E-Gov Project Management Essentials

E-GOV PROJECT MANAGEMENT
Understanding and Practices
johnmacasio@gmail.com

First Five Steps to
Manage

First Steps to Manage
 Get organized
 Get support
 Identify go-to-people
Responsible
Accountable
Expert
Work

First Steps to Manage
 Identity the project team and
stakeholders
 Define the project management
methodology
 Identify the documentation
templates
 Set up the management system

Project is…
 PMI PMBOK -
“A project is a temporary
endeavour undertaken to create
a unique product, service or
result.”

Project is…
 PMI PMBOK -
“It is performed by people,
constrained by limited
resources, planned, executed
and controlled.”

Project is…
“Projects are different from
operations because the latter
are ongoing and repetitive
activities, while projects are
temporary and unique.”

Project is…
“Projects is different from
programs because the later
adopt new set of objectives and
continue to work, while projects
cease when declared objectives
have been attained.”

E-Gov Project is…
is constrained by the
developmental outcomes
RESULTS
BENEFICIARY

E-Gov Project is…
is constrained by the interest of
stakeholders
BUDGET
COST

E-Gov Project is…
is planned and executed when
scope, time and cost are duly
approved.
Needs, Requirements,
Schedules,Risks,
Suppliers People,
Organization, Process,
Culture, Technology,
Plans, Metrics, Funds
COST
TIMESCOPE

E-Gov Project is…
is enabled to execute given the
resource availability and
capability
SUPPLIERS
SOURCES

E-Gov Project is…
is closed based on the customer
satisfaction of delivered number
and quality of experience
SATISFACTION
CUSTOMER

Describe E-Gov Project
Matrix
STRATEGY
PURPOSE
RESULTS
TIMEFRAME
REQUIREMENTS
RELEVANCE
BUDGET
WORK
MATERIALS
SOURCES
QUANTITY
QUALITY
CUSTOMER

E-GOV Project Stages
JUSTIFICATION-
RESULTS, REQUIREMENTS,
OPTIONS, COST, TIME
DESIGN &
PROTOTYPE
VERSION
PLANNING
SOURCING &
PROCUREMENT
BUILD
INTEGRATE
& TEST
RELEASE
ACCEPTANCE
CLOSE
SERVICE
SUPPORT

JUSTIFICATION-
REQUIREMENTS
& FUNDS
1. PROJECT FEASIBILITY STUDY
2. PROJECT LOGFRAME
3. PROJECT BUSINESS CASE
4. PROJECT VISION & SCOPE
5. PROJECT RESOURCE
REQUIREMENT & BUDGET
6. PROJECT SCHEDULE
EXPECTATIONS

1. PROJECT MANAGEMENT PLAN
2. PROCUREMENT PLAN
3. SOURCING STRATEGY
4. PROJECT TERMS OF REFERENCES
5. REQUEST FOR PROPOSAL
6. CONTRACT TEMPLATES
7. BUDGET ALLOCATION
8. BIDS & AWARDS COMMITTEE
PLANNNING
SOURCING &
PROCUREMENT
EXPECTATIONS

1. ENTERPRISE ARCHITECTURE
2. SYSTEMS BLUEPRINT
3. COMPONENTS DRAWING
4. ASSEMBLED PROTOTYPES
5. DESIGN ACCEPTANCE
6. STANDARDS DEFINITION
7. PERFORMANCE BENCHMARK
DESIGN &
PROTOTYPE
EXPECTATIONS

1. PRODUCT COMPONENTS
2. ASSEMBLED SOLUTION
3. TEST PROCEDURES
4. PERFORMANCE REPORT
5. CHANGE REQUESTS
6. COMPONENT ACCEPTANCE
7. INTEGRATION TEST
8. INTEGRATION COMPLIANCE
BUILD
INTEGRATE
& TEST
EXPECTATIONS

1. PRODUCT PACKAGES & VERSION
2. USER’S ACCEPTANCE
3. CLOSED & PAID CONTRACTS
4. LESSON’S LEARNED
RELEASE
ACCEPTANCE
CLOSE
EXPECTATIONS

1. SERVICE LEVEL AGREEMENTS
2. SERVICE DESK
3. SERVICE REPORT
SERVICE
SUPPORT
EXPECTATIONS

Causes of Project Failure…

Project Failure…
-OGC P3M3
 Design and Definition Failure
 Decision Making Failure
 Program and Project
Discipline Failure
 Supplier Management Failure
 People Failure

Project Failure…
 Lack of financial incentive: Why
save money when that will
reduce next year's budget?
 Why set a stop-loss rule when
there is new money next year?
The attitude can often be that a
project has to succeed at all
costs.

Project Failure…
 Changes in the political agenda:
Typically, election years can
force things to go wrong as
politicians and their staff are
rushing contracts or
partnerships.
 Promising too much publicly
can lead to a premature launch

Project Failure…
 Outside events: In a public
setting, lots of things can
happen. There could be
unforeseen budget effects or
debates, shifts in public
attention, or media campaigns.

Project Maturity Model
Maturity
Level
Maturity Condition Descriptor
5 Optimized Process The organization runs continuous process improvement
with proactive problem and technology management for
projects in order to improve its ability to depict
performance over time and optimize processes
4 Managed Process The organization obtains and retains specific
measurements on its project management performance
and run a quality management organization to better
predict future performance
3 Defined Process The organization has its own centrally controlled
project processes, and individual projects can flex
within these processes to suit the particular project.
2 Repeatable Process The organization ensures that each project is run with
its own processes and procedures to a minimum
specified standard. There may be limited consistency
or co-ordination between projects.
1 Initial Process The organization recognizes projects and run them
differently from its ongoing business. Projects may be
run informally with no standard process or tracking
system.

Project Leadership…

Project Manager Competency
Attributes
VISIONING Leads strategic management; defines,
communicates, and leads goals and
objectives
CONTROL Decides, implements and monitors
NEGOTIATION Listens, builds consensus, and manages
conflict
LEADERSHIP

MANAGEMENT
Attributes
PLANNING Gathers data, analyze information, look
forward decision, design, and write
CONTROL Facilitates process initiation, execution,
control and improvement, and lead
decision making
DOCUMENTATION Captures and stores information for
knowledge requirements

TECHNICAL
Attributes
ANALYSIS Captures information and apply
appropriate thinking tool to build
understanding, decision, and planned
action.
DESIGN Captures requirements and performance
specifications, and apply appropriate
modeling tool
BUILDING Defines and implements the development
platform, and to control delivery and
integration of work packages to comply
with the project scope and outcome
requirements

Project Management
 Definition:
Application of principles,
practices, techniques to:
1. To lead project team
2. To control project scope,
schedule, costs and risks to
deliver the result of delighted
customers.

Project Management…
is situated by
BENEFICIARY
PEOPLE
CULTURE
PROCESS
TECHNOLOGY
STANDARDS-METHODS-SOURCING
SKILLS-KNOWLEDGE-POWER
ATTITUDE-VALUES-BELIEFS
POLICIES-BUSINESS-PROCEDURES

Project Management
 Control:
1. Scope
2. Time
3. Cost
4. Risks
5. Resources
6. Expectations
7. Communication
8. Quality
9. Change
10. Security

Project Management
 Agenda:
1. Performance
2. People
3. Process
4. Methodology
5. Metrics
6. Standards
7. Technology
8. Suppliers

Project Management Office
PMBoK Definition:
 Shared and coordinated
resources across all projects
administered by the PMO
 Identification and development
of project management
methodology, best practices,
and standards.

PMBoK Definition:
 Clearinghouse and
management for project
policies, procedures, templates,
and other shared
documentation
 Centralized configuration
management for all projects
administered by the PMO

PMBoK Definition:
 Centralized repository and
management for both shared
and unique risks for all projects
 Central office for operation and
management of project tools,
such as enterprise-wide project
management software

PMBoK Definition:
 Central coordination of
communication management
across projects
 A mentoring platform for
project managers

PMBoK Definition:
 Central monitoring of all PMO
project timelines and budgets,
usually at the enterprise level
 Coordination of overall project
quality standards between the
project manager and any
internal or external quality
personnel or standards
organization.

Project Stakeholders…

Know Project Stakeholders
 Structured understanding of
power, influence and interest of
the stakeholders
 guide the means to engage and
communicate
 the needs, requirements, costs,
participation, options and skills
 to move forward the project
justification, funds, plans,
issues, changes and deliverable
acceptance.

Project Stakeholders
Stakeholders are called
 person, individual, organization,
community, government, suppliers
and influencers
 whose interest and agreement
 are critical in the successful
justification, planning, design,
implementation and improvement
of the project

Critical to project is agreement
on objectives and expectation.
The sides of power in
stakeholder analysis speaks of
 Power to influence thinking
 Power to provide funds
 Power to seal decision
 power to execute work

Project Stakeholders…
their sides of power
BENEFICIARY
THINKING
DECISION
FUNDS
WORK
EXPERTISE-TIME-PRODUCTS
FRAMEWORK-ANALYTICS-SOLUTION
VALUE-OPTIONS-ACCOUNTABILITY
FINANCIAL-RETURNS-SOURCE

-Power & Influence Matrix
PERSON ORGANIZATION THINKING DECISION FUNDS WORK
List down the kind of input the stakeholder is able to bring and
make impact in the activities and results of the project.

Critical to project is the level of
interest displayed or asserted
to the input, process and
output of the project
The level of interests in
stakeholder analysis speaks of
 Wants
 Image
 Position
 Opportunities

INTEREST
POWER
KEEP
SATISFIED
MANAGE
CLOSELY
MONITOR
MINIMUM
EFFORT
KEEP
INFORMED
LOW HIGH
LOWHIGH

 High power, interested people:
these are the people you must
fully engage with, and make the
greatest efforts to satisfy.
POWER
INTEREST
KEEP
SATISFIED
MANAGE
CLOSELY
MONITOR
MINIMUM
EFFORT
KEEP
INFORMED
LOW HIGH
LOWHIGH

 High power, less interested
people: put enough work in with
these people to keep them
satisfied, but not so much that
they become bored with your
message. communication
POWER
INTEREST
KEEP
SATISFIED
MANAGE
CLOSELY
MONITOR
MINIMUM
EFFORT
KEEP
INFORMED
LOW HIGH
LOWHIGH

 Low power, interested people:
keep these people adequately
informed, and talk to them to
ensure that no major issues are
arising. These people can often
be very helpful with the detail of
your project.
POWER
INTEREST
KEEP
SATISFIED
MANAGE
CLOSELY
MONITOR
MINIMUM
EFFORT
KEEP
INFORMED
LOW HIGH
LOWHIGH

 Low power, less interested
people: again, monitor these
people, but do not bore them
with excessive communication
POWER
INTEREST
KEEP
SATISFIED
MANAGE
CLOSELY
MONITOR
MINIMUM
EFFORT
KEEP
INFORMED
LOW HIGH
LOWHIGH

 Project manager - The person
responsible for managing the
project.
 Customer/user - The person or
organization that will use the
project’s product.

 Performing organization - The
enterprise whose employees are
most directly involved in doing
the work of the project.
 Project team members - The
group that is performing the
work of the project

 Project management team -
The members of the project
team who are directly involved
in project management
activities.
 Sponsor - The person or group
that provides the financial
resources, in cash or in kind,
for the project.

 Influencers - People or groups
that are not directly related to
the acquisition or use of the
project’s product,
 but due to an individual’s
position in the customer
organization or performing
organization,
 can influence, positively or
negatively, the course of the
project

Project Organization Model…

Project Organization Model
SOURCING
VIEW
INSOURCE
OUTSOURCE
OFFSHORE

Project Organization Model
LEADING
VIEW
FUNCTIONAL
ORGANIZATION
MATRIX
ORGANIZATION
PROJECT
ORGANIZATION

PROJECT MANAGEMENT
METHODOLOGY…

Project Management Standards
-Business of Doing Project
 Project Management Body of
Knowledge
 Logical Framework Approach
 Project in Controlled
Environment

PMI PMBOK

NORAD LFA

Project Management Standards
-Managing Solution Development
 Software Engineering Body of
Knowledge
 Microsoft Solutions Framework
 SCRUM

MICROSOFT SOLUTIONS
FRAMEWORK

PROJECT MANAGEMENT
LIFE CYCLE
PMBOK PRINCE2
1. Initiating 1. Starting Up a Project
2. Planning 2. Planning
3. Executing 3. Controlling a Stage
4. Controlling and
Monitoring
4. Managing Product
Delivery
5. Closing 5. Managing Stage
Boundary
6. Closing a Project

PROJECT MANAGEMENT
LIFE CYCLE
MSF SWEBOK
1. Envisioning Phase 1. Requirements
2. Planning Phase 2. Design
3. Developing Phase 3. Construction
4. Stabilizing Phase 4. Testing
5. Deploying Phase 5. Maintenance

PROJECT MANAGEMENT
KNOWLEDGE AREAS
PMBOK PRINCE2 SWEBOK
Integration
Management
Business Case Requirements
Scope Management Organization Design
Time Management Plans Construction
Cost Management Controls Testing
Quality Management Management of Risks Maintenance
Human Resource
Management
Quality in a Project
Environment
Communication
Management
Configuration
Management
Risk Management Change Control
Procurement
Management

Project Management Phases
INITIATION PLANNING EXECUTION CLOSURE
INPUT
PRE-REQUISITES
PROCESS
TASKS
OUTPUT
DOCUMENTATON

PROJECT LIFE CYCLES
 BUSINESS LIFE CYCLE
 SOLUTION LIFE CYCLE

Project Management Cycle
BUSINESS CYLE
PROJECT
MANAGEMENT

STAGE:
INITIATION
TASKS
-Data gathering for the baseline information to
define the need for the project, value
justification of the project, solution and
requirements, the available options
-Agreement on the project methodology,
estimation tools, and financial valuation formula.
-Elaboration of the needs, key performance
indicators, critical success factors, financial
valuation metrics
-Formulation and approval of the business case
Composition, approval and release of the request
for proposal with project terms of reference
-Acceptance, review and approval of project
proposal
-Composition, approval and release of the project
contracts, and project implementation terms of
reference based on the approved project proposal
-Setting up of the project organization and the
appointment of the project manager
RESULTS
Research data and information
Approved business case
Approved Sourcing Approach
Request for Proposal and
Project Terms of Reference
Approved Project Proposal
Project Contracts
Project Implementation Terms
of References
Project Manager Appointment
PLANNINGINITIATION EXECUTION CLOSINGCONTROL
L

STAGE:
PLANNING
TASKS
-Definition of the tasks and requirements to be
planned for execution and utilization
-Elaboration and agreement on of the applicable
input, procedures, methodology and tools to be use
in planning the project development.
-Composition of the Project Management Plan to
integrated the following plans
.Work Plan –work breakdown schedule, organization
breakdown schedules
.Resource Plan – organization, skills needs,
recruitment, people training, deployment
schedules
.Procurement Plan – bills of materials, acquisition
strategy, contract handling
.Communication Plan – reporting instruments, kinds
of communications, audience definition and
information needs
RESULTS
Work Breakdown Schedule
Organization Breakdown
Schedule
Estimation Techniques
Project Management Plan
Issues and Problem Management
Plan
Change Management Organization
L

STAGE:
EXECUTION
TASKS
-Definition of solutions requirement
-Design the solution model
-Create the solution model prototype
-Verify and Validate solution model
prototype
-Build the beta version of the solution
-Internal Team verification and validation
of beta version of the solution
-Train users to test the beta version
release
-Test and Approve the beta version
-Integration and normalization of the final
version
-Test and approve the final version
-Release the final version
-Handle incident, problem and change
request
RESULTS
Process Model
Information Model
Technology Model
Work Packages
Delivery Report
Accomplishment Reports
Minutes of the Meeting
User’s Approval, Sign-in and
Sign-Off document
Training Report
Configuration Documentation
User’s Manual
L

STAGE:
CONTROL
TASKS
-Institute and enforce compliance
report
-Issues reporting and change
management handling
RESULTS
Compliance Checklist
Issues Documentation
Attendance Reporting
Testing and Quality
Assurance Documents
L

STAGE:
CLOSURE
TASKS
-Audit and Compliance
Final Acceptance
Lessons Learned - Retrospection
Contracts closure
Handing over
Project document archived
RESULTS
Lesson Learned Document
Payment
Project Acceptance
Documentation
Turn-over Documentations
L

-Project LogFrame
DESCRIPTION INDICATORS VERIFICATION ASSUMPTIONS
Overall
Objectives
OO Achievement
Metrics
Quantity, Quality and
Time to Measure
How to collect
information, when
and who
Project
Purpose
Purpose Achievement
Metrics
Time to Measure
If the purpose is
achieved, what
assumption of OO is
hold as true
Project
Results
Results Achievement
Metrics
Time to Measure
If the results is
achieved, what
assumption of
purpose is hold as
true
Project
Activities
INPUT Work and Materials
–Effort and Cost
If activities are
done, what
assumption is true
to bring result

-Project LogFrame
OVERALL
OBJECTIVES
PROJECT
PURPOSE
PROJECT
RESULTS
PROJECT
ACTIVITIES
Contribution to
policies and
impact of
program
objectives
Direct benefits of
target group/s
Tangible products
or services to be
delivered
Tasks to
accomplished to
deliver results

-Project LogFrame
OVERALL
OBJECTIVES
PROJECT
PURPOSE
PROJECT
RESULTS
PROJECT
ACTIVITIES
Contribution to
policies and
impact of
program
objectives
Direct benefits of
target group/s
Tangible products
or services to be
delivered
Tasks to
accomplished to
deliver results
PROJECT JUSTIFICATION

-Project LogFrame
PROJECT
OBJECTIVES &
TIME FRAME TO
ACHIEVE
MEASURABLE
INDICATORS TO
TELL PURPOSE IS
BEING ACHIEVED
METHODOLOGY
TO CAPTURE THE
INDICATORS TO
BE MEASURED
INPUT PROVIDED
TO ACHIEVE THE
PURPOSE
The direct
benefits to be
experienced by
the target
group/s within
targeted period
Data specification
to quantify and
qualify
Tangible products
or services to be
delivered
Work and
materials
delivered and
cost
PROJECT MONITORING & EVALUATION

-Project LogFrame
PROJECT
ACTIVITIES &
EXPECTED
RESULTS
MEASURABLE
INDICATORS TO
TELL ACTIVITIES
ARE PERFORMED
AND OUTCOMES
ACHIEVED
METHODOLOGY
TO CAPTURE THE
INDICATORS TO
BE MEASURED
INPUT PROVIDED
TO PERFORM
THE ACTIVITIES
Tasks Items and
deliverable
Data specification
to quantify and
qualify
Process, Tools and
People
Work and
materials
delivered and
cost
PROJECT MONITORING & EVALUATION

-Project LogFrame
NAME OF PROJECT
PROJECTPURPOSE
BENEFICIARYPROBLEM
PROGRAMOBJECTIVES
PROJECTRESULTS
PROJECTINPUT
PROJECTCOST
PROJECTTIMELINE
PROJECTCORGANIZATION

WORK BREAKDOWN SCHEDULE
Time
Objectives Duration Estimate
Sequences
Critical Path
Work and Time
Cost Breakdown
Tasks

Project Solution Life Cycle
PROJECT TASKS RESPONSIBLE ACCOUNTABLE EXPERT WORKER
Solution Visioning and
Scoping
Process Mapping and
Analysis
Application Functional
and Non-Functional
Requirement
Definition
Data Dictionary and
Entity Relationship
Modeling
Technology
Infrastructure
Configuration
modeling

VISIONING
PLANNING
DESIGN
DEVELOP
TEST &
INTEGRATION
ICT SOLUTION
DEVELOPMENT
CYCLE

VISIONING & PLANNING TASKS
Setting the goals, strategy,
approach, configuration, and
plan of developing the
solution based on the
approved business case and
project proposal of the
project.
RESULTS
Project Work Plan
VISIONING
PLANNING
REQUIREMENT
DEFINITION
DESIGN BUILDING TESTING
INTEGRATION
RELEASE SUPPORT
MAINTENANCE

VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
REQUIREMENT ANALYSIS TASKS
Elicitation and documentation
of information to compose the
input, process, output, and
technology architecture
specifications of the proposed
solution
Analysis and definition of the
functional and non-functional
requirements of the proposed
solution.
RESULTS
Business, Information,
Technology Configuration
Documentation
Functional and non-functional
requirement checklists

VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
REQUIREMENT TYPES
Functional – the ‘must be’ functions and
features of the system to fulfill the
business tasks required of the user. It
covers technical specifications, system
design parameters and guidelines, data
manipulation, data processing, and
calculation modules, etc.

VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
REQUIREMENTS TYPES
Non-Functional – the expected properties
or quality attributes of the system to
reflect the prescribed performance of
the business user. It descriptive
parameters of efficiency, reliability,
availability, quality control, cost, design
constraints, etc.

VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
REQUIREMENTS TRACEABILY MATRIX

VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
SOLUTION DESIGN TASKS
Visual drawing of the
application, data, and
technology model, and prototype
making of the solution
Generate mock-ups and
prototypes of processes, screen,
reports
Validation, verification and
approval of the visual drawing
and prototype.
RESULTS
Process, application, data, and
technology models
Application conceptual model
Database model
Technology platform model

CRITICAL TO SOLUTION DESIGN
 Understand the Business
 Know What is Possible
 Model the Business
 Define the Gaps
VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE

CRITICAL TO SOLUTION DESIGN
 Develop the Blueprint
 Obtain the Components
 Assemble the Components
 Execute and Deploy
VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE

PROCESS MAPPING
 Process map will graphically
describe the overall process
flow and identifies the work
activities, activity outputs, and
resources required.
VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE

PROCESSING MAPPING
 It creates a common
understanding across the
departments of the
organization of the current (i.e.,
"as-is") situation, and a starting
point to elaborate the future
(i.e. “to-be”) situation.
VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE

1. Determine the Boundaries
2. List the Steps
3. Sequence the Steps
4. Draw Appropriate Symbols
5. System Model
6. Check for Completeness
7. Finalize the Flowchart
VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
7 STEPS
PROCESS
MAPPING

S.I.P.O.C.

E.T.V.X.

VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
SOLUTION BUILDING TASKS
Coding of the approved
application, data and
technology prototype.
Internal testing on the
conformance of the coded
solution to approved design of
the solution requirements
RESULTS
Work Packages
Conformance Testing Report –
Pass – Fail –
Revision Report

VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
SOLUTION TESTING TASKS
Validation and verification
of the functional and non-
functional requirements of
the alpha version of the
application model and
database tables
Issues reporting and change
request
RESULTS
List of approved work
packages
Change Requests

Testing Framework
Actor's View
 Coding Experts –
standards comply
 Designer –
models comply
 User – Functional
Requiremetns
and User
Interface
Intergation Test
 Infrastructure
Connected
 Application
Workflow
Synchronization
 Data
Harmonization
 Performance

VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
SOLUTION INTEGRATION TASKS
Putting together the
functionally accepted
modules, databases,
network services and
security services to run the
integrated version of the
solution
Integration testing to
validate and verify the
inter-operational
performance
RESULTS
Integrated work package
beta version
Testing report and change
requests

VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
SOLUTION ACCEPTANCE TASKS
Conduct of user’s training
on using the functional
beta version of the
solution
Perform user’s testing and
acceptance of the
completed solution version
Solution business readiness
assessment of the final
solution version for
release
RESULTS
Training Design
Testing Scripts
Testing Report
Change Request
List of accepted functional
and non-functional
features

VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
SOLUTION RELEASE Normalization of the
configuration
requirements for the
solution final version
release
Deploying by installing and
configuring the release
version of the solution to
business production area.
Training of the production
users.
Final Release Version of
the work packages
User manual
List of location and users
for deployment, and status
of installation and
configuration
Users training schedules

VISIONING
PLANNING
REQUIREMENT
DEFINITION
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
SOLUTION SUPPORT TASKS
Setting up of the organization
and procedures for Incident,
problem and change handling
Accepting incident and
problems for documentation,
reporting, analysis and
resolution
RESULTS
Service Desk

Reading Project Proposal
1. Needs Definition
2. Objectives Identification
3. Approach, Methodology, Technology
4. Capability Requirements
5. Scope Statement
6. Estimated Cost and Schedule of Payment
7. Estimated Time
8. Mitigated Risk
9. Assumption Constraints
10. Deliverable Estimated Schedule
11. Deliverable Performance Metrics
12. Change Management
13. Organization and Responsibilities
14. Transistion and Support
15. Litigation

E-Gov Project Management Essentials

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E-Gov Project Management Essentials