ITS PROJECT MANAGEMENT FRAMEWORK

Transcription

1 ITS PROJECT MANAGEMENT FRAMEWORK This document provides an overview of the Project Management Framework for University of Maine System (UMS) Information Technology projects. The framework provides a standardized method to identify, classify, document and manage IT projects. It is designed to scale project management to the project s degree of compleity and risk, ensuring all projects receive just the right amount of project management. A project is a finite endeavor having specific start and end dates that is undertaken to create a unique product or service which brings about beneficial change or added value. This finite characteristic of a project differs from operations that are permanent or semi-permanent functional work to repetitively produce the same product or service. If the activity is considered operational in nature, then it is not a project and the IT Project Management Framework does not govern the activity. Within the project management framework, there are many processes that can be used to manage a project and these processes are categorized into five Process Groups: Initiating Processes defines and authorizes the project or a project phase. Planning Processes defines and refines objectives, and plan the course of action required to attain the objectives and scope that the project was undertaken to address. Eecuting & Controlling Processes integrates people and other resources to carry out the project management plan for the project and regularly measures and monitors progress to identify variances from the project management plan so that corrective action can be taken, when necessary, to meet project objectives. Closing Processes formalizes acceptance of the product, service, or result and brings the project or a project phase to an orderly end. Based on the classification of each project, different combinations of processes should be used to successfully complete the project. Some factors included in this classification include: compleity of scope; risk; size; time frame; institutional eperience; access to resources; maturity; and current available resources. The Model described in the net section includes the most predominant factors contributing to determining the Classification Level of a project. The figure below depicts the Project Management Framework Model. IT Project Management Framework Page 1 of 6 01/23/2012

2 As new project ideas are submitted for consideration, a classification matri (TBD) will be used to assign the project a Classification Level (Level 1, Level 2, or Level 3). A project s Classification Level will determine the project management methodologies and outputs required for each phase of the project s life cycle. Determining PMOs Role on Projects PMO directly manages projects on request: Sponsors make their requests to the PMO. PMO, IT Leadership, and <list other groups> collaborate to decide where PMO resources should be allocated. PMO provides Project Management services for the project. PMO is accountable for successful project delivery. PMO deals directly with the Sponsor. PMO enforces its Project Management methodology and standards on these projects. The PMO indirectly manages projects on request: Sponsors make their requests to the PMO. PMO, IT Leadership, and <list other groups> collaborate to decide where PMO resources should be allocated. Department provides the Project Manager for the project. IT Project Management Framework Page 2 of 6 01/23/2012

3 Project Manager reports on dotted line to PMO for duration of project. PMO provides guidance to the Project Manager but under normal circumstances would not provide direct Project Management services. PMO deals directly with the Sponsor and Project Manager. PMO enforces its Project Management methodology and standards on these projects. The Project Life Cycle Every project progresses through a lifecycle of five phases where the work of the project is defined, planned, developed or eecuted, and finally completed. Each phase is a manageable piece of work with at least one clear deliverable or output. The activities required for each phase and the number of outputs varies depending on the project s classification. For eample, a project classified as level 1 will require fewer phase outputs than a project classified as level 3. The figure below shows the five phases of the project life cycle: (1) Idea (2) Initiating, (3) Planning, (4) Eecuting & Controlling (5) Closing. A description of each phase follows. Idea Initiating Planning Eecuting & Controlling Closing NOTE: Descriptions about ITS project documents can be found at Phase One > IDEA The idea phase is when a project is proposed, classified and approved. Before a manager or a staff member submits a project proposal, they must first secure a project sponsor in order to authorize the resources necessary for the project s success (e.g., personnel and budget). It may be necessary for the initiator (or the initiator s supervisor) to complete an analysis prior to receiving sponsorship. Net, the project initiator will submit a Project Initiation Form (PIF) to the ITS Project Management Office (PMO). The PIF provides information related to the project s purpose, need, cost, timeline and associated risks and is an input to the Planning phase for approved projects. Project Requests are reviewed by (TBD) and approved requests are prioritized by the (TBD). All projects will also be reviewed by the CISO. Information about approved projects is regularly updated and available for viewing from the ITS Project Management website at: IT Project Management Framework Page 3 of 6 01/23/2012

4 Idea Phase Requirements 1. Submit Project Information Form (PIF) 2. Classify Project Level 3. PIF Approval 3. Submit Business Case Cost Benefit Analysis Preliminary Risk Assessment Project Reporting Requirements Questionnaire Project Proposal Business Case Approval 4. Approve Business Case Phase Two > INITIATING The Initiation phase is the second phase of the project life cycle. The project manager proceeds to fully describe the project scope and prepare the project charter. The major deliverable of the phase is the project charter, which (1) identifies the stakeholders, (2) defines the project timeframe, (3) describes the rationale for the project and (4) establishes measures of success. The phase concludes when the sponsor signs off on the charter, signaling that the project manager may begin the detailed planning work required in the net phase. *Determined by University of Maine System Purchasing Procedures APL. Phase Three > PLANNING Initiating Phase Requirements 1. Assign Project Manager 2. Develop Project Charter Abbreviated Project Charter Project Charter 3. Approve Project Charter 4. Data Security Assessment? 5. Develop RFP* RFP * * 6. Approve RFP The Planning phase builds on information captured in the Initiation phase and is traditionally considered the most important. It is imperative that project teams do not minimize or overlook phase three planning activities and, as a result, begin development activities prematurely. A well developed and IT Project Management Framework Page 4 of 6 01/23/2012

5 holistic plan helps ensure that the project is successfully completed on time and on cost with limited surprises and deviations from the originating charter. The project plan must consist of the schedule and resources for the project, budget requirements, performance measures, and clear actions for managing change, risk, and communications. The phase concludes with a sponsor-approved project plan. Planning Phase Requirements 1. Conduct Planning Kick-off Meeting 2. Plan Schedule & Resources Work Breakdown Structure Project Schedule Resource Plan Budget Plan 3. Develop Supplemental Plans Project Performance Plan Risk Management Plan Change & Configuration Management Plan Procurement Plan Communications Plan Training Plan Testing Plan Security Management Plan Quality Management Plan 4. Reporting Requirements Sponsor Level Eecutive Level 5. Compile Project Plan Summary Project Plan Project Plan * 6. Approve Project Plan Sponsor Level Eecutive Level *To be determined by project team. Phase Four > EXECUTING & CONTROLLING With an approved plan, a project can move into the Eecuting and Controlling phase. This fourth phase is where the work gets done : where the project team completes the tasks outlined on the project schedule and develops the project deliverable(s). To track the work (the Control side of Eecution and Control), the team also delivers status reports, monitors and reports on issues and risks, creates change requests, conducts procurement activities and updates project planning documents when necessary. The Eecution and Control phase concludes with a completed project deliverable that is accepted by the users and the sponsor. IT Project Management Framework Page 5 of 6 01/23/2012

6 Eecuting & Controlling Phase Requirements 1. Conduct Kick-off Meeting 2. Eecute Project Tasks 3. Perform Project Communications Management Status Report Meeting Agenda Meeting Minutes 4. Manage Project Procurement Procurement Documents * 5.Manage Data Security Security Assessment Log 6. Track/Manage Project Issues, Risks Issue and Risk Logs 7. Conduct Project Change Change Control Request Management Change Request Log 8. Reporting Requirements Sponsor Level Eecutive Level 9. Accept Project User Acceptance Testing CISO Acceptance Sponsor Acceptance Eecutive Level *To be determined by project team. Phase Five > CLOSING Projects are temporary in nature and a project team must complete the activities of the fifth and final phase the Closeout phase in order to complete the project life cycle. Conducting the activities of this phase is vital to continuous improvement efforts and successful transition of the project deliverable. After achieving acceptance of the deliverable, the project team documents lessons learned and archives project documentation for future use. The project manager transfers the project deliverable to operations and support staff, who will maintain it as an operational activity. Finally, the project team celebrates and disbands. Closing Phase Requirements 1. Conduct Closeout Activities 2. Create Closeout Documentation Lessons Learned Project Closeout Report 3. Archive Project Artifacts 4. Reporting Level Sponsor Level Eecutive Level 5. Transition to Operations Staff IT Project Management Framework Page 6 of 6 01/23/2012