Ebook A standard for enterprise project management

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ESI International Project Management Series
Series Editor

J. LeRoy Ward, Executive Vice President
ESI International
Arlington, Virginia

Practical Guide to Project Planning
Ricardo Viana Vargas
1-4200-4504-0
The Complete Project Management Office Handbook, Second Edition
Gerard M. Hill
1-4200-4680-2
Determining Project Requirements
Hans Jonasson
1-4200-4502-4
A Standard for Enterprise Project Management
Michael S. Zambruski
1-4200-7245-5
Other ESI International Titles Available from
Auerbach Publications, Taylor & Francis Group
PMP® Challenge! Fourth Edition
J. LeRoy Ward and Ginger Levin
ISBN: 1-8903-6740-0
PMP® Exam: Practice Test and Study Guide, Seventh Edition

J. LeRoy Ward
ISBN: 1-8903-6741-9
The Project Management Drill Book: A Self-Study Guide
Carl L. Pritchard
ISBN: 1-8903-6734-6
Project Management Terms: A Working Glossary, Second Edition
J. LeRoy Ward
ISBN: 1-8903-6725-7
Project Management Tools CD, Version 4.3
ESI International
ISBN: 1-8903-6736-2
Risk Management: Concepts and Guidance, Third Edition
Carl L. Pritchard
ISBN: 1-8903-6739-7

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A STANDARD FOR

ENTERPRISE

PROJECT

MANAGEMENT

MICHAEL S. ZAMBRUSKI

Boca Raton London New York

CRC Press is an imprint of the
Taylor & Francis Group, an informa business

AN AUERBACH BOOK

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Auerbach Publications
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
Boca Raton, FL 33487-2742
© 2009 by Taylor & Francis Group, LLC
Auerbach is an imprint of Taylor & Francis Group, an Informa business
No claim to original U.S. Government works
Printed in the United States of America on acid-free paper
10 9 8 7 6 5 4 3 2 1
International Standard Book Number-13: 978-1-4200-7245-7 (Softcover)
This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and
information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and
publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission
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Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe.
Library of Congress Cataloging-in-Publication Data
Zambruski, Michael S.
A standard for enterprise project management / Michael S. Zambruski.
p. cm. -- (ESI international project management series ; 4)
Includes bibliographical references and index.
ISBN 978-1-4200-7245-7 (alk. paper)
1. Project management--Standards. 2. Project management--Forms. I. Title.
HD69.P75Z36 2008
658.4’04--dc22

2008001430

Visit the Taylor & Francis Web site at

and the Auerbach Web site at


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Contents
List of Figures.....................................................................................................................................................................vii
Preface.................................................................................................................................................................................ix

About the Author................................................................................................................................................................xi

Chapter 1 Introduction. ...............................................................................................................................................1
Chapter 2 Project Authorization and Initiation...................................................................................................3
2.1 Document Workflow..............................................................................................................................................3
2.2 Charter...................................................................................................................................................................3

Chapter 3 Project Analysis and Planning...............................................................................................................5

3.1 Business Requirements Document..........................................................................................................................5
3.2 Statement of Work..................................................................................................................................................9
3.3 Project Team Roster..............................................................................................................................................11
3.4 Project Plan...........................................................................................................................................................11

Chapter 4 Project Execution and Control............................................................................................................13
4.1 Issues and Risk Management................................................................................................................................13
4.2 Escalation.............................................................................................................................................................17
4.3 Communication...................................................................................................................................................17
4.4 Documentation.....................................................................................................................................................21
4.5 Testing..................................................................................................................................................................23
4.6 Training................................................................................................................................................................23

Chapter 5 Project Closure.........................................................................................................................................25
Glossary...........................................................................................................................................................................27
Appendices
All Project Phases


Appendix 1 Hierarchy of Enterprise Targets...............................................................................................................29

Project Authorization and Initiation


Appendix 2 Project Assessment Form.........................................................................................................................31



Appendix 3 Project Initiation Document Workflow...................................................................................................33



Appendix 4 Project Charter Template.........................................................................................................................35



Appendix 5 Completed Project Charter......................................................................................................................37

v

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vi  n  Contents

Analysis and Planning


Appendix 6 Project Summary Template.....................................................................................................................39

Appendix 7 Business Requirements Work Plan Template...........................................................................................43



Appendix 8 Business Requirements Document Template...........................................................................................47



Appendix 9 Sample of a Completed Business Requirements Document.....................................................................51



Appendix 10 Statement of Work Template..................................................................................................................59



Appendix 11 Sample Completed Statement of Work..................................................................................................63



Appendix 12 Project Roster Template.........................................................................................................................75



Appendix 13 Project Plan Templates.......................................................................................................................... 77

Appendix 14 Completed Project Plan.........................................................................................................................81

Execution and Control


Appendix 15 Issues/Risk Management Plan Template................................................................................................83



Appendix 16 Issues and Risk Log Template................................................................................................................85



Appendix 17 Completed Issues and Risk Log.............................................................................................................87



Appendix 18 Test Planning Template.........................................................................................................................89



Appendix 19 Training Plan.........................................................................................................................................91



Appendix 20 Change Request Form Template............................................................................................................93

Appendix 21 Escalation Policy Template....................................................................................................................95



Appendix 22 Communications Plan Template...........................................................................................................97



Appendix 23 Meeting Agenda Template and Sample Meeting Agenda.......................................................................99



Appendix 24 Meeting Minutes Template and Sample Meeting Minutes..................................................................103



Appendix 25 Documentation Protocol Template......................................................................................................105

Closure


Appendix 26 Lessons Learned Template...................................................................................................................107

Index. ..............................................................................................................................................................................109

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List of Figures
Introduction.................................................................................................................................. 1

Figure 1.1  Project management in the overall enterprise environment.......................................................................2

Project Authorization and Initiation.............................................................................................. 3

Figure 2.1  Project Charter.........................................................................................................................................4

Project Analysis and Planning........................................................................................................ 5
Figure 3.1 
Figure 3.2 
Figure 3.3 
Figure 3.4 
Figure 3.5 

Business Requirements Document (BRD)................................................................................................6
Business Requirements Work Plan (RWP)................................................................................................8
Statement of Work..................................................................................................................................10
Project Roster..........................................................................................................................................11
Project Plan: Program Management Office Implementation...................................................................12

Project Execution and Control..................................................................................................... 13
Figure 4.1 
Figure 4.2a
Figure 4.2b
Figure 4.3 
Figure 4.4a
Figure 4.4b
Figure 4.5 

Figure 4.6 
Figure 4.7 

Issues/Risk Management Plan................................................................................................................14
Emergency Communications Project (Open risks)..................................................................................15
Emergency Communications Project (Closed risks)................................................................................16
Escalation Policy.....................................................................................................................................17
Communications Plan.............................................................................................................................18
Project Communication as a Function of Project Phase and Time..........................................................19
Meeting Agenda......................................................................................................................................20
Meeting Minutes....................................................................................................................................21
Project Documentation Structure...........................................................................................................22

Project Closure............................................................................................................................ 25

Figure 5.1  Post-Project Lessons Learned..................................................................................................................26

vii

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Preface

Project management is about turning ideas into results. Unfortunately, it is commonly viewed in isolation from the other
business disciplines that form the context needed for its success—namely, strategic planning and requirements analysis
before the project, and operationalization after the project. As a result, uncertainty or confusion about the role of project
management all too often arises, leading to questions such as these:
NN
NN
NN
NN
NN

What is the difference between the business vision, mission, and goals, and what do they have to do with projects?
How does the business requirements document (BRD) differ from the project charter?
Why do we need a project charter and a BRD?
Why create a statement of work if you already have the BRD?
Do we really need this much process in order to get a project going?

A Standard for Enterprise Project Management explains each of the basic elements needed for project success and integrates
them into a balanced life-cycle continuum. It also supplies an inventory of practical policies, procedures, techniques, and
templates for immediate use. The result is a handbook for getting the work done fast, smart, and right.
There are three components to the book. The first is the main body of text, which provides a description of logical project phases and associated documents, beginning with authorization and initiation, followed by analysis and planning, then
execution and control, and finally closure. Each phase contains both an explanation and an illustration of what can be done
to optimize success.
Throughout the main text are references to dozens of appendices found at the end of the book. They constitute the second
and largest component, that is, blank and completed templates suggested for use. Each of these tools contains details on how
to apply them, with emphasis on balancing the benefits of standardization with the need for flexibility.
The third component is the CD, which holds a full-color version of the base document with all the figures and appendices. The appendices are included as embedded files displayed as icons within the main text file. Double-clicking on an icon
allows the embedded file to open for use. In this way all of the blank templates as well as the completed samples are instantly
available and completely portable. In order to open all of these files, it is necessary to have Adobe® Reader as well as the following Microsoft® applications: Word, Excel, Visio, and Project.
At the end of the CD are four bonus items. Bonus 1 is a Quick Start with Project 2003. This is a one-page tutorial with
three pages of screen prints designed to quickly generate readable and concise project plans. Bonus 2 is a Complex Project

Readiness Grid. It is a matrix suggesting how to manage intricate interrelationships in a project or program environment.
Bonus 3 is a Project Management Competency Development grid, which outlines a program for developing key skills among
project managers within an organization. Bonus 4 is an example of Traceability in Business Analysis and Project Management, which shows a chain-of-custody relationship up and down the requirements-solutions continuum.
The best way to implement the concepts, processes, and tools in A Standard for Enterprise Project Management is to adopt
them as the starting point for structured yet adaptable models of project success within an organization—from idea inception
all the way to post-implementation production, and each step in between.
One note regarding the appendices: they are organized in a proposed numerical order that corresponds to standard project
phases. However, this does not mean that every project must have every appendix in the exact sequence shown. Factors such
as the project size, complexity, risk, duration, time sensitivity, and association with other initiatives will ultimately determine
which tools are needed and when. Accordingly, discussions in the body of the book focus on the various appendices in terms
of their relative importance or relationship to each other rather than their simple linear succession. As a result, references to
the numbered appendices do not always occur within the main text in the exact order as shown in the table of contents.
ix

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About the Author
Michael S. Zambruski has been providing professional project management,
business analysis, and training for a wide variety of multibillion-dollar international firms; small, fast-growing companies; and entrepreneurs for more
than 25 years. His diverse background covers both the service and product sectors, with industry experience in telecommunications, information
technology, health care, higher education, environmental services, consumer
goods and services, advertising, banking, real estate, and aerospace, as well

as in the federal government—both civilian and military.
His assignments have involved service and product management, process redesign, business development, engineering, manufacturing, quality
control, product distribution, strategic marketing, and technology integration. His achievements include organizing multimillion-dollar projects,
expanding market performance, designing financial decision models, creating new service concepts, leading crisis-reaction teams, and building project
management offices at diverse organizations that include Unisys, UMass
Memorial Medical Center, Yale University, CIGNA, Lucent, SBC, and Boeing. His first book, The Business Analyzer & Planner (AMACOM, 1999),
presented a unique seven-phase methodology for understanding the fundamental issues behind problems and opportunities, and then mapping out
alternatives for optimal results. His articles published by ESI International
include “Organizing Structure in the Midst of Chaos” (2005), “Establishing
Clear Project Management Guidelines” (2006), and “The Portability of Project Management” (2007).
Mr. Zambruski has taught business courses for Quinnipiac University, the University of New Haven, the University of
Phoenix Online, and Boston University’s Project Management program. He holds an M.B.A. from Southern Illinois University and a B.A./B.S. from Georgetown University. He is certified as a project management professional (PMP®) by the Project
Management Institute (PMI®), of which he is a member and holds the Advanced Master’s Certificate in project management
from George Washington University. His e-mail address is

xi

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Chapter 1

Introduction

This handbook describes policies, procedures, techniques, and tools for the uniform management of projects throughout an
organization. They combine standardization with responsive flexibility and best practices to achieve on-budget, on-schedule
performance while carefully managing scope, quality, and risk for all projects regardless of size or complexity.
Figure 1.1 outlines the overall context of the processes, key documents, and activities specified in this handbook. It portrays project management as the logical sequence of how work should progress from the idea stage in the Business Domain to
the implementation stage in the Operations Domain, with a clear indication at each step of what the deliverables are.
PROJECT MANAGEMENT IN THE OVERALL ENTERPRISE ENVIRONMENT
S
T
R
A
T
E
G
Y

R
E
Q
M
T
S

BUSINESS VISION
The TO BE State of the Enterprise
BUSINESS MISSION
The AS IS Direction of the Enterprise

BUSINESS
GOAL A

Initiation Phase of Project =

BUSINESS
GOAL B

Project Charter
for Achieving
BUSINESS GOAL C

Planning Phase of Project =
P
L
A
N
S

A
C
T
I
O
N

BUSINESS
GOAL C

BUSINESS
GOAL D

Business Requirements

Document for Achieving
BUSINESS GOAL C

Project Statement of Work (SOW)
for Achieving
BUSINESS GOAL C

Contents
Approach
Tactics
Priorities
Progress Milestones
In vs. Out of Scope
Success Criteria
- deliverables
- traceability matrix
- quality metrics
Assumptions
Constraints

BUSINESS
GOAL E

B
U
S
I
N
E
S

S

D
O
M
A
I
N

P
R
O
J
E
C
T

= Analysis Phase of the Project

Project Goal = achieve Business Requirements in BRD

D
O
M
A
I
N

Attachments
Business Requirements Document

Project Budget Details
Project Plan/Schedule
Risk Management Plan
Risk Log
Escalation Policy
Communications Plan
Documentation Protocol
Test Strategy
Training Strategy

Project Execution, Control, Closure

Project Team Warranty
Support for Operations
skills & documentation transfer
mentoring for operations staff

Transition Into Full
Operational Status
staff augmentation (as needed)
training and skills development

O
P
N
S

D
O
M

A
I
N

Figure 1.1

1

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2  n  A Standard for Enterprise Project Management

By portraying the Project Domain in this overall context, attention is drawn to those activities that must precede and follow a project in order for it to be considered a true success. In the Business Domain there must be a vision (or TO BE state) of
the business and an associated mission (or AS IS state), together with the particular goals that support the vision and mission.
These constitute the direction of the enterprise. In the Project Domain is where the more abstract elements of vision, mission,
and goals evolve into concrete work delineated in the Charter, Business Requirements Document, and Statement of Work.
Finally, in the Operations Domain the results of the project are implemented into day-to-day activities and thus represent the
true improvements to the enterprise.

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Chapter 2

Project Authorization and Initiation

2.1 Document Workflow
The appropriate amount of management and documentation for a project depends on many factors, including the project’s
size, duration, budget, complexity, and risk. The project assessment form in Appendix 2 can be used to help evaluate these
factors and determine the level of project management needed for a particular initiative. Appendix 3 summarizes alternate
paths for documenting various types of projects including those with a focus on information technology services.

2.2 Charter
Projects are authorized by means of a charter, which describes key high-level information—including what is to be done,
a general timeframe for its completion, a summary of the budgetary resources needed and available, and key stakeholders.
Once the charter is approved, as evidenced by the signatures at the end of the document, the project manager is authorized
to begin work. Figure 2.1 shows a standard charter format. A charter template and completed sample are available as Appendices 4 and 5.
As a general policy, a copy of the completed charter should be forwarded to the internal audit and quality departments
for determination as to whether an auditor and/or quality professional will be assigned to the project.

3

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4  n  A Standard for Enterprise Project Management

PROJECT CHARTER

Date:

Initiated by:

Project Summary Details
Project Name:
Project ID:
Project Priority:
Customer Name:
Project Start Date:
Planned Project End Date:
Approved Budget:

<be refined as business analysis is completed>>

Project Staffing Level (Total Person Months):

<be refined as business analysis is completed>>

Project Personnel
Project Sponsor(s):
Business Owner(s):
Project Manager:
Other Key Personnel:

<subject matter experts who will be instrumental to
the success of the project>>

Scope and Objectives:
<< The project scope and objectives are presented here at a high (executive) level. If a
separate document contains that information, it can be embedded here.>>

Organizational Relationships (Roles and Responsibilities):
<together with the title of the person who will represent that organization for this project. This
ensures that the organizational breadth of this project is clarified at the very beginning.>>
Key Dates or Milestones:
<<Very high level milestone dates are listed, to establish the general timeframe for the project.>>
Approvals:
Date:

Signature:

Date:

Signature:

<<electronic approval is acceptable if a dated email is referenced>>

Figure 2.1

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Chapter 3

Project Analysis and Planning

Once the charter is completed and initial funding is confirmed, the project formally begins and the documents around it

become the blueprints for success. For modest initiatives, it may be sufficient to use condensed documentation such as the
project summary template found in Appendix 6, which concisely presents all of the salient information on the project in
a very condensed form. However, more sizeable projects are optimally served by more comprehensive efforts and records,
beginning with the Business Requirements Document described next.

3.1 Business Requirements Document
The Business Requirements Document (BRD) specifies the concrete, measurable business improvements that are needed in
order to achieve the high-level vision, mission, and goals of the sponsoring organization. It clarifies why the project is necessary and becomes a key reference for developing and implementing project deliverables. It is typically prepared by a business
analyst who is assigned to the project team and who works closely with the project manager to identify, record, and validate
the business requirements. Figure 3.1 shows the outline of a comprehensive BRD. A full template and a sample completed
version are found in Appendix 8 and Appendix 9.

5

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6  n  A Standard for Enterprise Project Management

Date Prepared (or Updated)

Figure 3.1

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Project Analysis and Planning  n  7

For large, complex, or lengthy projects, the preparation of a BRD normally involves extensive information collection,
synthesis, documentation, and validation. These activities therefore benefit from careful planning. The Requirements Work
Plan (RWP) shown in Figure 3.2 is used for this purpose. A template of the RWP is included as Appendix 7.

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8  n  A Standard for Enterprise Project Management

Figure 3.2

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Project Analysis and Planning  n  9

3.2 Statement of Work
The Statement of Work (SOW) specifies how the business requirements will be achieved and includes the overall project
approach and tactics, a detailed timeframe with key milestones, funding details, success criteria, assumptions, constraints,
and traceability to specific business requirements documented in the BRD. Essential to the SOW is a clear declaration of all
activity that is in scope as well as out of scope. Figure 3.3 contains a standard format. A full SOW template and completed
sample are found in Appendices 10 and 11.

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10  n  A Standard for Enterprise Project Management

VLJQLILFDQWULVNV

Figure 3.3

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Project Analysis and Planning  n  11

Although the SOW serves as a principal reference document for all project efforts, changes are inevitable. Therefore, it is
vital that a formal change management process becomes an integral part of managing the project. For this purpose a change
request form template can be found in Appendix 20.

3.3 Project Team Roster
As early as possible a list of core team members, including any vendor staff, should be compiled. Contact information, area(s)
of specialty and responsibility, and alternate representatives should be indicated for each person. This can be recorded in a
stand-alone document or as part of the SOW. Figure 3.4 displays a standard project roster. Note that each member of the
project team has an alternate identified, together with information on contacting those individuals as well as their administrative support staff. This is designed to ensure that no discipline goes unrepresented at key project meetings. If the primary
is unable to attend, the alternate—who is totally aware of all relevant issues and actions—attends instead. A project roster
template is located at the end of this handbook as Appendix 12.
PROJECT ROSTER
Department

(or Firm)
Director, IT Projects Info Tech
Czerny, Karl
Dir, Strat Space Plan Planning
Effraim, Pete
Escrowel, Gene Sr Dir, Critical Care Critical Care
COF
Foley, Alex
Finance
Fonce, Charlotte Project Mgr
Engineering
Dir, Proj Mgt
Gentile, Gigi
Info Tech
Chief of Nursing
George, Tom
Nursing
Letter, Christine Dir, IT Opns
Operations
Orange, Phyllis Dir. Fin Planning
Finance
Dir, Quality
Queen, Ellen
Quality
Proj Dir
Silvan, Elliott
Facilities
Vice-president
Sincol, Jerry
Cardio

Sr. Cnsltnt, Labor Rel Human Res
Wuder, Sally

Name

Title

Area of
Specialty
IT
space plan
clinical
finance
equipment
applications
clinical
networks
finance
quality
construction
clinical
human res

Role/
responsibility
telecom
advisory
clinical sponsor
financial support
equip, training

Phone
contact
123-456-7890
123-456-7890
123-456-7890
123-456-7890
123-456-7890
123-456-7890
clinical coord. 123-456-7890
123-456-7890
financial support 123-456-7890
123-456-7890
gov’t liaison
constr proj mgt 123-456-7890
clinical sponsor 123-456-7890
123-456-7890
labor, staffing

Alternate Alternate’s
phone
Sally
111-222-3333
Bob
111-222-3334
Tom
111-222-3335
Vic
111-222-3336
Gina

111-222-3337
Theresa
111-222-3338
Bill
111-222-3339
Mike
111-222-3340
Jem
111-222-3341
Ackar
111-222-3342
Tyrone
111-222-3343
Sandie
111-222-3344
Bob
111-222-3345

Admin.
Assistant
123-456-7890
123-456-7890
123-456-7890
123-456-7890
123-456-7890
123-456-7890
123-456-7890
123-456-7890
123-456-7890
123-456-7890

123-456-7890
123-456-7890
123-456-7890

Figure 3.4

3.4 Project Plan
The project plan document serves as the main control mechanism, both by specifying project phases and by decomposing
these phases into specific tasks with associated timeframes, resources, dependencies, and deliverables. During project implementation, it also serves as a status tool by showing completion progress. It is typically included as Attachment C to the SOW
and can be done in Microsoft Project or Excel, and possibly distributed as a document in Adobe pdf. Figure 3.5 is a segment
of a project plan in Microsoft Project 2003. A standard template and samples of completed project plans can be found at the
end of this book in Appendices 13.1, 13.2, 13.3 and 14.

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2%

7%

0%

0%
0%
4.1 BA training
0%

4.2 PM training
0%
4.3 Project Mgmt Audits
4.4 Business Analysis Forums
0%
4.5 Project Mgmt Forums
0%
0% 5 CLOSE
5.1 Operationalization
0%
5.2 Lessons learned
0%

28

31

37
38
39
40
41
45
49
50
51

3.1 Objective 1 - establish enterprise
PMO
3.2 Objective 2 - Integrate Bus

Analysis+Proj Mgt
3.3 Objective 3 - Implement PMO
guidelines
3.4 Objective 4 - develop training
curricula & sched
4 CONTROL

24

Figure 3.5

Start

Finish

Wed 10/3/07 Wed 12/19/07

Thu 12/20/07
Thu 12/20/07

Wed 1/30/08
Wed 12/26/07

Wed 12/19/07
Wed 12/5/07
Fri 12/7/07
Wed 1/30/08
30 days
30 days
5 days

40 days
40 days
20 days
46 days
46 days

56 days?

Fri 11/2/07

Tue 8/28/07
Fri 12/14/07
Fri 12/14/07

38 days
49 days?

Wed 9/5/07

Mon 7/16/07

Mon 10/22/07
Mon 10/22/07
Thu 11/22/07
Wed 10/3/07
Fri 10/5/07
Thu 12/20/07

93 days

60 days

16 days?
10 days
6 days?
15 days?
3 days?
8 days?
5 days?
93 days?

Duration

Mon 7/16/07 Wed 11/21/07

Tue 8/28/07 Mon 11/19/07

1 INITIATE
Mon 7/16/07
Mon 8/6/07
Fri 7/27/07
1.1 Develop Charter for PMO creation Mon 7/16/07
Mon 7/30/07
Mon 8/6/07
1.2 Obtain Charter signoffs
Tue 8/7/07 Mon 8/27/07
2 PLAN
Tue 8/7/07
Thu 8/9/07

2.1 Reqmts Work Plan (RWP)
Thu 8/9/07 Mon 8/20/07
2.2 Bus Rqmts Doc (BRD)
Tue 8/21/07 Mon 8/27/07
2.3 Statement of Work (SOW)
Mon 7/16/07 Wed 11/21/07
3 EXECUTE

Task Name

0%

%
Complete
78%
84%
50%
7%
35%
1%
0%
2%

20

1
2
6
7
8

11
18
19

ID

37

344
34
27

17

6

2

Predecessors

Team

Mike, Team

Mike, Bob

Mike

Mike

Resource
Jun

Jul

PROJECT PLAN: Program Management Office Implementation
3rd Quarter
Aug
Sep
Oct

4th Quarter
Nov

Dec

1st Quarter
Jan
Feb

Michael S. Zambrusk
Tue 8/12/07

12  n  A Standard for Enterprise Project Management

6/9/08 3:51:04 PM