Notice: applying this to your agency.
The IT Project Resources are not meant to replace your agency’s internal project management practices or prescribe how you must operate. Instead, they offer concepts and tools that can strengthen delivery by providing a scalable framework for project level coordination. All project documentation should be maintained throughout each stage in alignment with agency policies and, where applicable, WaTech requirements and oversight expectations.
For Programs and Projects
The Project Management Plan (PMP) serves as the master blueprint for how the project will be executed, monitored, controlled, and closed. It integrates all subsidiary plans and defines the governance, processes, and performance expectations that guide delivery. This document is essential for establishing delivery confidence, impacted group alignment, and WaTech oversight readiness.
The PMP must reflect the approved scope, schedule, budget, and governance structure outlined in the Project Charter, and it should be tailored to the project's complexity, methodology, and risk profile.
Key Activities:
- Define scope, schedule, cost, and quality management approaches
- Document project organization, roles, and reporting structure
- Establish change control, risk, and issue management protocols
- Integrate impacted group engagement and communications strategy
- Outline procurement, resources, and benefit realization plans
- Align with WaTech oversight requirements, including gate reviews and reporting cadence
- Consolidate all subsidiary plans into a single, traceable document
- Secure sponsor approval and publish the plan in the collaboration site
Additional considerations for Programs
The PMP must also establish project deliverable requirements for all sub-projects. This ensures that each sub-project produces outputs that are consistent with program goals, enterprise standards, and WaTech oversight expectations. Deliverables should be clearly defined, measurable, and traceable to program-level outcomes, with review checkpoints and escalation paths built into the governance structure.
For Programs with Agency‑Led Sub‑Projects
The plan should address integration of sub-project schedules with the enterprise implementation timeline. Resource dependencies and shared capacity across sub-projects. Reporting cadence and escalation protocols for sub-project risks and issues. Alignment with WaTech’s Oversight reporting standards.
WaTech available template: Program or Project Management Plan