Business Plan Funding Proposal Template

Project Evaluation Templates (for Macro Projects)

Project Evaluation Templates (for Macro Projects):

 Purpose of theProject Evaluation Templates

The purpose of the Project Evaluation templates is to evaluate the project, transition the project to operations, provide a basis for feedback to the project team and management, to document the lessons learned to improve the process and future project potential.

Document Change Activity

The following is a record of the changes that have occurred on this document from the time of its original approval

#

Change Description

Author

Date

 This template contains suggested POME language and assumes that the project will make appropriate additions, deletions, and changes for their specific needs.

 

DEGREE OF ATTAINMENT OF BUSINESS OBJECTIVES

Document how the project performed against each objective established in the Product Description and Integrated Project Plan.

Degree of attainment of objective

 

Success Factors

 

Nature and causes of variances

 

Degree of attainment of objective

 

Success Factors

 

Nature and causes of variances

 

DEGREE OF ATTAINMENT OF BUDGET OBJECTIVES

State the Planned Cost and Funding for the project, as approved in the Integrated Project Plan.  State the Actual Cost and Funding at completion.  Document and explain all cost and funding variances, including approved changes to the cost baseline.

 

Expenditures ($000)

Planned

Actual

Variance

Explanation

Internal Staff Labor

 DEGREE OF ADHERENCE TO SCHEDULE

Compare the approved schedule baseline against the actual completion dates.  Document and explain any schedule variances, including approved changes to the schedule baseline.

 

DEGREE OF SATISFACTION OF USER REQUIREMENTS

Document any changes to the Requirements and their impact on Performance, Cost, Quality or Schedule Baselines.

 

DEGREE OF REALIZATION OF ANTICIPATED BENEFITS

Document the primary benefits obtained by the project.

 

DEGREE OF PRODUCTIVITY – EXPERIENCED

Indicate the productivity level of the project and factors that caused increased performance, as well as, decreased performance.

 

DEGREE OF DELIVERY – PROJECT DELIVERABLES

List the major Project Deliverables and the date each was accepted by the user.  Identify any contingencies or conditions related to the acceptance.

 

Deliverable

Date Accepted

Contingencies or Conditions

 

 

 Operations must prepare the following documents for handing over the job to Facilities/ Services. This document and Project handover to Customer Form to be sent to Service Support/ Facility  Manager for Records and Installed Base Updation

S.N.

DOCUMENTS LIST

Attached Y/N

Remarks/ Give reason if any item is NOT attached

1

Customer P.O. with all subsequent amendments, add-on orders, Spare Orders, Operation Contract/services

ü

 

2

Project Close-out form with all attachments : Duly signed by client/consultants and concerned Proj. Engr/Manager.

ü

 

3

Billing BreakUp Cum BOQ with complete part nos.  for Main, Add ON and Spares orders.

ü

 

4

Copy of complete set of Engineering Documentation, ‘As Built’ drawings.

ü

 

5

Operations Manuals / Maintenance Manuals/catalogs/specs of various field instruments as submitted to customer.

ü

 

6

Complete System Software and Application Software on CD /Drivers/Any other & ALL  PASSWORDS

ü

 

7

List of spares available at site & Recommended list of spares, if any given to the customer



 

8

Statutory Approvals (such as NOC< Fire Officer’s approvals etc.) ,if any.



 

9

All important communications (e-mail/letter copies to/from customer) during project execution

ü

 

Verbal / unrecorded commitments or understanding with customer/ consultants or any other important info. which may be useful for AMS to provide better service to customer/including any scope for add-on etc.

Is Handover to customer done with a snag list?

No

Is there an internal snag list?

No

Date committed by PM to clear the snag list

Date committed  to clear internal snag list

 Has one set of this document & Project close-out form duly signed by customer given to Service/ Facility  Support Manager  for records

YES

RSM must confirm this from SSM Sharjah before signing this Handover document.

(Signature )

 

(Signature)

 

Date of Hand Over agreed by PM and RSM

Project Manager

Regional Service/ Facilty Manager ( RSM)

 

 

 

 

 

SERVICE AND MAINTENANCE PLAN:

Define what will be maintained, who will be responsible for maintaining, how changes will be made to the application, how regular upgrades to infrastructure, software, utilities, and hardware will be prioritized, what business unit is responsible and any other service agreements.  You may want to define what are “functionality enhancements”, “Operations enhancements”, “Defect enhancements” and “Emergency Fixes” and how these requests will be prioritized in the future.

 

 Percentage of Completion(POC) Process and is designed to:

 

• be a Global Process for all of projects, leaned by POME.
• establish a Standard Terminology for the POC process

 

The POC Process is designed to meet the management and internal control requirements for the level of approval of changes in a project POC cost based on the financial impact to the approved cost and revenue budget (control budget) of the project.  The process requires that the Project POC be derived from cost and schedule analysis per the Project Management and Project Controls methods and standards in order to represent the most likely cost outcome of the project (excluding the benefit of pending change orders until they are booked, unless required by contract to be paid if incurred) and identify variations as quickly as possible.  The process also requires that all Project POCs be systematically reviewed through the Monthly, Executive and Gating Review processes.

PoC Policy:

POME’s PoC requires that all projects meeting the criteria for input into the Project Balanced Scorecard (PBS).  For projects meeting this criteria, no POC cost adjustment may be base lined in the local project accounting system prior to obtaining all of the required approvals of the POC cost adjustment.  In addition, every project POC cost budget must be validated each month by the Project Manager in the PBS and the review dates for Monthly, Executive and Gating Reviews must be updated in the PBS.  Projects falling below the criteria for input into the PBS are still required to follow the guidelines in this policy with respect to determination, review and approval of PoCs.

 

The Project Manager is responsible for the validity of their project PoC cost budget, ensuring that every PoC adjustment to their project has the required approvals prior to base lining in the local accounting system, and that their project is systematically reviewed in the three project review processes (Monthly, Executive or Gating).

All project PoC adjustments require the following analysis to be completed before approval:

• Detail hours and cost by major Estimate To Complete(ETC) task
• Documented mitigation actions taken and/or planned with responsibility and due dates identified
• Detail of hours and cost change by major PoC task, including reasons for change categorized as follows:

 

Contract T&C’s

Customer

Estimate

Customer Expectations

Proposal

Hardware/Software

Quality/re-work

Schedule

Scope

Sub Contractors or 3rd party

Technology

Process Description:

The Project Manager is responsible for initiating and ensuring completion of the PoC process.  Upon completion of the PBS inputs the required documents are  to be submitted to the Project Controls Management for their required functional review and approval.

This approval is to verify that the standard methods and tools were effectively used to derive the POC adjustment.  Upon approval the PoC adjustment is forwarded to Company Management for their required business review and approvals.  The Business Reviewers must determine the ultimate financial treatment of PoC adjustments from tasking project teams with recovery targets and representing the potential risk in quarterly representation letters to taking the adjustment to the P&L.

 

Should any approver find sufficient reason not to approve the POC cost adjustment it is to be returned to the originator for re-work and re-submittal or to be filed in the project archive as rejected if it cannot be re-worked.  Once the PoC adjustment has final approval it is  to be submitted to the local Financial Analyst/Accountant for entry into the local project accounting system and re-base lining of the project budget.

Project Reviews:

Project Management is responsible to ensure that project reviews are occurring on a systematic basis, regardless of whether an adjustment is deemed currently necessary.  At least  3 levels of review must take place.  The first, monthly reviews are to include management up through the Regional Project Leader level.  The second, gating reviews, are conducted when large projects in contract value reach pre-defined stages of project execution.  This process is maintained by Project Controls.  Participation requirements for gating reviews are documented. The third, quarterly reviews, are conducted based on the selection of the Pole Finance Manager in coordination with the Pole Project Director and Pole Project Control Manager.  Criteria are documented but flexibility exists to select additional projects based on the request of the regional or global management teams.

 

PoC Adjustment Sample Approval Matrix:

 

Current quarter POC adjustment impact (+/-)

Very Large Projects

Large Projects

Medium Projects

Small Projects

President

Compliance Reporting:

PoCh month, Project Controls shall be publishing an POC Scorecard that must include the following metrics:

 

Average PoC Adjustment and Standard Deviation                                               Monthly

% of Projects with PoC Validated by Project Management and Project Controls        Monthly

% of Plan vs. Actual of Projects with scheduled Executive Reviews                      Quarterly

% of Plan vs. Actual of Projects with scheduled Gating Reviews                          Quarterly

 

In addition, Project Controls must maintain documentation of PoC approvals including the required analysis and review participation/signatures.  In addition, action logs must be prepared, published and followed-up.

Checks and Balances:

The POC and Project Review Processes are designed to ensure that effective business checks and balances are institutionalized within the implied Projects.  The Project Management function is responsible for delivering the project safely, on time, within budget, and per client requirements.  The Project Controls function is responsible for ensuring that the project planning, tracking and forecasting is being done in compliance with the Project Controls standards and tools.  The Project Finance function is responsible for ensuring that the financial representation of the project is in accordance with Project Financial Terms and Corporate Policies.

 

POC Audit:

To ensure there are no systemic failures in the execution of the POC Policy that would expose Projects to material financial risk, the Project Finance function must conduct both scheduled and random audits of projects on a global basis.  In addition to the primary objective, these audits must reinforce the checks and balances in the organization, and identify opportunities to continuously improve the POC process and the execution of projects.

GAUTAM KOPPALA

About the Author

GAUTAM KOPPALA, With over   a decade, track record of successful leadership, excellent results through strategic skills in driving revenue and profit growth. Demonstrated ability to identify and trouble shoot critical issues impacting productivity, cost, distribution, marketing, Strategic positioning, sales and financial operations, with innate ability to build and maintain strong client relationships in operations. Expert in distilling and managing processes, enhancing internal structures, and promoting multi-skilled team competencies via nurturing mentorship and inspirational leadership. Engagements have spanned operational, strategic, technological and change management roles. Academically, I am a cum laude graduate with a Bachelor of Technology degree in Electrical and Electronics Engineering (B-Tech E.E.E.) and a post graduate in Masters in Human Resources Management (M.H.R.M.) and Masters of Foreign Trade (M.F.T.). As you will see my Post Graduation’s were been studied part-time, as well as working full-time as an Engineer. I feel that this demonstrates my ability to maintain dedication, motivation and enthusiasm for a project management over a long period of time. In addition, balancing full-time work with study has perfected my time-management and organizational skills. I believe that my college degrees and gamut certifications in combination with my extensive broad-based work experience along with my drive, resourcefulness and determination, would make me an excellent candidate for a senior management position with any company. Highlights of my background include Operations related Commercial, Supply chain, Sales with a magnificent experience in Project management, technically oriented towards Automation and Security Systems in Industrial and Building sectors. Presently, writing a book on Projects and Operations Management (comprise of 12 volumes, 6K pages), and awaited for the reputed publications. These books can be checked in Google books and other search engines too.

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