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ProjectManagementMethodology

CLOSE-OUT

STARTUP

PLANNING

CONCEPT

Project Management Methodology

Release: 2.3

FSR Release: 2.4

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Copyright 1999-2008 State of Kansas. All rights reserved.

Permission to view, use, and copy this material for personal

use is hereby granted, provided: 1) The document is used

for informational purposes only. 2) The document is used

for non-commercial purposes only. 3) The document

includes the above copyright notice and this permission

notice appears in all copies.

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Project Management Overview

Introduction

This section provides an overview and description o the !normation Technology "#ec$tive %o$ncil&s '!T"%(methodology or project management.

Project Management Methodology Concept

The irst part o this section provides a deinition o the Project Management Methodology concept. Theconcept doc$ment disc$sses the elements o project management and how these elements are interrelated.

What is a Project?

The second part o this section provides a deinition or the term project. This deinition is important in orderto $nderstand how and when the methodology sho$ld )e applied.

Roles and Responsibilities

The third part o this section provides the gro$ndwor* or identiying the )asic roles and responsi)ilities othose parties who will contri)$te to the s$ccess o a project.

Planning Process

The o$rth part o this section provides the overview o planning thro$gho$t the project.

Project Management Methodology Release: 2.3 Section 1 - Page 1

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Concept

What is Project Management Methodology?

The o)jective o project management methodology is to provide common standards to ens$re that inormationtechnology projects are cond$cted in a disciplined+ well,managed+ and consistent manner. The $ltimate goals o thismethodology are to promote the delivery o -$ality prod$cts that res$lts in projects which are completed on time andwithin )$dget.

The methodology and how it its in the overall project lie,cycle methodology is concept$ally shown in the ig$re)elow.

ITEC Project Management Methodology

Project Tme !rame

Project Management Processes

.versight / 0$ality %ontrol / "#ec$tive Review

1$siness 2 !T

Planning

Project

%oncept and

3einition

Project

"#ec$tion

.perations/

Maintenance

ProjectPlanning 2

Ris*

!dentiication

Project%lose,.$t

ProjectStart$p/1aseline

Project Management is an Iterative Process

The arrows indicate that project management is an iterative process. !t is not a loc*,step se-$ence o activities. !nsome instances+ phases overlap. The delineation )etween concept deinition and planning can sometimes )e diic$ltto disting$ish.

ther activities+ s$ch as oversight+ -$ality control+ and e#ec$tive review are ongoing and aect each and every cycleo the project.

This methodology represents the coordinating mechanism or !T"% and ansas state organi5ations. The

methodology addresses the management o the project+ not the lie cycle o a project development eort.


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Concept

Relaton"h# o$ Project Management Methodology

to the Sy"tem %e&elo#ment L$e Cycle

The Relationship of Project Management to the System Development ife Cycle!SDC"

6s ill$strated a)ove+ the S7% occ$rs within the project e#ec$tion portion o the project. The project managementand associated activities are independent o the speciic development methodology selected.

The model is not intended as a speciic development lie cycle model 's$ch as a waterall or spiral development(.!nstead+ it is a generic methodology or project management that accommodates vario$s development approaches anda variety o detailed e#ec$tion proced$res.

#pplicability of the Methodology

The project management methodology is applica)le to the management o all inormation technology projects in theState o ansas. 8ow the methodology is applied is )ased on project management principles deined in the !T"%policies+ the magnit$de o the project and the project ris*s.


Requirements

Design

Development

Integration & Test

Operation

ReviewReview

Start-Up

Planning

ConceptSystem Development

Life Cycle

Project Execution

RiskManagement

Tracking

Close-Out

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Concept

Tailoring of the Methodology to Specific Project and Specific $rgani%ations

The methodology is adapta)le to meet the $ni-$e re-$irements o the wide variety o inormation technology projectscond$cted )y the State o ansas.

7arge+ comple# projects re-$ire a more rigoro$s application o management processes than small+ well,deinedprojects with readily achieva)le goals. This methodology s$pports this need or le#i)ility.

The project manager assesses the project characteristics and determines how to tailor the methodology and whatproject management processes are re-$ired. This tailoring is then relected in the Project Plan.

epending $pon the )asic processes that a state organi5ation c$rrently has in place to s$pport project management+some changes may )e re-$ired to s$ccess$lly implement the methodology. Most o the materials are g$idelines+ andstate organi5ations are enco$raged to tailor and add to the processes to s$it their environment.

There is &o Step'by'Step Recipe (oo)

The material presented here is not intended to )e a step,)y,step recipe or coo*)oo* or managing a project. Projectmanagement contains ar too many varia)les and speciics to s$ccess$lly accomplish this on a statewide level.

Contin*al Improvements

6 methodology sho$ld not )ecome stagnant or o)solete. Processes sho$ld )e esta)lished to improve the methodologyover time. Process improvement is a cyclical process that re-$ires mechanisms to contin$ally eval$ate and reineimprovements $ntil a process is $lly optimi5ed or the organi5ation.

It is important for agencies to provide contin*al inp*t on +ays to

improve project management,

The %hie !normation Technology 6rchitect '%!T6( is responsi)le or the methodology $sing s$pport romappropriate agency representatives or )oth inp$t and eval$ation. The %!T6 is s$pported )y sta in the ansas!normation Technology ice '!T( which implements !T"% initiatives. The !T"% is responsi)le or adoptingproject management methodology and policies. The state organi5ations and their project stas have the ollowingresponsi)ilities:

To provide contin$al inp$t or improvement o the policies and the methodology. ne way to accomplish

this o)jective is to invite !T representatives to the 7essons 7earned Sessions at the end o each projector at the end o each Project Management training session.

To ens$re that project management policies are implemented within their organi5ations.

The %!T6 and the !T"% will contin$o$sly review policies+ methodologies+ and g$idelines+ to improve the state9sproject management.


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What is a Project?

What is a Project?

eining what a project is helps in $nderstanding the project management methodology and its eectiveness.Thro$gho$t this methodology+ a project is deined as:

A project is a temporary process, which has a clearly defined start and

end time, a set of tasks, and a budget, that is developed to solve a well-

defined goal or objective.

The project management techni-$es deined in this methodology m$st )e applied to a project. Typically+ a project isinitiated )y a person 'or gro$p( who reali5es that a speciic pro)lem needs resol$tion. hen the pro)lem is deined+

an initial concept is developed aro$nd potential sol$tions. nce the project concept is deined then a completeproject plan can )e developed. !t is the e#ec$tion o a well developed project plan which then leads to projects$ccess.

Temporary Process

6 project is considered a temporary process )eca$se once the end goal is achieved+ the project is completed. For thisreason+ the end point o a project or o)jective needs to )e deined at the very )eginning o the project to ens$res$ccess$l completion. The reason some projects never end is )eca$se no one ever deined what constit$tescomplete;

The )asic -$estion or deining s$ccess criteria is+ %riteria or project s$ccess is-$antiia)le and meas$ra)le+ and is e#pressed in terms o )$siness val$e.

Well'Defined -oals

Projects re-$ire well,deined goals to determine project completion. itho$t well,deined goals and o)jectives+ aproject lac*s p$rpose.


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What is a Project?

GOAL SETTING

.#lice said/ 0Wo*ld yo* tell me1 please1 +hich +ay I o*ght to go from here?2

0That depends a good deal on +here yo* +ant to get to12 said the Cat,

0I don3t )no+ +here, , ,2 said #lice,

0Then it doesn3t matter +hich +ay yo* go12 said the Cat,

4#lice in Wonderland

by e+is Carroll


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What is a Project?

This oc$s is accomplished )y clear deinition o milestones+ delivera)les+ and re-$irements. The pro)lem deinition

needs to )e care$lly crated. This process will determine the project o)jective+ oc$s+ and the approaches orresol$tion. itho$t a clearly deined oc$s and a stated o)jective+ the project will inc$r cost and time overr$ns+ andmay $ltimately ail.

Project Constraints

6ll projects have constraints and these need to )e deined rom the onset. Projects have reso$rce limits in terms opeople+ money+ time+ and e-$ipment. hile these may )e adj$sted+ they are considered i#ed reso$rces )y the projectmanager. These constraints orm the )asis or managing the project.

What is Project Management?

6ll o the processes associated with deining+ planning and e#ec$ting the project are considered part o projectmanagement.

'(AT IS PRO)ECT MANAGEMENT*

Directing the activities associated +ith e5ec*ting a project +hile controlling

limited reso*rces efficiently and effectively1 ens*ring that the end goal is

s*ccessf*lly achieved,


!ecuting a P ro"ect

Directing #ctivit$

Controlling Resources

nsuring %oal #c&ievement

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What is a Project?

S$ccess$l project management re-$ires that certain inrastr$ct$re elements )e in place. These )asic elements

incl$de esta)lished processes or organi5ational planning and comm$nication+ availa)ility o tools that s$pportmanagement processes+ and a c$lt$re that val$es cooperation+ teamwor*+ and planning.

Project management re-$ires general management *nowledge. The principles+ practices+ concepts+ techni-$es+ tools+and s*ills o general management are the o$ndation or project management. These s*ills incl$de the a)ility to wor*well with people+ to ta*e responsi)ility+ to lead a gro$p+ and to ma*e decisions.


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6 s$ccess$l project re-$ires that the project team participates in the planning process+ )$ys into the project plan+ andaccepts responsi)ility or completion o assignments.

!t is important to have a deined ormal str$ct$re or the project and or the project sta. This provides eachindivid$al with a clear $nderstanding o the a$thority given and responsi)ility necessary or the s$ccess$laccomplishment o the project activities. Project team mem)ers need to )e acco$nta)le or the eective perormanceo their assignments.

Project organi5ations come in many orms. n a large project+ individ$al role assignments may re-$ire $ll,timeattention to the $nction. n smaller projects+ role assignments may )e perormed part,time+ with sta sharing in thee#ec$tion o m$ltiple $nctions.

Who is Part of the Project Team?

The re-$ired mi# or any project team incl$des:

People speciically charged with e#ec$tion o the project sol$tion. Regardless o how a project is

organi5ed+ there are roles and responsi)ilities that sho$ld )e considered or every !T project. Theseincl$de things li*e:

ata/data)ase administration

Project management

ata comm$nications

System testing

%onversion

oc$mentation '$ser and technical(

Training

System architect$re

7eaders/decision ma*ers rom the state organi5ation and sometimes control agencies.

?sers who interace with o$tp$ts to the system 'either rom within or o$tside o the state organi5ation(.

Project sponsor.

Importance of Sta)eholders

Sta*eholders are those with a vested interest in the s$ccess o the project. The identiication and inp$t o sta*eholdershelps to deine+ clariy+ change+ and contri)$te to the scope and+ $ltimately+ the s$ccess o the project.

To ens$re project s$ccess+ identiy sta*eholders early in the project+ determine their needs and e#pectations+ andmanage those e#pectations over the co$rse o the project.


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Sta*eholders on every project incl$de:

the project manager+ who has $ltimate responsi)ility or ens$ring project s$ccess.

the project sponsor+ who leads in getting the need or the project recogni5ed.

the $ser+ who is the person or organi5ation $sing the prod$ct o the project.

state organi5ation management+ who reines )$siness needs o the project.

the project team mem)ers+ who are responsi)le or perorming the wor* on the project.

conig$ration management and -$ality control entities within a state organi5ation.

people who have $nded the project 'e.g.+ legislat$re(.

!T"%+ which is interested in the s$ccess o all !T projects.

ivision o P$rchases+ who is interested in projects which involve a contractor.

7egislative @oint %ommittee on !normation Technology '@%!T(+ who provide legislative oversight.

%hie !normation Technology icers '%!T&s( o the respective )ranches o government+ who approve

initial project plans and review project progress reports.

%$stomers+ )oth internal and e#ternal to the organi5ation+ are to )e considered important sta*eholders. itho$t inp$trom the $ser comm$nity+ projects are more li*ely to ail. 8aving $ser needs deined early as part o the statedproject goals+ and directly tracea)le to the inal sol$tion increases the s$ccess actor or a given project.

The management o sta*eholder e#pectations is potentially diic$lt )eca$se o conlicting goals and e#pectations.The e#pectations may re-$ire more reso$rces than are c$rrently availa)le. Finding appropriate resol$tions to thesedierences is a *ey to s$ccess$l project management. 6 major project that does not have )ac*ing o seniormanagement+ or e#ample+ will have diic$lty achieving s$ccess.

Project Manager

The project manager has primary responsi)ility or the -$ality o a project&s delivera)les and its s$ccess$lcompletion. To s$cceed the project manager m$st wor* closely with the project sponsor to ens$re that ade-$atereso$rces are applied. The project manager also has responsi)ility or planning and ens$ring that the project iss$ccess$lly completed on time and within )$dget. The project manager sho$ld )e assigned early in the concept$aland planning processes so the plan can )e owned )y the person responsi)le or its e#ec$tion.


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Project Manager Re"#on"+lte"

-6&6R#78&CTI$&S

!mplement project policies and proced$res.

6c-$ire reso$rces thro$gh the Project Sponsor and Steering %ommittee.

Maintain sta technical proiciency and prod$ctivity+ and provide training where re-$ired.

"sta)lish and maintain -$ality in project.

!dentiy and proc$re tools to )e $sed on the project.

C$&C6PTD67I&ITI$&

evelop Project Statement incl$ding s$ccess criteria and constraints.

%ond$ct general cost/)eneit analysis+ i re-$ired.

P#&&I&-

evelop detailed project plan+ tailoring methodology to relect project needs.

"ns$re that management+ $sers+ aected state organi5ations+ and contractors commit to project.

PR$96CTST#RT'8P

Finali5e project )aseline plan.

6ssign reso$rces to project and assign wor* pac*ages.

Finali5e project -$ality and %M plans.

PR$96CT6:6C8TI$&

Reg$larly review project stat$s+ comparing )$dgeted to act$al val$es.

"ns$re that project plan is $pdated and approved as needed.

Review the res$lts o 06 reviews.

Participate in change control )oard to approve system changes.

?pdate project ris*s and esta)lish prevention and mitigation proced$res+ as re-$ired.

C$S6'$8T

evelop an action plan or any prod$ct that does not receive $ser sign,o.

)tain $ser and management approval o tested system and inal delivera)les.

%lose,o$t open action items.

6ssist ivision o P$rchases in contract close,o$t. evelop Post !mplementation "val$ation Report 'P!"R(

%ond$ct lessons learned session.

%ele)rate s$ccess.


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Project Sponsor

ne o the important project sta*eholders is the project sponsor. The project sponsor sho$ld have the inl$ence toens$re that the project has s$icient priority to ena)le s$ccess. The sponsor along with the Steering %ommittee isalso responsi)le or providing the $nding and staing reso$rces to complete the project s$ccess$lly.

The project sponsor $s$ally represents the recipient o the project9s end res$lt. 6 good project sponsor is aprere-$isite or a great project manager. The sponsor is $s$ally head o a program area and not normally a day,to,day$ser. The project sponsor is typically part o the state organi5ation&s management and sho$ld )e a strong advocate orthe project.

Project S#on"or Re"#on"+lte"

-6&6R#78&CTI$&S

6rtic$late program or e#ec$tive re-$irements.

"ns$re that re-$irements are met.

C$&C6PTD67I&ITI$&

eine sponsor needs.

"ns$re $ser s$pport o project.

P#&&I&-

Review and approve project plan.

Participate in planning activities.

6pprove $nding along with Steering %ommittee.

PR$96CTST#RT'8P

6ssign personnel thro$gh the Project Manger.

6ttend ic*,o meeting.

PR$96CT6:6C8TI$&

6ttend re-$irements reviews.

Provide written agreement to re-$irements.

6ttend Steering %ommittee meetings.

8elp resolve project pro)lems.

C$S6'$8T

6ttend lessons learned meeting.


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Steering Committee

State organi5ation management or the Steering %ommittee identiies the need or projects+ assesses project ris*+ andapproves project commitments. They are responsi)le or esta)lishing the strategic inormation technology plans andor ens$ring that projects are consistent with state organi5ation and overall state inormation technology plans. Theyare also responsi)le or developing the proced$res to ens$re that !T policies are ollowed.

Steerng Commttee Re"#on"+lte"

A"B"R67F?B%T!BS

Prioriti5e !T needs and incl$de in state organi5ation strategic plan.

"ns$re that s$icient reso$rces are availa)le to cond$ct projects.

Review/approve commitments to e#ternal entities 'e.g.+ vendors+ other agencies(.

"ns$re that sta is properly trained.

%B%"PT"F!B!T!B

Select project manager and assist in staing eort.

Review/approve Project Statement

P76BB!BA

Review/approve project plan

Review/validate and approve ris* analysis.

1$dget and esta)lish inancial reserves )ased on Ris* 6nalysis or*sheet.

PR@"%TST6RT,?P

"ns$re project sta availa)ility.

"ns$re that $nding is availa)le.

PR@"%T"C"%?T!B

Reg$larly participate in e#ec$tive management reviews and/or Steering %ommittee

Meetings.

6pprove changes to the project plan.

Review ris* mitigation plans and act on Project Manager recommendations.

Review/approve changes in contract commitments. Review/approve project delivera)les.

%7S",?T

Participate in lessons learned sessions.

6ccept and approve delivera)les.

6pprove project/phase completion.


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Development Team

The evelopment Team has responsi)ility or cond$cting project activities deined )y the system development liecycle. The development manager assists the project manager in planning the development eort and ma*escommitments to complete the project within esta)lished sched$le and )$dget constraints. The development teamincl$des the technology specialists responsi)le or implementing the project sol$tion. Sta*eholders sho$ld interactwith the development team to ens$re that re-$irements are correctly implemented.

%e&elo#ment Team Re"#on"+lte"

-6&6R# 78&CTI$&S

!dentiy technical sol$tion alternatives.

!mplement sol$tion within )$dgeted cost and sched$le.

%oordinate with 06 organi5ation.

S$pport project planning and trac*ing activities.

C$&C6PTD67I&ITI$&

Provide general estimates or developing delivera)les.

%ond$ct easi)ility st$dies+ i applica)le.

P#&&I&-

evelop technical approach and associated estimates and sched$les.

6ssist in the development o a 06/%M plan.

!dentiy prod$ctivity tools or project.

PR$96CTST#RT'8P

"ns$re that all mem)ers o the development team $nderstand the project plan and system re-$irements.

%oordinate sta training eorts.

"sta)lish the project&s engineering acilities and environments.

PR$96CT6:6C8TI$&

S$)mit stat$s reports to the Project Manager.

%ond$ct wor* $sing accepted System evelopment 7iecycle Methodology.

%oordinate with 06+ review 06 res$lts+ and correct any deviations.

8elp esta)lish )aseline doc$ments.

evelop project delivera)les. "sta)lish testing plan and coordinate test activities.

!dentiy ris*s as they are o$nd.

Participate in change reviews incl$ding perorming %ost Sched$le !mpact 6nalysis.

C$S6'$8T

Participate in lessons learned sessions.


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Config*ration Management

The %M $nction is responsi)le or planning+ coordinating+ and implementing project %M activities. Speciically+they are responsi)le or identiying changes o any *ind to the project and ens$ring that they are care$lly managed.

Con$g,raton Management Re"#on"+lte"

-6&6R#78&CTI$&S

!dentiy %M needs on projects.

Maintain project li)rary and repository o project metrics.

C$&C6PTD67I&ITI$&

Provide %M approach )ased on re-$irements and organi5ation standards.

P#&&I&-

8elp develop project %M plan.

8elp identiy items to )e placed $nder %M control.

8elp identiy %M tools that s$pport project needs.

PR$96CTST#RT'8P

?pdate %M plan.

%reate and s$pervise the project )aseline li)rary. Place control items $nder control.

PR$96CT6:6C8TI$&

7ead project change control )oard and distri)$te change inormation.

Record %M actions and maintain action item list.

Manage access to the project li)rary.

%ontrol and distri)$te prod$cts.

Trac* all items placed $nder %M control.

Perorm %M a$dits.

C$S6'$8T

Participate in lessons learned session.

6rchive project li)rary with agency and !T.


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;*ality #ss*rance

The 0$ality 6ss$rance $nction ens$res that the re-$ired processes and standards are ollowed.

,alty A"",rance Re"#on"+lte"

-6&6R#78&CTI$&S

Review and veriy that 06 processes are ollowed.

C$&C6PTD67I&ITI$&

"ns$re that processes are ollowed.

P#&&I&-

Deriy that plans are reviewed )y all aected gro$ps.

Review process $sed or estimating and planning.

PR$96CTST#RT'8P

Deriy that re-$irements are clear+ veriia)le+ and testa)le.

"ns$re that ris*s are properly identiied and trac*ed.

Provide orientation to project sta and managers on the role o 06.

PR$96CT6:6C8TI$&

Deriy that state organi5ation and project policies are ollowed. %ollect and analy5e project metric data.

%oordinate ormal a$dits and participate in internal reviews+ as appropriate.

Maintain noncompliance iss$es list $nder %M control.

)serve testing and inspect test reports.

Deriy delivera)les or conormance to policy.

C$S6'$8T

%ertiy delivera)les meet the original speciication.

6ssess project -$ality process.

Participate in lessons learned session.


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6nd 8ser

"nd $sers are responsi)le or ens$ring that their needs are e#pressed and or veriying that a completed project meetsthose e#pressed needs.

End U"er Re"#on"+lte"

-6&6R#78&CTI$&S

6rtic$late $ser re-$irements.

"ns$re that re-$irements are met.

"ns$re that sta are the new system.

1e proponents o new system.

C$&C6PTD67I&ITI$&

eine $ser needs.

P#&&I&-

Review project plan 'as part o Steering %ommittee(.

PR$96CTST#RT'8P

6ssign $ser personnel to the project as re-$ired.

PR$96CT6:6C8TI$&

6ssist in developing re-$irements.

Review design.

Provide written agreement on re-$irements and -$aliying criteria.

6ssist in $ser testing.

6pprove delivery and installation proced$res.

Review c$rrent )$siness practices and the impact the new system will have on the practices.

evelop proced$res+ policies+ and processes to s$pport the new system.

C$S6'$8T

Sign,o on delivera)les.

6ttend lessons learned meeting.


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IT6C1 CIT$1 CIT# Management

The !normation Technology "#ec$tive %o$ncil '!T"%( is responsi)le or adopting statewide inormation technologypolicies+ standards+ proced$res+ methodologies+ !T architect$re and strategic plans or the State o ansas.The %hie !normation Technology 6rchitect '%!T6( is responsi)le or proposing inormation technology policiesand proced$res+ project management methodologies+ an inormation technology architect$re+ standards or datamanagement and a strategic inormation technology management plan or the state.

The %hie !normation Technology icer '%!T(+ or each )ranch o government+ is responsi)le or ens$ring thatthese policies are ollowed )y all state organi5ations within that )ranch. Please reer to 6ppendi# " or additionaldetails. The %!T review $nction incl$des reviewing proposed projects+ contracts+ and other project commitments+determining oversight re-$irements and+ when necessary+ recommending corrective action or a tro$)led project. The%!T also approves )id speciications or projects. These %!T responsi)ilities are or projects costing more than

E2G+GGG or more.

ITEC. CITA and CITO Re"#on"+lte"

-6&6R#78&CTI$&S

eine State !T policy. '!T"%(

Recommend project management methodology. '%!T6(

Provide leadership and reso$rces to improve project management or !T projects. '%!T6(

Review state organi5ation9s deviations rom standards and policies. '%!T(

C$&C6PTD67I&ITI$&

Review project concept+ i re-$ested+ or easi)ility. '%!T(

P#&&I&-

Review and help identiy project ris*s. '%!T(

Deriy that project goals are deined. '%!T(

6ssign oversight or high ris* projects. '%!T(

PR$96CTST#RT'8P

6pprove project plan. '%!T( 'Prior to Start,?p(

PR$96CT6:6C8TI$&

"ns$re project oversight is perormed on projects that have )een so designated. '%!T(

Review project stat$s. '%!T(

Ma*e recommendation to s$spend or terminate poorly perorming projects. '%!T(

C$S6'$8T

%ollect and archive project data)ase. '%!T6 and !T ice(

Review and archive post implementation eval$ation report.'%!T6(

Participate in lessons learned meetings. '!T(


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Division of P*rchases

ivision o P$rchases is responsi)le or developing and enorcing the terms and conditions o a contract+ i wor* onthe project is contracted or re-$ires the ac-$isition o e-$ipment+ sotware or other assets or reso$rces.

%&"on o$ P,rcha"e" Re"#on"+lte"

-6&6R#78&CTI$&S

"ns$re that appropriate terms and conditions are incl$ded in contract.

Begotiate contracts.

Serve as primary point o contact with contractors thro$gh )id and proposal eorts. 6ssist in selection o contractors.

C$&C6PTD67I&ITI$&

etermine i proc$rement s$pport is re-$ired.

PR$96CTST#RT'8P

"sta)lish the terms and conditions o contracts.

"#ec$te+ negotiate+ and inali5e contracts.

PR$96CT6:6C8TI$&

Maintain master ile o contract correspondence invoices and letters o transmittal.

C$S6'$8T

Begotiate contract close,o$t.


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Planning Process

The project plan represents the )asic tool or s$ccess$lly e#ec$ting a project. The ollowing ig$re depicts the

evol$tionary nat$re o the project plan.

The E&ol&ng Plan


Strategic

Planning

%oncept

3einition

Planning/

Ris* !3

Project

Start,?p

Project

"#ec$tion

Project

%lose,.$t

1$siness Beeds

1$dgeting "stimates

!T Strategy

Reso$rces

%oncept Paper

Project %ategori5ation

Pre,project Team .rg

%ost %onstraints

Sched$le Re-$irements

Project Sponsor !3

Technology 6ssessment

%ost/1eneit 6nalysis

Ma*e/1$y 3ecision

%ritical S$ccess Factors

Project Methodology Tailoring

Statement o :or*

.versight Ris* 6ssmt

Pre,Project Team .rg

Project 1$dget "stimates

Project Timerame

4ey Sched$le Milestones

!dentiied Project Tas*s

Reso$rce !dentiication

3elivera)le Re-$irements

Technical 6pproach Re-

0$ality 6ctivities

3rat Project Plan

3etailed Speciications

!dentiied Project Ris*s

Project .rgani5ation

"stimate to %omplete

3etailed Project Sched$le

3etailed :1S

Staing 2 Reso$rce Plan

3elivera)le 6ssignments

Technical 6pproach

0$ality Plan

1aselined Project Plan

Re-$irement %hanges

Ris* 2 Mitigation 7ist

%$rrent Project .rgani5ation

%$rrent "stimate to %omplete

Planned vs 6ct$al Sched$le%$rrent :1S

Planned vs 6ct$al Staing

%$rrent 3elivera)le 6ssignments

?pdated Technical 6pproach

Project 6ction !tems

0$ality 6$dits

?pdated Project Plan

Reporting Progress to %!T.

7essons 7earned

Team 6wards

Final %ost Dal$es

6dmin %los$re

%ontract %los$re

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Planning Process

The Planning Process

The project plan evolves thro$gh the early stages and+ )y the time the project is ready to )egin project e#ec$tion+ containsthe detail re-$ired to s$ccess$lly complete the project. Then+ when implementation )egins+ the plan is $pdated asre-$ired.

Planning in the Concept Phase

hile only very general inormation may )e *nown a)o$t the project at this time+ it is important to capt$re thisinormation or the planning phase. !n this stage+ the oc$s o planning is on the project deinition and on getting theproject $nderway. 6 strategy or deriving a sol$tion to the stated goals is important at this point. The pro)lem )eingaddressed )y the project m$st )e clearly stated+ it&s goals and o)jectives identiied+ and the s$ccess criteria doc$mented.6lso+ the ass$mptions+ and constraints that apply to the project m$st )e deined. itho$t a description o this inormation+

a project plan is diic$lt to complete.

Planning in the Planning Stage

The project plan is completed in the Project Planning and Ris* !dentiication stage o a project. For large projects+ thisstage may )e r$n as a mini,project+ with a team o people dedicated to the eort. For very small projects+ the plan may )edeveloped )y a gro$p o people as a part,time jo). Aenerally+ vario$s s*ill sets are re-$ired to complete a s$ccess$lproject plan.

$ring this project stage+ details o the plan are determined and an approach is deined. The $ll project plan is thendeveloped. The plan may incl$de the ollowing elements: a project s$mmary+ a wor* )rea*down str$ct$re+ a projectorgani5ation chart+ a sched$le+ a list o identiied ris*s+ an estimated )$dget and cost+ a list o delivera)les+ a descriptiono planned -$ality activities+ a description o the conig$ration management process to )e $sed+ and a s$mmary o project

re-$irements.

The development o the project plan is an iterative process. "ach element o the plan is reg$larly revisited or changes andreinements+ )ased $pon $rther analysis and decisions made in developing other plan elements. This reinement alsodevelops rom the project team and sta*eholders.

!t is critical to get )$y,in on the project plan rom the involved parties prior to act$ally starting the project. 6pproval othe plan commits the reso$rces needed to perorm the wor*.


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Planning Process

Planning in the Project Start'*p Stage

To transition+ a project rom the initial concept$ali5ation and planning to e#ec$tion re-$ires some type o start,$pactivities. The project start,$p stage is a period that transitions a project rom the planning to the e#ec$tion stage. !n thestart,$p stage+ the team is assem)led and a *ic*o meeting is held to amiliari5e the team with the elements o the planand the re-$irements o the system. Speciic wor* pac*ages are developed which detail and speciy the activities )eingperormed )y the teams+ as well as the cost and sched$les associated with those activities.

Sometimes there may )e a need to $pdate the project plan d$ring this stage to relect negotiations or reinements in scopethat occ$rred prior to the act$al start o the project. !n these cases+ the plan is reviewed and $pdated prior to presentationto the team.

6lso+ in some projects+ a$#iliary plans 's$ch as the conig$ration management or -$ality ass$rance plans( are detailed inthe start,$p phase. These plans are developed rom strategies deined in the project planning stage.

Planning in the Project 65ec*tion Stage

Planning in the project e#ec$tion stage consists o replanning when it is determined that the project is not on trac* withthe c$rrent plan. This might occ$r or a variety o reasons. !t is very important to *now that project plans will change andthat replanning is a nat$ral part o the planning process. Replanning does not necessarily mean that a project is in tro$)le.Fre-$ent and e#tensive replanning may+ however+ indicate that there are some serio$s iss$es with the project plan. !t is)etter to replan than to simply throw away the original plan and operate witho$t a plan.

Planning in the Project Close'$*t Stage

6 close,o$t process is perormed once the project o)jectives have )een met. %losing a project sho$ld )e airly ro$tine.The irst step is acceptance o the system )y the $sers. !t is important that the $ser decides when the project is completed.The determination is )ased $pon the s$ccess criteria deined in the very early concept and planning stages o the project.This acceptance may )e very inormal or it may )e very ormal depending $pon the criteria deined in the plan.

nce the project is accepted+ all delivera)les and project metrics are placed in an archived repository. 1$ilding arepository o past projects serves as )oth a reerence so$rce or estimating other eorts and as a training tool or projectmanagers. The inormation archived sho$ld always incl$de the project plan history+ any metrics collected on the project+and a record o lessons learned.

%ele)rating the s$ccess o completing a project recogni5es the project team&s eorts. The recognition may )e ormal orinormal+ depending $pon the g$idelines o the state organi5ation.


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Table of Contents

SECTION /

PRO)ECT MANAGEMENT O0ER0IE'

I&TR$D8CTI$&

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Table of Contents

P#&&I&- PR$C6SS

Documents

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