Enterprise+Project+Management+Methodology

1、1epmm refresher briefing january 2007 enterprise project management methodology refresher briefing 2epmm refresher briefing january 2007 project management what is a project? temporary piece of work unique product or service what is a methodology? a methodology is a business process that follows a f

2、inite and defined sequence of events and provides context for the work that takes place in the project 3epmm refresher briefing january 2007 what is the enterprise project management methodology (epmm)? a tool to help agency staff improve project management skills a roadmap to implementing a success

3、ful project a process that includes phases, activities, tasks and key templates or deliverables 4epmm refresher briefing january 2007 5.1 closeout checklist 5.2 lessons learned 5.0 c l o s e o u t p h a s e if you were building a house, this phase would include the final walk-through and payment to

4、the contractor 3.1 work plan these activities are not sequential 4.0 e x e c u t i o n this shows the software engineering process, and sdm for application development projects activity (a step in the methodology) t a x o n o m y task deliverable (one or more for each activity) tool/template 2.0 i n

5、 i t i a t i o n p h a s e if you were building a house, this phase would include choosing the type of house, getting financing and hiring the contractor these could be combined 2.5 scope (insert deliverables, affected systems, processes) 2.9 collaboration and document management 2.2 project charter

6、 (goals) 2.6 revisit research 2.1 governance, roles insert deliverables) enterprise project management methodology for application development (epmm/sep 3.0) 4.1 business modeling 4.2 requirements 4.3 analysis and design 4.5 testing and quality assurance 4.6 acceptance and installation 4.7 transitio

7、n to operational support yes go to 2.1 no 2.3 lessons learned (from previous projects) 2.4 scale project (identify deliverables) 2.7 resource assessment 3.6 quality management plan 3.7 requirements management plan 4.4 implementation agency strategic plan 1.7 it governance board endorses, and/or fund

8、s proposal 1.5 gate 1: dcios approve proposal 1.4 agency prioritizes, approves proposal 1.1 agency defines proposal 1.6 gate 2: dcios approve proposal after bca review 1.3 agency estimates costs, identifies funding sources it project $100,000? 1.2 agency research (other states, existing solutions, l

9、essons from past) software engineering process (sep) 1.0 s t r a t e t g y p h a s e if you were building a house, this phase would include deciding whether to rent or buy, looking at your budget, and getting your spouse to agree to do it 5epmm refresher briefing january 2007 phases of the enterpris

10、e project management methodology (epmm)? strategy an idea becomes a proposal, then a project that is prioritized, approved and funded at the agency and enterprise levels initiation key people further define and formalize the existence of the project and analyze resources planning appropriate plans a

11、re developed to move the project forward execution and control the product or service is developed closeout the project is closed down and best practices are derived 6epmm refresher briefing january 2007 where did the epmm come from? the methodology was developed by the governors office of administr

12、ation in close consultation with agency experts and derived from existing agency methodologies all commonwealth methodologies, including this one, are drawn from the project management institutes industry standard there are slightly different versions of the epmm for different types of projects appl

13、ication development cots implementation program development generic, for all types of projects 7epmm refresher briefing january 2007 project manager skills manage scope, time and cost plan the work and how to manage the work measure and report results personal characteristics leadership composure co

14、nflict management decision making influence motivating others/team management problem solving communications 8epmm refresher briefing january 2007 enterprise project management methodology strategy phase 9epmm refresher briefing january 2007 overview of the strategy phase the strategy phase is the f

15、irst phase in an it projects lifecycle. proposed projects for the next planning cycle covering the state fiscal year are evaluated and a consensus is reached on the prioritization and amount of funding for each project at the agency and enterprise level. throughout this phase: the strength of a prop

16、osals business case is tested the viability of this potential project is explored a determination is made as to whether the project is consistent with the agencys and the commonwealths strategic direction 10epmm refresher briefing january 2007 community of practice process click on screenshot to go

17、to template 11epmm refresher briefing january 2007 enterprise project management methodology initiation phase 12epmm refresher briefing january 2007 governance structure, team roles and responsibilities governance is the organization of responsibilities and decision-making capabilities that apply to

18、 a project. it is also referred to as an organizational chart. it identifies the teams of people who will make key decisions on the project and implement the project. it consists of oversight committees, steering committees, business analysts, technical resources, outreach coordinators, trainers and

19、 other personnel, as appropriate. 13epmm refresher briefing january 2007 project governance structure example steering committee project team development team architecture team outreach team requirements & design team training team organizational/ hr team advisory committee 14epmm refresher briefing

20、 january 2007 governance structure, team roles and responsibilities steering committee project team development team architecture team outreach team requirements & design team training team organizational/ hr team advisory committee 15epmm refresher briefing january 2007 project charter the project

21、charter formalizes the existence of a project and demonstrates management support for the project. the project charter is a formal document that defines and describes the project at a high level. it covers business drivers, critical success factors, goals, objectives and guiding principles. the docu

22、ment functions as the formal agreement for the project and is signed by the appropriate parties. changes to the charter result in the creation of a new project. 16epmm refresher briefing january 2007 project charter 17epmm refresher briefing january 2007 lessons learned from previous projects lesson

23、s learned are typically gathered during a meeting where all team members are given the opportunity to contribute. items identified during the meeting are documented. the term lessons learned is used to refer to those items which project managers would like to have known prior to starting the project

24、. once documented, these lessons learned can be shared with other projects/ agencies to impart advice or things to avoid. 18epmm refresher briefing january 2007 lessons learned from previous projects lessons from similar projects mitigating or adopting measures affecting current activities, tasks, d

25、eliverables project scope was expanded by executives in different organizations use change management deliverable and insure project sponsor is a member of the change control panel stakeholders complained about over-communication, too many emails and ppts communicate “just in time” with highly targe

26、ted audiences. conduct informal surveys to insure stakeholder satisfaction 19epmm refresher briefing january 2007 project scale (effort and complexity) this activity includes assessing the complexity and level of effort required for the project to determine which deliverables should be produced. in

27、order to make sure the appropriate deliverables are identified, work with executive leadership when identifying what should be produced. 20epmm refresher briefing january 2007 project scale (effort and complexity) 21epmm refresher briefing january 2007 project scope the project scope states what wil

28、l and will not be included as part of the project. scope provides a common understanding of the project for all stakeholders by defining the projects overall boundaries. scope can be defined in terms of impacted organizations, processes, systems, data, functionality and the like. 22epmm refresher br

29、iefing january 2007 project scope 23epmm refresher briefing january 2007 resource assessment the staffing plan defines the required resources needed to deliver the desired project deliverables. it involves the selection and assignment of a complete solution and a complete team. the staffing plan mus

30、t provide the appropriate skill sets to manage the project and to perform the tasks that produce the specified project deliverables. 24epmm refresher briefing january 2007 resource assessment 25epmm refresher briefing january 2007 revisit research it important for agencies to revisit the due diligen

31、ce on existing solutions and standards they conducted during the strategy phase since time has elapsed between then and the initiation of the project. this assessment includes having agencies speak with oa/oit and other agencies on what new options may exist within the commonwealth to meet their nee

32、ds and what new rules may govern their work. the focus is on identifying solutions which have a lower total cost of ownership over the long term. 26epmm refresher briefing january 2007 procurement strategy a procurement strategy is focused on identifying a procurement vehicle(s) that best meets proj

33、ect needs it requires input from the department of general services, the agency which manages all procurement in the commonwealth 27epmm refresher briefing january 2007 procurement strategy the deliverable will depend on the procurement vehicle selected: rfp: request for proposal rfq: request for qu

34、ote itb: invitation to bid sole source emergency asap: software reseller for pre-approved software eplus: hardware reseller for pre-approved hardware itq: invitation to qualify for it and training services staff augmentation: cai contracted to provide consultants 28epmm refresher briefing january 20

35、07 collaboration & document management the purpose of the document management plan is to manage repositories of project documents and historical information it helps insure team members and other stakeholders have the information they need to fulfill their responsibilities 29epmm refresher briefing

36、january 2007 collaboration & document management type of project documents administrative documentation (licenses, warranties, leases, etc.) analyses and recommendations contract management documentation correspondence and communications email plans and processes presentations reference materials st

37、atus reports working papers 30epmm refresher briefing january 2007 collaboration & document management document management plan template click on screenshot 31epmm refresher briefing january 2007 enterprise project management methodology planning phase 32epmm refresher briefing january 2007 work pla

38、n and schedule a work plan and schedule is the agreed upon set of tasks and due dates used to guide and monitor the project to completion. it includes: major activities to be accomplished detailed tasks for each activity dependencies and relationships between tasks and activities time (duration) est

39、imates for all tasks and activities start and finish dates names of resources assigned current status (% complete) 33epmm refresher briefing january 2007 work plan and schedule 1. begin by inserting the deliverables from the scaling and scope exercises in the work plan. project work should focus on

40、producing the in scope deliverables. 2. identify all sub-components (or activities) required to develop each deliverable. 3. sequence the activities in a logical manner. 4. for each activity, define the tasks required to complete the activity. 34epmm refresher briefing january 2007 work plan and sch

41、edule click on graphic to see template 35epmm refresher briefing january 2007 risks, issues and changes a risk is an issue that has not yet occurred. an issue is a problem or concern, or a risk that has happened. the plans for each determine how risks, issues and changes will be documented, prioriti

42、zed, assigned and resolved. the plan includes escalation procedures for issues which require immediate or executive level attention. a change is an issue that affects the scope of the project. 36epmm refresher briefing january 2007 risks, issues and changes sample process 37epmm refresher briefing j

43、anuary 2007 risk management establish clear guidelines for how risks will be weighted and ranked impacttime occurrence probability rank (impact x occurrence probability=rank) high 3 greater than 3 month delay of schedule (3) very likely greater than 70% example: 3 x 70% = 2.1 med 2 1-3 month delay i

44、n implementation (2) probable:30-70% probability low 1 1 week to 1 month delay in implementation (1) unlikely: less than 30% probability 38epmm refresher briefing january 2007 requirements management a requirements management plan is a plan used to gather requirements (or product specifications), de

45、termine roles and responsibilities, and establish how each requirement will be weighed/ranked. the plan is used to make sure there is a consistent and thorough process to gather requirements. it identifies what tools or templates will be used to gather requirements, and what the schedule will be. 39

46、epmm refresher briefing january 2007 requirements management define a process to weight and rank the requirements: a. criticality (h/m/l) b. stability (volatile, neutral, unlikely to change) c. level of effort (1-3, 4-7, 8-10 weeks or months) d. impact (h/m/l) e. target release deployment (1, 2, 3,

47、4) f. dependency number requirements and identify relationships 40epmm refresher briefing january 2007 requirements management sep requirements management plan epmm requirements management plan click on graphic to go to document 41epmm refresher briefing january 2007 requirements management use a re

48、quirements/traceability matrix these matrices map requirements to deliverables, code modules and testing to make sure that each requirement has gone through the full systems development life cycle 42epmm refresher briefing january 2007 communications a communications management plan provides for dis

49、seminating information on project goals, progress, and outcomes that can generate enthusiasm and buy-in from stakeholders. the communications plan should answer these questions: what information is going to be communicated? who will this communication be distributed to? when will this communication

50、take place? what medium will be used for this communication? how often will this communication take place? a communication plan should describe how internal and external communications will be handled. 43epmm refresher briefing january 2007 communications 1.define communications audiences: internal

51、audiences (e.g. project teams) external audiences (e.g. end users) 2.define communications goals, mission and objectives. what key themes should be communicated overall? 3.define key messages, potential barriers and critical success factors for the audiences. 44epmm refresher briefing january 2007 c

52、ommunications develop communications which highlight why is the process changing? what is changing? how will this effect me? what is expected of me? when will the changes happen? what is the new process? how will the organization support me through this change? what is my new role in this process? 4

53、5epmm refresher briefing january 2007 quality management quality management involves activities determining specific quality objectives and responsibilities, then implementing them through quality planning, quality control, and quality assurance sub-processes. it answers the questions: do they like

54、it? and does it work? the primary quality objective for all projects is always to insure the project will meet or exceed customer requirements and expectations. the activities within the quality planning process basically provide the thread that weaves through all of the project activities and ties

55、the original business requirements to the finished product. 46epmm refresher briefing january 2007 develop quality management plan 1.define the appropriate quality standards, processes, tools and roles for your project in the quality management plan. 2.assess project quality regularly during the exe

56、cution and control phase using quality assurance tools such as: structured walkthroughs (peer reviews) of formal project deliverables in-stage assessments (in-process independent “technical” reviews) during production of the deliverable testing strategies configuration management change control. per

57、iodic qa reporting 47epmm refresher briefing january 2007 contract management the purpose of contract management is to insure that the provider of goods and services satisfies all contractual obligations in a quality manner on time and within budget. contract management involves the overall strategy

58、 for identifying, selecting, hiring, and managing contracted services efficiently and effectively. the procurement document that contains the statement of work, supported by terms and conditions, will be the basis for the contract. 48epmm refresher briefing january 2007 contract management use the p

59、lanning documents you have already developed to guide the contract approach and content: project charter (business case) project scope (deliverables) it standards review (legal review) procurement strategy (vendor selection and deliverables) quality plan (performance measures) work plan and schedule

60、 (timeline and deliverables) change management (contract change requests) budget/cost management (the “three-way match”) purchase order invoice goods receipt 49epmm refresher briefing january 2007 budget/cost management the budget is the financial plan for the project. it sets the parameters for how