Project Tracking Spreadsheet Sample by 8yP2vf9D

VIEWS: 86 PAGES: 28

									Project
Project Manager
Charter Approval Date
Project Kickoff Date
Current Date
Document Repository
Project X
John Doe
01/24/12
02/17/12
08/09/12
All project documents including this Project Tracking Spreadsheet can be found in the SharePoint Folder below by filtering on the p
Put link to Doc Repository in SharePoint here



Note to PM - The guidance doc for using this document can be found on the PMO Store Front at:
http://weill.cornell.edu/its/consultation/planning/pmo/pmo-templates-guidance.html
Folder below by filtering on the project name
Project X
Project Workplan

Project Start Date:                                                                     2/17/2012



 Ref.                                    Project Objective                             Owner

        Develop a unified document outlining the requirements and needs of all the
1       varied administrative offices to determine the best LMS solution.          Jane Doe

    1.1 Finalize list of requirements during Project Kick-Off                       Jane Doe
    1.2 Incorporate final requirements into a Request for Proposal (RFP) document   Jane Doe

  1.3 Review and confirm final draft of RFP document                                Jane Doe
2     Build a scorecard based on a requirements document.                           Jane Doe

    2.1 Draft evaluation scorecard based on previous vendor selection               Jane Doe

    2.2 Finalize vendor selection criteria                                          Jane Doe

3       Evaluate LMS vendors.                                                       Frank Doe

    3.1 View Vendor 1 product demo and evaluate using scorecard                     Frank Doe

    3.2 View Vendor 2 product demo and evaluate using scorecard                     Frank Doe

    3.3 View Vendor 3 product demo and evaluate using scorecard                     Frank Doe

    3.4 Determine vendor selection                                                  Frank Doe
                             (OPTIONAL)
                             Duration
  Resource(s)    Effort Days Days     Dependency Target Date Actual Date      Status


Frank Doe                                             5/9/2012    5/9/2012 Completed
Selection
Committee               0.2         1                 5/3/2012    5/3/2012 Completed
Frank Doe               1.0       3.5          1.1    5/7/2012    5/7/2012 Completed
Selection
Committee               0.1         1          1.3    5/9/2012    5/9/2012 Completed
Frank Doe                                             5/9/2012    5/9/2012 Completed
Selection
Committee               1.0       3.5                 5/9/2012    5/9/2012 Completed
Selection
Committee               0.1         1          2.1    5/9/2012    5/9/2012 Completed
Selection
Committee                                            6/29/2012   6/29/2012 In Progress
Selection
Committee               0.5        28                 6/4/2012    6/4/2012 Not started
Selection
Committee               0.5         7                6/11/2012   6/11/2012 Not started
Selection
Committee               0.5         7                6/18/2012   6/18/2012 Not started
Selection
Committee               0.2         7                6/29/2012   6/29/2012 Not started
Total Effort &
Duration                4.1        59
                Comments



5/3 - Team completed a working session to
finalize LMS requirements.
Project X
Actions Log

                                                                                 Status
                                                                  Priority
                                                                              Not Started
                                                                  1=high
Ref                              Action Description   Assigned To             In Progress
                                                                  2=med
                                                                                On Hold
                                                                   3=low
                                                                               Complete
 1    Pick top 10 workstations                        Tim Doe         2      In Progress
 2    Security Installation                           Jane Doe        1      Complete
 3    Test Installation                               Barbra Doe      3      Complete
  Date        Date        Date
 Raised     Expected    Completed
mm/dd/yy    mm/dd/yy     mm/dd/yy

 01/01/11    04/10/11
 01/01/11    04/10/11     04/10/11
 01/01/11    04/10/11     04/10/11
Project X
Risk Log



                  Status
     Date Raised Inactive/
Ref.                                     Risk Title                        Risk Description
      mm/dd/yy    Open/
                  Closed

                                                              Work performed inefficiently, redundantly,
                                                              incompletely, inaccurately, lacking quality.
                                                              Issues generated due lack of clear
                                                              direction, decision making and unorganized
                             Work begins before project       communications. Inefficient project
  1 02/03/12     Closed      planned.                         management.
                             Security software did not work   Security sofware written for Linux not
  2 02/13/12     Closed      properly on Operating System     windows
  3
                                        Probability
                                          of Risk
                                                      Impact
          Risk Response                 becoming               Priority
                                                      High=1
   Mitigate/Transfer/Accept (with        an Issue            =probablity x          Trigger
                                                      Med=2
          explanation text)               High=1                Impact
                                                      Low=3
                                          Med=2
                                          Low=3




Accept: Project was in flight when                                           Learn work being done
assigned to PM.                             1           2          2         before plan developed.
Mitigate: Switched to Unix instead of                                        Discuss project with IT
Windows                                     1           2          2           team before hand.
                Last
                                                             Date
  Owner        Update              Action/Notes
                                                            Closed
              mm/dd/yy




 Henry Doe    02/28/12   PM Plan developed and reviewed.   03/30/12

Deborah Doe   02/28/12   PM Plan developed and reviewed.   03/30/12
Project X
Issues Log


        Date        Status
        Raised      Open/
Ref.    mm/dd/yy    Closed   Issue Title



       1 02/14/12   Closed   Demo File




       2 02/28/12   Closed   RFID Testing Failed
                                                                     Priority         Severity
                                                                     1= highest       1= highest
                                                                     2= medium        2= medium
Issue Description                                                    3= low           3= low           Valuation

Potential technical constraint as Medical Center implementation
approach requires local security file while main campus
implementation relies on centralized file.                                        2                2               4




Testing the RFID on New imaged workstations has failed. A
practitioner should be able to swipe ID card to log-in to Security
system. Currently, the User ID and PW field are not autopopulated.                2                2               4
           Last
           Update                                                           Date Closed
Owner      mm/dd/yy   Action/Notes                                          mm/dd/yy

                      Concluded as having no impact on deployment to 10
                      workstations in Center but requires resolution for
Alex Doe   02/16/12   service definition. Solution is defined as centralized 02/16/12
                      3/1 OS installed. 3/2 Software to be installed
                      (obtained from Peter Doe ). Dennis Doe working with
                      Stan Doe. 3/5 Issue identified involving driver. 3/6
                      reimaging, reinstalling, retesting. Stephanie Doe
                      indicated that RFID is not a requirement to
                      successfully deliver as per the IT Commission. 3/8
Alex Doe   03/13/12   closed as successful.                                03/08/12
Project X
Decisions Log


      Date
      mm/dd/yy
Reference
  1 02/20/12


  2   02/08/12

  3   02/28/12



  4   02/28/12



  5   03/09/12
Decision
An 11th workstation install does not constitute a scope increase.
Assumption: security software shall not be supported on open desktops." As per Mr. Doe, directionally we
don't want to be supporting open desktops due to cost and risk. However, should we have to support them
we will.
Once Security software is set-up as a service there is an expectation from IT that there will be no charge for
deployment/installation.


No charge to the department for the System Admin team time to install to 11 workstations and test RFID, as
per Adam Doe. Mr. Doe asked to confirm. If issue then to be worked out across ITS and sister team.


Scope increase: prepare additional knowledge base article to define what ITS and medical center needs to do
to effect a security install. Is a subset of the workplan we developed for this project.
             Last Update
Agreed By    mm/dd/yy    Action/Notes
Dennis Doe   02/20/12


Jane Doe     02/28/12

Stan Doe     02/28/12
                         Ben decided no
                         chargeback to POIS. See
                         email in PDF in doc
Barbra Doe   03/02/12    repository.

                         Due to the additional steps
                         identified through trial and
John Doe     03/09/12    error with Medical Center.
Project X
Lessons Learned Log

           Date
           Logged
Ref.       mm/dd/yy   Author


       1      03/09/12 John Doe
       2
Background

Coordinating with medical center and their communication approach requires
dilligent follow-through.
Lesson Identified
Medical Center was charged with assisting with the Security workstation testing. They identified
an issue, resolved it, but never communicated the resolution to the IT team As such, a day
lapsed which may have impacted a deadline.
Project X
Contacts

Contact Name            Company          Title
Michelle Doe RN, MHSA   Medical Center   Director Outpatient
Antony Doe              Medical Center   Information Services - Back office
Project Role        Location              Work Phone     Mobile Phone
Department client                         555-555-5555
                    On 3rd Floor Nowhere Street                 9719718756
Technical Lead      1300 Nowhere Road 555-555-5555
Fax              E-mail
      3798881656 noemail@noemail.com
                 noemail@noemail.com
Project X
Project Budget Detail

Capital Budget

No. Type                          Item                                    Provided By
1   Terminal Server               IBC JCSXXX41                            ITS
2   VM Space                      VM space to create backups              ITS
3
Total Capital Budget

Professional Services Budget

No. Role                         High-Level Tasks                         Provided By
1   Database engineer            Configure and test all databases         ITS
2   Web developer                Design/Develop and test website          ITS
3
Total Professional Services Budget

Operating Budget


No. Type                          Item                                    Provided By
1   Vendor setup fees             Jan - Dec 2012 payments to vendor       Vendor
2   Ongoing support fees          Support fees for 24/7 premium support   Vendor
3
Total Operating Budget



Total Project Budget


Total Project Budget
                                                     2012                     2013                   2014
Estimated        Actual                     Estimated    Actual FY Estimated FY Actual FY   Estimated
 Quantity       Quantity       Unit Cost     FY Cost       Cost        Cost        Cost      FY Cost
            2              3       $2,000        $4,000      $6,000          $0          $0         $0
            2              2         $350          $700        $700        $700        $700       $700

                                                $4,700        $6,700       $700          $700        $700

                                                     2012                     2013                   2014
Projected        Actual         Hourly      Estimated    Actual FY Estimated FY Actual FY   Estimated
 Hours           Hours           Rate        FY Cost       Cost        Cost        Cost      FY Cost
        20                18        $500        $10,000      $9,000          $0          $0         $0
        50                76        $500        $25,000     $38,000          $0          $0         $0

                                               $35,000       $47,000         $0            $0          $0

                                                     2012                     2013                      2014
Estimated     Actual    Unit Cost/
Quantity or Quantity or  Hourly             Estimated     Actual FY Estimated FY   Actual FY   Estimated
  Hours       Hours       Rate               FY Cost        Cost        Cost         Cost       FY Cost
        200         300       $500            $100,000      $150,000          $0            $0          $0
        N/A         N/A        N/A                   $0           $0     $20,000            $0     $20,000

                                              $100,000      $150,000     $20,000           $0     $20,000



                                                     2012                     2013                   2014
                                            Estimated    Actual FY Estimated FY Actual FY   Estimated
                                             FY Cost       Cost        Cost        Cost      FY Cost
                                              $139,700     $203,700     $20,700        $700     $20,700
2014
   Actual FY
     Cost
           $0
         $700

        $700

2014
   Actual FY
     Cost
           $0
           $0

          $0

2014

   Actual FY
     Cost
           $0
           $0

          $0



2014
   Actual FY
     Cost
         $700
Project X
Project Budget Summary

Note: These fields are updated automatically from the Project Budget Detail tab, and therefore should not be updated directly on

Project Budget Summary                      2012           2013          2014         Totals
Capital Budget
Estimated                                  $4,700          $700          $700         $6,100
Actual                                     $6,700          $700          $700         $8,100
Variance                                  -$2,000            $0            $0        -$2,000
Professional Services Budget
Estimated                                $35,000             $0             $0       $35,000
Actual                                   $47,000             $0             $0       $47,000
Variance                                -$12,000             $0             $0      -$12,000
Operating Budget
Estimated                               $100,000        $20,000       $20,000      $140,000
Actual                                  $150,000             $0            $0      $150,000
Variance                                -$50,000        $20,000       $20,000      -$10,000
Total Project Budget
Estimated                               $139,700        $20,700       $20,700      $181,100
Actual                                  $203,700           $700          $700      $205,100
Variance                                -$64,000        $20,000       $20,000      -$24,000
e should not be updated directly on this tab.

								
To top