Project Management Manual Prepared by: Project Support Office, Major Projects Department

Transcription

1 Project Management Manual Prepared by: Project Support Office, Major Projects Department Version: 2015

2 Project Support Office Project Management Manual Version: November 2015 This manual is a living document and will be updated to meet the evolving project management needs of the organization. DOCUMENT REVISIONS Date of Revision Description of Revision Approved by: November 20, 2014 First version GH, KS April 1, 2015 Updates to client support contact information GH April 30, 2015 Updates to client support; updates and clarifications GH, RS, CE within the Initiation Phase section November 30, 2015 Updates to client support GH, RS, MM All tools referenced in this manual can be found at: G:\Corporate PSO Other reference documents that project participants may find helpful: - Administration Bylaw, Schedule D (Purchasing Policy) (authorities and procedures for procurement) available at Regina.ca or contact Purchasing Capital Project Process Manual (useful for construction projects) contact Development Engineering Intended Audience: This manual will be useful to sponsors, steering committee members, project managers, and project teams. Questions or comments? Contact the Project Support Office, Major Projects Department, 7 th Floor, City Hall Manager: Jill Hyndman, Client Support: City Manager s Office City Manager Executive Director, Chief Legislative Officer & City Clerk City Clerk s Office Chief Financial Officer Deputy City Manager & Chief Operations Officer Jill Hyndman ghyndman@regina.ca Corporate Services Group Strategy Management Branch Strategy & Operations Branch PSO Project Management Manual November

3 Operations Group Executive Director, City Services Executive Director, Planning & Development Executive Director, Transportation & Utilities Major Projects Department Strategy & Operations Branch Service Regina Branch Asset Management Branch Policy Support Branch Corporate Services Group Finance Facilities Management Legal Services Meghan McEachern Operations Group Assessment, Tax & Real Estate Planning Development Services Water Works Solid Waste City Manager s Office Communications Legal Services Ryley Slywka rslywka@regina.ca Corporate Services Group Fleet Services Human Resources Information Technology Operations Group Parks & Open Space Community Services Transit Services Fire & Protective Services Roadways & Transportation PSO Project Management Manual November

4 PSO Project Management Manual November

5 Table of Contents SECTION DEFINITIONS... 7 What is a project?... 7 What is Project Management?... 8 RATIONALE... 8 Why is the City of Regina promoting and supporting a culture of project management?... 8 PROJECT GOVERNANCE... 8 ROLES AND RESPONSIBILITIES Sponsor Project Manager Project Team Executive Lead Steering Committee Change Manager What governance does my project require? Role of the Project Support Office SECTION PROJECT MANAGEMENT PROCESS PROJECT PHASES AND TOOLS Phase 1: Initiation INITIATION WORKBOOK... Error! Bookmark not defined. SCOPE WORKSHOP ROLES AND RESPONSIBILITIES WORKSHEET RISK ASSESSMENT... Error! Bookmark not defined. STAKEHOLDER ASSESSMENT SECURITY/PRIVACY RISK QUICK ASSESSMENT PROJECT PROPSOSAL... Error! Bookmark not defined. INITIATION CHECKLIST... Error! Bookmark not defined. Phase 2: Planning PROJECT PLAN WORKBOOK PROJECT PLAN SCHEDULE/WORK BREAKDOWN STRUCTURE (WBS) PROJECT PLAN FINANCIAL PLAN PROJECT PLAN RESOURCE (PEOPLE) PLAN PROJECT PLAN RISK LOG/PLAN PROJECT PLAN STAKEHOLDER/COMMUNICATION MANAGEMENT PLAN(S) CHARTER PHASE REVIEW FORM... Error! Bookmark not defined. Phase 3: Execution PROJECT PLAN ISSUE LOG CHANGE ORDER AND LOG MEETING AGENDAS AND MINUTES PSO Project Management Manual November

6 STATUS REPORT PHASE REVIEW FORM... Error! Bookmark not defined. Phase 4: Close LESSONS LEARNED WORKSHOP CLOSE OUT REPORT PHASE REVIEW FORM... Error! Bookmark not defined. PSO Project Management Manual November

7 SECTION 1 DEFINITIONS What is a project? A project is a temporary piece of work that produces a unique or new product, service or result, within a specified budget, with clearly defined authorities. Characteristics that differentiate a project from day to day operations/business include: Projects are unique in nature. They may involve repetitive processes, but the outcome of the process is new. Every project is different from the last, whereas operational activities often entail undertaking repetitive processes with the same results each cycle. Projects have a defined time frame, with a clearly specified start and end date within which the deliverables must be produced to meet particular requirements. Projects have an approved (limited) budget of resources. At the start of a project an agreed amount of labour and money is allocated to carry out the deliverables of the project. Projects may involve an element of risk or uncertainty they often involve doing something the organization has never done before and therefore carry business risk. Projects achieve change, whether that is a new asset in the community such as a road or park; a new policy to guide decisions; or a new business process to streamline operations. Examples of types of work that are considered projects: Construction: build an asset, i.e., Stadium, WWTP, new park Policy/bylaw review or study: develop and implement a new policy/bylaw or conduct a study; i.e., OCP, Downtown Serviceability Study, Zoning Bylaw update Culture change: i.e., taking action on the Employee Survey results for a branch or department Process improvement: rolling out new technology to a branch, i.e., GPS for solid waste collection Program or service development: creating a new line of business for the community and launching it, i.e., Waste Plan Regina Projects Temporary Unique product or output No pre-assigned jobs The process must be created or modified Different inputs each time Not part of the permanent organizational structure (team members and governance)* Business Processes/Day to Day Work Permanent Repetitive product or output Jobs assigned The process is the same each time the business process is run Same inputs or supplies each time Part of permanent structure of organization PSO Project Management Manual November

8 *Although a project may use the existing organizational structure for governance see Project Governance, below. What is Project Management? Project management is the application of knowledge, skills, tools and processes to project activities to successfully deliver the project outcomes. to reduce the level of risk within a project, and improve its probability of success to monitor and control the schedule, budget, scope, resources, risk and outcomes of a project Project management methodologies offer various specialized tools and processes (and lingo!) for various industries and flavours of work. The organization is adopting a basic standard open source methodology that can be adapted to fit the business needs of various lines of business across the Group. RATIONALE Why is the City of Regina promoting and supporting a culture of project management? To build more effective project teams to deliver a range of project outcomes in our city To create consistency in terms of project management efforts across the organization To provide measures of project success and address opportunities to improve To allow divisions, departments and branches to make good choices around project management based on their needs To build project management capacity throughout the organization To reinforce the idea that leadership, ownership and accountability reside at all levels in the organization PROJECT GOVERNANCE Project governance simply means everyone is clear about who has the authority to make decisions about a project. Effective project governance requires clear roles and responsibilities for all parties involved in the project, clear decision and approval points, and clear processes to make decisions or get approvals. The City will use organizational structure-based governance for projects as much as possible. For example, a Director may be the project sponsor, a direct-report Manager may be the project manager, and the project team may all be direct reports of that Director or Manager. PSO Project Management Manual November

9 Sponsor (Director, Department A) Project Manager (Staff, Department A) Project Team (Staff from Department A) For more complex projects (i.e., those that involve resources from across several departments or divisions, or involve external stakeholders or partners), a governance structure may be established that is outside the organizational structure, such as a steering committee comprising Directors from several divisions and some external stakeholders, for example. Or, a project manager may report directly to a sponsor who is not part of their organizational structure hierarchy. Sponsor (Director, Department A) Sponsor (ED, Division A) Project Manager (Staff, Depart. B) Steering Committee (EDs and Directors, Divisions A, B, C) Project Team (Staff from Department A, B, C) Project Manager (Staff, Department C) Project Team (Staff from Departments A, B, C) In the Initiation and Planning phases of a project, the specific roles will be defined in the charter and project plan. In general, the following roles will be defined for most projects, but adapted PSO Project Management Manual November

10 to suit the needs of each project where necessary. These adaptations should be captured in the Resource (People) Plan in the Planning phase. ROLES AND RESPONSIBILITIES Sponsor The primary responsibility of the sponsor is to direct and champion the project to completion. The sponsor is the decision maker on behalf of the organization and ensures that the project aligns with Council, community and organizational goals. The sponsor has overall accountability for the project (i.e., their butt is on the line when things go not so well, and they take the credit when things go well). A sponsor can be at any level within the organization, however, they must have enough authority and influence to fulfill this role. Key functions of a sponsor: Leads the development of the project proposal, and directs and provides the content for the charter Approves the project proposal, charter, change orders, and project deliverables Approves resources (people and budget) required for the project and ensures they are committed for the duration of the project, either directly, or by securing resources from their colleagues across the organization Oversees and directs the work of the project manager and project team Actively and visibly promotes the project: is the face of the project and manages communication with all stakeholders Resolves issues that arise throughout the project Eliminates roadblocks that get in the way of project success Monitors and reviews progress by regularly reviewing status reports and deliverables with the project manager Holds the project team accountable for their work on the project Conducts Phase Reviews during each phase of the project Chairs the steering committee (if applicable) Project Manager The project manager, or PM, is responsible to deliver the project successfully. The PM manages the process to enable the project team to deliver the outcomes defined in the charter, while adhering to the scope, schedule and budget. Key functions of a PM: Coordinates the charter development with the sponsor Coordinates the project plan by working with the team to identify and schedule all the work required to fulfill the scope Tracks and manages the project plan, including schedule, scope, budget, and resources (people) assigned to the project, and manages the risk log, issue log and stakeholder/communication plan PSO Project Management Manual November

11 Creates and manages the project records and documentation Facilitates project team meetings Monitors and reports on the progress of the project using status reports Coordinates change orders when required Directs and manages external vendors for project deliverables Escalates issues and risks to the sponsor as required Project Team The project team includes business and technical staff (subject matter experts, or SMEs) with the required skills and knowledge to complete the work required to deliver the project. Key functions of a project team: Assist the PM to create the project plan by identifying tasks and effort required to complete deliverables Complete assigned projects tasks within agreed timelines and to agreed upon quality Identify risks, issues and roadblocks and communicate them to the project manager Actively participate in project meetings, and communicate relevant information to and from their home branch/department Executive Lead (when necessary) An executive lead is an optional role on a project. This role is usually fulfilled by a member of ELT (an Executive Director or Chief Officer) when the project will need to be presented to ELT and/or Council or any other Committee during its life. If a project doesn t need to be presented to ELT/Council, then an executive lead is not necessary. Key functions of an executive lead: Present the project to ELT and/or Council or other Committee, as required Support the sponsor and/or steering committee in their roles, and step in to remove barriers or make decisions when the sponsor requires an objective but informed third party Be the face of the project in public, if the project has high reputational or political risk Steering Committee (when necessary) The steering committee is responsible for the business issues associated with the project and for providing guidance and support to the sponsor, project manager and project team. The steering committee should consist of individuals who are representative of the business area(s) and have a direct, vested interest in realizing the project s deliverables and objectives. Participation is determined by the project sponsor. Key functions of a steering committee: Provides direction to the project in coordination with the sponsor, often representing the business needs/expertise of their home branch or department Commits the necessary resources to the project from their respective home branches/departments PSO Project Management Manual November

12 Approves decisions and deliverables of the project, as defined in the charter (requires clarity between sponsor s authority and steering committee s authority, i.e., does the sponsor have veto or tie-breaking power?) Resolves issues that arise throughout the project Eliminates roadblocks that get in the way of project success Monitors and reviews progress by regularly reviewing status reports and deliverables with the project manager and sponsor Change Manager (where necessary) For projects that will result in a change to employee s jobs, pay or duties, or create major changes or new ways of doing things with stakeholders, you may consider engaging a change manager. This function considers and plans for the impact of the project on people affected by the project outcomes. Key functions of a change manager: Conducts an organizational change readiness assessment Determines the scope and impact of change within and because of the project Advises on/recommends appropriate strategies to manage the change created through and by the project Supports the sponsor and PM in managing the change What governance does my project require? Some questions to consider when determining an appropriate project structure/governance include: Sponsor: Who is the appropriate sponsor for this project? What level of authority is required? Executive Lead: Does the project need to be presented to ELT and/or Council? Does this project carry a high level of reputational or political risk that may need to be spoken to in public? Steering Committee: Does this project require a steering committee? What value/benefit will they add? Is this a cross-divisional/departmental project? Does this project have high reputational or political risk? Project Manager: Who is an appropriate PM for this project? Do they require subject matter expertise, or would they be better suited with process expertise? Project Team: Who has a role to play in creating the deliverables of this project? What skills and functions are required to create the deliverables? Do these functions and skills exist within the organization? Are they available to work on the project? Do we need to hire external expertise? Change Manager: Does this project require a change manager or change management support? Will anyone s job change because of this project? Will anyone s pay or benefits change because PSO Project Management Manual November

13 of this project? Do we need to consider managing resistance, training people how to do their job differently, etc.? Other supports: What other support does this project require (i.e., financial reporting, legal review, etc.)? Are these functions within these staff s day to day work, or will these roles need to do something new/different on the project? Role of the Project Support Office The Project Support Office was created to support the implementation of project management processes across the organization. The PSO does these things We develop/define and document the project management process for OG We coach, advise, train, troubleshoot and support project teams We evaluate best practices, internally and externally We check in regularly with ELT and project participants We analyze and report on the City s evolving project management culture, including participation in training, use of tools and techniques, and emerging needs Why? To ensure role clarity for all participants To ensure understanding of basic expectations and tools for all projects To ensure the appropriate tools and techniques are applied to the appropriate projects (simple vs. complex) To help ensure your projects succeed To give the organization contemporary and evolving project management support To understand your changing needs and ensure we add value to your projects To identify successes and areas for more or different support The PSO does NOT: Manage projects we are not a project delivery office; we do not have project managers to run your projects for you! Approve projects to proceed (or decide they should not proceed) those decisions lie with management teams Police work units to ensure you are using project management tools the expectations for the use of project management processes and tools is established and managed by management teams, not the PSO PSO Project Management Manual November

14 SECTION 2 PROJECT MANAGEMENT PROCESS PSO Project Management Manual November

15 PROJECT PHASES AND TOOLS Phase 1: Initiation This phase is about the idea, problem or opportunity that is creating the potential project. In this phase, you should be thinking about: What problem are you trying to solve? What is the business need? What are the options? What is the urgency? How can you get this project supported/advanced? Who else needs to be involved in figuring this out? How does this align strategically to the OCP/Corporate Strategic Plan/my business plan? What are the high-level needs to do this work: money, time, people/governance, stakeholders, and risks? Summary: Use the initiation tools to develop the content for the Initiation Document, which is the approval document to move from Initiation to Planning Phase. PROJECT START-UP WORKSHOP (optional) To define the project in order to complete the Initiation Document: o What problem will the project solve/opportunity will the project take advantage of? o What is the rationale for this project? o Who might need to be involved? Who might be impacted? o What risks exist if the City doesn t pursue this project? What risks emerge by pursuing this project? o Is the organization ready to pursue this project? Initiated/Completed/Led by: Sponsor or project initiator/pso A workshop can be facilitated by the PSO or the business owner to determine the initial definition of the proposed project. A facilitation guide is available from the PSO. This type of workshop can be tailored to cover any or all components of the Initiation Document. PSO Project Management Manual November

16 INITIATION CHECKLIST (recommended) To both plan for at the beginning and review at the end of the Initiation Phase to ensure all aspects of the project have been considered Completed/Facilitated by: Sponsor, with input from PM and others. SPONSOR INITIATION CHECKLIST (recommended) A list of key questions for a potential sponsor to consider at the front-end of establishing a potential project Completed by: Sponsor (or potential sponsor) ROLES AND RESPONSIBILITIES WORKSHEET (recommended) To determine the appropriate governance for the project, and begin to identify the resources (people) needed to deliver the project (functions, skills, expertise) What authority is needed to advance the project? Is there a sponsor who can get the project done and does that sponsor have the capacity to sponsor the project? Is the expertise available to get the project done? Completed by: Sponsor, PM or project initiator The information captured in the document will inform the Project Initiation Document and the future Charter. STAKEHOLDER IDENTIFICATION WORKSHEET (recommended) To identify individuals and groups impacted by the project Asks: Who needs to have input to the design of the project? Asks: Who is impacted during project execution? Asks: Who is impacted by the outcome and/or outputs? Ask: How should they be involved? Initiated/Completed by: Sponsor, PM or project initiator The information captured in the document will inform the Project Initiation Document, the Charter, the Change Management Plan, the Stakeholder Management Plan, and the Communications Plan. PSO Project Management Manual November

17 PROJECT INITIATION DOCUMENT (required) To gain approval to proceed with project planning Should have enough information/detail for the sponsor to make a business decision Identify business problem or opportunity Recommend a preferred solution that aligns to organizational direction Identify any risks, issues and business impacts To identify risks associated with the project: o Risks that exist by doing the project o Risks that exist by not doing the project Provides information to make a call on whether the benefits of the project outweigh the risks can we live with the risks if we proceed? Assesses the readiness of the organization to move forward with this project. Initiated/Completed by: Sponsor, PM (if assigned), project initiator or staff (as assigned) Approval: Sponsor (and/or) Executive Lead The information captured in the document will inform the Charter, Risk Management Plan and Risk Management Log. PSO Project Management Manual November

18 Phase 2: Planning This phase is about: Defining what the project is, will be, and what s involved to deliver it Defining the triple constraints and prioritizing them (time, cost, scope) Planning the work Elaborating on the Initiation Document to ensure appropriate consideration of constraints and agreement on the path forward PROJECT PLAN WORKBOOK (recommended) The Project Plan provides the PM with a roadmap; it becomes the how-to document to guide and manage the project. Developing a Project Plans helps to define the details behind various project components including scope, schedule, budget, risks, stakeholders and communications requirements. There are a number of tools that can help generate the content of both the Project Plan, and ultimately the Charter. PROJECT PLAN SCHEDULE/WORK BREAKDOWN STRUCTURE (WBS) (recommended) To develop a schedule and task plan for the project Identify major milestones and key dates Identify major categories of tasks, and sub-tasks Identify dependencies between tasks and associated timing Informs or validates the Schedule estimate made in Initiation Phase Informs or validates Budget estimates Informs or validates Resource estimates. Clarify roles and responsibilities in terms of task and deliverables Completed/Managed by: PM with input from Project Team PROJECT PLAN FINANCIAL PLAN (recommended) To develop the budget to deliver the project Align budget with tasks, milestones and deliverables To identify funding sources Completed/Managed by: PM, with input from team members and subject matter experts PSO Project Management Manual November

19 PROJECT PLAN RESOURCE (PEOPLE) PLAN (recommended) To identify the specific functions/skills/expertise required to deliver the project, and determine the amount of time and effort those resources will need to contribute Determine candidates that could fill the roles Identify the capacity required of the individuals Completed/Managed by: PM, with resource commitment coordinated by Sponsor PROJECT PLAN RISK LOG/PLAN (recommended) To identify risks and strategies to deal with those risks throughout the project development and execution Categorize and prioritize each potential risk Determine the likelihood of the risks Determine the impact on the risk Identify preventive actions or contingency to reduce risk Set controls to monitor the status of each risk throughout the project Completed/Managed by: PM, with input from Sponsor, Project Team PROJECT PLAN STAKEHOLDER/COMMUNICATION MANAGEMENT PLAN(S) (recommended) To identify a plan to manage stakeholder expectations and communicate with project stakeholders throughout the life of the project Depending on the project, could be a single plan, or split into two separate plans (communications and stakeholder) Identify each stakeholder and audience Determine appropriate communications events and tactics Determine the method and frequency of each communication channel Determine resources to be allocated to the communication process Determine measures of successful stakeholder management and communications strategies Completed/Managed by: PM, Sponsor, Change Manager, Communications Lead/Support CHARTER (required) Creates the baseline against which the project is measured (scope, schedule, budget, resources and deliverables) PSO Project Management Manual November

20 o Anything that changes must use a Change Order; the Charter is NOT updated with changes; change order or the change log is attached for reference of any changes to scope, schedule, budget, resources. Captures the project outcome and objectives Defines the complete scope and schedule of the project Lists all of the critical project deliverables Lists the key roles and their responsibilities in governance/project delivery Outlines the overall implementation plan Identifies costs, contingencies and human resource requirements Identifies high-level risks and management plan Lists the assumptions and constraints of the project Can be thought of as the executive summary of the project plan Assigns authority to the Project Manager, Steering Committee (if applicable), Project Team Once signed, is the official approval for the project to be executed Completed by: PM Approved by: Sponsor; (Executive Lead, Steering Committee if applicable) Key Terms in the Charter: Assumptions are statements which are assumed to be true for the sake of project planning. Constraints are statements which are assumed to be certain, and which influences the manner in which the project can be conducted. Constraint Prioritization is used to prioritize between the three sides of the project triangle (scope, schedule, and cost) and establish limits where appropriate. It is important to understand and document the least flexible to the most flexible. For example: Project If budget is finite and cannot be changed, regardless of what happens on Scope the project, it is least flexible. If the project doesn t have any external dependencies on the schedule, and therefore the schedule could be expanded or contracted as needed throughout the project, then the schedule is most flexible. Schedule Cost PSO Project Management Manual November

21 Phase 3: Execution (Monitoring and Control) This phase is about: Doing the work to build/create/produce the deliverables Managing scope, budget, schedule and people Managing stakeholders and communicating with impacted and interested parties Addressing issues and managing risk Implementing change management preparing and guiding people impacted by the project through a process to mitigate resistance and improve acceptance at the end of the project This phase involves the execution of each activity and task listed in the Project Plan, and tracking decisions, issues, risks and other milestones to form the official project history. PROJECT PLAN (recommended) To ensure the project is delivered according to plan and adjustments are made as appropriate and documented properly A project plan details how the project will be delivered. The documents that comprise the project plan are to be used to both plan the project prior to receiving approval to begin the work (i.e., build the deliverables), and to manage the project throughout the execution of the project. The project plan can be treated as the overall work plan for the project. All the tabs in the Project Plan Workbook should be used during Execution to run the project, including: Schedule/Work Breakdown Structure Resource (People) Plan Financial Plan Stakeholder Management Plan Communication Plan Risk Log/Plan As well as two new tabs, Issue Log and Change Order Log, as identified below. Managed by: PM, and Project Team members as assigned ISSUE LOG (recommended) To identify issues that arise during the project and create and manage plans to address them Risks that actually happen are issues. PSO Project Management Manual November

22 Managed by: PM, with input from Project Team and Sponsor CHANGE ORDER AND LOG (required) To document the need for a change to scope, schedule, budget or people required to deliver the project, and gain approval to make that change Uses the Charter as baseline; the Change Log and Orders become records of approvals to change original scope, schedule, budget or people allocated to the project Completed/Managed by: PM, with input from Project Team and approval by Sponsor MEETING AGENDAS AND MINUTES (recommended) To plan and document meetings that occur throughout the project, including decisions and actions that inform the schedule/wbs, risk log, issue log, and change orders Completed by: PM or other project support as assigned STATUS REPORTING AND AUTOMATED DASHBOARD (required) Enables PM to relay the need for intervention by the sponsor Tracks progress on the project May feed into a branch, department, division, group or corporate dashboard Completed by: PM Reviewed by: Sponsor; (and Steering Committee, Executive Lead if applicable) PSO Project Management Manual November

23 Phase 4: Close This phase is about: Ensuring the deliverables meet the requirements/objectives/outcomes of the project Evaluating the delivery of the project within the constraints Identifying any additional actions that need to be taken Transferring ownership: project outputs become integrated as BAU Closing out contracts with suppliers and contractors Discussing and documenting lessons learned to be applied to future projects Celebrating successes Once all of the deliverables have been accepted the project is ready for closure. This phase involves discharging the final deliverables, handing over project documentation, terminating supplier contracts, releasing project resources and communicating the closure of the project to all stakeholders. A project is officially finished, or closed, one the Close Out Report is signed by the Sponsor (and Steering Committee, if appropriate). LESSONS LEARNED WORKSHOP (recommended) A group exercise to review what worked well on the project and what could have gone better, and to identify any lessons that can be applied to future projects to avoid similar challenges Outputs are captured in the Close Out Report FUTURE: PSO will develop a process for sharing lessons learned across and between projects Facilitated by: Sponsor, PM or PSO CLOSE OUT REPORT (required) Sign-off signals the official close of a project Completed by: PM, with input from Project Team Approved by: Sponsor PSO Project Management Manual November