Policy and Procedure Rollout

1. + PROGRAM GOVERNANCE ROAD MAP This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains. 1 PROGRAM GOVERNANCE ROADMAP 1 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

2. + Table of Contents n Program Management Governance Overview n Project Management Processes n Change Control n Release Management n Configuration Management n Software Development Lifecycle n Product Assurance n Quality Assurance / Independent Verification and Validation n Risk Management n Root Cause Analysis n Governance Deployment Plan 2 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

3. + PROCESS ARCHITECTURE OF PROGRAM GOVERNANCE Change Management is the umbrella over all we do. Starting with the eliciting and change of requirements, changes to processes, software code base, testing processes, security, data, on infrastructure, risk and its impact, and the root cause analysis needed to determine impacts of any change PROGRAM GOVERNANCE ROADMAP 3 3 PROCESS ARCHITECTURE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

4. + Four Core Business Processes† 1. Strategic oversight and planning — board and executive management level activities to increase effectiveness of core business functions and their outcomes. 2. Business level planning and budgeting — management translation of strategies into business plans and allocation of capital, programs, projects, and operational effectiveness initiatives. 3. Operational effectiveness execution — value creating implementation of plans and strategies, measures in units traceable to strategic initiatives. 4. Monitoring and control — project and program performance measures, corrective actions and forecasting 4 † Insights on governance, risk and compliance May 2014 PROCESS ARCHITECTURE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

5. + Management of Change is the basis Operations and Development Models n Change Requests – add, change, delete – are the life blood of a firms product and service offerings n Defect corrections to existing baselines n External changes n Customer requested changes n Product improvement and performance changes n Management of any change is required to maintain: n Service level agreements n Integrity of the code base n Integrity of data bases n Operational integrity of the IT infrastructure 5 Management Of Change Is The Overarching Principle For All We Do PROCESS ARCHITECTURE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

6. 6 Change Management Governs the functions of … Project Management Release Management Configuration Management Software Development Quality Assurance Independent V&V Risk Management Root Cause Analysis Security and Product Assurance PROCESS ARCHITECTURE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015 Governance Oversees the functions of …

7. + Management of Change Governs the Functions of … 7 Process Area Management of Change Project Management Changes to Cost and Schedule baseline Release Management Changes to code base as it is promoted through the release life cycle Configuration Management Changes to hardware, network, and software configurations Software Development Changes to requirements and developed code as it moves to production Security and Product Assurance Changes that assure security and integrity Quality Assurance Changes that improve quality Risk Management Changes that reduce risk Management of Change is at the heart of a Service Delivery Model.“Decision Rights” for all changes to the Baseline of all systems across all functional organizations is defined through Management of Change. PROCESS ARCHITECTURE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

9. + PROGRAM GOVERNANCE OVERVIEW Governance is the process of developing, communicating, implementing, and monitoring, the policies, procedures, organization structures, and practices associated with projects are properly applied to increase the probability of success, across all functional activities. PROGRAM GOVERNANCE ROADMAP 9 9 PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

11. + Program Governance 11 Decision Making Structures Collaboration Enablers Operating Processes Roles, Responsibilities, and Decision Rights Essential processes for development, release, project management, risk, and, performance reporting Capture and connect disparate issues, decision makers, and issue resolution processes PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

12. + Program Governance in One Page n Connect project performance measures with business performance measures through policies, practices, procedures, processes, and tools. n Measure and manage the spend for the value produced from project work, including software development, infrastructure, customer support, testing, quality assurance, validation and other support functions. n Assure accountability of organizations and individuals in their participation in our product development and sustainment processes through performance reporting and variance analysis against planned performance of cost, schedule, and technical outcomes. n Increase the maturity of product development, release, and sustainment processes to transform the organization to increase the effectiveness of all work activities. 12 Program Governance – specify the decision rights and accountability framework to elicit desired behaviors in the development and sustainment of our products and services. PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

13. + Framework for Program Governance n Align the processes of software development, testing, quality assurance, release management, and IT operations with the business needs. n Provide predictable, consistent processes that meet customer expectations. n Enable efficient and effective delivery of products and services. n Enable measureable, improvable processes that can be tuned for accurate delivery and overall effectiveness of the product or service offerings. 13 ITIL V3 is the basis for delivering these outcomes. CMMI Dev and CMS guidance are the framework of the processes, procedure and work practices that deliver outcomes. PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

14. + Business Governance … 14 Governance is the set of decisions that defines expectations, grants power, and verifies performance. It consists either of a separate process or of a specific part of a management or leadership process. PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

15. + Information Technology Governance† 15 Firms with superior software development governance have 25% higher profits than firms with poor governance given the same strategic objectives. These top performers have custom designed product development governance for their strategies. Just as corporate governance aims to ensure quality decisions about all corporate assets, software development governance links decisions with company objectives and monitors performance and accountability. † IT Governance: How Top Performers Manage IT Decision Rights for Superior Results, Weill and Ross, Harvard Business Press. PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

16. + Program Governance is … 16 Program Governance is the framework that ensures project’s are conceived and executed in accordance with best project management practices within a wider framework of an organizational governance processes. Effective program governance ensures projects deliver their expected value. An appropriate governance framework ensures all expenditures are appropriate for the risks being managed. Program governance approach is not about micromanagement, it is about setting terms of reference an operating framework, defining boundaries, and ensure planning and execution are carried out in a way which assures all projects deliver the planned benefits. PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

17. + Software Project Governance is … 17 The art of using processes across the project to assure a finished quality project gets delivered on-time and on- budget. Program Management Governance is … A structured, temporary set of processes, escalations, communication, and organizational structures that steer and guide the program during its lifecycle while reaching the agreed end state. A working set of processes and management structures that allow key decisions to be made during the lifecycle of the program to ensure that the benefits and outcomes of the program are achievable. PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

18. + Program Governance … n Provides the management framework through which project decisions can be made. n Is a critical element within Corporate Governance that establishes accountability and responsibility of Business As Usual activities are established through organizational governance arrangements. n Starting with the organization chart, Program Governance establishes who in the organization is responsible for any particular operational activity the organization conducts. n Program Governance provides the decision making framework needed for logical, robust and repeatable management of SIS’s capital investments in SIS’s capital assets. n Establishes a structured approach for conducting Business As Usual activities of the business processes, change management, release management, and project management activities. 18 PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

19. + n Establish the basis for program governance, approval, and measurement with roles, accountabilities, policies, standards, and associated processes. n Evaluate project proposals to select those that are the best investment of funds and scarce resources and are within the business’s capability and capacity to deliver. n Enable resourcing of projects, harness and manage of business support and the provision of the governance resources. n Define the desired business outcomes, benefits, and value. n Control the scope, contingency funds, overall project value, and other project performance attributes. n Monitor the project’s progress, stakeholder’s commitment, results achieved and the leading indicators of failure. n Measure outputs, outcomes, benefits and value — against both the plan and measurable expectations. n Remove obstacles, manage the critical success factors, and remediate project or benefit- realization shortfalls. n Develop a project delivery capability — continually building and enhancing its ability to deliver more complex and challenging projects in less time and for less cost while generating the maximum value. Activities of Program Governance 19 PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

20. + Essential Elements of Program Governance and their Artifacts Elements of Program Governance means there is … Shown by the Physical Artifact of … A compelling business case, stating the objectives of the project and specifying the in-scope and out-of-scope elements. Risk Adjusted Business Case A mechanism to assess the compliance of the completed project to its original objectives identifying all stakeholders with an interest in the project. Deliverables Plan connected to business case A defined method of communication to each stakeholder. Communications Plan A set of business-level requirements as agreed by all stakeholders. Master deliverables An agreed specification for the project deliverables and their measures of effectiveness and measures of performance. Capabilities, features, functions, and testable requirements A clear assignment of project roles and responsibilities. Responsibility Assignment Matrix A current, published project plan that spans all project stages from project initiation through development to the transition to operations. Integrated Master Plan Integrated Master Schedule A system of accurate upward promoting status and progress-reporting including connections between cost, schedule, and technical performance. Measures of physical percent complete and delivered business value A central information repository for all project planning and reporting data. Enterprise PM System A process for the management and resolution of issues that arise during the project. Issue tracking system A process for the recording and communication of risks identified during project planning and execution. Risk management system 20 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

21. + n Policies and Procedures of product development n Risk Management n Project monitoring and control n Risk Management reporting n Project performance communications n Deliverables management n Performance reporting n Resource reporting n Risk elicitation, management, and reporting Program Governance Quality Assurance Roles and Responsibilities in Governing IT Projects 21 Project Management n Ensure quality of product capable of providing needed value n Define processes for QA and IV&V across product development lifecycle PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

22. + n Analyze, Design, Code, Unit Test products n Manage individual software development resources within boarder corporate pool n Operate production systems n Security n Database and Applications performance management Software Development Business Analysis Roles and Responsibilities in Governing IT Projects 22 IT Infrastructure n Client management n Requirements elicitation PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

23. + Governance is Implemented Through Decision Rights 23 Decision Decision Right Belongs to … Change Control Infrastructure Customer Requirements Business analysis Software Architecture Software development Security Infrastructure System Performance Infrastructure Resource Planning and Assignment Program governance Project performance reporting Program governance IT Infrastructure Infrastructure PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

24. + Root Cause(s) of Business and Project Performance Shortfalls 24 Current Condition Desired Condition Conflicting business priorities Prioritize of work across the portfolio of projects, services, and offerings based on capacity for work, business commitments, and business value. Over allocation of resources Determine the capacity for work and plans for work from the skills and deliverables assessment of past performance . No formal ROI based decision making Cost, risk, capacity, and delivered value used to make management decisions. Late delivery with mismatched work cycles Master plans of outcomes with planned work from identified backlog in sustainable rhythm. Unproductive work from break fix break processes High quality software submitted for release and production on a sustainable business rhythm. No optimization visibility to work processes Business and Technical decisions based on capacity for work, productivity, and quality metrics. Lack of tactical focus Sustainable business rhythm with cost and schedule margin. Reactive issue resolution A planning horizon that assures that few surprises are encountered for unanticipated work load. Daily impediments Infrastructure that enables work to be performed with auditable automated tools as much as possible. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

26. + Increasing the Probability of Project Success with Governance 26 Policies and Procedures of Program Governance Organizational Structure defines the roles, responsibilities and accountabilities People, Processes, and Tools implement program governance Actionable Information in units of measure meaningful to the decision makers Increased Visibility to Program Performance PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

27. + Goal of Program Governance n Define and implement the structures, processes, procedures, and policies needed to execute program management and administration. n Provide active direction, periodic review of interim results, and identification and execution of adjustments to ensure achievement of the planned outcomes which contribute to the success of the overall business strategy. 27 n Our Break Fix Break cycle is a non– recoverable sunk cost, once fixed returns money to the bottom line. n The dilution of work force efficiency from poor quality and break-fix is measurably high, once reduced, returns money to the bottom line. PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

28. + Five Beneficial Outcomes of Program Governance n Strategic Alignment of a project within the portfolio of projects with business strategy to support organizational objectives. n Risk Management by executing appropriate measures to manage and mitigate risks and reduce potential impacts on projects and programs to an acceptable level. n Resource Management by utilizing available resources and skills efficiently and effectively. n Performance Visibility through measurement, monitoring and reporting using project governance metrics to ensure organizational objectives are achieved. n Value Delivery by optimizing project portfolio contents in support of organizational objectives. 28 PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

29. + 3 Governance Questions and their Answers 29 Program Governance 3. How do we know we are being successful at what we’re supposed to be doing? 2. How are we going to do what we said we would do? 1. What do we want to do? § Connect Business and Technical Strategy § Deliverables Based Planning § Measures of Effectiveness (MoE) § Install Capacity Based Planning § Assessment of increasing maturity § Measures of Performance (MoP) § Connect delivery of business value with all work efforts § Definitions of physical progress of plan § Measure Progress as Physical Percent Complete Project Governance is the Primary Role of the Program Management Office PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

30. + Program Governance Means We Are Using… n Policies that describe … n Why we’re doing the things we’re doing n The you shall language defines the boundaries of behavior and work performance n A compliance based framework to guide our work activities n Procedures that describe … n How we do things that support the Policies, n Using Step–Action plans for work activities from requirement gathering to production release n Processes that describe … n The work activities – manual or automated – needed to implement the How in support of the Why n Tools that implement the processes that support the procedures and policies using n Team Foundation Server – source code control, branch and merge of changes, capture requirement that generate work assigned to backlog, features taken from Backlog and assigned to sprints, resources assigned to sprints, defined deliverables used to assessment progress to plan and forecast estimate to complete, test manager, release manager, configuration manger functions built and and executed as work flow. n Test Tracker Professional – capture customer facing tickets. n Microsoft Project – top level plan for delivery of capabilities, resource loaded from resource pool to show capacity for work, dependencies (predecessor and successor) between development, infrastructure, testing, releases, configuration and product road map. 30 PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

31. + Applying These 4 Activities, IT Program Governance … n Assures projects and the resulting products and services are managed well and in accordance the requirements of Governance across the Enterprise. n Assures management of the collection of projects for our clients is optimizing the return from corporate resource and maintaining alignment with strategic objectives. n Assures management of projects to n Achieve of strategic initiatives through benefits realization n Provide accountably through project sponsorship and organizational accountability n Enable performance management and controls n Make effective use of corporate resources with portfolio management n Apply enterprise risk management is aligned with compliance requirements 31 PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

32. + Program Governance Road Map 32 Time Period Activities Execute Now § Establish control over the reactionary and functionally isolated processes § Establish a business rhythm to reduce emergency and expedited updates to the code base Increase Maturity § Establish a baseline for all processes, data, and code § Establish the tools needed to control the baseline Business Transformation § Using tools, processes, and training, increase effectiveness of IT staff to meet current and expanding customer needs Execute Now 90 Days Increase Maturity 120 Days Business Transformation 270 Days PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

33. + Critical Success Factors of Program Governance n Project Management n Source Code Control n Change Management n Automated Build Processes n Automated Configuration Management n Automated Testing and Release Management n Resource Planning and Management 33 PROGRAM GOVERNANCE Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

35. + PROJECT MANAGEMENT PROCESSES End–to–End business management processes from elicitating requirements to deployment of products to production in a seamless business rhythm. 35 35 PROJECT MANAGEMENT PROCESSES PROGRAM GOVERNANCE ROADMAP Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

36. + Provide processes and tool for planning, scheduling, resource management, visibility and corrective action to cost, technical, and schedule performance in units of measure meaningful to the decision makers 36 Governance Road Map Project Management Execute Now Increase Maturity Transform Business § Identify projects, resources, capacity and allocations to build 1st level of Master Schedule for all IT projects § Capture current work activities in RAM and monetize the work § Use Intake process to show release train paradigm of all work going through IT. § Review and understand existing SDLC, product assurance and configuration management processes and determine how best to incorporate into more complete project schedules § Determine Capacity for work and Demand for work using project Intake process § With this information produce a weekly capacity planning and throughput performance forecast for all planned work authorized form the Intake process. § Provide regular documented internal status updates on in–flight efforts with existing information. § Forecast demand and capability for work and construct road map and show margin for surge § With this information produce and Enterprise level performance forecast. 90 Days 120 Days 270 Days PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

37. + Purpose & Goals of Project Management n The Project Management team exists to assist the organization in achieving the timely delivery of quality products by driving the successful completion of projects leading to the successful deployment of releases. n The Project Management team accomplishes this by assisting in driving consistency in the requesting of work, assisting in the governance and prioritization of that work, and by utilizing a standard, practical set of project management processes that will be continually measured, validated and improved. n The Project Management team works hand–in–hand with Product Management,Technology Management, Product Assurance Management, and Infrastructure Management to ensure all work is progressing in the most effective and efficient way possible to meet client needs and expectations. 37 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

38. + Guiding Principles of Successful Program Governance n The Project Management team is driven by 5 basic guidelines that will help ensure success in our organizational goals: 1. Keep it simple, be realistic, and work on the basics 2. Focus on Value, if it does not add benefit, don’t do it 3. Plan, set expectations and facilitate communications 4. Support, understand needs, goals and expectations of the organization and clients 5. Communicate, transparently, concisely, accurately and often – explain what we are doing and why 38 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

39. + Our Approach to Program Governance n The PMO is not here to diminish or tear down anything that has been done to date n Our goal is to build on the success already achieved and create a framework within which the firm can repeat that same success elsewhere. n Additionally, we will introduce processes that will improve the visibility into the projects as well as the planning of the projects so that the team can be as efficient and effective as possible and see a reduction in the number of fires that we have to fight. n Think of us as mechanics here to lube, oil and tune up the machine and help keep it running at its absolute optimum level of performance. n This is an investment made in the future of the organization n While the clients will not be directly billed for these efforts, they gain both short and long term benefit from the increased efficiency and effectiveness of all work efforts. 39 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

40. + Client and Product Management Software Development Life Cycle Product Assurance and Independent Verification and Validation Operational and Support Infrastructure Project Management Tangible Customer Benefit End State for Project Management: Balance Resources & Client Needs 40 Resources Client Needs Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

41. + 5 Steps To Project Success 41 Identify Needed Capabilities Identify Requirements Establish Project Baseline Execute Project Baseline §Define Needed Capabilities §Define Deliverables §Analyze Needs, Cost, and Risk Impactt tradeoff §Define Balanced and Feasible Alternatives §Fact Finding for each Deliverable §Gather And Classify facts §Evaluate And Rationalize facts §Prioritize Requirements §Integrate And Validate §Decompose Scope to each deliverable §Assign Accountability §Arrange Work §Develop Budget and Schedule §Identify Measures of Success §Perform Work §Accumulate Performance Measures §Analyze Performance §Take Corrective Action Perform Continuous Risk Management (CRM) Define the Measurable Capabilities of each Project Deliverable Assure All Requirements Provided In Support of Capabilities Define Measures of Performance and Effectiveness Assure Cost, Schedule, and Technical Performance Compliance PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

42. + Restating the Obvious Project Management Functions 42 Function Role, Responsibility, and Outcome Evidence Integration Management Scope Management Time Management Cost Management Resource Management Communications Management Risk Management PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

43. +CONNECTING PROJECT MANAGEMENT WITH OTHER PROCESS AREAS Project Management is the enabler of other functional area’s success. Project Management captures – Where Are We Going? How Do We Get There? Determines if We Have Enough Time, Resources, And Money To Get There? Identifies What Impediments Will We Encounter Along The Way? Provides measures to Know If We Are Making Progress? 43 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

44. + n Drive the intake and governance process. n Establish the processes around request intake, documentation, approval and prioritization. n Establish a solid intake and governance process forms a solid foundation which enables the other elements of delivery to remain stable. n Create, facilitate and maintain easy to use processes and tools for the intake, prioritization, and approval of requests. n Create the proper work queues (or backlogs) to provide each department / client with a clear vision of priorities. n Implement a model with the following characteristics: n All requests funnel through a single, consistent process n At a minimum, each client will have their own work queue n A work queue will exist for internal / architecture work – i.e. work that doesn’t fall with one specific client n All work queues will be prioritized in a similar manner using similar criteria Activities PMO Contribution Project Management and Product Management 44 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

45. + n The Software Development Lifecycle establishes the process for delivering business and technical capabilities to satisfy client needs. n Provide for elicitation of capabilities and requirements, design, coding standards, architectural standards and software testing standards. n Assure the SDLC is the basis is an efficient platform to manage the cost of maintenance, upgrades and defect removal at levels that assure performance, customer satisfaction, and business success. n Create, facilitate and maintain processes and tools for the tracking resource capacity and allocation. n Ensure the SDLC process adherence through proper project and task performance reporting. n Provide escalation paths for issues encountered in software development and between other groups impacting project performance. n Provide status reporting of all work in units of measure meaningful to the decision makers. n Facilitate in the prioritization of solutions to issues, risks, and other impediments with actionable information of the impact of of those decisions. Activities PMO Contribution Project Management and Software Development 45 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

46. + n Drive the process of qualifying all items to satisfy client needs using a consistent quality assurance process n Establish processes for proper test planning, testing, user acceptance testing, performance testing and pre– production testing n Establish a solid quality assurance process creates an efficient environment within which the cost of ongoing maintenance, and the volume of production level defects, can be reduced n Create, facilitate and maintain easy to use processes and tools for the tracking of resource capacity and allocation. n Ensure identified quality assurance process is being adhered to via proper project and task identification and tracking n Provide escalation path for issues and roadblocks product assurance staff encounter that may need decisions from other groups such as the client or product management n Provide consistent reporting mechanism for the current status and health of all in–flight work to enable leadership to have information needed for decision making at their fingertips n Assist in resolution of prioritization “disputes” by providing clear information regarding the impact of changing directions Activities PMO Contribution Project Management and Product Assurance and IV&V 46 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

47. + n Infrastructure should drive the process of change management and production deployment using a consistent configuration management process n Assure processes for proper change management, security, system performance and production deployment. n Establish a configuration management process for modifications to hardware and software released to production environments that minimizing downtime experienced by the users. n Create, facilitate and maintain processes and tools for the tracking resource capacity and allocation n Ensure the configuration management process is adhered to through proper project management, task identification and work performance tracking. n Provide an escalation path for issues and roadblocks infrastructure staff encounter that may need decisions from other groups such as the client or product management n Provide a consistent reporting mechanism for the current status and health of all in–flight work to enable leadership to have information needed for decision making at their fingertips n Assist in the resolution of prioritization “disputes” by providing clear information regarding the impact of changing directions Activities PMO Contribution Project Management and Infrastructure 47 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

48. + n Deploy Continuous Risk Management (CRM) processes for all projects n Management all projects using CRM n Assure connections of risk management tools and processes with Integrated Master Schedule, progress performance reporting and resource planning. n Provide risk reporting through centralized project reporting processes. Activities PMO Contribution Project Management and Risk Management 48 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

49. +THE MECHANICS OF SOFTWARE DEVELOPMENT PROJECT SUCCESS People, process, and policies are necessary but far from sufficient for project success. Information is needed to identify gaps, develop closure activities, applies these, and measure improvements. These activities start with visibility to project performance. 49 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

50. + Task Schedules show Cross-Functional Dependencies n Dependencies between functional areas needed to assure resource allocation, predecessor and success completion, and critical path to completion date n Document of Record is the MSFT Project Schedule for all work 50 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

51. + Work Management Through Release Planning and Sprints n Tasks defined in sprints for a release in Team Foundation Server n Task Backlog allocated to Sprints and staff to execute the Sprint 51 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

52. + Executive Summary of Projects and Portfolios of Work n Executive summary of planned work, progress of that work to date, and deliverable milestones. n This summary chart is derived directly from MSFT Project schedule 52 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

53. + Relationships between Views of Projects in the Portfolio Tailored to User Need 53 Master Schedule is Document of Record SW Development Team’s work planning in TFS Management Summary of planned work progress Estimate to Complete and Estimate at Completion PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

54. 1. Where Are We Going? 2. How Do We Get There? 3. Do We Have Enough Time, Resources, And Money To Get There? 4. What Impediments Will We Encounter Along The Way? 5. How Do We Know We Are Making Progress? IMMUTABLE Of Project Management Project Success 54 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

55. + PROJECT MANAGEMENT MATURITY ASSESSMENT The CMMI paradigm applied to Project Management reveals strengths we can build on and weaknesses were we can make improvements to increase our maturity. 55 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

56. + Project Management Maturity Descriptions n No project or program management processes or practices are consistently available, no organizational expectations for PM processes n The organization is using individual heroics to accomplish project management processes n No baseline established, no change management process n Lack of senior management strategy for project management n The efforts of project management are functionally isolated. No integrated approach, each person and organization attempts to performance project management activities n No project management data consistently collected or analyzed n Informal project management processes defined. n Basic industry framework has been recognized. n Some processes created. n Available PM processes applied inconsistently within and across projects. n Change control not yet applied consistently. n Senior management has communicated a strategy of the goals and direction for project management. n Functional isolation still prevalent n Project management data needs identified, but with informal methods for obtain data ML 1 – Isolated ML 2 – Initial 56 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

57. + Project Management Maturity Definitions n Project management processes are defined, documented, implemented and executed n Baselines are established for projects including development, operational support, and production. n Change management processes in place and operational n Senior Management engaged as part of the project management process. n Compliance with project management process oversight in place and adherence confirmed. n Cross–functional interfaces, roles, and responsibilities have been defined. n Customer interface at project and scope management level defined and managed. n Project Management data needs identified with methods for generation and communications. n Project Management process in place to integrate management of individual projects, operational support, and production. n Project Management practices integrated with business management processes. n Change control consistently applied with control processes, stakeholder entities and levels of authority defined. n Senior Management engaged with enterprise decision making processes. n Process integration achieved through: (1) Cross functional processes; (2) stakeholder processes; (3) rollup of projects to enterprise reporting. n Project Management data analyzed and decisions made using that data. n Aggregated metric and data management systems in place. n Data use to proactively support future planning and analysis. ML 3 – Consistent ML 4 – Integrated 57 PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

58. + Project Management Maturity Definitions n Established process reviewed and challenged to ensure improvement considered and implemented. n Focused effort on automating, streamlining, increasing efficient. n Lessons learned captured and addressed in an an on–going process. n Change Management incorporated in Project Management processes. n Senior Management engaged in ensuring continuous improvement activities receive priority and resources, and business practices continue to evolve with optimized processes. n Organizations work collaboratively to develop and implement improvements. n Project Management data used to optimize and sustain project performance. ML 5 – Continuous 58 n Isolated n Hope n Faith n Initial n Project Team n Team Effort n When Required n Consistent n Organizational Effort n Project Management Systems n Integrated n Common Resource Management n Coordinate Work Efforts n Continuous n Best In Class Common ML Terms n Individual Effort n Informal n Appropriate n Informal n Routine Review n Management Review n Trained n Best Practice Tools n Cross–functional n Rigorous PROJECT MANAGEMENT PROCESSES Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

59. + CHANGE MANAGEMENT The process responsible for controlling the lifecycle of all changes, enabling beneficial changes to be made with minimum disruption to IT services. † PROGRAM GOVERNANCE ROADMAP 59 † ITIL V3.1 Glossary 59 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

60. + Provide processes and tools to ensure all changes to the firms assets result in outcomes to continue to meet service level agreements are managed through all stages of the application development lifecycle—from change request approvals to checkouts for development through testing and final deployment into production. 60 Governance Road Map Change Management Execute Now Increase Maturity Transformation § CMS Change Control Policy deployed through CCB § Establish Measures Of Effectiveness for Program Governance § Requirements traceability matrix syndicated across all projects § Establish Measures of Performance for Program Governance § Maintenance and upgrade schedules integrated with project work in Integrated Master Schedule 90 Days 120 Days 270 Days CHANGE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

61. + Change Management n Ensures that changes are made with minimum disruption to the services IT has committed to its users through SLA’s and OLA’s. n Supports the efficient and prompt handling of all changes. n Provides accurate and timely information about all changes to all stakeholders impacted by a change to the production systems. n Ensures all changes are consistent with business and technical plans and strategies. n Ensures that a consistent approach to changes, testing, quality assurance and production release management is used. n Reduces the ratio of changes that need to be backed out of the system due to introduced defects and inadequate preparation for the change. n Ensures the required level of technical and management accountability is maintained for every change. n Monitors the number, reason, type, and associated risk of the changes. 61 CHANGE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

62. + Change Management Process Flow 62 Generate Change Request Evaluate Change Request § Complete Change Request form § Submit CR Form to Change Manager § Change Manager enters the Change Request to the Change Log § Change Request status is updated throughput the processes as needed § Approve to move forward with incorporating the suggested change into the production system § If approved make the necessary adjustments to carry out the requested change § Communicate the change status to submitter and other stakeholders Implement Change Request Authorize Change Request CHANGE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

63. + RELEASE MANAGEMENT Release management combines quality assurance compliance activities with management of software artifacts in a central repository (source control), then releases those software artifacts to a client production environment for application deployment. The process responsible for planning, scheduling and controlling the build, test and deployment of releases, and the delivering new functionality required by the business while protecting the integrity of existing services. † PROGRAM GOVERNANCE ROADMAP 63 † ITIL V3.1 Glossary 63 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

64. + Continuous delivery of value to our customers requires a seamless, uninterrupted flow of value delivered automatically with the minimum defects and disruptions to production. 64 Governance Road Map Release Management Execute Now Increase Maturity Transformation § Entry criteria for each gate in the release management process § Single point of integration for all changes - CCB § Automation of all change requests from Change Sets § Specific check list activities performed at each stage of the release process § Track of all changes using Branch and Merge in the Change Set § Verification of all changes, fixes, and updates with check lists § Validation of integrity of applications with regression tests established in QA § Promotion of changed baseline through each release stage documented 90 Days 120 Days 270 Days RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

65. + Success of Release Management Depends on a Gatekeeper 65 Zuul is the Gatekeeper in Ghost Busters RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

66. + Release Management Flow 66 Intake Development Production Pre Production (UAT) Staging (QA) Build Release Make changes to baseline Receive request for change to baseline Packaging of selected changes to baseline Internal testing of release candidate External testing of release candidate New baseline from release candidate Protect Baseline Protect Production § Verification and Validation (IV&V) of the release candidate § Performance and security validation § Receive request for change § Analyze the RFC § Prioritize the RFC § Assign change resource § Determine package for release candidate to Staging § Verification and Validation of the release § CCB Sign offs from § Security § Code review § Customer acceptance testing § Change baseline per approved RFC § Peer review of changes § Perform Unit Testing § Functional testing of release candidate § Performance and Security review § CCB Sign Offs from § Performance § Security § Development § Quality Assurance § Customer Management § Change Management CCB CCB RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

67. + n The Request for Change (RFC) form completed: n Statement of Change n TTPro Ticket # n Approved change description n Submitted for review n Approval to make changes to code n Unit test scenarios n Security impact assessment n Performance impact assessment n Modules to be changed checked out n Development Test Plans defined n Unit Test data n Unit Test scripts n Changes ready for incorporation to code base in DEV Environment n Changes verified with Development Testing Request for Change Into Development Primary Conditions for Release Management Success 67 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

68. + n The Request for Change (RFC) has been verified to: n Correct identified defects n Changes to functionality n Changes to improve performance n Have predictable impact on resource capacity n Be compliant with SLA and other contractual requirements n Successful development should result in no undesirable impact on n Performance n Security n Database integrity n Pass Quality Assurance and Exit criteria n The process to maintain a desired level of quality in a service or product, by means of attention to every stage of the process of delivery or production. n Pass Verification and Validation Exit Criteria n The process of confirming the software system meets specifications and fulfills its intended purpose. Out of Development Into Release Management Primary Conditions for Release Management Success 68 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

69. + Release Management … Is Process Centric n Start with policies and processes n These guide the development of procedures and identify the needed tools to implement those procedures n Support the entire release management process with a step-by-step action plan n From identification of the change request to final deployment to production n Provide support for the agreed levels of traceability n Be able to answer n How Did This Piece of Software Get Here? n What was the justification for making this change to the production system? n Use tools to federate and automate across the release management process rather than defining a process which fits the tools. n All activities across the firm touch the product baseline release in some way n No action can be taken outside the release management process 69 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

70. + Principles of Release Management n There is a Release Management Policy n An written agreement with the business and all relevant parties on how releases to production will be conducted n Release need to be well planned in advance n A release road map shows what features and functions will appear in what release n Emergency releases are managed in line with an emergency release procedure n No change to the baseline can be made without authorization to do so n Risk and back out or remediating a failed release assessed and managed n Stability of the baseline must be assured n Success and failures of releases measured and corrective actions taken to improve success rate n No improvement to the Release Management process can be made without knowing where process gaps are, what corrective actions are needed to close the gaps, and hoe to make process improvements. 70 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

71. + Calendar Events for Successful Release Management n Requirements freeze - «define this date» n Code freeze - «define this date» n Estimated “Go Live” - «define this date» n Re-estimate “Go Live” n Entrance and Exit cutoff dates for n QA n Performance n UAT – assumes we’re ready to go n Production 71 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

72. + Top Level Release Management Process Flow Activities n Development n Code and Unit Testing of 100% assigned TTPro Tickets n Staging n QA Test of deployed Release Package (Code and DB Changes that have been Unit Tested) n Pre-Production n Verification and Validation of deployed Release Package n Production n Verification and Validation of deployed Release Package 72 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

73. + Automation is the Key to Successful Continuous Delivery of Value n Everything is under change control n Monitoring of progress through check lists n Continuous integration of code in each environment n Version control with Branch and Merge n Code review with peers n Configuration management of outcomes prior to Pre-Production n Performance dashboards for activities 73 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

74. + Addressing recurring problems with Release Management n Development doesn’t have enough time to analyze, design, and Unit Test n Integration testing doesn’t have enough time to cover all impacts of the change n QA doesn’t enough time to assure not undesirable outcomes have occurred n Full regression testing not available in a change controlled baseline n Branch and Merge of locked down code baseline not in place n Architectural coupling too high and cohesion too low for rapid change processes † 74 † Low coupling is a sign of a well-structured computer system and a good design, and when combined with high cohesion, supports the goals of high readability and maintainability. Readiness Impact Scope Complexity Guides promotion of code RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

75. + n Degree of coordination and communication in place n Length of lead time to prepare n Degree and quality of testing conducted n Back Out plan if the change has unfavorable impact on production n Past implementation success rate for similar changes n Criticality of service, system, device impacted if change fails n Number of users disrupted if change fails n Legal, Regulatory, or Public sensitivity of the change n Criticality of business or processing dependencies impacted n Degree of contingency Readiness (R) 1 Very Ready ➔ 5 Not Ready Impact (I) 1 Minimal ➔ 5 Major Review and Approval of Change Requests are Driven by R.I.S.C. 75 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

76. + n Number of systems impacted by the requested change n Number of software modules impacted by the requested change n Criticality of the systems impacted by the requested change n Duration of the change n Type of change n Release n Conversion n Upgrade n Recovery / Restoration n New System n Number of steps in change n Number of support teams to implement the change n Change requires GO / NO GO decision points n Degree of repeatability and experience with change n Degree of post- implementation validation or testing n Ability to Back-Out or restore the service n Size of the implementation window Scope (S) 1 Small Scope ➔ 5 Major Scope Complexity (C) 1 Simple ➔ 5 Complex Review and Approval of Change Requests Driven by R.I.S.C. 76 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

77. + Presume all changes result in Failure n The focus of Release Management is to … n Protect the Baseline n Changes to the baseline must assure not undesirable outcomes n Protect of Production system n Changes to production must assure not negative impacts to current performance, security, functionality, any of the …ilities,and SLAs n The R.I.S.C. assessment of the change request presumes the change will result in failure n The assessment of the possibility of failure on the production system is the first priority. n With this assessment complete, the other aspects of release qualifications can be applied. 77 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

78. + R.I.S.C. Process Steps n Evaluate overall impact of the change and assume they will fail. n Collaborate with other subject matter experts knowledgeable about the are being changed or that will be impacted by the change if it fails. n Collaborate with business representatives or leaders that will be impacted by the change if it fails. n Evaluate the circumstances around the change window, other changes occurring, other events occurring, or mitigating circumstance that may bot be directly related to the change but could have a negative impact and cause the change to fails. 78 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

80. + n Readiness n Conditions needed for approval to start the work n Impact n Process, customer, quality, testing, security, operations impacts of the change n Scope n The number of items being changes n The number of differences in the baseline after the change n Complexity n The level of knowledge needed to make the change n The effort required to make the change n The work activities to be performed Entry to Stage Activities in Stage Gated Flow Request for Change to “Go Live” 80 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

81. + n Assess RFC for end-to-end process (Intake management) n Scope n Resources n Capacity for work n Risk assessment n Business impacts n SLA n RFC n TTPro tickets for n Operational changes n Defect fixes n New work from customer n Test plan for changed code n Requirements n Analysis n Development n Unit Testing Entry to Dev from RFC Activities in Development Authorized To Enter Development from Request for Change to “Go Live” 81 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

82. + n All Requests for Change (RFC) documented and recorded n Evidence of Dev exit criteria n Impact assessment n Design impacts n Assessment complete of package and individual contents as compliant n Architecture impacts n UT completion to plan n Build and run books started n Code walk through complete n Implementation, deployment plan for release n Requirements for change complete n Confirm sufficient capacity available for testing in Staging are committed n All votes of the CCB are recorded and concurrence not consensus n Confirm system testing and QA success to release meets meets requirements n Requirements for change trace back to documentation n Confirmed sufficient resources for success in Preproduction n People n External conflicts n CCB approval criteria to move to Preproduction complete n Release package or collection of packages are promoted with approval n Completion of the Build and Run book Entry to Staging from Dev Activities in Staging CCB Approval to Enter Staging from Development 82 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

83. + n CBB approve and accept any outstanding defects not corrected n Plan to correct n Production Release Implementation plan is complete n Back out plans n Communication plan n Test scenarios and strategy complete n Confirm release against requirements n Validate n Customer verification of capabilities and scope n Signed off release plan Entry to Pre-Production Activities in Pre-Production Move from Staging to Pre-Production 83 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

84. + n All tickets closed n Regression testing complete n Cyber security n Performance assessment n All test results available for review n Back out plan ready to execute n Confirmed to work n Criteria for Back Out documented n Performance monitoring in place n Staff ready to assess and take corrective actions n Corrective actions ready to be applied for specific detected difficulties Entry to Production Activities in Production CCB Approval to Move from Pre- Production to Production 84 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

85. + Core Requirements for Release Management n Dependencies for the change are explicit and easily recorded. n Developers document dependencies as part of the release process, even if dependencies across organizational boundaries. n Description is directly usable by release management tool traceable to baseline contents. n Release process involves minimal effort on the part of the developer. n When a new version of a system is released, the developer should only have to specify what has changed, rather than treating the new version as a completely separate entity n Scope of a release is controllable. n A developer is able to specify to whom, and under what conditions, the release changes is visible. n A history of revisions is kept. n This allows developers to track their systems, and to contact users with announcements of new releases, patches, related products, and the like. 85 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

86. + n Number of Requests for Change n Percent emergency releases (submission rate) n Number of changes made by release team n Number of successful installations of new version n Number of builds or deployments aborted n Percentage of release performed on schedule n Number of failed or backed out releases n Number of unauthorized changes deployed to production n Resource cost per release n Service time lost due to release activity n Number of defects per state, team, release unit, release n Percentage of gates missed per team n Average time in process state Release Management Metrics 86 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

87. + Key Elements of RM Success 87 Action Outcome Release Plan ü Strategy for segmenting delivery ü Phased functional rollout Release Content ü Identify specific release ü Describe specific content of the release ü Map individual requirements to specific release Release Schedule ü Provide high level schedule for planned delivery ü Define significant milestones for transitioning release to production Release Impacts ü Describe business or system impacts ü Identify systems and interfaces directly impacted ü Identify impacts to end-users Release Notification ü Notify all impacts stakeholder Release Management ü Identify activities to mange planning, organizing, developemnt, testing and implementation of release Release Numbering ü Identify numbering schema for release RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

89. + ITIL Release Management Processes Software defects discovered y end-users are inevitable consequences of vendors lack of testing, fundamental design issues, and poor preparation for release management. “Orchestrating End-User Perspectives in the Software Release Process: An Integrated Release Management Framework,” Advances in Human-Computer Interaction, 2014. 89 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

90. + ITIL Based Release Management Processes Needed for Success n Release Policy – corporate guidance for managing product release n Release Planning – business rhythm for managing releases, ensures all defects, features, and changes adhere to release policies n Design and Development of Solution – repair of defects, addition of features, and upgrades to infrastructure n Build and Configure Release n Assure Fit for Purpose n Release Acceptance n Roll Out Planning n Communication, Preparation, and Training 90 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

91. + Release Policy n The formal agreement of the release management approach and includes n Infrastructure used for the release n Acceptable schedule of releases n Definition of major versus minor releases n Deliverables for each release n Roll-out and Back-out plans n Documentation of the releases n Roles and responsibilities n Expected frequencies n Ensure each release has a unique number n Naming conventions n Types of releases n All detected defects resolved with patches or new releases 91 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

92. + Release Policy n Naming conventions n Types of releases n Expected frequency n Test environments n Back out planning n Gate review criteria n Grouping and prioritizing releases n Roles and responsibilities n Entry and exit criteria for each promotion state 92 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

93. + Release Planning n Designation of resources n Roles and responsibilities n Agreement of policies and procedures used during the release n Decisions on deliverables and features n Pre-defined acceptance criteria 93 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

94. + Design and Develop Software n Designing software based on requirements n Developing software to those requirements n Repairing defects that were non-compliance with requirements and design n End-use acceptance testing based in Use Cases 94 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

95. + Build and Configure Release n Assembly of modules for traceable changes to baseline stored in the software library to create the derived new baseline n Build procedures, tools, checklists used during this assembly also under change control and configuration management to ensure repeatable, traceable practices to produce the anticipated outcomes 95 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

96. + Fit for Purpose Testing (QA) n Functional, operational, performance, and integration testing of the release/ n Reliability models to forecast outcomes n Casual predictions of failure modes n Parameters of Good Enough To Release (GETR) criteria. n Testing mimics actual use from scenarios 96 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

97. + Release Acceptance n Testing software by end users and obtaining approval for release to proceed n Release package deployed to customer environment with coordinated customer team. n Release acceptance based on specific conditions defined by customer. n Automated User Acceptance Testing based on actual scenarios developed during requirements elicitation 97 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

98. + Roll-Out Planning n Time table, resources, roles and responsibilities defined during planning phase n Pre-defined schedule with cut-off dates for inclusion of additional features or defect fixes n Release check list to ensure no steps missed 98 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

99. + Communications, Preparations, and Training n Formal notifications to all stakeholders n Roll-out meetings n Training sessions n Clearly defined procedures for all communications with Point of Contact (POC) 99 RELEASE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

101. + CHANGE MANAGEMENT Software Change Management establishes and maintains the integrity of the products of the software project throughout the project's software life cycle. Software Configuration Management involves identifying configuration items for the software project, controlling these configuration items and changes to them, and recording and reporting status and change activity for these configuration items PROGRAM GOVERNANCE ROADMAP 101 101 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

102. + Establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits. 102 Governance Road Map Change Management Execute Now Increase Maturity Transformation § Source code migration plan to Team Foundation Server with established configuration of software components used to build the system § Establish Measures Of Effectiveness for Configuration Management § Infrastructure control plan based on server and network diagram and impact analysis § Establish Measures of Performance for Configuration Management § Hardware configuration plans placed in Integrated Master Schedule 90 Days 120 Days 270 Days CHANGE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

103. + Change Management (CM) Operational Policy n CM scaled to meet the needs of the firm and Stakeholders n Rigor scaled to maintain the integrity of the product baseline n Adequacy and sufficiency defined in at enterprise level n Process protects the firms assets from unauthorized or uncoordinated changes in accordance with business Policy n Change Control Board (CCB) is a Promotion Approval process n Evaluate scope, applicability, and effect of proposed change n Asses impacts on cost, schedule, and compliance n Approve or reject change based on risk, contractual compliance, business objectives, and budget n Change Communication is the mechanism for all changes n Apply defined Communications Plan n Maintain POC list n Engage stakeholder in Change Request impact assessment n Report change status across the organization and stakeholders 103 CHANGE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

104. + Release Verification Quality Assurance,Test, and Release Implementation Assessment and Approval Identification Configuration, Change, Release, and Quality Assurance Management 104 Change Request Review and Assign Assess Impact of Change Approval Change Plan Change Schedule Change Test, Quality Assurance or Change Release Changes to Production Status Accounting Audit Impact of Changes System Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

105. + Change Management Key Top Level Processes 105 Action Outcome Generate Request ü Complete Change Request form Log Status ü Enter request in Change Request Log ü Update CR status throughout Change process Evaluate CR ü Review Change Request and estimate effort to process ü Develop proposed change Authorize CR ü Grant approval to move forward with Change Implement Change ü Make necessary changes to requested change ü Communicate CR status to all stakeholders CHANGE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

106. + Key Elements of Change Management Success 106 Action Outcome Planning ü Identify, resolve, and document Change Plan Process ü Define Change process to level needed for control People ü Identify and define roles and responsibilities Culture ü Plan approach to mitigate cultural issues Product ü Determine what products under Change Control Automation ü Determine automation needs Management ü Resolve managerial decisions regarding make buy CM Plan ü Document needs, planning, processes, procedure, policies, schedules, responsibilities to integrate Change Management CM System ü Tools chosen to assist in automating Change Management CM Adoption ü Implement strategy to adopt Change Management CHANGE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

107. + Configuration Management 107 IEEE–STD–828–2012 Configuration Management (and the associated Change Management) is a discipline applying technical and administrative direction and surveillance to identify and document the functional and physical characteristics of a configuration item, control changes to those characteristics, record and report change processing and implementation status, and verify compliance with specified requirements. SWEBOK, IEEE STD 12207, IEEE STD 15288 Software Configuration Management (SCM) is the discipline of identifying the configuration of software at distinct points in time for the purpose of systematically controlling changes to the configuration and of maintaining the integrity and traceability of the configuration throughout the system lifecycle. CHANGE MANAGEMENT Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

109. + SOFTWARE DEVELOPMENT LIFE CYCLE The SDLC is the process for planning, creating, testing, and deploying software solutions to meet the client needs whose timeliness, efficiency, and effectiveness is measured in units meaningful to the decision makers. PROGRAM GOVERNANCE ROADMAP 109 109 SDLC Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

110. + The framework for all work activities performed at each stage of the software development project to assure the resulting products meet customer requirements at the needed quality levels. 110 Governance Road Map Software Development Life Cycle Execute Now Increase Maturity Transformation § Unit testing coverage policy established and in place for all changes to baseline from Change Management Policy § Code changes traceable to Change Request § Start reverse engineering software topology § CMMI PIIP assessment to identify obvious gaps and closure plans in the SDLC 90 Days 120 Days 270 Days SDLC Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

111. +First Let’s Establish a Framework for SDLC Improvement CMMI is a framework known to deliver business benefits to it’s adopters Using CMMI provides a framework for the development of a SDLC, that is consistent with the foundation of CMS processes and the process improvement effort of our major client. 111 SDLC Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

112. + CMMI Has … n Purpose n Method n Mode/Means 112 BUT CMMI has NO Processes, NO Procedures, NO Work Instructions. CMMI has Process Areas to assess our practices for writing software. CMMI Process Areas are descriptions that improve existing work practices, but do not Define what those work practices must be for any given activity or organization. SDLC Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

113. + CMMI Purpose n The Purpose of CMMI is to improve processes that facilitate organizations' abilities to deliver product on time (schedule), within budget (cost) and that does what it's supposed to do (quality and functionality). n The authors of the CMMI found a set of practices that, when performed, has a consistently positive effect on Schedule, Cost and Quality and Functionality. n They found that these values can be further improved and optimized by being able to pinpoint controllable variables and apply quantitative analysis on those variables to tweak what affects them. 113 SDLC Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

114. + CMMI Method n The Method CMMI is graduated institutionalization. n The graduated approach towards institutionalizing processes starts with simply performing process improvement practices without much in the way of managing and organization. n The next step moves up into planning and providing resources, training, and controlling the output and checking the results of the processes. n After that, further institutionalization includes creating consistent practices across projects, collecting feedback about the processes then finally graduating towards statistical controls, predictive analysis and removing causes of inconsistencies. 114 SDLC Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

115. + Mode and Means n An unspoken theme throughout CMMI is that of Communication. n All CMMI practices work by facilitating communication. n However, communication isn't just project participants talking to one another. n Communication also includes communication for the benefit of those from which we need action to be taken as well as for the benefit of those that follow that action. 115 SDLC Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

116. + Just another reminder 116 CMMI is meant to help organizations improve their performance of and capability to consistently and predictably deliver the products, services, and sourced goods their customers want, when they want them and at a price they're willing to pay. The CMMI Processes are NOT an engineering development standard or a software development life cycle. From a purely inwardly-facing perspective, CMMI helps companies improve operational performance by lowering the cost of production, delivery, and sourcing. SDLC Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

117. + Motivation for a processed based SDLC 117 Without insight into and control over their internal business processes, we cannot know how well we're doing before it's too late to do anything about it. And we wait until the end of a project or work package to see how close or far we were to our expectations, without some idea of what our processes are and how they work, how else could can we ever make whatever changes or improvements we need to make in order to do better next time? CMMI provides the model to pursue these insights and activities for improvement. It's a place to start, not a final destination. SDLC Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

118. + CMMI is Just a Model 118 Like any other model, CMMI reflects one version of reality, and like most models, it's rather idealistic and unrealistic. When understood as just a model, people implementing CMMI have a much higher chance of implementing something of lasting value. As a model, what CMMI lacks is context. Specifically, the context of the organization in which it will be implemented for process improvement. Together with the organization's context, CMMI can be applied to create a process improvement solution appropriate to the context of each unique organization. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

119. + A Parallel Approach ISO 12207 is the basis of CMS processes. Using 12207 in conjunction with CMMI DEV, the firm can Test the SDLC to assure it has the needed elements to actually deliver the needed improvements 119 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

120. + A Software Lifecycle Framework† 120 † Called out in CMS CM Policy April 2012, ISO/IEC 12207:2008(E), IEEE STD 12207-2008 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

121. + Core Elements of a Software Development Life Cycle in 12207 121 Knowledge Area Requirements Gathering The elicitation, analysis, specification, and validation of software requirements – those properties that must be exhibited to solve a real- world problem Design of Solution The process and result of software architectural design – describing the system’s top level structure and organization and identifying its components – and software detailed design – describing each component sufficiently to all for its construction Development of Solution The detailed creation of working, meaningful software through a combination of coding, validation, unit testing, integration, and debugging Testing Developed Software The dynamic verification of the behavior of a program on finite set of test cases, suitably selected from the usually infinite execution domain, against the expected behaviors Quality Assurance Software quality considerations – the degree to which a set of inherent characteristics fulfills requirements – that transcend the individual life cycle processes of the software Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

122. + Core Elements of a Software Development Life Cycle in 12207 122 Knowledge Area Maintenance of Code Baseline The totality of activities – both pre-delivery and post-delivery – to provide cost effective support to the software system throughout its life cycle. Configuration Management The discipline of identifying and controlling the configuration of the system and its software components to maintain integrity and traceability. Engineering Management The application of management activities – including measurement – to ensure that the development and maintenance of software is systematic, disciplined and quantified. Engineering Processes The definition, implementation, measurement, management, change, and improvement of software development processes. Engineering Tools and Methods Software development tools and environments and methods to develop software. Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

123. + Why is Software Development not the Same as Project Management? CMMI–DEV 1.3 Separates “Engineering” from the management of Engineering for a reason … “Doing, is not the same as management of the Doing” Process Management ML 2 ML 3 ML 4 ML 5 Organizational Process Focus OPF ✔ Organization Process Definition OPD ✔ Organization Training OT ✔ Organization Process Performance OPP ✔ Organizational Innovation and Deployment OID ✔ Project Management ML 2 ML 3 ML 4 ML 5 Project Planning PP ✔ Project Monitoring and Control PMC ✔ Supplier Agreement Management SAM ✔ Integrated Project Management IPM ✔ Risk Management RSKM ✔ Quantitative Project Management QPM ✔ Engineering ML 2 ML 3 ML 4 ML 5 Requirements Management RM ✔ Requirements Development RD ✔ Technical Solution TS ✔ Product Integration PI ✔ Verification VER ✔ Validation VAL ✔ Support ML 2 ML 3 ML 4 ML 5 Configuration Management CM ✔ Process and Product Quality Assurance PPQA ✔ Measurement and Analysis MA ✔ Decision Analysis and Resolution DAR ✔ Causal Analysis and Resolution CAR ✔ 123 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

124. + Process Management Maturity Assessment 124 CMMI Process Area ML Organizational Process Focus 2 Organization Process Definition 3 Organization Training 3 Organization Process Performance 3 Organizational Innovation and Deployment 3 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

125. + Project Management Maturity Assessment 125 CMMI Process Area ML Project Planning 2 Project Monitoring and Control 2 Supplier Agreement Management 2 Integrated Project Management 3 Risk Management 4 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

126. + Engineering Maturity Assessment 126 CMMI Process Area ML Requirements Management 2 Requirements Development 3 Technical Solution 3 Product Integration 3 Verification 3 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

127. + Support Maturity Assessment 127 CMMI Process Area ML Configuration Management 2 Process and Product Quality Assurance 2 Measurement and Analysis 2 Decision Analysis and Resolution 3 Causal Analysis and Resolution 5 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

128. + One Approach to SDLC is an Agile Paradigm 128 User Story Clarity Tasks Identified Build Setup Changes Product Owner Approval Product Backlog Updated Environment Ready Design Complete Unit Test Cases Written Documentation Pre-release Builds Code Complete Unit Tests Executed Refactoring Code Check-In Code Merging and Tagging Automated Code Review Peer Review Code Coverage Burn down Chart Ready Release Build Functional Testing Regression Testing Performance Testing Acceptance Testing Closure of Release Process Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

130. + Software Testing in the SDLC is a Critical Success Factor The goal of development testing is to Break the software for the purpose of revealing defects. Black Box testing is done without knowledge of the design of the software White Box testing is done with design knowledge that generate and select test cases 130 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

131. + Test Techniques Applicable to the Code Baseline n Experience Based n Ad hoc test cased based on testers intuition and experience n Specification Based n Specifications for the test target are analyzed to produce test cases n Code Based n Examination of code using control flow and data flow n Fault Based n Test cases generate to reveal specific faults by error guessing and mutation testing n Usage Based n Evaluate reliability objectives based on usage profiles n Application Based n Specialized techniques applicable to systems constructed, integrated, or operated in a particular fashion 131 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

132. + PRODUCT ASSURANCE Product Assurance provides the level of confidence that software is free from vulnerabilities, defects, functional failures, missing requirements gaps, either intentionally by design or accidentally inserted at anytime during its lifecycle, and that the software functions in the intended manner as described in the business and technical requirements documentation. PROGRAM GOVERNANCE ROADMAP 132 132 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

133. + Provide the level of confidence that software is free from vulnerabilities, either intentionally designed into the software or accidentally inserted at anytime during its life cycle, and that the software functions in the intended manner, including: Information Assurance and Application Security 133 Governance Road Map Product Assurance Execute Now Increase Maturity Transformation § Establish minimally acceptable documentation to start product assurance processes § Establish Measures Of Effectiveness for Product Assurance § Develop release processes around NIST Cyber Framework V 1.0 § Establish Measures of Performance for Product Assurance 90 Days 120 Days 270 Days Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

134. + Product Assurance n Governance – centers on the processes and activities related to how the firm manages overall software development activities.This includes concerns that cross–cut groups involved in development as well as business processes that are established at the organization level. n Construction – concerns the processes and activities related to how the firm defines goals and creates software within development projects.This includes product management, requirements gathering, high–level architecture specification, detailed design, and implementation. n Verification – is focused on the processes and activities related to how the firm checks and tests artifacts produced throughout software development.This includes quality assurance work such as testing, but it can also include other review and evaluation activities. n Deployment – entails the processes and activities related to how the firm manages release of software that has been created.This involves shipping products to end users, deploying products to internal or external hosts, and normal operations of software in the runtime environment. 134 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

135. + Product Assurance is an Integrated activity with Software Development n Software assurance defined as … n … the level of confidence that software is free from vulnerabilities, either intentionally designed into the software or accidentally inserted at anytime during its life cycle, and that the software functions in the intended manner, including … n Information Assurance and Application Security n The firms software is part of a larger system – delivering value to our clients – where most of what the system does is software, but other components are critical as well as … n Reliability n Maintainability n Availability n Service Level Agreements n Fault tolerance n Disaster Recovery 135 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

136. + Product Assurance Framework n Identify – Develop the organizational understanding to manage cyber security risk to systems, assets, data, and capabilities. n Protect – Develop and implement the appropriate safeguards to ensure delivery of critical infrastructure services. n Detect – Develop and implement the appropriate activities to identify the occurrence of a cyber security event. n Respond – Develop and implement the appropriate activities to take action regarding a detected cyber security event. n Recover – Develop and implement the appropriate activities to maintain plans for resilience and to restore any capabilities or services that were impaired due to a cyber security event. 136 Framework for Improving Critical Infrastructure Cyber security, Version 1.0, National Institute of Standards and Technology February 12, 2014 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

138. + QUALITY ASSURANCE, VERIFICATION AND VALIDATION Verification and Validation (V&V) is the process of checking that a software system meets specifications and that it fulfills its intended purpose. Quality Assurance is the processes needed to maintain a desired level of quality in a service or product, especially by means of attention to every stage of the process of delivery or production. PROGRAM GOVERNANCE ROADMAP 138 138 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

139. + Develop, document, and oversee the application of procedures to control the product design and development process that ensure that all requirements are being met (QA). Demonstrate that a product or product component fulfills its intended use when placed in its intended environment (VAL), and ensure that selected work products meet their specified requirements (VER) 139 Governance Road Map Quality Assurance and V&V Execute Now Increase Maturity Transformation § Define the level of quality needed in a release § Define the entry and exit criteria for assuring the release is ready for production 90 Days 120 Days 270 Days Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

140. + Quality Assurance n The purpose of the quality assurance process is to provide assurance that work products and processes comply with their specified requirements and adhere to their established plan. (TR 15504-2) n Objectives: n Identify, plan and schedule QA activities n Identify quality standards, methods and tools n Identify resources and responsibilities n Establish and guarantee independence of those.. n Perform the QA activities n Apply organizational quality management systems 140 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

141. + Quality Assurance Model The purpose of the quality assurance process is to provide assurance that work products and processes comply with their specified requirements and adhere to their established plan. 141 Application Quality Dependability Availability Reliability Security Functionality Capabilities Feature Set Accuracy Performance Efficiency Configurability Interoperability Maintainability Testability Supportability Configurability Interoperability Maintainability Usability Documentation Quality Ease of Learning Output Understandability Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

142. + TECHNICAL AND PROGRAMMATIC RISK MANAGEMENT Risk management is the identification, assessment, and prioritization of risks (defined in ISO 31000 as the effect of uncertainty on objectives) followed by coordinated and economical application of resources to minimize, monitor, and control the probability and/or impact of unfortunate events or to maximize the realization of opportunities. PROGRAM GOVERNANCE ROADMAP 142 142 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

143. + Identify potential problems before they occur so that risk handling activities can be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives. 143 Governance Road Map Risk Management Execute Now Increase Maturity Transformation § Establish risk register for enterprise level risks § Connect risks with Integrated Master Schedule and adjust cost and schedule forecasts based on risk § Establish risk registers for HEAPlus § Integrate risk handling plans with planned and budgeted work in the IMS § Establish risk register for OneEAp 90 Days 120 Days 270 Days Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

145. + Control §Review §Integrate across teams Plan §Approve plans §Recommend plans Track Identify Analyze §Review §Prioritize §Evaluate §Classify Top N Risks Assigned Responsibility Required Indicators Status / Forecast Status / Trends Risks Project Manager 1 2 3 4 5 Connecting the Continuous Risk Management Processes 145 Technical Leads Team Members Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

146. Technical Risk Management Tracking and Controlling Performance Deviations Deliberating and recommending a decision alternative Risk analysis of decision alternatives, performing trade studies and ranking Proposing and/or identifying decision alternatives Formulation of objectives Hierarchy and Technical Performance Measures Stakeholder expectations, requirements definition and management Design solutions, technical planning Design solution, technical planning, and decision analysis Technical planning and decision analysis Decision analysis, lessons learned, knowledge management Identify Analyze Plan Track Control Decide and implement decision alternatives Communicate 146 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

148. + Root Cause Analysis Root Cause Analysis is a method of problem solving that identifies the sources of failure or problems. A root cause is the source of a problem and its resulting symptom, that once removed, corrects or prevents an undesirable outcome from recurring. Failure Is Trying to Tell Us Something It is not the Root Cause We Seek, It Is an Effective Solution 148 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

149. + Our Path to Better Root Cause Analysis n Principles of Root Cause Analysis n Understanding the weaknesses in our current method n Introduction the Apollo Method n Steps to applying Apollo n Transition from the current method to Apollo 149 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

150. + Beyond Conventional Wisdom of Problem Solving The common approach to problem solving is to categorize causes or identify causal factors and look for root causes within the categories. Categorization schemes do not reveal the cause and effect relationships needed to find effective solutions. It is effective solution we are after 150 Performance–Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013, 2014, 2015

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