The PM Toolkit is available to the PM to assist them in delivering a project. These are not deliverables, rather tools that a PM may require to use during a project.
|Change Management Plan||Creating a Business Change Management Plan during the Plan-for-Design stages is an optional activity on most projects, however it is highly recommended for large and extra-large projects, particularly in a situation where someone’s daily tasks/ responsibilities are going to change drastically with the implementation of this IT implementation. It is crucial that business change management examine the impact of introducing a new way of doing business to the end users, how to deliver the message, introduce the new solution, and how to gain buy in. The Communication Plan should also be developed as it will be a key aspect of the business change management strategy. This is no template for the change management plan.||5. Plan-for-Design|
|Client Readiness Checklist Template (54 KB)||This checklist should be used in the Plan-for-Analysis or Plan-for-Design stage to assess if resources are able to dedicate the time required to move the project forward. If the assessment raises any concerns, the PM should discuss with the Projects director who will engage client services and determine if the planning activities should proceed.||As Needed|
|Communication Plan Template (113 KB)||The Communications Plan is highly recommended for “Large” size projects only. For “Small” and “Medium” projects, the Communications Plan is included in the Project Charter unless otherwise determined by the Delivery Manager.||As Needed|
|Procurement Plan||The PM should begin planning the procurement of any required hardware / software early in the Plan-for-Design stage as it will need to be validated during the Design stage as the Detailed Architecture Design (DAD) is being reviewed for approval. This plan is optional and as such there is no template for the procurement plan.
While it is best practice to order hardware /software only after the DAD has been approved, exemptions can be sought. This would typically occur when project time lines are extremely tight and the PM does not wish to wait until the DAD is finalized before issuing a tender for procurement. In consultation with the Director of Enterprise Architecture, exemptions can be requested and granted if the DAD has been submitted, feedback has been provided and the DAD is substantially complete.
|Project Change Request Part 1 Template (220 KB) Updated: 2018-08
Project Change Request Part 2 Template (104 KB) Updated: 2018-06
Project Change Request Guidelines Coming Soon
|All project changes which affect scope, budget and schedule are to be documented in a Project Change Request (PCR).
Only approved Project Change Requests should be reflected in the project status report and project projections. Pending changes should be used as a notation only, not assumed in the baseline schedule or budget.
|Project Decision Document Template (72 KB)||During the project life cycle, issues may arise that require a decision from the Steering Committee or OCIO leadership team (e.g. increase or decrease in scope, change in direction for the project). When this happens, the Project Decision Document template should be used to document the situation, outline the options considered, risks and benefits associated with each option and finally the rationale for the recommended solution. The PM should then present the document to the appropriate parties to obtain approval. (This may be tabled at the next Steer Committee meeting, or a special meeting could be booked for this purpose). Sometimes the decision document will result in a need for additional funding. When this happens, the Decision Document should be referenced in the SOW or PCR when it is created.||As Needed|
|Project Kick-Off Meeting Agenda / Minutes Template (73 KB)||Once the core members of the project team has been identified, the project manager should plan a kick-off meeting. The PM must use the three OCIO templates provided for this purpose: (i) project kick-off agenda, (ii) project kick-off presentation, and (iii) project kick-off minutes.
This meeting would typically occur at the start of the Plan-for-Ananlysis stage, but this may be adjusted depending on the type of project (e.g. If there is large time lag between stages, or significant change in project membership, the PM may wish to have another kick-off). If the PM is unsure of when to schedule this meeting, please discuss with the delivery manager.
|Project Plan||PMs are responsible for completing a detailed project plan/schedule including a resource plan for all projects. This can either done using a project scheduling tool (such as MS Project) or using OCIO’s PPM.
This detailed project plan must be updated on a regular basis (e.g. bi-weekly).
Note: for project managers wishing to use an external tool for tracking at the detailed level, the project’s key milestones and high level tasks should still be added to PPM and updated (i.e. start date, end date, % complete) bi-weekly.
|Project Planning Checklist (146 KB)||This document is used by the PM to ensure all key project activities are included in the project plan. A project should have two project planning checklists completed during the SDLC: one checklist initiated in the Plan-for-Analysis stage, and the second during the Plan-for-Design stage.||3. Plan-for-Analysis
|Project Projections Template (772 KB)||The PM should use the Monthly Projections Spreadsheet to track costs and update future projections on a monthly basis. This spreadsheet reports on details for this year’s actual costs against the project’s current fiscal year’s budgeted costs. The projections spreadsheet must also show the cost breakdown between current and capital costs.
Note: only approved project change requests should be reflected in the project projections.
There are additional tabs in the spreadsheet where The PM must use the OCIO Project Projections Spreadsheet template. The spreadsheet contains detailed instructions for completing the spreadsheet. The Delivery Manager can also help the PM identify appropriate accounting distributions to use in the spreadsheet.
The Project Projections spreadsheet also contains the Resource Plan. Non project team resources are entered into the spreadsheet using $0/hour as the rate. In each monthly Resource Plan update, the estimated (not the actuals) must be updated. Although only estimates are required for non-project resources, the Project Manager (PM) is expected to reflect an accurate forecast of all resource requirements at least for the current month and the next month.
|Project Scope Document||Project scope is the part of project planning that involves determining and documenting a list of specific project goals, deliverables, features, functions, tasks, deadlines, and ultimately costs. In other words, it is what needs to be achieved and the work that must be done to deliver a project.||3. Plan-for-Analysis
|Quality Assurance Plan||A Quality Assurance plan should outline how the PM plans to ensure quality is monitored throughout the lifecycle of the project. The Quality Assurance Checklist can be used for custom built solutions. The PM is encouraged to engage Application and Information Management Services (AS) to obtain their input on coding standards, discuss challenges of the past, and get agreement on the QA approach. An additional source of information can be support requests from custom built solutions that have been recently implemented. This may help to avoid the post implementation support challenges of the past. This is optional but is recommended for large or complex projects. There is no template for a QA plan.||5. Plan-for-Design|
|RACI Chart||The RACI model is a relatively straightforward tool that can be used for identifying roles and responsibilities for the project team members and various other stakeholders. While this activity is optional, it is recommended for large projects or projects with a large number of stakeholder groups. There is no template for a RACI chart.||As Needed|
|Recommondation on How to Proceed Template (70KB)||This document is intended to provide the OCIO with a recommendation on how to proceed with a project. Project teams are asked to complete an environmental scan of existing solutions that may meet client requirements. This form captures a summary of that scan and provides a recommendation to the OCIO on how the project should proceed.||As Needed|
|Request for Change (RFC) – Change Management Template (131 KB) Updated: 2018-01
Request for Change (RFC) – Change Management Instructions (78 KB) Updated: 2018-01
Request for Change (RFC) – Change Management Sample (131 KB) Updated: 2018-01
|The Request for Change (RFC) – Change Management is used to initiate a formal request for the implementation of a change to a production environment.||As Needed|
|Request for Change (RFC) – Firewall Template (106 KB)||SDI will coordinate firewall and network configuration and changes on behalf of the project team through the SDCC. SDI will work with the project team to identify firewall and network requirements and will then enable the Operations and Support branch as necessary for implementation.||As Needed|
|Request for Service – IM/IP Engagement (Pre-TRA & IM Assessment) Form Template (106 KB)||The Request for Service – IM/IP/ATIPP Engagement form must be completed in order to request (a) an IM Assessment, (b) a Pre-TRA assessment and the (c) Preliminary Privacy Impact Assessment (PPIA).
The PM will initiate the engagement by completing the ‘Request for Service: IM / IP Engagement” form. The form submission to the CIMS Branch will request completion of the IM Assessment, Pre-TRA, and PPIA. The PM must allow 2-3 weeks from the date the request is submitted for these 3 assessments to be completed. The output of this request will be the Risk Assessment Workbook and the Privacy Impact Assessment report. The PM is responsible to ensure that all recommendations from these two reports are actioned and follow-up activities included in the project plan.
|Resource Plan||The PM should have a strong understanding of the required and anticipated resources at any point throughout the duration of the project, including Client, OCIO, and Vendor resources. AIMS and O&S should be engaged regularly to validate and obtain approval for all non-project team resource requirements. The PM should not assume that these resources are available, and should not contact them directly to seek commitment.||5. Plan-for-Design|
|Request Resource(s) from Application an Information Management Services / Operations and Security||If an AIMS or O&S resource who is not part of the core project team needs to be added (but has not been identified upfront in the PID, an SM7 Request Fulfillment ticket must be completed online in order for the PM to start this process.||As Needed|
|Risk Management Plan||A Risk Management Plan does not have to be an elaborate plan, but for enterprise and large projects a formal risk plan will be required. The risk plan should include how the risk assessment is performed, and how risks will be managed and monitored throughout the project life cycle. This plan is optional but should be considered for large / extra large projects, or for projects considered high risk.||5. Plan-for-Design|
|Status Report (PPM)||PMs must create a monthly status report in PPM at the end of each month. The project dashboard is reviewed by OCIO EXECUTIVE team on a regular basis, therefore the PM must ensure that the metadata within this report is as accurate as possible.
At a minimum, the following items should be reviewed and updated each month:
|Steering Committee Meeting Minutes Template (75 KB)||PMs are expected to conduct a Steering Committee meeting on a monthly basis. PMs must use the OCIO provided templates for the (i) steering committee meeting agenda, (ii) steering committee meeting presentation and (iii) steering committee meeting minutes. Please refer to the PMRG section on Steering Committee for details on mandatory agenda items.
PMs are expected to document all meeting minutes. Outside of the project kick-off meeting and steering committee meetings, the PMs may use their own templates for agendas, presentations, and meeting minutes.
|Traceability Matrix||Developing a traceability matrix would tie into the requirements document and would be helpful in developing testing plans. It would also verify that what was requested is being delivered. This activity is optional but should be considered during the Planning for Design stage for large / XL projects. There is no template for this activity.
This matrix should be reviewed again during the Execute stage. If there are significant variations from what was originally requested, then consider doing a Project Change Request (PCR). In some cases a Decision Document may be required if there are significant changes to the scope, cost and schedule and the project sponsor and Steering Committee will have to be engaged.
Adobe® Acrobat® Reader software can be used for viewing PDF documents. Download Acrobat® Reader for free .