Project Manager Checklist
This checklist shows the phases of a project and the steps to complete each phase. Supporting documents are included in the Input/Template column as links. Embedded Project Managers are encouraged to use as much of this as is reasonable for the project, with the Charter (1), Production Acceptance (10&15), and SSP (11&16) strongly recommended.
| Project Phase | Item | Deliverable | Input / Template | PMO Project Managers |
Embedded Project Managers |
|---|---|---|---|---|---|
| Initiation | 1 | Charter | Charter Template | Email completed Charter to the PMO | Embedded Project Charters must be approved by functional manager |
| 2 | Preliminary Budget | Standard Staffing Rates Data Center Rates |
This is a high-level, best-guess budget to give a sense for the size of a project. The Preliminary Budget includes both one-time costs and ongoing costs. | ||
| 3 | PMT Approval | Submit a Charter | Portfolio Management Team will review and recommend action on all Charters. If the Charter is approved, a Project Manager will be assigned and will begin the Planning Phase. | Embedded Projects do not go through the PMT. | |
| Planning | 4 | Project Kickoff Meeting | Project Kickoff Agenda | Kick-off meeting should include all project team members, including the Sponsor. The IT Services templates may be useful for your Kickoff meeting and other presentations. | Kick-off meeting may be more of an informal meeting of team members. Roles, responsibilities and expectations should be clarified. |
| Weekly Team Agenda | Most projects hold weekly team meetings to discuss the projects and ensure progress is being made. This agenda is a useful way to capture and report on project and task status. | ||||
| 5 | Naming of product/service (if applicable) | Schedule and conduct brainstorming discussion on Weekly Team Agenda, then send an email to the “naming team” requesting counsel. | Following initial project team brainstorming on names, the Project Manager and Product Manager consult with naming team (Campus Readiness and DDD Leaders). | Following initial project team brainstorming on names, the Project Manager and Product Manager consult with naming team (Campus Readiness and DDD Leaders). | |
| 6 | Status Reporting | Weekly Status Report Archive \\Fors-fs1.stanford.edu\pmo |
PMO Project Managers should update the Weekly Status Report by 5pm Friday afternoon. | ||
| 7 | Scope Statement | Requirements Document | Scope Statement provides significantly more information regarding the project than the Charter. It starts with the Requirements Document, which details the customer requirements in a non-technical way. It is a detailed, high-level view of what the end goal is, how the customer will interact with the new product/service, the acceptable levels of performance, and so on. | Scope statement is also recommended for embedded projects, as it forms the foundation from which the project is run. The templates to the left are useful guidelines, although they may be needed to be simplified for embedded projects. | |
| Functional Specification | Function Specification is written by technical staff after approval of the Requirements Document. The Function Specification is the detailed design of the underlying technologies, and is used by programmers/designers to code/build the project. | ||||
| Work Breakdown Structure (WBS) | WBS is one of the most important tools for a project manager. Based off the Requirements Document, the WBS details
work packages that are tasks to be owned and managed by team members. It is critical that the project team collectively create the WBS so
that all aspects of the work are included and team members feel ownership for the work. WBS may be graphic or textual. An example of both variations are included in the template. |
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| Project Constraints | Attached are a list of Typical Project Constraints | ||||
| Project Assumptions | Attached are a list of Typical Project Assumptions | ||||
| Project Timeline Summary &
Milestones Sample Schedule: Excel[PDF] Sample Schedule: MS Project Gantt[PDF] Sample Schedule: MS Project Calendar[PDF] |
The Project Timeline should be developed by the Project Team after the Requirements Document and WBS are completed. Team members should collectively develop and agree to
Milestone dates and Project Plan. The Project Timeline Summary & Milestone document presents a high-level view which is useful for Sponsors and the PMT. Several sample schedules are provided – project managers typically use either MS Excel or MS Project for their Project Timelines, depending on the complexity of the projects and the Project Manager’s comfort with either MS Excel or MS Project. |
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| Communications Plan | Communications Plan has two functions: 1) To clearly convey how information is going to be conveyed internally to project, to project sponsors, to clients, and to other stake-holders 2) To clearly convey how information is going to be conveyed to external stake-holders, including clients, potential clients, and the University community in general. Depending on the project, Communications Plan may include elements of promotion, training, and change management. |
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| Risk Management Plan | Attached are a list of Typical Sources of Project Risk | ||||
| 8 | Project Management | Scope Management | Follow guidelines for Charter Change Approval
to Scope, Time or Budget. Charter Change Request Form Example Charter Change Request |
Templates that help Manage and Control the project can be completed here | |
| Time Management | |||||
| Budget Management | |||||
| Risk Management | |||||
| Staffing Management | |||||
| QA and Testing | Usability Test - Moderator Script Template Software Test Plan |
9 | PMT Final Approval | Document Storage and Archive guidelines | All official project documents, and others, should be stored on the PMT Website on Docushare. Once Scope Statement, timeline, resources and budget are refined, the project should go through final approval by the PMT. |
Not required for Embedded Projects |
| Request a PMT agenda item | |||||
| 10 | Production Acceptance Early Review | Production Acceptance web page Production Acceptance Checklist | Meeting must include Project Manager plus Product Manager who will be managing the product/service in production | Meeting must include Project Manager plus Product Manager who will be managing the product/service in production | |
| 11 | SSP Early Review | Support Strategies Planning (SSP) | Meeting must include Project Manager plus Product Manager who will be managing the product/service in production | Meeting must include Project Manager plus Product Manager who will be managing the product/service in production | |
| 12 | Rates Determination | ||||
| 13 | Project web page | Send an email request to DDD | |||
| 14 | Product/Service web page | Send an email request to DDD | |||
| Execution | 15 | Production Acceptance Signoff | Production Acceptance web page Production Acceptance Checklist |
Must include Product Manager & Operations Owner who will be managing the product/service in production | Must include Product Manager & Operations Owner who will be managing the product/service in production |
| 16 | Support Strategies Planning (SSP) Signoff | Support Strategies Planning (SSP) | Should be presented with the Product Manager – Product Manager may be responsible for ongoing actions coming out of SSP | Should be presented with the Product Manager – Product Manager may be responsible for ongoing actions coming out of SSP | |
| 17 | IT Services Pre-Release |
Any new product or service should first be deployed to IT Services before being rolled-out to campus | Any new product or service should first be deployed to IT Services before being rolled-out to campus | ||
| 18 | Product / Service Announcement | Clear through Campus Readiness | Clear through Campus Readiness | ||
| 19 | Transition to Production | Product Support Documentation | Documents that can be used internally or externally for support | ||
| Ops Owner & Prod Mgr Training | Communications Plan | Communications Plan | |||
| Add to Inventory Database | Contact the appropriate account manager to complete this step | Contact the appropriate account manager to complete this step | |||
| Add to Services List | Contact Marketing to complete this step | Contact Marketing to complete this step | |||
| Add to Change Management System | New Hardware should be added to Change Management System | New Hardware should be added to Change Management System | |||
| 20 | Track Issues | Issues Log Closed Issues |
Track points and/or matters in question or in dispute | ||
| Closing | 21 | Post Project Summary | Post Project Summary Report | The Post Project Summary Report should be completed by the Project Manager. This document is a key component of the Project Team Closing Meeting and should reviewed and accepted by the Project Team at that time. | |
| 22 | Project Team Closing Meeting | Closing Meeting Agenda | Presentation Templates | Template that may be helpful in facilitating your closing meeting. | |
| 23 | Stakeholder Signoff | Project Acceptance Form | The Stakeholder Signoff document should be presented after the Project Team has accepted the Post Project Summary Report and completed the Project Team Closing meeting. | ||
| 24 | Archive Project Documents |
|
At the end of each project, final documents should be archived in the internal PMO space | Embedded Project Managers should follow their individual department's documentation policy | |
| 25 | Contract Closure |
Last modified Monday, 15-Sep-2008 03:21:43 PM
