Appendix C Sample Project Management Checklists

Project schedule

Increased project time

❑

Budgets/funding

Increased cost

❑

Personnel issues

Loss of key team member, not enough team members assigned to project

❑

Quality

Doesn't meet standards

❑

Key stakeholder consensus

Conflicts and project delays

❑

Scope changes

Increased project time and costs

❑

Project plans

Increased project time and costs, impact on quality, poor direction and communication

❑

Project management methodology

Increased project time and costs

❑

Business risk

Poor public image

❑

Management risk

Reorganization resulting in loss of team members

❑

Vendor issues

Delivery delays

❑

Contract risks

Project delays, increased costs

❑

Legal issues

Increased costs, poor public image

❑

Political issues

Poor public image

❑

Environmental risk

Increased costs, delays to schedule, poor public image

❑

Weather or natural disasters

Schedule delays, delivery delays, increased costs

❑

Technology risks

Not available when needed

❑

Project complexity

Inexperience of project team

❑

Project manager skills

Inexperience of project manager

❑

Team skills and abilities

Inexperience of team members, lack of training

❑

Scope statement

Project charter

Project goals and objectives, assumptions and constraints, critical success factors

Scope change plan

Scope statement

Scope management plan, which outlines how changes to scope will be handled

Task identification

Scope statement

WBS, task list

Communication planning

Scope statement

Communication plan

Resource plan

Scope statement, WBS, task list

Identifies physical and human resources needed for the project

Task duration estimates

WBS, task list

Time needed to complete each task

Task dependencies

WBS, task list

Logical dependencies of tasks

Network diagram

WBS, task list, dependencies

Graphical picture of tasks in dependency order

Procurement planning

WBS, task list, network diagram

Procurement plan

Risk planning

Scope statement, WBS, task list, network diagram

Risk plan

Quality planning

Scope statement, WBS, task list, network diagram

Quality plan

Project scheduling

Scope statement, WBS, task list, network diagram

Project schedule

Budgeting

Scope statement, WBS, task list, network diagram, resource plan, project schedule

Project budget

Project team salaries

❑

Equipment and materials expense

❑

Rent or lease costs for facilities

❑

Marketing costs, including focus group and market research costs

❑

Legal costs

❑

Travel expenses

❑

Advertising costs

❑

Research costs

❑

Feasibility study costs

❑

Consulting services for subject matter expertise or as project participants

❑

Telephone, fax, and long-distance charges

❑

Office supplies (remember all those sticky notes we used!)

❑

Internet access charges or website hosting fees

❑

Software

❑

Hardware

❑

Training

❑

❑

Project charter

Project sponsor

Describes project purpose, business justification, and outcomes.

Initiation

❑

Cost benefit analysis

Project manager with input from stakeholders

Determines whether project is financially (or otherwise) beneficial to the organization. Included in the project charter and scope statement.

Planning

❑

Assumptions and constraints

Project manager with input from stakeholders

Describes project assumptions and any constraints limiting the project team. Included in the scope statement.

Planning

❑

Project scope statement

Project manager with input from stakeholders

Describes project goals, contains a comprehensive list of deliverables, and describes the specific requirements of the product or service of the project. Signed by project sponsor, project manager, and stakeholders.

Planning

❑

Critical success factors

Project manager with input from stakeholders

Describes those things that must be completed accurately in order to consider the project a success. These may include project deliverables or requirements. Can be included with the scope statement.

Planning

❑

Communications plan

Project manager

Describes the information needs of stakeholders and the project team and how the information is distributed.

Planning

❑

Work breakdown structure (WBS)

Project manager

Formatted as a deliverables-oriented hierarchy that defines the work of the project.

Planning

❑

Roles and responsibility matrix

Project manager

Ties roles and responsibilities of project team members with WBS elements.

Planning

❑

Resource plan

Project manager

Describes physical resources and human resources needed to complete the project.

Planning

❑

Procurement plan

Project manager and/or procurement department

Describes resources or services to be purchased from an outside provider.

Planning

❑

Risk management plan

Project manager with input from stakeholders, risk analysis team, and project team members

Identifies, describes, ranks, and plans for project risks. Includes risk response plans for high-ranking risks.

Planning

❑

Quality plan

Project manager and/or quality team

Describes how quality will be assured and measured.

Planning

❑

Project schedule

Project manager

Displays task dependencies, task durations, and milestones. Used to determine the critical path.

Planning

❑

Project budget

Project manager and/or finance manager

Determines targeted costs of the project.

Planning

❑

Project team kickoff meeting

Project manager

Assigns all team members to their responsibilities.

Executing

❑

Status meetings and status reports

Project manager

Describes current status of the project including project schedule updates, budget updates, task updates, and action items. Created and distributed according to the communications plan.

Executing and Controlling

❑

Change management plan

Project manager and change control board

Describes how changes to the project plan will be identified and managed.

Planning and used in Controlling

❑

Monitoring project performance and taking corrective action

Project manager

Oversees project performance. May require updates to project Planning documents.

Controlling

❑

Closing the accounting records and finalizing the contracts

Project manager and finance manager

Project manager notifies finance manager to close all project accounts so that no more charges are incurred against the project budget.

Closing

❑

Implementation checklist

Project manager

Describes issues to be discussed or information to be turned over regarding the product or service of the project to internal departments or the customer.

Closing

❑

Lessons learned document

Project manager with input from stakeholders and team members

Documents processes, plans, communications, etc. that worked well. Also documents things that did not work well so that they will not be repeated in future projects and, if practical, integrates them into the standard company project management processes or templates.

Controlling and Closing

❑

Obtaining project sign-off and sending formal notice of closure

Project manager

Assures acceptance of the product or service of the project and notifies all parties that the project is officially closed.

Closing

❑

Project feedback

Project manager, stakeholders, and team members

Provides information to improve performance on future projects. Can be included in the lessons learned document.

Closing

❑

Archiving project documents

Project manager

Archives project records for future reference.

Closing

❑

Celebrating your success

Project manager and project team

Provides a means to publicly thank team members for their hard work and recognize success. Brings closure to the project and helps team members make the transition to new assignments.

Closing

❑

Deliverables completed

❑

Deliverables accepted and approved

❑

Contracts closed out

❑

Vendors paid

❑

Customer training completed

❑

Product documentation

provided to customer

❑

Warranty information given to customer

❑

Contact information provided to customer

❑

Final product delivered