Sample Project Plan Template

Project Overview
Name of project:
Prepared by: Name of project manager
Name of area/title/department:
Version number:
Date of current plan:

Project Plan Distribution List

List the recipients of the project plan.
Name Title/Position Interest in Project

Version Control
Record changes to the project plan.
Version
Date Reason/Comments/Approvals
Number
Management Summary
The management summary sums up project information that is most important to management, such
as objectives, cost, time frame, key benefits and milestones. The summary is from one to two pages
in length, depending on the size of the project.

Major Changes From Project Proposal

If significant changes are required from the project proposal, use the table below to indicate changes
needed across the specific key project areas and the adjustments within each area to accommodate
the requested changes.

Reason for Variance from Project Proposed Changes

Category
Proposal (From Project Proposal)
Scope
Time
Cost
Quality
Risk Management
Communications

Detailed Description and Justification for Project Changes

Where required, provide a detailed description and justification for the project changes from which the
PMO or executive management can decide whether or not to approve the changes.

Project Information
The Project Plan contains details of the strategies and information necessary to execute a project.
Project Number (if applicable):
Project Name: A brief name to describe the project
Date: Date of current plan
Project Ownership: Area responsible for project
Project Contacts:
Name Title/Position Phone Email
Primary
Other
Other

Project Approval: Authority for project funding

Introduction and Background
Describe and comment upon the circumstances leading up to the need for and decision to fund the
project.

Objectives
State the overall aims of the project. Projects should be broken out into stages. Multi-year projects
should show annual objectives.

Scope, Constraints, Assumptions

List the activities and tasks contained in the project, showing the boundaries of the project. This
section should outline activities outside the project scope and any assumptions that the project is
based on. Whoever is preparing the project proposal should make considerable efforts to establish
the scope with the stakeholders. Scope verification and clear user requirements are important aspects
to gain agreement with the stakeholders. The better the outcomes are defined, the less probability of
dramatic scope changes or scope creep.
Projects should be broken out into stages. Multi-year projects should show annual objectives.

Scope
Within Scope

Outside Scope

Constraints

Assumptions
Interdependencies with Business Activities, Systems and Other Projects
A table of interdependencies and possible impacts to draw attention to integration issues.
Interdependent Activity Possible Impact

Business Case and Benefits Realization

The approving authority must know the business reasons for carrying out a prospective project. The
business case shows the benefits and added value of the project for the company. A method for
measuring the improvement or value should accompany each benefit. The monitoring and measuring
may take place throughout the life of the system or service, long after the project and its post-
implementation review are completed. The detail and effort put into the metrics depend on the
project.
Cost/benefit analysis is a method for determining the financial impact of projects in which the benefits
are easily quantifiable and measurable. Cost/effectiveness of benefits with value added is a valid
expression applied to many projects in cases where the benefits are not easily measured or
quantifiable. For example, quantifying the value of higher quality service provision and levels and a
more flexible enterprise may be a measure of benefits from a project. The ‘soft’ benefits may require
using assessment techniques of anecdotal evidence and surveys.
Net Present Value (NPV) is an algorithm for calculating the expected net monetary gain or loss from a
project by discounting all expected future cash inflows and outflows to the present. Net Present Cost
(NPC) is a variation of NPV for calculating expense flows for projects without a quantifiable income
stream. NPV and NPC are the generally accepted bases for measuring the financial impact of
proposed projects.
List only those benefits contained within the scope of the project.
Benefits should indicate the method of measurement after the project ends.

Benefits How to Measure

Work Breakdown Structure (WBS)

The WBS is a separate, foundation project document and may be a diagrammatic representation of
the project activities. MS Project may also be used to prepare a WBS. Indicate below where the WBS
for this project can be found.

Risk Management
Provide a separate risk management plan to identify project risks. Indicate below where the risk
management plan for this project can be found.
Costing
The table below should contain comprehensive, detailed costing for the project with individual
resources identified and accounted for. Operating grant costs that will be absorbed should be shown.
The “Other” category may include extras, as required. Salaries for extra Helpdesk staff, extra
communications and other technical staff may have to be factored in as well, especially considering
the risk that the implementation may not go as planned.
Include costs that will be absorbed, for example, salaries from the operating grant.
Projects should be broken out into stages. Multi-year projects should show annual objectives. Funding
is reserved and, later, released accordingly.
For a major project include a salary cost component for the post-implementation review.
A separate table shows the ongoing costs of the continued maintenance of the products of the project
when the project has ended. The funding source that will provide the ongoing resources must sign off
on these costs or the project will not proceed – a project kill or halt point.
Use MS Excel if calculations warrant the use of a spreadsheet or MS Project.

Costs and Resources During the Life of the Project

Category Detail Duration Funding Source Amount
Salaries
Equipment
Software
Other
Contingent funds
Grand Total (All Costs)
Total Operating Grant
Total Other Funding
TOTAL PROJECT FUNDS
ALLOCATED

Basis for Estimated Project Costs

Explain the basis of estimated costs above.

Ongoing Costs After Project Completion

Ongoing Funding Source Annual Approved Funding
Detail
Maintenance after Project Ends Amount Source Contact
Salaries
Equipment
Software
Other
Total
Basis for Estimated Ongoing Costs
Explain the basis of the estimated costs above.

Timelines
The project plan should detail timing with milestones for implementation of the project’s activities.
Large projects are advised to use a product like MS Project, at least at a high level. Timelines should
reflect the work breakdown structure with key activities and deliverables marked.
The project manager should make sure that the time frame is realistic. Enlist project team members in
the time estimates, if possible. The timelines should be based on reality, with contingencies allocated.

Activity or Deliverable Timeframe Kill/Milestone Date

Quality
This section deals with strategies for ensuring high quality for the project. As a minimum, the project
plan should include the quality measures and acceptance criteria to be used. You could also attach a
separate quality plan. If you do that, indicate below the location of the plan.

Project Management Structure

The project plan should list the names of the sponsor, steering committee members and project
manager. These key project members must understand their duties and responsibilities for a project
to be successful. The project plan lists customized changes or extra duties from the standard roles
and responsibilities.
Generally speaking, the project manager deals with operational matters and reports to the steering
committee on project progress, including strategic issues. The steering committee should work at a
strategic level. An operational reference group may be included in the project structure.

Project Role Name Title/Position Interest in Project

Sponsor
Client Leader
Project Manager
Expert/Specialist
Steering Committee Member (General)
Internal Audit Representative
Reference Group Member
Reference Group Member
Communication
This section deals with strategies for communicating to and training stakeholders. Stakeholders will
have been previously identified in the project proposal. Use the table below or produce a separate
communication plan. If you use a separate communication plan, indicate below where the plan can be
found.

Stakeholder Group Communication Strategy Training Strategy