.2, 1.3, every time a milestone
00:24:02 - slips by one day, for example, senior management, even our project
00:24:08 - sponsor, is going to say, "Steve, how about spending a little
00:24:12 - more time managing your project and maybe these slippages can
00:24:16 - be better managed as opposed to updating your project management
00:24:20 - plan?" We need to be prepared for identifying when
00:24:25 - the facts in our PMP are no longer true.
00:24:29 - Record, track those fact changes,
00:24:34 - maybe just a little working document on your own personal desktop,
00:24:37 - but then move into a controlled maintenance that says, "On a
00:24:41 - regular," and as I said in the introduction, I don't believe
00:24:46 - regular is scheduled, not every month, not every quarter, but
00:24:49 - on a regular basis when the continuous maintenance becomes significant.
00:24:57 - And I can't again give you any guidelines on what significant
00:25:01 - means, but when your gut says, "Hey, I've had a lot of these
00:25:06 - minor incremental changes to the project management plan. It's
00:25:09 - beginning to feel like my project management plan doesn't represent
00:25:13 - the facts anymore,"
00:25:16 - it's time for a regular controlled maintenance release, so we
00:25:21 - have the PMP 1.1 not weekly, probably not even monthly,
00:25:27 - but on a regular basis. When it no longer reflects reality, you're
00:25:33 - going to do a controlled release, you are going to do a 1.1,
00:25:37 - and you are going to re-accept.
00:25:42 - You are going to present it back to the sponsor. You are going
00:25:44 - to present it back to the sponsor's management. You are going
00:25:47 - to present it back to your boss, and you are going to re-sign
00:25:50 - it yourself. Unless the changes are very, very significant, you
00:25:55 - probably don't need to go back to procurement and HR and quality,
00:25:59 - but we need to have this controlled
00:26:02 - process to keep our project management plan factual and realistic
00:26:08 - and representative of the current reality within which our project
00:26:13 - is being delivered. We are reestablishing the baseline against
00:26:17 - which we are going to write our future status reports.
00:26:22 - This concludes our Nugget on Transition and Project Management
00:26:26 - Plan. This also concludes this series of nuggets on 2.0 Project
00:26:31 - Planning. The transition and project management plans are an
00:26:35 - ideal nugget to summarize our 2.0 Project Planning series because
00:26:40 - the transition and project management plan consolidates all of
00:26:44 - the planning activities. It talks about the scope. It talks about
00:26:48 - the schedule.
00:26:50 - It talks about the budget.
00:26:52 - It talks about the quality. It talks about the risks. It talks
00:26:56 - about the procurement. It talks about the communications. It
00:27:00 - talks about every aspect. Everything that we've done in project
00:27:05 - planning is focused into our project management plan and our
00:27:11 - transition plan. It is the formal presentation
00:27:16 - of our weeks of effort in project planning, and it presents the
00:27:20 - baseline against which we are going to manage our project, and
00:27:27 - it presents the baseline against which we are going to produce
00:27:30 - our status reports, saying we're on schedule, we're on budget,
00:27:35 - or we're ahead of schedule or we're behind budget, and we are
00:27:39 - delivering the functionality expected by the business.
00:27:44 - And lastly, we need to ensure that we have a proven process in
00:27:48 - place to keep our transition and our project management plans
00:27:53 - current and factual.
00:27:57 - And with that, Project Planning is wrapped up. We have
00:28:02 - presented this. We have our formal approval. And now, it's time
00:28:05 - to move into the next phase of our Project Plus Certification
00:28:09 - Exam and into the next phase of our project itself, which is
00:28:13 - the execution and the delivery and the monitoring and controlling
00:28:17 - the actually the doing of all of the work that we spent all of
00:28:21 - this time planning.
00:28:23 - This concludes our Nugget on the Transition and Project Management Plan.
00:28:27 - I hope this module has been informative for you, and thank
00:28:30 - you very much for viewing.

Human Resource Management

Project Governance

Project Tracking

Project Change Management

Project Risk Management

Project Quality Management

Project Delivery Management

Earned Value Management

Project Communication Management

Project Closure

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Steve Caseley

Steve Caseley

CBT Nuggets Trainer

Certifications:
PMI-PMP, PMI-ACP, PMI-SP, Project+

Area Of Expertise:
Project Management, MS Project, Development Methodologies, Agile Development


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