Learning and Technology Services

Transcription

1 Learning and Technology Services Project Management Processes DRAFT for discussion only Heather Williams January 14, 2010

2 Document Revision History Version Date Author(s) Description of Change 1 August 26, 2009 Heather Williams First Draft outline plus start on Operational Planning 1.1 November 16, Heather Williams Following team review on November 10, December 8 th, 2009 Heather Williams Following Successful Deploy workshop on Dec. 1 st 1.3 December 17 th, 2009 Heather Williams After discussion with George and Richard 1.4 January 7, 2010 Heather Williams Revisions to Process 1.5 January 14, 2010 Heather Williams Comments from Richard 1.6 January 14, 2010 Heather Williams Added PM maturity model back in 14/01/ :11 PM Page 2

3 Table of Contents PROJECT MANAGEMENT PROCESSES 1 DRAFT FOR DISCUSSION ONLY 1 DOCUMENT REVISION HISTORY 2 TABLE OF CONTENTS 3 I. INTRODUCTION 4 II. PROJECT MANAGEMENT GUIDING PRINCIPLES 5 III. PROCESS DESCRIPTIONS 5 1. Sauder Phases 9 Operational Planning 9 Pre Project Planning 11 Evaluate Deploy PMI Processes 21 Plan 21 Execute 23 Control 24 Manage Issues 27 Manage Change Control 29 Close 31 APPENDIX A PM MATURITY MODEL 33 APPENDIX B THE LANGUAGE OF SAUDER PROJECTS 35 APPENDIX C LIST OF TEMPLATES AND CHECKLISTS 37 14/01/ :11 PM Page 3

4 I. Introduction Learning and Technology Services (LTS), as a Sauder organizational unit was established in December Prior to this time, applications and applications support were provided to the Sauder business units in an informal and ad hoc manner. Requirements for technology assistance from LTS has grown significantly in the past few years and staff in increasing commensurately. A more standardized and formalized approach to delivering projects is required to ensure that Sauder gets the greatest return on their investment in technology. At the beginning of fiscal 2009 /20101, Learning and Technology Services defined 3 year goals in improving internal processes and service to its clients. These goals are: 1. Learning Design Maintain and improve Sauder rankings through curriculum and teaching excellence, supported by appropriate technologies 2. Tools Improve learner and faculty satisfaction with technology-enabled learning and teaching classroom and virtual tools 3. Systems Provide adaptive and inter-operable web-based systems to support Sauder s educational delivery, research, relationship management and communication needs 4. Processes Evaluate, prioritize and implement process improvements for: Service delivery and support (ITIL) Project management (PMO) Organizational transformation (change mgt.) Learning design 5. Physical Site Contribute to Sauder s physical transformation The Project Management Office (PMO) was established in April 2009 with the objective of bringing the performance of project management up to a greater level of maturity through implementing project management templates, guidelines and practices, training and coaching internal LTS staff. Project status reporting has been introduced and weekly project status reviews are being regularly conducted. Project charters are prepared at the beginning of projects to clearly defined objectives, scope, approach as well as roles and responsibilities of the project participants. A lightweight Project Portfolio Management tool is in use. Investigation into a more robust tool is underway. Early in this fiscal year, LTS defined the Language of Sauder, describing the standard phases that a project will go through. All LTS projects will fall into one of these or a combination of these phases. These phases (defined in more detail in Appendix B) are: Evaluate The purpose of the Evaluate Phase is to understand the current business and systems processes, the requirements for technology support and to define a technical di- 14/01/ :11 PM Page 4

5 rection. This technical direction may include the selection of a vendor software solution or a proposal for a custom developed solution. The purpose of the Phase is to prepare the proposed solution for use. This may involve development and testing of a custom solution or purchase, configuration, testing and implementation of vendor software. II. Deploy The purpose of the Phase is to implement the solution and make available to the users. This phase will include implementing the solution to a production environment, conducting end user training and providing, if required, transitional support. The purpose of this document is to describe the project management processes to be followed during each phase of the project. The processes described in the following sections adhere to the phases described in the Language of Sauder Projects while also including the PMI Processes that are followed throughout each Sauder phases. The PMI Processes and sub-processes are shown in green while the Sauder Phases and activities for each phase are shown in blue. Please refer to Appendix A for a view of PM Maturity Goals for this fiscal year and onwards. Project Management Guiding Principles The following is a draft list of Project Management Guiding Principles (to be confirmed in a workshop in January 2010): Active involvement and commitment from our clients (Sauder business units) is critical to the success of the project We need a shared understanding of what we are doing, why we are doing it, how and when we are doing it. Communication to stakeholders should be clear, concise and tailored to their specific needs and interests Planning needs to be done at the appropriate level of detail time and cost management ensures for an on time, on budget delivery III. Process Descriptions Several facilitated workshops, beginning in July 2009, have been conducted to define a set of project management processes that can be easily followed and are flexible enough to permit modifications to accommodate the uniqueness of every project. These processes have been developed with thought to the international standards in Project Management and Service Management. The result is a 3 dimensional set of process models where: The core processes represent the Sauder language of projects (see Appendix A) and the project management approaches tailored to Sauder s needs. These processes are shown in light blue; Project Management Institute (PMI) Processes PMI is the leading organization for project management professionals and publisher of the Project Management Body of Knowledge (PMBOK). The PMBOK represents international standards for conducting projects, regardless of the industry (IT, engineering, Biotech, etc.) and regardless of the 14/01/ :11 PM Page 5

6 methodology. PMI Processes are followed for each phase in the Sauder methodology and are shown in green in the following models and are described in this document; Information Technology Infrastructure Library (ITIL) - ITIL represents the third dimension in the LTS PM processes. UBC is implementing ITIL standards for service management. While the core LTS PM Processes are specifically designed for the type of services that LTS offers, all the processes will follow the ITIL Service Management Philosophy. The PM process diagrams show ITIL processes in medium blue. The top level overview of the Learning and Technology Services project management methodology is shown below. Each of the processes in this top level view are depicted and described in greater detail through the document. Annual Tactical Plan End of Project Control Process Process Description Performed By Sauder Phases Operational Planning Pre-Project Planning On an annual basis, LTS conducts accepts submissions from the Sauder business units for project support. These submissions are estimated and categorized as: - Compliance needed to meet a regulatory requirement - Lights-on-Critical existing system is at risk of failure or may impact business - Cross-Enterprise solutions These projects are prioritized in a working session with the business units and the results are submitted to the Executive Committee for budget approval for the next fiscal year. This phase is conducted prior to the official launch of a new project. It involves reviewing a project proposal in queue in the Operational Plan or a new project requirement. A preliminary assessment of resource requirements and priorities is made and in some cases a business case project is initiated. If approval is obtained, the project is scheduled LTS Management with participation from the Business Units LTS Director and Managers 14/01/ :11 PM Page 6

7 Process Process Description Performed By Evaluate An Evaluate Phase is usually the first phase of a project to be conducted. It involves a review of the current situation (e.g. in a business area), and definition of functional and technical requirements. A search for vendor software may be conducted. This phase ends with a recommendation for ongoing work and is followed by the Phase. LTS, Business Analyst and Evaluation Team Deploy Communications & Organizational Transition Management Ongoing Maintenance (Support) Project Management Institute (PMI) Processes Plan The Phase involves developing a custom solution or installed purchased software. The Phase includes development, unit and integration testing, usability testing and user acceptance test. The result of the Phase is a new or modified custom developed system or vendor software (possibly customized) ready for Deployment. The Deploy Phase involves making the new system or software available to users and performing all activities required to prepare users and LTS support staff for using / supporting the new system (e.g. training, development of support agreements, etc.). It may include migration of existing data into a production environment. It includes moving all system modules and / or configured software modules into production. Communications is key to the success of every project and begins at each Phase (Evaluate, and Deploy) with the Communications Planning activity. Stakeholders are identified and plans developed for communications throughout the project. Organizational Transition Planning & Management may also be required if significant changes to existing policies, processes or roles are expected. Information technology initiatives enter a support phase after deployment. The project itself has ended but the software or technology are in place and require ongoing support and maintenance. The PMI Processes are performed for each Sauder Project Phase (Evaluate, and Deploy) and follow closely the Project Management Institute (PMI) guidelines. Every phase begins with the development of a Project Charter, defining objectives, clarifying scope, preparing a budget and schedule and defining roles for the project team. The PMI Planning Phase ends with signoff on the project charter. LTS, Business Analyst and Implementation Team LTS, Business Analyst and Implementation Team LTS and Communications or Transition Management Specialists LTS Support Staff 14/01/ :11 PM Page 7

8 Process Process Description Performed By Refer to Section III.2 for more information. Execute Close Control The actual work is conducted in the Execute Phase. The kind of work depends on the Sauder Phase (Evaluate,, and Deploy). Refer to Section III.2 for more information. A formal phase closure is required at the end of every Sauder Phase. This typically includes signing off on deliverables, completing and filing all documentation and conducting a Project Completion Review. Refer to Section III.2 for more information. This PMI Phase is performed through the project and involves. Also known as the Monitoring and Controlling Process, it involves checking budget and schedule, preparation of status reports, risks and issue management. Refer to Section III.2 for more information. Project Team These processes are described in more detail in the following sections. 14/01/ :11 PM Page 8

9 1. Sauder Phases Operational Planning Sauder Senior Management LTS Director and Managers Sauder Business Units (each) 1. Communicate Budgeting Process to Business Units 2. Identify Sauder Technology Requirements & Prepare Pre- Project Request 3. Consolidate & Prioritize Project Requests Communicate to the business unit leaders the process for annually submitted requests for technology assistance from LTS. Identify a need to Learning and Technology services support (e.g. new application, new services, and modifications to existing systems or services). The Pre-project request form describes the business need and perceived benefits. Link to template. Consolidate all pre-project requests in a package to be submitted to LTS, prioritized in order of importance to the business unit. LTS Director and / or Managers Business Unit Business Unit 4. Submit to LTS Submit the package of pre-project requests to LTS. Business Unit 5. Review Request Review the pre-projects requests and follow-up with business unit if there are any questions. 6. Categorize Request Categorize the request as: - Compliance needed to meet a regulatory re- LTS Manager 14/01/ :11 PM Page 9

10 quirement - Lights-on-Critical Application is at risk or failure and / or business could be impacted - Cross-enterprise solutions discretionary items that would benefit multiple business areas - Other 7. Receive External Influences from FAB 8. Identify LTS Project and Operational Initiatives 9. Prepare Estimate of Costs 10. Evaluate, Rationalize & Group all Requests 11. Identify Resource Requirements 12. Prepare / Amend Annual Budget 13. Review LTS Budget Receive external influences from the Faculty Advisory Board. Identify projects that would enable LTS to operate more efficiently and / or provide a better service to its clients and indirectly, rather than directly, benefit the business units. Review the cost estimates submitted as part of the Pre-Project Request Form and refine for inclusion in the budget. Perform a preliminary review of requests as a consolidated whole. Group similar requests, if appropriate, eliminate overlaps and redundancies. Identify the LTS resource requirements (staff, consulting and other costs) for each proposed project initiative. Prepare (or amend) the budget submission to Senior Sauder Management. Review LTS budget, approve or propose amendments. LTS Director LTS Director and Managers LTS Director and Managers LTS Director and Managers LTS Director and Managers LTS Director and Managers Senior Sauder Management 14/01/ :11 PM Page 10

11 Pre-Project Planning Business Unit 1.0 Identify Unplanned Project Need Pre-Project Request Form for Unplanned Project 2.0 Resubmit Previously Rejected Request Pre-Project Request LTS Director / Manager Operational Planning Operatio nal Planning Projects & Priorities in Tactical Plan 3.0 Review Pre- Project Request Note: A business case is required for a new service, significant change to existing service or large $$ amount Business Case Required? No 4.0 Assess Need, Resources & Priorities Yes Yes 6.0 Initiate Business Case Project Business Case completed? Business Case project to be initiated Planning Backlog 5.0 Schedule Project Yes Planning Project to be initiated No Request Denied Approved? Applications & Architecture Review Board / Senior Management / Steering Committee / Dean Deferred to a Later Date 1.0 Identify Unplanned Project Need & Document 2.0 Resubmit Previously Rejected Request 3.0 Review Pre- Project Request If the requirement for LTS support arises and it is NOT in the LTS Annual Operating Budget: - Identify the project need and describe it using the Pre-Project Request Form Link to template In some cases, a request does not make it into the Annual Operating Plan (stays as a below the line project) and later, the urgency behind the request changes. In this case, the business unit may revise the request, changing or expanding on the anticipated benefits and re-submit the request for consideration as an out of budget item. On a periodic basis or as resources look to becoming available, pre-project requests are taken from the Operational Plan for review and scheduling. Alternatively, a new, unplanned request or request re-submission may be received from a business unit. Pre-project requests are reviewed for an understanding of the requirements and expected benefits and to determine whether a business case Business Unit Business Unit LTS Director / Manager 14/01/ :11 PM Page 11

12 is required prior to submission for approval. 4.0 Assess Need, Resources & Priorities After the preliminary review is completed and the business case has been prepared (if needed): Review the request / business case, identify the resource requirements and resource availability, identify project dependencies and re-evaluate the priority against other ongoing and planned projects. Submit for approval to the Architectural Review Board and Sauder senior management. 5.0 Schedule Project If the project has been approved: Schedule the project, defining start date and target completion date. Assign a project manager and project team. 6.0 Initiate Business Case Project If the initial review results in a decision to prepare a business case: Initiate a Business Case Project to prepare the business case, describe the project, prepare an OOM (order of magnitude) estimate of costs and anticipated benefits. LTS Director / Manager LTS Director / Manager and Client 14/01/ :11 PM Page 12

13 Evaluate The following diagram shows the activities that are usually conducted during the Evaluate Phase (blue). The PMI processes of Plan, Execute, Control and Close are shown in green. Planning is performed at the beginning of Evaluate. Monitoring and Controlling is performed throughout. LTS Project Management Office / LTS Development MGR LTS Director LTS Project Manager and Client Monitor and Control Budget, Schedule, Deliverables and Quality 1.0 Perform Current Situation Analysis 2.0 Define Requirements 3.0 Evaluate Alternatives These activities typically involve conducting interviews and / or workshops to understand the current processes and information systems in use and the problems and issues encountered. Workflows or As IS process diagrams are sometimes developed. The initial interviews and workshops may have included a discussion on requirements of a new system. Continuing discussions or workshops will refine and complete the set of requirements with priorities. (Critical, High or Nice-to-Have). An evaluation matrix is sometimes prepared. Alternatives to be evaluated could include: - Custom develop versus purchased software - Hosted versus self-hosted - Evaluation of vendor options for purchased software In the case of purchased software, the evaluation matrix is sent to the short-listed vendors for com- and / or Business Analyst with Evaluation Team As above As above 14/01/ :11 PM Page 13

14 pletion, demos are scheduled and conducted. Costs are estimated for each alternatives and pros and cons are developed. 4.0 Develop Recommendation 5.0 Prepare Implementation Plan 6.0 Prepare Communications Plan 7.0 Perform Communications Activities 8.0 Provide Coaching and Oversight Based on the Analysis of alternatives, a recommend is developed. This is often done in a workshop setting with the Project Sponsors and members of the Evaluation Team with a Power- Point presentation listing alternatives, costs, pros and cons as input. The final deliverable for this activity is an Evaluation Summary listing requirements, alternatives evaluated and evaluation results and recommendation. During this activity, a detailed plan for the Phase is prepared. It usually includes main activities of the Phase, target timeframes and major milestones. This Plan is reviewed and agreed with the client. Communications to all project stakeholders is critical to the success of most projects. At the beginning or close to the beginning of the Evaluate Phase, a Communications Plan is prepared. This plan identifies all primary and secondary stakeholders and includes ideas for communications mechanisms, messages and timing. The Communications Plan may also include definition of a Feedback mechanism (question and answer) forum for the stakeholders. Link to template. This activity involves preparation and dissemination of communications to stakeholders at regular intervals and per the Communications Plan. Provide coaching, quality assurance and support to the, as needed. As above / Business Analyst / Business Analyst or Communications Specialist Manager or PMO For PMI processes Plan, Execute, Control and Close, see descriptions in Section 2 PMI Processes 14/01/ :11 PM Page 14

15 Plan Execute 4.0 Prepare Dev, Test and Production Environments 1.0 Conduct Planning & Contractual Activities Vendor Software 11.0 Perform Communications and OT Activities 2.0 Prepare Communications and Organization Transformation (OT) Plan Custom or Purchased Software? 7.0 Configure Software 8.0 Customize Software 9.0 Test 3.0 Design / Redesign New Processes Custom 5.0 Prepare Technical Design & Programming Specs 6.0 Develop & Test 10.0 Prepare Deployment Plan 4.0 Prepare Dev, Test and Production Environments Service Design (ITIL) 1.0 Conduct Planning & Contractual Activities 2.0 Prepare Communications and Organizational Transition Plan 3.0 Design / Redesign Business Process Perform all planning and preparation. This will include: - Estimating space requirements, operating system requirements, etc. for development, test and production environments. - If purchased software - Prepare the contract per terms and conditions discussed with the vendor. Finalize and sign the contract. Prepare a Communications Plan identifying all primary and secondary stakeholders and include ideas for communications mechanisms, messages and timing. The Communications Plan may also include definition of a Feedback mechanism (question and answer) forum for the stakeholders. If significant changes in roles, responsibilities, policy or processes are expected, develop an Organizational Transformation Plan, detailing the steps to be taken. These steps could include a Change Readiness Assessment, OT Strategy and so on. Link to template. Design and redesign new refined and improved business processes. LTS Manager / Director Vendor PM & Team and Client Development Team 14/01/ :11 PM Page 15

16 4.0 Prepare Dev, Test and Production Environments If Custom Developed Solution 5.0 Prepare Technical Design and Programming Specs Provision the environments by installing operating system, database management system and other requirements. Note: Test and Production environments may be provisioned at a later date. Prepare the detailed technical design. Prepare programming specifications for each module. 6.0 Develop and Test See detailed process 6.1 to 6.12 in the next section. If Vendor Software Solution 7.0 Configure Install software in development environment and configure software based on business requirements and business rules. Operations (software partner and / or UBC IT) or Vendor Development Team Development Team Vendor and Development Team 8.0 Customize Customize the vendor software LTS team or Vendor Team 9.0 Test Test customized software with revised business processes. Document test results. Amend software where required Prepare Deployment Plan 11.0 Perform Communications and OT Activities ITIL Service Design Prepare Deployment Plan. Elements of this plan will include training, implementation to production, and definition of support roles and preparation of support material. The Plan will include order of implementation, if functionality is implemented in stages, and timing. This activity involves preparation and dissemination of communications to stakeholders at regular intervals and per the Communications Plan. If an OT Plan was developed this activity could include development of new process, policies and other activities focussed on preparing the users for change. Refer to ITIL Processes for information on Service Design activities conducted during the Phase (e.g. development of OLAs, SLAs, UCs, etc.). Link to ITIL Service Management. LTS team or Vendor Team in consultation with Client or Communications Specialist 14/01/ :11 PM Page 16

17 Develop and Test Plan Execute For a 6.1 Develop Module or Form 6.2 Unit Test Module / Form 6.3 Add Validation Checks Ready for Yes 6.4 Release 6.5 Perform Technical Integration Test More Modules / Forms No 6.6 Log and Prioritize Issue No 6.8 Perform Usability Testing 6.7 Resolve Issues Deploy Yes No, Start on Next Final Yes Integration Test Cycle Complete and Bug Free No Ready for Deply? Yes 6.9 Perform User Acceptance Testing 6.10 Log Issues, Prioritize and Fix 6.11 Conduct Performance Test 6.12 LogPerformance Issues, Prioritize and Fix Until All problems Resolved 6.0 and Test The diagram above and following descriptions follow the typical processes conducted for and Test for a CUSTOM BUILD. Implementation of packaged software is not described at this level of detail. Refer to the Process for an understanding of what is required for implementation of vendor software. 6.1 Develop Module or Form 6.2 Unit Test Module or Form 6.3 Add Validation Checks Develop the module or form per technical specifications. Perform unit test according and record test results. If test fails, repeat process 6.1. When the unit test results in a module or form that is not flawed: - Add the coding for validation check - Repeat the unit test until the module is free of flaws 6.4 Release When several modules / forms have been successfully completed and unit tested, and based on the agreed Schedule: - Perform a build to include the completed modules / forms 6.5 Perform Technical Integration Test 6.6 Log and Prioritize Issue Perform a technical integration test on the according to pre-defined test plan and test scripts. Document flaws in the bug tracker tool, prioritize bugs and forward to developer. Development Team Developer Developer Developer Manager Test Team Test Team / Test Team Lead 6.7 Resolve Issues De-bug and correct the module / form. Repeat unit Developer 14/01/ :11 PM Page 17

18 test. 6.8 Perform Usability Testing 6.9 Perform User Acceptance Testing 6.10 Log Issues, Prioritize and Fix 6.11 Conduct Performance Test 6.12 Log Performance Issues, Prioritize and Test Perform usability testing on the completed modules and based on a pre-defined and agreed usability test schedule and usability test criteria. When all development has been completed and the final has been created: - Perform User Acceptance Testing. Document shortcomings and forward to development for fixing. Perform performance tests per pre-defined performance test standards. Log performance issues, prioritize and resolve. Customers, facilitated by PM Customers, facilitated by PM Customers, as facilitated by PM Performance Test Team Performance Test Team / Developers 14/01/ :11 PM Page 18

19 Deploy Training & Implementation Team Monitor and Control Budget, Schedule, Deliverables and Quality Operations Vendor 1.0 Prepare the Production Environment 2.0 Prepare Hosted Environment 3.0 Review CM Procedures and Modify 4.0 Prepare Support Documentation If Self-hosted and the production environment has not been set up yet: Set up and provision the production environment according to defined requirements. Document the production specifications. If hosted by a vendor: Set up and provision the production environment according to requirements. Review LTS Change Management procedures. Modify if required for this deployment. Prepare documentation on the software, potential problems and proposed solutions for the LTS Service Desk. Prepare support triage documentation. Operations (UBC IT) Vendor Operations Operations Training & Implementation Team 5.0 Conduct Training Conduct end user and support training. Training & Implementation Team 6.0 Perform Data Cleansing 7.0 Perform Data Migration & Validate Depending upon the Migration Strategy: Perform data cleansing on data to be migrated According to the Migration Strategy: Perform data migration and validate Implementation Team with Users Implementation Team with Users 14/01/ :11 PM Page 19

20 8.0 Implement to Deploy system to the production environment Training & Implementation Production Team Note: All Deployment activities will be performed in accordance with ITIL Guidelines for: - Service Asset & Configuration management - Service Change Management - Knowledge Management - Production Turnover - Release & Deployment Management Link to ITIL Service Management 14/01/ :11 PM Page 20

21 2. PMI Processes Plan Planning Planning 2.0 Conduct Preliminary Interviews Understanding of Background, Objectives and Scope 4.0 Prepare / Revise Draft Workplan & Budget 7.0 Review and Provide Feedback 9.0 Signoff 3.0 Prepare Draft Charter** 6.0 Revise Charter 8.0 Finalize & Distribute for Signoff 12.0 File 5.0 Review and Provide Feedback No 1.0 Initiate Project / Assign PM and Sponsor 7.0 Review and Provide Feedback Execute Requires PO? Yes 10.0 Submit PO to Supply management No, Backlog 11.0 Schedule Project Yes Approved? 9.0 Signoff No Stop 14/01/ :11 PM Page 21

22 1.0 Initiate Project Initiate Project. Assign project number; assign project manager and project sponsor. Identify desired start and finish dates. Link to Project Initiation Checklist. 2.0 Conduct Preliminary Interviews 3.0 Prepare Draft Project Charter 4.0 Prepare / Revise Draft Workplan and Budget 5.0 Review and Provide Feedback Conduct initial interviews (or facilitated workshop) with project sponsor to identify objectives, scope and expected benefits. Develop project charter with continued discussion with project sponsor and / or LTS Director, as required to clarify background, objectives, scope, deliverables, time frame and project team. Upload the draft charter to the PPM tool. Link to template. Prepare the draft workplan and budget. Upload to the PPM tool. Review the draft charter and provide comments. PMO and Manager are usually first reviewers, then software partner PM and analyst. 6.0 Revise Charter Revise charter based on feedback from all parties. Upload the new version to the PPM tool. 7.0 Review and Provide Feedback 8.0 Finalize Charter & Distribute for Signoff Review the draft charter to confirm objectives, scope, expected benefits, deliverables and timeframe. Note: the project sponsor is usually only asked to review the charter after the internal LTS reviews and software partner reviews have been completed and feedback incorporated into the document. Incorporate all final comments into the charter and distribute for signoff. Upload the final version to the PPM tool. Typically, signoff is accomplished in one-to-one meetings with the signing parties (sponsor, LTS Director, software partner and Dean). LTS Director or Manager or Software Partner PM LTS Director, PMO and Managers Project Sponsor 9.0 Signoff Sign the project charter. All signing parties 10. Submit PO to Supply Management 11.0 Schedule Project If a PO is required based on budget threshold: Prepare a Purchase Order and submit to Supply Management for approval. Link to Supply Management rules, PO form and dollar thresholds. If the PO for the project is approved by Supply Management: Authorize the start of the project based on all terms LTS Director or Manager LTS Director 14/01/ :11 PM Page 22

23 6.0 Monitor and Control Budget, Schedule, Deliverables and Quality outlined in the project charter. If the project is approved for a later start, retain all project information in the Backlog File File all final planning documents in manual files. Upload all planning documents to the PPM tool. Project Management Support Execute Execute Client 3.0 Engage in Project Activities where required 2.0 Provide Regular Communications with Client * 1.0 Perform Activities per Plan Evaluate Project? Project? See Evaluate Process See Process Evaluate Control Process Deploy Project? See Deploy Process Deploy LTS Project Management Office / LTS Development MGR 4.0 Provide Coaching & Oversight LTS Director 5.0 Provide Resources Note: May / May Not include External Partner (e.g. Bayleaf) 1.0 Perform Activities Per Plan 2.0 Provide Regular Communications with Schedule and perform the activities in the project plan in accordance with the Evaluate Phase (or or Deploy Phase) of the methodology. Note: The Evaluate Phase (or or Deploy) as described in this PM Process document is only a typical evaluation and may be modified to meet the specific needs of the project. Communicate with the client to confirm requirements, resolve issues and provide regular status and Team 14/01/ :11 PM Page 23

24 the Client updates 3.0 Engage in Project Activities 4.0 Provide Coaching and Oversight 5.0 Provide Resources 6.0 Monitor and Control Budget, Schedule, Deliverables and Quality Engage in project activities as required. This may include participation in meetings, workshops, vendor demos and other activities described in the Project Charter. Provide quality assurance on all project deliverables. Conduct Project Status Reviews. Assist in resolving project issues. Provide coaching for more junior project managers. Ensure that resources are available to the project as required. Resolve resource issues or concerns. Refer to the next section for the PMI Control Process. Project Sponsor and other clients LTS Director, Managers and PMO LTS Director and Managers Control Control Client 6.0 Request Change Note: request for change can come from any source, not just client Perform Project Activities Change Control 7.0 Manage Change Control Risk Management Plan LTS Project Manager Manage Risks 1.0 Perform Risk Analysis 2.0 Manage Risk 3.0 Manage Budget & Schedule 4.0 Report on Performance Issue Manage ment Process 5.0 Manage Issues Yes Encounter Issue? LTS Project Management Office / LTS Development MGR 8.0 Conduct Project Status Reviews LTS Director Resolve Issues, Monitor Budget and Schedule, Monitor Risks and Approve Changes, as needed (see detailed processes) 14/01/ :11 PM Page 24

25 1.0 Perform Risk Analysis Identify, quantify and rank project risks according to the detailed process in the next sections. See process below for more detail. Link to template 2.0 Manage Risks Monitor risks on an ongoing basis to re-evaluate probability of occurrence and damage potential and to identify new risks to project success. 3.0 Manage Budget & Schedule 4.0 Report on Performance On a weekly or bi-weekly basis: Gather actual hours and estimates to complete. Calculate project variance and impact on schedule. Take corrective action where required. On a weekly and bi-weekly basis: Prepare a Project Status Report showing activities completed in the past period and activity planned for the next period. Include comments on current issues. After discussing the project status report in the Project Status Review, amend if required and forward to the Project Sponsor. Link to template 5.0 Manage Issues Identify and review new issues. Resolve and approve issues according to the process in the next sections. Review unresolved issues in the issue log on a periodic basis to ensure that work is underway to resolve the issue. Link to issue description template Link to issue log template 6.0 Request Change Request a change to the project scope. A change could be an increase in scope or reduction in scope. 7.0 Manage Change Control 8.0 Conduct Project Status Reviews Follow the change control process as detailed in the next sections. On a weekly basis: Conduct project status reviews for all active projects. Review accomplishments and issues and suggest actions, where appropriate., Client and Team Client, Project Sponsor, Team member or Project Manager Project Management Office 14/01/ :11 PM Page 25

26 Perform Risks Analysis 1.1 Identify Risks Identify potentials risks to project success. This is typically done in a facilitated workshop. By definition, a risk is an event that may occur that would have a positive or negative impact on the project. 1.2 Determine Probability of Occurrence 1.3 Determine Damage Potential 1.4 Calculate Risk Rating Determine the likelihood that the risk event will occur (as a percentage in decimal form). Determine the damage potential or impact on the project is the risk event occurs. Rate the damage potential (impact or consequences) on a scale between 1 and 10 with 10 being the greatest damage potential. For each risk identified: - Multiple percentage by damage potential 1.5 Rank Risks Rank the risks in order of risk rating from highest risk to lowest risk 1.6 Develop Risk Management Plans For each risk, with a greater focus on the highest risks, Develop risk management plans for each risk. Risk Management plans could be one or a combination of the following: Avoidance Taking specific actions that eliminate the risk Transference Shifting the consequence of the risk to a third party Mitigation Taking action that results in reducing the probability of the risk and/or the consequences Acceptance Accepting the risk rather than taking specific action; may include developing a contingency plan to execute if the risk occurs All Project Stakeholders All Project Stakeholders All Project Stakeholders, Team and Client 14/01/ :11 PM Page 26

27 Manage Issues 5.1 Identify Issue Identify an issue. By definition, an issue is an unanswered question or uncertainty in some area (e.g. requirements, technological approach, and resources) that must be resolved before the project can proceed. Raise the issue for discussion with the. 5.2 Review Issue for Understanding 5.3 Categorize, Assign Responsibility and Document 5.4 Review, Research and Propose Resolution Review the issue with the person submitting it to understand clearly what the issue is and the implications for the project. Categorize the issue (e.g. business issue, technology issue, etc.) Assign responsibility for issue resolution and a target resolution date. Assign an issue number to the issue and begin to document. Log the issue in the Issue Log. Link to Issue Description Template Link to Issue Log Template Review the issue and investigate possible solutions and impacts for each. Document a proposed solution to the issue. In some cases, a resolution will require a change to project scope. If so, follow the Change Control process and document the CR # in the Issue Log for cross-referencing purposes. Project Sponsor, Client, Team Member or Project Manager or delegate Person assigned to issue resolution 14/01/ :11 PM Page 27

28 5.5 Review Issue and Proposed Resolution 5.6 Update Issue Document and Log and Close Issue 5.7 Communicate Issue Resolution and Closure 5.8 Review Open Issues 5.9 Alert Person Responsible for Issue Review the issue and the proposed solution for feasibility, costs and impact. Approve the issue or reject the resolution and notify the person responsible that a better solution is required. Update the issue document and log with the approver and date issue approved. Close the issue. Link to Issue Description Template Link to Issue Log Template Communicate to the project manager, client and team that the issue has been resolved. On a regular (ideally weekly) basis, review the project Issue Log for outstanding issues. Link to Issue Log Template If an issue is past the target resolution date: - Notify the person responsible that the issue needs to be resolved immediately, - Take whatever additional action is appropriate (e.g. reassign the issue; get more involved in the resolution, etc.) Business Sponsor, LTS Director or other Person assigned to issue resolution Person assigned to issue resolution 14/01/ :11 PM Page 28

29 Manage Change Control Change Control Process Client 7.1 Identify & Communicate Change Note: request for change can come from any source, not just client LTS Project Manager 7.2 Raise Change Request 7.3 Describe Reason for Change and Benefits 7.4 Estimate Impact on Budget and Schedule 7.6 Incorporate Change into Project Budget and Schedule 7.7 Communicate Result to Team and Client 7.8 Update Change Request & CR Log LTS Project Management Office / LTS Development MGR LTS Director 7.5 Review Change Request Approve? Yes No 7.1 Identify and Communicate Change 7.2 Raise Change Request 7.3 Describe Reason for Change and Benefits 7.4 Estimate Impact on Budget and Schedule Identify a potential change to project scope. This may be inclusion of a new feature, expansion of project activities, etc. A request for change can be submitted by any person who has identified the need for a change. Assign a change request (CR) number to the request for change. Describe the change required, person requesting the change. Assign a priority to the change from 1 to 5 where 1 is highest. Log the change request in the change request log. Link to Change Request Template Link to Change Request Log Describe, in the Change Request, the reasons why a change is required and the benefits that would be achieved if the change is approved. Link to Change Request Template Estimate the cost in hours of effort to implement the change. Estimate the impact on the project schedule. Document in the Change Request Link to Change Request Template Project Sponsor, Client, Team Member or Project Manager or person requesting the change 7.5 Review Change Review the change for costs and benefits. Decide LTS Director and 14/01/ :11 PM Page 29

30 Request whether the CR should be approved. Sponsor 7.6 Incorporate Change into Project Budget and Schedule 7.7 Communicate Result to Team and Client 7.8 Update CR and Change Request Log If the CR is approved: Incorporate the addition (or reduction) to costs in the project budget. Revise the project plan and schedule to reflect impact on time. Communicate to the sponsor and the team regarding approval of the CR or decline. Whether the CR is approved or not: Update the change request to reflect the go forward / no go decision. Update the change request log. 14/01/ :11 PM Page 30

31 Close Close LTS Director Client 3.0 Conduct Client Satisfaction Survey LTS Project Management Office LTS Project Manager 1.0 Review Financials 2.0 Perform Project Deliverables Audit 4.0 Perform Team Performance Reviews 5.0 Conduct Project Completion Review 6.0 File Project Documentation 7.0 Celebrate Success 1.0 Review Financials Review the actual costs against the project budget. Calculate cost and schedule variances. Investigate causes of costs or schedule variances in excess of 10%. 2.0 Perform Project Deliverables Audit 3.0 Conduct Client Satisfaction Survey 4.0 Perform Team Performance Reviews Compare the deliverables produced against deliverables agreed to and documented in the Project Charter. If discrepancies occur, assign work to resolve the discrepancy and complete the work. Distribute a Client Satisfaction Survey to the client and schedule a time for review. Perform the review in a face to face meeting and documents the results. Schedule and conduct project performance reviews with every team member. The documented review should state whether expectations were met and how well the project work was conducted. It should highlight training and development goals and whether these were achieved. LTS Director / Manager Project Management Support LTS Director / Manager LTS Director / Manager / Project Manager 14/01/ :11 PM Page 31

32 5.0 Conduct Project Completion Review 6.0 File Project Documentation 7.0 Celebrate Success Schedule and perform a project completion review with the project manager and key team members. Link to Project Completion Review Template File all project documentation in the PPM tool and manual files. Celebrate success. Acknowledge appreciation for all efforts. Publish project completion news, where appropriate, in the LTS Newsletter or other medium. LTS Director / Manager / Project Manager Project Management Support All 14/01/ :11 PM Page 32

33 Appendix A PM Maturity Model 14/01/ :11 PM Page 33

34 Controlling Issue Management - (implemented with new PPM) Risk Management Controlling Issue Management - (implemented with new PPM) Risk Management Depth of Culture Monitoring Estimating Transition to Longer Term PPM Tool Resource Planning PM Roles & Responsibilities learning services Refined PM Processes Definition of a Project MS Project Plans (all & Deploy projects) Risk Management Planning Business Process Change Usability Testing Refining the client experience Pre-Planning Process Project Prioritization Client-engaged Operational Planning Communications Planning Project Charter & Signoff More Templates Communications Plan MS Project Support PPM Lite Planning Resource Management Project Completion Reviews Time Tracking Project Status Reporting Project Status Reviews Tools Evaluation Documented Sandbucket of Tools Discussion Space PM Education (internal) Project Methodology Tools & Processes Knowledge Sharing Render LTS Portfolio in Meaningful ways Collaborative Mindspace (with rss feed) Goals and Actions Transparent Display Projects List on Web Monitoring Project Variance Tracking Resource Management Project Completion Reviews Time Tracking Project Status Reporting Project Status Reviews Set Baselines for MS Project Plans Transition to Longer Term PPM Tool Resource Planning Business Process Change Usability Testing Refining the client experience Estimating Pre-Planning Process Project Prioritization Client-engaged Operational Planning Definition of a Project PM Roles and Responsibilities MS Project Plans (all projects) Communications Planning Project Charter & Signoff More Templates Communications Plan MS Project Support PPM Lite Planning Tools Evaluation Sandbucket of Tools Discussion Space PM Education (internal) PM education (clients) Project Methodology Render LTS Portfolio in Meaningful ways Collaborative Mindspace (with rss feed) Goals and Actions Transparent Display Projects List on Web QTR Time QTR /01/ :11 PM Page 34

35 Appendix B The Language of Sauder Projects As we adopt project culture in Sauder, we need precise language to avoid misunderstanding and confusion and about work we undertake. Here are Project Types for the work managed by Learning and Technology Services. An Initiative might have multiple projects. For example, the Executive Education Enrolment System Initiative has three distinct projects: Evaluate, and Deploy. Due to the need to manage scope and budget, an initiative may be referenced as Foundation Initiative; later it may be an Enhancement Initiative. Each Project is unique. Elements of each project will vary, depending on requirements, budget, etc. Project Type Planning Evaluate Deploy and Implement Communications and Change Action Research (reflection) Elements of each type of project i.e. Goal Architecture; Web Strategy Situation analysis Requirements analysis /buy analysis Business process and activity modeling High level data modeling Conceptual design and/or information architecture) Detailed process mapping and modelling Detailed design specifications Interface (web visual elements, forms, navigation, wireframes) Storyboard and screen sequencing Application (processes and functions) Database System (OS, middleware) Hardware plan (clustering, failover, etc.) Development (coding) Software Integration & Testing Hardware configuration and loading User Acceptance testing If purchased software, install, integrate and test Documentation at whatever level is appropriate to system and application administration Production turnover specifications Training plan Production turnover and ITIL Change (i.e. Change Advisory Board - CAB) Training (i.e. administrators and users) Knowledgebase self-help authoring Business process evolution and support Dedicated activities to support adoption/diffusion of ideas, technologies, practices and products. Learning Design (program/course transformation); Learning Technologies (i.e. LMS, blogs, eportfolios); Roomware ( HDVC, clickers, These are Design elements which may be grouped as a specific Project Type depending on character of overall initiative. 14/01/ :11 PM Page 35

36 doc cameras, etc) 14/01/ :11 PM Page 36

37 Appendix C List of Templates and Checklists Template Name Pre-Project Request Form Project Charter Project Initiation Checklist Communications Plan Project Status Report Change Request Change Request Log Issue Description Description The Pre-Project Request form is used by LTS clients to describe a request for learning services or technology support. It describes the reasons why LTS services are required. This document represents the agreement between LTS and the Client on what is to be done, when and how. The Project Charter describes project objectives and scope, the approach to be taken for the project, the timeline, budget and individuals involved. The Project Charter is formally signed The purpose of this checklist is to assist the project manager in initiating a project. It lists all the tasks that must be completed to get the project charter and identifies the people responsible for the various tasks. Communications to stakeholders on project progress is critical to the success of every project. This template is used to develop a plan for communicating to the various stakeholders throughout the project. It identifies stakeholders, proposed messages, message media and timing. Project status reports are completed on a weekly or bi-weekly basis. This Project Status Report Template is used to remark on activities completed in the current period and planned for the next. Status in terms of budget and schedule is noted and issues are briefly noted. If a change in the scope of a project is request, this template is used to describe the change, the cost of the change and impact on schedule and the expected benefits. The Change Request Log for a project lists all changes that were requested, whether approved or not. The Log includes the requestor, date requested, date approved and other critical information about the change. When an issue arises that requires more detailed investigation and resolution, this Link to Template LTS Process Operational Planning Pre-Project Planning Evaluate Deploy Evaluate Deploy Evaluate Deploy Evaluate Deploy Evaluate Deploy Evaluate Deploy Evaluate PMI Process Plan Plan Plan Control Control Control Control 14/01/ :11 PM Page 37