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Project Management Toolkit
Essential Resources for Beginners

Dr Ryan Thomas Williams

Preface
The Project Management Tool Kit: Essential Resources for Beginners is a reference for
managing individual projects and outlines ideas associated with project management. In
addition, it defines the project management life cycle and its associated procedures, in
addition to the project life cycle.

The book includes the internationally acknowledged standard and guidance for project
management professionals. A standard is a formal document that outlines established
standards, procedures, and practises. As with other professions, the information included in
this standard has emerged from the well-established best practices of project management
practitioners who contributed to its creation.

The purpose of this book is to assist newcomers to project management with templates and
other relevant tools. This work has been made available as a free ebook.

Acknowledgements
The book was made possible by several outstanding internet resources currently accessible. I
have found the Project Management Institute and Google's Project Management Professional
Certificate to be very helpful. In addition, I would like to note that readings from Paul Roberts'
Guide to Project Management and Hughes and Cotterell's Software Project Management
editions are extremely beneficial in understanding the concepts and methods of project
management and how they relate to business. The readings give an abundance of examples
that might act as a guidebook for beginner project managers and graduate students.
Preface 1
Acknowledgements 1
Introduction 1
Initiation 2
Business Case 5
Project Charter 6
Stakeholder Analysis 9
RACI Chart 17
Planning 19
Cause and Effect Analysis 21
Budget Management 24
Project Plan 29
Communication Plan 31
Risk Management 34
Scope Management 41
Work Breakdown Structure 43
Executing 46
Change Requests 48
Data Collection 51
Meeting Checklist 53
Status Reports 62
Test Cases 65
Close 67
Project Closeout Report 69
Project Close Checklist 74
Lessons Learned 83
Agile 87
Sprint Backlog 88
Product Backlog 93
Recommended Organisations and Guides 96
Project Management Institute 97
Project Management Professional (PMP)® 97
Google Project Management 99
Association of Project Management 100
Prince2 101
References 102
About the Author 103
Introduction
A project is a temporary endeavour intended to produce a distinct product, service, or
outcome. The transient character of initiatives implies that they have a beginning and an end.
When the project's goals are completed, when the project is terminated because its objectives
will not or cannot be realised, or when the project is no longer required, the project has
reached its conclusion.

The client (customer, sponsor, or champion) may also choose to discontinue a project.
Temporary does not always indicate a short project duration. It relates to the commitment
and duration of the project. Typically, temporary does not apply to the project's final product,
service, or result; the majority of initiatives are conducted to produce enduring outcomes. For
instance, the outcome of a project to construct a national monument is supposed to endure
for centuries. Additionally, projects may have long-lasting social, economic, and
environmental consequences.

This book provides a standard language for utilising and implementing project management
principles throughout the project management profession.

Whether you are a professional project manager or not, beginning a new project may be
intimidating. Therefore, it may be advantageous to use a pre-built template to swiftly launch
your project. Assessing the nature, size, and complexity of your project and searching for a
template that will maximise your project's transparency, efficiency, cooperation, and speed
are essential steps in locating the ideal project management template.

But with so many template possibilities available, how can you choose which one would serve
you best? The following is a collection of project management templates that I have found
useful in my career in software and project management. I hope that this book will save you
time and effort. These deliverables can instantly boost your productivity and help you get
"unstuck." Use them to confidently meet the project challenges that come your way.
Initiation
The project initiation stage is a critical step in launching a successful project, as it sets the
foundation for stakeholder engagement, resource allocation, and project planning. This stage
involves identifying project objectives, inviting relevant stakeholders, and gathering initial
information to develop a project proposal or charter. The phrase "project initiation" is derived
from the Project Management Institute's five-phase model (PMI). This model is described in
PMI's Guide to the Project Management Body of Knowledge, or PMBOK® Guide. The model
classifies the stages of a project's lifespan as Initiation, Planning, Execution, and Closure. The
project initiation stage is vital for several reasons:

● Establishing a clear project vision: The initiation stage allows project managers
and stakeholders to define the project's objectives, scope, and expected
outcomes. This clarity is essential for guiding subsequent project planning and
execution (PMI, 2017).
● Identifying and engaging stakeholders: Involving relevant stakeholders from the
outset ensures their perspectives are considered in project planning, promoting
buy-in and support throughout the project lifecycle.
● Securing resources: The initiation stage provides an opportunity to identify the
required resources, including personnel, equipment, and funding, and to secure
commitments from project sponsors and other stakeholders.
● Reducing project risks: By identifying potential risks, constraints, and
assumptions early in the project lifecycle, project managers can develop
strategies to mitigate these risks and increase the likelihood of project success.

There are several key processes involved in the project initiation stage:

● Project idea generation: Project ideas may emerge from various sources, such
as organisational goals, market opportunities, customer requests, or regulatory
requirements. The project idea should be assessed for feasibility, alignment
with organisational strategy, and potential benefits.
● Needs assessment: A needs assessment involves evaluating the current
situation, identifying gaps or problems, and defining the desired future state.
This analysis helps to clarify the project objectives and provides a rationale for
undertaking the project.
● Stakeholder identification and analysis: Project managers should identify key
stakeholders, including project sponsors, team members, customers, and other
parties affected by the project. A stakeholder analysis can be conducted to
 assess each stakeholder's interest, influence, and expectations, informing
stakeholder engagement strategies.
● Preliminary scope definition: The project scope outlines the project's
boundaries, deliverables, and requirements. A preliminary scope definition
helps to clarify the project's objectives and provides a basis for more detailed
scope planning in later stages (PMI, 2017).
● Development of a project proposal or charter: A project proposal or charter is a
formal document that outlines the project's objectives, scope, stakeholders,
resources, and constraints, as well as the project manager's authority and
responsibilities. This document serves as a reference for project planning and
decision-making and is used to secure approval and funding from project
sponsors.

To maximise the effectiveness of the project initiation stage, several best practices can be
employed:

● Develop a clear project vision: Project managers should work with stakeholders
to develop a shared understanding of the project's objectives and desired
outcomes. This vision should be documented and communicated to all project
participants to ensure alignment and focus throughout the project lifecycle
(PMI, 2017).
● Engage stakeholders early and often: Early and ongoing stakeholder
engagement is critical to project success. Project managers should involve
stakeholders in the initiation stage and maintain regular communication to
address concerns, manage expectations, and foster collaboration.
● Conduct a thorough needs assessment: A comprehensive needs assessment
helps to ensure that the project addresses relevant issues and delivers value to
the organisation and its stakeholders. Project managers should consider
various perspectives, gather data from multiple sources, and validate findings
with stakeholders to develop a robust understanding of the problem and
potential solutions.
● Utilise a structured approach to stakeholder identification and analysis:
Employing a systematic method for identifying and analysing stakeholders, such
as stakeholder mapping or power-interest grids, can help project managers
develop targeted engagement strategies and anticipate potential conflicts or
challenges.
● Establish a strong project governance structure: A well-defined governance
structure, including clear roles, responsibilities, and decision-making processes,
 can help ensure effective oversight, accountability, and coordination
throughout the project lifecycle (PMI, 2017).
● Develop a comprehensive project proposal or charter: A thorough project
proposal or charter should include detailed information on project objectives,
scope, stakeholders, resources, and constraints, as well as the project
manager's authority and responsibilities. This document should be reviewed
and approved by relevant stakeholders, such as project sponsors or steering
committees, to secure buy-in and support.

The project initiation stage is a critical step in launching a successful project, as it lays the
groundwork for stakeholder engagement, resource allocation, and project planning. By
following best practices and employing a structured approach to the initiation process, project
managers can increase the likelihood of project success and deliver value to their
organisations and stakeholders. Whether you utilise a project charter or a business case, this
is your opportunity to illustrate how your project will bring value to the business and why you
require certain resources such as a budget, equipment, or team members. Here is a general
outline of what these two documents normally contain:
Business Case
A business case is used to justify the initiation of a project. The business case demonstrates
how the utilisation of financial and other resources supports a business requirement. The
structure of a business case will remain same from project to project, notwithstanding its
adaptability to the proposal's scale and risk. It must be thorough and address commercial
problems of the project, rather than technical difficulties.

The business case should ideally be simple to comprehend, transparent, logical, and relevant.
The essential features must be tracked, quantified, and justified. Additionally, there must be
accountability and commitment for the delivery and associated expenditures.

The following components should comprise a business case's structure:

● Preface

● Table of contents

● Executive briefing, which includes what the project is, what the results of that project
will be and why it should be undertaken

● An introduction explaining the business drivers, scope of the project and financials

● Analysis with assumptions, what the costs and benefits will be, including risk

● Conclusion noting what the next steps will be

● Appendices
Project Charter
A project charter is a formal, often brief document that explains your project in its entirety,
including its objectives, method of execution, and stakeholders. It is essential to project
planning since it is utilised throughout the project lifetime.

Before projects can be carried out, they must be approved. A project charter is a document
for project planning that promotes the project to stakeholders and sponsors. If you can
demonstrate its feasibility and return on investment, the work will be permitted to proceed.

However, a good project charter has several components. If you are new to project
management, a project charter template will help you ensure that you cover all of the
essentials. As an example of what should be included in a project charter, we have provided a
free project template charter.

A project charter is a declaration of the project's scope, objectives, and participants. It begins
the process of establishing members' roles and duties and specifies the project's objectives
and goals. Additionally, the charter highlights the key stakeholders and establishes the project
manager's power at the commencement of the project plan.
Project Name:

DATE

Document Status: Draft | In Review | Approved

Introduction:

Goals of Project

Deliverables

Business Case / Background

Benefits, Costs, and Budget

Scope and Exclusion

In Scope:

Out of Scope:

Project Team

Project Sponsor:

Project Lead:

Project Team:

Additional Stakeholders:

Measuring Success
Stakeholder Analysis
Typically, stakeholder analysis refers to a variety of methodologies or instruments used to
identify and comprehend the requirements and expectations of important interests inside
and outside the project environment. Understanding the characteristics, interrelationships,
and interactions of project proponents and opponents facilitates strategic project planning.
Herein lies a significant percentage of our project's risk and feasibility, as well as the support
we must eventually secure and maintain.

Stakeholder analysis is essential in project management for several reasons:

● Identifying relevant stakeholders: Stakeholders can have a significant impact on the

success or failure of a project. It is crucial to identify all relevant stakeholders, including
those who may not be directly involved in the project but have the potential to
influence its outcomes.
● Assessing stakeholder interests and influence: Understanding stakeholder interests
and influence helps project managers to anticipate potential conflicts or challenges,
prioritise stakeholder needs, and develop targeted strategies for stakeholder
engagement.
● Enhancing stakeholder buy-in and support: By considering stakeholder perspectives
and addressing their concerns, project managers can foster stakeholder buy-in and
support, ultimately improving project outcomes and increasing the likelihood of project
success (PMI, 2017).
● Facilitating effective communication and collaboration: Stakeholder analysis helps
project managers develop tailored communication plans and strategies for fostering
collaboration among stakeholders, promoting effective teamwork and coordination
throughout the project lifecycle.

There are several key steps involved in conducting a stakeholder analysis:

● Stakeholder identification: The first step in stakeholder analysis is identifying all

relevant stakeholders, including project sponsors, team members, customers,
suppliers, regulatory bodies, and other parties affected by the project. This step
may involve reviewing project documentation, consulting with experts, or
conducting interviews with key personnel.
● Stakeholder categorization: Once stakeholders are identified, they can be
categorised based on various criteria, such as their role in the project, their level
of interest, or their influence on the project outcomes. Categorising
stakeholders can help project managers prioritise their engagement efforts and
allocate resources effectively.
 ● Assessment of stakeholder interests and influence: Project managers should
assess each stakeholder's interests, motivations, and potential impact on the
project. This assessment can be conducted through interviews, surveys, or
other data collection methods and may involve the use of analytical tools, such
as power-interest grids or stakeholder maps.
● Development of stakeholder engagement strategies: Based on the stakeholder
analysis, project managers can develop targeted strategies for engaging
stakeholders, addressing their concerns, and fostering collaboration. These
strategies may include tailored communication plans, stakeholder workshops,
or other engagement activities (PMI, 2017).

To maximise the effectiveness of stakeholder analysis in projects, several best practices can
be employed:

● Utilise a systematic approach: Employing a structured method for identifying,

categorising, and assessing stakeholders can help project managers develop a
comprehensive understanding of stakeholder interests and influence.
● Involve stakeholders in the analysis process: Engaging stakeholders in the
analysis process can help ensure the accuracy of the assessment, promote
stakeholder buy-in, and foster a collaborative project environment.
● Monitor stakeholder dynamics throughout the project lifecycle: Stakeholder
interests and influence can change over time, so it is important for project
managers to continually monitor stakeholder dynamics and adjust their
engagement strategies accordingly (PMI, 2017).
● Document and communicate stakeholder analysis findings: Documenting the
results of the stakeholder analysis, including stakeholder categories, interests,
and influence, can help project managers track stakeholder dynamics and
provide a basis for decision-making throughout the project lifecycle.
Communicating these findings to the project team and other relevant
stakeholders can help ensure alignment and promote effective collaboration.
● Integrate stakeholder analysis into project planning and execution: Stakeholder
analysis should be integrated into the overall project planning and execution
process, informing the development of project objectives, scope, risk
management plans, communication plans, and other project deliverables. This
integration can help ensure that stakeholder perspectives are considered
throughout the project lifecycle, ultimately improving project outcomes.

Stakeholder analysis is a crucial aspect of project management, as it enables project

managers to identify and understand the various stakeholders involved in a project, assess
their interests and influence, and develop effective strategies for stakeholder engagement. By
following best practices and employing a systematic approach to stakeholder analysis, project
managers can improve stakeholder buy-in and support, facilitate effective communication
and collaboration, and ultimately enhance the likelihood of project success.
Example

Stakeholder Role (Related Resources (knowledge, What’s at Stake/Potential Engagement Power or Interest
to project) people, tools) Resistance Influence (H/M/L)
(H/M/L)

Director of Project Makes high-level Wants the project to Communicate regularly, H M

Product sponsor decisions; serves as team succeed. No resistance. but not daily. Ask
resource questions and give
updates.

Landscaper/ Project team Knowledge of industry Invested in the project as Communicate daily as H H
Designer member and customer histories; a team member. Possible project team member
strong relationships with resistance if the Website
company employees Designer role is affected.

Existing Customer Can give feedback on the Some highly interested, Communicate as needed M M
Clients and customer experience others less so. Resistance to inform and get
Employees only if new products feedback.
affect the main product
line.

Investors Secondary Financial support Little impact at present. Not directly involved. L L
stakeholder Project could affect their Keep updated on
investment if it affects progress and
company performance. performance.
Receptionist Company Answers questions about Some impact to their role. Not directly involved, L M
employee the service after launch No resistance. but needs to be familiar
with the product
Templates

Stakeholder Role (Related Resources (knowledge, What’s at Stake/Potential Engagement Power or Interest
to project) people, tools) Resistance Influence (H/M/L)
(H/M/L)
RACI Chart
A RACI chart, or responsibility assignment matrix, is a tool used in project management to
depict the roles and responsibilities of each team member for specific tasks. By providing
more detailed information than basic job assignments, RACI helps to minimise
misunderstandings. The acronym "RACI" stands for Responsible, Accountable, Consulted, and
Informed. Each letter represents a level of task responsibility in the project.

The person who is Responsible is responsible for delegating the task and ensuring that it is
completed to the required standard. They are the final person to review the task or
deliverable before it is considered complete. The Accountable party may also be the
Responsible party for some tasks. It is important to allocate only one individual to be
Accountable for each task or deliverable. (Note that this person may not always be the project
manager.)

Those who are Consulted are team members who provide feedback based on how a
deliverable will impact their future work or their area of expertise. Collaborating with many
team members improves each delivery. Finally, those who are Informed only need to be kept
up-to-date on the progress of the project and are not involved in the specifics of each release.
R - Responsible Completes the deliverable or task.

A - Accountable Makes final decisions and signs off on task completion. Only 1 per task.

C – Consulted An advisor, stakeholder, or subject matter expert who offers guidance before
an action is taken.

I – Informed Kept up to date on decisions made.

Project Title Roles Person A Person B Person C Person D Person E Person F

1. Deliverable/Task

2. Deliverable/Task

3. Deliverable/Task

4. Deliverable/Task
Planning
Integrated planning is the application of management processes that bring together the
planning of benefits, success criteria, scope, quality, time, resources, cost, risk,
communications etc to create the project management plan.

Work on a project may be separated into stages that must be completed to reach the project's
objective. The division of a project into phases and intermediate deliverables is beneficial for
planning because it gives a structure for budgeting, scheduling, allocating resources, and
assigning team members and specialists accordingly, as well as a method for organising
project milestones and reviews.

Using a linear life cycle approach, integrated planning assumes that all work can be identified,
estimated, planned, risked, resourced, and cost in order to produce a baseline from which
deployment can be managed and controlled. A baseline plan is still necessary when
employing an iterative life cycle method, but the assumptions behind the plan are different,
with flexibility and agility incorporated into the thinking.

Project planning is the initial phase of a project's life cycle that sets the stage for the project's
success. This phase involves defining the project's objectives, developing a project plan, and
establishing a framework for executing the plan. The project planning stage is essential in
ensuring that the project's goals are met, the project's scope is defined, and the resources are
allocated efficiently.

The first step in project planning is defining the project's objectives. This involves identifying
the project's purpose and what the project intends to achieve. The objectives must be specific,
measurable, achievable, relevant, and time-bound (SMART) to ensure that they are attainable
and aligned with the organisation's overall strategy.

Once the objectives are established, the project manager can begin developing the project
plan. The project plan is a comprehensive document that outlines the project's scope,
timeline, budget, and resources. It should also include a risk management plan that identifies
potential risks and mitigation strategies to minimise their impact on the project.

The project plan serves as a roadmap for the project team, providing direction and guidance
throughout the project's life cycle. The project manager should review the plan regularly to
ensure that the project is on track and make adjustments as necessary.

Another critical aspect of project planning is resource allocation. The project manager must
identify the resources required to complete the project, including personnel, equipment, and
materials. The project manager should work with stakeholders to allocate resources
effectively and efficiently, taking into account the project's budget and timeline.

Effective communication is also essential during the project planning stage. The project
manager must communicate the project's objectives, scope, and timeline to all stakeholders,
including the project team, customers, and vendors. Regular communication helps ensure
that everyone is on the same page and understands their roles and responsibilities.

Furthermore, the project manager must establish a framework for executing the project plan.
This involves identifying the project's milestones, deliverables, and deadlines. The project
manager should establish a project schedule that outlines the timeline for each task and
identifies the critical path, which is the sequence of tasks that must be completed on time to
ensure the project's success.

The project manager must also establish a project team that is capable of executing the
project plan successfully. The team should include individuals with the necessary skills and
expertise to complete the project tasks. The project manager must also ensure that team
members understand their roles and responsibilities and are committed to the project's
success.

In addition to establishing the project team, the project manager must also ensure that the
team has the necessary resources and support to complete the project successfully. This
includes providing training, coaching, and mentoring as needed to help team members
develop their skills and capabilities.

Finally, the project manager must establish a system for monitoring and controlling the
project's progress. This involves tracking the project's performance against the project plan
and identifying variances. The project manager must take corrective action when necessary to
ensure that the project remains on track and meets its objectives.

In conclusion, the project planning stage is a critical phase of a project's life cycle. It sets the
stage for the project's success by defining the project's objectives, developing a project plan,
and establishing a framework for executing the plan. To ensure that the project is successful,
the project manager must allocate resources effectively, establish a project team capable of
executing the project plan, and establish a system for monitoring and controlling the project's
progress. Effective communication is also essential during this stage to ensure that all
stakeholders are informed and engaged throughout the project's life cycle.
Cause and Effect Analysis
A fishbone diagram, also referred to as a cause-and-effect diagram or Ishikawa diagram, is a
powerful tool for conducting a cause-and-effect analysis to resolve an issue. By identifying the
underlying causes of a problem, this type of investigation helps pinpoint the root cause.

The fishbone diagram is a useful method for brainstorming and grouping ideas into relevant
categories quickly. It deconstructs the problem to help trace the origin of an undesirable
outcome. Using cause-and-effect diagrams, you can determine the potential consequences of
quality issues and errors. The diagram identifies various categories of root causes, such as
knowledge gaps, absence of norms, tight deadlines, and the lack of assessments.

To start creating a fishbone diagram, concur on a problem statement (effect) and write it in
the upper right-hand corner of a flipchart or whiteboard. Draw a box around it and an arrow
pointing in the direction of the problem. Consider the primary categories of the problem's
causes. For example, if you are assessing the causes of a project delay, you might consider all
potential sources of the problem and ask, "Why is this occurring?" As each suggestion is made,
the facilitator creates a branch from the corresponding category. If a cause pertains to
multiple categories, it might be recorded in multiple locations.

For instance, changes made to the project's scope, stakeholders, and resources may have
contributed to the project's delay. The number of modification requests may also be counted
to determine the problem's severity. The fishbone diagram provides a clear visual
representation of the potential causes of the issue, allowing you to focus on specific
categories to resolve the root cause.

In conclusion, the fishbone diagram is an excellent tool for conducting a cause-and-effect

analysis to resolve a problem. It helps identify the underlying causes of an issue, categorises
ideas into relevant groups, and traces the origin of an undesired outcome. By using
cause-and-effect diagrams, you can determine the potential consequences of quality issues
and errors and identify categories of root causes to address them.

Ask "why is this happening?" again for each cause. Create sub–causes that stem from the
causes. Continue to question "Why?" and produce causes at deeper levels. The tiers of a tree's
branches denote causal linkages. When the group runs out of ideas, focus on the areas of the
chart with few entries.
Example
Template
Budget Management
Budget is one of the frequent variables used to judge if a project was effectively completed.
(Note that while budget, scope, and schedule are markers of project delivery success, an
overall judgement of project success must also include whether the output supported the
broader corporate goal.) But project completion and whether or not the budget was met are
not the only considerations. Budgets are essential for additional reasons.

Finances dictate which initiatives a company will pursue. Some businesses incorporate project
planning into the drafting of their strategic plan, while others have project charter phases to
periodically assess new initiatives. In either case, cost is a factor in the examination of new
projects. Organisations must decide if a certain initiative is financially feasible. Can the
organisation afford to undertake the undertaking? And if the study yields a result that
necessitates continuous support, will there be funds available to do so in the future?

Organisations must also consider the distribution of cash strategically. Where do the
organisation's priorities lie, and where should money be invested most effectively? If three
projects are proposed, and two could be completed for the price of one, one would yield the
best results? In certain instances, it may be prudent to pursue two projects, while in others,
the more expensive project may have a greater impact. It is essential to balance difficulties
like these within the budgetary constraints of a project.

And if your firm effectively manages project budgets, you will have data from prior years
indicating what worked and what did not. If you are able to apply these insights to future
initiatives, you will be able to select those with the highest potential for future success.

Budget management is a critical aspect of project management, and it involves the effective
allocation and monitoring of financial resources to ensure that the project is completed on
time and within budget. The success of any project is measured by its ability to meet its
objectives, and budget management is an essential element in achieving these objectives.

The primary reason why budget management is crucial in projects is that it ensures that the
project is completed within the available financial resources. Without proper budget
management, projects can easily spiral out of control, with costs skyrocketing beyond the
planned budget. This can result in delays, reduced quality, or even project failure. By
managing the budget effectively, project managers can ensure that they have the necessary
resources to complete the project within the expected time frame.

Effective budget management also helps project managers to identify potential risks and
mitigate them. By analysing the budget regularly, project managers can identify potential cost
overruns and take corrective action to prevent them from occurring. This can involve
identifying alternative solutions or negotiating with vendors to reduce costs. Budget
management can also help identify areas where costs can be reduced without compromising
the project's quality, enabling the project team to reallocate resources to more critical areas.

Another critical aspect of budget management is that it enables project managers to keep
stakeholders informed about the project's financial status. By providing regular updates on
the project's financial performance, project managers can keep stakeholders informed about
the project's progress and any potential issues that may arise. This helps build trust and
confidence in the project and ensures that stakeholders remain committed to its success.

Effective budget management also helps project managers to identify opportunities for cost
savings. By analysing the budget regularly, project managers can identify areas where costs
can be reduced without compromising the project's quality. This may involve identifying more
cost-effective suppliers or adopting more efficient processes. By identifying opportunities for
cost savings, project managers can reduce the project's overall cost, enabling the organisation
to invest resources elsewhere.

Finally, effective budget management helps project managers to evaluate the project's
performance accurately. By comparing the actual costs with the planned budget, project
managers can assess the project's performance and identify areas where improvements can
be made. This can involve analysing the project's resource utilisation, identifying bottlenecks,
and optimising the project's processes. By evaluating the project's performance accurately,
project managers can learn from their mistakes and improve their future project
management processes.

In conclusion, budget management is a crucial aspect of project management. It enables

project managers to ensure that the project is completed within the available financial
resources, identify potential risks and opportunities for cost savings, keep stakeholders
informed about the project's financial status, and evaluate the project's performance
accurately. Effective budget management requires regular monitoring and analysis of the
project's financial performance, identification of potential risks, and taking corrective action as
needed. By managing the project's budget effectively, project managers can ensure that the
project is completed successfully and achieve its objectives.
 LABOUR MATERIALS FIXED COST BUDGET ACTUAL UNDER/OVER

TASK HRS RATE UNITS $/UNIT

CATEGORY

Task £ £

Task £ £

Task £ £

Task £ £

Task £ £

£ £ - £

CATEGORY £ £

Task £ £

Task £ £

Task £ £

Task £ £
Task £ £

£ £ - £

CATEGORY £ £

Task £ £

Task £ £

Task £ £

Task £ £

£ £

Task £ £ -

TOTAL £ £ -
TARGET BUDGET ACTUAL BUDGET UNDER/OVER

£ £ £
Project Plan
A project plan is a formal document that outlines the execution and control phases of a
project. It includes considerations for risk management, resource management, and
communication, as well as baselines for the project's scope, cost, and time. Project managers
often use project planning software to ensure that their plans are comprehensive and robust.

The success of any project depends on having a solid project plan in place. Without one,
projects are vulnerable to classic project management challenges, such as missed deadlines,
scope creep, and cost overruns. While creating a project plan can be labour-intensive at the
outset, the effort invested in the planning phase will pay off throughout the duration of the
project.

In summary, a project plan is a formal collection of documents that outlines the key aspects of
a project's execution and control phases. It provides the framework for effective project
management and is essential for project success. Creating a robust project plan helps to
mitigate risks and avoid common project management pitfalls.
Communication Plan
A communication plan is a document that outlines how information will be exchanged
between project stakeholders, including project managers, team members, sponsors,
customers, and vendors. The purpose of the communication plan is to establish a clear
framework for communication to ensure that everyone involved in the project has the
information they need to work effectively.

In project management, communication is crucial. It is essential to keep everyone informed of

the project's progress, any changes that may occur, and any potential risks that may arise.
Without effective communication, misunderstandings can occur, and critical information may
be missed, leading to project delays, increased costs, and even project failure.

A communication plan is critical in projects for several reasons. Firstly, it establishes clear
guidelines for communication. It outlines who will communicate with whom, what information
will be communicated, and how often. This helps to ensure that everyone involved in the
project has access to the information they need to make informed decisions.

Secondly, a communication plan helps to identify potential communication barriers. These

may include language barriers, time zone differences, or cultural differences. By identifying
these barriers in advance, project managers can take steps to overcome them, such as
providing translation services or scheduling meetings at convenient times for all stakeholders.

Thirdly, a communication plan helps to ensure that the project team is working
collaboratively. By establishing regular communication channels, team members can work
together more effectively, share knowledge and ideas, and collaborate on problem-solving.
This can lead to improved project outcomes, greater efficiency, and increased innovation.

Finally, a communication plan helps to manage stakeholder expectations. By providing regular

updates on the project's progress and any changes that may occur, project managers can
ensure that stakeholders are informed and engaged throughout the project's life cycle. This
helps to build trust and confidence in the project, and ensures that stakeholders remain
committed to its success.

In summary, a communication plan is a critical aspect of project management. It establishes

clear guidelines for communication, identifies potential communication barriers, promotes
collaboration among team members, and manages stakeholder expectations. Effective
communication is essential for project success, and a communication plan provides the
framework for ensuring that communication is clear, concise, and timely. By developing a
comprehensive communication plan, project managers can ensure that everyone involved in
the project has the information they need to work effectively and efficiently towards project
success.
Communication Plan

Type Activity Objective of Delivery Frequency Audience Owner Deliverable Format Notes
Communicatio Method
n

1 Introduction to Email Once Clients RW Weekly As per

forum update template

4
Risk Management
The process of risk management continues throughout the duration of a project. Risk
management is a critical aspect of project management. It involves identifying, assessing, and
prioritising potential risks to the project's success and developing strategies to mitigate or
avoid them. Effective risk management helps project managers to anticipate potential issues,
reduce the likelihood of negative outcomes, and ensure that projects are completed
successfully.

The first step in risk management is to identify potential risks to the project. This involves
analysing the project's scope, objectives, and constraints and identifying any factors that may
affect the project's success. Risk identification should involve all project stakeholders,
including the project team, sponsors, customers, and vendors. It may also involve reviewing
similar projects and past experiences to identify potential issues.

Once potential risks have been identified, the next step is to assess their likelihood and
impact on the project. This involves analysing the probability of the risk occurring and the
potential consequences if it does. Risk assessment helps to prioritise risks based on their
likelihood and potential impact, allowing project managers to focus their efforts on mitigating
the most significant risks.

After assessing the risks, the next step is to develop risk mitigation strategies. This involves
developing a plan to reduce the likelihood of the risk occurring or the impact of the risk if it
does. Risk mitigation strategies may involve avoiding the risk, transferring the risk to another
party, accepting the risk, or mitigating the risk through proactive measures.

Effective risk management also involves ongoing monitoring and control. This ensures that
risks are continually assessed, and mitigation strategies are updated as necessary. Risk
monitoring may involve regular meetings with project stakeholders, regular updates on risk
status, and ongoing analysis of project data to identify potential risks.

In addition to identifying and mitigating risks, effective risk management also involves
communicating risk information to project stakeholders. This includes communicating the
likelihood and potential impact of risks, as well as updates on the status of risk mitigation
strategies. Effective communication helps to ensure that all stakeholders are informed and
engaged in the risk management process and understand the potential risks to the project's
success.

In conclusion, risk management is a critical aspect of project management. It involves

identifying potential risks to the project, assessing their likelihood and impact, developing risk
mitigation strategies, and ongoing monitoring and control. Effective risk management helps
project managers to anticipate potential issues, reduce the likelihood of negative outcomes,
and ensure that projects are completed successfully. By implementing a comprehensive risk
management plan, project managers can proactively identify and mitigate potential risks,
ensuring that projects are completed on time, within budget, and to the satisfaction of all
stakeholders.
Risk Management Plan

Type ID Identifying Impact Level (1= Likelihood Level Priority Owner Mitigation Plan
insignificant, (1=rare, 5=almost
Impact x
5=catastrophic) certain)
Likelihood

RM1

RM2

RM3

RM4
Template

Likelihood

Almost Certain

Likely

Moderate

Unlikely

Rare

Insignificant Minor Moderate Major Catastrophic

Impact
Example

Likelihood

5 5 10 15 20 25

4 4 8 12 16 20

3 3 6 9 12 15

2 2 4 6 8 10

1 1 2 3 4 5

1 2 3 4 5

Impact
Schedule Risk Analysis

Type Activity Description Min Duration Max Duration

3
Scope Management
Scope management is a critical aspect of project management that involves defining,
controlling, and managing the project's scope. It is the process of defining the project's
objectives, goals, deliverables, and tasks, and ensuring that they are completed within the
specified time frame and budget. Effective scope management helps project managers to
deliver projects that meet stakeholder expectations and achieve the project's objectives.

The first step in scope management is to define the project's scope. This involves identifying
the project's objectives, goals, deliverables, and tasks. A well-defined project scope provides a
clear understanding of the project's requirements and helps to ensure that the project is
completed within the specified time frame and budget.

Once the project scope has been defined, the next step is to control and manage the scope.
This involves monitoring the project's progress and ensuring that the project stays on track.
Project managers need to be able to identify any changes to the project scope and assess the
impact of those changes on the project's objectives, deliverables, and timeline.

Effective scope management also involves ensuring that all stakeholders understand the
project's scope and objectives. This includes communicating the project's scope to all
stakeholders, including the project team, sponsors, customers, and vendors. Effective
communication helps to ensure that all stakeholders are aligned with the project's objectives
and understand what is expected of them.

Another critical aspect of scope management is scope creep. Scope creep refers to the
tendency of a project's scope to expand beyond its original requirements. This can lead to
increased project costs, delays, and even project failure. Effective scope management involves
identifying potential scope creep and taking corrective action to prevent it from occurring.

Finally, effective scope management involves ongoing monitoring and control. This includes
regularly assessing the project's progress and comparing it to the project scope. If the project
is not meeting its objectives, project managers need to take corrective action to get the
project back on track.

In conclusion, scope management is a critical aspect of project management. It involves

defining, controlling, and managing the project's scope, ensuring that it is completed within
the specified time frame and budget. Effective scope management helps project managers to
deliver projects that meet stakeholder expectations and achieve the project's objectives. By
implementing a comprehensive scope management plan, project managers can ensure that
the project stays on track and that stakeholders remain satisfied with the project's progress.
Work Breakdown Structure
A work breakdown structure (WBS) is a hierarchical decomposition of the project's scope into
manageable and logical work packages. It is a valuable tool used in project management to
break down complex projects into more manageable components and provides a clear and
structured view of the work required to complete the project successfully.

The WBS defines the project's deliverables and enables project managers to plan, schedule,
and execute the project effectively. It is created by identifying all the tasks required to
complete the project and breaking them down into smaller, more manageable components.
This process continues until all the tasks are broken down into small and manageable work
packages.

The WBS provides many benefits to project management. Firstly, it enables project managers
to estimate the cost and duration of each work package accurately. This helps to identify the
resources required to complete each task and enables project managers to allocate resources
effectively.

Secondly, the WBS helps to identify potential risks and opportunities for improvement. By
breaking the project down into smaller components, project managers can identify potential
risks and opportunities to optimise the project's resources, processes, and outcomes.

Thirdly, the WBS enables project managers to monitor and control the project effectively. By
having a clear and structured view of the project's work packages, project managers can track
the progress of each task and compare it to the project plan. This helps to ensure that the
project is completed on time and within budget.

Fourthly, the WBS helps to establish a clear and structured communication plan among the
project team and stakeholders. By having a common understanding of the project's work
packages, team members and stakeholders can communicate effectively and collaborate to
ensure the project's success.

In conclusion, a work breakdown structure is a valuable tool for project management. It

enables project managers to break down complex projects into more manageable
components, estimate cost and duration, identify potential risks and opportunities, monitor
and control the project, and establish clear communication among stakeholders. By
implementing a comprehensive WBS, project managers can ensure that the project is
completed successfully and achieve its objectives.
Executing
The project execution stage is the phase of the project life cycle where the project plan is put
into action, and the work of the project is completed. The execution stage is critical to the
success of the project and involves managing the project team, implementing project
processes, and delivering project results.

During the project execution stage, project managers need to be highly organised and
effective communicators. They need to ensure that the project team is working efficiently,
following the project plan, and delivering project results on time and within budget. Project
managers must also monitor the project's progress continually and make adjustments as
necessary to ensure that the project remains on track.

One of the critical elements of project execution is managing the project team effectively.
Project managers must ensure that the team is working collaboratively, communicating
effectively, and focused on achieving the project's objectives. This requires effective
leadership, communication, and conflict management skills to manage team dynamics and
resolve any issues that may arise.

Another critical element of project execution is implementing project processes. This involves
putting the project plan into action and executing the work packages defined in the work
breakdown structure. Project managers must ensure that the project processes are being
followed, and the project team is delivering the expected results.

Project managers must also monitor the project's progress continually during the execution
stage. This includes tracking project performance, identifying any deviations from the project
plan, and making adjustments to keep the project on track. Project managers need to be able
to analyse project data and identify potential issues before they become problems that could
impact the project's success.

Effective communication is also critical during the execution stage. Project managers must
ensure that all stakeholders are informed of the project's progress, any changes that may
occur, and any potential risks that may arise. Communication helps to ensure that
stakeholders remain engaged and committed to the project's success and can help to prevent
misunderstandings and delays.

In conclusion, the project execution stage is a critical phase in project management. It involves
putting the project plan into action, managing the project team effectively, implementing
project processes, monitoring project progress, and communicating effectively with
stakeholders. By implementing a comprehensive project execution plan, project managers
can ensure that the project is completed successfully, on time, and within budget, and
stakeholders are satisfied with the project's results.
Change Requests
In project management, the ability to identify, document, monitor, and control change
requests is crucial to maintaining order and clarity. This informative and accessible essay
explores the fundamental principles of managing change requests in project management
and offers valuable recommendations for improving success and avoiding pitfalls.

Managing a change request for a project is often one of the most challenging and critical
components of project management. This informative and easy-to-read essay delves into the
basics of handling a change request for a project and essential best practices for enhancing
success and minimising difficulties. Change management has become one of the most
prominent topics in project management, with many project managers and organisations
around the world acquiring new skills and integrating them into their project processes. This
often prompts the question: what is change management? It encompasses all the ways used
to support organisational transformation for individuals, teams, and entire organisations.

Change requests are made when a stakeholder, such as a customer, internal team, or
department, requests a modification to the procedures or deliverables previously determined
in the project scope. While they are commonplace across many professions, submitting them
can still be stressful. Change requests may not necessarily require additional effort and may
even be within scope and help a project to complete more quickly, but the process of change
and altering course in the middle of a project can be problematic, both in terms of the actual
deliverables and the morale of your team.

Change Request Form

If you wish to make a change, please complete the change request form below and send it to
[email protected] . For information on the types of changes that can be made, please view the
company’s Change Management Policy.

1) Submission (to be completed by the submitter)

Name

Brief Description of
Request

Course(s) Impacted

Date Submitted

Date Required

Reason for Change

Attachments

Approval Signature Date

Signed

2) Initial Analysis (to be completed by the project team)

Duration Impact

Schedule Impact

Comments/
Recommendations

Approval Signature Date

Signed

3) Decision (to be completed by the change control board)

Decision
 Decision Date

Decision
Explanation

Approval Date
Signature
Signed

4) Action Plan (to be completed by the project team)

Team allocated

Data provided to
complete work

Agreed Delivery date

Completed Date

Approval Signature Date

Signed

Data Collection
Data collection involves gathering quantitative and qualitative information on specific
variables for the purpose of analysing results or obtaining actionable insights. To ensure
accuracy, consistency, and reliability, effective data collection requires a well-defined
procedure.

However, establishing this procedure can be challenging. It involves assessing your goals,
identifying your data requirements, selecting a method of data collection, and developing a
data collection strategy that encompasses the most critical elements of your program.
Measure Data Type Operational Definition Stratification Sampling Notes Who and How
Title (Continuous Factors (Time Frame, etc.) (Person responsible and
or Discrete) (By who/what/ method - Check Sheet?)
where/when)

Order Lead Minutes - The amount of time (in minutes) it By Time of Day Sample every 4th Host will check the time
Time Continuous takes from the moment the patron By Server customer from 11 - stamp on the security
places the order to the moment the 2 for the next 6 video
order is delivered. weeks starting 1/30

Incomplete Discrete Any pick-up order missing the correct None Sampling all orders Cashier to fill in the
Orders supplies including napkins, hot sauce, for 6 weeks to check sheet for
forks, or knives check for incomplete orders
incomplete items
Meeting Checklist
Success Factors

Know the overall goal, plan, and establish a workable sequence.

Right balance of off-line, in-meeting work.

Know desired outcome, each meeting.

Invite the right people. (Keep stakeholders informed on information such as issues,
actions completed etc.)

Get people prepared!

Plan ahead to use the right tools and processes in the meeting.

Manage people during meeting

Manage people, issues, and actions before and after the meeting.

Structure Meetings to Match Their Purposes

Information Exchange

Decision-making

Design Review

Reward/Recognition

Problem solving

Put Your Meeting into Context

What has gone on before this meeting?

What needs to happen at this meeting?

What will happen after this meeting?

Do we really need this meeting?

 Whole group really needed?

Disagreements involved?

Don’t do all business in meetings!

Planning a Meeting

Determine the overall goal and then plan the sequence.

Determine outcomes for each meeting (visible and invisible).

Invite the right people. (Determine who should attend, who is optional, and attendee
roles.)

Use the right process tools (meeting structure, content, processes, tools, ordered
agenda).

Get people prepared (agenda, support material, pre-project issues as necessary)

Which People to Invite?

Who has pertinent information?

Who has authority to act?

Who has a stake in the outcome?

Who has pertinent expertise?

Who has functional responsibilities?

What people are necessary to reach a goal?

Who needs development in this area?

What the Leader Should DO During a Meeting:

Maintain direction
 Keep emotional level low and on an even keel

Set time limits on agenda items

Push for conclusion

Keep everyone in one discussion

Solicit input from quiet people

Protect the weak

Watch for suggestion squashing

Acknowledge competence

Take minority discussions off-line

Always maintain a respectful tone

Take breaks when needed

Summarise points, get consensus

Adjourn if there isn’t enough info to continue or if serious disruptions or conflict

overwhelm the agenda

Be sure someone takes minutes:

Ensure the “Group memory” gets created properly

Ensure right level of detail

Keep key items visible on flipchart or pasted on the wall as well as marked for
minutes

Assign action items only to those present

Publish Minutes and action items immediately

Leader DON’TS

Exercise too much position power. Instead, be sure to focus on leadership,

persuasion, mediating, and active listening.
 Don’t over-control the meeting process. (Instead, facilitate and preserve neutrality.
Field questions and avoid voicing your own strong opinions.)

Don’t force decisions.

Don’t micro-manage.

Participant Responsibilities

Discuss any major issues with leader before meeting

Be positive

Be proactive: state position and offer alternatives to keep it positive

Listen

Contribute

Don’t interrupt

Don’t get personal

Stay on the subject

When convinced of a new position, say so

Acknowledge the competence of others

Behavioural Tips for a Meeting Leader

Praise in public. Criticise in private.

Deal with problems quickly, directly, diplomatically.

Watch your tone of voice!

Periodically pause and ask for input on progress.

Adjourn the meeting and reconvene later, if needed.

Closing

As the meeting progresses, get closure on each item.

At end, review all action items:

Single assigned responsible owner

Establish completion date

Give a final summation.

Schedule follow-up meetings or actions now.

Follow-up

Publish minutes promptly.

Congratulate contributors.

Check with participants:

Engaged in heated debates

Who have compromised positions

Who displayed inappropriate behaviour

Check on action item work progress to commitment.

If action is required from non-attendees, seek their commitment before publishing

minutes, or note items on which they have not been consulted. The noted action
item remains yours until accepted.

Seek feedback and coaching, as necessary.

Do not ignore warning signs.

Focus on growing new skills.

Project Kickoff meeting and checklist

Question Notes

Have all team members been identified and secured? If

not, is there a plan in place to identify and secure
outstanding roles?

Have all stakeholders been identified and confirmed? Has

a list of key stakeholders been developed?

Has the project charter been signed off by all parties?

Has the project purpose been communicated to all team

members and stakeholders? Has context been provided?

Have the project organisational and RACI charts been

completed?

Is the sponsor available to speak at the kickoff meeting? If

not, can it be rescheduled until he/she is available?

Has the initial/draft project communications plan been

developed (including kickoff)?

Has the agenda been set and distributed to all attendees?

During and after the meeting…

Question Notes

Has someone been appointed to record minutes?

Are ground rules set for the meeting (questions, respect

for others, interruptions, etc.)?

Are all outstanding/parking lot items being given owners

and follow-up dates?
 Question Notes

Are all action item dates being met? If not, are steps being
taken to correct?

Is additional information being shared with all team

members and stakeholders?

Additional Kickoff Task Checklist

Have you…

Task

Communicated the goals of the project to all project team members to make
sure that everyone understands the objectives of the project?

Communicated the goals of the project to all project team members to make
sure that everyone understands their responsibilities in and toward the
project?

Got the commitment you need for the project?

Generated enthusiasm to make things happen?

Established the leadership for the project?

Motivated the project team to follow you?

Identified critical milestones, phases, and deadlines of the project?

Reviewed the overall project work plan and schedule with appropriate
members of the project team?

Explained standard operating procedures, including meetings, required

documentation and reports, and any ongoing communications necessary
between project manager and the project team?

Given those responsible for performing initial tasks the go-ahead to start
working on the project?
Established any other conditions you need so work can start getting done?

Example Agenda (1 hour)

Item Notes

Introductions

o fun fact

Background

o How the project team came to be

o Why the project matters

o Set a shared vision

Goals and Scope

o What is in scope and what is out of scope

o Target launch date

o Milestones

Roles

o What work everyone is responsible for

throughout the project

Collaboration

o Shared project tools and documents- e.g.,

project plan or software

o Communication expectations i.e., weekly

meetings, emails
Item Notes

What comes next

o Set expectations and actions they can take

next

Questions 15 minutes
Status Reports
A project status report is a document that compares the progress of a project over a specific
period of time to the project plan. The objective of project status reports for project managers
is to keep stakeholders informed of progress and to monitor costs, risks, time, and effort.
Project status reports use charts and graphs to enable project managers and stakeholders to
view project data.

To maintain your schedule and ensure everyone is on the same page, regular project status
updates are provided throughout each step of project execution. A typical project status
report will include details of the completed tasks, the plan for what will occur next, an
overview of the project's budget and timeline, a list of measures to take, and any difficulties
and hazards, as well as measures taken to address them.

The actual usefulness of a project status report extends beyond its role as a communication
conduit. It also provides a recorded history of the project. This historical information can be
used to avoid mistakes and bottlenecks in future projects with similar requirements.

Historically, project status reports were time-consuming to produce due to the inclusion of
numerous issues.
 Project Name:

Today's date: July 5

Summar Overall Status (RAG)

y

We have installed new software to keep track of incoming orders and begun
sending out the first test batch of Plant Pals to customers. However, we have run into
issues with product quality, customer communication, and the delivery process. Our
next milestones include sending the test batch customers newsletters on plant upkeep
and sending out the second batch of plants. This report also includes top risks and
issues that have arisen and how we intend to take action.

Completed Tasks and Milestones

Description Date Status Owner Comments

Completed Software Engineer

Began sending first test batch June 21 Completed The number of orders exceeded
of Plant Pals orders to customers targets by 15%.

Upcoming Tasks and Milestones

 Description Date Status Owner Comments

Send the first batch customers Upcoming The newsletter must follow
e-newsletters on how to take care Office Green’s brand design
of their plants. guidelines.

July 19 Upcoming Fulfilment Director

Top Risks and Issues

Issue Impact Action Owner

Profit loss, Warehouse

complaints, and Operations
budget issues Manager

The customer relations team is receiving only Customer Fix problems with new customer service
30% of requests and complaints dissatisfaction software

Hire and train more delivery drivers HR

Specialist
Test Cases
A Test Case is a collection of activities performed to validate a certain feature or function of
your software programme. A Test Case consists of test procedures, test data, preconditions,
and postconditions designed for a particular test scenario to validate any requirement. The
test case contains particular variables or circumstances that allow a testing engineer to
compare anticipated and actual outcomes to evaluate whether a software product meets the
customer's specification.
Test Cases

Process Test Case Step Status Description Expected Result Actual Result Comments

Logging in User login 1. Open the Complete

web
using
Google
Chrome
Close
The project closure stage is a critical phase in the project management lifecycle that often
goes unnoticed. It marks the end of a project and provides an opportunity to evaluate the
project's overall success, learn from its experiences, and ensure that all loose ends are tied
up. The closure stage is essential to the project management process because it allows
organisations to assess the effectiveness of their methodologies and make improvements for
future projects.

The primary objective of the project closure stage is to ensure that all project deliverables
have been completed, accepted, and signed off by the relevant stakeholders. This verification
process guarantees that the project has met its intended objectives and satisfied the needs of
the client.

Another essential objective of the project closure stage is to evaluate the overall success of
the project. This assessment allows project managers to measure the project's performance
against its initial goals, scope, timeline, and budget. Through this evaluation, organisations
can identify the areas where the project excelled and where improvements are needed.

The project closure stage also aims to provide a comprehensive documentation of the
project's performance, challenges, lessons learned, and best practices. This documentation
serves as valuable reference material for future projects, helping organisations refine their
project management processes and avoid similar pitfalls.

The first step in the project closure stage is to ensure that all project deliverables are
complete and meet the agreed-upon specifications. Project managers must review each
deliverable, verify its quality, and obtain sign-offs from the relevant stakeholders. This process
helps to validate that the project has met its objectives and satisfies the client's requirements.

Once all deliverables have been finalised and approved, the project team should conduct a
thorough review of the project. This review should assess the project's overall performance
against its initial goals, scope, timeline, and budget. The review should also include an
evaluation of the project's risk management processes, communication strategies, and team
dynamics. This comprehensive analysis will help to identify areas of success and opportunities
for improvement.

One of the most valuable aspects of the project closure stage is documenting the lessons
learned throughout the project. The project team should identify the challenges faced, the
strategies employed to overcome these challenges, and the effectiveness of these strategies.
By documenting these lessons, organisations can apply this knowledge to future projects,
improving their project management processes and increasing the likelihood of success.
As the project comes to a close, it is crucial to release the resources allocated to the project.
This includes both human resources, such as team members, and physical resources, such as
equipment and office space. Releasing these resources promptly allows the organisation to
relocate them to other projects or initiatives, maximising their efficiency and return on
investment.

The project closure stage is an ideal time to celebrate the project's accomplishments and
recognize the hard work of the project team. This recognition can take various forms, such as
a team celebration, individual commendations, or public acknowledgment of the project's
success. Recognizing and celebrating success helps to boost team morale, foster a positive
work environment, and encourage continued dedication to future projects.

The project closure stage plays a vital role in successful project management. It serves as a
valuable opportunity to evaluate the project's overall success, learn from its experiences, and
ensure that all loose ends are tied up.

Project Closeout Report

A project closeout report is a thorough document that describes significant project features
and documents variations in the project's budget, schedule, and scope. Typically, reports
examine the totality of a project and provide information into the project manager's ability to
properly execute its stages. The report also provides the chance to clarify any plan deviations
that influenced the project's overall budget or timeline.

Depending on the kind and scale of your project, your exact project closeout report may
change in appearance; nonetheless, most closeout reports include:

● Fundamental project information: Typically, the project name, date, and author's name
appear at the top of the closeout report. Additionally, it might identify the project or
programme manager and their organisation.

● Many closeout reports also contain a list of deliverables that the customer and supplier
agreed upon at the outset of their relationship. Reports may also include a section for
agreement dates and pertinent remarks.

● The project summary provides an overview of the project's performance criteria,

including a discussion of each of the objectives listed in the project performance plan,
as well as the project's goals and final outcomes. Typically, the review section describes
the project's capacity to achieve expectations and objectives.

● The budget review compares the budgeted expenses and funds to the final project
totals. Budget variations are often documented and explained in reports.

● In a project closeout report, the timeline review includes significant dates such as the
start date, termination date, and dates of defined milestones. In the timeline review
part of the report, authors may give actual project dates and explain any variances.

● Changes to the project's scope are often included in the majority of final reports. This
affords them the opportunity to examine specific modifications, provide reasons for
the changes, and discuss the impact of the altered scope.

● Plans for maintenance: If appropriate, some reports outline maintenance services or

continuing project operations requiring maintenance. If there are expenditures
involved with maintenance, they are often included in reports.

● A resource review outlines where all the project's resources, equipment, and tools are
located, along with a description of the equipment, the person in charge of the
resource, and the turnover dates.

● Reports may also indicate the location of essential project documentation and
resources. In the documents section, the report may include information on the
document type and its location.
● Future dates: If there are plans for maintenance or a post-implementation evaluation,
the report might include room to specify key dates for concluding project tasks.

● Important signatures: Typically, key report stakeholders such as the project manager
and sponsor sign the document to attest to its correctness and completeness
Project Closeout Report: Operations & Training Plan

Status: Draft

Date: 09-09

Author: Project Manager

Project Sponsor

Project Team

Project Duration

Executive Summary

Project Overview:

Key Accomplishments

Lessons Learned

What went well?

What went wrong? How did you resolve the issue?

 ●

Open Items

Next Steps and Future Considerations

Project Timeline

March 1-April 9

April 12-April 23

May 3-June 5

June 15

June 21-August 16

June 21-July 19

July 5-July 31

September 5
Resources and Project Archive

●
Project Close Checklist
Project Closeout Checklist

1. Integration Management

Item Response

Project Charter:

● Was the original intent and scope

followed throughout the project?

● Were changes to the project charter

captured appropriately?

● Did the project charter provide for

the authority needed to execute and
control the project appropriately?

Change Control:

● Were changes to the scope

documented during the project?

● Did the project team follow the

change control process throughout
the project?

● Was there enough flexibility in the

change control process to allow for
change when it was needed?

Integrated Project Management Plan:

● Have the processes been followed

through completion?

● Have the processes been updated

throughout the project to reflect
changes and lessons learned?

Lessons Learned:
 ● What are the steps or processes that
could be changed in order to
increase the chance of success or the
overall health of the project and
project team?

Project-Specific Items Related to Project

Closure

2. Scope Management

Item Response

Requirements:

● Were the original requirements met

by the final result of the project?

● Is there documentation tracing all

requirements from planning through
design and then implementation?

● Are all changes to the requirements

documented appropriately?

Scope:

● Have all changes to the scope been

documented appropriately?

● Have all changes been applied to the

final version of the project plan and
other documents?

Lessons Learned:

● What are the steps or processes that

could be changed in order to
increase the chance of success or the
overall health of the project and
project team?
Project-Specific Items Related to Project
Closure

3. Time Management

Item Response

Estimating Accuracy:

● Does the final version of the project

plan document the actual
performance against the final
approved baseline project plan?

● Have the factors that made any

estimates incorrect been
documented so they can be applied
to other projects?

● Have all changes to the baseline and

the reasons for them been
documented correctly?

Lessons Learned:

● What are the steps or processes that

could be changed in order to
increase the chance of success or the
overall health of the project and
project team?

Project-Specific Items Related to Project

Closure

4. Cost Management

Item Response

Budget Estimating Accuracy:

 ● Does the final budget document all
expenses and changes experienced
during the project?

● Have the factors that made any

budget estimates incorrect been
documented so they can be used in
the organisation going forward?

● Have all changes to the budget and

the reasons for them been
documented?

Final Budget Report:

● Is there a final report that states the

planned budget and the actual
budget and reasons for differences
between them?

Lessons Learned:

● What are the steps or processes that

could be changed in order to
increase the chance of success or the
overall health of the project and
project team?

Project-Specific Items Related to Project

Closure

5. Quality Management

Item Response

Quality Control Results:

● Have the results from quality control

been documented?
 ● Have the changes resulting from
quality control efforts been
documented in all appropriate areas?

Quality Assurance Results:

● Have all change requests resulting

from quality assurance been
documented and updates made
throughout all applicable project
documents?

● Have others in the organisation been

informed of applicable results from
quality assurance?

Lessons Learned:

● What are the steps or processes that

could be changed in order to
increase the chance of success or the
overall health of the project and
project team?

Project-Specific Items Related to Project

Closure

6. Human Resource Management

Item Response

Offboarding Process:

● Have all project resources been

informed of details regarding the
project end and next assignments (if
known)?

● Has the organisation made the

appropriate arrangements for the
resources?
Team Development Progress:

● Have the personnel files been

updated with their performance and
experience on the project, including
notes on exceptional performance or
needed training?

Lessons Learned:

● What are the steps or processes that

could be changed in order to
increase the chance of success or the
overall health of the project and
project team?

Project-Specific Items Related to Project

Closure

7. Communication Management

Item Response

Report Performance:

● Has the final project performance

report been communicated to the
appropriate stakeholders?

● Is there a separate communication

that needs to go to external
stakeholders?

Communicate Results of Project:

● Has the end result of the project

been communicated to the
appropriate parties?
 ● Is the organisation ready for the
operational phase or next phase of
the project?

Lessons Learned:

● What are the steps or processes that

could be changed in order to
increase the chance of success or the
overall health of the project and
project team?

Project-Specific Items Related to Project

Closure

8. Risk Management

Item Response

Close risks/issues:

● Have all risks and issues been closed

with the appropriate documentation?

Communicate results:

● Have the final result of risks and

issues been communicated to the
owners and other appropriate
parties?

● Have the project and organisational

documents and processes been
updated based on the results of the
risks and issues?

Lessons Learned:

● What are the steps or processes that

could be changed in order to
increase the chance of success or the
 overall health of the project and
project team?

Project-Specific Items Related to Project

Closure

9. Procurement Management

Item Response

Close procurements:

● Have all procurement documents

been updated to reflect the final
disposition of the contracts based on
the end of the project?

● Have the appropriate legal parties

been notified of the conclusion of the
project?

● Have documents for the operational

phase or next phase of the project
been created?

Lessons Learned:

● What are the steps or processes that

could be changed in order to
increase the chance of success or the
overall health of the project and
project team?

Project-Specific Items Related to Project

Closure
Lessons Learned
Throughout a project's duration, feedback such as surveys and team member observations
are gathered and consolidated into a lessons learned document. Establish a process for
collecting input at critical points during the project, then use this information to create
comprehensive reports. Documenting these early insights is crucial, as they serve as a
reference for future endeavours. This document contains the raw data needed to generate
reports.

A project manager is responsible for recording and acknowledging lessons learned

throughout a task or project's lifecycle. An effective project manager will employ the following
strategies: Identify the metrics to be included in the reports, such as expected outcomes
versus actual results, actionable items, or opportunities to build on lessons gleaned from
previous projects. Engage the team in discussions about what went well and where
improvements can be made. During team meetings, administer a survey or document
responses. Transform these responses into an easily accessible and referable document. Use
these resources to create your future report(s) on lessons learned. Gather and store these
documents for reference in future projects. Save them on a cloud server or shared drive to
ensure they are readily available to all team members.

This approach will enable you and future teams to learn from your experiences. Developing
processes that facilitate the gathering and sharing of this information is essential for
continuous improvement and success.
 Retrospective: Project Name Date

Owner:

Collaborators:

Project Summary

[Write up a short summary of the project, could be large or small or just point to a project
planning doc. Objectives, Sponsors/Stakeholders, etc.]

Lessons Learned

Things that went well:

Things that need improvement:

Where we got lucky:

Action Items

What actions should we take as a result of our lessons learned?

Action Item Typ Ow Links

e ner

[too
l, process,
team]
 Future Considerations

What would we recommend future projects of a similar nature mitigate or design

contingency plans for?

Risk Typ Co Link(s)

e ntact

[tec
hnical,
process,
team,
schedule]

Optional Supporting Materials and Notes

Retrospective Meeting Notes

Date:

Owner:

Attendees:

Agenda:
Notes:
Agile
Agile is a project management and software development methodology that emphasises
iterative processes and cross-functional collaboration to deliver client value quickly and with
fewer complications. Rather than launching a project with a "big bang," an agile team releases
work in small, manageable increments, continuously evaluating and adapting to changing
requirements, plans, and outcomes. Unlike the traditional "waterfall" model, which relies on a
single discipline contributing to the project before passing it onto the next, agile emphasises
open communication, cooperation, and trust among team members. Although the project
manager or product owner sets priorities, the team self-organises to determine how to
complete tasks and assignments. Agile is not defined by a specific set of rituals or
development methods, but rather a collection of approaches that emphasise rapid feedback
cycles and continuous improvement. Agile allows teams to adjust quickly to market
developments or consumer input without derailing a year's worth of planning. The focus is on
individuals and human connections, with collaboration with clients and coworkers being more
critical than predetermined plans. The goal is to provide a workable solution to the customer's
problem rather than exhaustive documentation. An agile team rallies around a shared goal
and establishes its own criteria for quality, usability, and thoroughness. The team's "definition
of done" determines how quickly they will produce the assignment. When leaders trust their
agile team, they will experience a higher sense of ownership, and the team will rise to meet or
exceed management's objectives.
Sprint Backlog
A sprint backlog is a list of tasks that a development team plans to complete during a specific
time period, called a sprint. It's a subset of the product backlog, which is a prioritised list of all
the features, enhancements, and fixes that need to be made to a product.

At the beginning of each sprint, the development team selects a set of items from the product
backlog and adds them to the sprint backlog. These items are broken down into specific tasks
that the team will work on during the sprint.

The sprint backlog helps the team to stay focused on what needs to be accomplished during
the current sprint. It also helps the team to track progress and identify any potential
roadblocks or issues that may arise during the sprint.

The sprint backlog is owned by the development team, and they are responsible for updating
it throughout the sprint as they complete tasks or add new ones. The product owner can
provide guidance and feedback on the sprint backlog, but ultimately, it's up to the
development team to manage it.

In summary, the sprint backlog is a vital tool in agile project management. It helps the
development team to stay focused on what needs to be accomplished during a specific sprint
and allows them to track progress and identify any issues that may arise.
Order Epic User Story Story Acceptance Value Estimate Sprint
Title Criteria

1 Plant Care Plant care kit As a plant 1. Design and $$ 13 Sprint_1

Initiatives owner, I want source a
to purchase a plant care kit
plant care kit 2.
so that I have Manufacture
the tools to plant care
tend to my kits
plant. 3. Include
plant care
kits with each
purchase OR
make them
available as
an add-on

22 Bonsai Trees Bonsai Trees: As a 1. Enable $$$ 3 Next Sprint

Track customer, I shipping
Shipping want to check tracking in
on the online portal
shipping 2. Set up
status of my automatic
order, so that email when
I can see tracking
exactly when number is
I'm going to available
get it.
Example sprints

Sprints

Points Value
Name Start date End date Points Capacity Assigned Attributed

Sprint_1 March 1 March 14 60 60 16

Next Sprint March 15 March 28 60 32 11

Sprint Length in Effort

calendar days 14 Values 1

13

21
Product Backlog
A product backlog is a prioritised list of all the features, enhancements, and fixes that need to
be made to a product. It's the single source of truth for what needs to be built in order to
create a successful product. The product backlog is dynamic and continuously evolving, as
new requirements are added and old ones are removed or modified.

The product backlog is typically owned by the product owner, who is responsible for ensuring
that the backlog is up-to-date and reflects the needs of the business and its customers. The
product owner works closely with stakeholders, customers, and the development team to
identify new features and prioritise them based on business value, customer needs, and
technical feasibility.

The items in the product backlog are usually written as user stories, which describe a specific
feature or enhancement from the perspective of a user. User stories typically follow a "As a
[user], I want [feature], so that [reason]" format. They are written in a way that is easy to
understand and can be estimated by the development team.

The product backlog is used to guide the development team's work and to ensure that they
are working on the most valuable items first. The development team will work with the
product owner to break down the items in the product backlog into smaller, more
manageable tasks that can be completed in a single sprint.

In summary, the product backlog is a critical tool in agile project management. It's a prioritised
list of all the features, enhancements, and fixes that need to be made to a product, and it's
continuously evolving based on business value, customer needs, and technical feasibility. It's
owned by the product owner and guides the development team's work. The development
team instead draws work from the product backlog when capacity permits, either
continuously (Kanban) or iteratively (scrum).
Epic User Story Title Story Acceptance Criteria

As a plant owner, I want 1.

2.

Bonsai Trees Bonsai Trees: As a customer, I want to browse for three 1. Source different Bonsai trees
Browsing different types of Bonsai Trees to purchase, so 2. Evaluate different "difficulty" levels of
that I can get the exact tree I want. trees
3. Add content to the website around
different levels of trees

Bonsai Trees: As a customer, I want to complete the 1. Set up shopping cart, payment
Purchase Completion purchase of the Bonsai tree, so that I can have a options, and purchase completion code
tree shipped to me. on the website
2. Coordinate to show shipping tracking
number

Bonsai Trees: As a customer, I want to purchase specific 1. Create various care packages
Care and Maintenance Bonsai tree care kits (including fertiliser, 2. Add care package to online shop
Tools trimming shears, etc.), so that I can better care 3. Write product copy
for my plant. 4. Price accordingly
 Bonsai Trees: As a customer, I want to have online 1.Write and design a Bonsai tree
Care and Maintenance access to a Bonsai booklet sheet as well as care booklet
Booklet having a care booklet packaged with the tree, so 2. Coordinate distribution for the booklet
that I can better care for my tree.

Bonsai Trees: As a customer, I want to check on the 1. Enable shipping tracking in

Track Shipping shipping status of my order, so that I can see online portal
exactly when I'm going to get it. 2. Set up automatic email when tracking
number is available

Bonsai Trees: As a customer, I want to receive my 1. Source appropriate packaging

Packaging and Delivery Bonsai tree in secure packaging, so that I know 2. Set up warehouse systems that use the
it'll get to me safely. packaging
Recommended Organisations and Guides
Before I get into more detail about the various memberships and organisations, I suggest
becoming a free member if you are still on the fence about whether to invest any money.
Most organisations will let you join for free, with limited access to their premium content. In
addition, I would not advise spending the money on the certifications unless employment in
your field specifically calls for them. Experience managing a real-world project is far more
valuable than any academic credential in project management. However, if you want to
advance in your career, you will need to get a PMP or APM certification, both of which are
recognised as valuable by employers. As a third piece of advice, I recommend that you join an
organisation. Here, I will go over some of the most prominent organisations and what they
can give you as a project manager.
Project Management Institute
In the United States, project managers can join the Project Management Institute (PMI), a
non-profit organisation. 304 chapters and 14,000 volunteers support local members in over
180 countries for a total of more than 5 million professionals served by PMI. It offers a variety
of services, such as establishing guidelines, conducting studies, teaching, publishing, offering
networking opportunities through local chapters, holding conventions and seminars, and
granting credentials in project management.

American National Standards Institute-recognized "A Guide to the Project Management Body
of Knowledge" was developed with the help of PMI's voluntary workforce (ANSI).

A number of the procedures for managing projects that can be found in the fourth edition of
the Project Management Body of Knowledge (PMBOK) Guide were adopted by ISO in 2012.

Project Management Professional (PMP)®

When it comes to certifying proficiency in project management, the Project Management

Professional (PMP)® is the gold standard. The PMP certifies knowledge and skill in project
management across all methodologies, from predictive to agile to hybrid. Careers for project
managers in all sectors are boosted, and businesses are able to locate the talent they need to
improve efficiency and output. The Project Management Professional (PMP) credential is proof
that you belong to the elite, with superior abilities in all of the following areas:

● People: emphasising the soft skills you need to effectively lead a project team in
today's changing environment.

● Process: reinforcing the technical aspects of successfully managing projects.

● Business Environment: highlighting the connection between projects and

organisational strategy.

PMP certification validates that you have the project leadership skills employers seek. The
new PMP includes three key approaches:

● Predictive (waterfall)

● Agile

● Hybrid

PMI argues that the PMP delivers benefits and references that the median salary for
project professionals in North America is 25% higher than those without it.
Google Project Management
Google Career Certificates are part of Grow with Google, an initiative that draws on Google's
20-year history of building products, platforms, and services that help people and businesses
grow. Through programs like these, they aim to help everyone– those who make up the
workforce of today and the students who will drive the workforce of tomorrow – access the
best of Google’s training and tools to grow their skills, careers, and businesses.

The certificate will enable you to:

● Gain an immersive understanding of the practices and skills needed to succeed in an

entry-level project management role

● Learn how to create effective project documentation and artefacts throughout the
various phases of a project

● Learn the foundations of Agile project management, with a focus on implementing

Scrum events, building Scrum artefacts, and understanding Scrum roles

● Practise strategic communication, problem-solving, and stakeholder management

through real-world scenarios

The credential will prepare you for entry-level employment. You hear from Google personnel
whose project management foundations acted as springboards for their own careers. You
may immediately apply for employment with Google and over 150 U.S. firms, including
Walmart, Best Buy, and Astreya, upon completion of this course. This programme qualifies
you for more than 100 hours of project management instruction, preparing you for Project
Management Institute Certifications such as the Certified Associate in Project Management
(CAPM)®.
Association of Project Management
With more than 35,000 individual members and more than 450 organisations engaging in a
Corporate Partnership Programme, the Association for Project Management (APM) is the only
chartered association for the project profession. Their primary goals are educational delivery,
qualification advancement, resource provision, and research. Association for Project
Management (APM) hosts events, disseminates knowledge, and facilitates discussion among
the project management community.
Prince2
PRINCE2 (PRojects IN Controlled Environments) is a structured project management system
and certification course for project practitioners. PRINCE2 emphasises splitting projects into
phases that are manageable and under control.

Due to the effort needed to create and maintain documentation, logs, and lists, PRINCE2 is
frequently seen unsuitable for short projects or situations where needs are projected to
change. The format of deliverables may also encourage a concentration on creating
deliverables for their own sake, in order to "check the boxes," rather than doing more
valuable work. PRINCE2's claim to be "best practise" is perhaps undermined by the number of
high-profile failed IT projects incurred by the taxpayer during the tenure of the Blair
administration in the United Kingdom between 1997 and 2007 (and succeeding UK
administrations).

The United Kingdom and Australia choose PRINCE2, whereas the United States and American
nations prefer PMP. Asia, Africa, and the Middle East show no clear preference for the PMP or
PRINCE2 methodologies. The crucial point is that PMP (PMBOK) is compatible with PRINCE2.

PRINCE2 and PMP recognise each other's existence in their marketing materials and strive to
present themselves as complimentary solutions that can be used in tandem – PRINCE2 as a
"methodology" and PMP as a "standard". In practice, organisations and practitioners pick one
method or both based on the nature of the project, their location, and the associated
expenses.
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About the Author

Dr Ryan Thomas Williams is an experienced associate lecturer and education consultant
contributing to undergraduate and postgraduate programmes across University Business
Schools. In 2022, he received a doctorate in philosophy from Teesside University. He is a
Fellow of the Higher Education Academy.

His research explores the professional development challenges associated with incorporating
TEL into pedagogy. Ryan’s research also highlights contemporary issues related to online data
collection, such as internet ethics pertaining to confidentiality and anonymity.

Ryan’s scholarly works have been published in business and social science journals, including
Research in Post-Compulsory Education, Stanford Graduate School of Education iLearn, and
the Berkman Klein Centre at Harvard University.

His work has been cited in QA Education, the Social Body Lab at Oxford University, and a
variety of other publications. He is interested in software project management and has
contributed several editorials to business publications.

Ryan has taught extensively at the Hong Kong and London campuses of the award-winning
University of Sunderland. He has primarily been involved in the International MBA and Senior
Leadership programmes as a lecturer and project supervisor.

He has developed multiple research methods modules underpinned by ethical case method
seminars. During the Covid-19 pandemic, he devised a series of project management
workshops for NHS employees transitioning into managerial positions. This project was
funded by the European Social Fund.

As a Google for Education Certified Trainer, Ryan attends frequent meetings with Google to
provide input on newly developed products and features for teaching and learning.

As an education consultant, Ryan participates in management meetings and change control

boards, functioning as a highly successful business partner by developing policies, budgets,
bids, and procedures related to education projects. He has worked with Philip Morris
International, Abyasa Limited, and on education technology initiatives, advising institutions on
administrative and pedagogical activities.

In 2014, Ryan won the Teesside's Business Idea on a Beermat competition, for which he was
invited to a ceremony at Buckingham Palace where he met Queen Elizabeth II and Prince
Philip.