Facility logo here
Project Management Plan
for Implementation
Name of facility
Document Revision Control
Document Author(s)
Creation Date
Revision History
Revised by Date Revision Control Revision Reason
Contents
Introduction 2
Purpose of a project management plan for implementation 2
Project implementation 2
Aims and objectives 3
Aim 3
Project objective(s) 3
Scoping the project 4
Governance, roles and responsibilities 6
Project team and steering committee 6
Roles and responsibilities 6
Project deliverables, scheduling and milestones 7
Deliverables 7
Milestones and timeline 7
Budget 8
Document approvals 9
Developed by the Agency for Clinical Innovation 1
Introduction
Purpose of a project management plan for implementation
A Project Management Plan is essential to any project especially during the implementation phase.
Even though it is completed at the commencement of the implementation it should be a living
document that evolves as the implementation progresses.
The purpose of the document is to:
1. Provide clarity on what is to be achieved by the project (aim, objectives and scope)
2. Detail who will be involved and their roles (governance, roles and responsibilities)
3. Define key project deliverables (deliverables, milestones and budget)
This plan is an agreement between the Project Lead, Sponsor, Project Team and other business unit
managers associated with and/or affected by the project. This enables it to be used as a reference for
any decision that is made on the project and for clarification of unclear areas.
Project implementation
The implementation process can be organised into three equally important implementation phases.
This document assists with providing a foundation to undertake these phases.
Plan: includes all aspects of project management that relate to implementation.
Assess: to inform implementation of the new model.
Operationalise: changing current practice to meet the defined model.
PLAN
Identify an area of need, build a case for change and obtain sponsorship
to proceed with the program of work
ASSESS
Identify local issues and gaps, analyse issues, develop and prioritise
solutions
OPERATIONALISE
Make a plan to put the solutions into practice to align with the Model.
Supporting the changes through ongoing monitoring of change in
practice, evaluation and communication.
Developed by the Agency for Clinical Innovation 2
Aims and objectives
Aim
This is statement of why the project is being undertaken. It is broad, high level and explains what you
want to achieve out of the project. It should be between 1-2 sentences in length and align with the
strategic direction of the organisation.
Project objective(s)
The project objectives are how your project will be measured. State 4-5 objective(s) which will stem
from implementation of the project.
Project objective(s) should be SMART:
Specific: Identify the specific result to be realised, i.e. the problem, who it is to be achieved
with and where
Measurable: Define a method to monitor and measure progress in meeting the objective
Attainable: Ensure the objective is achievable within timeframe and resources (i.e. Realistic)
Relevant: Ensure the objective is the right one to achieve your goal
Timely: Be certain to establish the time frame in which the objective is expected to be met.
Case for Change
These are statements about why a project is required. What are the 5 most important facts people
involved in the implementation need to be aware of to change?
It is important to ensure that these 3 focuses are considered:
1. Health outcomes
2. Consumer and staff experience
3. System efficiency
Developed by the Agency for Clinical Innovation 3
Scoping the project
A clear and concise definition of scope is the key to the success of your project. Its purpose is to aid in
establishing realistic work plans, budgets, schedules, and expectations. The scope will be determined
by the objectives.
A well-defined scope will prevent the occurrence of “scope creep” and never-ending projects. Should
identified work arise that falls outside the defined scope, the Project Lead in conjunction with the
Sponsor must either deem the work out of scope and defer it, or expand the scope of the project to
include the work. The latter choice would result in formal changes to the work plan, resource allocation,
budget and/or schedule and must be endorsed by the sponsor.
This preliminary scope statement is exactly that: preliminary. All of this information will be expanded
upon in greater detail as the project moves forward and evolves. You can use the breakdown in the
following table to identify a comprehensive scope. State specifically what will be included in your
project implementation and what will not be included.
In Out
Patient
Process
Organisation
Technology
Facility
Other
Each project occurs in a specific environment impacting on its activities and outcomes. State here
assumptions, constraints and external dependencies that will / may impact on the project.
Describe any assumptions made about the project in relation to resources, scope,
expectations, schedules, etc. Assumptions should be specific and measurable.
Assumptions These assumptions are what the Project Lead / team expects to have or be made
available without anyone specifically stating so (resources, access to staff and
information, etc.).
Describe the principal constraints and limitations under which the project must be
conducted. Constraints will relate to the project environment or parameters
Constraints (timeframes and deadlines, funding, knowledge/skill level of the project team,
resource availability, etc.).
Dependencies are defined as actions, deliverables or pre-conditions that are
outside the immediate scope of the project or the Project Lead’s span of control
External and that impact / determine the project’s successful completion. They are not to
dependencies
be confused with the normal activities and logical relationships that exist between
different project activities.
Developed by the Agency for Clinical Innovation 4
Developed by the Agency for Clinical Innovation 5
Governance, roles and responsibilities
Project team and steering committee
Name Position
Project Sponsor
The person in the organisation that is required to provide an active leadership role
Project Lead
The person responsible for daily management of the project
Clinical Lead
A person with clinical expertise within the required area, who believes in the project
Steering Committee (may/may not be required)
A group that provides high level advice on the project
Project Team
A group that have a key interest in the project or hold a position of influence
Redesign Lead
There is a redesign lead position in each LHD/SHN with specific expertise in the areas
of project management and implementation
Process Owners
The people that hold influence over each process in the change
Others
The people involved with the project on a regular basis
Roles and responsibilities
Identify the Governance roles that will be required for the successful completion of the project and
briefly state their key responsibilities. Having identified the people in the above table, have them initial
the final column of the below table, demonstrating their agreement.
Roles Governance Responsibilities Project Responsibilities Initials
Project Sponsor
Project Lead
Clinical Lead
Steering
Committee
Project Team
Redesign Leader
Process Owners
Others (specify)
Developed by the Agency for Clinical Innovation 6
Please use the non-exhaustive list of responsibilities provided below to guide you in populating the
table – please delete the list after completing the table.
Vision and leadership Project schedule, resources and
organisation
Set top-down objectives and vision for
the project Authorise resources and allow
Keep the project aligned with the modifications
organisation's strategy Validate decisions, including scope
Review & approve recommendations modification
and make decisions Ensure schedule is respected
Provide project leadership Monitor budget
Sign off deliverables / milestones Report project outcomes
Monitor project performance
Risks and compliance
Manage scope
Responsible for project compliance with Plan and execute the project
organisation’s policies and procedures Participate directly on working parties
Resolve project risks and issues as needed
escalated Provide coaching and guidance with
Manage complaints project methodology
Remove Project Barriers Execute / follow methodology,
Escalate risks / issues not being deliverables, change strategy
managed implementation plans, etc.
Identify and escalate risks Accountable for tasks allocated
Advise on ethic / privacy and other Organise procurement (if applicable)
requirements according to their Provide access to data / patients
expertise records
Provide specialised information e.g.
clinical services and ‘best practice’ Other implementation responsibilities
Determine implementation approaches
Stakeholders Management and
Responsible for the implementation
Communication
Implement project solutions
Manage communications to Ensure quality objectives are achieved
stakeholders + feedback Accountable for the Implementation
Organise working parties (as required) Responsible for the implementation
Determine appropriate stakeholders Facilitate change on a local level
involvement
Manage stakeholders
Express, model and reinforce the
change to direct reports
Assign project roles and responsibilities
Act as reinforcing sponsor for change
implementation
<<INSERT GOVERNANCE CHART>>
Developed by the Agency for Clinical Innovation 7
Project deliverables, scheduling and
milestones
Deliverables
Tangible products generated as part of the project are deliverables. Include in this section a list of the
deliverables and their contents (if appropriate) to be produced during the project. Some deliverables
may be known at the beginning of the project however others will only become apparent during the
operationalise phase of implementation. This table can be updated with specific deliverables agreed
upon by the Project Lead and Project Sponsor.
Deliverable Description Estimated Date
Project deliverables
Scoping document outlining shared understanding of
Project Management Plan
project.
A document detailing how the project will be
Evaluation Plan
evaluated throughout the life of the project.
Milestones and timeline
Whereas a deliverable identifies a tangible product developed during a project, a milestone is a point
in the project that represents a time where a group of tasks or activities have been undertaken to
reach this point. This can be represented in a timeline or on a Gantt chart (this can be completed in
programs like MS Project, Visio or Excel). An excel version is available from the ACI Implementation
Team.
Developed by the Agency for Clinical Innovation 7
Budget
Include all resources and costs related to the project. These can be:
workforce and resources
administrative time, meetings and project management task time
travel and accommodation
IT, infrastructure, equipment and other material needed
printing and overhead costs
training
catering, room booking, etc.
Description Labour / Materials
Quantity Unit Cost Total
0
0
0
0
Total 0
Developed by the Agency for Clinical Innovation 8
Document approvals
This signature page is to indicate approval for the Project Management Plan. It signifies that all parties
have reviewed the Plan and agree with its contents.
Version approved: ____________
Project Lead (Name / Position / Signature) Date
Project Team Members (Name / Position / Signature) Date
Project Sponsor (Name / Position / Signature) Date
Other Groups Date
Developed by the Agency for Clinical Innovation 9
