Project Management Templates

PM Milestone 7000 Project Management Templates

PM Milestone Documents address the needs of each phase of your project, across each project management discipline. These economical tools have been developed, tested and proven in the project management of projects ranging from small, personal projects to multi-billion dollar international projects and are now made available to promote excellent project management practices across the industry. These documents are specifically suited for the contractual aspects of Businesses and the project aspects of Business Plans, Human Resource, Tender Management, Establish, Planning, Execution, Safety and Hand over covering the entire Project Life Cycle. Your time is too valuable to spend hours searching the Internet or building your own project management documents from scratch. With the power of our PM Milestone, youll get professional, high-quality results at a fraction of the time and cost. All documents have been written by experienced consultants, who have drawn upon years of experience across a wide range of organizations. Read more...

PM Milestone Project Management Templates Summary


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Contents: 7000 Project Management Templates
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Project Management Documents Toolkit

A Toolkit Of 35 Project Templates, To Use Across The Various Phases Of The Project Lifecycle. Each Document Can Be Tailored To Suit Any Project, Providing Easy To Follow Step-by-step Guidelines To Help You Complete The Documents As You Require. All project templates have been written by experienced consultants, who have drawn upon years of experience across a wide range of organisations. Based upon industry best practice, we also provide a full toolkit that can be tailored to fit internal methodologies or industry standards such as Prince2 or Pmbok.All project templates have a consistent format and look & feel, enabling you to easily pick and choose from the entire toolkit of templates throughout the lifecycle of your project. The templates are also unbranded, allowing you to easily tailor them to suit your individual needs, by adding company logos and colours. Using our templates means you can focus on the important stuff i.e. the actual content of the Project document, rather than spending hours structuring and formatting documents or trying to remember all of the headings you need to include.

Project Management Documents Toolkit Summary

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The Project Management Skills

Of the many skills required in Project Management the following are the key ones There are many commercial project management methodologies that cover these aspects of project management in different ways, and numerous texts on the topic and software, such as MS Project and its add-ons D-13, D-14 . However, it is not the intention of this book to espouse the benefits of any one of these but rather to distil out the essential best practices from a range of such methodologies. 256 3 The Project Management Skills 3.1

Project Manager and Team Selection

After the evaluation phase, certain projects will have been chosen to go into the forward business plan and will need to be implemented. The first managerial task is to select the Project Manager or Leader and the members of the team. Several points need to be considered and questions asked before the Project Manager is selected. The generic and first question that needs to be answered is what type of project is it Does it, for instance, involve one or more of the following The nature of the project will define the functional or technical skills that will be required by the Project Manager. For instance, if the project involves the introduction of a new product, the person could be a chemist, biochemist or biologist from R&D or somebody from within the marketing function. For the design and commissioning of a new plant, an appropriate manager would be a chemical engineer from either R&D or manufacturing. The Project Manager for an extensive field or customer trial will be somebody...

Project Management of Innovation

Some people assume that formal Project Management in R&D starts either when the experimental programme has been agreed or a product has been selected for development. This is wrong, the techniques of project management should be applied as early as possible, at least from the time an opportunity has been identified out in the market and preferably even before this, during the phase when opportunities for R&D are being sought. It is in these early phases when most projects are rejected and it is easy to dismiss an idea without giving it due consideration from a techno-commercial perspective. Projects are either driven by the market or by a technology. In new product research the market nearly always dominates, you cannot sell a product nobody wants, whereas in process development and applications research, technological changes can more frequently drive R&D projects. Which ever type of project, a good management system will help companies to choose the right paths for their innovations...

Project Management

This is an extremely important subject and over the years many detailed, erudite and complex books have been produced dealing with its application in a variety of areas, but mostly outside chemistry R&D. It is beyond the scope of this book to go into great detail on project management. The emphasis in Section D of this book is on the selection and evaluation of the R&D targets, including portfolio management, together with a description of the practical application of the principles of project management to the innovation chain. The management of time along this innovation chain is a key issue, so that the new chemical products coming out of research can be delivered to the market in the shortest possible time. The nature of the project will define the managerial skill requirements of the project leader and these will be discussed in some detail.

The Role and Breadth of RD

The heartland of innovation research, the R of R&D, in the Industry is the search for new products. These products will help to differentiate the company's product range from that of the competition, thus giving it a competitive edge in the market place. In order for this type of work to be done effectively by R&D it is very important to set clear targets. An R&D Manager must have an understanding of the particular market where the company operates, and especially recognise its driving forces. The R&D Manager also needs to work closely with colleagues in Marketing during the process of selecting and evaluating R&D targets. These important steps in the development pathway, or Innovation Chain as it is often called, will be described in Section D, which deals with Project Management. In development, the D of R&D, there is a very strong overlap with the R&D people and those working in both manufacturing and marketing. They are all part of the operational function of the company and in...

Organising for an Innovative Environment

The environment in which research operates has changed over the last few decades with an increasing speed. The mid-20th century saw the high point of the strong, functional, stand alone R&D with influential membership on the board of directors of a company. It was the era when R&D in the chemical industry produced major innovations, exemplified by polymers and man-made fibres, ready to be received by an expectant company for launch onto a receptive consumer. By the late 1960s, when every major company had such an R&D function, the consumer had become more selective and hence the marketing of products became the key differentiator. At this point research was put under greater control by the board of directors. It was set specific business targets by marketing and the process began to be managed using project management techniques. In the 1980s the perceived needs of the customer became all important, the businesses became customer-focused . The role of R&D needed to be clearly defined...

The Virtual RD Company

Virtual companies do not have any technical resource under their direct control and use consultants and other outside agencies to advise on the various stages of the product development. The people managing the company must have very good project management skills to keep the development on track. Typically a virtual company will license a potential new product from a non-commercial research organisation and then manage the process through to successful launch onto the market using CROs under contract, but often as partners in an alliance. Management is restricted to a Managing Director with a few key personnel, such as a Project Manager, Trial Manager and a Marketing Development Manager, supported by a limited number of non-managerial staff.

Project Team Management And Decisionmaking

In the pharmaceutical industry the formal use of core project teams to accelerate drug development began in the early 1980s. Rather than review the attributes and value of the team concept here, the reader is referred to an excellent text on the subject by Katzenbach and Smith (15). The current standard for biopharmaceutical project team structure is the matrix team, which is made up of core team members from relevant functional organizations that are needed for the development of a new drug (i.e., toxicology, discovery, analytical, formulations, clinical, and regulatory), a project team leader, and a project manager. It is the project manager's role to ensure that current project information has been incorporated into the various project planning and management tools that the organization is using. Using project management tools, the project manager develops various project With the advent of the Prescription Drug User Fee Act (PDUFA), which legislated new timelines for NDA reviews,...

Field and Customer Trials

Close collaboration between the Project Manager, the project team and those involved in the organising of field and customer trials is necessary. This needs to be done in order to deliver the bulk material in time to meet certain deadlines. Examples include the need to have material available to spray crops during the growing season, having samples ready to go in to a long term testing trial for corrosion protection or available to produce a new paint formulation in a customer's plant and to use this at a trade show.

Planning the WHO and the HOW

The detailed planning, by the Project Manager and the team, enables the tasks that have been identified, to be matched to the available resources, and organised within realistic time frames, in order to meet the agreed milestones or deadlines of the project. The human resourcing of the project defines WHO is actually going to carry out the WHAT of the project. The responsibilities for each aspect of the project are assigned to individual members of the team. This also allows any other responsibilities, which are outside their direct control, to be identified. On this basis the specific requirements of staff from each department or work group required for the programme to be a success will become clear. This definition and allocation of responsibilities can be illustrated in many ways. One of the simplest representations is a matrix, based on the activities identified in the work breakdown analysis and the functional responsibility within that activity (Table D2). It is during this...

Completion of the Project

The completion of the project is followed in Project Management terminology by the Closeout. It represents the formal end of the project when the deliverables, the WHAT of the project have been delivered. Again, this should be widely communicated, and all those contributing to the success of the project formally thanked by the sponsoring senior manager. Formal reward is in order depending on the company's attitude to remuneration and performance related pay. It is also the time to take stock formally of how well the project was implemented. The projects successes and problems are highlighted and critically reviewed in a positive way. The results of this review should be formally documented for future reference and made available for discussion within the company as part of the knowledge management system. This retrospective review of the project will make a serious contribution to the learning process of all Project Managers and team members, so that projects can be organised even...

Program Evaluation and Review Technique PERT

In the program evaluation and review technique (PERT), developed by the US Navy in the 1950s as part of the Polaris mobile submarine launched ballistic missile project, network charts depict task, duration, and dependency information. Each chart starts with an initiation node from which the first task, or tasks, originates. If multiple tasks begin at the same time, they are all started from the node or branch, or fork out from the starting point. Each task is represented by a line, which states its name or other identifier, its duration, the number of people assigned to it, and in some cases the initials of the personnel assigned. The other end of the task line is terminated by another node that identifies the start of another task, or the beginning of any slack time, that is, waiting time between tasks. Each task is connected to its successor tasks in this manner forming a network of nodes and connecting lines. The chart is complete when all final tasks come together at the...

The Stage Gate Process

As mentioned earlier the odds of failure for a new product are high. For every eleven new products in the pipeline only three enter the development phase, only 1.3 are launched and only one is successful. One way of improving the chances of those entering into development getting through to launch and then becoming successful products is to use an effective project management methodology. The majority of companies use some form of stage-gate process, the most common of which was devised by Bob Cooper in 1993, who later incorporated project selection and portfolio management into the version published in 2001 D-8 .

Monitoring and Controlling the Project

The Project Manager has to have a good system for monitoring and controlling the project. Fortunately, most project management software packages contain such a system. However, slavishly following these systems, without a basic understanding of how they work, can lead to problems for the unwary. The basic tenets for these methods are Control of the project is achieved by ensuring that all the tasks, or at least those which are on the critical path, are completed on time. For those elements of the project which have a relatively long time frame for completion, e.g. those which take months rather than weeks, the Project Manager may need to set up sub-projects in order to monitor the progress of these elements on a more even time basis. When a problem is indicated by the control systems, Project Managers will need to bring all their skills into play in rapidly analysing the situation and making a decision on the corrective action to be taken. A good Project Manager will maintain an...

The Faster and Increased Return on Investment

Forecasting Mfg Costs

Whilst there are external restrictions on the speed a new product can be introduced into the market, as outlined in Section D, 2.3.1, the major limitations are set by a company's own internal systems and methods of project management. A goal for every R&D Manager must be to overcome these internal limitations, and to get a faster return on the company's investment in R&D. The financial returns to the company, from a more rapid development, can be easily quantified and the figures used to justify an increase in R&D effort to attain this objective.

Project Planning And Management Tools

Several tools that are useful in the planning and management of biopharmaceutical projects are identified in Table 27.8. Definitions can be found in the Project Management Institute's (PMI) A Guide to the Project Management Body of Knowledge (5) and within the tutorial and help sections of Microsoft Project . Work breakdown structures Financial tracking

Project Definition the What When and Constraints

The Project Manager needs to check and agree the list of objectives with the sponsoring manager, and all other parties who are involved or have an interest in the project (the stakeholders). Subsequently, the team will use the list of deliverables to determine the work to be done to achieve these goals. Several techniques can be used to carryout this process, the classical one is called the work breakdown structure (WBS), which was originally developed by the US defense establishment. A work breakdown structure is a product-oriented family tree composed of hardware, software, services, data and facilities it displays and defines the product(s) to be developed and or produced and relates the elements of work to be accomplished to each other and to the end product(s) D-22 . The work breakdown structure is therefore a method of describing the work to be done in the project in terms of deliverables and the tasks to be accomplished. It involves defining major deliverables and...

Charles E Daniels

Project Planning 429 The Project Management Triangle 430 The Project Cycle 431 Project Planning and Management Tools 431 Decision Trees 432 Milestone Charts 432 PERT CPM Charts 432 Gantt Charts 433 Work Breakdown Structures 433 Financial Tracking 434 Project Scheduling 434

Embodying Change

As in Project Management (See Section D), a lot of new learning comes out during the process of carrying out the change. This body of knowledge needs to be captured and shared not only with members of the change management group but also with others in the organisation so that they can benefit from it when carrying out any changes in their areas.


In the same dictionary, innovation is defined as the introduction of novelties the alteration of what is established and something newly introduced a novel practice or method . We can re-interpret this for the industrial environment as the introduction of new products, application processes or services to the market based on prior knowledge . Thus, innovation in R&D is the generation of new ideas, which can then be used to produce these new products, processes and services. It should be obvious that this is an activity that does respond directly to planning. Certainly, at the development end of the innovation chain, rigorous planning is a prerequisite and this is covered in Section D on Project Management.

The Creative Climate

Project Management Financing of Projects Facilitator Team Balance of External internal Competition These three stimulating factors all require some free time . The problem with most project management systems is that this is regarded as unproductive time and therefore something that can be sacrificed to meet other targets, for instance, be removed from the bar chart of a project plan. The Manager of a group, which is expected to be creative, will need to justify and fight for such free time . This is not an easy task in an economic climate where companies are driven by cost time considerations, but the arrival of the knowledge company, and the ideas behind it, is of great assistance.

The Innovation Chain

The Innovation Chain begins with the identification of an opportunity for the business and ends with a product or range of products available for sale. Whilst the definition of the opportunity, the construction of the R&D target, is a key action, it is only the first in a series that are required in the process of innovation. The task for the company is to manage the overall process through to a successful conclusion in as short a possible time. This is the arena in which project management operates. It is not the purpose of this book to try and define the best formal project management system. Most companies will have one that they prefer to use in any case. The objective in this Section is to help Managers to get an overall view and understanding of the total process, how it applies to the Chemical and Pharmaceutical Industries, and to offer advice on how to avoid the many pitfalls for the unwary. The British Standard Institution (BSI) has issued a guide to project management...


Project planning is an integral part of project management, which is defined in the Project Management Institute's Guide to the Project Management Body of Knowledge (S) as the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. For an excellent text on the application of project management principles, the reader is referred to Practical Project Management by Dobson (6). An excellent resource for those who would like to become actively involved in biopharma-ceutical project management is the Drug Information Association's (DIA) Project Management Special Interest Advisory Committee (PM SIAC). Information on how to join the DIA PM SIAC can be found on the DIA web site (7).

Trial Manufacture

If the manufacture is in a multi purpose plant the project will have been allocated a time slot within which to complete the work. Good planning of the allocation of personnel, their organisation into teams, usually working in 24-hour shift teams, is a key responsibility of the R&D Manager or the project leader. A rapport with the plant management team must be established as their help will be needed, no doubt at short notice, even with the best project management system in place. The analytical support must be energised and the product evaluation team encouraged giving a rapid response on product quality. The team leadership and motivational skills of the Manager need to be brought into full play during this period.


The Axis of Project Management The Project Manager will need to have certain interpersonal and organisational skills to effectively run the team. In those companies, which are organised around project teams, the selection and training of such people will be of high priority. For those organisations where project teams are formed only as required, the R&D Manager will have to identify and foster such skills as part of the performance management process. Some of the key interpersonal skills required by the Project Manager are listed below. Assigning a person to a project team is in effect a secondment to that team. The individual's priorities and loyalties now lie with the project. For the period of the project, management of this resource is in the hands of the Project Manager. For individuals to feel happy in this situation they have to be reassured by the R&D Manager that the performance management and appraisal systems will take this twin management aspect and loyalty...

Network Diagrams

On the basis of events and activities and the order or sequence in which they will happen within the project the Project Manager can develop what is called a network diagram. The Project Manager also has to determine which activity takes precedence over another, i.e. which must happen before another can take place. These are, except in the simplest of cases, very difficult to construct by hand, unless the person is very experienced, and available software is of a great advantage.

Resource Allocation

The resources, which will be required in all projects, are human resources, support facilities, equipment and materials. Planning for these resources is the task of the Project Manager and the team. Support Facilities. For example, a quantification of the cost of analytical support and other testing, such as HSE evaluation is made by the Project Manager. Any special work requiring additional development costs also needs to be identified. This list or resource requirements, together with the activities generated during the analysis for the work breakdown structure, form the basis for the next phase of the process, namely the detailed planning of the project.

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What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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