【正文】 g and Delivery 198 Output Management Plan 20 Output Register 20 Output Identification and Traceability 21 Version Control 21 Maintenance of Libraries 21 Nonconforming Output 229 Maintenance Plan 2210 Project Evaluation Review(s) 2211 Project Plan 23 Overall Project Plan 2312 Appendices 24Project Title: Project Execution Plan – Version Page iv of vProject Plan1 Introduction Document PurposeDepending on the size and plexity of the project, the need for multiple Project Execution Plans (PEPs) for the Project may arise. Examples include where separate Project Teams are developing specific outputs for different business areas (. as subprojects).The Project Execution Plan (PEP) is the operational document for the project. It is owned, maintained and utilised by the Project Manager and Project Team to support the delivery of the agreed project outputs.The PEP is the responsibility of the Project Manager and is the ‘road map’ enabling the effective daytoday (operational) management and control of the project.The PEP expands on the Project Business Plan which is the approved plan describing ‘what’ will happen in the project. The PEP details ‘how’ the Project Team will carry out their tasks/activities to ensure that the ‘what’ will occur. The document provides new Project Team members, or a new Project Manager with the ability to start during a project, and continue to perform the project’s activities in a consistent manner.The document should be reviewed and amended to meet changed conditions during the project’s life span. Intended AudienceClearly identify the intended audience of this document, as it may include key representatives from the business area(s), and other stakeholders who will be impacted by the planned outputs.State any assumptions regarding the document up front that may assist the reader, for example:168。 Knowledge of the project and a basic understanding of project management principles and practices is assumed。168。 As the document proceeds through a series of iterations during the life of the project (. after each phase), its structure, emphasis and intended audience may change. Project OutputsDescribe specifically the project’s outputs.Table n: Project OutputsOutputDescriptionA.B. Scope of WorkBriefly summarise the scope of the work involved in the project as defined in the Project Business Plan.Table n+1: Project Scope of WorkWithin ScopeOutside ScopeA.B.2 Management Plan ManagementThis section may be covered by a reference to the Project’s governance structure, . management roles, functions and responsibilities that are defined within Section X and Appendix X of the Project Business Plan.The project will be managed by Name who is the Project Manager. The Project Manager is responsible to the Project Sponsor for the delivery of the agreed project outputs.The subheadings under section ( – ) may not be required if the above content is adequately covered in the Project Business Plan. IntroductionThis section expands the operational management of the XYZ Project, as defined within the Project Business Plan. SubProject ManagementDefine the operational management of the sub projects if this has not already been defined within the Project Business Plan. Reference GroupsDetail any specific reference groups (. function, objectives, membership etc) that are required and have not been defined in the Project Business Plan. ConsultantsDetail any consultancies (. function, time frame, objectives, management, reporting etc) that are required and have not been defined in the Project Business Plan. Working PartiesDetail any specific working parties (. function, responsibilities, time frame, objectives, membership etc) that are required and have not been defined in the Project Business Plan. Status ReportingDescribe the provision of project reporting requirements (. content, frequency, audience etc) for the following: Project Manager Reference Groups Consultants Working Parties Quality ConsultantsCross reference the above reporting requirements with status reporting in the Project Business Plan so as not to duplicate.Clearly define the purpose, content and frequency of project status reports. The following is a generic guide to minimum requirements: the status of the project, which includes monitoring of milestones and budget:o for the last reporting period。o for the next reporting period。o for the remaining period of the project. an issues report (including areas of concern, specific problems, and any action that needs to be taken)。 and a risk management report (which will specify any changes to the risks identified and the strategies put in place to manage them). Risk ManagementAll projects require ongoing risk analysis to be undertaken regularly throughout the life of the project. Analysis should be undertaken with the critical stakeholders.If appropriate, describe how risk management will be conducted. Refer to the Tasmanian Government Project Management Guidelines that contain a section on risk management.Risk assessment and management strategy working documents may be attached as an appendix. Risk AssessmentThe Project Manager is responsible for: Scheduling and performing risk assessment and developing strategies to manage those risks for each phase of the project as identified within the Project Plan. Providing a risk review within status reports to the Steering Committee, which will specify any changes to the risks identified during each phase of the project and the strategies adopted to manage them.Provide details of the following: where the results of each risk assessment will be retained。 the frequency of risk assessment。 who will be involved in the risk assessment。 how the risk assessments will be conducted。 what will trigger the implementation of the risk mitigation st