Project Startup

IS&T Project Management Methodology

Project Management MainProject InformationLinks to Key Svc ProvidersITAGProject IDNew Project IDProject PriorityHigh, Medium, LowData WarehouseProject NameNew Project NameNotebook URLInfrastructure ApplicationsTelecom & Network Installation SvcsProject ManagerManager's NameProject Start Date1-Jan-2004Data Center Operations ServicesPhone NumberManager's PhoneProject End Date16-Nov-2004Server Operationse-MailManager's e-MailVM System ServicesStatus Report Date25-Jan-2015Training & PubsSponsorSponsor's NameSoftware Release TeamPhoneSponsor's PhoneComputing Help Deske-MailSponsor's e-MailFinance TeamCommunications TeamUsability TeamProject ChecklistsProject TemplatesLinksPM FrameworkPM GlossaryIS&T Home PageIS&T Project ManagementProject Management InstituteMicrosoft Project Home PageProject Guidelines

Project Control BookProject StartupProject PlanningSponsor InitiationQuality AssuranceTransition PlanningProject CloseoutManaging IssuesReporting StatusManaging ScopeScope and DefinitionProject Scope ChangeStatus ReportGreen Light ReportGantt ChartActivity ListRisk ManagementIssue LogResource PlanningCommunication MatrixProject RolesUsing This ToolPMM FrameworkUnder ConstructionPM FrameworkPM GlossaryIS&T Home PageIS&T Project ManagementProject Management InstituteMicrosoft Project Home PageITAGData WarehouseVM System ServicesComputing Help DeskUsability TeamTraining & PubsCommunications TeamInfrastructure ApplicationsTelecom & Network Installation SvcsData Center Operations ServicesServer OperationsSoftware Release TeamFinance Team

PM FrameworkIS&T Project Management Framework

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CHECKLISTS ---->Project Checklists

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Project Startup ChecklistProject Startup Checklist"No" items require attentionQuestionsYesNoN/ANotesProject Identification1Has the business need been identified2Is there a consensus that there is a business imperative / sense of urgency3Is there a project sponsor or their designee identified4Is there a client business project manager assigned to the project5Is there a list of defined goals and objectives6Is there a cost benefit analysis7Is there a pre-determined end date8Is there a budget for the project9Is there a CSET Technical Lead assigned to the projectSponsor Engagement1Has a project ID and name been assigned and entered in the IT Work Database2Is the role of the project sponsor known and understood3Does the sponsor agree to the role4Does the sponsor understand the project manager's role5Does the sponsor understand the way this project will be managed (e.g., governance)6Is there a plan to track tasks and activities7Are there defined criteria for how to stop a project8Has a steering committee been formedDetermining Project Scope and Definition1Are the business requirements documented2Is there a defined list of items in scope3Is there a defined list of items out of scope4Are there defined measures for project success5Are there defined completion criteria to initiate the closeout process6Is there a defined risk and issue escalation process7Is there a known list of risks and issues before starting8Is there a known impact/conflict with other projects9Have you initiated contact with required CSET service providers10Can all work be done by BU personnel11Are resources identified and available/scheduled for the project12Will the existing hardware/infrastructure support the expected transaction volume13Is the existing hardware sufficient to support this project14Are the existing software licenses sufficient for this project15Have the changes / additions to business processes been identified16Have all assumptions been identified and documentedOrganizational Change Management / Training / Communication1This project will not force users to change the way they work (e.g., change mgmt)2Have you initiated contact with the TTC/HR3Have you initiated contact with Help Desk/Post support4Is there a defined communication plan for the project5Is there a schedule for status reporting to occur6Is there a schedule for reqular sponsor and project manager meetings7Is there a schedule for steering committee meetings8Is the sponsor or designee responsible for external communications9Is there a plan for closing out the project

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Project Planning ChecklistProject Planning ChecklistNo items require attentionQuestionsYesNoN/ANotesPrepare and Planning1Have you completed the project initation checklist2Is there a list of pre-determined dates and activities that must be met3Have you identified dependencies and sequencing of deliverables and milestones4Have you reviewed all the checklists and scheduled activities accordingly5Does each deliverable/milestone have start and end dates6Do your duration estimates reflect historical experience7Does your project timeline include enough slack for project risks8Does your project timeline include slack for vacations, administration, etc9Do you have commitments from other teams/vendors to meet the delivery schedule10Is there an responsible person assigned for every deliverable/milestone11Have you entered everything you are going to track on the appropriate template(s)12Has your sponsor signed off on the planResources1Do you have the appropriate personnel allocated to the project2Are the key project team members allocated full time3Will the project team have the appropriate skills to execute the plan4Do you have the appropriate hardware and softwareGeneric Software Development Life Cycle (SDLC) Phases/TasksProject PreparationScope and DefinitionResource PlanningProject Plan CreationRisk AssessmentDesignFunctional RequirementsArchitecture RequirementsTechnical RequirementsInterface ReqiurementsReporting RequirementsUsability TestingTesting StrategyTraining and Knowledge TransferDevelopmentSolution DevelopmentUnit / Functional TestingTestingSystem / Integration TestingUser Acceptance TestingParallel TestingVolume TestingProduction RolloutTrainingData ConversionGo LivePost Implementation SupportHelp Desk / Level 1 supportTransition to Supporting organization

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Sponsor ChklstSponsor ChecklistQuestions to help you engage with your sponsorNo items require attentionQuestionYesNoN/ANotesProject Outcomes1Are the outcomes for this project clearly understood by all key stakeholders2Are the outcomes clearly defined3Are the benefits clearly identified4Are the benefits measurable5Is it possible to define ALL deliverables6Are all changes defined (such as changes to operations & business procedures)7Thinking about similar Projects weve managed before, are these outcomes realizableProject Scope1Are we clear about the scope of this project2Is there a list of the projects that are interdependent with this project3Is there a list of Organizational units/groups that could impact, or be impacted by, this project4Is there a list of all the external activities or events which may be interdependent with this project5Is the project scope likely to remain the same during the life of the projectStakeholders1Have all stakeholders been identified2Have stakeholders accountabilities been defined AND agreed upon3Have all key stakeholders explicitly bought into this project4Are all areas, groups and individuals properly committed for this projectManaging the Project1Are we clear about how we will manage this Project2Is there a list of items that are unique to the business or technology that may impact this projectWhat We're Producing1Are we clear about what needs to be produced during all phases of the project2Is it clear who is responsible for producing which deliverableMilestones and Time Frames1Have all milestones been defined2Are these milestones realizable (rather than looking good on paper)3Has a schedule been producedResourcing1Are business resources required and identified1aIs there a resource plan1bAre realistic resourcing assumptions stated2Are resources realistically allocated for this project3Is any component of the project to be sourced by another group within IS&T, external to IS&T, or third party vendorRisks1Has a risk assessment been carried out2Has the probable impact of risk been defined3Is there a documented risk mitigation strategy

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QA ChklstDeliverable and Quality Assurance ChecklistNo items require attentionQuestionsYesNoN/ANotesFormal Deliverables1Is there a defined list of deliverables for the project2Could any of the deliverables be modeled from previous intellectual capital3Does each deliverable have a brief definition of purpose and content4Does each deliverable have a target date and person responsible5Is there a schedule for internal and external review of deliverables6Has this review process been factored into the project plan7Is there time in the project plan to address corrections to the deliverable(s)8Is there a process to document and track changes to deliverable documentsSignoffs1Is there a formal review and signoff process2Does the sponsor understand this process3Is the sponsor willing to formally sign off on all deliverables4Is there an escalation process if deliverables are not signed off timely5Is there a signoff process for appropriate IS&T service teams on deliverablesTesting and Assurance1Is there a documented plan for:1aUsability Testing1bUnit / Functional Testing1cSystem / Integration Testing1dUser Acceptance Testing1eParallel Testing1fVolume Testing2Are there documented test cases / scripts3Is there a process to document and control testing issues4Is there time in the plan to address testing issues


Transition ChklstTransition ChecklistNo items require attentionQuestionsYesNoN/ANotesTraining & Knowledge Transfer1Is there a defined training plan2Have user roles been defined3Have the people requiring training been identified4Is there a technical training hardware/software environment needed5Are there training scenarios identified6Is there training data defined7Have training materials been developed and tested8Is there a training catalog and schedule created9Have trainers been committed and trained10Have training rooms been scheduledDocumentation1Is there a defined template for system documentation2Have documentation resources been committed3Is there a strategy for version control4Is the documentation going to be available via the web5Is the documentation available to create training materials6Are there resources and a process for maintaining documentationPost Go-Live Support1Is there a go / no-go decision document2Has a post support plan been developed and approved3Have resources been committed to support4Is there an escalation process in place to resolve issues5Are there expert team resources to help users with process questions6Is there a production support team to help with technical problemsTransition to Support Organization1Is there a documented transition plan2Does the sponsor understand the criteria for accepting the system3Is a support organization identified and are they trained4Is there a project closeout meeting planned5Is there a catalog of future requirements6Has the sponsor signed-off and accepted the system


Proj Closeout ChklstProject Closeout ChecklistNo items require attentionQuestionsYesNoN/ANotesFinal Task Check1Was the go-live event successful2Are all go-live issues resolved3Have help desk support requests returned to normalized levels4Is User training completed5Is there a plan to sunset existing legacy applications/hardware/software6Has the IT Work database entry been marked complete7Have the project team appraisals been completed8Has the Sponsor closeout/satisfaction interview occurred?Accounting Closout1Has all vendor time been billed2Have all vendor contracts been paid3Have vendor staff been released from project4Have internal team members tranistioned off of project5Have final project financial statments been completed6Have funding sources been reconciledFinal Reports1Have you completed updating the project plan2Has lessons learned analysis been completed3Has intellectual capital been prepared and cataloged for re-use4Have future phases/additional functionality requirements been documented5Has final project report been completedSignoffs1Has internal signoff on project closeout occurred2Has sponsor signoff on project closeout occurred3Has financial reports signoff occurred* Please provide feedback to the Project Management Methodology Team regarding your expeirence with the tools and areas for improvement.


TEMPLATES ---->Project Templates

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Project ScopeProject Scope and DefinitionProject Name: New Project NameProject Manager: Manager's NameResource/Service Requested:Todays Date: 01/25/15Purpose / Objective of the ProjectProvide a brief description of why we are doing the project, project objectives, and benefits.Items in ScopeList all items that are to be included in the projectItems not in ScopeList all items that are not being addressed during the projectDeliverables / MilestonesComplete the following for all deliverables expected. Note the dates and estimated time are negotiated.DeliverablePerson / Team ResponsibleEstimated End Date% FTE AllocatedAssumptionsComplete the following for any assumptions required to satisfy the scope of the projectAssumptionsProject Manager ApprovalProj Mgr NameApproval Date:dateSponsor ApprovalSponsor NameApproval Date:dateIS&T Mgmt ApprovalIS&T Mgr NameApproval Date:date

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Project Scope ChangeChg StatusProject Scope Change0Project Name: New Project NameProject Manager: Manager's NameChange Request #:1Todays Date: 01/25/15Change Request Descr:Requested by:Project Change DescriptionProvide a detailed description of project change requested including benefits, impact of not making change, areas impacted, etc.Change Impact SummaryYesNo1. Is this request required functionality for go-live ?2. Does this request move the go-live date?3. Does this request impact the project schedule / milestones?4. Does the content of any deliverables change?5. Do the number of resources needed change?6. Does the request increase or reduce the overall project risk?7. Does this impact change management (Training, Communication, Acceptance)?8. Is there an change in cost of the project?Explanation of Yes items: (For every question answered yes, give a brief explanation.)Project Manager Approvalyes or noName:Proj Mgr NameApproval Date:dateSponsor Approvalyes or noName:Sponsor NameApproval Date:dateIS&T Mgmt Approvalyes or noName:IS&T Mgr NameApproval Date:date


Status ReportOverall Project Status (G, Y, R)Project Status SnapshotGProject: New Project ID - New Project NameProject Name:New Project NameProject Mgr:Manager's NameReporting Period:Week of or Month ofReport Date:YesNoStatus Summary1. Has the scope changed or is it about to be impacted?2. Have the deliverables/objectives changed?3. Are there sponsorship/stakeholder issues?4. Are there new risks?5. Are there productivity problems affecting the team's ability to perform the work?6. Are there resourcing problems?7. Is a deliverable/milestone about to be missed?8. Has the estimated schedule changed?9. Is the quality of the deliverables being affected?10. Have the estimated costs (i.e. out of pocket) changed?11. Will the benefits not be realized?12. Are there any other major issues?Explanation of Yes items: (For every question answered yes, give a brief explanation.)Deliverable / MilestoneCompletion DatesStatusBaselineRevisedActualSignoffPriorCurrentOn timeLate / DelayedLate w/ Impact to Go LiveCanceledCompletedApproved Scope Change RequestsChg IDChange DescriptionStatus12345678910


Green LightMIT Information Services & TechnologyProject: New Project ID - New Project NameProject Strategic Milestone UpdateFor the week ending:12/31/0412/24/0412/31/04RevisedDesign / Development ActivitiesStart DtEnd DtPersonStatusStatusEnd DateReason for change / CommentPhase Name 1Milestone or Deliverable 1Milestone or Deliverable 2Milestone or Deliverable 3Milestone or Deliverable 4Milestone or Deliverable 5Phase Name 2Legend:On timeGOn AlertYAt RiskRCompletedC1/25/15 5:46 PM


Gantt ChartDetailed Project Plan1/10/052/3/05Project: New Project ID - New Project NameEnter Project RangeStart DateEnd DateZoom (enter 1 for Daily, 7 for Weekly)--->1Work estimatedTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatSunMonTueWedThuFriSatPhase / TaskPerson ResponsibleStart DateEnd Date% CompleteWork doneWork Left10-Jan-0511-Jan-0512-Jan-0513-Jan-0514-Jan-0515-Jan-0516-Jan-0517-Jan-0518-Jan-0519-Jan-0520-Jan-0521-Jan-0522-Jan-0523-Jan-0524-Jan-0525-Jan-0526-Jan-0527-Jan-0528-Jan-0529-Jan-0530-Jan-0531-Jan-051-Feb-052-Feb-053-Feb-054-Feb-055-Feb-056-Feb-057-Feb-058-Feb-059-Feb-0510-Feb-0511-Feb-0512-Feb-0513-Feb-0514-Feb-0515-Feb-0516-Feb-0517-Feb-0518-Feb-0519-Feb-0520-Feb-0521-Feb-0522-Feb-0523-Feb-0524-Feb-0525-Feb-0526-Feb-0527-Feb-0528-Feb-051-Mar-052-Mar-053-Mar-054-Mar-055-Mar-056-Mar-057-Mar-058-Mar-059-Mar-0510-Mar-0511-Mar-0512-Mar-0513-Mar-0514-Mar-0515-Mar-0516-Mar-0517-Mar-0518-Mar-0519-Mar-0520-Mar-0521-Mar-0522-Mar-0523-Mar-0524-Mar-0525-Mar-0526-Mar-0527-Mar-0528-Mar-0529-Mar-0530-Mar-0531-Mar-051-Apr-052-Apr-053-Apr-054-Apr-055-Apr-056-Apr-057-Apr-058-Apr-059-Apr-0510-Apr-0511-Apr-0512-Apr-0513-Apr-0514-Apr-0515-Apr-0516-Apr-0517-Apr-0518-Apr-0519-Apr-0520-Apr-0521-Apr-0522-Apr-0523-Apr-0524-Apr-0525-Apr-0526-Apr-0527-Apr-0528-Apr-0529-Apr-0530-Apr-051-May-052-May-053-May-054-May-055-May-056-May-057-May-058-May-059-May-0510-May-0511-May-0512-May-0513-May-0514-May-0515-May-0516-May-0517-May-0518-May-0519-May-0520-May-0521-May-0522-May-0523-May-0524-May-0525-May-0526-May-0527-May-0528-May-0529-May-0530-May-0531-May-051-Jun-052-Jun-053-Jun-054-Jun-055-Jun-056-Jun-057-Jun-058-Jun-059-Jun-0510-Jun-0511-Jun-0512-Jun-0513-Jun-0514-Jun-0515-Jun-0516-Jun-0517-Jun-0518-Jun-0519-Jun-0520-Jun-0521-Jun-0522-Jun-0523-Jun-0524-Jun-0525-Jun-0526-Jun-0527-Jun-0528-Jun-0529-Jun-0530-Jun-051-Jul-050.000.00Project Preparation0.000.00Planning10-Jan-0524-Jan-055000 %7.507.50Scope and approach10-Jan-0524-Jan-050.0015.00Resource Identification24-Jan-053-Feb-052000 %2.208.800.000.000.000.000.000.000.000.000.000.000.000.000.000.000.000.00

&L&F&CPage &P of &N&R&FJoseph M. Flynn:If wanted, enter the start date for the scale of the gantt chart. If none is provided, the configuration will be done automatically starting from the date of earliest start date.To Main Page

Activity ListProject Activity ListProject: New Project ID - New Project NameBecomes our how to start using the control bookTaskPerson ResponsibleStatus (% Complete)Date (if complete)CommentsPerform Project Initation ChecklistPerform Project Planning Checklist


Risk - SM ProjectProject Risk AssessmentProject: New Project ID - New Project NameProject Manager: Manager's NameGo-Live / Schedule, Functionality, Budget, Transition / Support, Stakeholder Acceptance, TechnologyRisks and GroupingsSeverity (L, M, H)Response to RiskSuggested Response to RiskAssignmentStatusSeq #General AreaDescriptionRisk to:Planned Start DatePlanned Completion DatePerson Responsible12345612131415161718192021222324252627282930313233343536373839404142434445464748495051525354555657585960616263646566676869707172737475767778798081828384858687888990919293949596979899100101102103104105106107108109110111112113114115116117118119120121122123124125126127128129130131132133134135136137138139140141142143144145146147148149150151152153154155156157158159160161162163164165166167168169170171172173174175176177178179180181182183184185186187188189190191192193194195196197198199200201202203204205206207208209210211212213214215216217218219220221222223224225226227228229230231232233234235236237238239240241242243244245246247248249250251252253254255256257258259260261262263264265266267268269270271272273274275276277278279280281282283284285286287288289290291292293294295296297298299300

&L&F&CPage &P of &N&R&FStep 4: Assign weights to each of the identified risks based on impact and likelihood. (L..M..H)Step 2: Categorize impact areas / areas of focusStep 1: Identify areas where impacts due to the implementation are possible/likelyStep 6: Define the approach to dealing with the risk, estimate the level of effort required, etc.Step 7: identify planned start and completion dates for all efforts and the person responsible for leading the effort.Step 8: Update status of risk G - Risk mitigatedY - Risk still a concernR - Risk threatening projectStep 3: Select from the dropdown list what is it that the risk applies to (e.g., Go-Live date)Step 5: Select from the dropdown list the response to how the risk will be dealt withTo Main Page

Issue LogIssue LogProject: New Project ID - New Project NameIssue #Entry DateEntered ByCategory (T=Tech, S=Schedule, B=Business, A=Audit, O=Other)Issue DescriptionPriority (H, M, L)Action ManagerTarget Resolution DateStatus (U=Unassigned, A=Assigned, C=Closed)Description of Action Taken12345678910111213141516171819202122232425262728293031323334


Resource Planning0Resource PlanningProject Resource PlanProject: New Project ID - New Project Name0Week End DtResourceRoleStartEnd% of timeOrgPhoneemail12/31/9912/31/9912/31/9912/31/9912/31/9912/31/9912/31/9912/31/9912/31/99Smith, JoeProject Manager1/8/042/15/0550%CAO0000000Doe, JaneDevelopment1/8/052/10/0520%00000000

&L&F&CPage &P of &N&R&FDo Not Enter. Calculated from project information sheet. Date is shifted to a Friday for planning.To Main Page

Comm matrixCommunication MatrixKey:Project: New Project ID - New Project Name---IS&T Internal----- Client ---- Institute ---- External --Frequency or Delivery DateMessageVP OfficeArea DirectorIS&T Leadership TeamProject Team membersProject OfficeProject DatabaseData WarehouseInfrastructure ApplicationsTelecom & Network Installation SvcsData Center Operations ServicesServer OperationsVM System ServicesTraining & PubsSoftware Release TeamComputing Help DeskFinance TeamCommunications TeamUsability TeamSponsorsUsersSteering CommitteeITAGAuditAACIIAcademic CouncilVendorsResponsible for MessageStatusKey Governance CommunicationsWeekly on TuesStatus ReportsWeekly on MonTeam MeetingMonthlySteering Committee MeetingMonthlySponsor MeetingAs NeededRisk and Issue NotificationsEnd of Major PhaseIS&T Project Office Audit ReviewPost Go-LiveProject Closeout ReportPost Go-LivePost Project ReviewExtended Governance CommunicationsExternal AuditorE.P.A.Project Type CommunicationsInitiation AnnouncementProject Kick OffDevlopment beginningTesting phase beginningPost go live support informationGo Live announcementEnd of Project


User Forms ---->User Forms

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User Defined 1

User Defined 2

User Defined 3

Guidelines ---->Guidelines

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Issue MgmtIssue ManagementDefinitionA process to ensure all issues are resolved with minimal project impact. The issue management system is designed to track and control issues; thereby, reducing project impact. This management system provides a method for: Identifying and capturing each issue; Appointing an action manager to ensure issue resolution; Logging issues and allowing periodic review of outstanding issues.The Action Manager is the person designated to be the Owner of the particular issue. It may or may not be the Project Manager, depending upon the issue. For example, technical issues may be assigned to a technical team leader for resolution.Outline of the ProcedureManagers at all levels must understand: The definition of an issue; That issues are to be expected in every project; That issue management cannot be avoided or delegated; That time will be needed, at short notice, to handle issues.The procedure is to: Identify and log each issue; Identify responsibility and escalation path; Define and log actions; Document resolution; Track and manage outstanding issues; Escalate issues as necessary.Issue Management ProcedureScopeAny situation that will impact project objectives or schedule must be processed by an Issue Management procedure.AuthoritiesActivityRaise an issue .. Any Project MemberAnalyze the issue . Project ManagerAppoint an action manager .. Project ManagerMonitor the issue .. Action ManagerExecute issue resolution.. Action ManagerReview and update the project issue log .. Project ManagerReport to senior management Project ManagerTo Manage an Individual IssueActionResponsibilityThe situation is recognized as an issue and described, on an issue form/ database.Any project memberThe issue is accepted as valid, prioritized and given a resolution date.Project ManagerThe issue is logged on the issue management system and assigned the next issue number. The original form and any attachments are filed in the (Project Control Book) PCB. Copies of the issue are sent to each project lead for information.Project ManagerThe Action manager is appointed to manage the resolution of the issue. The Action manager should be an issue review meeting attendee.Project ManagerDocuments planned actions in the action log.Action ManagerThe issue is accepted as resolved, and closed. (The Project Steering Committee may also be involved, if applicable).Project ManagerCommunicates decisions taken to resolve the issue to all associated parties.Project ManagerProject definition and plans are updated to reflect any changes introduced by the issue resolution.Project Manager

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Status ReportingStatus ReportingDefinitionStatus reporting is used to quickly inform key stakeholders and team members of the curent status of the project. The person reading the report should be able to identify: Overall status of the project Any changes in the various areas of the project Status and changes to deliverables / dates.The project manager should issue the project status report on a regular basis. Typically this is either weekly or monthly. Timing and report distribution should be discussed with the project sponsor.Outline of the ProcedureReview and update the project risks and issues logs to reflect current statusGather information from team members regarding activities and deliveralbes they are responsible forReview and update the project resource schedule and determine if resources are appropriate for the projectReview budget and actual costs and assess financial status of projectComplete the status summary section by placing an X in the Yes or No column based on the answer to the question For any qeustion with a"yes" answer, enter an explanation in the space provided Review deliverables dates and enter a short text description of status of the deliverable Update scope change section to reflect changes to scope and their impact on the project After you assemble all the detailed data, assign an overall status by entering a G, Y, or R in the box at the top of the reportG - No major issuesY - The issues identified could have an impact on the project planR - The issues identified will have an impact on the project plan if not addressed in 2 weeksPrint out status report, issue and risk logs and distribute to appropriate recipients

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Project Scope ChangesStatus ReportingDefinitionProject Scope Change control is concerned with a) influencing the factors that create scope changes, b) analyzing and assessing the impacts to the project, c) approving or rejecting a requested change and d) managing the actual change. Scope change control is tightly linked to to schedule, deliverable and quality management.

A Change Request is a form that contains all the information required to support the decision making processes that are used to manage the unforeseen changes that inevitably arise during the course of all but the simplest of projects.PurposeThe prime purpose of change management is to ensure that proposed changes that are of benefit to the project are implemented in a controlled manner and that proposed changes that have little or no value to the project are not. Change Requests support this objective by providing:1. A record of the proposed change and the rationale behind it.2. A record of the results of any analysis of the potential impact of the proposed change.3. The information required to decidede how to proceed with the proposed change and a record of those decisions.Outline of the Procedure

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Roles and RespProject Responsibilities by RoleProject ManagerThe Project Manager is responsible for achieving the project objectives by running the day-to-day activities of the project. She/he oversees the relationships with all functional groups, identifies the stakeholders, determines the project approach and manages the overall implementation work plan, scope, budget, and schedule.

Includes but is not limited to:4Involves the sponsor in the project.4Ensures plans, organization and management system are kept up to date as the project develops4Keeps management and project members up to date with latest project progress and problems4Responsible for the completeness and the quality of all project deliverables4Ensures all issues are properly addressed4Regularly updates project sponsor/project review board with current project status and issues4Ensures all change requests are properly managed4Ensures the appropriate resources are available for the projectSystems AnalystThe Systems Analyst translates the business requirements into systems specifications by performing detailed systems and data analysis, developing technical documentation, and programming for various projects and initiatives, application support and software package evaluation.4Surveys and analyzes major existing or proposed systems to identify technical alternatives.4Reduces design projects into component analysis tasks4Prepares final systems design, specifications and documentation necessary for programming4Directs and assists in the writing, testing, and debugging of programs4Ensures that documentation is complete prior to releasing for operations4Develops evaluation criteria and identifies packages that may meet the business need4Plans, directs and reviews the work of the Developers assigned to the project.Business AnalystThe Business Analyst develops effective working relationships with and among the business stakeholders and fellow technology team members to develop a strong understanding of the business requirements and processes related to technology solutions and existing systems.4Performs analysis and documentation of business requirements, goals, objectives for projects and initiatives4Liaises with relevant stakeholders to assess and develop improvements to processes and procedures4Assists and provides advice to other analysts and end users in order to resolve specific functional issues4Ensures that the relevant groups within IS&T/MIT are fully briefed with respect to requirements relating to support and change management4Assists users with user acceptance testing of approved changes (WHO DOES THIS CURRENTLY?)Q/A/TestingThe QA/Testing Analyst ensures that software quality exists prior to implementation by utilizing the appropriate testing tools, metrics and processes to test the software and report problems.4Responsible for guiding software process improvement with the primary objective of quality assurance.4Develops, implements and utilizes Q/A test suite/tools4Develop metrics to measure the quality level of products and services produced for the customer4Receives training on product and becomes familiar with documentation4Becomes knowledgeable of all business processes to be supported by product4Signs off on all modules tested4Utilizes agreed upon testing approach and process for a given project or initiative. (e.g. problem incident and tracking)DeveloperThe developer develops and unit tests software based on defined business and systems requirements, or in response to problems reported.4Design or develop applications4Evaluates solutions4Develops the conceptual design (of the system)4Develops detailed program specifications4Develops logical and physical software design4Writes and tests computer programs based on business or systems requirementsDBAThe DBA designs, implements, and manages the logical and physical aspects of the assigned database(s) and associated applications.4Works to ensure stable, reliable and recoverable DBMS environment4Prepares and maintains complete and accurate physical design specs and I/O interfaces4Monitors database activity and performance4Tunes database for performance4Installs and upgrades software4Plans, tests, and implements backup and recovery proceduresTrainerThe Trainer designs, develops, and delivers training based on client needs (i.e.., new business process, new tool, etc.).4Conducts training needs assessment and makes recommendations4Advises project members on training matters4Provides formal or informal training to project members4Provides training for organizations or individuals affected by the project deliverablesSecurity ArchitectThe Security Architect ensures that security requirements are addressed and implemented across the architecture and related software, hardware, and training.4Develop/review the security requirements according to current policies.4Ensures that the system architecture (software, hardware, and network) meets the security requirements4Develops the security mechanisms in the software architectureSystem ArchitectThe System Architect has overall responsibility for designing the solution, exploring technology options, diagramming technical infrastructure and resolving design issues throughout a project or initiative.4Identifies and prioritizes the architecturally significant requirements (can we be more specific here?)4Determines the style of the system architecture (major system patterns)4Identify the major functions of the system4Identify the system data, hardware, and software components4Ensure that these functions and components meet their associated operational requirements, quality requirements (performance and scalability), and design constraintsChange ManagerThe activities are typically done by the project manager or in partnership with the Project Manager and the Competency Group Team.4Optimize the timing of the release of project deliverables to the business operations4Prepare the affected business areas for the transition to new ways of working and mange them through the transition process4Establish the mechanisms by which benefits can be delivered and measured4Ensure that maximum improvements are made into the existing and new business operations as projects deliver their products into operational use4Lead all the activities associated with benefits realization and ensure that continued accrual of benefits can be achieved and measured after the program has been completed. (Is this part of the project or transitioned to someone after implementation?)SponsorThe Sponsor champions the project, provides overall direction and funding, and approves all major milestones.4Sets the vision, common goals and critical success factors4Establishes or secures policy4Attends regular program reviews4Establishes the authorities of the project team and stakeholders4Approves the charter and scope of the project including deliverables4Sets priority of the project relative to other projects in her/his area of responsibility4Ensures that resources are available to carry the project to its completion4Removes obstacles or other constraints4Authorizes changes in scopeStakeholderIndividuals and organizations who are involved in or may be affected by project activities.

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MBD00129714.docA - News Articles

I - IT Work Database

P - Postcard

B - Brochure

K - Wiki

R - Report

C - Conference Calls

L - Newsletter

S - Spotlight

E - Email

M - Meeting

W - Web Page

F- Focus Group

N - Project Notebook