Framework PMO Best

7/31/2019 Framework PMO Best

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PROJECTMANAGEMENT

OFFICE

FRAMEWORK PROJECTNAMEPMOFramework

DOCUMENTAUTHOR

PMOTeam

FILENAMEandVERSION

ISSUED

08.08.11

LASTREVISED

12.01.11

Thisdocumentisprovidedforguidanceinthe

overarchingapproachtoProjectManagement

implementedbytheUNCInformation

TechnologyServicesProjectManagement

Office.This

document

also

includes

the

variousITSPMOtemplatedocuments.


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ITSPMOProjectManagementFramework.docx2

TABLEOFCONTENTSITSPROJECTMANAGEMENTOFFICE:WELCOME...............................................................................................5ITSPMO:PMSTANDARDSANDRESOURCES.....................................................................................................6FRAMEWORKDOCUMENTORGANIZATION........................................................................................... 6

SectionOne:ProjectManagementLifecycles.................................................................................................... 6

Section

Two:

Project

Management

Skill

Areas

..................................................................................................

6

PROJECTMANAGEMENTLIFECYCLES..................................................................................................... 7

PROJECTDOCUMENTRESOURCES......................................................................................................... 8

PROJECTDOCUMENTTEMPLATES......................................................................................................... 9

PROJECTCHECKPOINTS.......................................................................................................................... 9

WHENISAPROJECTAPROJECT?......................................................................................................... 10

PROCESSSELECTIONGUIDE................................................................................................................. 11

ITSPMORESOURCES............................................................................................................................ 12SECTION1:PROJECTMANAGEMENTCYCLES...................................................................................................13PROJECTMANAGEMENTCYCLE:INITIATE........................................................................................................13INITIATE:PROJECTDOCUMENTRESOURCES....................................................................................... 13

ProjectInitiate.................................................................................................................................................. 13

INITIATE:PROJECT

DOCUMENT

TEMPLATES

........................................................................................

13

INITIATE:PROJECTCHECKPOINTS........................................................................................................ 13

Checkpoint#1.................................................................................................................................................. 13PROJECTMANAGEMENTCYCLE:PLAN.............................................................................................................13PLAN:PROJECTDOCUMENTRESOURCES............................................................................................. 14

ProjectCharter................................................................................................................................................. 14

ProjectPlan...................................................................................................................................................... 14

PLAN:PROJECTDOCUMENTTEMPLATES............................................................................................. 14

CostTracking|MicrosoftExcel,SharePoint.................................................................................................... 14

ProjectSchedule|MicrosoftProject,Excel,SharePoint................................................................................. 14

StakeholderLog |MicrosoftExcel,SharePoint............................................................................................ 15

CommunicationManagementPlan|MicrosoftWord,SharePoint................................................................ 15

RiskForm

|Microsoft

Word,

SharePoint

.........................................................................................................

15

RiskLog|MicrosoftExcel,Sharepoint............................................................................................................. 15

ProjectStatusReport|MicrosoftWord,SharePoint...................................................................................... 15

IssueForm|MicrosoftWord,SharePoint....................................................................................................... 15

IssueLog|MicrosoftExcel,SharePoint........................................................................................................... 15

PLAN:PROJECTCHECKPOINTS.............................................................................................................. 16

Checkpoint#2.................................................................................................................................................. 16

Checkpoint#3.................................................................................................................................................. 16PROJECTMANAGEMENTCYCLE:EXECUTE.......................................................................................................16EXECUTE:PROJECTDOCUMENTRESOURCES....................................................................................... 16

EXECUTE:PROJECTDOCUMENTTEMPLATES....................................................................................... 16

EXECUTE:PROJECT

CHECKPOINTS

........................................................................................................

16

PROJECTMANAGEMENTCYCLE:MONITORANDCONTROL.............................................................................16MONITORANDCONTROL:PROJECTDOCUMENTRESOURCES............................................................ 17

MONITORANDCONTROL:PROJECTDOCUMENTTEMPLATES............................................................ 17

ChangeRequestForm|MicrosoftExcel,Sharepoint...................................................................................... 17

ChangeLog|MicrosoftWord,Sharepoint...................................................................................................... 17

MONITORANDCONTROL:PROJECTCHECKPOINTS............................................................................. 17

Checkpoint#4.................................................................................................................................................. 17PROJECTMANAGEMENTCYCLE:CLOSE...........................................................................................................17


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CLOSE:PROJECTDOCUMENTRESOURCES........................................................................................... 18

ProjectClose..................................................................................................................................................... 18

CLOSE:PROJECTDOCUMENTTEMPLATES........................................................................................... 18

AcceptanceForm|MicrosoftWord,Sharepoint............................................................................................. 18

AcceptanceLog|MicrosoftExcel,Sharepoint................................................................................................ 18

ProjectCloseout

Checklist

|Microsoft

Word,

Sharepoint

...............................................................................

18

LessonsLearned|MicrosoftWord,SharePoint.............................................................................................. 19

CLOSE:PROJECTCHECKPOINTS............................................................................................................ 19

Checkpoint#5.................................................................................................................................................. 19SECTIONTWO:PROJECTMANAGEMENTSKILLAREAS.....................................................................................20COMMUNICATIONMANAGEMENT.................................................................................................................20BENEFITSOFMANAGEDCOMMUNICATION........................................................................................ 20

COMMUNICATIONMANAGEMENT:DOCUMENTTEMPLATES............................................................ 20

StakeholderLog................................................................................................................................................ 20

CommunicationManagementPlan................................................................................................................. 21

ProjectStatusReport|MicrosoftWord.......................................................................................................... 21

ASPECTSOFCOMMUNICATION........................................................................................................... 22

WhoIs

The

Audience?

......................................................................................................................................

22

WhatDoTheyWantToHearFromYou?......................................................................................................... 23

WhenDoTheyWantToHearFromYou?........................................................................................................ 23

HowDoYouReachThem?............................................................................................................................... 23

STRATEGICVS.TACTICALCOMMUNICATIONS..................................................................................... 24

StrategicCommunications............................................................................................................................... 24

TacticalCommunications................................................................................................................................. 24

COMMUNICATIONMETHODS.............................................................................................................. 25ISSUEMANAGEMENT......................................................................................................................................26ISSUEMANAGEMENTPURPOSEANDOBJECTIVES............................................................................... 26

ISSUEMANAGEMENTPROCESSANDPROCEDURE.............................................................................. 26

ISSUETYPES.......................................................................................................................................... 27

ORDER/TIMINGOFESCALATIONFORISSUES....................................................................................... 27

ISSUEASSESSMENT.............................................................................................................................. 27

ISSUEMANAGEMENTTRACKING......................................................................................................... 28SCOPEANDTIMEMANAGEMENT....................................................................................................................29COLLECTDETAILEDPROJECTREQUIREMENTS..................................................................................... 30

SCOPEDEFINITION............................................................................................................................... 30

DETAILEDBREAKDOWNOFPROJECTWORK(WBS)............................................................................. 30

IDENTIFICATIONOFACTIVITIESANDTHEIRSEQUENCE....................................................................... 30

ACTIVITYRESOURCEANDDURATIONESTIMATES............................................................................... 30

SCHEDULE............................................................................................................................................. 30

REVIEWOFPROJECTWITHCUSTOMER/SPONSOR.............................................................................. 31

PROJECTSCOPE

BASELINE

IS

CREATED

................................................................................................

31

PROJECTSCOPEANDSCHEDULEMANAGEMENT................................................................................ 31

RECOGNIZINGPROJECTSCOPECHANGE.............................................................................................. 31

PROPERPLANNINGANDSCOPING....................................................................................................... 32

FORMALCHANGECONTROLPROCESS................................................................................................. 32

INTEGRATEDPROJECTCHANGECONTROLPROCESS........................................................................... 32COSTMANAGEMENT......................................................................................................................................33INTEGRATEDCHANGECONTROL.....................................................................................................................33CHANGETYPES..................................................................................................................................... 34


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OrganizationalChangeManagement.............................................................................................................. 34

OperationalChangeManagement................................................................................................................... 34RISKMANAGEMENT.......................................................................................................................................35HIGHLEVELPROJECTRISK.................................................................................................................... 35

IDENTIFYPROJECTRISK........................................................................................................................ 35

ASSESS

RISK

PROBABILITIES

AND

IMPACTS

..........................................................................................

35

PRIORITIZERISKS.................................................................................................................................. 36

PLANRISKRESPONSES.......................................................................................................................... 37

MANAGERISKS..................................................................................................................................... 37LESSONSLEARNED..........................................................................................................................................37LESSONSLEARNEDAPPROACH............................................................................................................. 38

LESSONSLEARNEDFROMAPROJECT.................................................................................................. 38


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ITSPROJECTMANAGEMENTOFFICE:WELCOMEITSiscommittedtosupportingandfurtheringProjectManagement(PM)tobetterensurethequalityofwork

andservicerequiredofanyUniversityofNorthCarolinaatChapelHillendeavour.

Toimproveprojectoutcomes,mitigaterisk,andimproveserviceconsistency,theInformationTechnology

ServicesProject

Management

Office

(ITS

PMO)

developed

this

framework

resource

document

for

ITS

Project

Managers,andthoseindividualswhomaynothavethetitleofProjectManager,butfindthemselvesmanaginga

projectorprojects.

TheITSPMOisdedicatedtocontinuousimprovementassuch;theframeworkdocumentandotherresources

areupdatedregularlytoreflectstandardswithinbothinformationtechnologyandprojectmanagementfields.

TheITSPMOdevelopedthefollowingmaterialsusingacombinationofexperiencegainedbymanagingprojects

atTheUniversityofNorthCarolinaatChapelHillandotherorganizationsandprojectmanagementaccepted

standards,suchastheProjectManagementInstitute(PMI)andtheirProjectManagementBodyofKnowledge

(PMBOK)4th

edition.

TheITSPMOProjectManagementFrameworkexplainstheprojectmanagementprocessareasandtheir

relationshiptotheprojectmanagementlifecycle.Additionally,thedefinitionofaproject,theproject

managementlifecycle,andprojectmanagementresourcesaredefined.

Theunderlyingtenetofprojectmanagementisthatyouplanforyourprojectbeforeexecution,andthatyou

monitorallworktoensurealignmentwiththeapprovedgoals.TheITSPMOservesallofITSandseeksto

providethebestresourcespossibletosupportyourproject.


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PROJECT

Aprojectisatemporaryendeavour

undertakentocreateauniqueproduct,

serviceorresult.Thetemporarynatureof

projectsindicatesadefinitebeginningand

end.Theendisreachedwhentheprojects

objectiveshavebeenachievedorwhenthe

projectisterminatedbecauseitsobjectives

willnotorcannotbemet,orwhentheneed

forthe

project

no

longer

exists.

PROJECTMANAGER

AProjectManageristhepersonresponsible

formanagingallaspectsofaprojectto

ensurethegoalsanddeliverablesaremet.

Often,theProjectManagerrepresentsthe

interestsoftheprojectclient(orSponsor)

withintheprojecttoguidetheworktowards

projectgoals.TheProjectManagerisgiven

theauthority

by

the

Sponsors

to

guide

projectwork,maintaindocumentation,track

work,andoverseetheProjectTeam.

ITSPMO:PMSTANDARDSANDRESOURCESAfundamentalITSPMOgoalistoimprovethemanagementofCarolinasInformationTechnology(IT)projects

andtoensuresuccessfulprojectoutcomes.Basedontheconceptofprogressiveelaboration,theITSPMOs

ProjectManagement(PM)processallowstheProjectManagertoincorporatemoredetailsastheproject

evolvesandinformationisdetermined.Inthisway,asnewinformationisavailable,theProjectPlanand

managementapproaches

can

adapt

to

fit.

TheITSPMOProjectManagementprocessisachievedwitha

combinationofstandardizedtemplatesandresources

customizedforCarolinasITprojects.Projectsofanysize

benefitfromuseofseveralkeydocumentresources,

specifically:ProjectInitiate,ProjectCharter,ProjectPlan,and

ProjectClose.Thedepthofdetailanduseofdocument

templateswillvarydependingontheprojectsgoals,budget,

andlevelofrisk.

FRAMEWORKDOCUMENT

ORGANIZATION

TheFrameworkisorganizedwithtwomainsections,eachwith

interconnectedsubsections.Alltopicsareincludedinthe

TableofContentsforeasyreference.

SectionOne:ProjectManagementLifecycles

TherearefiveProjectManagementLifecycles,andwithin

each,theFrameworkdocumentdescribesthecycleitself,the

requireddocumentresources,thedocumenttemplates,and

thecyclecheckpoints.

SectionTwo:ProjectManagementSkillAreas

Throughoutallprojects,theProjectManagermustapply

interpersonal,organizational,andleadershipskillstoguidethe

Teamandensurethatworkalignswithstatedgoals.

ThePMSkillAreasofChangeManagement,Communication

Management,IssueManagement,ScopeandTime

Management,CostManagement,andRiskManagement,are

describedwithintheFrameworktoprovideProjectManagers

acontextfortheassociateddocumenttemplates.


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PROJECTMANAGEMENTLIFECYCLES

Everyprojecthasalifecycle,andprojectmanagementforthatprojecthasitsownlifecycle.TheITSPMO

FrameworkreflectstheProjectManagementlifecyclesofInitiate,Plan,Execute,MonitorandControl,followedbyClose.

Figure1:PMLifecycles

Forsimplicityssake,theProjectManagementLifecyclesareshowninaverylinear,starttofinishapproach.This

linearrepresentationisusedtoreinforcethefactthattheworkofonecyclewilldirectlyimpacttheworkinthe

followingcycle.

Butinpractice,boththeentireProjectManagementLifecycleandthecycleswithinitareiterative.Project

Managersmay

be

in

the

Execute

cycle,

but

due

to

Stakeholder

or

budget

changes,

or

other

factors,

must

return

tothePlanoreventheInitiatecycle.OneoftheresponsibilitiesoftheProjectManageristoknowwhichcycle

theprojectisin,howclosetheprojectistocompletingthatcycle,andwhenacycleneedstoberepeatedor

regressed.

TheITSPMOdocumentandtemplateresourcesprovideavaluabletoolforProjectManagersastheyoversee

thelaunch,workwithin,andcloseofeachProjectManagementcycleoftheirproject.


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AtCarolina,StakeholdersandSponsors

areoftenthesamegrouporperson.

STAKEHOLDERStakeholdersarepersonsor

organizations(e.g.Customers,Sponsors,

andthe

performing

organization)

who

areactivelyinvolvedintheprojector

whoseinterestsmaybepositivelyor

negativelyaffectedbytheperformance

orcompletionoftheproject.Theymay

exertinfluenceovertheproject,

deliverablesorteammembers.(ProjectManagementBodyofKnowledge(PMBOK)4thedition)

SPONSORSponsoristhepersonorgroupthat

provides(financial)resourcesfortheproject.TheSponsoristhechampion

andspokespersontogathersupport

throughouttheorganization.Theyplaya

significantroleinthescopeandthe

charter.TheSponsoristheescalation

pointfortheProjectManager.(ProjectManagementBodyofKnowledge(PMBOK)4thedition)

PROJECTDOCUMENTRESOURCES

TheITSPMOprovidesProjectManagementdocumentresourcesthatalignwiththeworkofeachPMLifecycle

andtheProjectCheckpoints.TheProjectManagementdocumentresourcesare:ProjectInitiation(Initiatecycle),ProjectCharter(Plancycle),ProjectPlan(Plancycle),ChangeControl(MonitorandControlcycle),andProjectClose(Closecycle).Withinthelifecycles,asthedocumentresourcesarecompletedtheyaresubmittedto

the

Project

Stakeholders

(or

Advising

Committee

or

other

authorized

management

body)

for

review

and

approval.Therequiredreviewofthedocumentresourcesprovidestheformalcheckpointswithintheproject.

Thedocumentresourcesandassociatedplanningactivitiesare

mosteffectivewhenStakeholdersareactivelyinvolvedingathering

projectdocumentation.Itisalsorecommendedthatthe

documentsbetreatedaslivingdocumentsmeaningthat

revisionsandreviewsoccurthroughoutyourprojecttoensurethat

projectworkalignswiththeplan,andviceversa.

Goalsandtargetsaremorelikelyreachedwhenplannedand

monitoredagainsttheactualworkoftheproject.

Figure2DocumentResourcesrequireCheckpoints


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DOCUMENTLOCATION

ThefilescanbefoundatITSPMO

SharePointsite:

https://share.unc.edu/sites/its/pmo/

DOCUMENTACCESS

NotethatanactiveONYEN(University

username)isrequiredforlogintothe

ITSPMOSharePointsitetodownload

documentresourceanddocument

templatefiles.LearnabouttheONYEN

at:http://onyen.unc.edu.

PROJECTDOCUMENTTEMPLATES

Thedocumenttemplatesareavailabletofurthersupportand

expanduponinformationcapturedinthedocumentresources.

Templatesmaybeplanningtoolsusedwithinadocument

resource(for

example,

the

Risk

Management

Plan

document

templateforusewithintheProjectPlandocumentresource)or

worktoolsusedinconjunctionwithadocumentresource(for

example,theRiskLogtosupporttheProjectPlandocument

resourcewithintheExecutecycle).

Themajorityoftemplatesarelistedwithintheframeworks

SectionTwo:ProjectSkillAreas.Templatesareprovidedas

MicrosoftWord(docx)andMicrosoftExcel(xlsx)files.Some

templatesareMicrosoftSharePointfilesforusewithinyourown

SharePointsite.

PROJECTCHECKPOINTS

TheProjectCheckpointprocessprovidesprojectSponsors,StakeholdersandExecutiveManagementoversight

oncost,scheduleandscopeastheprojectproceeds.

TherearefivecheckpointswithintheProjectManagementcycles EachcheckpointistiedtoaProjectManagementdocumentresource Eachcheckpointrequiresaprojectauthoritysapprovaltocomplete Checkpointapprovalisprovidedbytheprojectauthorityappropriate

toanindividualproject;approvalcancomefrom:

o Stakeholder/so Sponsor/so ExecutiveManagemento AdvisoryCommittee

Acheckpointcanberepeatedifacycleisrepeated


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WHENISAPROJECTAPROJECT?

OurgoalistoengenderacultureofprojectmanagementinITStohelpusimproveourabilitytoplanand

executeonourcommitments. However,wearealsosensitivetotheneedtoavoidaddingunnecessary

overhead/bureaucracytoourenvironment,soweneedtoclarifywhatconstitutesaprojectnecessitatingthe

additionalstructure

PM

inherently

requires.

The

following

establishes

that

initial

definition

and

we

will

adjust

thisovertimeaswegainmoreexperience. Theintentistofocusonlarge/complex/highimpactprojectsand

avoidmaintenanceactivities.

Projects,asdefinedearlierinthisdocument,areendeavorsthataretemporaryinnatureandundertakento

createsomething. Clearlythisisabroaddefinitionandonedesignedtogivetheperson/personsmanagingtheir

workamplelatitudetodefinehowmuchstructuretoapplytoaparticularblockofwork. Yeteveryorganization

thatundertakesformalprojectmanagementneedstoanswerthefundamentalquestionofwhatisthethresholdthatanactivitymustcrossbeforeitbecomesaformalprojectandwhatactionsmustbeundertakenatthattime? TheanswerforInformationTechnologyServices(ITS)atthetimeofthiswritingisasfollows:

Aprojectbecomesaformalprojectwhenitmeetstwo(2)ofthethree(3)followingcriteria:

A) Theprojectinvolvesfunds>=$100,000.00andisnotpartofroutinemaintenanceorequipmentrefresh.B) Theprojectwilltakesix(6)ormorecalendarmonthstocomplete.C) Theprojectishighrisk/hascampuswideimpact/projectfailurewouldnegativelyimpactITS. TherequiredactiontobeundertakenistocreateaProjectInitiatedocumentformanagementreview.

ThepreferredactionistocreateaProjectInitiatedocumentandmanagetheprojectaccordingtothemethodologyespousedinthisframework.

TheoptiontoengagetheITSProjectManagementOfficeinyourprojectplanning,managementandexecutionisalwaysopenandwelcomed.


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PROCESSSELECTIONGUIDE

Whichversion(theStandardorLight)processdoIneedtousetoinitiate/managemyproject?ThetermsStandardandLighthavebeenusedtodifferentiatebetweenprojectsofaveragecomplexity

(Standard)andlesscomplexity(Light).TheframeworkcurrentlyfocusesonStandardtoensurefull

informationand

resources

are

available.

However,

within

the

ITS

PMO

resources,

some

files

and

templates

have

beenlabelledasLighttodesignatetheirpurposeasanabbreviatedversionofthefullStandardcounterpart.

TheITSPMObelievesitisuptotheprojectmanagerandtheirteamsdiscretiontodeterminethebestfitof

processtotheirproject. Foracomplexproject,thestandardprocessislikelythemostappropriate. Foraless

complexproject,thePMandteamcouldchoosetodothelightversion. Aprojectsomewhereinthemiddle

coulduseasubsetofthestandardprocess. Itishighlyrecommendedtheprojectclosechecklistiscompletedso

thatallprojectshaveabeginning(projectinitiate)andanend(projectclose.)

STANDARDPROCESSRecommendedTemplates

LIGHTPROCESSRecommendedTemplates(inblack)

Initiate Charter ProjectPlan CostTrackingWorksheet Schedule PMOStakeholderLog PMOCommunicationPlanForm PMORiskDocumentationForm PMORiskLog PMOStatusReportForm PMOIssueDocumentationForm PMOIssueLog ChangeRequestForm ChangeRequestLog CloseReportForm AcceptanceLog CloseChecklist LessonsLearned

Initiate CharterLight

ProjectPlan

CostTrackingWorksheet

Schedule

PMOStakeholderLog

PMOCommunicationPlanForm

PMORiskDocumentationForm

PMORiskLog

PMOStatusReportForm

PMOIssue

Documentation

Form

PMOIssueLog

ChangeRequestForm

ChangeRequestLog

CloseReportForm

AcceptanceLog

CloseChecklist StronglyRecommended

LessonsLearned


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ITSPMORESOURCES

Thetablebelowlistsdocumentresources,documenttemplates,andadditionalresourcesprovidedbytheITS

PMOtoensureyouhavethetoolsyouneedtoreachasuccessfulprojectcompletion.

PHASE INITIATE PLAN EXECUTEMONITOR

and

CONTROLCLOSE

DOCUMENT

RESOURCE

ProjectInitiate

(includes

Business

Case)

CHECKPOINT

ProjectCharterLightProjectCharterProjectPlano RiskManagemento Cost

Management

o ScopeandTimeManagement

o CommunicationManagement

CHECKPOINT

CHECKPOINT

CHECKPOINT

ProjectCloseReport

CHECKPOINT

DOCUMENT

TEMPLATE

StakeholderLogStatusReportIssueFormIssueLogScheduleRiskFormRiskLog

ChangeRequestForm

ChangeLogAcceptance

Form

AcceptanceLog

ProjectCloseChecklist

LessonsLearned

ADDITIONAL

RESOURCES

ProjectSelection

Guide

ITSPMOFramework

ITSPMOSharePoint

site

SharePointSiteTemplates

SharePointListTemplates

ITSPMOSharePointsite

ITSPMOSharePoint

site

ITSPMOSharePoint

site

ITSPMOSharePoint

site


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SECTION1:PROJECTMANAGEMENTCYCLESPROJECTMANAGEMENTCYCLE:INITIATEEveryprojectofanysize,scope,orbudgetmusthaveadocumentedbusinesscasethatcapturestheneedthat

the

projects

results

and

deliverables

should

address.

The

project

requestor,

with

guidance

from

the

PM,

shouldhaveawrittenbusinesscaseavailablebeforeworkingonanyProjectInitiateactivityordocument.

INITIATE:PROJECTDOCUMENTRESOURCES

ThereisonedocumentresourcefortheInitiatecycle:ProjectInitiate.TheProjectManagerwillneedtowork

closelywiththeProjectRequestor,Sponsors,andotherstoguidethecompletionofthisfoundationaldocument

resource.

ProjectInitiate

Thebusinesscasemustbearticulatedandvettedbeforeanyotherprojectdocumentationandincorporatedinto

theProject

Initiate

document.

The

purpose

of

the

Project

Initiate

document

resource

is

to

describe

at

ahigh

levelthevalueandscope/deliverablesofaprojectthatisbeingpresentedforfundingandscheduling

consideration.

AbudgetestimateispartoftheProjectInitiatetodevelopanapproximationofthemonetaryresourcesneeded

tocompletetheproject.Inaddition,theInitiatedocumentoutlinesknownvendorresourcesrequiredto

completetheprojectwork.Vendoreffortsareoftenrequiredtocomplementinternalresourcesortoprovide

productsnotavailablewithintheorganization.

TocompletetheProjectInitiate,theprojectrequestorand/orSponsorareaskedtoprovideprojectdetails

neededbyITSExecutiveManagementtoprioritizeandfundprojects.

INITIATE:PROJECTDOCUMENTTEMPLATES

TherearenosupplementalprojectdocumenttemplatesfortheInitiateProjectManagementcycle.TheProject

Initiatedocumentresource,withthebusinessplanandotherkeyprojectdetails,servesastheprimary

documentforthiscycle.

INITIATE:PROJECTCHECKPOINTS

Checkpoint#1

AftertheProjectInitiateiscompleted,itisreviewedandapprovedbytheappropriateprojectauthority(e.g.,

Stakeholder,Sponsor,orExecutiveManagement).

PROJECTMANAGEMENTCYCLE:PLANAfoundationalbeliefinprofessionalprojectmanagementisthatyoumustPLANbeforeyouACTorDO.

Itisalsorecommendedthatthedocumentsaretreatedaslivingdocumentsmeaningthatrevisionsand

reviewsshouldoccurthroughoutyourprojecttomakesuretheworkalignswiththeplan,andviceversa.Goals

andtargetsaremorelikelyreachedwhenplannedandmonitoredagainsttheactualworkoftheproject.


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PROJECTBASELINE

Afterreviewandapprovalbythe

Sponsorand/orExecutiveManagement,

aProjectBaselineisrecorded.This

includesusingtheBaselinefunctionin

MicrosoftProjectorsavingacopyofthe

Excelspreadsheet.

TheProjectBaselineisusedduringall

IntegratedChangeControlRequestsand

atProjectClose.

PLAN:PROJECTDOCUMENTRESOURCES

ThePlanProjectManagementcycleincludestwodocumentresources:ProjectCharterandProjectPlan.TheITS

PMOprovidestheprojectselectionguidetohelpProjectManagersdetermineiftheirprojectwouldbebest

servedbytheCharterStandardorLight.BothversionsoftheCharterareprovidedbytheITSPMO.Your

ProjectPlanwillincorporatemanyProjectManagementdocumenttemplates,andthePMwillneedtodecide

howmany

of

the

templates

are

required

for

agiven

project.

The

default,

or

Standard

Charter,

uses

all

of

the

templateswithinthePlan.

ProjectCharter

TheProjectCharteristheofficialprojectapprovaldocument;

withoutsignoffoftheCharter,theprojectdoesnotexistand

resourcesshouldnotbeassignedtoit.TheCharterbuildsupon

informationdocumentedintheBusinessCaseandProjectInitiate.

Additionally,theinformationwithintheCharterinformsthelater

ProjectPlandocument.

ProjectPlan

ProjectSchedulemilestonesandworktasksarebestidentified

throughthecreationoftheProjectPlan.ThisProjectManagement

documentresourceiscoretoallprojects.TheProjectPlanisusedto

execute,manage,monitorandcontroltheprojectasthedeliverables

aredeveloped,testedandaccepted.

AspartofdevelopingtheProjectPlan,theProjectTeamshould

collaboratewithStakeholdersandSubjectMatterExperts(SMEs)to

adddetailtotheprojectrequirementssothatworkcanbebroken

down

to

a

task

level,

which

in

turn,

can

set

resource

needs

and

the

overallProjectSchedule.

PLAN:PROJECTDOCUMENTTEMPLATES

TheProjectPlanTemplateusestenProjectManagementdocumenttemplatestoplanfortheProject

Managementskillareasofcommunication,issues,scopeandtime,cost,changecontrol,riskmanagement,and

LessonsLearned.

CostTracking|MicrosoftExcel,SharePoint

Cost

Tracking

is

a

tool

to

plan

and

monitor

the

project

budget

and

set

the

budget

baseline.

Updating

the

budget

involvesrecordingactualcostsspenttodate.Theauthorizedbudgetcanonlybechangedusingtheintegrated

changecontrolprocess.

ProjectSchedule|MicrosoftProject,Excel,SharePoint

ProjectScheduleisatooltoplanandmonitorattheminimumtheplannedstartandfinishdateforeachactivity.

AsacomponentoftheProjectManagementPlan,thescheduleisrefinedasresourcesaredeterminedanddates

arefinalized.Thefinalizedversionofthescheduleistheschedulebaselinewhichcanonlybemodifiedusingthe


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integratedchangecontrolprocess.StatusreportingisofteninthecontextoftheProjectSchedule.Toolslike

MicrosoftProjectenhancetheabilitytoreactquicklytoresourcefluidity.

StakeholderLog|MicrosoftExcel,SharePoint

Atool

to

identify

all

persons

or

organizations

actively

involved

in

the

project,

or

to

show

interests

potentially

impactedbytheproject.TheStakeholderLogisessentialinpreparingtheCommunicationManagementPlan. It

includesthemajorexpectations,theprojectphaseinwhichtheStakeholderwillbethemostactiveandthe

potentialinfluenceoftheStakeholderontheproject.

CommunicationManagementPlan|MicrosoftWord,SharePoint

AtooltoidentifyallStakeholders,Sponsorsandothersinvolvedintheprojectandclearlyidentifywhat,how

andwhenyouwillcommunicatewiththem.TheIssueLogtoolisalsousedheavilyincommunicationstoraise

anddiscussissuesthatariseandtodocumenttheirdisposition.Byraisingandcommunicatingissuesbroadly

acrossallpersonsinvolvedintheproject,conflictthatmayarisefromlackofcommunicationisminimized.

RiskForm|MicrosoftWord,SharePoint

Atooltoidentifyanddefineaprojectrisk(apotentialeventorconditionthatmayoccur),assessthelevelofthe

risk,andtodocumentpotentialmitigationstrategy.TheRiskFormshouldbeascompleteaspossibleandmay

requireadditionalinformationfromtheProjectTeampriortothereviewprocess.Risksfortheprojectare

loggedintheRiskLog.

RiskLog|MicrosoftExcel,Sharepoint

Atooltomaintainarunninglogofprojectrisks,comments,mitigationstrategyanddisposition.Itmaybeused

inconjunctionwiththeRiskForm.Whenmitigationactionistakenonarisk,itmayimpactotherareasofthe

ProjectPlanwhichshouldbeupdatedaspartoftheprocess.Unidentifiedrisksmayariseoverthelifecycleof

theprojectandshouldbeaddedtotheRiskLogfollowingthenormalprocess.

ProjectStatusReport|MicrosoftWord,SharePoint

TheProjectStatusReportisatooltocommunicatetheprogressoftheprojectagainsttheProjectScheduleand

costbaselines.Activeissuesandrisksshouldalsobediscussedinthestatusreport.

IssueForm|MicrosoftWord,SharePoint

Atoolforidentifying,tracking,andresolvinganissuethatisaroadblockorhasthepotentialtobearoadblock

toproject

success.

Project

issues

can

be

raised

by

anyone

involved

with

the

project,

but

the

Project

Manager

has

theresponsibilitytomanagetheissuetoresolution.ProjectStatusReportsshouldincludeareviewofproject

Issues.

IssueLog|MicrosoftExcel,SharePoint

TheIssueLogisatooltomaintainarunninglogofissues,commentsanddisposition.


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PLAN:PROJECTCHECKPOINTS

Checkpoint#2

ThecompletedProjectCharterisreviewedandapprovedbytheappropriateprojectauthority(e.g.Sponsor

and/orExecutiveManagement)toofficiallylaunchtheproject.WithoutasignedProjectCharter,theprojectis

notapproved.

Checkpoint#3

WithacompleteProjectPlan,includingtheappropriatedocumenttemplateresources,thePMandProject

TeamthencomparethePlan,Initiate,andChartertoidentifyanyvariancesindeliverables,goals,schedule,

Sponsors,etc.AftertheProjectPlanTemplateandsupportingtemplateshavebeeninitiallycompletedtheyare

reviewedandcomparedto/withtheProjectInitiateTemplateandProjectCharterTemplate.Thisisanimportant

pointintimeintheproject.

TheProjectPlanshouldbepresentedtotheappropriateprojectauthorityforapprovalbeforemovingtothe

Executecycle.

PROJECTMANAGEMENTCYCLE:EXECUTETheExecutecycleincludesperformingtheactivitiestoaccomplishtheprojectrequirements,creatingproject

deliverables,managingtheProjectTeamandallotheractivitiesforasuccessfulprojectoutcome.

EXECUTE:PROJECTDOCUMENTRESOURCES

TheExecutecyclereliesupontheProjectPlan,createdinthePlanPMcycle,toguidetheprojectwork.The

ProjectPlanisusedbytheProjectTeamtoexecuteworkdefinedintheprojecttoachievetheprojectgoalson

behalfoftheSponsor.

EXECUTE:PROJECTDOCUMENTTEMPLATES

TherearenosupplementalprojectdocumenttemplatesfortheExecuteProjectManagementcycle.TheProject

CharterandProjectPlandocumenttheProjectTeamfromthepreviouscyclestoserveastheProjectTeamfor

keyprojectinformationforthiscycle.

EXECUTE:PROJECTCHECKPOINTS

TherearenoprojectdocumentcheckpointsfortheExecuteProjectManagementcycle.

PROJECTMANAGEMENTCYCLE:MONITORANDCONTROLTheProjectPlanisusedbytheProjectTeamtotrack,reviewandregulatetheprogressoftheproject.Thisis

donethroughouttheprojectandincludescomparingactualprojectperformanceagainsttheProjectPlan,

identifying,accessingandmanagingnewrisks,andstatusreporting.


17/38


ThenumberonecauseofProjectScheduleandcostoverrunsisprojectscopechange.Ifscopechangesarenotcontrolled,theProjectScheduleandbudgetwillbenegativelyimpacted.Thechangecontrolprocess,alongwith

properplanningoftheprojectsscope,willassisttheProjectManagerandTeamincontrollingscopecreep.

Projectscopechangescanbeadditionalfunctionalenhancementstotheproduct,additionalcostsorchangesin

ProjectSchedule.

Excessive

scope

changes

are

directly

related

to

poorly

defined

product

requirements

and

specifications.Toavoidexcessivescopechanges,theProjectTeamshouldclearlydocumentalltheproject

requirementsintheProjectCharter.

MONITORANDCONTROL:PROJECTDOCUMENTRESOURCES

TheIntegratedChangeControldocumentisatoolforidentifying,tracking,andtakingactiononrequestedor

otherwisenecessarychangestothescope,timeorcostoftheproject.Achangecontrolboardorother

authorizedperson(s)shouldbeidentifiedasthefinalauthorizationforallchanges.

MONITORANDCONTROL:PROJECTDOCUMENTTEMPLATES

TheProject

Baseline

is

used

for

all

Change

Control

Requests

and

at

Project

Closeout.

ChangeRequestForm|MicrosoftExcel,Sharepoint

TheChangeRequestFormisatooltoidentifyanddefinearequestedchangetoprojectscope,timeorcost.The

changeformshouldbeascompleteaspossibleandmayrequireadditionalinformationfromtheProjectTeam

priortothereviewprocess.ChangeRequestFormsareloggedintheChangeLog.

ChangeLog|MicrosoftWord,Sharepoint

Atooltomaintainarunninglogofchangerequests,commentsanddisposition.Itmaybeusedinconjunction

withtheChangeRequestForm.Actionsapprovedthroughtheintegratedchangecontrolprocesswillimpact

otherareas

of

the

Project

Plan

which

should

be

updated

as

part

of

the

process.

MONITORANDCONTROL:PROJECTCHECKPOINTS

Checkpoint#4

EachchangerequestisdocumentedusingaChangeRequestFormandrecordedintheChangeLogforthe

project.TheChangeRequestisreviewedandcomparedtothecurrentProjectBaseline.Afterreviewand

approvalbytheSponsorand/orExecutiveManagementallprojectsdocumentsandtemplatesareupdated

includingtheProjectBaseline.TheupdatedProjectBaselinebecomesthecurrentversionofthebaselineused

bytheProjectTeamandfutureChangeRequests.

PROJECTMANAGEMENTCYCLE:CLOSEProjectCloseoutisthefinalphaseoftheITSPMOProjectManagementStandardProcess.Itensuresthatall

appropriatedeliverableapprovalsarereceivedandthatprojectfilesareupdatedwithinformationgathered

throughoutthelifecycleoftheproject.

ThepurposesofProjectCloseoutaretoformalizethedeliveryofprojectobjectives,updatehistoricalproject

resourcesforfutureprojectuse,andupdateprojectfiles.


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TheprimaryobjectivesofProjectCloseoutare:

AcceptanceofdeliverablesbyStakeholdersandSponsor(s) Updateofprojectfiles Projectorphaseclosuredocuments Documentationofprojectsuccesses DocumentationofprojectLessonsLearned

ProjectfilesupdatedduringProjectCloseoutmayincludeStakeholdernotifications,projectreports,project

presentations,projectrecords(includingemails,memos,andmeetingminutes),feedbackfromStakeholders,

andLessonsLearned.LessonsLearnedaregatheredthroughouttheprojectlifecycle.DuringProjectCloseout,all

LessonsLearnedarereviewedandtheirresolutionisdocumentedbytheProjectTeam.

CLOSE:PROJECTDOCUMENTRESOURCES

Everyprojectrequiresadocumentsignofftoacknowledgeandapprovetheendofworkandprojectactivities.

CloseactivitiesareconductedonadeliverablelevelusingAcceptanceFormsandtheAcceptanceLog. Assuch,

theclose

of

deliverables

can

occur

during

earlier

Project

Management

cycles.

But

the

entire

project

is

closed

onlyattheendandrequiresthecompletedProjectClosedocument.

ProjectClose

ProjectCloseisatooltodocumentthefinalstateoftheprojectanddeliverables,acceptance,conditionsor

contingencies.Scopechanges,LessonsLearned,approvalsandotherprojectdocumentationandtheirlocation

areidentifiedinthereport.

CLOSE:PROJECTDOCUMENTTEMPLATES

Another

aspect

of

Project

Close

is

the

update

of

historical

project

information

for

use

by

future

projects.

The

ProjectManagementClosecycleTemplatesareusedduringtheProjectCloseout.AProjectTeamcloseout

meetingisheldduringwhichtheLessonsLearnedTemplateisalsoreviewedandupdated.

AcceptanceForm|MicrosoftWord,Sharepoint

AcceptanceFormisatoolthatclearlyidentifiesaprojectdeliverableorproductandacceptance/approvalbythe

Customer.

AcceptanceLog|MicrosoftExcel,Sharepoint

AcceptanceLogisatooltomaintainarunninglogofdeliverable/productacceptancefortheproject.Thistoolis

often

useful

in

large

projects

with

phased

roll

outs.

ProjectCloseoutChecklist|MicrosoftWord,Sharepoint

ProjectCloseoutChecklistisatooltoensurethatallprojectactivitieshavebeencompletedandtheprojectis

readyforclose.Itensuresthatallacceptancecriteriahavebeenmet,managementplanshavebeenfinalized

andthatresourceshavebeenreleased.ImportantcomponentsoftheProjectChecklistincludeaformalreview

ofLessonsLearnedaswellasarchivalofprojectdata.


19/38


LessonsLearned|MicrosoftWord,SharePoint

LessonsLearnedisatooltocaptureinformationforusebyfutureprojects.Itmaybecapturedduringproject

executionoratProjectClose.AformalreviewofLessonsLearnedisscheduledaspartoftheProjectClose

checklist.

CLOSE:PROJECTCHECKPOINTS

Checkpoint#5

ProjectCloseoutbeginswhentheSponsorsandStakeholders(orappropriateprojectauthority)acceptthe

projectdeliverablesandestablishedprojectgoalshavebeenmet.AfterreviewandapprovalbytheSponsor

and/orExecutiveManagement,allprojectsdocumentsandtemplatesarearchivedincludingtheProject

Baseline.


20/38


SECTIONTWO:PROJECTMANAGEMENTSKILLAREASCOMMUNICATIONMANAGEMENTProjectCommunicationsManagementincludestheactivitiesandtasksneededtoensureeffectiveStakeholder

andProject

Team

communications.

Communications

can

make

or

break

any

project,

and

it

falls

to

the

Project

Managertoactasabridgebetweenthetechnicalandbusinessneedsofaprojectaswellasnavigatingthrough

organizational,cultural,andphilosophicalneedstoensuretherightinformationreachestherightpeopleina

timelymanner.

BENEFITSOFMANAGEDCOMMUNICATION

CommunicationisanessentialpartofdaytodayUniversityactivity.Communicationisespeciallyimportant

whentheUniversitycommunitywillbeimpactedbyanupcomingchangethataffectsthewaydailyactivitiesare

conducted.TheProjectTeammustprimetheCustomer(ortargetaudience)fortheimpacttheprojectwill

haveinordertoincreaseuseracceptance,preparethemforchange,helpthemunderstandreasonsforit,and

assisttheminunderstandingtheimpacttheprojectwillhaveontheirUniversityactivities.

BENEFITSOFMANAGEDCOMMUNICATIONSINTERNALTEAMCOMMUNICATIONS EXTERNALCLIENTCOMMUNICATIONS Developingcommonunderstanding Gainingconsensus Clarifyingrolesandresponsibilities Providingopportunityforfeedback Providingintergroupcoordination Understandingdetailedworkplan Understandingprojectoperations IssueManagement

Raisingawareness Increasingunderstanding Buildingsupport Encouraginginvolvement Securingcommitment Managingexpectations

COMMUNICATIONMANAGEMENT:DOCUMENTTEMPLATES

SeveralITSPMOdocumenttemplatessupportandareusedaspartofthePMOProjectManagementFramework

aspartofCommunicationsManagement.

StakeholderLog

TheStakeholder

Log

is

used

to

analyze

the

communication

and

distribution

requirements

of

each

Stakeholder.

ThegoalistoensurethatStakeholders,includingtheProjectTeam,areinformedregardingallaspectsofthe

projectrelatedtotheirinvolvementandresponsibilities.UpdatestotheStakeholderLogareusedasinputto

updatetheCommunicationsManagementPlanTemplate.

Toensureeffectivecommunications,identifyallprojectStakeholders.TheInitiatedocumentincludesthelistof

primaryStakeholders.TheProjectTeamshouldusebrainstormingtechniquestocreateanextensivelistthat


21/38


shouldincludebothinternalandexternalStakeholders.Usingthislist,interviewtheidentifiedStakeholdersin

anefforttoexpandyourlistuntilallpotentialStakeholdersareidentified.

ExpandthedetailsinyourlistofeachStakeholderusingtheStakeholderLogTemplate.Fieldsincludedinthislog

include:

GeneralInformationo Name,contactinformation,position,division,officelocation,roleintheproject,internalor

externalStakeholder

Assessmentinformationo Majorrequirements,mainexpectations,potentialinfluenceontheproject,mostimportant

phaseintheprojectlifecycle

VariousprojectreportsanddocumentshelpcommunicateandmanagetheProjectSchedule,progress,and

statustotheStakeholders.Itisessentialtoprovidethisinformationatthecorrectlevelofdetailandtousethe

correct

communication

medium

each

Stakeholder

requires.

CommunicationManagementPlan

TheexpectedresultfromtheProjectCommunicationManagementPlanistoensurethataccurateandeffective

communicationstakeplaceduringtheproject.Theuseofconsistentcommunicationsthrough

documents/templatesandmeetingswillensureacompleteunderstandingfortheentireProjectTeamand/or

endusersrelatedtoeachindividualsrequirements,tasks,andresponsibilities.

ProjectStatusReport|MicrosoftWord

TheProjectStatusReportisatooltocommunicatetheprogressoftheprojectagainsttheProjectScheduleand

costbaselines.

Active

issues

and

risks

should

also

be

discussed

in

the

status

report.


22/38


WHOisyouraudience?

WHAT

dothey

want

to

hear

from

you?

WHENdotheywanttohearit

fromyou?

HOWdoyoureachthem?

ASPECTSOFCOMMUNICATION

Thefollowingareasmustbeaddressedwhendevelopinganeffectivecommunicationmanagementstrategy:

WhoIsTheAudience?

Faculty,staff,andstudentswillbeaffecteddifferentlybyanychangetheprojectcauses.Thefollowing

audiencesmustbeconsideredwhenpreparingcommunication:

EachofyourStakeholders,Clients,andotherProjectMembersneedsadifferentdegreeandtypeofinformation

basedonhowtheprojectchangewillaffectthem.Messagesmustbeuserfriendly,targetedtotheneedsofthe

audience,andwritteninthestyleandatalevelofunderstandingwithwhichtheyarecomfortable.


23/38


WhatDoTheyWantToHearFromYou?

Affectedpartiesshouldbeadvisedofwhytheprojectisbeingimplementedandtheneworchanging

functionalitythatwillbedeployed.Itisimportantthattheyunderstandthatthereisanupcomingchangeaswell

aswhyandhowitrelatestooveralluniversityobjectives.Directlyaffectedusersmustbeinformedofthe

implementationscope,timelines,goals,objectives,andwhattheywillexperience.Wemustmanageuser

expectationso

users

clearly

understand

what

they

can

realistically

expect.

Considerationsforkeymessagesinclude:

Howwillitimpactme? DoIneedtotakeanyaction? Whatwillthenewsystemlooklike? Whatcanitdo? Whatwillchange?When?Why? WhenwillIgetaccess? WhenwillIbetrained? Whywillittakesolong?WhenDoTheyWantToHearFromYou?

Communicationmuststartearlytominimizeanymisconceptionsorincorrectinformation.Keyusersmustbe

involvedintheprojectrightfromthebeginning,butcommunicationcannotendthere.Itmustcontinue

throughouttheentireprojectlifecycle.Timelycommunicationmustbedeliveredtoeachspecificaudience,with

thecorrectmessagetargetedtotheneedsofeachspecificaudience.

Thetimingofmessagedeliverymustbeconsideredtogiveenoughnoticeto

preparetheaudiencesforchange,completeanyactionsrequired,andallow

forapsychologicaladjustmentperiod.Butthemessageshouldnotbe

deliveredtoofarinadvancesothatinterestwanesorthatthemessageis

forgotten.Also,

please

keep

in

mind

that

this

project

may

be

only

one

of

severalotherITchangesbeingimplemented.Wemustensuresufficient

notificationisgiventodepartmentssothattheycancoordinateanyother

changesthatmayalsobeimpactingthem.

HowDoYouReachThem?

Thedeliveryapproachmustbeconsideredforeachuniqueaudience,using

differentstrategiesandmessagesbasedonwhattheyneedtoknow.

Messagesmustbetailoredtothevarioususerslevelsofunderstandingand

knowledge

of

the

project.

Technical

terminology

and

jargon

must

be

minimizedincommunicationmaterial.

Youmustmaintainconsistentpresentationofallcommunicationscirculated

outsidetheimmediateProjectTeam.Thispracticewillgiveeachprojecta

uniqueidentitythatdistinguishesitfromotherprojectsandactivitiesthat

maybetakingplaceatthesametime.

Themostappropriatewaytoreachthetargetaudiencemustbedetermined.Avarietyofmethodsof

communicationshouldbeuseddependingonthemessagetobedeliveredandtheaudiencetowhichitwillbe

Figure3CommunicationincludesinformationsenttoandfromPM


24/38


delivered.Criticalandpersonnelchangesareoftenbestconveyedusingindividualletterstoemployees,whereas

generalprojectupdatesandstrategiescouldbebettercommunicatedviaemail,webpages,usergroup

meetings,etc.Thecorrectbalanceofformalvs.informalanddirectvs.indirect,communicationsisessentialto

projectsuccess.

STRATEGICVS.

TACTICAL

COMMUNICATIONS

Asuccessfulcommunicationsplanenablesthetargetedaudiencetounderstandandtakeactioninatimelyand

robustmanner.Totailorthecommunicationmessageappropriately,youmustfirstdeterminetheintentbehind

thecommunicationanddecideifthemessageisstrategicortacticalinnature.

StrategicCommunications

Strategicformsofcommunicationbroadlyconveyaconceptorplan.Notonlyisthelevelofunderstanding

intendedtobeofageneralnature,buttheaudienceisalsoexpectedtobebroad.

TacticalCommunications

Tacticalformsofcommunicationaremeanttoconveyspecificinformationaboutaconceptorplan.This

targetedcommunicationismeantforuserswhowillbeapplyingthecontentofthecommunicationsmessage

intotangibleaction.Thereforethecontentmustbeclearandconcise.


25/38


COMMUNICATIONMETHODS

Therearenumerouscommunicationmethods;thefollowingprovidesasummaryofthemorepopularoneswith

theadvantagesanddisadvantageslistedforeach.

METHOD ADVANTAGES DRAWBACKS COMMENTSMeetings,Briefings Direct Informative

Interactive Suitableforsensitiveissues,

discussion,decisions

Oftenseenasaninterruptiontowork

Difficulttokeeptoagenda Providesopportunitytoraise

questions,issues,status

updates

Actsasacheckpointamongpartiesforintegrationissues

Workshops Interactive,promotesinvolvement,discussion

Allowsspecificfeedback Encouragesbuyin

Difficulttoorganize Requireslengthyleadtime Returnoninvestmentis

difficulttogaugeandsuccess

isnotguaranteed

Mustcarefullyselectthemixofparticipantsandensure

thesessioniswellfacilitated

andhighlyinteractiveto

maximizeparticipantstime.

Groupsshould

not

be

too

largeandshouldhavesimilar

needs

Roadshows,Demos Interactive,promotesinvolvement

Immediatefeedback Reacheswidetargetaudience Includesconsistent,prepared

messages

Ishighimpact

Difficulttoorganize Requireslengthyleadtime Requirescrediblepresenters

Importanttoinvolveusersandencouragebuyin.Starts

gettingusersaccustomedto

lookofnewsystem,

generalterminology,thereby,

reducinglearningcurve

WebPage/s Consistentmessage Lowcost Paperless Creativeformat

Impersonal Notfortimesensitive

messages

Onewaycommunication Requiresunderstandingand

accessibilitytotechnology

Effectiveforcommunicatinggenericmessagesthatare

nottimesensitiveor

confidential

EmailListserv,MassMail,DepartmentalMailing,ElectronicMailingLists

Consistentpreparedmessage Lowcost Paperless Targetspecificaudiences Immediate

AccessiblevialinkedPConly Easilyignored Allowsforthequickestdisseminationofinformation

acrossmultiplesitesiftarget

audiencehas

required

technology


26/38


ISSUEMANAGEMENTIssuesareunplannedorunexpectedproblemsthatariseduringthecourseofaproject.Issueswilldevelopover

theprojectlifecycle.Issuemethod,means,andefficiencybywhichtheseissuesareaddressedand

communicatedtotheStakeholderswillhelpdetermineiftheprojectremainsonbudgetandontimeorifthere

willbeprojectoverruns.Someissuesmayimpactprojectscope,schedule,cost,resources,integration,orquality

andaregenerallybeyondaparticularprojectworkgroupsauthorityorcapacitytoresolve.

Anissuediffersfromariskinthatanissueisanactualfact,whileariskisaneventthatmayormaynotoccurin

thefuture.TheProjectTeamexecutestheIssueManagementprocessunderthedirectionoftheProject

Manager.IssueswillbebroughttotheattentionoftheProjectManager.

ISSUEMANAGEMENTPURPOSEANDOBJECTIVES

Issuesarealwaysassociatedwithsomedegreeofimpacttotheprojectandthereforeneedtobeassessedand

resolvedinatimelyfashion.ThepurposeofdefiningissuemanagementproceduresistoassisttheProjectTeam

toidentify,assess,monitorandresolveprojectissues.Thisensuresthattheissuesaredealtwithinanorderly

andtimely

manner

while

managing

potential

impact

to

the

project.

TheprimaryobjectivesofIssueManagementare:

CommunicatetheimpactofissuestoappropriateStakeholders Manageeachissueasaconcernfromidentificationtoclosure Alloweachissuetoberesolvedandmonitoredbasedupondirectionfromtheappropriate

authority

AllowlesssignificantissuestobemanagedwithaminimumofoverheadISSUEMANAGEMENTPROCESSANDPROCEDURE

Theinitiation

of

the

formal

Issue

Management

procedure

begins

when

issues

are

discovered.

The

Project

ManagementTeamsupportstheIssueManagementprocess.Thedocumentationandtrackingofallissuesis

managedusingadefinedprocedureandfacilitatedbytheuseoftheIssueReportTemplateandIssueLog

Template.

AnyoneontheProjectTeamcaninitiateanissuebycontactingtheProjectManager.TheProjectManager

reviewstheissueinthecontextoftheprojectmanagementplan.IftheProjectManagerdeterminesthatthe

issueisrelevant,anIssueReportTemplateandtheIssueLogTemplatearecompleted,andtheIssue

ManagementProcessisexecuted.

ThepurposeoftheIssueReportandtheIssueLogistoactasthesourcedocumentsforallthedetailsrelatedto

aspecificissue.TheIssueReportandtheIssueLogaretobeusedforalltypesofissuesorproblemsthatare

encounteredduringtheproject(functional,technical,orprojectmanagementissues).Moreover,theIssue

ReportandIssueLogarethedocumentsthathousethehistoryoftheissue,sotheycanprovidealltheactivities

thathavehappenedduringtheissuelifespanfromidentificationtoresolution.


27/38


Ownershipfortheissuefallsupontheparticularresource(s)assignedtoitsfulfilment;itistheirresponsibilityfor

themaintenanceoftheissue.Toensurevisibilityoftheoverallissuemanagementprocess,theProjectManager

ischargedwithproperlydocumentingtheissueswithintheIssueReportandIssueLog.

TheProjectTeamhasregularlyscheduledmeetingsonafrequentbasisandmeetingswithStakeholdersthat

includeissue

discussion

as

an

agenda

topic.

Within

these

discussions

the

Team

provides

greater

details

and

the

ProjectManagerleadsdiscussionofeachopen,deferred,orinprocessissue.Thestatusofeachnonclosed

issueisreviewed/determined(open,closed,deferred,orinprocess),andfollowonactivitiesarescheduledas

appropriate.ISSUETYPES

IssuetypesaredeterminedwhentheIssueReportandIssueLogiscreatedorupdated.

ORDER/TIMINGOFESCALATIONFORISSUES

OncetheIssuehasbeenidentified,documented,andassignedtheresolutionandescalationprocessbegins.The

personassignedtotheissueisresponsibleforensuringthatallavailable/appropriateinformationisprovidedfor

theissueonatimelybasis.Generallyspeaking,informationshouldbegatheredfortheprojectmeetingas

determinedbytheProjectManager.TheProjectManagerwilldetermineatimeframeforresolutionofhigh

priorityissueswithinthecontextoftheproject.

Whenresolutionofanissuerequiresachangetothescope,schedule,orcostoftheproject,theChange

Management/ControlProcessmustbefollowedtocontrolandimplementtheresolution.

ISSUEASSESSMENT

UsetheIssuePriorityMatrixtoidentifytheimportanceofaspecificissuewithregardtoitspriorityandpotential

negativeimpactontheproject.Anissuewithhighseverityandhighpriorityisanurgentandcriticalissue;itmay

causetheprojecttostopuntiltheissueisresolved.Incontrast,iftheissueisrankedasmediumseverityand


28/38


mediumpriority,monitoringtheissuemanagementprocessshouldbesufficient.Lowseverityandpriorityissues

maybehandledoutsidetheissuemanagementprocess.

Issueseveritywillnotchangeoverthelifeofanissue,buttheprioritycanbeadjustedupwardastimepasses

withoutaresolution.Forexample,anissuemayhavehighseverityifnotresolved,butitsprioritymaybe

mediumbecause

there

is

enough

time

to

resolve

it.

However,

ifthe

issue

is

not

resolved

in

time,

it

may

become

highpriority.

ISSUEMANAGEMENTTRACKING

Tofurtherdefinetheissuemanagementprocess,eachissuewillbetrackedthrough:

STEP STEPPURPOSE ACTIONS RESPONSIBILITY Initiate identifyanddocumentthe

issue Identifytheissue.ReporttheissuetotheProjectManager. ProjectTeamMember

Validate verifytheissueisvalidand

requiresmanagement

IdentifymemberoftheProjectTeamastheissueowner(s).

Validate/investigateissuewithProjectTeammembersasappropriate.

ProjectManager

Analyze assesspriorityandseverity

andassignresponsibilityto

investigatealternatives

AnalyzeurgencyandimpactofissueandupdatetheIssueReportwiththeanalysis.

ProjectManager

Assignresponsibilitytoinvestigatetheissueandactionalternatives.

UpdatetheIssueReportwiththeassignment. IssueOwner

Plan investigateandrecommenda

courseofaction

Investigate,recommendthebestapproach,andestimatetheefforttoresolvetheissue.

Escalateunresolvableissues.UpdateIssueReportwithfindings,

recommendations,orotherinformation.

IssueOwner, AssignedTeam Member

Control decideonacourseofaction Reviewtherecommendation.Approvetherecommendation,identify

alternativeaction,orescalatetheissue.

Initiateachangerequest,ifrequired.Assignthetaskofimplementingtheresolution.UpdateIssueReportwithdecisionand

assignmentinformation.

ProjectManager

Monitor executeandmonitor

implementationofthe

approvedcourseofaction

TrackIssueResolutionatStatusmeetings.CommunicateissuestatustoProjectTeam

members.

ProjectManager

Close verifythatactioniscomplete,issueisresolved,andclose

issue

Verifythatissueisresolved.Recordissueresolutionandthedecision

maker(s)

MakeanyplanchangesnecessaryUpdateBudgetifChangeControlwithbudget

impactisapproved.

CloseinIssueReportwithresolutionactionontheIssueLog

ProjectManager


29/38


SCOPEANDTIMEMANAGEMENTProjectScopeandTimeManagementincludesdefiningtheworkrequired(andonlytheworkrequired)and

developingthescheduletocompletetheprojectsuccessfully.ThehighlevelscopestatementisincludedintheProjectInitiatedocumentandisdetailedtothenextlevelintheProjectCharter.

ScopeManagementcontinuestheprogressiveelaborationprocessbycollectingdetailedrequirements,defining

scope,dividingtheprojectdeliverablesandprojectworkintosmaller,manageablecomponents,gaining

acceptanceforthescope,monitoringtheprojectscope,andmanagingchangestothescopebaseline.Upon

finalizationofthedetailedworktobecompletedfortheproject,aProjectScheduleisdevelopedandproject

activitiesaremanagedtothisschedule.

Itisimportanttonotethatnormally,especiallyinanInformationTechnologyenvironment,eachproject

typicallydealswithmanagingboththeprojectlifecycleandtheproductdevelopmentlifecycle.Project

Managementfollowsalifecyclethatdefineshowtobringtheprojectfrominceptiontoclose.

TheproductdevelopmentlifecycleinanITenvironmentdefineshowtobringtheproduct(s)frominceptionto

operationaldelivery.ThedevelopmentlifecycleforanITproducttypicallyincludesfunctionaldesign,technical

design,technicalbuild,testinganddeployment.TheProjectSchedulewillembodyactivitiesinboththeproject

managementlifecycleandthedevelopmentlifecyclefortheproductstobedelivered.Thiswillimpacthowthe

milestonesandworkpackagesaredefinedandtranslatedtothescheduletoproducetheprojectdeliverables.

Changes(additionsorremovals)totimeframe,requiredscopeand/orbudgetaremanagedusingtheIntegrated

ChangeManagementprocess.

Theprimaryobjectivesofprojectscopeandtimemanagementare:

Collectdetailedprojectrequirements Scopedefinition Detailedbreakdownofprojectwork Identificationofactivitiesandtheirsequence Activityresourceanddurationestimates Schedule GatereviewofprojectdeliverableswithCustomerorSponsor Managingchangestoscope Controloftheschedulebymanagingchanges.

ProcessescompletedinscopeandtimemanagementprovidethebasisfortheProjectSchedule.TheProject

Scheduleis

normally

prepared

using

Microsoft

Project

or

an

Excel

spread

sheet

of

tasks

and

associated

estimatesaswellasstartdatesandenddatesforeachtask.

AbaselineiscreatedandprojectprogressisthenreportedagainstthisbaselineandtheactualProjectSchedule.

PeriodicbaselinesarerecordedtotrackchangestotheProjectScheduleasmanagedthroughtheIntegrated

ChangeManagementprocess.


30/38


COLLECTDETAILEDPROJECTREQUIREMENTS

Toolsnormallyusedtocollectrequirementsincludeinterviews,focusgroups,facilitatedworkshopsand

prototypes.Requirementsdocumentationshouldinclude:

Businessneedaddressed Functionalrequirementsdescribingthebusinessprocesses,informationandinteraction.Thesemaybe

gatheredindocumentationorflowchartform.

Otherrequirementssuchasserviceexpectations Qualityrequirements Acceptancecriteria Impacts Supportandtrainingrequirements

SCOPEDEFINITION

DevelopmentoftheScopeDefinitionbuildsuponmajordeliverables,assumptionsandconstraintsprovidedin

theProjectCharter.TheProjectManagerusesexpertjudgmenttoanalyzeinformationneededtodefinescope.

UsingtheStakeholderLog,theProjectTeamidentifiesandinterviewsStakeholdersthatcanprovidedetailed

requirementsandmilestones.Thesearethendefinedanddocumented.

DETAILEDBREAKDOWNOFPROJECTWORK(WBS)

AtthispointStakeholdersaswellasotherresourceswithintheorganizationsuchassubjectmatterexperts,

otherunitswithinUNCaswellasoutsidesourcessuchasconsultantsarecontacted.

Usingthedetailedrequirementsandmilestonesadetailedbreakdownoftheprojectworkandsubdivisionof

theproject

into

actionable

components

is

performed.

Often

aWork

Breakdown

Structure

(WBS)

is

utilized

to

facilitatethisprocess.EachleveloftheWBSprogressesfurtherintothedetailedactivitiesthatsupportthe

higherlevelactivities.Detailedbreakdownoftheworkprovidesamoreconciseidentificationandtherefore

estimationofprojectactivities.

IDENTIFICATIONOFACTIVITIESANDTHEIRSEQUENCE

Onceprojectactivitiesarebrokendowntotheirlowestlevel,allactivitiesrequiredtoproducetheproject

deliverablesareidentifiedasworkpackages.Workpackagesarefurtherbrokendownintoactivitieswhichcan

besequencedandestimated.

ACTIVITY

RESOURCE

AND

DURATION

ESTIMATES

Activityresourceestimatescanbedeterminedbyusingavarietyoftools.Theseincludeexpertjudgment,

bottomupestimatingandtypesofestimatingsoftware.Onceresourceestimatesaredetermined,resource

typesandtheiravailability,numbersofresourcesandtheresourcecalendarcanbeusedtoestimatedurations.

SCHEDULE

TypicallyaschedulingtoolsuchasMicrosoftProjectisutilizedtodeveloptheschedule.Activitysequences,

durations,resourcerequirementsandschedulingconstraintsareutilizedasprojectactivities,activitydurations


31/38


andresourcesaremappedintotheschedulingsoftware.TheProjectScheduleconsistsofprojectactivity,

plannedstartandfinishdatesforeachactivity,milestonedates,resourceestimatesandresourcenames.

REVIEWOFPROJECTWITHCUSTOMER/SPONSOR

UsingtheexpectationsintheProjectInitiatedocumentandtheProjectCharter,adetailedreviewbetweenthe

ProjectCustomerorSponsorandtheProjectTeamisperformed.ThedetailedProjectSchedule,ProjectPlan,requirementsanddeliverablesarereviewed.

IftheProjectInitiatedocumentandtheProjectCharterarenotinagreementwiththedetailedProjectSchedule,

ProjectPlan,requirementsanddeliverablestheprojectCustomerorSponsorwillneedtoapprovechangesto

theProjectInitiatedocumentandtheProjectCharter.Withoutthisagreementtheprojectcannotmove

forward.OncetheProjectInitiatedocumentandtheProjectCharteragreewiththedetailedProjectSchedule,

ProjectPlan,requirementsanddeliverablestheprojectwillmoveforward.

PROJECTSCOPEBASELINEISCREATED

Afterthe

Project

Customer

or

Sponsor

agrees

with

the

detailed

Project

Schedule,

Project

Plan,

requirements

and

deliverablesandtheProjectCharterisinagreement,aprojectbaselineiscreated.TheProjectPlanwillbe

updatedwiththebaseline.Atthispointanychangestotheprojectscope,budgetortimelinewillrequirea

ChangeRequest.

PROJECTSCOPEANDSCHEDULEMANAGEMENT

Usingtheagreedbaseline,theProjectManagerandtheProjectTeamworktoensureprojectscope,including

theschedule,isalignedwiththebaseline.PerformancereportskeeptheStakeholdersapprisedoftheprojects

status.

RECOGNIZINGPROJECTSCOPECHANGE

IfanactivityisnotlistedintheapprovedProjectCharter,itindicatesascopechange.Scopechangesare

commonlyrequestedas:

Formalclientrequests:TheClientmakesaformalrequestforanadditionalfunctiontobeincorporatedintotheprojectafterthescopehasbeendefinedandapproved.

Informalclientrequests:TheClientmaymakeaninformalrequestforadditionalfunctionalityorprocess.

ProjectTeamsuggestions:ThesescopechangesrepresentfunctionsintroducedbyaProjectTeammemberthatinvolvedesign,build,orotherfeaturesnotincludedintheProjectCharter.

ProblemReports:Thesechangesaretheresultofasystemissueorproblemresolutionreportthatidentifiesnoncompliancetobusinessrequirementsordetaileddesigndocument.Problemreportswill

usuallyresultinachangerequest.

OperationalIncidents:Operationalincidentswillariseduringtheprojectlifecyclethatmaydirectlyimpactthetimeline,scope,orresources.Operationalincidentsmustbereviewed,estimated,and


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approvedbymanagement.Someissuesmayresultinaprojectchangerequest,andothersmaybe

addressedthroughtheOperationalChangecontrolprocess(SMC/Remedy).

ControllingProjectScopeChanges

Three(3)stepsarenecessarytocontrolscopechanges:

1. Properplanningandscoping2. Agreementfromtheprojectapprovers3. Formalchangecontrolprocess

PROPERPLANNINGANDSCOPING

Properplanningandscopingentailscompletelydefining theproject/product in theProjectCharter.Most

projectsspecificationsdefinethelevelofdetailthatallowsallprojectgroupstoperformtheirreviewsand

assessmentsproductively.Theprojectscopedefinestheprojectsoutput.

FORMALCHANGE

CONTROL

PROCESS

Projectsarenever static.Changesare tobeexpected during project lifecycle.A formalprocesshas been

establishedtoensureallprojectchangesareidentifiedandmadeinanorderlymanner.

Asprojectchangerequestsaremade,achangecontrolprocess isnecessarytoconfirmthatthe following

occurs:

Onlynecessarychangesaremade. Changesarecommunicatedtoallaffectedparties. Changesthatinvolveprojectscopecost,schedule,orresourcesarecapturedandapproved,andthe

projectdocumentationisupdated.

Changes

are

implemented

in

an

orderly

fashion.

INTEGRATEDPROJECTCHANGECONTROLPROCESS

ProjectChangeControlensuresthattheProjectTeamhasaprocesstorequestchangeswhileensuringthata

consistentprocessisfollowedtodeterminetheoutcomeofeachrequest.EnsuretheTeamunderstandsthe

ChangeControlpurposeanditsimportancetotheproject.

IdentifytheChangeControlParticipants. ChangeRequestorCustomerorProjectTeam ChangeAuthorizers(ProjectManager,ProjectSponsorand/orITSExecutiveManagement)

ReviewtheChangeControlProcesswiththeProjectTeam. ProjectManagercompletesandsubmitstheChangeRequestForm. ProjectManagersubmitstheChangeRequestFormviaemailtoProjectTeam,ProjectSponsor,

and/orITSExecutiveManagement.

ConductChangeRequestreviewmeetingsforChangeDecision.


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ProjectManagerwillscheduleameetingwiththechangerequestapproverstoreviewtheproposedchangewithinfive(5)businessdaysofemailsubmission.Allcriticalchangerequestsmustbeacknowledgedandstepstakentowardsresolutionwithinfive(5)workingdays.

ProjectManagerwillasktheauthorizerstosigntheChangeRequestFormanddocumentthedecision.

ProjectManagerwillupdatetheProjectPlan,changerequestlog,andotherappropriatedocumentationbasedonthechangerequestdecision.

TrackChangeRequests. Whenchangerequestsaremade,regardlessoftheirdisposition(approval/rejection),theyare

enteredintotheChangeRequestLogandtheirdispositionistrackedtoprojectcompletion.

When/ifthechangerequestisaccepted,thetasksandactivitiesrequiredtoexecutethechange

areenteredintotheProjectPlan.

TheProjectManagerupdatestheProjectPlanwiththenewactivitiesandtasks,ascreatedbythechangerequest,andadjuststheProjectSchedule,plans,dates,deliverablesand

dependencies.

Log

the

change

request

into

the

projects

Change

Request

Log

and

tracks

the

change

through

taskcompletion.

COSTMANAGEMENTTheCostManagementprocessincludesestimating,budgetingandcontrollingcostssothattheprojectis

completedwithintheapprovedbudget.CostManagementconsidersStakeholder

requirementsforcapturingcosts,thecostoftheresourcesneededtocompletetheproject,

andtheeffectthatprojectdecisionshaveontheoverallcostoftheproject(including

recurringcostofmaintainingandsupportingtheproduct,serviceorresultoftheproject).

Thepurpose

of

Cost

Management

is

to

ensure

that

the

project

delivers

the

expected

Return

onInvestment(ROI)calculatedforjustificationoftheproject.Althoughatprojectinitiation

theseestimatesmaybehighlevel,throughprogressiveelaboration,thebudgetnumbers

willbecomemoreaccurate.Costthresholdsareestablishedduringcostmanagement

planningthatdrivetheneedforactionwithintheprojectifcostsexceedthesethresholds.

INTEGRATEDCHANGECONTROLTheIntegratedChangeControlprocessisusedforrequesting,reviewing,approving,carryingout,andcontrolling

changes

to

the

project's

deliverables.

The

Integrated

Change

Control

Process

becomes

effective

immediately

aftertheProjectCharter(fromtheProjectManagementCyclePlan)hasbeensignedandremainsineffectuntil

ProjectCloseissigned.

Aprojectwilllikelyundergochanges;theProjectManagercontrolsthechangestomanagetheimpacttothe

ProjectPlan,budget,andimplementationschedulethroughthechangecontrolprocess.

Somechangeswillbeunavoidableinstanceswherechangeshavetobemadetocomplywithlegalor

federal/stateregulations;policychanges;regulatoryrequests;changesinthebusinessdirection;orsituationsin


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whichtechnologymaydictateachange.Othernonessentialchangescanbeavoidedthroughmanagementofa

formalchangecontrolprocessasitprovidesforreviewandapprovalofeachrequestedchange.

CHANGETYPES

TheframeworkaddressesProjectChangeManagement(ChangeControl),butitisimportanttounderstand

differentchangemanagementtypesasallcouldimpactyourproject.

OrganizationalChangeManagement

OrganizationalChangeManagementencompassesallactivitiesaimedathelpinganorganizationsuccessfully

acceptandadoptnewtechnologiesandnewwaystoserveitsCustomers.Effectivechangemanagement

enablesthetransformationofstrategy,processes,technology,andpeopletoenhanceperformanceandensure

continuousimprovementinaneverchangingenvironment.Acomprehensiveandstructuredapproachto

organizationalChangeManagementiscriticaltothesuccessofanyproject/orbusinesschange.

OperationalChange

Management

Theoverridingthemeofeffectiveoperationalchangemanagementiscommunication.ITgovernancestructure,

changeandconfigurationmanagementprocesses,andsupportingtoolsservetoensuretheintegrityofthe

infrastructurebaselineandthesystematiccommunicationofchangestothatbaseline.Integrationofchange

controlwithIncidentManagementprocessesfosterscommunicationofservicedisruptioninformationtothose

responsibleandaffected.

InformationTechnologyServices(ITS)hastwoformsofoperationalchangemanagement.

1. TheServiceManagementCouncil(SMC)isthegroupthatcoordinatesandcommunicateschangeshappeningtothesystemsbaseline.ThegroupmeetsweeklyandhasacalendarthatkeepstheTeam

informedregardingimpendingchanges.Ifyouhaveanoperationalchangebeingintroduced,itisthe

ProjectManagement

Teams

responsibility

to

update

the

calendar

as

to

what

the

change

is

and

when

it

ishappening.Itisalsoimportanttohavesomeone(suchastheProjectManager)attendthemeetingto

discussthechangeandansweranyquestionsthatmaycomeup.Ensuringthegrouphasacontactname

todiscussanyconcernsorupdatesiscritical.Presentingthechangeasearlyaspossibleisalwaysbest.

2. TheRemedyChangePlanapplicationsupportsalloperationalchangerequestsandthenotificationofchanges.AnychangetothebaselineoftheITSinfrastructureandapplicationsneedstohaveaRemedy

ChangePlancompletedandapprovedthroughtheworkflowprocessembeddedintheRemedy

application.

Changemanagementcanbeachievedthroughuseofrequestformsandlog.Itisimportanttodocumenteach

changerequest,andtotrackthosechangerequests,inordertomanagechangethroughthelifeofyourproject.


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RISK

Riskisaneventorconditionthatmayoccur

withimpacttoatleastoneprojectobjective.

Acausemaybearequirement,assumption,

constraintorconditionthatcreatesthe

possibilityofpositiveornegativeoutcomes.

Risksareassessedaccordingtothepotential

impacttotheprojectandtheprobabilityof

theiroccurrence.

A

risk

may

also

occur

due

to

the

environment

inwhichtheprojectisoccurringi.e.immature

projectmanagementpractices,concurrent

multipleprojectsordependencyonexternal

resourcesforprojectcompletion.

Aprojectcontingencyplaniscreatedtodeal

withunknownrisksthatmaybecomeknown

astheprojectcontinues.

RISKMANAGEMENTRiskmanagementisusedtodefineuncertaintyinaproject

andtoplanforactionstoaddresstheeventorcondition

shoulditoccur.Riskmanagementembodiesamethodology

thatdefines

the

tools

and

data

sources

to

be

used

for

risk

management.Datasourcesforriskmanagementincludethe

scopestatement,costmanagementplan,schedule

managementplan,communicationsmanagementplanaswell

asexistingconditionsandprocessesthatmayimpactproject

success.

Yourprojectsriskmanagementplanincludesthefollowing

steps:

1. Identifyhighlevelrisk2. Identifyprojectrisks3. Assessriskprobabilityandimpact4. Prioritizerisks5. Planriskresponses6. Managerisk

HIGHLEVELPROJECTRISK

HighlevelrisksshouldbeidentifiedbytheProjectSponsor

andProjectManageratthetimethattheProjectCharteris

prepared.Probabilityandimpactforeachriskshouldbe

assessedandprioritydocumentedintheProjectCharterfor

considerationduringprojectapproval.Iftheprojectcarries

significantrisks

from

its

inception,

these

risks

should

be

reviewedandconsideredasapartoftheprojectapproval

process.Ifsignificantrisksareidentified,theyshouldbe

reviewedbythegroupapprovingtheprojecttodetermineif

theseriskscanbemitigatedorotherwiseassignedpriorto

beginningtheproject.Highlevelrisksmaybesubstantial

enoughtocausetheprojecttobestopped.

IDENTIFYPROJECTRISK

ProjectrisksareidentifiedbyProjectSponsorsandStakeholders.Riskidentificationisaniterativeprocess.ARisk

IdentificationWorkshopisscheduledduringprojectplanningtoreviewprojectriskmanagementprocessandto

developthe

initial

Risk

Log.

The

Log

is

then

reviewed

routinely

throughout

the

project.

Identification

of

risks

shouldbeconsistentacrossriskssothatriskscanbecompared.

ASSESSRISKPROBABILITIESANDIMPACTS

TheRiskPriorityMatrixisusedtoassessrisks.Thereisalwaysameasureofriskandconsequencesassociated

withbusinessdecisions.Dependingontheprojectstructure,risksareidentifiedeitherduringaRiskWorkshop

orongoingriskreviews.TheProjectManagerandtheProjectTeamwilldraftmitigationplans.


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Stakeholders/Sponsors/ProjectManager/Teamwillidentifytheprobabilityandimpacttotheprojectassociated

witheachrisk.TheProjectManagerwillassigntheownersofeachriskandreviewtheRiskLogandplanwiththe

riskownersandProjectStakeholderstogainapproval.

Thebasicstepsforassessingriskprobabilitiesandimpactareasfollows:

1. Identifyrisktoassess2. Determinetheriskprobabilityandnoteitonthematrix(low,medium,orhigh)3. Determinetheriskimpactandnoteitonthematrix4. Notethepointsofintersectionwithprobabilityandimpact5. Ifpointsareadjacent,usethehigherrating

Wherethepointsofintersectionfall,inlow,medium,orhigh,indicatestheactionneeded. Low/greendoesnot

requirearesponseplan,butbothmedium/yellowandhigh/red,dorequirearesponseplan.

PRIORITIZERISKS

Thereviewofeachrisk,andthefinalagreementandjudgmentoftheleveloftheprobabilityandimpactofeach,

needstobemadebythewholeTeam.Ifyoudonothaveconsensus;determineusingtiebreakerrules.

DeterminetheintersectionoftheProbabilityandImpacttofindyourRiskpriority.

IfyourProbabilityandImpactareimmediatelyadjacenttooneanotheronthematrix,thehigherPriorityshould

beassigned.

Figure4:exampleRiskPriorityMatrix


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PLANRISKRESPONSES

RiskprioritiesareupdatedintheRiskFormtotheRiskLog.Foreachriskthatrequiresaresponse,thestrategyis

plannedby

the

Project

Manager,

Project

Team

and

Stakeholders.

Risk

strategies

exist

for

negative

and

positive

risks.

NegativeRiskStrategies

AvoidchangetheProjectManagementPlantoavoidtherisk.ThisresponseshouldinvokethechangemanagementprocesstochangetheProjectManagementPlan.

Transfershiftthenegativeimpactofthethreatandtheownershipoftheresponsetoathirdpartysuchasaconsultant.

Mitigate reducetheprobabilityorimpactoftherisktoanacceptablelevel. Accept documentthestrategywithnochangestotheProjectManagementPlantodealwiththe

risk.TheriskcanbedealtwithbytheProjectTeamwhen/ifitoccursorcontingencycanbeidentified

to

address

the

threat

should

it

occur.

PositiveRiskStrategies(Opportunities)

Exploitstrategytoensurethattheopportunityisrealized. Shareallocatesomeoftheownershiporopportunitytoathirdparty. Enhancestrategytoincreasethepossibilityorpositiveimpactoftherisk. Acceptstrategytobewillingtotakeadvantageoftheopportunityifitcomesalong.

MANAGERISKS

Risksaremanagedthroughoutthelifecycleoftheproject.Risksarereassessedroutinelyinregularlyscheduled

RiskWorkshops.DuringRiskWorkshops,newrisksmaybeidentified,existingrisksareassessedandrisksare

closed.

BasicmethodologyforriskmanagementwillbeimplementedviatheRiskFormandRiskLogtemplates.Through

thesedocumenttemplates,risksareidentified,prioritizedandriskresponseplannedanddocumented.

ProbabilityandImpactmatricesprovidedonpage35areusedtoprioritizerisks.

LESSONSLEARNEDThepurposeoftheLessonsLearneddocumentistocapturetheprojectsLessonsLearnedinaformaldocument

foruse

by

Project

Managers

on

similar

future

projects.

The

ITS

Lessons

Learned

encompasses

teamwork

and

Documents

Framework PMO Best