PROJECT MANAGEMENT QUICK REFERENCE
BC|Information Technology Services

P ROJEC T
L IF EC YCLE
❶
❷
❸
I N I T I AT I N G
PLANNING
EXECUTING
CONTROLLING
& MONITORING
CLOSING
AC T I VITY
Define the Project
WHAT and WHY
Define HOW the Project
will be completed
EXECUTE the Plan
Against the Schedule
TRACK Progress
Against the Schedule
ACHIEVED
Project Objectives
CO M M O N P ROJEC T
A RT I FAC TS
Get templates:
bc.edu/pmo
U P O N A P P ROVA L 
Project Charter
Business Case
Which ITS charter/closeout template do I use?
U P O N A P P ROVA L 
Project Schedule
Risk Plan
Resource Plan
Communication Plan
FILE NAMING TIPS
Be consistent when you name files
associated with a project. Use:
project name + description + date
QUALITY
S
EMAIL SUBJEC T LINE
Use a similar approach in email.
On the subject line, use:
project name + subject.
Closing includes the formal
acceptance of the completion
of the project.
n closeout of open items
n transition to support mode
n administrative activities archiving of files
n project summary (plan vs. actual)
n document lessons learned
n perform closeout review

Project Closeout
Value of Project Management @ BC
TRIPLE
CONSTRAINT
CE
MyProject-KickoffAgenda-110101.doc
Issues/Actions List
Status Reports
Meeting Agenda/Notes
Use of Planning
Documents
UR
If storing in MyFiles, do not use
underscores and spaces. Example:
OBJEC TIVE MET
SO
Large Project (in ITS Project Inventory)
• >2 man months
or
• cross ITS/BC departments
or
• requires capital funding
You must use the full version:
• Project Charter
• Project Closeout
• If requesting ITS NON-Infrastructure
Capital funds, a Business Case is also
required
Control and monitor the execution
of the plan and communicate
status.
n measure the ongoing project
activities - “where are we
versus where we should be”
n monitor the project variables: cost, effort, scope
n track/manage risk and change
n identify corrective actions to address issues “how can we get back on track again?”
n communicate status
RE
Small Project
• <2 man months
and
• within department
and
• no capital funding
You may use the light
version:
• Project Charter Light
• Project Closeout Light
Complete the work defined in the
project schedule to accomplish
the project’s requirements.
n coordinate people and
resources
E
T R A N S I T I O N TO N E X T PHASE
Detail the activities, time, cost
and resources needed to execute
the plan.
n define what is in and out of scope
n refine project approach and deliverables
n team selection
n develop project schedule with detailed tasks and owners
n detail budget
n plan for risk and change
❹
OP
☞
Communication (clear,
concise, factual) is key!
n Always look ahead
n Time spent initiating and
planning = better execution
and control (success)
n Time spent closing = better
planning of next project
n
Outline the description of the
project and its various key
attributes.
n describe the project
n detail the business needs
n prepare preliminary scope
statement
n prepare initial timeline
n estimate costs (project and ongoing) and funding
n define roles and responsibilities
SC
TIPS
PROJECT - a temporary endeavor undertaken to create a unique product, service or result.
PROJECT MANAGEMENT - is the discipline of planning, organizing, securing, and managing resources to achieve specific goals.
PROJECT MANAGER - is responsible for overseeing the stated project objectives are met. It is a role in a project, not a job title.
TIME
Change in one side must
affect another side or sides.
•
•
•
•
•
•
•
•
•
Predictability in terms of scope, schedule cost
Efficient use of time and resources
Improved communication
Better control and reporting
BETTER
Management of change
RESULTS
Managment of risk
Clear accountability
Application of industry best practices
Establishment of consistent repeated process
LEARN MORE: www.pmi.org
November 2011