Project Plan – Landscapers’ Association

Published: 2021-06-24 15:35:05
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Case Study Project – Project Implementation Monitoring and Evaluation Plan Landscapers’ Association of New South Wales Project Management Plan Centralised Database Records Management System Landscapers’ Association of New South Wales Project Management Plan Centralised Database Records Management System Restructure the Association’s current record keeping functions and implement a centralised database records system to give all staff access to the same information from individual workstations. Project Objective To develop a centralised database records system to significantly speed up information flow throughout the organisation and thereby resulting in more time for staff to proactively pursue tasks that will enhance and develop the Association’s service to its members. AGGREGATE PROJECT MANAGEMENT PLAN The Aggregate Project Management Plan consists four strategies: the Project Management Plan Flow Chart, GANTT Chart, and comprehensive Project Management Plans. The three strategies are the core, inter-dependent working components of the project portfolio. A fourth strategy is used to manage the on-going Program for monitoring, maintenance, evaluation, and effectiveness of the new database records system. Project Management Life Cycle The Project Management Life Cycle is a process map to assist in understanding the life cycle of the project. The key lesson is to recognise that each step depends on it predecessor. To manage the project successfully, each step must be completed in order:

“The Loop”



Essential Components for Effective Project Management

Detailed Activity for each Plan and Phase
Correct Sequencing
Estimated timeframe for each Activity
Responsibility for each Activity

The four Aggregate Project Plan strategies or processes are summarised as follows.

Project Management Plan Flow Chart

The Project Management Flow Chart details the eight key Project Management Plans and the major tasks for implementation in each Plan. Full detail on deployment of each task, staff/ department/ Supplier responsibility, estimated duration, any predecessors, timeframe, and milestones is shown in the GANTT Chart.


The GANTT Chart addresses each Plan and identifies essential Tasks, staff responsibility, predecessors, and timeframe in each step of the Plan.

Project Management Plans

Initial Phase Plan

Once the Project Supplier is determined, Project Plan and Procedures are determined addressing the following key objectives:

Project Start Date
Project Completion Date
Project Methodology or Project Life Cycle
Scope of Project – phases of the selected project methodology
Project Review Methods
Interim Milestones or Critical Dates
Tasks by Project Phase (or order to accomplish)
Assemble Project Team into key functional areas
Brainstorm every possible task
Identify Categories to organise task
Personnel Responsible Available to Accomplish each task
Determine Skill Level necessary to perform each task
Identify Task Dependencies

Which tasks can be done in parallel
Which tasks require the completion of other tasks before they can start

Project Control or Review Points
Project Cost Estimation and Cost-benefit Analysis

Communications Plan Communications within the Project Management Team, the CEO and the Board of Directors, Staff, and the Supplier is key to effectively managing the Project. Communications will influence and inspire others to take ownership of the project and become fully engaged in their roles and responsibilities.

Communications objectives

Keep staff informed
Motivate staff
Encourage leadership in the Project
Develop coaching and mentoring
Nominate Project buddies
Minimum disruption to services to members/clients
Policy and Procedures manual – reference for communications processes

Written: emails, staff newsletters, questionnaires, surveys, instruction sheets, Policies & Procedures Manuals
Verbal: focus groups, meetings, training workshops and stand alone individual training


Implementation Plan The Implementation stage is the procedural control stage and critical to the success of the project. A great plan can still fail if the implementation is not carefully executed. Successful implementation depends on two main factors:

Careful planning

Implementation Strategy – eg stand alone, parallel
Develop systems and procedures for systems maintenance/ information management / staff training
Procedure Control
Electronic and hard copy versions are identical
Intranet site
Keep all versions updated

Nominate a procedure controller and distribution method for all systems

Sensitivity to those involved in the process and/or affected by it

Link to Communications Plan

Training needs analysis
Identify skills gap
Identify staff who have special needs, benefit from individual training, coaching, mentoring
Develop follow up (evaluation and monitoring mechanisms)

Support Tasks The execution of support tasks are of relative importance to the success of the project.

Monitoring and maintaining Legal, OH&S, Privacy, and Security information
Procedure for System information quality checks

Quality Plan for quality management and control
Inspections and testing
Document control – procedures and standards

Celebrate Project Milestones
Completed Project Celebration
Staff Incentives for Project Champions

Staff Training Plan The introduction of the new database system will require a training process to equip all staff with the necessary skills and competencies to manage their new job roles. A well developed staff training program will develop the employee through the acquisition of knowledge, new skills, and attitudes for future growth opportunities:

Minimum disruption strategy
Gradual phase in for changes
Training Needs Analysis
Skills audit
Identify gap training
Identify staff trainers
Identify Systems Administrators
Training in small groups
Rotate training
Some face-to-face training
Some self-paced
Training out of hours and time in lieu
Combine off-site training
Monitor budget for overtime, time in lieu
Plan to train new staff

Develop Competency Maintenance plans for keeping on-going training up to date

The Training Analysis Chart on the following page is a schematic representation of the key factors influencing successful training programs.

Meetings Plan Meetings are necessary and a useful tool but not automatically effective. Four basic meetings principles incorporated into the Meeting Plan schedule will enhance meetings effectiveness.

Make sure that enough has changed to justify a meeting
Have an agenda and a purpose for each meeting – concise, focussed, motivating
Send out action summary after each meeting – an action summary allocates responsibilities and is more effective than minutes
Model desired behaviour – arrive on time, take meetings seriously, target the agenda and outcomes, finish on time

Monitoring & Evaluation Plan A two stage review and analysis of the success, effectiveness, and maintenance of the Project. A future plan to ensure that monitoring and evaluation of the system takes place at regular future intervals and that changing organisation and technological needs are met.

Stage 1 – Initial Evaluation (conducted immediately after Implementation – within 1-2 months)


What organisational, staff, client, and industry goals have been achieved
What changes in roles and responsibilities have occurred
What changes in organisation structure have taken place


What improvements have been made: better system for staff to work with, better service to clients and suppliers, now industry experts, stronger research and able to better lobby to governments
What changes in organisation culture have occurred
What improvements have occurred in staff conditions: increased staff morale, better trained staff,
What systems, procedures, and communications have improved


Tools for ensuring systems are functioning correctly

Communications with staff: questionnaires, meetings, emails, newsletters, individual and department reviews
Consult on quality: focus groups

interview operators/supervisors, random staff members
use questionnaires

Evaluate training, coaching, and mentoring effectiveness
Evaluate and seek feedback on OH&S
Monitor sick leave
Redefine staff roles
Measure quality of work and time management against previous manual system
Seek feedback from clients
Manage changes to organisation culture
Record all observations, examine, report, action, and give feedback

Stage 2 – On-Going Evaluation, Monitoring, and Maintenance Continuing to monitor the completed project will identify tasks or areas that require adjusting or improvement, maintain the project, and provide further lessons for future project management.

Identify what has been learned from the Project

What lessons are useful for future projects – document and include in standards manuals if appropriate

Monitoring Procedure

Documented in Policy & Procedures manuals

How often to evaluate
What methods to use for evaluation
What strategies or processes should be reviewed
Who will carry out review
Manage with timeframes

Maintain security

Virus(es) protection
Internet and Intranet security risks
Confidentiality agreements

Maintain Standard Practices manual – include control procedures
Tools for evaluating and monitoring

GANTT chart to monitor
Forms for any changes to documents
Check sheets
Weekly tracking sheets
Control charts – checks against Project Plan
Performance measures
Feedback from internal/external clients

Reporting Systems – valuable tool to manage compliance to on-going project status

Incorporate into GANTT Monitoring chart
Customised to the project and the organisation
Design specific report formats to give the information needed
Allocate specific reporting responsibilities

Staff Training

Professional development for all staff
Train the Trainers
On-Line Learning
Training manuals
Coaching / mentoring

Budget Plan

Budget reporting process

Determine budget for each allocated item
Determine Budget Schedule for phased Supplier payments
Develop checking system for processing and paying invoices
Review Budget weekly
Conduct audit on payments made prior to final payment to Supplier
Check over-time and time in lieu

Contingency Plan Organisations and projects, now matter which industry, share some commonality in the problems they generally encounter. The Contingency Plan is useful in identifying some problems, and solutions to cause minimal disruption, or at least before the problems become insurmountable.

The following table identifies key problem areas and possible solutions. Contingency Plan

Common Problems and Possible Solutions

Human Resources

Changes on organisational structure
Changes in organisational culture
Change management strategies
Change in systems

Growth or decline in roles and responsibilities
Manage staff concerns
Provide additional training
Establish work buddies
Coaching / Mentoring

Identify replacements for each key team member
Cross-train for critical skills


Allow for equipment or facilities failure

Negotiate commitments for key equipment and facilities in advance
Pilot out of hours
Use independent PCs so that other data is unaffected

Capital Expenditure

Determine the organisation’s budget cycle and know financial commitments in case of unforeseen expenditure on capital equipment


Monitor budget closely
Allow Slack-time resources
At least one week’s leeway

Eliminate nonessential items
Substitute less costly resources
Use incentives or offer a bonus for improved costs or delivery ahead or on time

Administrative Procedures

Develop detailed operating procedures and standards

Support Tasks
Staff Training
Budget Review

Treat support activities as “internal customers”


Closely monitor Supplier’s work progress
Plan for possibility that Supplier may not complete job
Document sub-contract requirements

Demand compliance
Ensure product liability
Prepare for another supplier to carry on

Schedule Slippage

Ensue project management team works closely together
If one person cannot complete project ensure another is up to date and carry on

Make allowance for tasks and activities that are out of sequence or not started or completed on time
Recover during later steps
Shift resources
Allow one week’s leeway in deadlines

On-going Monitoring, Maintenance, Evaluation, & Effectiveness Plans Post project review (possibly six months post implementation) at an appropriate point will provide many “rear sight” observations that will, again, be useful for future project planning. It will also determine the project’s continued effectiveness and the need for non-going monitoring, maintenance, and evaluation of systems, policies and procedures.

Evaluation Chart – Project Review and Audit


Audit on accounting systems
Assess return on investment, assess cost variances to Plan

Conformance to Plan
Customer satisfaction with the timelines of completion and the costs required to provide this

Conformance to quality
Performance level of project output, perceptions of quality by customers and stakeholders

Human Resources
Treatment in accordance with contract/ legal conditions of employment, or organisational policy
Team spirit, motivation, attitude survey

Conformance to policy set out in environmental management manual
Absolute level of environmental impact of project activities

Project planning
Conformance to Plan
Cost of the planning process assessed and appropriateness of techniques

Project control
Were measures in place and did corrective action take place?
Did the control activities provide the basis for significant improvements actions?


Sample questionnaire


Principles of Supervision – 1st and 2nd Level Managers Muczyk, Schwartz, Smith
Supervision in Action Claude S George Jr., Kris Cole
Supervision: The Theory and Practice of First-Line Management Kris Cole
Practical Project Management Michael Dobson
Project Management – 2nd Edition Harvey Maylor
Management, A Pacific Rim Focus Bartol, Martin,Tein, Matthews

Appendix Staff Survey / Questionnaire on Project Effectiveness

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