Pre-Construction	Online Guide
		Endorse the Plan	Process
Activity:	Project Team Commitment		Revision July 1, 2005
Description:	Endorsement is the process of gaining commitment to the successful execution of the Project Management Plan. The Endorsement process can also be termed “Partnering” when the project team is extended beyond WSDOT to include other state entities, consultants, contractors,  et al. The process of gaining the commitment of project team members to the Project Management Plan can be as simple as a discussion of their assignment and their commitment to perform that assignment, or as formal as a workshop session with all team members, which culminates in a formal, signed document committing to the Plan. In all cases, the desired result is the team members’ understanding of the Plan, their role in its execution, and their specific commitment to perform their responsibilities according to the Plan. The Endorsement process can unify a group of individuals and transform them into a team.
Inputs:	· Project Management Plan
Tools:	· Team Commitment Template · Sample Team Commitment
Steps:	1. Identify the Participants The project team is comprised of all project participants required to deliver the project. This includes those directly engaged by the project, as well as specialty groups, consultants, contractors, and other organizations or agencies. · Review the Project Management Plan, particularly the work breakdown structure and responsibilities, to identify all resources needed to complete the project. · Identify those project team members whose specific commitment to the Project Management Plan is appropriate. · Endorsement is easy when the participants have been included in the development of the Project Management Plan.
	2. Establish Endorsement Methods Identify the appropriate methods for gaining commitment from each participant—individual discussions, group meetings, etc. · Formal Meeting: Participants review and sign-off on the Project Management Plan. The use of a formal endorsement meeting provides a team-building opportunity where participants can discuss their assignments; discuss the inter-relationships of their assignments with other assignments; develop their working relationships; and open the channels of communication. Prior to the meeting, the Project Manager should: · Coordinate with specialty groups. · Coordinate with local agencies, cities, counties, police, emergency services, etc. · Distribute the Project Management Plan for review. The endorsement meeting should be held as soon as possible after completion of the Project Management Plan. · Use the Project Management Plan as the structure for the meeting agenda.  · Discuss the team mission; roles and responsibilities; schedule; and resources to complete major deliverables. · Discuss any outstanding issues. · Review Change Management, Risk Management, Communication, Quality, and Transition/Closure Plans. · Have a method for signifying commitment: signature on the Project Management Plan or a suitable substitute for documenting commitment. · Individual Discussions: A second approach is to conduct individual discussions and sign-offs with each predetermined project participant. The same principles used to conduct an organized session with a group apply here, except that it is less formal. · Distribute and Return: A third—and less desirable—approach is to distribute portions of the Plan, either electronically or by hard copy, to selected project participants and ask for their endorsement. It is important, if using this technique, to attach a cover letter that clearly states what is being requested, with directions for providing comments. Often Project Management Plans are all-inclusive documents that overwhelm rather than inform the reader. They can be much more informative if they are transmitted with instructions that clearly focus readers on the portions of most relevance to them. In some cases, only part of the project work plan needs to be transmitted, reviewed, and endorsed by project participants.
	3. Establish a Schedule for the Endorsement Process Endorsement is needed at any time the commitment of two or more parties is needed; but most importantly, as the Plan the Work process is concluding and the Project Management Plan is being completed for management endorsement. The commitment of the project team is required before the endorsement of management is sought. Endorsement is not a one-time occurrence for most projects.  The Project Management Plan should gain new endorsement any time there are major changes to the scope, schedule, budget, sponsor, or team members. Establishing team commitment as soon as possible will help expedite management endorsement.
Products:	· Project Management Plan endorsed by the project team (Team Commitment)
Guidelines:	Tailor the format of the endorsement process to be a team “motivator.” Take steps to make the meeting fun; e.g., take a picture of the team members. As with any project, there will always be turnover and change. An endorsed Plan can be a great tool for returning to center line for the project or communicating the agreements for the project delivery to new team members. Don’t let the endorsement process get stale. Make it part of the work planning process, not a separate task.