General Guidelines:

•Keep words to a minimum - more detail

(To view template instructions – Save this can be added verbally
template to project files, reopen and then •Highlight changes from the last
select View, Notes Page. Delete this note prior presentation where appropriate.
to publishing)
•Stick to recommended format where
possible.

Project Name •Delete red instruction boxes when

complete.
•More detailed instructions are in the
Speaker Notes. Click on View / Notes Page
to view. You can print the ‘Notes View’ by
selecting File/Print, then select ‘Notes
Steering Committee Meeting Page’ in the ‘Print What’ drop down.

Project Manager: Project Manager Name

Program Manager: Program Manager Name
Project Sponsor: Project Sponsor Name
 Executive Summary
Description Cost
High level business objective Est. at Completion is the Actual Cost to
Total
date Project
plus the Budget
estimated remaining cost for
the work
Actual Costscheduled.
to Date
For ‘Current Phase’ update, please
use standard PM phases (Opp Est.
Costat Variance
Completionis the ‘Project Budget’
Assessment, Initiating, Planning, minus theat ‘Estimate
Variance Completionat completion’
Executing & Controlling, Closing)
or Lifecycle Phases (e.g Software
Development Lifecycle)
Schedule Risks
Current Phase: Requirements Business
List the major risks to the project.
Project Status: Green Risk 1
Risk 2
Project End Date: mm/dd/ccyy Technology
To change status colors, highlight
Accomplishments box and select
Format/Borders. Risk 1
 Risk 2
 accomplishments so far
High level

Business Need
Project Background
Proposed Solution
 Business Benefits (Example)
• Benefit 1.
• Benefit 2.
 Project Costs
(Example) Cost
Labor $xxx,xxx

Hardware $xxx,xxx

Software $xxx,xxx

Outside Services $xxx,xxx

Total $xxx,xxx
Project ROI
 Please keep same general format.
Adjust boxes as necessary. Delete
Project Organization unneeded boxes.

IT Mgmt Sponsor Steering

Committee

Program Manager Project Manager

Business Team

Database Apps CIS TSS CSS

Warehouse Other Infrastructure Documentation

Financial Other Purchasing Data Mgmt

 Double click the Visio Gantt chart to
make changes. Please try to keep
Project Schedule & Approach standard phases. List special milestones
or variations as appropriate per project.
0 0
1 3
2001
ID Task Name Status Start Date 0/ End Date 0/Duration
20 40 Qtr 1 Qtr 2 Qtr 3 Qtr 4
R 4
Y 0/1 0/2
Concept
1 e 5
e 21/ 43/
d d5
l 0/52 /2
0
Requirements
2 G 3
l 51/0 3/0
6
r d5
o 0/52 0/2
Design
3 e 3
w 60/1 /01
82
e d4
0/12 20
1/9
Development
4 n 4
60/1 03/1
d6
1/20 1/02
Testing
5 5
01/ 13/0
d9
/1520 /02
Documentation
6 & Training 8
31/0 1/0
1d
10/2 50/2
Post7Deployment 2
/10 /3201
d5
20/6 20/
Deployment
8 6
01/ 03/1
d4
0/12 0/12
Task9 9 4
10/ 130/
d4
/120 /120
Task10 10 4
0/1 0/2
d4
1 120 120
Task1 11 4
/01 /01
d
20 20
01 01

Example - Other phases may be used depending on project 0

1
0
1
 Communications Management Plan
(Example)
Progress Updates
SVP Update: 1:1 Monthly

Exec. Staff Mtgs Monthly

Extended Staff Mtgs Every 6 weeks

Sr. Mgmt Staff Mtgs As Needed

All-Hands Qtrly Qtrly Qtrly

Learning
All Formal training for roll-outs

All Mentoring as needed

Information Sharing
Open House Sessions Qtrly Qtrly Qtrly

“Hot Sheets” Bi-Mthly Bi-Mthly Bi-Mthly Bi-Mthly Bi-Mthly

E-mails As Needed

Website Update As Needed

Posters As Needed

Aug. Sept. Oct. Nov. Dec. Jan. ‘02 Feb. March April May June
 Key Risks and Issues (Example)
Risk Mitigation

Too much change to Change readiness assessment

department at one time and structured
communication plan
 Confusion due to Structured communication
multiple initiatives plan across program
Competition for Centralized management,
resources with other dedicated resources, realistic
projects timeframes
Other (Example)

Cost to Utilize Consultant for Project Management

4 consultants, 6 months => $XXX,000

Benefit

Project will be done in 6 months instead of 12 months

 Steering Committee Members (Example)
• Name
• Name
• Name
• Name
• Name
• Name
• Name
 Expectations of Steering Committee (Example)
• Participate in all Steering Committee meetings
• Take ownership of issues and resolve by assigned date
• Commit resources in department as needed
• Commit 2 - 4 hour per month
• Assign one owner department to handle all changes
Key Decisions to Be Made (Example)

Decision Owner Due Date Impact

Third party Joe Smith October, 2001 Overall project
package or custom schedule will be
implementation impacted if not
decided by end of
October
# of Sales Jane Smith December 12, Overall project
personnel that will 2001 schedule will be
need to be trained impacted if not
finalized by 12/12
# of PC upgrades Joe Smith October, 2001 Overall budget
needed to support will be impacted if
software number exceeds 20
PCs
 Next Steps (Example)
• Revise budget based on decisions
• Finalize make vs. buy decision
• Create detailed change enablement plan