CFLHD manages projects from cradle to grave following the five process groups established by the Project Management Institute's (PMI's) Guide to the Project Management Body of Knowledge. This provides CFLHD with the capacity to respond to a fluctuating program environment and optimize the usage of resources (internal and external) to manage program delivery in an efficient and effective manner. The dynamics of proper planning and monitoring of performance has never been more important than it is today. With commitments to an ever growing number of partners to deliver projects on-time, on-budget, and within-scope, the use of project management tools ensures that early scope, budget, and schedule definition is defined, endorsed, and measured and is only modified through change control. Every Project requires a Delivery Plan (although the size and complexity of that plan will vary based on the project needs) that our Project Team owns together with the Project Manager as part of the team. If you have comments or questions regarding any of the information, please email your comments to: CFL_PM_Branch@dot.gov.
Project Delivery Plan
Through the exercise of developing a Project Delivery Plan, cross-functional teams (CFT) or Project Support teams (PST) are forced to think through their delivery approach and make decisions about how to proceed. This plan becomes the primary source of information for how the project will be executed, monitored, controlled, and closed. The CFT/PST develops a Project Delivery Plan for every project; except those fast paced projects that are completed relatively quickly. Concurrence of the Project Delivery Plan by all CFT/PST members is required.
The primary source documents, produced for all projects with a Project Delivery Plan, are the:
- Scope of Work (SOW) - Scoping
- SOW – Preliminary to Final Design
- SOW – Post Design Services
- Project Schedule
- Budget Worksheet
- Project Agreement
- Scoping Report
- Risk and Opportunity Management Plan
- Project Construction Estimate
Larger or more complex projects may have several supplementary documents produced, such as:
- Quality Control Plan
- Communications Plan
- Project Specific Change Control Plan
- Procurement Plan
- Lessons Learned & Closeout Plan
The formation of a project delivery plan coordinates all sub-plans into one document and forms the basis for Scope Definition and Management, Schedule Management, Cost Management, Risk Management, and Quality Management. See the "Project Delivery Plan Endorsement" document for a checklist of required project delivery documents.