Project Management Services Best PracticesDocument Transcript
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TABLE OF CONTENTS
Project Management Services..................................................................................3
Best Practices for Project Management Services...............................................................4
Project Management Service Levels..................................................................................9
Project Management Services Pricing..............................................................................10
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Project Management Services
Project Management Services include providing expertise in project management to ensure
that projects fulfill their given set of requirements and achieve their overall objectives. The
service consists of the following:
On-Site Project Management:
Providing individuals with experience and expertise in various areas of project
management to include on-site project and program management support for various
projects within NOAA.
Support various NOAA project managers and assist these managers with the day-to-
day execution of the project.
Advise managers and incorporate any of the standards and processes
communicated from the NOAA PMO in addition to injecting continuous process
improvements and financial planning to utilize industry best practices.
Development and Implementation of a Project Management Office
Provide support and expertise to develop, implement and staff an enterprise-level
Program Management Office (PMO).
Utilize a Program Management Plan (PMP) to describe a turn-key PMO solution in
addition to processes and quality assurance steps to ensure that the PMO
seamlessly integrates with the NOAA PMO and other critical NOAA IT environmental
Develop solutions for integrating the PMO reporting and monitoring tools with the
NOAA financial system. This support shall include the development of a concept of
operations, roles and responsibility matrix, organizational structure and status
Establish and implement standard policies and procedures based on industry best
practices for use by various IT projects and programs within NOAA. Examples
include Project Management Institute’s Project Management Body of Knowledge
(PMBOK), Control Objectives for Information and related Technology (COBIT),
Information Technology Infrastructure Library (ITIL), and Capability Maturity Model
Support various enterprise-level program management tasks including the creation
of executive dashboards and reporting on projects to governance bodies and senior
Provide services to project managers in the area of mentoring/coaching and the
issuance of standards and guidelines, to include support for the COTR that will
include, but not be limited to trade-off analysis and other general administrative
Promote the success of projects by enhancing the maturity of project management
throughout the project life cycle.
The following functions will be performed by the PMO:
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Project Value Measurement: Provide expertise in the development of evaluation criteria
to determine the value of a proposed project. This information will be used in the
ongoing evaluation of a project to determine its success and contribution to the
Project Portfolio Management: Provide capabilities and expertise to perform project
portfolio management at an enterprise level. This will require being able to periodically
capture information on projects and report on the status of projects based on varying
criteria such as size, type, risk and performance.
Methodology Development: Provide the necessary capabilities and expertise to develop
mature standardized project management practices across all IT services within NOAA.
These practices should be repeatable and based on industry best practices (e.g., LEAN,
Six Sigma, International Standards Organization (ISO), PMBOK, ITIL, COBIT, CMMI,
etc.). These practices must also align with Federal, Department and Agency
Quality and Performance Assessments: Provide methodologies and capabilities to track
and evaluate the performance of projects from initiation to completion. This may include
the tracking and reporting of financial management metrics such as Earned Value
Management (EVM) as well as solution quality indicators such as customer satisfaction
and achievement of all defined requirements.
Risk Management: Provide support for all areas of risk management including
identification, evaluation, tracking, management and resolution. Also, support the
development of effective mitigation strategies to reduce areas of high risk. It is expected
that this risk management will be needed at both a project level and a more aggregate
Resource Management: Support at an enterprise level the development of a resource
management plan and its execution to ensure projects are appropriately staffed, and to
ensure that expertise is sufficiently positioned to support current and future
Best Practices for Project Management Services
Projects are initiated and tracked for every new "major" initiative.
A project management process has been implemented with well defined, measurable
Audits are performed in accordance with generally accepted auditing standards.
Project management performance is assessed for all projects.
Project management is integrated and enforced in all IT activities.
The IT organization has adopted enterprise-wide project management processes.
Personnel responsible for planning, designing and executing the process have an
understanding of the project management methodology.
Knowledge sharing is formalized, and formal training programs are implemented for
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External project management certification is conducted.
A standardized knowledge base is used for lessons learned.
The knowledge base is utilized to ensure that best practices are used in new projects
and to benchmark other projects.
The project management process includes the steps needed to address the legal and
regulatory requirements, certification needs, general organizational effectiveness and
identification of best practices.
Project management processes have been certified.
Strategy, Planning and Design:
Quality assurance is built into the project management process to ensure that the
products and services being produced have a competitive advantage.
The project management process is flexible and adaptable to changes in the IT
Management has built into the process an organization-wide continuous improvement
program that takes into account certifications, lessons learned and industry best
practices for project management such as:
Standard methodology for every new major initiative
Acceptance testing at end of project
Defined project-specific risks and mitigation policies
Review of IT projects in the context of the business process they support
A clearly defined and agreed upon executive activity has been created and is subject to
The organization has defined and documented the process for project management
activities and implemented procedures associated with the activities.
Policy guidance and project charter are published to all departments and containing at
least the following key elements articulated in a clear manner:
Scope, definition, roles and responsibilities, lead times, exception processing,
principles, and documentation related to project management
Mission, objectives and scope of the project management
Project management guiding principles
Project management policies
Finalized process taxonomy
Policies and procedures have been developed for risk management activities/tasks
(identification, assessment, mitigation, and control).
Project management requirements have been developed for IT initiatives.
Documentation is designed to fulfill audit ability requirements; however, it is user friendly
consists of simplistic forms whenever possible.
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Management of information services function has implemented processes for managing
Processes have been documented and are well defined (e.g., workflows, operating
People performing these processes do leverage the experiences of others performing
Agreement exists for how this process should be performed.
Project management activities that do occur are focused on organization-wide initiatives.
IT projects and operations are measured for success, and management makes formal
judgments on success.
Project management processes are in place and have strict criteria for exceptions.
Technology and/or task hand-off points/relationships are clearly identified and
implemented for all service management processes.
Process-to-process integration (including data-level integration) with all service
management processes is documented and communicated.
Formal integration exists with all IT service management processes.
Formal Integration exists with:
Formal integration exists with:
Business Relationship Management
IT Finance Management
Controls over project management are monitored, and results are reviewed regularly.
Defined roles are identified at all levels, with a process to update roles as organizational
A formal process is in place to ensure the competence of the project management
function by continually evaluating the balance between internally- and externally-
available knowledge and skills.
Strategic use of toolsets for statistical analysis, performance management, workload
monitoring and systems/network monitoring are in place.
Project management knowledge base is enhanced with external best practices.
IT management has a knowledge base for project metrics.
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Tools and practices are being standardized, and lessons learned analysis is regularly
Identification, capture and reporting of metrics across all dimensions are well-
established. Baselines and thresholds are known, and reporting for project management
has moved to a dynamic model.
A positive culture focused on project management is consistently promoted by all layers
Basic quality metrics have been defined and could be repeated from project to project
within the IT organization.
IT management has formally assigned responsibility for monitoring effectiveness of
The organization manages IT processes in a holistic enterprise approach (e.g.,
Management, Administration and Operations:
Project management disciplines are used and optimized across all project management
centers of excellence.
Clearly agreed upon practices between management and audit are established for
tracking and closing audit recommendations and for reporting on global status of
A project management repository exists and contains the project templates, project
documentation, and project records and reports.
Lessons learned are conducted at the conclusion of a project, documented and
Project status reports are produced and communicated with the Executive Sponsor and
project team on a regular scheduled basis.
Action plans and checklists are developed for the execution of the plan.
IT management planning and monitoring practices are established over project
management activities, and are consistently monitored and enforced.
Project management process includes integration with third-party project management
Project management is performed holistically and integrated with other operational
Project management process is performed consistently well by multiple individuals
regardless of the introduction of new business drivers or other change to the process.
Project management tools are in place to manage the process for:
Life cycle process management
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Personnel have expertise in using the following within the project management scope:
Life cycle tools and processes
Skilled IT staff routinely participate in project management initiatives.
Metrics are used to proactively manage the quality of project management and the
development of the product or service.
Management is committed to act on project risks as these develop.
Projects exhibit and management strives for continuous alignment with stakeholder
Benchmarking of external service providers is routinely performed.
Program Management Best Practices:
Risk management is treated as a continuous, forward-looking process that is an
important part of each large, complex program.
Managing risk is aimed at addressing issues that could endanger the successful
achievement of the program’s critical objectives
Early and aggressive risk identification is vetted through collaboration and involvement
of the relevant stakeholders
The program’s focus is as much (if not more) on the process, organization, benefits and
financial aspects of the initiative as on the technology
Benefits management is viewed as a critical success factor in ensuring program
The program has taken a 360-degree view of stakeholders as partners in the effort, and
manages them accordingly.
The program ends only when the benefits have been achieved or the program is
discontinued for other reasons; completion of a system rollout or a process rollout is the
first step—not the last.
Throughout the program life cycle, ensure:
Program activities are progressing within expected timeframes.
Scope, schedule and budget are aligned.
Expected outcomes and stated benefits are being proactively managed.
Program team is functioning effectively.
Business solution aligns to expected outcomes.
“Guiding Principles” are incorporated into the design, development, execution.
Technical solution is aligned with strategic objectives (i.e., Enterprise Architecture).
Risks are known and managed.
Governance is effective.
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Project Management Service Levels
The following chart depicts the level of service provided for Project Management Services. These service-level targets are the basis
for negotiated SLAs with the business units.
Table 1. Customary Project Management Service Levels
Customary Project Management Service Levels
Service Level Description Objective Target Metric
Project Completed on Targets established for each project for Maintain controls on: +/- 2-10%
Time and Within Budget completion and budget; adherence to those Earned Value
targets is the focus of this service level Cost Variance
Cost Performance Index
Schedule Performance Index
Estimate at Completion
Estimate to Complete
Variance at Completion
Table 2. Customary Large-Scale Program Management Office Service Levels
Customary Large-Scale Program Management Office Service Levels
Measure Threshold Action State
<2% variance No action required Green
2% - 5% variance Independent audit/assessment to identify root causes of variance; Yellow
review results in 8 weeks
Value (NPV) 5% - X% variance Re-evaluate business case to ensure still valid; take immediate Red
action on root causes of variance; review results in 4 weeks
>X% variance Discontinue project; no longer achieving the returns needed to justify Stop
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Project Management Services Pricing
The following table describes the Project Management Services and the pricing for customary and premium services. Pricing for
premium services will be on a case-by-case basis, based on business unit needs.
Customary Project Management Service Pricing
Description Hourly Rate
Apprentice Project Manager $XXX.XX
Journeyman Project Manager $XXX.XX
Master Project Manager $XXX.XX
Development and Implementation of a Project Management Office Case by Case Basis
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