IT Project Management Methodology. Project Execution Support Guide. Version 0.3

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1 NATIONAL INFORMATION TECHNOLOGY AUTHORITY - UGANDA IT Project Management Methodology Project Execution Support Guide Version 0.3

2 Table of Contents 1 INTRODUCTION When should Project Execution Start? Project Execution Team Terms of Reference GUIDING PRINCIPLES AT EXECUTION STAGE TOOLS AND TECHNIQUES MS Project Earned Value Analysis EXECUTION TEMPLATES... 9 Project Execution Support Guide version 0.3 Page 2

3 Document Version Control Version Date Author Change Description th May, 2013 Abdul Nsubuga, PMP Draft development th June, 2013 Gerald Kisongoch, PMP, PMI-RMP General th June 2013 Abdul Nsubuga, PMP General document restructuring based on TFT comments Project Execution Support Guide version 0.3 Page 3

4 1 Introduction After satisfying the all the requirements of the stage gate 2, planning stage, a project progresses into the execution stage. This stage involves performing work/activities defined in the project management plan to satisfy project specifications; coordinating people and resources. Among the typical work is to manage stakeholders expectations. This guide provides guidance on the processes to go through when executing a project until closure, expected documentation that should be developed, guiding principles to be followed in order to successfully go through this stage; tools and techniques to be used during project execution. 1.1 When should Project Execution Start? On receiving an approved project management plan (or an inception report in some cases), the project team will commence with the actual implementation of activities / tasks as defined in the project management plan; specifically implementing project implementation Plan, procurement plan, information security management plan, communication plan, risk management plan, quality management plan, cost management plan, stakeholders management plan and others in order to come up with desired or planned deliverables It will be the sole responsibility of the Project Manager to ensure that all these plans are implemented on a day-to-day basis until project closure. Details of the above mentioned plans are found in each discrete support guides. 1.2 Project Execution Team Terms of Reference A Project Implementation Team (PIT) should be drawn from the Work Breakdown Structure (WBS) as defined in the approved Project Implementation Plan (PIP). The Subject Matter Experts who were involved in the planning stage should be given priority to participate in Project Execution Support Guide version 0.3 Page 4

5 the project execution stage because they could be well aware of the background and scope of the project The Project Manager should ensure all members of the PIT have assigned roles and responsibilities/duties during project execution. Where skill gaps exist, the project manager should immediately raise it to the Project Sponsor for mitigation. The approved Project Implementation Team, which will be headed by the Project Manager, will be required to perform the following duties among others: 1. Execute and or follow up on assigned tasks / activities to ensure that they are delivered in the approved timelines, within allocated budget and desired quality. This will apply even for Turn-key projects. 2. Attend all planned review meetings 3. Provide timely project updates to the project manager 4. Monitor and report risk triggers to the project manager and risk owners 5. Manage stakeholders expectations 6. Facilitate conflict resolutions 7. Proactively remove bottlenecks that could impact on project performance 8. Hold team building activities 9. Evaluate team and project performance 10. implement only approved changes The main deliverables expected from the PIT at this stage will include among others: 1. Project deliverables as defined in the PIP Project Execution Support Guide version 0.3 Page 5

6 2. Work performance reports, e.g. test results 3. Change requests if any Templates should be used to expedite documentation of deliverables and sign offs at all times The project manager will present and manage the project progress in accordance with the communication management plan and project reporting plan The IT project Management Methodology below illustrates the activities, deliverables and controls the PIT should be aware of at the execution stage. Project Execution Support Guide version 0.3 Page 6

7 Project Initiation / Setup Project Planning Project Execution Project Closure Operations & Programme Management Monitoring and Control Project Management Executing & Controlling System Acquisition Initiating Planning Requirements Solicitation Analysis & Design Developing Testing Training, Deployment & Stability Close Out Transion to Operations & Maintenance Activities - Identify business needs - Develop Concept Note - Develop TOR (Scope, time, cost, quality) & establish project type (small or big) - Develop business case based on project type & TOR - Develop a project charter based on project type selected and business case; and appoint a Project Manager - PM identify & define planning team - Develop detailed Project Management Plan - Work Breakdown Structure - Project Schedule / Time Mgt Plan - Project Procurement Mgt Plan ( refer to PPDA) - Project Scope Mgt plan - Project Cost Mgt Plan - Project Quality Mgt Plan - Project Risk Mgt Plan - Project Communication Mgt Plan - Project Human Resources Mgt Plan - Project Governance Structure - Project Information Security Compliance Plan - Configuration Mgt Plan - Project Transit to Support plan - Change Mgt Plan - Direct and manage baselined Project Management Plan and project charter - Complete analysis and technical designs - Conduct design reviews - Procure / acquire technology and infrastructure - Develop solution - Develop Test plan - Perfom quality assurance - Execute unit, system and user acceptance testing - Document testing results - Conduct user training - Monitor & control project actual work completed against planned & correcting variances - Verifications and validations - Transition to servive delivery - Document migration to operation plan - Create lessons learned - Achieve documents - Formalizing project acceptance and bringing to an ordery end - Develop As Built Document (ABD) - Execute Operation & maintenance plan - Post Implementation Review (PIR)(by Internal Auditor 3 month after project closure) - Business case benefit tracking and measurement - Benefit reporting - Evaluateing sustainability Deliverables - Project type selected - Approved Concept Note & TOR - Approved Project Charter - Baselined Project Management Plan - Approved requirements - Procurement schedules - Project progress updates - Project deliverables (e.g. Technical designs, user acceptance testing plans and results, solution modules, user training materials, operations & maintenance plans), etc - Stakeholders approvals - Migration and conversion plan - Lessons learned - Operations guide - Project closure document - Stakeholders approval - Operational system - Product or service Controls - No approved business case no project (big projects only) - No approved project charter no project - No approved project charter no engaging resources to start project planning - No project Sponsor no project - Project planning activities must be base on approved scope of work - All estimates must be realistic and achieveable - Key stakeholders should be consulted during project planning activities - Project Implementation Plan should be baselined before project execution starts - Project Management Plan should be approved and resources committed before project execution. - Scheduled work/activities timelinesmust be respected - Regular meetings must be organized and well documented - Any project scope change must follow a scope change management process - - Product scope verificaion before closure - Project management verification before closure - Change management aasurance Stage Gates Figure xxx: IT Project Management Methodology

8 2 Guiding Principles at Execution Stage 1. PIT should be proactive during project implementation 2. Ensure timely communication of showstoppers and risks to get support and ensure timely decision making. 3. Monitoring and control activities should be emphasized. A Project Control Plan (PCP) should be continuously updated and distributed to key stakeholders. For medium and large projects, an updated PCP should be submitted to NITA-U s Programme Management Office (PMO) on a monthly basis to track the health of the project. 4. The execution stage will be concluded after delivering the entire project and product scope. 5. Steering Committee or project sponsor approval (Go / NO GO stage gate 3) for large or small projects respectively, will be required signaling that the project is ready for closure process; and transit to support stage. 3 Tools and Techniques The following are some of the tools and techniques the PIT should use to execute the project among others: 3.1 MS Project MS Project application should be used to monitor and track a project progress. The project schedule should be continuously tracked and monitored by the project team. 3.2 Earned Value Analysis Using the Earned Value Analysis (EVA) the PIT will be able to answer many management questions like: 1. Are we a head of or behind schedule? 2. How efficiently are we using our time? 3. When is the project likely to be completed?

9 4. Are we currently under or over our budget? 5. How efficiently are we using our resources? 6. What is the remaining work likely to cost? 7. What is the entire project likely to cost? 8. How much will we be under or over budget at the end Details of EVA are found in the Monitoring and Control support guide. 4 Execution Templates In order to expedite the execution stage, below find templates you can use. 1. Resource tracking templates 2. Financial tracking templates 3. Risk log/ matrix 4. Acceptance 5. Communication tools 6. Change request forms Project Execution Support Guide version 0.3 Page 9

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