POLICY STATEMENT Commonwealth of Pennsylvania Department of Corrections

Transcription

1 POLICY STATEMENT Commonwealth of Pennsylvania Department of Corrections Policy Subject: Policy Number: Project Management Date of Issue: Authority: Effective Date: May 29, 2009 Signature on File June 30, 2009 I. AUTHORITY Jeffrey A. Beard, Ph.D. The Authority of the Secretary of Corrections to direct the operation of the Department of Corrections is established by Sections 201, 206, 506, and 901-B of the Administrative Code of 1929, 71 P.S. 61, 66, 186, and 310-1, Act of April 9, 1929, P.L. 177, No. 175, as amended. II. APPLICABILITY This policy is applicable to all facilities operated under the jurisdiction of, or conducting business with the Department of Corrections. III. POLICY It is the policy of the Department to establish a uniform and consistent method of initiating, planning, tracking, monitoring, and complete all projects within the Department. IV. PROCEDURES All applicable procedures are contained in the procedures manual that accompanies this policy document.

2 1.1.5, Project Management Policy Page 2 V. SUSPENSION DURING AN EMERGENCY In an emergency or extended disruption of normal facility operation, the Secretary/designee may suspend any provision or section of this policy for a specific period. VI. RIGHTS UNDER THIS POLICY This policy does not create rights in any person nor should it be interpreted or applied in such a manner as to abridge the rights of any individual. This policy should be interpreted to have sufficient flexibility to be consistent with law and to permit the accomplishment of the purpose(s) of the policies of the Department of Corrections. VII. RELEASE OF INFORMATION AND DISSEMINATION OF POLICY A. Release of Information 1. Policy This policy document is public information and may be released upon request. 2. Confidential Procedures (if applicable) Confidential procedures for this document, if any, are not public information and may not be released in its entirety or in part, without the approval of the Secretary of Corrections/designee. Confidential procedures may be released to any Department of Corrections employee on an as needed basis. B. Distribution of Policy 1. General Distribution The Department of Corrections policy and procedures shall be distributed to the members of the Central Office Executive Staff, all Facility Managers, and Community Corrections Regional Directors on a routine basis. Distribution of confidential procedures to other individuals and/or agencies is subject to the approval of the Secretary of Corrections/designee. 2. Distribution to Staff It is the responsibility of those individuals receiving policies and procedures, as indicated in the General Distribution section above, to ensure that each employee expected or required to perform the necessary procedures/duties is issued a copy of the policy and procedures either in hard copy or via , whichever is most appropriate.

3 1.1.5, Project Management Policy Page 3 VIII. SUPERSEDED POLICY AND CROSS REFERENCE A. Superseded Policy 1. Department Policy This document establishes policy on this subject. 2. Facility Policy and Procedures This document supersedes all facility policy and procedures on this subject. B. Cross Reference(s) 1. Administrative Manuals 2. ACA Standards a. Administration of Correctional Agencies: None b. Adult Correctional Institutions: None c. Adult Community Residential Services: None d. Correctional Training Academies: None

4 PROCEDURES MANUAL Commonwealth of Pennsylvania Department of Corrections Policy Subject: Policy Number: Project Management Date of Issue: Authority: Effective Date: May 29, 2009 Signature on File June 30, 2009 Jeffrey A. Beard, Ph.D. Release of Information: Policy Document: This policy document is public information and may be released upon request. Procedures Manual: The procedures manual for this policy may be released in its entirety or in part, with the prior approval of the Secretary/designee. Unless prior approval of the Secretary/designee has been obtained, this manual or parts thereof may be released to any Department employee on an as needed basis only.

5 Table of Contents Section 1 Responsibilities A. Project Sponsor B. Project Business Owner C. Project Manager D. Team Members Section 2 Project Management Process A. General B. Project Management Methodology (PMM) Attachment (By Section) Section 1 Responsibilities Project Charter...Attachment 1-A Governance Structure Team Roles...Attachment 1-B Work Breakdown Structure...Attachment 1-C Project Status Report...Attachment 1-D Risk Analysis...Attachment 1-E Project Issues Tracking Form... Attachment 1-F Section 2 Project Management Process Project Plan...Attachment 2-A

6 Section 1 - Responsibilities Section 1 Responsibilities A. Project Sponsor The Project Sponsor completes the Project Charter (Attachment 1-A) and Governance Structure Team Roles (Attachment 1-B), assigns the Project Manager, tracks the progress, provides periodic input and project oversight, and determines successful completion of the project. B. Project Business Owner The Project Business Owner communicates to the Project Sponsor and Project Manager the business requirements for time, delivery, quality, and functionality to ensure that the project is developed and delivered successfully. C. Project Manager The Project Manager is responsible for the overall management of the project on behalf of the Project Sponsor. Responsibilities include assigning team members, ensuring deliverables are met, creating the Work Breakdown Structure (Attachment 1-C), preparing the Project Status Report (Attachment 1-D) to include the Final Project Report, tracking assignments, Risk Analysis (Attachment 1-E), scheduling team meetings, and providing the Project Progress Report(s) to the Project Sponsor. It is also the Project Manager s responsibility to keep the Project Sponsor updated and notified of any potential or actual problems associated with the project using the Project Issues Tracking Form (Attachment 1-F) and provides day-to-day oversight. D. Team Members Team members are individuals who have specific knowledge or skills that will assist in project development, implementation, tracking, and completion. Team members are selected by the Project Manager in consultation with the Project Sponsor as needed. 1-1

7 Section 2 Project Management Process Section 2 Project Management Process A. General 1. The Project Sponsor determines the need for a project and evaluates available resources and timeframes. He/she completes the Project Charter (refer to Section 1, Attachment 1-A) and Governance Structure Team Roles (refer to Section 1, Attachment 1-B) and assigns a Project Manager. 2. The Project Manager gathers the assigned team, completes the Project Plan to include the Work Breakdown Structure (WBS) (refer to Section 1, Attachment 1-C), schedules and conducts project meetings, and prepares the Project Progress Reports. The Project Manager is also responsible for sending the Project Progress Reports to the Project Sponsor for feedback on project outcome(s), progress decisions, and project closeout. 3. General procedures include, but are not limited to, the following: a. identify the Project Manager; b. identify the project scope; c. identify the project team members; d. determine what outcomes the project will produce; e. determine what tasks must be accomplished using the WBS; f. identify resources requirements; g. determine what steps are required for each task and sequence of activities; h. estimate efforts required to successfully complete the project; i. schedule project activities; j. schedule project resources; k. manage risks and issues; and l. completion and close out. B. Project Management Methodology (PMM) The Bureau of Information Technology (BIT) has a more detailed PMM that it adheres to. The forms and procedures within this manual are not meant to replace those used by BIT. 2-1

8 Glossary of Terms Budget Allotment The amount allocated to complete the project. Factors considered include: the sum of all eligible, necessary, and reasonable acquisitions, construction/rehabilitation, and costs for a project, as well as working capital and reserve fund capitalization costs, where applicable. Decision Indicates approval to move forward or provides feedback on how to proceed. This is necessary to bring closure to the project. Governance Structure Team Roles A formal document that lists the persons who are held accountable for the decision-making process and his/her roles and responsibilities. This document shall be completed in tandem with the Project Charter. Project Is a temporary work effort undertaken to create a unique product, policy, or service. A project has a clearly defined goal and is assigned a specific beginning and expected completion date. Unique means that the project s end result is different than the results of other functions and operations of the Department. Unlike a task, a project is usually considered to have a time frame of more than one month. It may also involve more than one office, bureau, or department. Project Business Owner An individual or group or individuals who have an interest, investment, or stake in the project s completion and success. Project Charter A formal document that states the name of the project, defines the project and its scope, budget allotment (if appropriate), and timeframe for completion. The project charter formalizes the existence of a project. It indicates the success criteria for the project and demonstrates senior level support. Is in initiated by the Project Sponsor and identifies the Project Manager. The Project Charter also provides a list of the project objectives. Project Issues Tracking Identify and manage project issues impacting the completion of tasks by using the Project Issues Tracking Form. It is used to track issues, severity, assignee, date issue was assigned, deadline for addressing the issue, date issue was resolved pending approval, and date issue was closed with approval along with any comments and the final outcome. Project Manager The individual identified by the Project Sponsor who acts on his/her behalf having responsibility and authority over a project s management and administration. The person in this role must have adequate knowledge and information about the subject and the resources needed to complete the project. An individual who is assigned as a Project Manager is required to complete a Department approved project management course in order to have a better understanding of their role as a Project Manager and the project management process. Project Objective(s) Each project defined and identified by this policy will have corresponding objectives. Objectives should be written as short statements and should describe the specific results and value that the project will deliver and the constraints within which the project must be completed. Project Plan Is a detailed plan of major project phases, milestones, activities, and tasks with the resources, timeframes, and durations allocated to each task. It is an exhaustive, hierarchical (from general to specific) list of all tasks that need to be performed to complete a project. Tasks

9 Glossary of Terms may be grouped together within project phases with milestones established to indicate significant accomplishments within each phase or the project itself. Project Sponsor Is the ultimate authority, the owner or originator of the project. Project Sponsors may include the Secretary, Executive Deputy Secretary, Regional Deputy Secretary, and/or Bureau Director. A Facility Manager may be the Project Sponsor with the approval of his/her respective Regional Deputy Secretary. All Bureau of Information Technology (BIT) application projects require a business area Project Sponsor. BIT personnel shall consult with the Project Sponsor throughout the project s lifespan, but BIT personnel shall not act as the sponsor for an application project. Project Status Report The Project Status Report must be reported to the Project Sponsor and team members on a regular basis (weekly, monthly, or quarterly depending on the size and detail of the project as determined by the Project Manager). Frequency of regular project reporting must be established and conveyed to the Project Sponsor. Regular reporting of the project status is critical to the successful project implementation. Project reporting must also include a communication plan for project progress. Communication of project status to the project s outcome is critical. Team members and stakeholders should be copied on the distribution of periodic status reports as appropriate. At project completion, a Project Status Report marked as Final Project Report will be completed and submitted to the Project Sponsor. The Final Report must include all project detail, completion date, final costs and a description of any unexpected outcomes or problems encountered during project implementation. All project reports, meeting minutes, costs and reports (both paper and electronic documents) will be labeled and filed for future reference. If federal and state funds were used, all fiscal and progress reports will also be compiled with the project file. Resource The staff, equipment, facilities, materials, information and technology, etc. needed to complete the project. Risk Analysis Identify and manage project risks for delay or failure by using the Risk Analysis Form. It is used to track risks, the probability and impact, recommendations, and the responsible party. 1. Probability One indicates that the probability of this risk occurring is not likely. Two indicates that the probability of this risk occurring is probable, and three indicates that the probability of this risk occurring is most likely. 2. Impact One indicates that the impact on the project is low and ten indicates that the impact on the project is high. 3. Overall Risk This is a calculated number that is calculated by multiplying probability times the impact. Schedule (Gantt Chart) A visual representation of the project schedule, produced as a result of defining the project plan. The most common representation of the project schedule is known as a Gantt Chart, which documents tasks and timelines in a chart from for assigned tasks. Microsoft Project is one tool that can be used to create a Gantt Chart once the project plan has been developed.

10 Glossary of Terms Scope Describes the boundaries of the project. It defines what the project will and will not deliver. Stakeholders Are the specific people or groups who have a stake in the outcome of the project. These individuals may be staff, inmates, clients, managers, administrators, or anyone affected by the outcome. Success Criteria A measure of success must be quantifiable. Success of any project mandates that the project be completed on time, within budget, and accomplishes the anticipated outcome. Task A major unit of work to be completed during the development of a project. Tasks comprise the actual work items to be completed within the project. Work Breakdown Structure (WBS) Each project established under this policy will be tracked by use of the WBS. The purpose of a WBS is to identify tasks (the actual items or work to be done) in a project. The WBS must consist of the following elements: 1. schedule the project tasks and assign individual team members to each task; 2. place the tasks in a logical sequence and identify the elapsed time (duration) with estimated start and end date for each task; 3. identify the resource(s) required for each task (personnel, materials, money, etc.); and 4. estimate the effort of work that must be accomplished during the elapsed time of the task (in hours, days, or months).