Project Control: Scope Management
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Objectives:
The purpose of Scope Management is to ensure that the program includes all the work (and only the work) required so that the program's objectives are met.
This activity includes:
Maintenance of the Business Case and Scope Statement
Review of program's change requests* to ensure accepted changes are within the program's scope and to identify changes to the business case, scope statement, schedule, status report (cost plan, milestones and resource requirements)
Communication of original program scope to stakeholders
Communication of scope changes to stakeholders, including the impact of those changes on the business case, schedule and resources
* These can be direct changes at the program level or changes to projects under the program.
Project Control: Schedule Management
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Objectives:
The purpose of Schedule Management is to control changes to the program schedule
so that the impact of changes can be identified, mitigated where necessary
and communicated to stakeholders.
Description:
This activity includes:
Monitoring of both the overall program schedule as well as individual project schedules
Identification, resolution and/or escalation of schedule-related issues which may include resource constraints, resource conflicts, inaccurate estimates, unidentified tasks, etc.
Communication of current schedule status, including any schedule changes, to stakeholders
The program manager meets with the project managers on a regular basis (at least once each week) to:
Ensure project managers are updating their schedules regularly
Obtain information for completion of the program summary status report
Address any resource constraints/conflicts identified by the project managers
Address any issues/risks which are impacting the program's schedule
Determine corrective action plan to get the activity back on schedule and review the corrective action plan with the Program Steering Committee, PMO and resource managers.
If commit dates are not affected the program manager updates the schedule to reflect changes.
If commit dates are impacted, the program manager updates the schedule and communicates changes to the Program Steering Committee, PMO and resource managers.
Ensure everything is ready for resources who are getting ready to be rolled onto or off of the program
Project Control: Cost Management
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Objectives:
The purpose of Cost Management is to review program costs so that issues associated with costs (staffing, materials, etc.) are identified and addressed, minimizing impact to program costs, schedule, quality as well as the program's overall objectives (benefits).
Individual project cost plans (including both expense and capital costs) are used to track each project's actual spending on a monthly basis. These numbers are placed in Program Summary Report which calculates program totals. This is used to identify
This activity includes:
Monitoring of both the overall program costs as well as individual project costs
Identification, resolution and/or escalation of cost-related issues which may include inaccurate estimates, unidentified work and/or resources, impacts to business case, etc.
Communication of current cost status and trends to stakeholders
The program manager monitors the individual project status reports to:
Ensure project managers are updating their cost plans regularly
Obtain information for completion of the program summary status report
Address any issues/risks which are impacting the program's business case (either costs or benefits)
Determine corrective action plan to get the business case back on plan and review the corrective action plan with the Program Steering Committee, PMO and resource managers.
Project Control: Quality Management
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Add links to CPP, ISO, SORCAs? |
Objectives:
The purpose of Quality Management is to identify, track and measure the project objectives and performance, and to ensure that appropriate standards and processes are followed so that the program will meet stakeholder expectations.
Quality management covers the program, the program's projects and all the products produced by the program. This activity includes planning, measuring and auditing compliance of the program, projects and products to ISO 9001:2000, Sarbanes-Oxley, corporate policies and practices and GIS policies, processes and standards. If the program manger discovers that the project is off course on any of these, it is his/her responsibility to develop and implement corrective action plans.
Project Control:
Resource Management
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Objectives:
The purpose of Resource Management is to identify, obtain and manage all project resources (all goods and services, including human resources) so that the appropriate resources are available when needed throughout the program life cycle.
This activity includes:
Monitoring the program resources, both within the program as well as the overlap between other programs/projects/activities that are sharing resources and making sure needs are updated throughout the program life cycle
Identification, resolution and/or escalation of resource-related issues which may include resource constraints, resource conflicts, obtaining resources, removing resources, etc.
The program manager meets with the project managers on a regular basis (at least once each week) to:
Address any resource constraints/conflicts identified by the project managers
Address any resource issues/risks which are impacting the program'
Determine corrective action plan to get the resource issue resolved and review the corrective action plan with the Program Steering Committee, PMO and resource managers.
Ensure everything is ready for resources who are getting ready to be rolled onto or off of the program
Project Control:
Communication Management
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Objectives:
The purpose of Communication Management is to develop, manage and execute the program communication plan so that the right people receive the right information at the right time throughout the program life cycle.
This activity consists of developing the program communication plan, setup and maintenance of the program folder, issue escalation, providing status reports presenting at the monthly project reviews, conducting regular meetings with project managers and with the program steering committee.
Part of the overall communication plan includes the Escalation Guidelines. This document provides some basic guidelines to be used in escalating issues or risks which are outside of the program team's sphere of influence.
The purpose of the program folder is so there is a single location to contain program information so stakeholders can quickly find the information they need.
Create the folder system for the program. Go to G:\Bet\Projects\5-Project Folder Template. Select the folder, make a copy of the folder and rename the folder to the project name. This folder directory contains the latest version of the GIS PMP templates. They are also filed in the correct folder per the GIS PMP Checklist. Do we need a separate folder set up for programs?
Request access to the folder system for business users. All GIS members should already have access to the G:\BET\Projects directories.
When the project has been closed and all of the documentation finalized:
Move the project folder to G:\BET\Projects\0-Archived Projects
Review the program deliverables and submit any best practice candidate materials and process changes to the PMO. (link to the change request email template here).
Need to review the template and update instructions here: The purpose of the Status Report is to communicate project status to stakeholders, managers and other project teams. The master workbook remains in the root folder while a copy is filed in the appropriate week’s folder. They are due by 5:00 pm each Tuesday. This is a firm cut-off as the data will be uploaded to the database beginning first thing Wednesday mornings.
It is mandatory that this template is used since it is used to update the GIS Project Scorecard and is the format used for monthly project reviews.
For detailed instructions on the Status Report, view the Status Report User's Guide.
All active GIS programs/projects are reviewed on a monthly basis. Program managers use their program summary report to present the status of the program to the GIS management team, other program/project managers, and other key stakeholders.
Lessons learned for completed programs are also presented at the monthly project reviews. Program managers use their completed lessons learned document for the presentation.
NOTE: It is the program manager's responsibility to ensure that their report or lessons learned document are filed in the appropriate location by the documented deadlines in preparation for the monthly project reviews. If they miss those deadlines, it is their responsibility to bring three copies of their document to the review.
Project Control: Risk Management
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Objectives:
The purpose of Risk Management in the Project Control phase is to identify, analyze and document the project risks so that plans can be made to minimize the impact that unfavorable events would have on the project objectives (schedule, budget, resources, deliverables and defects).
Risk is defined as “an uncertain event or condition that,
if it occurs, has a positive or a negative effect on a project objective”.
There are times when plans to mitigate risks are outside the sphere of the
project team's influence. See the Escalation Guidelines for assistance.
Project manager coordinates and facilitates a session with the project team to flush out the project risks. In some cases, the sponsor and requestor may be invited to attend.
Brainstorm and document potential risks. Note: Some risks may be similar and may be grouped together.
Determine how likely it is that the risk will occur and assign a rating to each risk. The group determines the rating system (be sure to document the rating system). An example of a rating system is High, Medium and Low.
Determine the impact that a risk will have on the project if it occurs and assign a rating to each risk. Use the same rating system used above.
Determine and document the mitigation plans.
The combination of the two ratings will help prioritize the risks. For example, a rating of “High, High” would indicate that the risk will probably happen and that it will have a high impact on the project. Develop mitigation plans for all risks.
Mitigation plans should include actions that need to be taken, who will perform the actions, and when the actions need to be completed.
The project manager reviews the risk plan with the TDMs, infrastructure team leads and area manager as appropriate.
Project manager reviews the risk mitigation plan with the sponsor and requestor to ensure they understand the project risks. This becomes the baseline document.
Project manager periodically (at least once a week) reviews the risk mitigation plan to update activities.
NOTE: Through out the life cycle of the project, more risks may be identified. Those should be assessed as above, approved by the sponsor and requestor and incorporated into a new version of the document. Do not overwrite the baseline version or subsequent versions – there should be a version for each change after the initial baseline document.
Project Control: Integration Management
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Objectives:
The purpose of Integration Management in the Project Control phase is to ensure that the various elements of the project are properly coordinated so that the product will meet stakeholder expectations.
Integration Management is the sum of all the project activities and documents. It ensures that all aspects of the project fit together without conflict. In the event of a “program”, it integrates the management areas of the sub-projects.
This activity includes:
Meetings, project reviews, etc., which integrate multiple stand-alone projects (both Applications and Infrastructure) and programs (a set of related sub-projects) being released at the same time. Some examples are release meetings, code migration meetings and program team meetings.
Documenting and managing project assumptions and constraints.
Tracking and managing action/issue items.
Coordination of changes across the entire project. This is also referred to as “Configuration Management”. All deliverables, including code, must be controlled using version control methods. Each project team must ensure their documents meet ISO requirements. Project teams must also ensure they are following GIS development standards and policies.
Completion of the PMP checklist.
The PMP Checklist is a tracking tool used to indicate at a glance where a project is in the project life cycle. It is used:
As deliverables are developed the project manager indicates the date completed on the PMP Checklist.
If an activity isn't required for a project the project manager puts N/A in the Date Completed column and records an explanation of why the activity is not required for the specific project. NOTE: If the item deemed as not necessary for a project requires an approval, the project manager must obtain approval/agreement from the sponsor and requestor that the activity isn't required.