项目输出实现计划

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1、PM 006 Outcome Realisation PlanDRAFT Template & GuideThis Guide is intended to be read in conjunction with the following template for the development of an Outcome Realisation Plan. As such the Guide should be removed from the front of your final document.Version 0.C (10 January 2001)What is an Outc

2、ome Realisation Plan?The Outcome Realisation Plan is used to support the organisational change management process required for effective utilisation of the agreed project outputs in the business unit(s). It assists in ensuring the achievement of the project outcomes described in the Project Business

3、 Plan. Why would you develop an Outcome Realisation Plan?An Outcome Realisation Plan is developed to provide the link between the realisation of the benefits from a project, and the outputs delivered by the Project Team. It covers the final stages of a project up to the point when the utilisation of

4、 the project outputs has become routine, and the processes are transactional.The purpose of the Outcome Realisation Plan is to ensure that: the final stages of the project are managed in a satisfactory manner; the utilisation of the projects outputs are linked to the planned project outcomes; that t

5、he success of the projects outputs are assessed and corrective action performed if required; and the planned project outcomes are achieved prior to formal project closure.In order for the business unit(s) to prepare for the project outputs, they need to be planning and implementing changes progressi

6、vely throughout the project. Depending on the size and complexity of the project, there may be one or more Outcome Realisation Plan(s). For example where a Business Owner is accountable for only a subset of the projects outcomes, or where multiple Business Owners are accountable for the same outcome

7、s but in a different organisation / areas.The Outcome Realisation Plan specifies the management procedures, control plans and performance measures that each business unit/area will be put in place once the Project Team has delivered the outputs. In addition, the document details any changes that nee

8、d to be made within the business areas prior to receiving the project outputs.The document enables those completing the tasks/activities in the business area to deliver the expected results, as per the agreed Project Business Plan.When would you develop an Outcome Realisation Plan?Approval to procee

9、d to develop an Outcome Realisation Plan is usually obtained from the acceptance or approval of a preceding stage such as a Project Proposal/Brief For a definition of these underlined terms, refer to the Project Management Glossary. or Project Business Plan2 For a definition of these underlined term

10、s, refer to the Project Management Glossary. An Outcome Realisation Plan is developed in an iterative manner as the project progresses. Although the Business Owner(s) is responsible for creating and updating the Outcome Realisation Plan, the Project Manager may develop the first release with their c

11、o-operation.The Outcome Realisation Plan expands the proposals developed in these documents in order to: ensure the planned project outcomes are achieved prior to formal project closure. document how the benefits from the project will be measured, including the base line metrics; provide the basis f

12、or reporting by the business unit(s) to senior management and the Steering Committee on progress towards achievement of these outcomes; document what changes will be made by the business unit(s) to their tools, policies/procedures and organisation in preparation for receiving the outputs from the Pr

13、oject Team; document the management and control activities to be undertaken by the business unit(s) upon receiving the outputs from the Project Team; and gain acceptance by the Steering Committee or Proposer to the suitability of these activities.What you need before you start: Agreement to proceed

14、with the development of the Outcome Realisation Plan from the Steering Committee or Project Sponsor. Knowledge and understanding of the relationship between the outcomes and outputs of the project, and how they are utilised by each customer (business unit). Knowledge and understanding of the current

15、 tools, policies/procedures or organisation of the business unit(s). Some knowledge and understanding of the proposed tools, policies/procedures or organisation of the business unit(s). This knowledge and understanding will develop in more detail as the project progresses. Knowledge of the Tasmanian

16、 Government Project Management Guidelines.Optional: Any of the following documents - Project Proposal/Brief, Project Business Plan. Knowledge and experience in the development of performance measures. Current copies of relevant business process policies/procedures. Corporate/business plans for dept

17、or business unit. Departmental Project Management Guidelines.What you will have when you are finished:An Outcome Realisation Plan that is ready for acceptance by the Steering Committee or Project Sponsor. As the project progresses, this document will need to be updated, revised and re-released.How t

18、o use this template?The template contains sections which are either optional or can be developed at a number of levels of detail depending upon individual need. Sections that are not completed can be indicated in a number of alternative methods depending on the reason for non-completion, for example

19、 by referring to another document, by deleting the heading, or by indicating that the section is not applicable.All documents developed based on this template should include an appropriate acknowledgement.A number of different text styles have been used within the template, as follows: Text in itali

20、cs is intended to provide a guide as to the kind of information that can be included in a section and to what types of projects it might be applicable. Text in normal font is intended as examples. Text enclosed in is intended to be replaced by whatever it is describing.Outcome Realisation PlanOrgani

21、sational UnitDEPARTMENT OF Version 0.A (dd mmm yyyy)AcknowledgementsThe contribution of the following individuals in preparing this document is gratefully acknowledged:The following two paragraphs should be included in the documents where these templates have been used as a basis for development.Thi

22、s document has been derived from a template prepared by the Department of Premier and Cabinet, Tasmania. The structure is based on a number of methodologies as described in the Tasmanian Government Project Management Guidelines.For further details, refer to .DOCUMENT ACCEPTANCE and RELEASE NOTICEThi

23、s is of the Outcome Realisation Plan.The Outcome Realisation Plan is a managed document. For identification of amendments each page contains a release number and a page number. Changes will only be issued as complete replacement. Recipients should remove superseded versions from circulation. This do

24、cument is authorised for release once all signatures have been obtained.PREPARED:DATE:_/_/_(for acceptance)(, , )APPROVED:DATE:_/_/_(for acceptance)(, )ACCEPTED:DATE:_/_/_(for release)(Project Sponsor, )on behalf of the Steering Committee1.BUILD STATUS:The most recent amendment first.VersionDateAuth

25、orReasonSections2.AMENDMENTS IN THIS RELEASE:Section TitleSection NumberAmendment Summary3.DISTRIBUTION:Copy NoVersionIssue DateIssued To12ElectronicTABLE OF CONTENTS1.INTRODUCTION11.1.Document Purpose11.2.Intended Purpose11.3.Outcomes21.4.Management Plan31.5.Assumptions and constraints31.6.Current

26、Project Status31.7.Updating this Plan42.TRANSITION PLAN52.1.Current Situation52.1.1.Culture52.1.2.Physical Environment52.1.3.Structure52.1.4.Job Design / Responsibilities62.1.5.Skills / Knowledge Requirements62.1.6.Policies / Procedures62.1.7.Workflows / Processes62.2.New Situation62.2.1.Culture62.2

27、.2.Physical Environment62.2.3.Structure72.2.4.Job Design / Responsibilities72.2.5.Skills / Knowledge Requirements72.2.6.Policies / Procedures72.2.7.Workflows / Processes72.3.Transition Current to New72.3.1.Culture82.3.2.Physical Environment82.3.3.Structure82.3.4.Job Design / Responsibilities92.3.5.S

28、kills / Knowledge Requirements92.3.6.Policies / Procedures92.3.7.Workflows / Processes92.3.8.Employee Motivation / Incentives92.3.9.Human Resource Management102.4.Transition Schedule103.COMMUNICATION PLAN113.1.Key Communication Issues113.2.Communications Strategy113.3.Stakeholder Groups123.3.1.Stake

29、holder Analysis123.4.Communication Milestones134.TRAINING PLAN145.MAINTENANCE PLAN176.PERFORMANCE MEASUREMENT PLAN176.1.Purpose176.2.Defined Measures176.3.Baseline176.4.Monitoring and Reporting176.5.Project Closure177.GLOSSARY AND APPENDICES171. Introduction The Introduction is used to explain the p

30、urpose, role and scope of this document, and describes the context in which it has been developed.1.1. Document PurposeUnder the Tasmanian Governments project management methodology, the Outcome Realisation Plan (ORP) is the management document for the projects Business Owner(s). Once a project deli

31、vers outputs to the Business Owner(s), they must be utilised to enable the projects outcomes to be generated and realised. This stage of the project is therefore referred to as Outcome Realisation.Depending on the size and complexity of the project, the need for multiple ORPs for the project may ari

32、se. Examples include where Business Owners may be accountable for only a subset of the projects outcomes, or multiple Business Owners may be accountable for the same outcomes but in a different organisation / areas.State the projects other planning documentation (e.g. Project Business Plan, Executio

33、n Plan etc) to provide a picture of the methodology being applied to the project.The purpose of the Outcome Realisation Plan is to ensure: the final stages of the project are managed in a satisfactory manner; the utilisation of the projects outputs are linked to the planned project outcomes; that th

34、e success of the projects outputs are assessed and corrective action performed if required; and the planned project outcomes are achieved prior to formal project closure.This document is the responsibility of and will be revised and amended to meet changing conditions or objectives during the projec

35、ts life span.1.2. Intended PurposeClearly identify the intended audience of this document. It may include the Steering Committee, key representatives from the business area(s), and major stakeholders who will be impacted by the planned outcomes.State any assumptions regarding the document up front t

36、hat may assist the reader, for example: knowledge of the project and a basic understanding of project management principles and practices assumed; as the document proceeds through a series of iterations during the life of the project, its structure, emphasis and intended audience may change.1.3. Out

37、comesThis section is used to re-iterate the projects outcomes and clearly identify output utilisation and outcome realisation responsibilities.List the projects outcomes and the Business Owners accountable for their realisation.Table : Outcome ownershipOutcomeAccountable Business Owner(s)A.B.The pro

38、cess to identify the linkages between outcomes, outputs and stakeholders usually occurs during the project initiation and planning phase.Under the Tasmanian Governments project management methodology, there is a formal process defined for the acceptance and hand-over of outputs to the Business Owner

39、(s). This is usually defined within the Project Execution Plan. In the absence of this process being defined elsewhere, a summarised description or document cross-reference may be appropriate here.Table : Output utilisersStakeholders who will utilise OutputsXYABOutcomeOutputsA.1. 2. *B.3. .*An * app

40、earing in column indicates stakeholder utilisation.The tables provided above are but one example for presentation purposes. Depending on the size of the project, the information may be presented using alternative methods or in other tabular formats within an appendix.1.4. Management PlanAlthough Bus

41、iness Owners are accountable for outcome realisation, they will usually not be in a position to execute the ORP directly, nor manage its execution. Performing these tasks may require separate resources as it can be regarded as a project in its own right. Appropriate governance within the business ar

42、ea(s) therefore ensures output utilisation will be managed once the outputs have been accepted for implementation.A detailed management plan is therefore included as Appendix 1 to this template. Its applicability will very much depend on the nature of the project, the organisational context and how

43、the governance of the project is to be / has been established. Appendix 1 is quite detailed. Only the relevant sections should therefore be completed to avoid duplication or conflict with other project documentation such as the Project Business and Execution Plans.Alternatively, the governance struc

44、ture defined in the Project Business Plan, or corresponding document, may already include provisions for managing the outcome realisation stage of the project.1.5. Assumptions and constraintsIt is essential that any assumptions and constraints are recognised and recorded within each release of this

45、Outcome Realisation Plan. Cross-reference to the Project Business Plan section on assumptions and constraints if appropriate. Examples of assumptions and constraints include deadlines, financial and budgetary, legislation, resource availability, environmental, technology, security, related projects

46、etc.1.6. Current Project StatusThis section allows for the current status of the project to be summarised so as to describe for the reader the context in which a particular release of the ORP has been produced. If an ORP is to be a one-off release, this section may be inappropriate. However, the ORP

47、 may develop through a series of released documents during the projects life span, then this section may add value for stakeholders. Information that may be summarised includes: phases, milestones, and dates from the projects schedule; what has been achieved; what has changed significantly since the

48、 project commenced, and what is to happen over the next period; current risks and issues etc.1.7. Updating this PlanExperience in managing large projects has shown that the development of the ORP needs to commence as early as possible in the projects life span, usually once the scope and objectives

49、are defined and agreed. Planning for and undertaking some implementation activities will be required prior to acceptance of the first output.Describe the strategy that is to be followed for the development of this Outcome Realisation Plan. Is it expected that the Outcome Realisation Plan will be upd

50、ated and released to the Steering Committee at key points during the projects life span?As a minimum, it is recommended that the ORP be released prior to the implementation and utilisation of any project outputs.Table : Outcome Realisation Plan release scheduleVersionDateReasonWho2. Transition PlanT

51、he Transition Plan is used to describe how the changes to the business unit(s) environment will be implemented.The Implementation Plan focuses on changes that are anticipated, planned ahead of time (e.g. a reduction in the number of staff). However, other changes may result, such as those that emerg

52、e and are unintended (e.g. increased salaries). At a minimum, these changes or issues will require tracking.2.1. Current SituationBriefly describe the current situation within the business unit(s) that will be impacted by this transition plan in the areas of: Culture; Physical Environment; Structure

53、; Job Designs/Responsibilities; Skills and Knowledge; Policies/Procedures; and Workflow and Processes.The following sub-headings are intended as a guide only. Depending on the size and complexity of the project and the business environment, not all headings may be required, some may be merged, new o

54、nes created etc.2.1.1. CultureBriefly describe the current culture of the business unit(s).2.1.2. Physical EnvironmentBriefly describe the current physical environment of the . This may include location (e.g. suburb), centralised/de-centralised localities, furniture, floor plan layout etc.2.1.3. Str

55、uctureBriefly describe the current structure. This may be covered by the inclusion of an organisational chart.2.1.4. Job Design / ResponsibilitiesBriefly describe the current jobs and their responsibilities e.g. position descriptions.2.1.5. Skills / Knowledge Requirements Briefly describe the curren

56、t skill / knowledge requirements of the .2.1.6. Policies / ProceduresBriefly describe the current policies and procedures.2.1.7. Workflows / ProcessesBriefly describe the current workflows and processes. Diagrams of current processes and workflows may be included as an appendix.2.2. New SituationDes

57、cribe the new situation within the business unit(s) that will be impacted by this transition plan in the areas of: Culture; Physical Environment; Structure; Job Designs/Responsibilities; Skills and Knowledge; Policies/Procedures; and Workflow and Processes.The following sub-headings are intended as

58、a guide only. Depending on the size and complexity of the project and the business environment, not all headings may be required, some may be merged, new ones created etc.2.2.1. CultureBriefly describe the planned culture of the business unit(s).2.2.2. Physical EnvironmentBriefly describe the planned physical environment of the . Thi