PROJECT MANAGEMENT OFFICE (PMO) WORKBOOK

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1 Version 1.6 PROJECT MANAGEMENT OFFICE (PMO) WORKBOOK Date: 6/1/16 Workbook Contents: PMO Charter University Strategic Plan PMO Process Descriptions PMO High Level Procedure 2.1 Procedure 2.2 Work Instruction Work Instruction Document List The Office of Information Technology at Winston-Salem State University 0 P a g e

2 TABLE OF CONTENTS PMO CHARTER... 2 UNIVERSITY STRATEGIC PLAN PMO PROCESS DESCRIPTIONS... 3 PMO HIGH LEVEL... 4 PROCEDURE 2.1: PROJECT INTAKE... 6 PROCEDURE 2.2: PROJECT MANAGEMENT WORK INSTRUCTION 2.1.1: PROJECT INTAKE INSTRUCTION WORK INSTRUCTION 2.2.1: PROJECT INTEGRATION MANAGEMENT DOCUMENT LIST P a g e

3 Project Management Office (PMO) Charter Purpose: The Project Management Office (PMO) is a centralized entity responsible for organizing and coordinating projects. The PMO responsibilities can range from providing project management support and training functions, such as, sharing of resources, methodologies, tools, techniques; to actually being responsible for the direct management and leadership of a project. Vision: To implement successful project management leadership principles within the Office of Information Technology (OIT) in support of the University s strategic plan. Mission: The PMO will ensure the effective execution of the University s strategic objectives by providing project management leadership and governance structure to all portfolios, programs, and projects in support of business decisions. The PMO will facilitate and monitor project management documentation; provide timely and accurate decision support information to all levels of management across the University; and provide consultation, mentoring, tools, training, support, and planning to all projects, project managers, and project leads. Goal: To provide support to our University s strategic plan, the PMO will: Develop and Maintain Standards: Develop and maintain a standard set of project management protocols Establish portfolio and project governance policies Establish and implement portfolio and project assessments and metrics Develop and maintain guidelines for process improvements Provide Products and Services: Provide project management protocols, processes, and tools Provide project management training and development support Provide a communication and tracking structure for project managers Provide a central tool for managing process improvements across the University Training/Coaching/Mentoring: Provide project management training to project leadership Coach and mentor project managers and teams on tools, processes, and methodology Provide a project management leadership and development program Keep abreast on the leadership practices in the field of project management Values: The PMO will adhere to the values defined by the Project Management Institute (PMI) Code of Ethics and Professional Conduct: 1) Responsibility, 2) Respect, 3) Fairness, and 4) Honesty 2 P a g e

4 University Strategic Plan Goal 5: Enhance the Quality of Physical and Operational Infrastructure Objective 5.2: Technology will be used to manage transactional processes efficiently, free staff to focus on customer service with an equity-minded approach. - Strategy: Implement strategy for using technology to increase customer service. Objective 5.5: Staff will be highly trained and committed to excellence. - Strategy: Develop a process to promote staff accountability through performance management. - Strategy: Ensure that consistent assessment tools are utilized to gather actionable data on interaction and satisfaction with service across the institution. - Strategy: Insist upon a customer-centered approach as an essential quality when hiring, training, and evaluating staff. Objective 5.6: Operational excellence will be evidenced by results-oriented goals, policies, procedures, and assessments. - Strategy: Review and revise all policies and procedures to ensure that they reflect an equity-minded approach that is both effective and efficient. Project Management Office (PMO) Process Descriptions Level I: Process: High level processes are a series of actions or steps taken in order to achieve a particular result. Typically there are no details. Primary use is to receive an overview of a function. High level processes are typically illustrated using a mapping format or process flow charts. Level II: Procedures: Procedures are an established or an official way of conducting a function, or a course of action or series of steps or techniques to achieve a particular result. Procedures are typically illustrated using procedure flow charts and procedure narratives. Level III: Work Instructions: Work instructions describes how to specially perform a task, which is a more detailed portion of the procedure. Employees may need more detail than described in the procedures to complete a task. Work instructions are typically illustrated using narratives. 3 P a g e

5 Procedure: 2.0 PMO High Level Process Project Intake High Level I Process Definition: Project Intake is an iterative process designed to review and evaluate project proposals that are submitted. 1. Business Sponsor submits project concept via Project Management System (PMS). 2. Project Management Office (PMO) reviews concept. 3. PMO shall complete and submit IT Proposal Review (Form 1.2) to IT Leadership. 4. If approved IT Leadership will notify PMO and Project Manager (PM) or Project Lead (TL) is assigned. 5. PM or PL collaborates with Business Sponsor to complete and submit IT Project Charter (Form 1.3) to University Technology Advisory Committee (UTAC). 6. If approved UTAC will notify PMO to activate project. 4 P a g e

6 Project Management High Level I Process Definition: Project Management is the application of processes, methods, knowledge, skill-sets, and experience to achieve project objectives or outcomes. 1. Project Management Office (PMO) shall create Initiating Process Group to authorize project phase and/or project charter. 2. Project Manager (PM) or Project Lead (PL) shall lead Planning Process Group to establish scope, refine objectives, and define course of action for project phase and/or project. 3. PM or PL shall lead Executing Process Group to complete the work defined in the project management plan to satisfy the project specifications. 4. PM or PL shall lead Monitoring and Controlling Process Group to track, review, and regulate progress and performance of the project. 5. PM or PL shall lead Closing Process Group to finalize all activities across all process groups to formally close project or phase. - End of Process P a g e

7 Procedure: 2.1 Project Intake Project Intake Level II Procedure Purpose: To review and evaluate a proposed project during the initiation phase to make a decision on whether to approve or reject project. Scope: Project Intake is an iterative process that Begins with receiving project concept and Ends with Project Charter approval. Definitions: - Discovery Session: A focus group meeting designed to gather and/or clarify data about the project. - Project Intake: Managed by the Project Management Office (PMO), it is the process of matriculating projects through the project management system. - Project Charter: A document created by project sponsor that formulizes the existence of a project; whereas the project manager and team are assigned. - Project Management: The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. - Project Management Team (PMT): The members of the project team who are directly involved in the project activities. - Project Manager (PM): May also be referred as Project Lead (PL), the person assigned by the performing organization to achieve the project objectives. - Report Out: A method to present project information and/or data. - Sponsor: Person(s) that is actively involved in the project, or whose interests may be positively or negatively affected by project execution or completion. - Stakeholder: Person(s) or organizations that may exert influence or may be impacted by the project and its deliverables. References: - Gygi, C.,DeCarlo, N., & Williams, B. (2005). Six Sigma for Dummies. Wiley Publishing, Inc. Hoboken, NJ. - Jacka, M. J. & Keller, P. J. (2009). Business Process Mapping. Wiley Publishing, Inc. Hoboken, NJ. - Madison, D. (2005). Process Mapping, Process Improvement, and Process Management. Paton Press, LLC. Chico, CA. - Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge-5 th Edition. Project Management Institute, Inc. Newton Square, PA. 6 P a g e

8 Process Begins: Receiving project concept Process Ends: Project Charter approval Procedure 2.1: Project Intake Flowchart Procedure 2.1: Project Intake Version 1.4: Last Revised Feb 16 - Prepared by Dr. Bulls Project Mgt. Office (PMO) Project Manager (PM) or Project Lead (PL) IT Leadership & UTAC Business Sponsor & Stakeholders Receive project concept via PMS Submit project concept to Project Management System (PMS) No Approved? Yes Receives and fills out IT Project Proposal (Form 1.1) Reject concept contact Business Sponsor A Time: - Notify Business Sponsor within 5-7 business days Submit IT Project Proposal (Form 1.1) PMO assigns PM-PL Conduct Discovery Session(s) B If Service or Incident Request, then assign as needed contact Business Sponsor Report-Out Items: - Project Proposal Form Meeting Updates Form Other documentation as needed No Project Request? Yes Submit IT Report-Out (Form 1.5) Submit IT Proposal Review (Form 1.2) to IT Leadership Type Project Type: - Project Request - Service Request - Incident Request IT Leadership reviews IT Proposal Review (Form 1.2) Yes -Needs revisions Go to B No Captured requirements? -Needs revisions Go to B No Approved? No Go to A -Not project C Conduct Discovery Session(s) for project clarity Yes PM-PL & Business Sponsor form PMT Generate IT Project Charter (Form 1.3) UTAC receives IT Project Charter (Form 1.3) Procedure: -See Procedure: 2.2 Project Management PMO receives approval status -Needs revisions Go to C No Yes Approved? No Go to A -Not project 7 P a g e

9 Procedure 2.1: Project Intake Narrative 1-1. Business Sponsor submits project concept via Project Management System (PMS) Project Management Office (PMO) will review project concept. Notify Business Sponsor of status within 5-7 business days Upon approval of concept PMO shall forward IT Project Proposal (Form 1.1) to Business Sponsor Business Sponsor shall complete IT Project Proposal (Form 1.1); submit to PMO Upon receiving project proposal from Business Sponsor, the PMO shall assign Project Manager (PM) or Project Lead (PL) to conduct Discovery Session(s). *Note: Discovery Session is a focus group-style meeting designed to gather information, to narrow focus, and to refine the problem and opportunity of the project proposal IF Project Request, then go to step IF other request type (see list below), then assign IT request as needed to complete and contact Business Sponsor. Service Request (purchasing or upgrade request) Incident Request (repair request) 1-6. PM-PL shall conduct business process assessment, business system, and relationship analysis and submit on IT-PMO: Report-Out (Form 1.5) Send to Business Sponsor for review to see if requirements were captured. IT-PMO: Project Proposal (Form 1.1) IT-PMO: Meeting Updates (Form 1.4) Any other documents or diagrams 1-7. IF captured PM-PL shall submit IT-PMO: Proposal Review (Form 1.2) to IT Leadership Upon receiving project approval from IT Leadership, the PM-PL shall conduct Discovery Session(s) with Business Sponsor and Stakeholders (as needed) to clarify IT-PMO: Proposal Review (Form 1.2) PM-PL and Business Sponsor shall form Project Management Team (PMT) PM-PL will generate IT-PMO: Project Charter (Form 1.3) with Business Sponsor PM-PL shall submit completed IT-PMO: Project Charter (Form 1.3) to University Technology Advisory Committee (UTAC). 8 P a g e

10 1-10. UTAC reviews IT-PMO: Project Charter (Form 1.3) and determines if valid project IF revisions, then submit to PM-PL to revise (see step 1-8) IF not approved, then submit non-approval response to Business Sponsor IF approved, then submit approval status to PMO; then go to procedure 2.2 Project Management. - End of Procedure P a g e

11 Procedure: 2.2 Project Management Project Management Level II Procedure Purpose: To accomplish project objectives through the application and integration of project management processes. Scope: Project Management is an iterative process that Begins with receiving project approval and Ends with closing project. Definitions: - Discovery Session: A focus group meeting designed to gather and/or clarify data about the project. - Project Intake: Managed by the Project Management Office (PMO), it is the process of matriculating projects through the project management system. - Project Charter: A document created by project sponsor that formulizes the existence of a project; whereas the project manager and team are assigned. - Project Management: The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. - Project Management Team (PMT): The members of the project team who are directly involved in the project activities. - Project Manager (PM): May also be referred as Project Lead (PL), the person assigned by the performing organization to achieve the project objectives. - Report Out: A method to present project information and/or data. - Sponsor: Person(s) that is actively involved in the project, or whose interests may be positively or negatively affected by project execution or completion. - Stakeholder: Person(s) or organizations that may exert influence or may be impacted by the project and its deliverables. References: - Gygi, C.,DeCarlo, N., & Williams, B. (2005). Six Sigma for Dummies. Wiley Publishing, Inc. Hoboken, NJ. - Jacka, M. J. & Keller, P. J. (2009). Business Process Mapping. Wiley Publishing, Inc. Hoboken, NJ. - Madison, D. (2005). Process Mapping, Process Improvement, and Process Management. Paton Press, LLC. Chico, CA. - Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge-5 th Edition. Project Management Institute, Inc. Newton Square, PA. 10 P a g e

12 Process Begins: Receiving project approval Process Ends: Closing project Procedure 2.2: Project Management Procedure 2.2: Project Management Flowchart Project Mgt. Office (PMO) Project Manager (PM) or Project Lead (PL) Project Mgt. Team (PMT) Business Sponsor & Stakeholders PMO create Initiating Process Group Assigns to Initiating Process Group Time: - Conduct as many as needed Time: - Upon receiving approval from IT Leadership Go to A Review IT Project Charter (Form 1.3) Yes Update IT Project Charter (Form 1.3) No PM-PL & Business Sponsor form PMT PM-PL conduct Discovery Session(s) for project clarity A Coordinate Planning Process Group Coordinate Executing Process Group PMT develops IT Project Mgt. Plan (Form 1.6) - IT Software Requirements (Form 1.7) - IT Project Test Plan (Form 1.9) Items: - people - stakeholders - expectations - integrate processes - deliverables PM coordinates PMT coordinates Items: - activity duration - resource productivity - resource availability - risks - test case Note: - Provide project status reports to Sponsor on regular basis, especially when discussing budget calculations. Note Provide project IT Status Report (Temp 1.10) Coordinate Monitoring & Controlling Process Group Responsibility: - measure and analyze project performance - identify variance in plan - document and record 1) preventive action plan 2) compare activities with project baselines PM regulates PMT regulates Update project documentation (as needed) Responsibility: - identify change areas to plan - initiate changes to plan Implement corrective actions IT Change Request (Temp 1.11) Update project documentation (as needed) Coordinate Closing Process Group PMT verifies contractual and project obligations Project closed PM complete IT Project Close- Out (Form 1.7) Yes Approved? No 11 P a g e

13 Procedure 2.2: Project Management Narrative 1-1. Upon receiving project approval from University Technology Advisory Committee (UTAC), the Project Management Office (PMO) shall create Initiating Process Group; to define and authorize the project phase and/or project charter PMO shall assign Project Manager (PM) or Project Lead (PL) to Initiating Process Group PM-PL shall review IT-PMO: Project Charter (Form 1.3) PM-PL shall conduct Discovery Session(s) with Business Sponsor and Stakeholders (as needed) to clarify IT-PMO: Project Charter (Form 1.3) PM-PL and Business Sponsor shall form Project Management Team (PMT) PM-PL will update IT-PMO: Project Charter (Form 1.3) with Business Sponsor if necessary. *Note: Involve sponsors, customers, and other stakeholders (internal and external) as needed to create a shared understanding of Project Charter PM-PL shall coordinate Planning Process Group; to assist in gathering information, sources, Stakeholders, data, materials, etc.; needed for the continual development of the project management plan, software requirements, and test plan PM-PL shall use the Planning Process Group to delineate the strategy and the action items needed to complete the project or phases PMT shall research and develop the following items for the project: scope time cost quality communication human resources risks procurements (if applicable) stakeholder engagement (if applicable) PM-PL shall create IT-PMO: Project Mgt. Plan (Form 1.6) for project PM-PL shall create IT-PMO: Software Requirements (Form 1.7) for project PM-PL shall create IT-PMO: Project Test Plan (Form 1.9) for project and use IT-PMO: Test Case (Template 1.13) to design test case PM-PL shall coordinate Executing Process Group; to assist in integrating people and resources to effectively carry out all the project requirements. 12 P a g e

14 1-3.1 PMT shall coordinate these efforts for the project management plan: people resources deliverables managing stakeholder expectations (internal and external) integrating processes and procedures (if applicable) PM-PL shall analyze the project management plan during this phase and anticipate any variation which may include, but not limited to: activity durations changes in resource productivity changes in resource availability unanticipated risks *Note: Variance(s) may affect the project management plan or any project document and may require a detailed analysis and development of appropriate project management responses IF required after analysis, PM-PL may modify project management plan or other project documents as required IF required after analysis, PM-PL may establish new project baselines. *Note: Due to the majority of project s budget being either calculated and/or expended during this phase, collaborate with sponsor PM-PL shall execute the IT-PMO: Test Case (Template 1.13) PM-PL will update project documentation as required PM-PL shall provide project progress reports to Sponsor on IT-PMO: Status Report (Template 1.10). *Note: Involve sponsors, customers, and other stakeholders (internal and external) as needed to create a shared understanding of Project Charter PM-PL shall coordinate Monitoring and Controlling Process Group; to track, review, and regulate the progress and performance of the project PMT shall identify any areas of changes to the plan PMT shall initiate corresponding changes to the plan PM-PL shall measure & analyze project performance at regular intervals PM-PL shall identify variances from the project management plan PM-PL shall document and/or record the following recommend corrective or preventive action plan measure project activities and compare project baselines influence factors that can circumvent change mechanisms implement approved changes *Note: Involve sponsors, customers, and other stakeholders (internal and external) as needed to create a shared understanding of Project Charter. 13 P a g e

15 1-4.6 PMT is responsible for implementing corrective and preventive actions to keep the project management plan in compliance PM-PL shall update project on IT-PMO: Change Request (Template 1.11) PM-PL shall provide project progress reports to Sponsor on IT-PMO: Status Report (Template 1.10) PM-PL shall coordinate Closing Process Group; to conclude the project PMT shall verify that the project, phase, or contractual obligations have been met PM-PL shall document and/or record premature closed projects, such as: aborted projects cancelled projects critical situation projects IF project cannot be formally closed, then PM-PL may: obtain Sponsor acceptance to formally close project or phase conduct post-project or phase-end review record impacts of tailoring to any process document lessons learned apply appropriate updates to organizational process keep project documents as historical data close out procurement activities and relevant agreements perform team assessments and release project resources PM-PL shall document and/or record the following: recommend corrective or preventive action plan measure project activities and compare project baselines influence factors that can circumvent change mechanisms implement approved changes 1-6. PM-PL shall complete IT-PMO: Project Close-Out (Form 1.7). *Note: Obtain all sponsor signatures as needed to create a shared understanding of Project Close-Out and completed requirements. - End of Procedure P a g e

16 Work Instruction: Project Intake Instruction Project Intake Instruction Level III Work Instruction Purpose: To review and evaluate a proposed project during the initiation phase to make a decision on whether to approve or reject project. Scope: Project Intake is an iterative process that Begins with receiving project concept and Ends with Project Charter approval. Definitions: - Discovery Session: A focus group-style meeting designed to gather and/or clarify information about the project. - Project Charter: A document created by project sponsor that formulizes the existence of a project; whereas the project manager and team are assigned. - Project Management: The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. - Project Management Office (PMO): A centralized office assigned the responsibility to lead, organize, and coordinate for the organization. - Project Management Team (PMT): The members of the project team who are directly stakeholders of the project initiative. - Project Manager (PM): May also be referred as Project Lead (PL), the person assigned by the performing organization to achieve the project objectives. - Report Out: A method to present project information and/or data. - Sponsor: Person(s) that is actively involved in the project, or whose interests may be positively or negatively affected by project execution or completion. - Stakeholder: Person(s) or organizations that may exert influence or may be impacted by the project and its deliverables. References: - Cobb, C. G. (2005). Enterprise Process Mapping. American Society for Quality. Quality Press, MI. - Gygi, C.,DeCarlo, N., & Williams, B. (2005). Six Sigma for Dummies. Wiley Publishing, Inc. Hoboken, NJ. - Jacka, M. J. & Keller, P. J. (2009). Business Process Mapping. Wiley Publishing, Inc. Hoboken, NJ. - Madison, D. (2005). Process Mapping, Process Improvement, and Process Management. Paton Press, LLC. Chico, CA. - Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge-5 th Edition. Project Management Institute, Inc. Newton Square, PA. 15 P a g e

17 Project Proposal Submittal: Work Instruction: Project Intake Instruction Project Management System: is the aggregation of the processes, tools, techniques, methodologies, resources, and procedures to manage a project (PMI, 2013, p. 555) Business Sponsor submits project concept via Project Management System (PMS) Business Sponsor shall gather basic requirements from their unit Business Sponsor shall identify other Stakeholders impacted by their unit Project Management Office (PMO) will receive project concept PMO will forward IT-PMO: Project Proposal (Form 1.1) to Business Sponsor Business Sponsor will complete IT-PMO: Project Proposal (Form 1.1) Business Sponsor will develop the project Business Problem section. Business Sponsor shall consider these questions (if applicable): What is currently wrong or what is the issue with product/service? Is current product/service meeting our customer/stakeholder s needs? What is the product/service s impact on customer/stakeholder s product if issue is not corrected? How will this project drive business initiatives and goals? Why is it important to do now? Why is it a priority? Business Sponsor will develop the project Proposed Solution section. Business Sponsor shall consider these questions (if applicable): What is a possible solution(s) to correct current product/service? How can the issue of the product/service be resolved? Business Sponsor will develop the project Business Justification section. Business Sponsor shall consider these questions (if applicable): What are the benefits of doing project now? 16 P a g e

18 How does the project align with WSSU s Strategic Plan? What are the consequences of not doing project now? Business Sponsor will develop Departments Impacted section. Business Sponsor shall consider these questions (if applicable): What is the product/service s impact on customer/stakeholder s product if issue is not corrected? How will this project impact the customer and/or stakeholders? What stakeholders will need to participate? PM-PL will complete the project Budget section (if applicable). Review & Confirm: 2-1. Business Sponsor will submit IT-PMO: Project Proposal (Form 1.1) to PMO PMO will assign Project Manager (PM) or Project Lead (PL) PM-PL will conduct Discovery Session(s) (if applicable). *Note: Discovery Session is a focus group-style meeting designed to gather information, to narrow focus, and to refine the problem and opportunity of the project proposal PM-PL shall consider these start-up questions (if applicable). What is the focus? i.e. to improve cycle time, accuracy, process What is the target? i.e. reduce cycle time by 50% What is the deadline? i.e. complete by 1 Jan 20xx What are the expected benefits (i.e. revenue and/or cost reduction)? Are the Objectives S-M-A-R-T (Specific, Measurable, Attainable, Relevant, Time-bound)? How will this project impact the customer and/or stakeholders? 2-3. PM-PL will input Discover Session(s) info on IT-PMO: Meeting Updates (Form 1.4) PMO will determine request type (see list below), then assign IT request as needed to complete and contact Business Sponsor. Project Request (sanctioned by PMO) Incident Request (repair request) Service Request (purchasing or upgrade request) 17 P a g e

19 2-5. IF Incident or Service Request, then PM-PL will assign IT request as needed to complete request then contact Business Sponsor to update status IF Project Request, then PM-PL will send IT-PMO: Project Report-Out (Form 1.5) to Business Sponsor for review to see if project requirements were captured IT-PMO: Project Report-Out (Form 1.5) contents: IT-PMO: Project Proposal (Form 1.1) IT-PMO: Meeting Updates (Form 1.4) Any other documents or diagrams Business Sponsor will verify IT-PMO: Project Report-Out (Form 1.5). Project Proposal Review: 3-1. PM-PL shall develop IT-PMO: Project Proposal Review (Form 1.2) with Business Sponsor and/or Stakeholders PM-PL will develop Overview section. PM-PL may reference IT-PMO: Project Proposal (Form 1.1) to complete this section (if applicable) PM-PL will develop Background section. PM-PL may reference IT-PMO: Project Proposal (Form 1.1) to complete this section (if applicable). PM-PL may use start-up questions to complete this section (if applicable): What is the focus? i.e. to improve cycle time, accuracy, process What is the target? i.e. reduce cycle time by 50% What is the deadline? i.e. complete by 1 Jan 20xx PM-PL will develop Business Justification section. PM-PL may reference IT-PMO: Project Proposal (Form 1.1) to complete this section (if applicable). PM-PL may use start-up questions to complete this section (if applicable): What are the expected benefits (i.e. revenue and/or cost reduction)? 18 P a g e

20 Are the Objectives S-M-A-R-T (Specific, Measurable, Attainable, Relevant, Time-bound)? How will this project impact the customer and/or stakeholders? PM-PL will develop Vendor Profile section. PM-PL will research information about the vendor. PM-PL will provide and include any information about the vendor PM-PL will develop Software Overview section (if applicable). PM-PL will research information about the software. PM-PL will provide and include any information about the software PM-PL will develop Project Cost Analysis section (if applicable). PM-PL will research cost estimates about the software/hardware PM-PL will develop Resource Analysis/Timeline section. PM-PL will develop high-level project plan and resources PM-PL will research and complete Technical Assessment section. PM-PL will provide technical requirements and technical details. PM-PL will provide application configuration, data integration, interfaces and any other technical information PM-PL will complete SLA (Service Licensing Agreement) section. PM-PL will provide and include: Number of users Hours of use Resources PM-PL will complete Recommendation section PM-PL shall submit IT-PMO: Project Proposal Review (Form 1.2) to IT Leadership. 19 P a g e

21 Project Approval: 4-1. IT Leadership or IT Department Head shall review IT-PMO: Project Proposal Review (Form 1.2) IT Leadership or IT Department Head will notify PMO on decision PMO will submit request type (see list below), then assign IT request as needed to complete and contact Business Sponsor. Project Request (sanctioned by PMO) Incident Request (repair request) Service Request (purchasing or upgrade request) 4-4. IF Incident or Service Request, then PMO will assign IT request as needed to complete request then contact Business Sponsor to update status IF Project Request, then PMO will assign PM-PL to implement IT-PMO: Project Charter (Form 1.3) process. Project Review: 5-1. PM-PL shall develop IT-PMO: Project Charter (Form 1.3) with Business Sponsor and/or Stakeholders. PM-PL shall discuss the Project Charter inputs with Business Sponsor and/or Stakeholders and Project Management Team (PMT). PM-PL shall discuss the Project Management Process with Business Sponsor and/or Stakeholders and PMT PM-PL will develop the project Background section. PM-PL may reference IT-PMO: Project Proposal (Form 1.1) to complete this section (if applicable). PM-PL may use start-up questions to complete this section (if applicable): What is currently wrong or what is the issue with product/service? Is current product/service meeting our customer/stakeholder s needs? What is the product/service s impact on customer/stakeholder s product if issue is not corrected? How will this project drive business initiatives and goals? Why is it important to do now? Why is it a priority? 20 P a g e

22 5.1-2 PM-PL will develop the project Scope section. PM-PL may reference IT-PMO: Project Proposal (Form 1.1) to complete this section (if applicable). PM-PL may use start-up questions to complete this section (if applicable): What is the focus? i.e. to improve cycle time, accuracy, process What is the target? i.e. reduce cycle time by 50% What is the deadline? i.e. complete by 1 Jan 20xx What are the expected benefits (i.e. revenue and/or cost reduction)? Are the Objectives S-M-A-R-T (Specific, Measurable, Attainable, Relevant, Time-bound)? How will this project impact the customer and/or stakeholders? PM-PL will complete the project Roles & Responsibilities section PM-PL will develop Assumptions-Constraints-Risks sections. PM-PL may reference templates to complete this section (if applicable): IT-PMO: RAMMP Matrix (Template 1.3) IT-PMO: Benefit-Effort Matrix (Template 1.4) IT-PMO: Risk Matrix (Template 1.5) IT-PMO: Issue Log (Template 1.6) PM-PL may use start-up questions to complete this section (if applicable): What are the consequences of not doing project now? When and where does the problem occur? How big is the problem? What resources are available to the team? (i.e. personnel) What is the product/service s impact on customer/stakeholder s product if issue is not corrected? What (if any) constraints must the team work under? (i.e. budget) What (if anything) is out of bounds for the team? (i.e. database access) What is the time commitment expected of the team? (i.e. meetings) What will happen to our regular jobs while we are doing the project? PM-PL will develop Milestones & Deliverables section. PM-PL may reference templates to complete this section (if applicable): 21 P a g e

23 IT-PMO: Schedule (Template 1.1) IT-PMO: SIPOC-Diagram (Template 1.2) PM-PL may use start-up questions to complete this section (if applicable): What specific phase and/or process will the team focus on? What are the boundaries of the phase and/or process the team is trying to improve? Begin and End point? What (if anything) is out of bounds for the team? i.e. database access PM-PL will complete the project Budget section (if applicable) PM-PL will obtain signatures for the Acceptance section. Charter Approval: 6-1. UTAC shall review IT-PMO: Project Charter (Form 1.3) UTAC will notify PMO on decision IF revisions, then submit to PM-PL to revise IF not approved, then submit non-approval response to Business Sponsor IF approved, then go to procedure 2.2. Project Management and work instruction Project Integration Management. - End of Work Instruction P a g e

24 Work Instruction: Project Integration Management Project Integration Management Level III Work Instruction Purpose: To accomplish project objectives through the application and integration of project management processes. Scope: Project Management is an iterative process that Begins with receiving project approval and Ends with closing project. Definitions: - Discovery Session: A focus group-style meeting designed to gather and/or clarify information about the project. - Project Charter: A document created by project sponsor that formulizes the existence of a project; whereas the project manager and team are assigned. - Project Management: The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. - Project Management Office (PMO): A centralized office assigned the responsibility to lead, organize, and coordinate for the organization. - Project Management Team (PMT): The members of the project team who are directly stakeholders of the project initiative. - Project Manager (PM): May also be referred as Project Lead (PL), the person assigned by the performing organization to achieve the project objectives. - Report Out: A method to present project information and/or data. - Sponsor: Person(s) that is actively involved in the project, or whose interests may be positively or negatively affected by project execution or completion. - Stakeholder: Person(s) or organizations that may exert influence or may be impacted by the project and its deliverables. References: - Cobb, C. G. (2005). Enterprise Process Mapping. American Society for Quality. Quality Press, MI. - Gygi, C.,DeCarlo, N., & Williams, B. (2005). Six Sigma for Dummies. Wiley Publishing, Inc. Hoboken, NJ. - Jacka, M. J. & Keller, P. J. (2009). Business Process Mapping. Wiley Publishing, Inc. Hoboken, NJ. - Madison, D. (2005). Process Mapping, Process Improvement, and Process Management. Paton Press, LLC. Chico, CA. - Project Management Institute. (2013). A Guide to the Project Management Body of Knowledge-5 th Edition. Project Management Institute, Inc. Newton Square, PA. 23 P a g e

25 Work Instruction: Project Integration Management Initiating Process Group: Develop Project Charter: is the process of developing a document that formally authorizes the existence of project and provides project manager the authority to apply organizational resources to project activities (PMI, 2013) Project Manager (PM) or Project Lead (PL) shall develop IT-PMO: Project Charter (Form 1.3) with Business Sponsor and/or Stakeholders. PM-PL shall discuss the Project Charter inputs with Business Sponsor and/or Stakeholders and Project Management Team (PMT). PM-PL shall discuss the Project Management Process with Business Sponsor and/or Stakeholders and PMT PM-PL will develop the project Background section. PM-PL may reference IT-PMO: Project Proposal (Form 1.1) to complete this section (if applicable). PM-PL may use start-up questions to complete this section (if applicable): What is currently wrong or what is the issue with product/service? Is current product/service meeting our customer/stakeholder s needs? What is the product/service s impact on customer/stakeholder s product if issue is not corrected? How will this project drive business initiatives and goals? Why is it important to do now? Why is it a priority? PM-PL will develop the project Scope section. PM-PL may reference IT-PMO: Project Proposal (Form 1.1) to complete this section (if applicable). PM-PL may use start-up questions to complete this section (if applicable): What is the focus? i.e. to improve cycle time, accuracy, process What is the target? i.e. reduce cycle time by 50% What is the deadline? i.e. complete by 1 Jan 20xx What are the expected benefits (i.e. revenue and/or cost reduction)? Are the Objectives S-M-A-R-T (Specific, Measurable, Attainable, Relevant, Time-bound)? 24 P a g e

26 How will this project impact the customer and/or stakeholders? PM-PL will complete the project Roles & Responsibilities section PM-PL will develop Assumptions-Constraints-Risks sections. PM-PL may reference templates to complete this section (if applicable): IT-PMO: RAMMP Matrix (Template 1.3) IT-PMO: Benefit-Effort Matrix (Template 1.4) IT-PMO: Risk Matrix (Template 1.5) IT-PMO: Issue Log (Template 1.6) PM-PL may use start-up questions to complete this section (if applicable): What are the consequences of not doing project now? When and where does the problem occur? How big is the problem? What resources are available to the team? (i.e. personnel) What is the product/service s impact on customer/stakeholder s product if issue is not corrected? What (if any) constraints must the team work under? (i.e. budget) What (if anything) is out of bounds for the team? (i.e. database access) What is the time commitment expected of the team? (i.e. meetings) What will happen to our regular jobs while we are doing the project? PM-PL will develop Milestones & Deliverables section. PM-PL may use start-up questions to complete this section (if applicable): IT-PMO: Schedule (Template 1.1) IT-PMO: SIPOC-Diagram (Template 1.2) PM-PL may reference templates to complete this section (if applicable): What specific phase and/or process will the team focus on? What are the boundaries of the phase and/or process the team is trying to improve? Begin and End point? What (if anything) is out of bounds for the team? i.e. database access PM-PL will complete the project Budget section (if applicable). 25 P a g e

27 1-1.7 PM-PL will obtain signatures for the Acceptance section. Planning Process Group: Develop Project Management Plan: is the process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan (PMI, 2013). Develop Software Requirements: is process of defining the needed requirements to produce the end result for the hardware/software product (PMI, 2013). Develop Test Plan: is the strategy that will used to verifying and ensuring that a product or system meets its design specifications (PMI, 2013) Project Manager (PM) or Project Lead (PL) shall develop IT-PMO: Project Management Plan (Form 1.6) with Business Sponsor and/or Stakeholders PM-PL will develop the project Introduction section. PM-PL may reference IT-PMO: Project Charter (Form 1.3) to complete this section (if applicable) PM-PL will develop the Project Management Approach section. PM-PL will develop plan and setup to work on project. PM-PL will develop work and tracking strategies for project. PM-PL will develop project outputs to close project PM-PL will develop the Project Scope section. PM-PL may reference IT-PMO: Project Charter (Form 1.3) to complete this section (if applicable). PM-PL may use start-up questions to complete this section (if applicable): What is the focus? i.e. to improve cycle time, accuracy, process What is the target? i.e. reduce cycle time by 50% What is the deadline? i.e. complete by 1 Jan 20xx What are the expected benefits (i.e. revenue and/or cost reduction)? Are the Objectives S-M-A-R-T (Specific, Measurable, Attainable, Relevant, Time-bound)? How will this project impact the customer and/or stakeholders? PM-PL will develop Milestones List section. 26 P a g e

28 PM-PL may reference IT-PMO: Project Charter (Form 1.3) to complete this section (if applicable). PM-PL may reference templates to complete this section (if applicable): IT-PMO: Schedule (Template 1.1) IT-PMO: SIPOC-Diagram (Template 1.2) PM-PL will develop Schedule Baseline & WBS section. PM-PL may reference templates to complete this section (if applicable): IT-PMO: WBS: Event Scheduling System Project (Template 1.9) IT-PMO: WBS: Event Chart (Template 1.9) IT-PMO: WBS: Schedule (Template 1.9) PM-PL will develop the Change Management Plan section PM-PL will develop the Communication Management Plan section. PM-PL may use start-up questions to complete this section (if applicable): What are the roles and communication requirements? What information will be communicated? How will the information be communicated? When will information be distributed? Who does the communication? Who receives the communication? What is the communication conduct? PM-PL will develop Cost Management Plan section (if applicable). PM-PL may reference IT-PMO: Project Charter (Form 1.3) to complete this section (if applicable) PM-PL will develop Requirement Management Plan section. PM-PL may reference templates to complete this section (if applicable): IT-PMO: SIPOC-Diagram (Template 1.2) PM-PL will develop the Quality Management Plan section (if applicable). 27 P a g e

29 PM-PL will develop Risks Management Plan section. PM-PL may reference templates to complete this section (if applicable): IT-PMO: RAMMP Matrix (Template 1.3) IT-PMO: Benefit-Effort Matrix (Template 1.4) IT-PMO: Risk Matrix (Template 1.5) IT-PMO: Issue Log (Template 1.6) PM-PL may use start-up questions to complete this section (if applicable): What are the consequences of not doing project now? When and where does the problem occur? How big is the problem? What resources are available to the team? (i.e. personnel) What is the product/service s impact on customer/stakeholder s product if issue is not corrected? What (if any) constraints must the team work under? (i.e. budget) What (if anything) is out of bounds for the team? (i.e. database access) What is the time commitment expected of the team? (i.e. meetings) What will happen to our regular jobs while we are doing the project? PM-PL will develop the Staff Management Plan section PM-PL will develop the Cost Baseline section PM-PL will develop the Quality Baseline section (if applicable) PM-PL will obtain signatures for the Acceptance section Project Manager (PM) or Project Lead (PL) shall develop IT-PMO: Software Requirements (Form 1.7) with Stakeholders. PM-PL may reference relevant documents to complete (if applicable): PM-PL will develop the project Introduction section PM-PL will develop the Project Scope section PM-PL will develop the Assumptions section PM-PL will develop the Constraints section. 28 P a g e

30 2-2.5 PM-PL will develop the Business Process Model section PM-PL will develop the Requirements section PM-PL will obtain signatures for the Acceptance section Project Manager (PM) or Project Lead (PL) shall develop IT-PMO: Project Test Plan (Form 1.9) with Stakeholders. PM-PL may reference relevant documents to complete (if applicable): PM-PL will develop the project Introduction section PM-PL will develop the Test Objectives section PM-PL will develop the Test Approach section PM-PL will develop the Test Case section PM-PL will develop the Resources section PM-PL will obtain signatures for the Acceptance section. Executing Process Group: Direct and Manage Project Work: is the process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project s objective (PMI, 2013) 3-1. Project Manager (PM) or Project Lead (PL) shall direct and Manage Project Work PM-PL may reference: IT-PMO: Project Management Plan (Form 1.6) IT-PMO: Software Requirements (Form 1.7) IT-PMO: Project Test Plan (Form 1.9) PM-PL will manage work performance data and change requests PM-PL will manage project risks and performing activities PM-PL shall direct and perform Quality Assurance PM-PL will audit the quality project requirements. 29 P a g e

31 3-2.2 PM-PL will manage the quality control measurements PM-PL shall manage Project Team PM-PL will acquire and develop project team PM-PL will manage project team PM-PL shall manage Communications PM-PL will manage communication needs with PMT, Business Sponsor and/or Stakeholders PM-PL will manage meetings and update project outputs as needed PM-PL may reference form to complete meeting updates and outputs PM-PL shall conduct Procurements PM-PL will coordinate contracts, agreements, and contracted work PM-PL shall manage Stakeholder Engagement PM-PL shall provide status on IT-PMO: Status Report (Template 1.10) PM-PL shall provide testing status on IT-PMO: Test Case (Template 1.13) PM-PL will manage stakeholder expectation and needs PM-PL will address issues during the project. Monitoring and Controlling Process Group: Monitor and Control Project Work: is the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan (PMI, 2013). Perform Integrated Change Control: is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition (PMI, 2013, p. 94). 30 P a g e

32 4-1. Project Manager (PM) or Project Lead (PL) shall direct and Validate Scope and Control Scope PM-PL will formally accept updated deliverables and change requests PM-PL will monitor scope, change request, and work performance info PM-PL may need to update IT-PMO: Project Management Plan (Form 1.6) PM-PL shall control Schedule PM-PL will coordinate and monitor schedule and project timelines PM-PL may need to update IT-PMO: Project Management Plan (Form 1.6) PM-PL shall control Costs (if applicable) PM-PL may monitor cost forecasts and change requests PM-PL may need to update IT-PMO: Project Management Plan (Form 1.6) PM-PL shall control Quality (if applicable) PM-PL may monitor quality control measures using appropriate methods PM-PL may validate changes and verify quality deliverables PM-PL may monitor work performance and change requests PM-PL may need to update IT-PMO: Project Management Plan (Form 1.6) PM-PL shall control Communications PM-PL will manage communication needs with PMT, Business Sponsor and/or Stakeholders PM-PL will manage meetings and update project outputs as needed PM-PL shall control Risks PM-PL will identify and track project risks PM-PL will coordinate corrective and preventive actions (if applicable). 31 P a g e

33 4-6.3 PM-PL may use templates as documentation. IT-PMO: RAMMP Matrix (Template 1.3) IT-PMO: Benefit-Effort Matrix (Template 1.4) IT-PMO: Risk Matrix (Template 1.5) IT-PMO: Issue Log (Template 1.6) IT-PMO: Change Request (Template 1.11) IT-PMO: Test Case (Template 1.13) 4-7. PM-PL shall control Procurements PM-PL will manage contracts, agreements, and contracted work PM-PL will coordinate project audits or inspections (if applicable) PM-PL will coordinate corrective and preventive actions (if applicable) PM-PL shall control Stakeholder Engagement PM-PL will manage engagement with Business Sponsor and/or Stakeholders PM-PL will coordinate status update meetings as needed. Closing Process Group: Develop Close Project or Phase: is the process of finalizing all activities across all of the Project Management Process Groups to formally complete the project or phase; key benefit is that it provides lessons learned, the formal ending of project work, and the release of organization resources (PMI, 2013) Project Manager (PM) or Project Lead (PL) shall develop IT-PMO: Project Close-Out (Form 1.7) for Business Sponsor and/or Stakeholders PM-PL will complete the Project Summary section. PM may reference relevant documents to complete this form (if applicable): PM-PL will complete the Project Team and Staffing section PM-PL will complete the Project Deliverables section. 32 P a g e

34 5-1.4 PM-PL will complete Transition to Operations section PM-PL will complete Project Costs section PM-PL will complete the Recommendations section PM-PL will obtain signatures for the Acceptance section PM-PL is responsible for reviewing and verifying project completion of all abovementioned information from the previous phase closures to ensure that all project work is completed and objectives are met IF project is terminated before official closure, PM-PL will establish the procedures to investigate and document the reasons for actions taken IF project is terminated before official closure, PM-PL shall communicate with all Stakeholders in the process PMT, Business Sponsor and/or Stakeholders will Monitor the Phase/Process and approve product specifications, delivery receipts, and work performance documents PMT will Standardize the Process, which is to incorporate the best known current method into everyday routine of appropriate Stakeholders of the organization PMT will Document the Process, which is a necessary step to ensure that the learning gained via improvement is shared and institutionalized PMT will develop a Response Plan, which is a documented method for how a process owner/team should respond to any out-of-control conditions that may occur in a process PM-PL will Close the Project, document results and design plan using the IT-PMO: Project Close-Out (Form 1.7) document to communicate output success and knowledge business wide Output refers to the transition of the final product, service, or result that the project was authorized to produce The organizational process assets that are updated as a result of the close project or phase include, but not limited to: 33 P a g e

35 Project Files: Documentation from project activities i.e. project management plan, scope, cost, schedule, risks, change management, response plan, etc. Project or Phase Closure Documents: Document consisting of formal documentation that indicates completion of the project or phase. Historical Information: Lessons learned information that are transferred to the lessons learned knowledge base for use by future projects or phases. - End of Work Instruction P a g e

36 Procedure: 2.0 Document List Project Management Forms and Templates 35 P a g e

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