National IT Project Management Methodology. IT Project Governance and Reporting Support Guide

Transcription

1 NATIONAL INFORMATION TECHNOLOGY AUTHORITY - UGANDA National IT Project Management Methodology IT Project Governance and Reporting Support Guide Draft 0.5 Project Governance and Reporting Support Guide Draft 0.5 Page 1

2 Document Version Control Version Date Author Change Description 0.5 July 2013 Taskforce Final Draft 2

3 Table of Contents 1 INTRODUCTION Project Governance, Accountability and Reporting Overview IT Project Governance IT Project Organization and Reporting Structures Project Key Stakeholders, Roles and Responsibilities PROJECT GOVERNANCE GUIDING PRINCIPLES RELATED SUPPORT GUIDES

4 1 Introduction 1.1 Project Governance, Accountability and Reporting Overview Project governance is the management framework within which project decisions will be made. It is a critical success factor to have a framework to govern IT projects within MDAs. Therefore, the role of project governance will be to provide a decision making framework that is logical, robust and repeatable to govern IT projects in MDAs In this way, MDAs should have different structured approach for conducting business as usual activities (operations) from IT projects. An IT project management governance structure should be developed, approved by MDAs Top Management and communicated to all project key stakeholders during the project initiation stage The main object of this support guide is to provide IT project management governance structures and reporting guidance to avoid conflicts during the project life cycle by identifying and assigning roles and responsibilities; and reporting lines to ensure timely decision making and enhance project ownership This support guide complements others, so it shouldn t be used in isolation. For example, the initiation support guide should be referenced when setting up a governance structure in relation to the project classification (small, medium or large), steering Committee guide and selection of a Project Manager guide. An approval (s) will be required to commit availability of identified human resources assigned different responsibilities to perform on a project (s) by the appropriate supervisors. 1.2 IT Project Governance IT Projects governance will involve outlining the relationships between MDAs internal and external stakeholders involved in the project, with clear defined leadership, MDA s organizational and reporting structures; and processes that ensure that the project sustains and meet the project s objectives. Furthermore, it should describe the proper flow of information regarding the project to all stakeholders, ensure the appropriate review of issues encountered within the project; and ensure that required approvals and direction for the project is timely obtained at each appropriate stage of the project life cycle. 4

5 1.2.2 Roles and responsibilities must be clearly defined to avoid administrative issues within the project management and MDA in general. Project governance is one the critical success factors for a project success, so it should be emphasized. Separation of IT project governance from the traditional MDA functional governance structures should be considered for the success of IT project. This project governance and reporting structure support guide provides guidance on all the above mentioned dimensions. 1.3 IT Project Organization and Reporting Structures All IT Projects should have a defined project organization structure to ensure that all needed commitments, decisions, reporting, roles and responsibilities are well defined to avoid administrative challenges within the MDA to the detriment of intended IT projects objectives. The organization structure should be setup for each IT Project to ensure project objectives are delivered, support relationships among stakeholders, and manage the flow of information, decision approval levels and escalation of issues Figures 1 and 2 illustrate organization structures, which could be implemented based on the coverage of the project (single MDA involved or multiple MDAs); and populated with appropriate and dedicated human resources who should be committed to delivering a project in time, within budget and desired quality. Their roles are defined in section 1.4 5

6 Figure 1: IT Project Governance Structure for a Project in a Single MDA 6

7 Figure 2: IT Project Governance Structure for a Project Involving Multiple MDAs 1.4 Project Key Stakeholders, Roles and Responsibilities It should be clearly understood that the project governance is a temporary structure that includes project roles, responsibilities and levels of authority and boundaries that need to be defined and communicated to all stakeholders of the project The human resources appointments for projects involving a single Institution or MDA and those spanning across several Institutions or MDAs should be carefully considered to avoid unnecessary conflicts. The table below provides guidance for the two categories. 7

8 Role Policy Committee Top Management Team - TMT (for Large projects only) Responsibilities Project Involving Single MDA Project Involving Multiple MDAs EXECUTIVE LAYER N/A To provide direction to IT projects; and should be headed by the Accounting Officer or delegated person. Members should be Top Management Team (TMT) of the organization. Project manager to be coopted on a need basis. They should have a meeting at least once every quarter Accounting officer will be accountable for the project success A secretary to be selected from the membership. Appointed by the TMT; and should be headed by the Accounting Officer or delegated person. In line - To advocate, lobby, secure and approve the project and or programme financing - To provide policy direction and guidance to the project and or programme through the Steering Committee - To receive and review quarterly project progress reports from the Steering Committee - To monitor, deliberate on and ensure a continuously conducive enabling political, economic and social environment for the project N/A N/A N/A N/A N/A - To include Accounting Officers of participating Institutions; and should be headed by the Project Governance and Reporting Support Guide Draft 0.5 Page 8

9 Project Steering Committee with section 8 of the Public Finance and Accountability Act of 2003 or its successor, the delegation of powers and duties shall not affect the personal accountability of the Accounting Officer. To provide strategic guidance and make Go/NO GO decisions at all stage gates of the project life cycle and other major decisions like project scope change. Ensure availability of human resources assigned to project activities or contracted Committee should be composed of a Project Sponsor, Project Owner (to ensure that all transition to support issues are taken care of during the project phase) and Project manager as mandatory members. Finance and Legal representatives among others if they have a role to play could be co-opted. A minimum of 3 members will form a quorum. Approves all project change requests Accounting Officer, at which the project is borne. - In line with section 8 of the Public Finance and Accountability Act of 2003 or its successor, the delegation of powers and duties shall not affect the personal accountability of the Accounting Officer. To provide strategic guidance and make Go/NO GO decisions at all stage gates of the project life cycle and other major decisions like project scope change. Ensure availability of human resources assigned to project activities from the participating institutions or contracted Accounting Officers from participating MDAs will for the committee or appoint one person from their Institutions to the Steering Committee each with defined roles and responsibilities. Delegated person should be a senior person with authority to make decisions. Project Manager is mandatory. A minimum of 2/3 of participating MDA members present will form a quorum. Approves all project change requests 9

10 Project Sponsor Committee should have project monthly review meetings to evaluate project progress. Adhoc meetings should be arranged whenever quick decisions are sought from the project team. Project manager should be the secretary to the committee and custodian of all Steering Committee records. Should be the Accounting Officer or delegated person. In line with section 8 of the Public Finance and Accountability Act of 2003 or its successor, the delegation of powers and duties shall not affect the personal accountability of the Accounting Officer. Will be the official representative of TMT on the project and an interface between management and the project manager Authorizes the project, makes executive decisions for small projects and solves problems and conflicts beyond the project manager s authority. Approves change requests for small projects Should be a member of the Project Steering Committee and when delegated should be a senior person with authority to make decisions. Provides the project product or service requirements (scope and quality) from which a scope of work should be derived. He/she should Committee should have project monthly review meetings to evaluate project progress. Adhoc meetings should be arranged whenever quick decisions are sought from the project team. Project manager should be the secretary to the committee and custodian of all Steering Committee records. Should be the Accounting Officer or delegated person where the project is borne. In line with section 8 of the Public Finance and Accountability Act of 2003 or its successor, the delegation of powers and duties shall not affect the personal accountability of the Accounting Officer Will be the official representative of all participating organizations; and an interface between participating Institution and the project team Authorizes the project in consultation with Steering Committee, makes executive decisions and solves problems and conflicts beyond the project manager s authority. Should be a member of the Project Steering Committee and when delegated should be a senior person with authority to make decisions. Provides the project product or service requirements (scope and quality) from which a scope of work should be derived. He/she should 10

11 Project Owner Project Manager Project Team (Project Planning Team (PPT) take ownership of the project transition to support (project s outcome, its operations and maintenance). Should be a member of the Project Steering Committee to provide product / services scope guidance to Project Steering Committee. Implementation Layer Appointed by the Steering committee or Sponsor for small projects Leads and manages resources assigned to project activities and is accountable for the delivering of the project charter. He/she will provide day-to-day leadership to the project from planning to closure stage by proactively coordinating, monitoring and tracking all project activities to ensure the project objectives are achieved. Will be the contact person regarding the project. Should be a member and the secretary to Project Steering Committee Should be sourced by the Project Manager based on tasks to be done and the project charter. The steering committee should formally appoint or release the project team members. take ownership of the project transition to support (project s outcome, its operations and maintenance). Should be a member of the Project Steering Committee to provide product / services scope guidance to Project Steering Committee. Appointed by the Steering committee Leads and manages resources assigned to project activities and is accountable for the delivering of the project charter. He/she will provide day-to-day leadership to the project from planning to closure stage by proactively coordinating, monitoring and tracking all project activities to ensure the project objectives are achieved. Will be the contact person regarding the project. Should be a member and the secretary to Project Steering Committee Should be sourced by the Project Manager based on tasks to be done and the project charter. Should be formally appointed or released by Steering Committee based on Project Manager s request in relation to specific tasks to be done or completed respectively. 11

12 & Project Implementation Team (PIT)) Duration of engagement of a project team member on the project must be based on project activity(s) duration If they have specific tasks to perform, finance, legal, procurement and other specialized functions should be co-opted on a need basis to perform specialized functions. Duration of engagement of a project team member on the project must be based on project activity(s) duration If they have specific tasks to perform, finance, legal, procurement and other specialized functions should be co-opted on a need basis to perform specialized functions. Suppliers Perform contract obligations Perform contract obligations Development Partners Perform Memorandum of Understanding. Could be Perform Memorandum of Understanding. Could be represented in the Executive governance layer represented in the Executive governance layer 12

13 2 Project Governance Guiding Principles a. Accounting officer s decision will be final, however should consult the project sponsor and owner in cases of doubt. b. Ensure separation of IT project governance and operational Institutional governance structures c. IT Project governance structure should be published; and roles and responsibilities defined d. No Steering Committee no project for medium and large projects e. Each IT project must have a Project Sponsor f. Each IT project must have a Project Owner g. A project management plan should be communicated to all stakeholders h. The stage gates checklists in the main methodology should be used when a decision is required to move a project from one stage to another. 3 Related Support Guides The following support guides should be referenced when using this guide: 1. Project Initiation Support Guide 2. IT Project Steering Committee Support Guide 3. Project Manager Selection Support Guide 4. Project Change Management Guide 5. Project Reporting Support Guide Project Governance and Reporting Support Guide Draft 0.5 Page 13