Project Control Book

Project Information
Project ID Project Name Project Manager Phone Number e!Mai" S#onsor Phone e!Mai"
New Project ID New Project Name Manager's Name Manager's Phone Manager's e-Mai#

Links to Key Svc Providers

Project Priority Notebook URL
High, Medium, Low

Project Start Date Project nd Date Status Re#ort Date

1-Jan-200 1!-No"-200 2$-Jan-201

%&onsor's Name %&onsor's Phone %&onsor's e-Mai#

ITAG Data Warehouse Infrastructure Applications Telecom & Network Installation Svcs Data Center Operations Services Server Operations V S!stem Services Trainin" & #u$s Software %elease Team Computin" &elp Desk 'inance Team Communications Team (sa$ilit! Team

Project $heck"ists

Project %em#"ates

#ro)ect Startup #ro)ect #lannin" Sponsor Initiation *ualit! Assurance Transition #lannin" #ro)ect Closeout

Scope an+ Definition #ro)ect Scope Chan"e Status %eport Green ,i"ht %eport Gantt Chart

Links
# 'ramework # Glossar! IS&T &ome #a"e IS&T #ro)ect ana"ement

Project &uide"ines

Activit! ,ist %isk ana"ement

#ro)ect ana"ement Institute icrosoft #ro)ect &ome #a"e

(sin" This Tool

Under $onstruction
ana"in" Issues ana"in" Scope #ro)ect %oles %eportin" Status

'ramework

Issue ,o" %esource #lannin" Communication atri-

IS'% Project Management (rame)o

(rame)ork

Using This Tool

Project $heck"ists

Checklist .

Project Startup Checklist

"No" items require attention

*uestions Project Identification . 1 6 3 8 9 2 7 4 &as the $usiness nee+ $een i+entifie+ Is there a consensus that there is a $usiness imperative 0 sense of ur"enc! Is there a pro)ect sponsor or their +esi"nee i+entifie+ Is there a client $usiness pro)ect mana"er assi"ne+ to the pro)ect Is there a list of +efine+ "oals an+ o$)ectives Is there a cost $enefit anal!sis Is there a pre;+etermine+ en+ +ate Is there a $u+"et for the pro)ect Is there a CS<T Technical ,ea+ assi"ne+ to the pro)ect

+es

No

N,-

Notes

S#onsor ngagement . 1 6 3 8 9 2 7 &as a pro)ect ID an+ name $een assi"ne+ an+ entere+ in the IT Work Data$ase Is the role of the pro)ect sponsor known an+ un+erstoo+ Does the sponsor a"ree to the role Does the sponsor un+erstan+ the pro)ect mana"er=s role Does the sponsor un+erstan+ the wa! this pro)ect will $e mana"e+ >e:":? "overnance@ Is there a plan to track tasks an+ activities Are there +efine+ criteria for how to stop a pro)ect &as a steerin" committee $een forme+

Determining Project Sco#e and Definition . Are the $usiness reAuirements +ocumente+ 1 6 3 8 9 2 7 4 ./ .. .1 .6 .3 .8 .9 Is there a +efine+ list of items in scope Is there a +efine+ list of items out of scope Are there +efine+ measures for pro)ect success Are there +efine+ completion criteria to initiate the closeout process Is there a +efine+ risk an+ issue escalation process Is there a known list of risks an+ issues $efore startin" Is there a known impact0conflict with other pro)ects &ave !ou initiate+ contact with reAuire+ CS<T service provi+ers Can all work $e +one $! B( personnel Are resources i+entifie+ an+ availa$le0sche+ule+ for the pro)ect Will the e-istin" har+ware0infrastructure support the e-pecte+ transaction volume Is the e-istin" har+ware sufficient to support this pro)ect Are the e-istin" software licenses sufficient for this pro)ect &ave the chan"es 0 a++itions to $usiness processes $een i+entifie+ &ave all assumptions $een i+entifie+ an+ +ocumente+

.rgani/ationa" $hange Management , %raining , $ommunication . 1 6 3 8 9 2 7 4 This pro)ect will not force users to chan"e the wa! the! work >e:":? chan"e m"mt@ &ave !ou initiate+ contact with the TTC0&% &ave !ou initiate+ contact with &elp Desk0#ost support Is there a +efine+ communication plan for the pro)ect Is there a sche+ule for status reportin" to occur Is there a sche+ule for reAular sponsor an+ pro)ect mana"er meetin"s Is there a sche+ule for steerin" committee meetin"s Is the sponsor or +esi"nee responsi$le for e-ternal communications Is there a plan for closin" out the pro)ect

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Checklist 1

Project Planning Checklist

No items require attention

*uestions Pre#are and P"anning . &ave !ou complete+ the pro)ect initation checklist 1 Is there a list of pre;+etermine+ +ates an+ activities that must $e met 6 &ave !ou i+entifie+ +epen+encies an+ seAuencin" of +elivera$les an+ milestones 3 &ave !ou reviewe+ all the checklists an+ sche+ule+ activities accor+in"l! 8 Does each +elivera$le0milestone have start an+ en+ +ates 9 Do !our +uration estimates reflect historical e-perience 2 Does !our pro)ect timeline inclu+e enou"h slack for pro)ect risks 7 Does !our pro)ect timeline inclu+e slack for vacations? a+ministration? etc 4 Do !ou have commitments from other teams0ven+ors to meet the +eliver! sche+ule ./ Is there an responsi$le person assi"ne+ for ever! +elivera$le0milestone .. &ave !ou entere+ ever!thin" !ou are "oin" to track on the appropriate template>s@ .1 &as !our sponsor si"ne+ off on the plan

+es

No

N,-

Notes

Resources . Do !ou have the appropriate personnel allocate+ to the pro)ect 1 Are the ke! pro)ect team mem$ers allocate+ full time 6 Will the pro)ect team have the appropriate skills to e-ecute the plan 3 Do !ou have the appropriate har+ware an+ software

&eneric Soft)are Deve"o#ment Life $yc"e 0SDL$1 Phases,%asks Project Pre#aration Scope an+ Definition %esource #lannin" #ro)ect #lan Creation %isk Assessment Design 'unctional %eAuirements Architecture %eAuirements Technical %eAuirements Interface %eAiurements %eportin" %eAuirements (sa$ilit! Testin" Testin" Strate"! Trainin" an+ Cnowle+"e Transfer Deve"o#ment Solution Development (nit 0 'unctional Testin" %esting S!stem 0 Inte"ration Testin" (ser Acceptance Testin" #arallel Testin" Volume Testin" Production Ro""out Trainin" Data Conversion Go ,ive Post Im#"ementation Su##ort &elp Desk 0 ,evel . support Transition to Supportin" or"aniDation

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Sponsor Checklist
Questions to help you engage with your sponsor *uestion Project .utcomes . Are the outcomes for this pro)ect clearl! un+erstoo+ $! all ke! stakehol+ers 1 Are the outcomes clearl! +efine+ 6 Are the $enefits clearl! i+entifie+ 3 Are the $enefits measura$le 8 Is it possi$le to +efine A,, +elivera$les 9 Are all chan"es +efine+ >such as chan"es to operations & $usiness proce+ures@ 2 Thinkin" a$out similar #ro)ects weEve mana"e+ $efore? are these outcomes realiDa$le
No items require attention

+es

No

N,-

Notes

Project Sco#e . Are we clear a$out the scope of this pro)ect 1 Is there a list of the pro)ects that are inter+epen+ent with this pro)ect 6 Is there a list of Or"aniDational units0"roups that coul+ impact? or $e impacte+ $!? this pro)ect 3 Is there a list of all the e-ternal activities or events which ma! $e inter+epen+ent with this pro)ect 8 Is the pro)ect scope likel! to remain the same +urin" the life of the pro)ect

Stakeho"ders . &ave all stakehol+ers $een i+entifie+ 1 &ave stakehol+ersE accounta$ilities $een +efine+ AND a"ree+ upon 6 &ave all ke! stakehol+ers e-plicitl! $ou"ht into this pro)ect 3 Are all areas? "roups an+ in+ivi+uals properl! committe+ for this pro)ect

Managing the Project . Are we clear a$out how we will mana"e this #ro)ect 1 Is there a list of items that are uniAue to the $usiness or technolo"! that ma! impact this pro)ect

2hat 2e3re Producing . Are we clear a$out what nee+s to $e pro+uce+ +urin" all phases of the pro)ect 1 Is it clear who is responsi$le for pro+ucin" which +elivera$le

Mi"estones and %ime (rames . &ave all milestones $een +efine+ 1 Are these milestones realiDa$le >rather than lookin" "oo+ on paper@ 6 &as a sche+ule $een pro+uce+

Resourcing . Are $usiness resources reAuire+ an+ i+entifie+ .a Is there a resource plan .$ Are realistic resourcin" assumptions state+ 1 Are resources realisticall! allocate+ for this pro)ect 6 Is an! component of the pro)ect to $e source+ $! another "roup within IS&T? e-ternal to IS&T? or thir+ part! ven+or

Risks . &as a risk assessment $een carrie+ out 1 &as the pro$a$le impact of risk $een +efine+ 6 Is there a +ocumente+ risk miti"ation strate"!

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Deliverable and Quality Assurance Checklist

No items require attention

*uestions (orma" De"iverab"es . 1 6 3 8 9 2 7 Is there a +efine+ list of +elivera$les for the pro)ect Coul+ an! of the +elivera$les $e mo+ele+ from previous intellectual capital Does each +elivera$le have a $rief +efinition of purpose an+ content Does each +elivera$le have a tar"et +ate an+ person responsi$le Is there a sche+ule for internal an+ e-ternal review of +elivera$les &as this review process $een factore+ into the pro)ect plan Is there time in the pro)ect plan to a++ress corrections to the +elivera$le>s@ Is there a process to +ocument an+ track chan"es to +elivera$le +ocuments

+es

No

N,-

Notes

Signoffs . Is there a formal review an+ si"noff process 1 Does the sponsor un+erstan+ this process 6 Is the sponsor willin" to formall! si"n off on all +elivera$les 3 Is there an escalation process if +elivera$les are not si"ne+ off timel! 8 Is there a si"noff process for appropriate IS&T service teams on +elivera$les

%esting and -ssurance . Is there a +ocumente+ plan for5 .a .$ .c .+ .e .f 1 6 3 (sa$ilit! Testin" (nit 0 'unctional Testin" S!stem 0 Inte"ration Testin" (ser Acceptance Testin" #arallel Testin" Volume Testin" Are there +ocumente+ test cases 0 scripts Is there a process to +ocument an+ control testin" issues Is there time in the plan to a++ress testin" issues

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Transition Checklist
No items require attention

*uestions %raining ' Kno)"edge %ransfer . Is there a +efine+ trainin" plan 1 &ave user roles $een +efine+ 6 3 8 9 2 7 4 ./ &ave the people reAuirin" trainin" $een i+entifie+ Is there a technical trainin" har+ware0software environment nee+e+ Are there trainin" scenarios i+entifie+ Is there trainin" +ata +efine+ &ave trainin" materials $een +evelope+ an+ teste+ Is there a trainin" catalo" an+ sche+ule create+ &ave trainers $een committe+ an+ traine+ &ave trainin" rooms $een sche+ule+

+es

No

N,-

Notes

Documentation . Is there a +efine+ template for s!stem +ocumentation 1 &ave +ocumentation resources $een committe+ 6 Is there a strate"! for version control 3 8 9 Is the +ocumentation "oin" to $e availa$le via the we$ Is the +ocumentation availa$le to create trainin" materials Are there resources an+ a process for maintainin" +ocumentation

Post &o!Live Su##ort . Is there a "o 0 no;"o +ecision +ocument 1 &as a post support plan $een +evelope+ an+ approve+ 6 &ave resources $een committe+ to support 3 Is there an escalation process in place to resolve issues 8 9 Are there e-pert team resources to help users with process Auestions Is there a pro+uction support team to help with technical pro$lems

%ransition to Su##ort .rgani/ation . 1 6 3 8 9 Is there a +ocumente+ transition plan Does the sponsor un+erstan+ the criteria for acceptin" the s!stem Is a support or"aniDation i+entifie+ an+ are the! traine+ Is there a pro)ect closeout meetin" planne+ Is there a catalo" of future reAuirements &as the sponsor si"ne+;off an+ accepte+ the s!stem

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Project Closeout Checklist

No items require attention

*uestions (ina" %ask $heck . Was the "o;live event successful 1 Are all "o;live issues resolve+ 6 &ave help +esk support reAuests returne+ to normaliDe+ levels 3 Is (ser trainin" complete+ 8 Is there a plan to sunset e-istin" le"ac! applications0har+ware0software 9 &as the IT Work +ata$ase entr! $een marke+ complete 2 &ave the pro)ect team appraisals $een complete+ 7 &as the Sponsor closeout0satisfaction interview occurre+F

+es

No

N,-

Notes

-ccounting $"osout . 1 6 3 8 9 &as all ven+or time $een $ille+ &ave all ven+or contracts $een pai+ &ave ven+or staff $een release+ from pro)ect &ave internal team mem$ers tranistione+ off of pro)ect &ave final pro)ect financial statments $een complete+ &ave fun+in" sources $een reconcile+

(ina" Re#orts . &ave !ou complete+ up+atin" the pro)ect plan 1 6 3 8 &as lessons learne+ anal!sis $een complete+ &as intellectual capital $een prepare+ an+ catalo"e+ for re;use &ave future phases0a++itional functionalit! reAuirements $een +ocumente+ &as final pro)ect report $een complete+

Signoffs . &as internal si"noff on pro)ect closeout occurre+ 1 &as sponsor si"noff on pro)ect closeout occurre+ 6 &as financial reports si"noff occurre+

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Project %em#"ates

Project Scope and Definition

Project Name: New Project Name Project Manager: Manager's Name *esource/'er#"ce *e+uested: Todays Date: 01/27/14 Purpose / !ject"#e o$ t%e Project Provide a brief description of why we are doing the project, project objectives, and benefits.

&tems "n 'cope List all items that are to be included in the project

&tems not "n 'cope List all items that are not being addressed during the project

De"iverab"es , Mi"estones
Complete the following for all deliverables expected. Note the dates and estimated time are negotiated. Person / Team *espons"!(e ,st"mated ,nd Date - .T, )((ocated

De("#era!(e

-ssum#tions
Complete the following for any assumptions required to satisfy the scope of the project )ssumpt"ons

Project Manager Approval Sponsor Approval IS&T Mgmt Approval

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Proj Mgr Name Sponsor Name IS&T Mgr Name

Approval Date: Approval Date: Approval Date:

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Chg Status

Project Scope Change

Project Name: New Project Name Project Manager: Manager's Name . /%ange *e+uest 0: Todays Date: 01/27/14 /%ange *e+uest Descr: *e+uested !y: Project /%ange Descr"pt"on Provide a detailed description of project change requested including benefits, impact of not ma ing change, areas impacted, etc.

$hange Im#act Summary

+es

No

.: Is this reAuest reAuire+ functionalit! for "o;live F 1: Does this reAuest move the "o;live +ateF 6: Does this reAuest impact the pro)ect sche+ule 0 milestonesF 3: Does the content of an! +elivera$les chan"eF 8: Do the num$er of resources nee+e+ chan"eF 9: Does the reAuest increase or re+uce the overall pro)ect riskF 2: Does this impact chan"e mana"ement >Trainin"? Communication? Acceptance@F 7: Is there an chan"e in cost of the pro)ectF

4#"anation of 5+es6 items7 (For every question answered yes, give a brief explanation !

Project Manager Approval yes or no Sponsor Approval yes or no IS&T Mgmt Approval yes or no
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Name: Name: Name:

Proj Mgr Name Sponsor Name IS&T Mgr Name

Approval Date: Approval Date: Approval Date:

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Overall Project Status ( ! "! #$

Project Status Sna#shot

Project7 Ne) Project ID ! Ne) Project Name
Project Name7 Re#orting Period7 Ne) Project Name "ee# of or $onth of

&
Project Mgr7 Re#ort Date7
Status Summary

ana"er=s Name

+es

No

.: &as the scope chan"e+ or is it a$out to $e impacte+F 1: &ave the +elivera$les0o$)ectives chan"e+F 6: Are there sponsorship0stakehol+er issuesF 3: Are there new risksF 8: Are there pro+uctivit! pro$lems affectin" the team=s a$ilit! to perform the workF 9: Are there resourcin" pro$lemsF 2: Is a +elivera$le0milestone a$out to $e misse+F 7: &as the estimate+ sche+ule chan"e+F 4: Is the Aualit! of the +elivera$les $ein" affecte+F ./: &ave the estimate+ costs >i:e: out of pocket@ chan"e+F ..: Will the $enefits not $e realiDe+F .1: Are there an! other ma)or issuesF
4#"anation of 5+es6 items7 (For every question answered yes, give a brief explanation !

De"iverab"e , Mi"estone

$om#"etion Dates
8ase"ine Revised -ctua" Signoff

Status
Prior $urrent

-##roved Sco#e $hange Re9uests $hg ID . 1 6 3 8 9 2 7 4 ./ 1/9267247:-ls

$hange Descri#tion

Status

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MI% Information Services ' %echno"ogy

Project7 Ne) Project ID ! Ne) Project Name

Project Strategic Mi"estone U#date

(or the )eek ending7
Design , Deve"o#ment -ctivities Phase Name : ilestone or Delivera$le . ilestone or Delivera$le 1 ilestone or Delivera$le 6 ilestone or Delivera$le 3 ilestone or Delivera$le 8

:;,<:,;==>
Start Dt nd Dt Person :;,;>,;==> Status :;,<:,;==> Status Revised nd Date Reason for change , $omment

Phase Name ;

Legend7

On time On Alert At %isk Complete+

1 2 * /

.0120.3 4561 A

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Detai"ed Project P"an

Project7 Ne) Project ID ! Ne) Project Name

.0./0/8

1060/8

nter Project Range Start Date nd Date

We+

We+

We+

on

on

Sun

Sun

on

?oom 0enter : for Dai"y@ A for 2eek"y1!!!B

Work estimate+

./;Gan;/8

..;Gan;/8

.1;Gan;/8

.6;Gan;/8

.3;Gan;/8

.8;Gan;/8

.9;Gan;/8

.2;Gan;/8

.7;Gan;/8

.4;Gan;/8

1/;Gan;/8

1.;Gan;/8

11;Gan;/8

16;Gan;/8

13;Gan;/8

18;Gan;/8

19;Gan;/8

12;Gan;/8

17;Gan;/8

14;Gan;/8

Phase , %ask
Project Pre#aration #lannin" Scope an+ approach %esource I+entification

Person Res#onsib"e Start Date

nd Date

C $om#"ete

2ork done

2ork Left

./;Gan;/8 ./;Gan;/8 13;Gan;/8

13;Gan;/8 13;Gan;/8 6;'e$;/8

8/ H 1/ H

2:8/ 1:1/

2:8/ .8:// 7:7/

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6/;Gan;/8

Sun

Tue

Thu

Tue

Thu

Tue

Thu

Sat

Sat

Sat

'ri

'ri

'ri

Detai"ed Project P"an

Project7 Ne) Project ID ! Ne) Project Name

.0./0/8

1060/8

nter Project Range Start Date nd Date

We+

We+

We+

on

on

Sun

Sun

on

?oom 0enter : for Dai"y@ A for 2eek"y1!!!B

./;'e$;/8

..;'e$;/8

.1;'e$;/8

.6;'e$;/8

.3;'e$;/8

.8;'e$;/8

.9;'e$;/8

.2;'e$;/8

.7;'e$;/8

.4;'e$;/8

Phase , %ask
Project Pre#aration #lannin" Scope an+ approach %esource I+entification

Person Res#onsib"e Start Date

nd Date

./;Gan;/8 ./;Gan;/8 13;Gan;/8

13;Gan;/8 13;Gan;/8 6;'e$;/8

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1/;'e$;/8

6.;Gan;/8

.;'e$;/8

1;'e$;/8

6;'e$;/8

3;'e$;/8

8;'e$;/8

9;'e$;/8

2;'e$;/8

7;'e$;/8

4;'e$;/8

Sun

Tue

Thu

Tue

Thu

Tue

Thu

Sat

Sat

Sat

'ri

'ri

'ri

Project Activity List

Project7 Ne) Project ID ! Ne) Project Name
%e&omes our how to start using the &ontrol boo# %ask #erform #ro)ect Initation Checklist #erform #ro)ect #lannin" Checklist Person Res#onsib"e Status 0C $om#"ete1 Date 0if com#"ete1 $omments

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Project Risk -ssessment

Project7 Ne) Project ID ! Ne) Project Name
Project Manager7 Manager3s Name

Risks and &rou#ings Se9 D . 1 6 3 8 9 .1 .6 .3 .8 .9 .2 .7 .4 1/ 1. 11 16 13 18 19 12 17 14 6/ 6. 61 66 63 68 &enera" -rea Descri#tion Risk to7 Severity 0L@ Res#onse to M@ E1 Risk Suggested Res#onse to Risk P"anned Start Date

-ssignment P"anned $om#"etion Date Person Res#onsib"e Status

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Issue Log
Project7 Ne) Project ID ! Ne) Project Name
Cate"or! <ntr! Issue I <ntere+ B! SJSche+ule? BJBusiness? Date
AJAu+it? OJOther@ >TJTech?

Issue Description

#riorit!
>&? ? ,@

Action ana"er

Status Tar"et %esolution >(J(nassi"ne+? AJAssi"ne+? Date CJClose+@

Description of Action Taken

. 1 6 3 8 9 2 7 4 ./ .. .1 .6 .3 .8 .9 .2 .7 .4 1/ 1. 11 16 13 18 19 12 17 14 6/ 6. 61 66 63

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INA <F

Resource P"anning
Project
Resource Smith? Goe Doe? Gane

esource Plan
#NAME?

Project7 Ne) Project ID ! Ne) Project Name

Ro"e #ro)ect ana"er Development Start .0701//3 .0701//8 nd 10.801//8 10./01//8 C of time .rg 8/H CAO 1/H Phone emai" 2eek nd Dt INA <F DN-M F DN-M F DN-M F DN-M F DN-M F DN-M F DN-M F DN-M F INA <F INA <F INA <F INA <F INA <F INA <F INA <F INA <F INA <F INA <F INA <F INA <F INA <F INA <F INA <F

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Co!!unication "atri#
Project7 Ne) Project ID ! Ne) Project Name

Key7

%e"ecom ' Net)ork Insta""ation Svcs

Infrastructure -##"ications

!!!IS'% Interna"!!! Soft)are Re"ease %eam $ommunications %eam $om#uting Ee"# Desk GM System Services

Data $enter .#erations Services

!! $"ient !!

!! Institute !!

!! 4terna" !!

Project %eam members

IS'% Leadershi# %eam

Steering $ommittee

Server .#erations

-cademic $ounci"

Project Database

Data 2arehouse

%raining ' Pubs

Usabi"ity %eam

(inance %eam

Project .ffice

-rea Director

S#onsors

GP .ffice

(re9uency or De"ivery Date Key &overnance $ommunications Weekl! on Tues Weekl! on onthl! onthl! As Nee+e+ <n+ of a)or #hase #ost Go;,ive #ost Go;,ive on Status %eports Team eetin"

Message

Gendors

Users

--$II

-udit

I%-&

Res#onsib"e for Message

Status

Steerin" Committee Sponsor eetin"

eetin"

%isk an+ Issue Notifications IS&T #ro)ect Office Au+it %eview #ro)ect Closeout %eport #ost #ro)ect %eview

4tended &overnance $ommunications <-ternal Au+itor <:#:A:

Project %y#e $ommunications Initiation Announcement #ro)ect Cick Off Devlopment $e"innin" Testin" phase $e"innin" #ost "o live support information Go ,ive announcement <n+ of #ro)ect

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User (orms

&uide"ines

Issue Management
Definition
A process to ensure all issues are resolve+ with minimal pro)ect impact: The issue mana"ement s!stem is +esi"ne+ to track an+ control issuesN there$!? re+ucin" pro)ect impact: This mana"ement s!stem provi+es a metho+ for5 I+entif!in" an+ capturin" each issueN Appointin" an Laction mana"erM to ensure issue resolutionN ,o""in" issues an+ allowin" perio+ic review of outstan+in" issues: The Action ana"er is the person +esi"nate+ to $e the LOwnerM of the particular issue: It ma! or ma! not $e the #ro)ect ana"er? +epen+in" upon the issue: 'or e-ample? technical issues ma! $e assi"ne+ to a technical team lea+er for resolution:

.ut"ine of the Procedure

Managers at a"" "eve"s must understand7 The +efinition of an issueN That issues are to $e e-pecte+ in ever! pro)ectN That issue mana"ement cannot $e avoi+e+ or +ele"ate+N That time will $e nee+e+? at short notice? to han+le issues: %he #rocedure is to7 I+entif! an+ lo" each issueN I+entif! responsi$ilit! an+ escalation pathN Define an+ lo" actionsN Document resolutionN Track an+ mana"e outstan+in" issuesN <scalate issues as necessar!:

Issue Management Procedure

Sco#e
An! situation that will impact pro)ect o$)ectives or sche+ule must $e processe+ $! an Issue ana"ement proce+ure:

-uthorities -ctivity
%aise an issue KKKKKKKKKKKKKKKKKKK:: An! #ro)ect em$er Anal!De the issue KKKKKKKKKKKKKKKKKK: #ro)ect ana"er Appoint an Laction mana"erM KKKKKKKKKKKKK:: #ro)ect ana"er onitor the issue KKKKKKKKKKKKKKKKKK:: Action ana"er <-ecute issue resolutionKKKKKKKKKKKKKKK:: Action ana"er %eview an+ up+ate the pro)ect issue lo" KKKKKKKK:: #ro)ect ana"er %eport to senior mana"ement KKKKKKKKKKKKK #ro)ect ana"er

%o Manage an Individua" Issue -ction

The situation is reco"niDe+ as an issue an+ +escri$e+? on an issue form0 +ata$ase: The issue is accepte+ as vali+? prioritiDe+ an+ "iven a resolution +ate: The issue is lo""e+ on the issue mana"ement s!stem an+ assi"ne+ the ne-t issue num$er: The ori"inal form an+ an! attachments are file+ in the >#ro)ect Control Book@ #CB: Copies of the issue are sent to each pro)ect lea+ for information: The Action mana"er is appointe+ to mana"e the resolution of the issue: The Action mana"er shoul+ $e an issue review meetin" atten+ee: Documents planne+ actions in the action lo": The issue is accepte+ as resolve+? an+ close+: >The #ro)ect Steerin" Committee ma! also $e involve+? if applica$le@: Communicates +ecisions taken to resolve the issue to all associate+ parties: #ro)ect +efinition an+ plans are up+ate+ to reflect an! chan"es intro+uce+ $! the issue resolution:

Res#onsibi"ity

An! pro)ect mem$er #ro)ect ana"er #ro)ect ana"er

#ro)ect

ana"er

Action ana"er #ro)ect ana"er #ro)ect #ro)ect ana"er ana"er

Status Re#orting
Definition
Status reportin" is use+ to Auickl! inform ke! stakehol+ers an+ team mem$ers of the curent status of the pro)ect: The person rea+in" the report shoul+ $e a$le to i+entif!5 Overall status of the pro)ect An! chan"es in the various areas of the pro)ect Status an+ chan"es to +elivera$les 0 +ates: The pro)ect mana"er shoul+ issue the pro)ect status report on a re"ular $asis: T!picall! this is either weekl! or monthl!: Timin" an+ report +istri$ution shoul+ $e +iscusse+ with the pro)ect sponsor:

.ut"ine of the Procedure

%eview an+ up+ate the pro)ect risks an+ issues lo"s to reflect current status Gather information from team mem$ers re"ar+in" activities an+ +eliveral$es the! are responsi$le for %eview an+ up+ate the pro)ect resource sche+ule an+ +etermine if resources are appropriate for the pro)ect %eview $u+"et an+ actual costs an+ assess financial status of pro)ect Complete the status summar! section $! placin" an O in the +es or No column $ase+ on the answer to the Aues 'or an! Aeustion with aP!esP answer? enter an e-planation in the space provi+e+ %eview +elivera$les +ates an+ enter a short te-t +escription of status of the +elivera$le (p+ate scope chan"e section to reflect chan"es to scope an+ their impact on the pro)ect After !ou assem$le all the +etaile+ +ata? assi"n an overall status $! enterin" a &? +? or R in the $o- at the top of & ; No ma)or issues + ! The issues i+entifie+ coul+ have an impact on the pro)ect plan R ; The issues i+entifie+ will have an impact on the pro)ect plan if not a++resse+ in 1 weeks #rint out status report? issue an+ risk lo"s an+ +istri$ute to appropriate recipients

or the pro)ect

nswer to the Auestion

$o- at the top of the report

Status Re#orting
Definition

#ro)ect Scope Chan"e control is concerne+ with a@ influencin" the factors that create scope chan"es? $@ anal!Din" an+ assess the impacts to the pro)ect? c@ approvin" or re)ectin" a reAueste+ chan"e an+ +@ mana"in" the actual chan"e: Scope chan"e c is ti"htl! linke+ to to sche+ule? +elivera$le an+ Aualit! mana"ement: A Chan"e %eAuest is a form that contains all the information reAuire+ to support the +ecision makin" processes that are use+ mana"e the unforeseen chan"es that inevita$l! arise +urin" the course of all $ut the simplest of pro)ects:

Purpose

The prime purpose of chan"e mana"ement is to ensure that propose+ chan"es that are of $enefit to the pro)ect are implemen in a controlle+ manner an+ that propose+ chan"es that have little or no value to the pro)ect are not: Chan"e %eAuests support o$)ective $! provi+in"5 .: 1: 6:

A recor+ of the propose+ chan"e an+ the rationale $ehin+ it: A recor+ of the results of an! anal!sis of the potential impact of the propose+ chan"e: The information reAuire+ to +eci+e+e how to procee+ with the propose+ chan"e an+ a recor+ of those +ecisions

.ut"ine of the Procedure

Project Res#onsibi"ities by Ro"e

Project Manager
%he Project Manager is res#onsib"e for achieving the #roject objectives by running the day!to!day activities of the #rojectH She,he oversees the re"ationshi#s )ith a"" functiona" grou#s@ identifies the stakeho"ders@ determines the #roject a##roach and manages the overa"" im#"ementation )ork #"an@ sco#e@ budget@ and schedu"eH Inclu%es &ut is not limite% to7

4 4 4 4 4 4 4 4

Involves the sponsor in the pro)ect: <nsures plans? or"aniDation an+ mana"ement s!stem are kept up to +ate as the pro)ect +evelops Ceeps mana"ement an+ pro)ect mem$ers up to +ate with latest pro)ect pro"ress an+ pro$lems %esponsi$le for the completeness an+ the Aualit! of all pro)ect +elivera$les <nsures all issues are properl! a++resse+ %e"ularl! up+ates pro)ect sponsor0pro)ect review $oar+ with current pro)ect status an+ issues <nsures all chan"e reAuests are properl! mana"e+ <nsures the appropriate resources are availa$le for the pro)ect

Systems -na"yst
%he Systems -na"yst trans"ates the business re9uirements into systems s#ecifications by #erforming detai"ed systems and data ana"ysis@ deve"o#ing technica" documentation@ and #rogramming for various #rojects and initiatives@ a##"ication su##ort and soft)are #ackage eva"uationH

4 4 4 4 4

Surve!s an+ anal!Des ma)or e-istin" or propose+ s!stems to i+entif! technical alternatives: %e+uces +esi"n pro)ects into component anal!sis tasks #repares final s!stems +esi"n? specifications an+ +ocumentation necessar! for pro"rammin" Directs an+ assists in the writin"? testin"? an+ +e$u""in" of pro"rams <nsures that +ocumentation is complete prior to releasin" for operations

4 Develops evaluation criteria an+ i+entifies packa"es that ma! meet the $usiness nee+ 4 #lans? +irects an+ reviews the work of the Developers assi"ne+ to the pro)ect: 8usiness -na"yst
%he 8usiness -na"yst deve"o#s effective )orking re"ationshi#s )ith and among the business stakeho"ders and fe""o) techno"ogy team members to deve"o# a strong understanding of the business re9uirements and #rocesses re"ated to techno"ogy so"utions and e4isting systemsH

4 4 4 4 4

#erforms anal!sis an+ +ocumentation of $usiness reAuirements? "oals? o$)ectives for pro)ects an+ initiatives ,iaises with relevant stakehol+ers to assess an+ +evelop improvements to processes an+ proce+ures Assists an+ provi+es a+vice to other anal!sts an+ en+ users in or+er to resolve specific functional issues <nsures that the relevant "roups within IS&T0 IT are full! $riefe+ with respect to reAuirements relatin" to support an+ chan"e mana"ement Assists users with user acceptance testin" of approve+ chan"es >W&O DO<S T&IS C(%%<NT,QF@

*,-,%esting
%he *-,%esting -na"yst ensures that soft)are 9ua"ity e4ists #rior to im#"ementation by uti"i/ing the a##ro#riate testing too"s@ metrics and #rocesses to test the soft)are and re#ort #rob"emsH

4 4 4 4 4 4 4

%esponsi$le for "ui+in" software process improvement with the primar! o$)ective of Aualit! assurance: Develops? implements an+ utiliDes *0A test suite0tools Develop metrics to measure the Aualit! level of pro+ucts an+ services pro+uce+ for the customer %eceives trainin" on pro+uct an+ $ecomes familiar with +ocumentation Becomes knowle+"ea$le of all $usiness processes to $e supporte+ $! pro+uct Si"ns off on all mo+ules teste+ (tiliDes a"ree+ upon testin" approach an+ process for a "iven pro)ect or initiative: >e:": pro$lem inci+ent an+ trackin"@

Project Res#onsibi"ities by Ro"e

Deve"o#er
%he deve"o#er deve"o#s and unit tests soft)are based on defined business and systems re9uirements@ or in res#onse to #rob"ems re#ortedH

4 4 4 4 4 4 D8-

Desi"n or +evelop applications <valuates solutions Develops the conceptual +esi"n >of the s!stem@ Develops +etaile+ pro"ram specifications Develops lo"ical an+ ph!sical software +esi"n Writes an+ tests computer pro"rams $ase+ on $usiness or s!stems reAuirements

%he D8- designs@ im#"ements@ and manages the "ogica" and #hysica" as#ects of the assigned database0s1 and associated a##"icationsH

4 4 4 4 4 4 %rainer

Works to ensure sta$le? relia$le an+ recovera$le DB S environment #repares an+ maintains complete an+ accurate ph!sical +esi"n specs an+ I0O interfaces onitors +ata$ase activit! an+ performance Tunes +ata$ase for performance Installs an+ up"ra+es software #lans? tests? an+ implements $ackup an+ recover! proce+ures

%he %rainer designs@ deve"o#s@ and de"ivers training based on c"ient needs 0iHeHH@ ne) business #rocess@ ne) too"@ etcH1H

4 4 4 4

Con+ucts trainin" nee+s assessment an+ makes recommen+ations A+vises pro)ect mem$ers on trainin" matters #rovi+es formal or informal trainin" to pro)ect mem$ers #rovi+es trainin" for or"aniDations or in+ivi+uals affecte+ $! the pro)ect +elivera$les

Security -rchitect
%he Security -rchitect ensures that security re9uirements are addressed and im#"emented across the architecture and re"ated soft)are@ hard)are@ and trainingH

4 Develop0review the securit! reAuirements accor+in" to current policies: 4 <nsures that the s!stem architecture >software? har+ware? an+ network@ meets the securit! reAuirements 4 Develops the securit! mechanisms in the software architecture System -rchitect
%he System -rchitect has overa"" res#onsibi"ity for designing the so"ution@ e4#"oring techno"ogy o#tions@ diagramming technica" infrastructure and reso"ving design issues throughout a #roject or initiativeH

4 4 4 4 4

I+entifies an+ prioritiDes the architecturall! si"nificant reAuirements >can we $e more specific hereF@ Determines the st!le of the s!stem architecture >ma)or s!stem patterns@ I+entif! the ma)or functions of the s!stem I+entif! the s!stem +ata? har+ware? an+ software components <nsure that these functions an+ components meet their associate+ operational reAuirements? Aualit! reAuirements >performance an+ scala$ilit!@? an+ +esi"n constraints

Project Res#onsibi"ities by Ro"e

$hange Manager
%he activities are ty#ica""y done by the #roject manager or in #artnershi# )ith the Project Manager and the $om#etency &rou# %eamH

4 OptimiDe the timin" of the release of pro)ect +elivera$les to the $usiness operations 4 #repare the affecte+ $usiness areas for the transition to new wa!s of workin" an+ man"e them throu"h the transition process 4 <sta$lish the mechanisms $! which $enefits can $e +elivere+ an+ measure+ 4 <nsure that ma-imum improvements are ma+e into the e-istin" an+ new $usiness operations as pro)ects +eliver their pro+ucts
into operational use

4 ,ea+ all the activities associate+ with $enefits realiDation an+ ensure that continue+ accrual of $enefits can $e achieve+ an+

measure+ after the pro"ram has $een complete+: >Is this part of the pro)ect or transitione+ to someone after implementationF@

S#onsor %he S#onsor cham#ions the #roject@ #rovides overa"" direction and funding@ and a##roves a"" major mi"estonesH

4 4 4 4 4 4 4 4 4

Sets the vision? common "oals an+ critical success factors <sta$lishes or secures polic! Atten+s re"ular pro"ram reviews <sta$lishes the authorities of the pro)ect team an+ stakehol+ers Approves the charter an+ scope of the pro)ect inclu+in" +elivera$les Sets priorit! of the pro)ect relative to other pro)ects in her0his area of responsi$ilit! <nsures that resources are availa$le to carr! the pro)ect to its completion %emoves o$stacles or other constraints AuthoriDes chan"es in scope

Stakeho"der Individua"s and organi/ations )ho are invo"ved in or may be affected by #roject activitiesH