Tools and MethodsTools and Methods

Project Fact Sheet

The project fact sheet contains summary data for stakeholders outside the project team, and is typically posted on the project website. No set standard exists for a project fact sheet. Districts use information from the project charter and other sources. The table below shows what information is in the charter as compared to the fact sheet.

Background

X

X

Project purpose

X

X

Project component objectives

X

Project description/scope statement

X

X

Project/component constraints, assumptions and risks

X

Component deliverables

X

Key team members

X

Deliverable management process

X

Location map

X

X

Major milestone delivery dates

X

Estimated cost

X

Project contacts

X

Filing Systems

A filing system is a set of agreed-upon folder and file naming conventions used to classify project documents to make them easier to find. It is, essentially, a numbering scheme used to identify different types of documents and the folders where they are stored. All project records must be filed according to the following file systems:

4   The Project Development Uniform Filing System — the standard filing system for project records up until the award of the construction contract.

Work Breakdown Structure

The WBS is a deliverable-oriented grouping of project elements that organizes and defines the total scope of the project. Project communication relates to WBS elements. Team members use the WBS and RBS to create the communication plan. For more information about the WBS, see http://www.dot.ca.gov/hq/projmgmt/guidance.htm

Resource Breakdown Structure

The RBS is a standardized, hierarchical list of roles that might be needed to produce a project deliverable. Project team members use the RBS to determine what roles are needed to produce project-specific WBS elements and to identify who needs to receive certain communication products. For more information about the RBS, see http://www.dot.ca.gov/hq/projmgmt/guidance.htm

Project Charter

The project charter documents the agreement between the sponsor and the project manager over the key elements of a project and component. The charter helps the project manager guide the project team efficiently and effectively through the project development process.

Project development team meeting

Develop a formal document called the baseline workplan, which is used to define, monitor, and manage project execution.

Identify the basic task elements of a project and assess the resource needs for delivering a project within an assigned time frame.

Project manager

Weekly until baseline workplan is signed

Project manager and all stakeholders

Project management senior staff meeting

Communicate changes in Department policy or procedures, manage program expectations, and enhance training processes.

DDDPPM

Weekly at designated time

Project manager and functional managers

Project status review meeting

Report status and progress of scheduled milestones and activities.

Identify and discuss problems and solutions for project obstacles.

DDDPPM

Monthly at designated time

Project manager, DDDPPM, and database administrative staff

Project team meeting

Report status and progress of scheduled milestones and activities.

Identify and discuss project issues and corrective actions.

Project manager

As needed (weekly, monthly, quarterly, or ad hoc)

Project manager, functional managers, and task managers

Office meeting

Report status and progress of scheduled tasks.

Identify and discuss project issues and corrective actions.

Project manager, functional manager, or task manager

As needed

All stakeholders

External beneficiary and/or supplier meeting

Involve external beneficiaries and suppliers in the project

For more information, see “Involve the Community” on page 24.

Project manager, functional manager, or task manager

As needed

All stakeholders

Project Internet site

Report status and progress of scheduled milestones and activities.

Webmaster

Monthly or as needed

All stakeholders

Teleconference

Communicate changes in Department policy or procedures, manage program expectations, and enhance training processes.

Report status and progress of scheduled milestones and activities.

Identify and discuss problems and solutions for project obstacles.

Varies

Weekly at designated time

HQ staff, project manager, DDDPPM

Correspondence (letters, memos, email, etc.)

Document status of action items, decisions made, and problems encountered.

All stakeholders

As needed

All stakeholders

Site visit

Identify and discuss problems and solutions for project obstacles.

Project manager or functional manager

As needed

All stakeholders