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Developing the Project Plan in E-Office

Learn how to develop a project plan efficiently in an E-Office environment. From initial information collection to resource management and reporting, this guide covers every step in detail.

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Developing the Project Plan in E-Office

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  1. Developing the Project Plan in E-Office Don Cole Project Management for ARA Engineers and Scientists

  2. Where to Begin • Your proposal was strong enough to win funding • The basic plan has been developed • Initial information collected at proposal tab in E-Office • What has changed • Refinement of client needs (kick off meeting with client?) • Technical • Schedule • Reporting • Availability of proposed staff, subcontractors, materials and ODCs • E-Office provides mechanism for collecting, organizing and distributing materials as well as seeking approval Support client in meeting client’s management and customer needs

  3. Why Plan? • Poor Reasons • Management requirement • You like spreadsheets • Good Reasons • Clarifying objectives and requirements • Defining goals, milestones • Organizing project into easily managed tasks • Justify the resources you need • Enhance teamwork • Involve team in setting goals and approach (their plan) • Assure team members understand challenges, resources, schedule and priorities Based on material from Klein Associates Project Management Handbook, Aug. 1, 2005

  4. Project Plan Evolution

  5. Building the Project Plan in E-Office • Information input at Project Plan Tab • Other tools must be used to develop schedule, staffing, detailed budget • Guidance provided for input • Information reviewed/approved by: • Division Administrator • Division Manager • Sector Manager • CTO • Corporate staff use information to set up Deltek

  6. Project Plan Components • Cover Sheet • Budget/Divisions New! • Win Summary • Abstract • Attachments • Deliverables

  7. New Features • “Request Project Number” On “Approvals” tab • Sends request to contracts for project number before project plan complete. • To be accepted the following must be complete: • Cover Sheet • Valid High Level Budget • Contract file uploaded • High Level Budget Tool • Revenue data for each participating Division • Enter direct costs by revenue type • Can specify units allowed to charge • Organization code

  8. In Transition • The Viewgraph and Budget Templates are being updated • Tools to allow more in-depth budgeting and status evaluation are being prepared • A new Past Performance report draws on abstracts and viewgraphs as well as resumes and bios • Importance of completing your data and updating as project proceeds • Tool for finding related research or researchers

  9. Aligning Your Budget with Deltek • Understanding the Deltek database structure: • Up to 5 levels, each level has 5 alphanumeric characters • Typically only 3 levels used • Only one item at level 2 – this is the invoice level • Map your WBS or task Breakout into Deltek levels • Example to be provided

  10. Costpoint Project Number: 000001.00001.00001.00001.00001 Legacy (BST) Project Number: L18522.00001.00001 Costpoint Project Structure Unused except for large projects Level 1 Contract Level 2 Task Level 3 CLIN • Level 1 Contract • Government Info • Deliverables • Modifications • Tot Ceilings • User Def Info • Notes • Level 2 Task • Basic Rev • Billing Info • Rate Seq • Dir Cost Ceils • Burd Ceils • Dir Hrs Ceils • Employee Ceils • Cost Fee Ovr • Burden Fee Ovr • Multiplier Ovr • Levels 3 - 5 • Charging

  11. Eoffice will be what you make of it • Must supply information requirement by management • Used to forecast revenue, evaluate project through sector performance (financial, schedule, quality) • Can be used to organize and share project information • Library for documents, drawings, schedules, related references • Calendar for project related events • Accumulated over all your projects at your home page • Access to JSR financial reporting for Cost/Performance data • Can share by Deltek account level with delegated leaders • Coordinate and share between participating divisions • Access restricted by project manager

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