This document outlines an integrated project delivery and business engagement model. It discusses how projects have both IT and business dimensions and require an integrated approach across stages and functions. The model includes components like stages, artifacts, activities and gates. It presents the model's extended dimensions and integrated process with business engagement. The initial focus areas are business engagement and solution definition to establish a solid foundation before implementation. Key aspects include defining artifacts across stages, review gates, and taking an artifact-based approach to provide project status. Addressing business analysis and solution design weaknesses is seen as key to avoiding common causes of project failures.
2. Core Dimensions Of Projects
Every Project Has Two Core Dimensions:
IT And
Business
Functions/
Roles/
Activities
1.
Project Stages from Initial Concept to
Delivery
2.
Various Stakeholders Involved at
Various Project Stages and in Various
Roles Performing Various Activities
Project Stages/Timeline
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3. Integrated Project Business Engagement Model
•
•
Projects are a continuum from initial concept to planning,
design, implementation and management and operation of the
implemented solution (and ultimate decommissioning) and
across IT and business functions
Therefore important to have an integrated project delivery
approach that crosses both these core dimensions
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4. Components Of Integrated Project Delivery And
Business Engagement Model
Stages
S
Artefacts
A
A
Activities
G
Gates
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5. Extended Dimensions Of Project Delivery
Project Review and Decision Gates
IT And
Business
Functions/
Roles/
Activities
Artefacts
Project Stages/Timeline
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6. Extended Dimensions Of Project Delivery
•
Offers a common and consistent frame of reference for all
projects
7. Integrated Project Delivery Process And Business
Engagement Model
Time
Project Stages/ Timeline
Concept
Initiate
Plan
Design
Build
Test
Deploy
Manage
and
Operate
Project
Management
Project Activity/ Function
Business
Functions/
Roles
Business
Function
Business Analysis
Solution
Architecture
Implementation
and Delivery
Test and Quality
Organisation
Readiness
Service
Management
Infrastructure
and
Communications
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8. Integrated Project Delivery Process And Business
Engagement Model
Take an artefacts- and results/deliverables-based
integrated approach with review gates where go/no-go
decisions are made
• Across all project phases and project delivery roles
• Focus on getting the project right at the start will yield
benefits
• Provides a complete view of what has to be achieved
• Allows project status to be assessed
• Allows effort to be quantified across all stages and
resources
• Designed to reduce risk of project failures
•
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9. Integrated Project Delivery Process
•
Integrates project management into all other aspects and
activities of project and solution delivery
− Business
− Business Analysis
− Solution Architecture
− Implementation and Delivery
− Test and Quality
− Organisation Readiness
− Service Management
− Infrastructure
•
All relevant stakeholders are identified at an early stage
and involved throughout subsequently
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10. Spectrum Of Project Failures
Performance and/or
Operational
Problems
Specified
Business Benefits
and Savings Not
Delivered
Functionality
Delivered Does not
Meet Business
Requirements
More Expensive
to Operate Than
Planned
Significant
Rework
Required
Project Late
and/or Over
Budget
Complete Project
Success:
On-time, On-budget
and Delivering
Specified Benefits
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Solution Largely
Unused And/Or
Unusable
Increasing Frequency/
Probability of
Occurrence
Complete Project
Failure: Cancelled,
Unused, Rejected
10
11. Project Failures
•
Project Failures – late projects, over budget, project
functionality not delivered, anticipated business benefits
not achieved
•
Project Rework – involving additional cost
•
Deferred/Removed Scope – needed to meet project
schedule and either never implemented or implemented
later at additional cost
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12. Reasons For Project Failures
•
Project foundations not correct before implementation starts
− Project failure is embedded in the process from the start
•
•
•
•
•
•
Requirements - not captured, documented, validated and agreed –
poor requirement management process and capability
Design - proposed solution designs not analysed and defined in
sufficient detail to understand
Implementation - started before scope and complexity understood,
documented and defined - there is no check ensure detail is
captured and documented before development starts
Scope - Project scope not defined and challenged and solution
complexity not understood and documented
Stakeholders – all stakeholders not accurately identified
Budget – project costs are not validated or challenged
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13. Artefacts/Deliverables Define Across Project
Delivery Process
Time
Project Stages/ Timeline
Concept
Project
Management
Project Activity/ Function
Business
Functions/
Roles
Business
Function
Business Analysis
Solution
Architecture
Implementation
and Delivery
Test and Quality
Organisation
Readiness
Service
Management
Infrastructure
and
Communications
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Initiate
Plan
Design
Build
Test
Deploy
Manage
and
Operate
Artefact
Artefact
Artefact
Artefact
Artefact
Artefact
Artefact
Artefact
13
14. Artefacts/Deliverables
•
Exist to demonstrate work done to a defined standard and
quality
•
Forces projects to gather information to validate their
activities
•
Provides an audit trail and proof of work done
•
Provides a library of project material that can be reused
for other projects
•
Artefacts structures are designed to be generic to apply
across all project types
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15. Artefact View Of Integrated Project Delivery Process
Concept
Business
Function
Solution Concept/
Requirements
Document
Delivery
Project Plan
Project Resource Plan
Business Case
Rough Order of
Magnitude Estimate
Solution Architecture
High Level Design
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Deploy
Operate
User Acceptance Test
Results
Benefits Realisation
Review
Lessons Learned
Non Functional
Requirements
Detailed Solution
Design/ Functional
Specification
User Acceptance Test
Design and Plan
Standard Operating
Procedures
Confirmed Estimates Data Migration Results
Data Audit
Data Design and Data
Build Documentation
Configuration
Migration Plan
Management Approach
Unit Test Results
and Plan
Technical/Build
Integration Test Results
Specification
Detailed Estimates
Documentation Library
Data Migration Test
System Test Plan
Results
UAT Changes and
Rework
Data Migration to Live
Results
Deploy to Production
Results
Support and Operations
Documentation
Go Live Support
Functional Test Design Functional Test Results Operational Readiness
and Plan
Review
Non-Functional Test
Non-Functional Test
Results
Design and Plan
Integration Test
Integration Test Design
Results
and Plan
System Test Results
System Test Design
and Plan
Management Team
Briefing
Communications
Strategy and Plan
Change Impact
Assessment
Detailed
Communications Plan
Training Needs Analysis
Service Impact
Assessment
Service Level
Requirements
Access and Security
Definition
Infrastructure Plan
Infrastructure
Test
Project Management – Planning, Resource, Scheduling
Risk, Actions, Issues and Dependencies Management
Reporting and Communications Management
Change Management
To Be Process
Definition
Test and Quality
Service
Management
Build
Benefits Schedule and
Benefits Realisation
Plan
Test Strategy
Organisation
Readiness
Design
Functional
Requirements
As Is Process Definition
Business
Analysis
Solution
Architecture
Plan
Project Charter
Project Initiation
Document
Project
Management
Initiate
Change Action Plan
Role Definition
Organisation Design
Develop Training
Material
Training Schedule
Operations Acceptance Operations Acceptance
Testing Design and Plan
Testing Results
Service Definition
Infrastructure Design Build Test Environment
Infrastructure Technical Build UAT Environment
Specification
Build OAT Environment
Build Development
Environment
Build Training
Environment
Organisation and
Staffing
Implementation
Training Delivery
Service and
Operational Level
Agreement(s)
Transfer to Production
Plan
Build Production
Environment
Decommission Unused
Environments
15
16. Artefact View Of Integrated Project Delivery Process
•
Takes a complete view of project delivery and
implementation from initial design to management and
operation
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17. Artefact View Integrates Different Activity Lifecycles
Strategy, Business Planning and Business Analysis
Business Concept Initial Discovery
Requirements
Elicitation
Decision to
Proceed
Requirements Management and Change Management
Operations and
Use
Solution Architecture and Design
Solution
Architecture
Solution Design
Solution Specification and Change
Management
Project Management Cycle
Initiate
Execute and Control
Plan
Close
Solution Delivery - Implementation and Deployment Lifecycle
Setup and
Prepare
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Implement
Manage
Develop
Test
Evolve
Deploy
17
18. Initial Focus Area – Business Engagement And
Solution Definition
Time
Getting This
Right …
Project Stages/ Timeline
Concept
Project
Management
Project Activity/ Function
Business
Functions/
Roles
Business
Function
Business Analysis
Solution
Architecture
Plan
Design
Build
Test
Deploy
Manage
and
Operate
Focus on these project stages
and project activities will
ensure that the project
foundations are sound
Implementation
and Delivery
Test and Quality
Organisation
Readiness
Service
Management
Infrastructure
and
Communications
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Initiate
… Means Problems
Will Be Avoided At
Later Stages
18
19. Artefact View Of Initial Focus Area – Business
Engagement And Solution Definition
Business Function
Solution Concept/
Requirements
Document
Plan
Project Plan
Project Initiation
Document
Project Management
Initiate
Project Charter
Concept
Project Resource Plan
Business Case
Design
Benefits Schedule and
Benefits Realisation
Plan
Functional
Requirements
As Is Process
Definition
Business Analysis
Solution
Architecture
•
Rough Order of
Magnitude Estimate
To Be Process
Definition
Non Functional
Requirements
Solution Architecture
High Level Design
Detailed Solution
Design/ Functional
Specification
Establishes solid foundations on which to build solution
delivery and implementation
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20. Initial Focus Area – Business Engagement And
Solution Definition
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21. Initial Focus Area – Business Engagement And
Solution Definition And Validation
•
Have a defined solution to meet a defined and articulated
business need that will deliver a realisable and achievable
set of business benefits
•
Understand the complexity of what has to be delivered
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22. Initial Focus Area – Business Engagement And
Solution Definition And Validation
•
Ensures there is a strong and solid foundation for solution
implementation, delivery and management and operation
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23. Initial Focus Area – Business Engagement And
Solution Definition And Validation
Time
Getting
These Wrong
…
Project Stages/ Timeline
Concept
Project
Management
Project Activity/ Function
Business
Functions/
Roles
Initiate
Plan
Design
Build
Test
Deploy
Manage
and
Operate
Solution Concept/ Requirements
Business Case
Business
Function
Functional Requirements
Business Analysis
High Level Design
Solution
Architecture
Benefits Schedule and Benefits Realisation
Plan
Implementation
and Delivery
Test and Quality
Organisation
Readiness
Service
Management
Infrastructure
and
Communications
… Means Problems
Will Occur During
The Project
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24. Initial Focus Area – Business Engagement And
Solution Definition And Validation
•
Where there are gaps in the foundation on which solution
implementation is being based, the project is at significant
risk of failure
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25. Weaknesses In Business Analysis And Solution Design
Capabilities At The Root of Many Project Failures
Poor
Requirements
Poor Analysis
Practices
Business Requirements
Not Captured
Size/Capacity/
Complexity
Large Project,
Complex, Difficult
Changes and Processes
Poor Strategic
Alignment
Inadequate Business
Case, Undefined
Problem/Need
Large Project Team and
Multiple Stakeholders
Business Benefits
Not Measured
Business Needs
Not Met
Opportunities
Lost
Inadequate Resource
Allocation and
Prioritisation
Inadequate Business
Involvement
Dynamic, Changing
Environment
Poor Focus on
Business Needs
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Inadequately Explored
Solution Options
Unproven Technology
Investment
Wasted
Solution Design Not
Aligned to Business Needs
Uncertainly/
Ambiguity
Poor Solution
Design
25
26. Analysis And Solution Design-Related Causes Of
Failures
Poor
Requirements
Poor Analysis
Practices
Business Requirements
Not Captured
Size/Capacity/
Complexity
Large Project,
Complex, Difficult
Changes and Processes
Poor Strategic
Alignment
Inadequate Business
Case, Undefined
Problem/Need
Large Project Team and
Multiple Stakeholders
Business Benefits
Not Measured
Business Needs
Not Met
Opportunities
Lost
Inadequate Resource
Allocation and
Prioritisation
Inadequate Business
Involvement
Dynamic, Changing
Environment
Poor Focus on
Business Needs
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Inadequately Explored
Solution Options
Unproven Technology
Investment
Wasted
Solution Design Not
Aligned to Business Needs
Uncertainly/
Ambiguity
Poor Solution
Design
26
27. Project Gates
Time
Project Stages/ Timeline
Concept
Initiate
Plan
Design
Build
Test
Deploy
Manage
and
Operate
Project
Management
Business Analysis
Gate 7
Gate 6
Gate 5
Gate 4
Gate 3
Test and Quality
Gate 2
Implementation
and Delivery
Gate 1
Solution
Architecture
Gate 0
Project Activity/ Function
Business
Functions/
Roles
Business
Function
Organisation
Readiness
Service
Management
Infrastructure
and
Communications
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28. Project Gates
•
Gates exist after each to ensure project is ready to move
to the next stage or to be stopped or whether rework is
required
•
Review and decision points
•
Artefacts must be ready for review on gate entry
•
Gate exit requires artefacts completed to the required
standard
•
Reduces cost, risk and rework
•
Puts controls around the delivery process
•
Ensures work remains on track
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30. Project Process Gates
Gate 0
Concept
Gate 1
Initiate
Plan
Gate 2
Gate 3
Gate 4
Test
Build
Design
Gate 5
Gate 7
Gate 6
Deploy
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Operate
30
31. Project Process Gates
Gate 0
Concept
Gate 1
Initiate
Plan
Validate Solution
Concept and Estimates
and Make Go/No Go
Decision
Gate 4
Gate 3
Test
Gate 5
Build
Build Review, Organisation
Design Review, Readiness to
Proceed to System Test and
UAT
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Deploy
Design
Validate Detailed Design,
Readiness to Proceed to
Build and Make Go/No Go
Decision
Gate 7
Gate 6
Test Review,
Organisation
Change Review,
Training
Review, Service
Planning
Review
Gate 2
Validate Business Case
and Make Go/No Go
Decision
Validate Plan,
High-Level Design,
Benefits, Readiness
to Proceed to
Detailed Design
and Make Go/No
Go Decision
Operate
Go Live Readiness
Review, Staffing and
Training Review
Benefits Realisation
Validation, Lessons
Learned
31
32. Sample Gate Review for Gate 3 – Before Move To
Implementation/Development
•
Gate 3 Pre-requisites
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
−
•
Benefits Schedule
To Be Processes
Non-Functional Requirements
Detailed Solution Design/ Functional
Specification
Security Design
Data Design, Migration and Testing
Strategy
Design and Plan Functional Tests
Design and Plan Integration Tests
Design and Plan Non-Functional Tests
System Test Plan
Systems Inventory
Data Migration Plan
Change Impact Assessment
Detailed Communications Plan
Training Needs Analysis
Training Strategy
Service Design
Capacity Requirements Plan
Infrastructure Specification
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•
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Gate review ensures that the relevant
items have been created and are of
sufficient quality
Designed to ensure that solution
complexity has been captured so
there is confidence that what is being
developed is what is needed to be
developed
32
33. Artefact-Based Status View Of Project
Concept
Project Charter
Project Initiation
Document
Project
Management
Business
Function
Solution Concept/
Requirements
Document
Plan
Rough Order of
Magnitude Estimate
Business Case
Benefits Schedule and
Benefits Realisation
Plan
To Be Process
Definition
Solution Architecture
High Level Design
Configuration
Management Approach
and Plan`
Detailed Estimates
Test and Quality
Service
Management
Management Team
Briefing
Communications
Strategy and Plan
Service Impact
Assessment
Infrastructure Plan
Infrastructure
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Test
Deploy
Operate
User Acceptance Test
Results
Benefits Realisation
Review
Lessons Learned
Non Functional
Requirements
Detailed Solution
Design/ Functional
Specification
Test Strategy
Organisation
Readiness
Build
Project Plan
Project Resource Plan
Data Audit
Delivery
Design
Functional
Requirements
As Is Process Definition
Business
Analysis
Solution
Architecture
Initiate
Confirmed Estimates
Data Design and Data
Migration Plan
Technical/Build
Specification
User Acceptance Test
Design and Plan
Standard Operating
Procedures
Data Migration Results
Build Documentation
Unit Test Results
Integration Test Results
Documentation Library
Data Migration Test
System Test Plan
Results
UAT Changes and
Rework
Data Migration to Live
Results
Deploy to Production
Results
Support and Operations
Documentation
Go Live Support
Functional Test Design Functional Test Results Operational Readiness
and Plan
Review
Non-Functional Test
Non-Functional Test
Results
Design and Plan
Integration Test
Integration Test Design
Results
and Plan
System Test Results
System Test Design
and Plan
Change Action Plan
Change Impact
Assessment
Organisation Design
Detailed
Develop Training
Communications Plan
Material
Training Needs Analysis
Service Level
Requirements
Access and Security
Definition
Role Definition
Training Schedule
Operations Acceptance Operations Acceptance
Testing Design and Plan
Testing Results
Service Definition
Infrastructure Design Build Test Environment
Infrastructure Technical Build UAT Environment
Specification
Build OAT Environment
Build Development
Environment
Build Training
Environment
Organisation and
Staffing
Implementation
Training Delivery
Service and
Operational Level
Agreement(s)
Transfer to Production
Plan
Build Production
Environment
Decommission Unused
Environments
33
35. Artefact-Based Status View Of Project
•
Use the status of the artefacts at project stages to assess
and measure the status of the project
•
One element of project reporting
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36. Summary
•
Provides a consistent and repeatable approach to projects
•
Independent of the specifics of a project
•
Artefact-based view
•
Enables gate review process where deliverables can be
evaluated for quality and substance
•
Enables status of the project to assessed
•
Ensures success by emphasising business engagement and
solution analysis and design at an early stage
•
Engages early with project complexity
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