The document outlines guidelines for IT project management practices. It discusses four main steps: 1) defining what types of work constitute a project versus operational tasks, 2) classifying projects based on complexity and risk into three levels, 3) detailing required processes for each project level, and 4) outlining document management needs. It provides templates for project documents and recommends tailoring project management processes based on a project's defined classification level and risk assessment. The goal is to standardize project management practices while allowing flexibility based on a given project's complexity, risk, and needs.
Describe the five project management process groups, the typical level of activity for each, and the interactions among them
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Describe the systems view of project management and how it applies to information technology (IT) projects
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
The document discusses project planning measures in the Capability Maturity Model Integration (CMMI). It applies the Goal Question Metric (GQM) approach to identify measures for the three specific goals and fourteen specific practices of the Project Planning process area in CMMI. The paper defines questions and measures related to each specific practice by following the three steps of GQM: defining goals, generating quantifiable questions, and defining measures to answer the questions. The identified measures are intended to help evaluate and control software products and processes.
Computer information project planning is one of the most important activities in the modern software
development process. Without an objective and realistic plan of software project, the development of
software process cannot be managed effectively. This research will identify general measures for the
specific goals and its specific practices of Project Planning Process Area in Capability Maturity Model
Integration (CMMI). CMMI is developed in USA by Software Engineering Institute (SEI) in Carnegie
Mellon University. CMMI is a framework for assessment and improvement of computer information
systems. The procedure we used to determine the measures is to apply the Goal Questions Metrics (GQM)
approach to the three specific goals and its fourteen specific practices of Project Planning Process Area in
CMMI.
Project management and information technology contextDhani Ahmad
This chapter discusses the context in which IT projects operate, including:
- A systems view of project management that considers organizational, technological, and business factors.
- Organizational structures like functional, project, and matrix that influence how projects are run.
- The importance of organizational culture and stakeholder management for a project's success.
- The concept of project phases and life cycles, and how development projects differ from product development.
- How standards, governance, and senior management commitment are critical to supporting IT projects.
Project management is an important skill for system analysts. There are four main phases to managing an information system project: initiation, planning, execution, and close-down. In the initiation phase, the project team is established and the scope and objectives are defined. In planning, the work is broken down into tasks, resources are estimated, and schedules and budgets are created. Execution involves implementing the plan and managing changes. Close-down concludes the project with reviews and closing out contracts. Techniques like Gantt charts, PERT diagrams, and project management software help system analysts schedule and track project activities.
The document discusses project management information systems and configuration management. It defines configuration management as a part of PMIS that includes configuration control and change management. Configuration management has four main aspects: identification, control, status accounting, and verification. Configuration control and change control are related but distinct activities for managing changes to a product and project respectively.
Describe the five project management process groups, the typical level of activity for each, and the interactions among them
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Describe the systems view of project management and how it applies to information technology (IT) projects
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
The document discusses project planning measures in the Capability Maturity Model Integration (CMMI). It applies the Goal Question Metric (GQM) approach to identify measures for the three specific goals and fourteen specific practices of the Project Planning process area in CMMI. The paper defines questions and measures related to each specific practice by following the three steps of GQM: defining goals, generating quantifiable questions, and defining measures to answer the questions. The identified measures are intended to help evaluate and control software products and processes.
Computer information project planning is one of the most important activities in the modern software
development process. Without an objective and realistic plan of software project, the development of
software process cannot be managed effectively. This research will identify general measures for the
specific goals and its specific practices of Project Planning Process Area in Capability Maturity Model
Integration (CMMI). CMMI is developed in USA by Software Engineering Institute (SEI) in Carnegie
Mellon University. CMMI is a framework for assessment and improvement of computer information
systems. The procedure we used to determine the measures is to apply the Goal Questions Metrics (GQM)
approach to the three specific goals and its fourteen specific practices of Project Planning Process Area in
CMMI.
Project management and information technology contextDhani Ahmad
This chapter discusses the context in which IT projects operate, including:
- A systems view of project management that considers organizational, technological, and business factors.
- Organizational structures like functional, project, and matrix that influence how projects are run.
- The importance of organizational culture and stakeholder management for a project's success.
- The concept of project phases and life cycles, and how development projects differ from product development.
- How standards, governance, and senior management commitment are critical to supporting IT projects.
Project management is an important skill for system analysts. There are four main phases to managing an information system project: initiation, planning, execution, and close-down. In the initiation phase, the project team is established and the scope and objectives are defined. In planning, the work is broken down into tasks, resources are estimated, and schedules and budgets are created. Execution involves implementing the plan and managing changes. Close-down concludes the project with reviews and closing out contracts. Techniques like Gantt charts, PERT diagrams, and project management software help system analysts schedule and track project activities.
The document discusses project management information systems and configuration management. It defines configuration management as a part of PMIS that includes configuration control and change management. Configuration management has four main aspects: identification, control, status accounting, and verification. Configuration control and change control are related but distinct activities for managing changes to a product and project respectively.
Assessment of cmm and its impact on software qualityIAEME Publication
The document discusses the Capability Maturity Model (CMM) and its impact on software quality. CMM provides guidance for software organizations to gain control of their processes and evolve toward excellence. It consists of 5 maturity levels, with each level comprised of key process areas that must be addressed to improve process capability. Achieving a higher maturity level indicates the organization is better able to manage projects and deliver high quality software. The document outlines the structure of CMM and describes the key process areas that define each maturity level. Overall CMM aims to help organizations implement disciplined, measured software development processes to continuously improve quality.
This chapter discusses project management techniques for systems analysis and design projects. It covers creating a work breakdown structure and identifying task patterns to develop a schedule. It explains calculating the critical path and using tools like Gantt charts and PERT/CPM charts to schedule and monitor projects. The chapter also discusses risk management, project monitoring and control, reporting, and managing projects for success within budget and schedule.
10 me667 chap5 coordination and controlPavan Kumar
The document discusses project management concepts related to coordination and control. It describes a 5 step project management process including planning, organizing, controlling, and closing phases. It emphasizes the importance of coordination and control functions like establishing control tools, reviewing schedules, issuing change orders, and conducting audits. Overall, the document outlines best practices for monitoring project progress, managing changes, and ensuring project objectives are met on time and on budget.
Project management process groups case studyDhani Ahmad
This chapter describes the five project management process groups of initiating, planning, executing, monitoring and controlling, and closing. It provides an example case study of an organization applying these process groups to manage an IT project to develop a project management intranet site. The case study illustrates how effective use of each process group, including project initiation documents, project planning documents, milestone reports, and lessons learned, can contribute to project success.
Project monitoring and control measures in cmmiijcsit
Project monitoring and control process is an important process in developing any computer information
system. Monitoring and Control provides an understanding of the project’s progress so that when the
project deviates significantly from the plan appropriate corrective actions can be taken. This research will
identify general measures for the specific goals and its specific practices of Project Monitoring and
Control Process Area in Capability Maturity Model Integration (CMMI). CMMI is developed in USA by
Software Engineering Institute (SEI) in Carnegie Mellon University. CMMI is a framework for assessment
and improvement of computer information systems. The procedure we used to determine the measures is to
apply the Goal Questions Metrics (GQM) approach to the two specific goals and its ten specific practices
of Project Monitoring and Control Process Area in CMMI.
PMP eligibility (By PMP Pulse)
for more study material, lectures, free exam preparations, free PMP mock tests follow us at www.pmppulse.com
email us at: marketing@pmppulse.com
The document discusses key aspects of managing IT projects according to a three-sphere model dealing with business, organizational, and technological issues. It notes that projects should address business goals and lists examples of relevant business, organizational, and technological questions. The document also outlines the project life cycle and systems development life cycle, and discusses challenges of globalization, outsourcing, and virtual teams in IT project management.
The document outlines the components and purpose of a Baseline Project Plan (BPP). The BPP collects all information from project initiation and planning into a single document. It has 4 main sections: Introduction, System Description, Feasibility Assessment, and Management Issues. Once completed, the BPP undergoes a formal review with stakeholders called a walkthrough before proceeding to the next phase.
The document describes the five project management process groups: initiating, planning, executing, monitoring and controlling, and closing. It discusses how activities from each process group map to the nine knowledge areas and how organizations develop their own IT project management methodologies. The document also presents a case study of a company applying the process groups to manage an IT project and provides examples of key documents used.
Chapter 3:The Project Management Process Groups: A Case StudyShahid Riaz
The document discusses the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It provides examples of key outputs and activities for each process group using a case study about developing a project management intranet site. Overall, the document outlines the typical processes, documentation, and flow of activities involved in managing a project according to the PMBOK framework.
Software project management involves planning, monitoring, and controlling software projects. It includes defining phases, activities, methods, processes, and competencies. Estimating costs, efforts, risks and scheduling are important skills. Software engineering is the application of scientific knowledge to design, construct, and maintain computer programs and documentation. There are different types of processes, technologies, maturity levels, and standards involved in software project management.
A Project Management Information System (PMIS) is a framework that measures a project's success rate and provides information to monitor and control the project. A PMIS brings relevant information to management in a timely manner to aid decision making and ensure a project stays on track per its objectives. It must identify needed information and compare the current state to goals to enable corrective actions. Project management software provides tools to collaborate, share documents, manage costs and risks, and report on projects, but can also complicate simple projects and over-reliance on automated alerts. An organization must evaluate its needs and use cases to determine if software fits its requirements and provides more benefits than drawbacks.
Project Management Body of Knowledge (Introduction)Jeffrey Cheah
Introduction to Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
Resource Paper of Enterprise-Wide Deployment of EDMGlen Alleman
The acquisition of an Enterprise–wide software system requires careful planning and execution of a multitude of activities unrelated to the actual software systems being deployed.
Project integration management involves coordinating all aspects of a project. It includes developing a project plan by combining other planning processes, executing the project plan, and managing integrated changes. A key part is developing a comprehensive project plan that guides execution and coordinates all planning documents. Effective project integration also requires managing stakeholder relationships, executing work as planned, and having processes to identify, evaluate, and approve or reject changes throughout the project lifecycle.
Microsoft Project is a project management software sold separately from Microsoft Office that helps project managers develop plans, assign resources to tasks, track progress, manage budgets, and analyze workloads. It became the dominant PC-based project management software within a couple years of its introduction. The application creates critical path schedules and Gantt charts, and allows for different user access levels and shared custom objects like calendars and views.
Jurnal an example of using key performance indicators for software developmentUniversitas Putera Batam
This document discusses using key performance indicators to evaluate software development process efficiency. It provides an overview of commonly used KPIs in software projects for a telecommunications platform. The most important KPIs are analyzed and how they can be used to initiate process adjustments and improvements. Benchmarking between projects is also discussed to find best practices that can be implemented more broadly. The document recommends continuing to improve process measurement over the entire software project life cycle.
During World War 2, the United States government instituted rationing programs to control the distribution of scarce resources on the home front. Ration books and coupons were used to limit purchases of goods like gasoline, tires, sugar, coffee, meat, and canned foods. Posters encouraged Americans to participate in rationing and conservation efforts. With many men overseas, women joined the workforce in large numbers to take jobs in factories producing war materials. Women and home gardeners also helped the war effort by growing their own food to reduce pressure on commercial food systems.
There are two main types of resumes: functional and chronological. A functional resume focuses more on skills than specific jobs or experience and is better for those without much work history. It describes skills in a way that emphasizes their transferability. A chronological resume lists experience in reverse chronological order, from the most recent job to the oldest, and includes job duties and accomplishments. Both should include personal details, objectives or goals, education history, and references.
Assessment of cmm and its impact on software qualityIAEME Publication
The document discusses the Capability Maturity Model (CMM) and its impact on software quality. CMM provides guidance for software organizations to gain control of their processes and evolve toward excellence. It consists of 5 maturity levels, with each level comprised of key process areas that must be addressed to improve process capability. Achieving a higher maturity level indicates the organization is better able to manage projects and deliver high quality software. The document outlines the structure of CMM and describes the key process areas that define each maturity level. Overall CMM aims to help organizations implement disciplined, measured software development processes to continuously improve quality.
This chapter discusses project management techniques for systems analysis and design projects. It covers creating a work breakdown structure and identifying task patterns to develop a schedule. It explains calculating the critical path and using tools like Gantt charts and PERT/CPM charts to schedule and monitor projects. The chapter also discusses risk management, project monitoring and control, reporting, and managing projects for success within budget and schedule.
10 me667 chap5 coordination and controlPavan Kumar
The document discusses project management concepts related to coordination and control. It describes a 5 step project management process including planning, organizing, controlling, and closing phases. It emphasizes the importance of coordination and control functions like establishing control tools, reviewing schedules, issuing change orders, and conducting audits. Overall, the document outlines best practices for monitoring project progress, managing changes, and ensuring project objectives are met on time and on budget.
Project management process groups case studyDhani Ahmad
This chapter describes the five project management process groups of initiating, planning, executing, monitoring and controlling, and closing. It provides an example case study of an organization applying these process groups to manage an IT project to develop a project management intranet site. The case study illustrates how effective use of each process group, including project initiation documents, project planning documents, milestone reports, and lessons learned, can contribute to project success.
Project monitoring and control measures in cmmiijcsit
Project monitoring and control process is an important process in developing any computer information
system. Monitoring and Control provides an understanding of the project’s progress so that when the
project deviates significantly from the plan appropriate corrective actions can be taken. This research will
identify general measures for the specific goals and its specific practices of Project Monitoring and
Control Process Area in Capability Maturity Model Integration (CMMI). CMMI is developed in USA by
Software Engineering Institute (SEI) in Carnegie Mellon University. CMMI is a framework for assessment
and improvement of computer information systems. The procedure we used to determine the measures is to
apply the Goal Questions Metrics (GQM) approach to the two specific goals and its ten specific practices
of Project Monitoring and Control Process Area in CMMI.
PMP eligibility (By PMP Pulse)
for more study material, lectures, free exam preparations, free PMP mock tests follow us at www.pmppulse.com
email us at: marketing@pmppulse.com
The document discusses key aspects of managing IT projects according to a three-sphere model dealing with business, organizational, and technological issues. It notes that projects should address business goals and lists examples of relevant business, organizational, and technological questions. The document also outlines the project life cycle and systems development life cycle, and discusses challenges of globalization, outsourcing, and virtual teams in IT project management.
The document outlines the components and purpose of a Baseline Project Plan (BPP). The BPP collects all information from project initiation and planning into a single document. It has 4 main sections: Introduction, System Description, Feasibility Assessment, and Management Issues. Once completed, the BPP undergoes a formal review with stakeholders called a walkthrough before proceeding to the next phase.
The document describes the five project management process groups: initiating, planning, executing, monitoring and controlling, and closing. It discusses how activities from each process group map to the nine knowledge areas and how organizations develop their own IT project management methodologies. The document also presents a case study of a company applying the process groups to manage an IT project and provides examples of key documents used.
Chapter 3:The Project Management Process Groups: A Case StudyShahid Riaz
The document discusses the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It provides examples of key outputs and activities for each process group using a case study about developing a project management intranet site. Overall, the document outlines the typical processes, documentation, and flow of activities involved in managing a project according to the PMBOK framework.
Software project management involves planning, monitoring, and controlling software projects. It includes defining phases, activities, methods, processes, and competencies. Estimating costs, efforts, risks and scheduling are important skills. Software engineering is the application of scientific knowledge to design, construct, and maintain computer programs and documentation. There are different types of processes, technologies, maturity levels, and standards involved in software project management.
A Project Management Information System (PMIS) is a framework that measures a project's success rate and provides information to monitor and control the project. A PMIS brings relevant information to management in a timely manner to aid decision making and ensure a project stays on track per its objectives. It must identify needed information and compare the current state to goals to enable corrective actions. Project management software provides tools to collaborate, share documents, manage costs and risks, and report on projects, but can also complicate simple projects and over-reliance on automated alerts. An organization must evaluate its needs and use cases to determine if software fits its requirements and provides more benefits than drawbacks.
Project Management Body of Knowledge (Introduction)Jeffrey Cheah
Introduction to Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
Resource Paper of Enterprise-Wide Deployment of EDMGlen Alleman
The acquisition of an Enterprise–wide software system requires careful planning and execution of a multitude of activities unrelated to the actual software systems being deployed.
Project integration management involves coordinating all aspects of a project. It includes developing a project plan by combining other planning processes, executing the project plan, and managing integrated changes. A key part is developing a comprehensive project plan that guides execution and coordinates all planning documents. Effective project integration also requires managing stakeholder relationships, executing work as planned, and having processes to identify, evaluate, and approve or reject changes throughout the project lifecycle.
Microsoft Project is a project management software sold separately from Microsoft Office that helps project managers develop plans, assign resources to tasks, track progress, manage budgets, and analyze workloads. It became the dominant PC-based project management software within a couple years of its introduction. The application creates critical path schedules and Gantt charts, and allows for different user access levels and shared custom objects like calendars and views.
Jurnal an example of using key performance indicators for software developmentUniversitas Putera Batam
This document discusses using key performance indicators to evaluate software development process efficiency. It provides an overview of commonly used KPIs in software projects for a telecommunications platform. The most important KPIs are analyzed and how they can be used to initiate process adjustments and improvements. Benchmarking between projects is also discussed to find best practices that can be implemented more broadly. The document recommends continuing to improve process measurement over the entire software project life cycle.
During World War 2, the United States government instituted rationing programs to control the distribution of scarce resources on the home front. Ration books and coupons were used to limit purchases of goods like gasoline, tires, sugar, coffee, meat, and canned foods. Posters encouraged Americans to participate in rationing and conservation efforts. With many men overseas, women joined the workforce in large numbers to take jobs in factories producing war materials. Women and home gardeners also helped the war effort by growing their own food to reduce pressure on commercial food systems.
There are two main types of resumes: functional and chronological. A functional resume focuses more on skills than specific jobs or experience and is better for those without much work history. It describes skills in a way that emphasizes their transferability. A chronological resume lists experience in reverse chronological order, from the most recent job to the oldest, and includes job duties and accomplishments. Both should include personal details, objectives or goals, education history, and references.
World War II was fought on two major fronts: Europe and the Pacific. In Europe, the Allied powers came together against Germany and eventually liberated France and other countries by 1944. Hitler launched a surprise attack in 1944 known as the Battle of the Bulge in an attempt to divide Allied forces, but it failed and Germany began to retreat. Germany surrendered in 1945. In the Pacific, the United States defeated Japan at the pivotal Battle of Midway in 1942 and began "island hopping" to retake territory. Notable battles included Iwo Jima and Okinawa in 1945, bringing the U.S. closer to invading Japan itself. Facing heavy casualties, the U.S. instead dropped atomic bombs on Hiro
The Manhattan Project began in 1939 and ultimately involved over 600,000 people including famous scientists like Einstein, Fermi, and Oppenheimer to develop the first atomic bombs. The Trinity Test in New Mexico in July 1945 was a success. At the Potsdam Conference, Truman was informed of this and warned Japan to surrender, but they did not. He ultimately decided to use the newly developed atomic bombs to end the war, dropping Little Boy on Hiroshima on August 6, 1945 and Fat Man on Nagasaki on August 9, 1945, together killing over 200,000 people. Japan surrendered on August 14, 1945, ending World War II.
World War 2 was caused by rising nationalism, imperialism, and militarism in Germany, Italy, and Japan in the 1930s. These fascist regimes were led by dictators like Hitler, Mussolini, and Tojo who took control of their nations, built up their militaries, and sought to expand their territories, ignoring international treaties. They took advantage of economic troubles to promise national renewal through aggression. The Western democracies failed to effectively counter the aggression and Germany, Italy, and Japan became emboldened, ultimately leading to World War 2.
The document provides an overview of systems and infrastructure life cycle management processes, including business realization, project management structure, project management practices, business application development, and information systems maintenance practices. It discusses topics like portfolio/program management, the system development life cycle, project planning, and software acquisition. The document is broken into several sections that describe key concepts and processes.
From 1950 to 1993, the Ricky Flats Nuclear Weapons plant operated as a production facility. Production ended in 1992, and today RFETS is a deactivated facility whose closure resulted in 6,000 acres of wildlife refuge. Here's how that happened
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Activity schedule and affective control of component based projecteSAT Journals
Abstract Abstract The overall performance of any organizations depends on the way the project is managed and scheduled. The successful implementation of one or two big or complex project does not indicate that this organization will perform In the same way in future. Component based implementation of software development projects in the automotive industry have to face the rapid strategies for the use of the latest technologies that would provide the success of this type of projects, namely the frequency of change requirements during the life cycle. The cost and time for software testing was analyzed and to avoid delays in the project and more to cope with disturbances caused by changing requirements in the each phase of the project life cycle. Using of Component Based Software Engineering(CBSE) in software company, the implementation of any software project has become easy but the integration of available component or their use is the not only skill of project manager but the delivery of project in time is a required.. The project manager ensure the success of their project as a competitive advantage and establish such a system which will work with limited resources and available time. The project management tools and techniques i.e. Critical Path Methods(CPM) or Program Evaluation and Review Techniques (PERT) are used in reality as the most valuable and are planned to be used in the component based software testing system. This research result point out that there is a huge difference between planned and unplanned testing project. It also shows that the time of testing can be reduced with increase of cost of failure as a result the company may decide the benefit from that project. Analysis of the results allows to determine dependencies between level of company’s maturity level in project management, used project management tools and techniques, and values gained by the company from project management time to time with measured risk factor. Key Words: K Component Base Software Engineering(CBSE), CPM, PERT, Project life cycle, planned or unplanned project
Closure of Rocky Flats, a former nuclear weapons production plant involves decommissioning of wireline-based telecommunications, networking and applications infrastructure from approximately 500 buildings, replacing it with wireless networking and Voice Over IP systems for use by a workforce removing the physical structures and their nuclear materials.
The Planning Process Group involves defining the strategy and tactics to successfully complete a project. It includes processes like developing the project management plan, collecting requirements, defining the scope, and creating the work breakdown structure (WBS). The key outputs are the project management plan, requirements documentation, scope statement, and WBS. These outputs establish the total scope of work and provide a framework for planning, executing, and controlling the project.
The document outlines Elico Corporation's project management strategy for implementing an ERP system, which includes defining objectives, analyzing risks, structuring the project into phases following an agile methodology, and providing guidance on key aspects of implementation and change management needed for success such as stakeholder involvement, scope stability, communication, and negotiation. Objectives are defined using the SMART framework and risks are evaluated using tools like failure mode and effects analysis to develop risk management plans for each phase of the project.
This document provides an overview of the Unit 9 Project Management course, including its learning aims, assessments, and content. The unit covers investigating project management principles and methodologies, carrying out project initiation, planning, execution, monitoring and control of a project, and closing a project. It is assessed through three assignments focusing on introduction to project management, carrying out project initiation through monitoring and control, and closing the project. The document outlines the content and processes covered in each project phase from initiation through closure.
This document provides an overview of project management. It defines a project as a one-time effort to produce a specific result, compared to an ongoing program. Project management includes developing a project plan with goals, tasks, resources, budgets and timelines. It also includes managing the implementation of the plan and ensuring the project stays on track. Common project phases include initiation, planning, execution, monitoring/controlling, and closing. Different approaches to project management are discussed such as traditional phased approaches, critical chain project management, and agile methods.
Stepwise Project planning in software developmentProf Ansari
The following activities are:
Identify objectives and practical measures of the effectiveness in meeting those objectives.
Establish a project authority
Stakeholder analysis – identify all stakeholders in the project and their interests
Modify objectives in the light of stakeholder’s analysis
Establish methods of communication with all parties
2.4
1) A project is a temporary endeavor to create a unique product or service, while operations are ongoing activities.
2) Progressive elaboration is the process where a project concept becomes more detailed and focused over time as planning and research activities continue.
3) Project scope defines only the required work to complete the project.
This document discusses key aspects of project planning, including defining the scope, quality, cost, schedule, and people involved. It outlines important variables like scope, quality, cost, schedule, and people that must be considered. Scope provides boundaries and common understanding. The importance of scope, key scope tasks, and quality are defined. It also discusses the project cost, schedule, and people management. Other topics covered include milestones, work breakdown structure, the project planning cycle, components of a good and master plan, project scheduling, management control process, and techniques to measure project completion.
3.Tools and Techniques of Project Management.pdfShoDp
The document discusses various tools and techniques used for project management. It describes traditional techniques like the classic and waterfall methods that are best for simple projects with small teams. More complex techniques are also covered, such as Agile for software development, Rational Unified Process for user-focused software, and PERT/Critical Path for detailed planning of large projects. The document concludes that selecting the right technique depends on the project specifics and goals.
Project management involves planning, organizing, and managing resources to complete projects on time, within budget, and according to specifications. Common project management techniques include work breakdown structures, Gantt charts, critical path method, program evaluation and review technique, and critical chain project management. Various approaches have been developed over time, including more traditional sequential models as well as more adaptive agile and iterative frameworks.
The document discusses Project Evaluation Review Technique (PERT), a project management tool used to analyze tasks, time required, and critical paths. It describes various project management methodologies like PRINCE2, Agile, and Critical Path Method (CPM) that are suited for different types of projects. Finally, it discusses setting up an organizational structure and quality management process for a project.
The document discusses strategic assessment and technical assessment, which are the first two criteria for evaluating software projects. Strategic assessment examines how the project fits with the organization's strategic objectives and information system plan. It is important for determining the project's viability and timing. Technical assessment evaluates the project's functionality against available hardware, software and cost. It identifies the technical problems and potential solutions. Both assessments are important upfront processes for collecting information on the project's expected results and ensuring the proposed technology is flexible, long-lasting and capable of meeting the organization's needs.
This document discusses factors that contribute to the success or failure of information technology (IT) projects. It summarizes that a study of over 200,000 IT projects found that only 34% were completed on time and budget, while 15% failed and 51% exceeded time or budget. Common problems that led to delays or failure included a lack of clear objectives, underestimating requirements and resources, and failing to properly structure the project into defined phases with assigned roles and responsibilities. Proper planning and execution across all phases from definition to programming is necessary to complete IT projects successfully.
The document summarizes the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It discusses how each process group relates to the knowledge areas and provides an example case study of a company applying the process groups to manage an IT project. The case study outlines the key outputs and documents used at each stage of the project lifecycle, including the business case, project charter, work breakdown structure, risk register, and milestone reports.
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredeces.docxjessiehampson
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredecessors% CompleteStatusAssigned ToCommentsStartFinishCritical1. Intiation14d10/02/1910/15/1999%CompleteJevin 1.1 Recommendation & evaluation3d10/02/1910/04/19100%CompletedJenny 1.2 Project chart Deveelopment2d10/05/1910/06/19100%CompletedJenny 1.3 Outline of deliverable2d10/07/1910/08/19100%CompletedMark 1.4 Stakeholders analysis3d10/09/1910/11/194100%CompletedJoe 1.5 Charter signed by Authority4d10/12/1910/15/1995%In ProgressJoe2. Planning22d10/16/1911/07/19 2.1 Make a scope management2d10/16/1910/17/190%Not StartedJudy 2.2 Design the project team4d10/18/1910/21/090%Not StartedMolly 2.3 Intial meeting to boost the project3d10/22/1910/24/190%Not StartedMolly 2.4 Development of project plan2d10/25/1910/26/19130%Not StartedJudy 2.4.1 Create the schedules2d10/27/1910/28/190%Not StartedAlex 2.4.2 Analysis the critical path3d10/29/1911/01/190%Not StartedAlex 2.5 Submission of Project plan4d11/02/1911/05/190%Not StartedTim 2.6 Approval for project Plan2d11/06/1911/07/19120%Not StartedTiana3. Designing20d11/08/1911/27/19 3.1 Meeting to boost the team2d11/08/1911/09/190%Not StartedMandy 3.2 Verify the user requirements3d11/10/1911/12/190%Not StartedMandy 3.3 Designing of system4d11/13/0911/16/190%Not StartedKathy 3.4 procurement of software and hardware3d11/17/1911/19/190%Not StartedKathy 3.5 Installation of development system2d11/20/1911/21/190%Not StartedTim 3.6 Initiate testing3d11/22/1911/24/190%Not StartedHarry 3.7 Installation of live system2d11/25/1911/26/19200%Not StartedHarry 3.8 Training of users1d11/27/1911/27/190%Not StartedTiana4. Control20d11/28/1912/18/19 4.1 Management of Project4d11/28/1912/01/190%Not StartedMolly 4.2 Meetings to track the status of the meeting4d12/02/1912/05/190%Not StartedMolly 4.3 Risk management8d12/06/1912/13/190%Not StartedManoj 4.4 Updation of project management plan5d12/14/1912/18/190%Not StartedMandy5. Closing11d12/19/1912/29/19 5.1 Audit procurement4d12/19/1912/22/190%Not StartedAlisha 5.2 Updating and revision of documents2d12/23/1912/24/19300%Not StartedPrem 5.3 Update records and files2d12/25/1912/26/190%Not StartedHari 5.4 Receive the acceptance formally1d12/27/1912/27/190%Not StartedJames 5.5. Archieve Documents and files2d12/28/1912/29/190%Not StartedJames
Comments
Running Head: PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 1
PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 21
Project Plan-Business Requirement Document
CIS 599 Graduate Info Systems Capstone
Abstract
After finishing project plan inception with introduction Docume ...
Week3 Project Cost and Quality ManagementSupporting .docxwendolynhalbert
Week3
Project Cost and Quality Management
Supporting Activity: Cost and Time
Write
a 200- to 300-word short-answer response to the following:
•While cost and time are critical components of projects, how would you define the quality of a project? Provide some examples of project reporting metrics a project manager could use to measure and communicate the status of quality during a project.
Supporting Activity: Dependency Types
•Provide real-world examples of activities where each dependency type is used: finish-to-start, start-to-start, finish-to-finish, and start-to-finish.
Supporting Activity: Metrics
•Which metric does a project manager have most control over: cost variance, schedule variance, cost performance index, and schedule performance index? Explain how so. Which one does a project manager have least control over?
Write
a 100- to 200-word short-answer response to the following:
The Nature of Information Technology Projects
What is a methodology? What are the advantages of following a methodology when developing an information system? Information Technology Project Management
The Nature of Information Technology Projects
What is project management?
Conceptualizing and Initializing the IT Project
Describe the project life cycle (PLC) and the systems development life cycle (SDLC), and their relationship?
7
.
Conceptualizing and Initializing the IT Project
What is fast tracking? When should fast tracking be used? When is fast tracking not appropriate?
Conceptualizing and Initializing the IT Project
Why is it important to have deliverables for each phase of the IT project methodology?
Individual:
Project Budget
The project for the company offsite 2-day training session has been given a preliminary go-ahead. However a budget needs to be submitted for approval.
Write
a 2- to 3-page memo explaining the financial implications of your project that does the following.
• Adds costs estimates to your resources (both labor and material) – Refer to websites like the United States Department of Labor for estimates.
• Adds estimates for all task duration and sequencing of tasks (including precedence relations)
•Summarizes any relevant facts about the project duration, number or type of resources, critical task sequencing, and how duration estimates were arrived at
•Highlights if there are any milestones for your project
Include
a Microsoft® Project Gantt chart, as an attachment, showing the WBS of tasks (with dependencies) and task sequences, along with any budget or cost reports to support your memo.
Learning Team: Project Schedule
We are doing our project
Riordan Manufacturing
Choose a project involving an IT requirement with multiple tasks and human resources. This project must come from a business situation—for example, hardware procurement and installation, network acquisition, implementation, or expansion—in which each Learning Team member contributes backg.
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INCLUDED FRAMEWORKS/MODELS:
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6. Doblin’s Ten Types of Innovation
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13. The Double Diamond
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17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
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To download this presentation, visit:
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Pmguide
1. IT Project Management Practices Guide
Introduction
The IT Project Management Practices Guide (Guide) contains a repeatable, institution-
wide approach for the management of application development and/or software
procurement and deployment projects. These project management (PM) practices are
transferable to other types of projects (beyond IT) that would benefit from project
management. The following sections of the Guide represent the ordered steps for each
project, to ensure that proper activities and management are utilized:
Step 1. Application of Project Management – distinguishes what types of work
should and should not be categorized as projects and includes the general flow of
projects from idea into deployment. This step also defines and outlines project
management process groups;
Step 2. Project Classification – assigns a classification level to a project based on
a combination of complexity and risk; this step also defines projects that require
an additional level of management, as defined by State of Texas guidelines;
Step 3. PM Required Processes – details processes required to be completed for
each level of project, as classified in Step 2; and
Step 4. Document Management – outlines document management requirements
for documents created as part of PM Required Processes
Appendix A provides detailed document templates, based on the State of Texas DIR
general templates. Note that DIR announced that templates will change in the fall 2008.
At that time, the templates in Appendix A will be updated accordingly. Appendix B
offers project management guidelines for portfolio management and Appendix C lists the
references used in the development of this Guide.
Step 1. Application of Project Management
Types of Work
The Guide should be used for the management of Information Technology projects. Initiatives
categorized as ‘tasks’ or ‘operational’ are not required to follow the project management
methodologies outlined within the Guide. Upcoming/potential work should be analyzed to
determine which category is applicable:
• Task
• Small piece of work
• Independent of a project
• Lasting not longer than a few person-hours
• Involving only a few people
• Meant to accomplish a simple and straightforward goal
• May be a component of operational work
• May require change management processes
IT Project Management Practices Guide Page 1 of 83 ASU, HSC, TTU, TTUS
2. • Rated as such Project Complexity and Risk Assessment model (Step 2)
• Operational
• Ongoing work to sustain or provide a service
• Change management processes applicable for non project-related changes
• Project
• Temporary endeavor (defined beginning and end)
• Which uses progressive elaboration
• To create products, services, or results
• Texas Project Delivery Framework Project
• Identified in a state agency’s biennial operating plan whose development costs
exceed $1 million and either takes longer than one year to reach operation status;
involves more than one agency of the State; or substantially alters work methods
of state agency personnel or the delivery of services to clients; or
• So designated by the legislature in the General Appropriations Act.
• Such projects are also considered major information resources projects, as defined
in Texas Government Code, Chapter 2054.003 910). In addition to local
standards, major information resources projects will follow the Texas Project
Delivery Framework found at www.dir.state.tx.us/pubs/framework.
Project Management Model
IT Project Management Practices Guide Page 2 of 83 ASU, HSC, TTU, TTUS
3. Project Management Process Groups (PMI, 2004):
- Initiating Processes – defines and authorizes the project or a project phase
- Planning Processes – defines and refines objectives, and plan the course of action
required to attain the objectives and scope that the project was undertaken to
address
- Executing Processes – integrates people and other resources to carry out the
project management plan for the project
- Monitoring & Controlling Processes – regularly measures and monitors progress
to identify variances from the project management plan so that corrective action
can be taken, when necessary, to meet project objectives
- Closing Processes – formalizes acceptance of the product, service, or result and
brings the project or a project phase to an orderly end
Within each Project Management Process Group, there are many processes that can be
used to manage a project. Based on the classification of each project, different
combinations of processes should be used to successfully complete the project. Some
factors included in this classification include: complexity of scope; risk; size; time frame;
institutional experience; access to resources; maturity; and current available resources.
The Project Classification Model described in the next section includes the most
predominant factors contributing to determining the Classification Level of a project.
The section also includes the Project Management Processes required to successfully
implement a project.
Step 2. Project Classification
Information technology projects will be managed through standardized project
management practices. However, the specific processes engaged within each Project
Management process group will be based upon a project’s classification level. As new
project ideas and requests are brought for consideration, they must first be classified
through the Project Complexity and Risk Assessment model, which scores factors that
define a project’s complexity and risk. The Classification Matrix uses this information
to determine the Classification Level of a project. Note that the templates in Appendix
A are required for all Level I projects and encouraged for Level II and Level III. These
classification exercises are used to identify the project management methodologies
required for each phase of the project life cycle of the project.
IT Project Management Practices Guide Page 3 of 83 ASU, HSC, TTU, TTUS
4. Project Complexity and Risk Assessment Criteria
Each institution should use the factors listed in the Project Complexity & Risk
Assessment criteria, but may also use additional factors as necessary when assessing a
IT Project Management Practices Guide Page 4 of 83 ASU, HSC, TTU, TTUS
5. project for its classification level. Additional factors may be used as long as all projects
within the entity are assessed using the same factors.
Classification Matrix
Complexity High risk Medium risk Low risk
Complex Level 1 Level 1 Level 2
Medium Level 1 Level 2 Level 3
Small Level 2 Level 3 Level 3
Risk management is an integral part of IT project management, as reflected in the
categorization matrix and project scoring mechanisms. Risk has three fundamental
elements: nature of the possible disruptive event; the probability that an event will occur;
and the impact should the event occur (Cooke, 2005). Risk is assessed in terms of
business continuity and institutional impact, as well as influence on the strategic mission
of the entities involved in the project. In rare cases, risk is too great to initiate a project,
but typically strategies of risk avoidance, acceptance, mitigation, and transfer are
adopted.
Based on the risks identified through the Project Classification process, a project’s risk
score is used to help assess the Classification Level (Level 1, Level 2, Level 3) of the
project and indicate the project management processes required for the project.
Classification level one indicates that risk will play a very crucial role throughout the
project development, planning, implementation, and closeout. A more detailed analysis
and documentation of procedures are required to avoid, mitigate, and transfer risks
associated with the project. Level two denotes less complex projects with medium-to-
low risk and risk is handled as a key project component that influences development,
planning, implementing, and closeout. Level three identifies risk as a consideration in
development, planning, implementing and is particularly important in the closeout stage.
The level of risk dictates the manner in which risk is managed throughout the project
cycle, as well as the necessary level of risk management involvement from stakeholders
and IT management.
The classification level of a project will determine the project management
methodologies (Project Management Process Group Processes) required or recommended
for each phase of the project lifecycle of the project.
IT Project Management Practices Guide Page 5 of 83 ASU, HSC, TTU, TTUS
6. Step 3. PM Required Processes
The Texas Department of Information Resources (DIR) has identified a Project Delivery Framework for Statewide Project Delivery of
Major Information Resources projects. Included within the Project Delivery Framework are documents that are required to be
submitted to DIR throughout each phase of the project as it is being implemented. The templates for the required documents are
contained in the table below and provided in Appendix A. The templates in Appendix A have been customized for the Texas Tech
System; you may find that DIR boilerplate templates at www.dir.state.tx.us/pubs/framework.
For our purposes, projects classified as Level 1, which are also classified as Major Information Resource projects, will be required to
follow the Texas Project Delivery Framework. Framework documents will be required for each project. They must be submitted and
approved by the CIO of the implementing institution before being submitted to DIR.
For projects classified as Level 1 but not as Texas Project delivery Framework Projects, a modified version of the DIR templates will
be required to be submitted to the CIO of the implementing institution for approval. Projects classified as Level 2 will have specific
recommended templates for use, but will not be required to be submitted for approval. Projects classified as Level 3 will not be
required to use or submit any of the modified templates or the DIR templates.
We do realize that all projects, no matter how complex, need to follow a Project Management Methodology. Larger more complex
projects will require more stringent procedures and documentation than smaller, less complex projects. As we continue in our quest to
standardize the implementation and documentation of technology related projects, we will continue to update our library of suggested
templates for Level 1, 2, and 3 projects that do not fall within the requirements of the Project Delivery Framework.
IT Project Management Practices Guide Page 6 of 83 ASU, HSC, TTU, TTUS
7. Project Classification: Institutional Requirements by Project Level
Project Classification
Level 1 Level 2 Level 3
TEMPLATE USAGE • For framework-level projects, • Templates or equivalent • None recommended, but project
REQUIREMENTS templates required as listed at recommended as indicated by manager may choose to use any
www.dir.state.tx.us and included links in each process which deemed necessary for the
in Appendix A. success of the project
• For non-framework-level
projects, templates or equivalent
required as indicated by links in
each process
REVIEW GATE • IT Project – review gate approval • Review gate approval by • N/A
APPROVAL by Central IT sponsoring department(s) head(s)
REQUIREMENTS • Texas Project Delivery
Framework Project – coordinated
through Central IT and follows
requirements listed at
www.dir.state.tx.us
PROCESS GROUP
INITIATE • Develop Project Charter • Develop Project Charter • Develop Project Charter
Project Charter Template Project Charter Template (Include Scope Statement and
(Initial review gate for • Develop Preliminary Scope • Develop Preliminary Scope Project Classification)
the selection and Statement (Includes Project Statement (Includes Project
approval of the project.) Classification) Classification and Risk
• Itemize Identified Risks Assessment)
• Define Potential Risk Impacts • Gain Review Gate Approval
• Gain Review Gate Approval Review Gate Approval Template
Review Gate Approval Template
PLAN • Develop Project Management • Complete Project Management • Allocate and Schedule Resources
Plan Plan • Define Activities
(Planning for both Project Plan Template Project Plan Template • Plan Quality Assurance
project management and
IT Project Management Practices Guide Page 7 of 83 ASU, HSC, TTU, TTUS
8. technology-related • Plan Scope • Define Scope • Plan Communications
activities and • Define Scope • Create Work Breakdown • Identify Risks
deliverables.) • Create Work Breakdown Structure • Plan Purchases and Acquisitions
Structure • Define Activities
• Define Activities • Sequence Activities
• Sequence Activities, Optimizing • Estimate Activity Resources
to Minimize Risk • Estimate Activity Durations
• Estimate Activity Resources • Schedule Development
• Estimate Activity Durations • Estimate Cost
• Schedule Development • Budget Cost
• Estimate Cost • Plan Quality Assurance
• Budget Cost • Plan Human Resources
• Plan Quality Assurance • Plan Communications
• Plan Human Resources • Plan Risk Management
• Plan Communications • Identify Risks
• Create Risk Minimization and • Plan Purchases and Acquisitions
Management Strategy • Plan Contracting (If Applicable)
• Identify Stakeholder to Manage • Gain Review Gate Approval
Identified Risks Review Gate Approval Template
• Identify Risks
• Analyze Qualitative Risks
• Analyze Quantitative Risks
• Plan Risk Response
Risk Management Template
• Plan Purchases and Acquisitions
• Plan Contracting (If Applicable)
• Gain Review Gate Approval
Review Gate Approval Template
IMPLEMENT
(Development, testing,
and deployment based
IT Project Management Practices Guide Page 8 of 83 ASU, HSC, TTU, TTUS
9. on project planning
deliverables.)
EXECUTING • Direct and Manage Project • Direct and Manage Project • Direct and Manage Project
PROCESSES Execution Execution Execution
• Perform Quality Assurance; • Perform Quality Assurance • Distribute Information
Include Risk Management • Acquire Project Team
Processes • Develop Project Team
• Acquire Project Team • Distribute Information
• Develop Project Team • Request Seller Responses (If
• Distribute Information Applicable)
• Request Seller Responses (If • Select Sellers (If Applicable)
Applicable)
• Select Sellers (If Applicable)
• Monitor and Control Project • Monitor and Control Project • Monitor Scope
MONITORING &
Work Work • Monitor Cost
CONTROLLING
Monitoring Report Template • Integrate Change Control • Perform Quality Control
PROCESSES
• Integrate Change Control • Verify Scope • Manage Project Team
• Verify Scope • Control Scope • Monitor and Control Risks
• Control Scope • Control Schedule
• Control Schedule • Control Cost
• Control Cost • Perform Quality Control
• Perform Quality Control • Manage Project Team
• Manage Project Team • Monitor and Control Risks
• Report Performance • Administer Contract (If
• Manage Stakeholders Applicable)
• Monitor and Control Risks and • Gain Review Gate Approval
Report to Identified Stakeholder Review Gate Approval Template
• Administer Contract (If
IT Project Management Practices Guide Page 9 of 83 ASU, HSC, TTU, TTUS
10. Applicable)
• Gain Review Gate Approval
Review Gate Approval Template
CLOSE • Close Project • Close Project • Close Project
• Close Contract (If Applicable) • Close Contract (If Applicable)
(Final review gate for • Perform Post Implementation • Perform Post Implementation
measurement and Review (Include Impact/Risk Review
evaluation of all project Avoidance Report) • Gain Review Gate Approval
outcomes.) Post Implementation Review Review Gate Approval Template
Template
• Gain Review Gate Approval
Review Gate Approval Template
IT Project Management Practices Guide Page 10 of 83 ASU, HSC, TTU, TTUS
11. Step 4. Document Management
Project documentation must be maintained throughout the life of an active project and for a
certain amount of time after project closure, as determined by the IT Division and the University
Archivist. Records flagged as having historical value should be transferred to the University
Archives, as cited by section 441.186 of the State Records Management Laws. At the time of
closure of an IT project, project documents must be consolidated into a single repository for
record-keeping purposes. Digital project repositories must receive regular backups to ensure
recoverable copies are available. Prior to the destruction of project documents, review by IT
Division and University Archivist must occur to ensure records of technical relevance and/or
archival value are not destroyed.
Guidelines to Records Retention
The retention time applies to the master [original] copy of a document. Each document has only
one official master copy. Duplicate copies of a document are disposable at the discretion of the
project manager, project team, and project team members. However, the IT project manager is
responsible for complying with the following records retention schedule:
PM Record Type Retention Archival
Level Period Value
Level Initiation documents and correspondences Permanent Yes
One
Planning documents and correspondences Permanent Yes
Implementation documents and correspondences Permanent Yes
Process correspondence 3 Years No
Closure documents and correspondences Permanent Yes
Level Initiation documents and correspondences 3 Years Yes
Two
Planning documents and correspondences 1 Year No
Implementation documents and correspondences 1 Year No
Process correspondence 1 Year No
Closure documents and correspondences 3 Years Yes
Level Initiation documents and correspondences 1 Year Yes
Three
Planning documents and correspondences Duration of No
project
Implementation documents and correspondences Duration of No
project
Process correspondence Duration of No
project
Planning documents and correspondences 1 Year Yes
All Transitory Information Duration of No
12. Levels (Internal meeting notes, design sketches and preliminary project
diagrams, Internal correspondences)
Document rention requirements will be disseminated to all project participants at project inception during
the intiation phase. Note that documents containing confidential or sensitive data must be stored on an
institutional server and carefully managed.
According to Texas Administrative Code 202, information and data shall be classified by its level of
access control as one of the following:
Confidential - Confidential Information as defined by the Texas Administrative Code
Information Security Standards, which is information that is exempt from disclosure
requirements under the provisions of applicable state or federal law.
Sensitive - Information pertaining to Access Control data, Account Management Data,
procedures, security documentation of Information Resources, or any other information the
institution so designates.
Public - Information specifically designated by state or federal law as Public and/or in
accordance with the Texas Public Information Act.
Information and data shall be classified by its level of criticality as one of the following:
Mission Critical - Information considered essential to the function(s) of an institution, a
business unit within an institution, or a higher education research project.
Non-Mission Critical - Information considered nonessential to the function(s) of an institution,
a business unit within an institution, or a higher education research project.
xii
13. Appendix A: Project
Management
Document Templates
Customized from DIR, State of Texas
xiii
14. TEXAS PROJECT DELIVERY FRAMEWORK
PROJECT CHARTER
An g e lo S ta te Unive rs ity
Te xa s Te c h Un ive rs ity
Te xa s Te c h Un ive rs ity He a lth S c ie n c e s Ce n te r
Te xa s Te c h Un ive rs ity S ys te m
[PROJECT NAME]
VERSION: [VERSION NUMBER] REVISION DATE: [DATE]
Approval of the Project Charter indicates an understanding of the purpose and content
described in this document. By signing this document, each individual agrees work
should be initiated on this project and necessary resources should be committed as
described herein.
Approver Name Title Signature Date
xiv
16. ASU, TTU, TTUHSC, TTUS PROJECT CHARTER
[Project Name] [Version Number] | [Version Date]
Section 1. Project Overview
1.1 P ro b le m S tate m e nt
Describe the business reason(s) for initiating the project, specifically stating the business
problem.
⇒
1.2 P ro je c t De s c rip tio n
Describe the approach the project will use to address the business problem.
⇒
1.3 P ro je c t Go als a n d Ob je c tive s
Describe the business goals and objectives of the project. Refine the goals and objectives stated
in the Business Case.
⇒
1.4 P ro je c t S c o p e
Describe the project scope. The scope defines project limits and identifies the products and/or
services delivered by the project. The scope establishes the boundaries of the project and should
describe products and/or services that are outside of the project scope.
Project Includes
Project Excludes
1.5 Critic a l S u c c e s s Fa cto rs
Describe the factors or characteristics that are deemed critical to the success of a project, such
that, in their absence the project will fail.
⇒
1.6 As s u m p tio n s
Describe any project assumptions related to business, technology, resources, scope,
expectations, or schedules.
⇒
Based on
DIR Document 10PC-T1-3 Page 1
17. ASU, TTU, TTUHSC, TTUS PROJECT CHARTER
[Project Name] [Version Number] | [Version Date]
1.7 Co n s tra ints
Describe any project constraints being imposed in areas such as schedule, budget, resources,
products to be reused, technology to be employed, products to be acquired, and interfaces to
other products. List the project constraints based on the current knowledge today.
⇒
Based on
DIR Document 10PC-T1-3 Page 2
18. ASU, TTU, TTUHSC, TTUS PROJECT CHARTER
[Project Name] [Version Number] | [Version Date]
Section 2. Project Authority and Milestones
2.1 Fu n d in g Au th o rity
Identify the funding amount and source of authorization and method of finance (i.e., capital
budget, rider authority, appropriated receipts) approved for the project.
⇒
2.2 P ro je c t Ove rs ig ht Au th o rity
Describe management control over the project. Describe external oversight bodies and relevant
policies that affect the agency governance structure, project management office, and/or vendor
management office.
⇒
2.3 Ma jo r P ro je c t Miles to ne s
List the project’s major milestones and deliverables and the target dates for delivery. This list
should reflect products and/or services delivered to the end user as well as the delivery of key
project management or other project-related work products.
Milestone/Deliverable Target Date
Based on
DIR Document 10PC-T1-3 Page 3
19. ASU, TTU, TTUHSC, TTUS PROJECT CHARTER
[Project Name] [Version Number] | [Version Date]
Section 3. Project Organization
3.1 P ro je c t S tru ctu re
Describe the organizational structure of the project team and stakeholders, preferably providing
a graphical depiction as shown by the sample project organization chart in the instructions.
⇒
3.2 Ro le s a n d Re s p o n s ib ilitie s
Summarize roles and responsibilities for the project team and stakeholders identified in the
project structure above.
Role Responsibility
Based on
DIR Document 10PC-T1-3 Page 4
20. ASU, TTU, TTUHSC, TTUS PROJECT CHARTER
[Project Name] [Version Number] | [Version Date]
3.3 Re s p o n s ib ility Ma trix
Complete the responsibility matrix for each of the project roles. As a graphical depiction of a more
detailed perspective of responsibilities, the matrix should reflect by functional role the assigned
responsibility for key milestones and activities.
Role N
Role 1
Role 2
Major Milestone
Legend
E = responsible for execution (may be shared)
A = final approval for authority
C = must be consulted
I = must be informed
3.4 P ro je c t Fa c ilitie s a n d Re s o u rc e s
Describe the project's requirements for facilities and resources, such as office space, special
facilities, computer equipment, office equipment, and support tools. Identify responsibilities for
provisioning the specific items needed to support the project development environment.
Resource Requirement Responsibility
Based on
DIR Document 10PC-T1-3 Page 5
21. ASU, TTU, TTUHSC, TTUS PROJECT CHARTER
[Project Name] [Version Number] | [Version Date]
Section 4. Points of Contact
Identify and provide contact information for the primary and secondary contacts for the project.
Role Name/Title/Organization Phone Email
Based on
DIR Document 10PC-T1-3 Page 6
22. ASU, TTU, TTUHSC, TTUS PROJECT CHARTER
[Project Name] [Version Number] | [Version Date]
Section 5. Glossary
Define all terms and acronyms required to interpret the Project Charter properly.
⇒
Based on
DIR Document 10PC-T1-3 Page 7
23. ASU, TTU, TTUHSC, TTUS PROJECT CHARTER
[Project Name] [Version Number] | [Version Date]
Section 6. Revision History
Identify document changes.
Version Date Name Description
Based on
DIR Document 10PC-T1-3 Page 8
24. ASU, TTU, TTUHSC, TTUS PROJECT CHARTER
[Project Name] [Version Number] | [Version Date]
Section 7. Appendices
Include any relevant appendices.
⇒
Based on
DIR Document 10PC-T1-3 Page 9
25. TEXAS PROJECT DELIVERY FRAMEWORK
BUSINESS JUSTIFICATION
REVIEW GATE APPROVAL
An g e lo S ta te Un ive rs ity
Te xa s Te c h Un ive rs ity
Te xa s Te c h Un ive rs ity He a lth S c ie n c e s Ce n te r
Te xa s Te c h Un ive rs ity S ys te m
[PROJECT NAME]
VERSION: [VERSION NUMBER] REVISION DATE: [DATE]
Approval of the Business Justification Review Gate indicates an understanding and formal
agreement that the project is ready to proceed to the next project delivery stage. By signing this
document, the agency head agrees that the state should further invest in delivery of the project.
Approver Name Title Signature Date
Agency Head
26. Texas Project Delivery Framework BUSINESS JUSTIFICATION REVIEW GATE APPROVAL
Section 1. General Information
Project Name
Agency
Contact Phone Email Fax
Project Manager Phone Email Fax
Section 2. Review Gate Deliverables
Deliverable Version Agency Head Approval Date
Business Case
Statewide Impact Analysis
Project Charter
Section 3. Review Gate Checklist
Item Question Response
1 Does the project demonstrate that it solves the business problem? Yes
No
2 Have other alternatives been considered? Yes
No
3 Has the impact of not doing the project been determined? Yes
No
4 Is the project justified by the expected benefits? Yes
No
5 Is there a projection of when the project will deliver expected benefits and business Yes No
outcomes?
6 Were opportunities for reuse of business processes and technical components Yes No
maximized?
Based on
DIR Document 10GA-T1-2 Page 1
27. Texas Project Delivery Framework BUSINESS JUSTIFICATION REVIEW GATE APPROVAL
Section 4. Open Issues
Describe any open issues and plans for resolution within the context of formally approving the
Business Justification Review Gate.
Issue Planned Resolution
Based on
DIR Document 10GA-T1-2 Page 2
28. T E X A S P RO J ECT D E LI V E R Y F R AM E WO R K
PROJECT PLAN
An g e lo S ta te Unive rs ity
Te xa s Te c h Un ive rs ity
Te xa s Te c h Un ive rs ity He a lth S c ie n c e s Ce n te r
Te xa s Te c h Un ive rs ity S ys te m
[P ROJ ECT NAME]
VERSION: [VERSION NUMBER] REVISION DATE: [DATE]
Approval of the Project Plan indicates an understanding of the purpose and content described in this
document and the related, attached plans for communication, configuration, performance, and risk
management. Approval of the Project Plan constitutes approval of the Project Plan and the related plans.
By signing this document, each individual agrees the project has been planned effectively as described
herein.
Agency Head
[Name] [Email] [Telephone]
Signature Date
Executive Sponsor
[Name] [Email] [Telephone]
Signature Date
Technology Sponsor
[Name] [Email] [Telephone]
Signature Date
29. Project Manager
[Name] [Email] [Telephone]
Signature Date
Information Security Officer
[Name] [Email] [Telephone]
Signature Date
31. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 1. Project Overview
1.1 P ro je c t De s c rip tio n
Describe the approach the project will use to address the business problem, including
summarizing how the project will deliver the expected business outcomes and performance
objectives.
⇒
1.2 P ro je c t S c o p e
Describe the project scope. The scope defines project limits and identifies the products and/or
services delivered by the project. The scope establishes the boundaries of the project and should
describe products and/or services that are outside of the project scope.
Project Includes
Project Excludes
1.3 As s u m p tio n s
Describe any project assumptions related to business, technology, resources, scope,
expectations, or schedules.
Assumptions
1.4 Co n s tra ints
Describe the limiting factors, or constraints, that restrict the project team’s options regarding
scope, staffing, scheduling, and management of the project.
Constraints
DIR Document 20PP-T1-5 Page 1
32. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
Constraints
DIR Document 20PP-T1-5 Page 2
33. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 2. Project Organization
2.1 In te rn al Stru ctu re
Describe the organizational structure of the project team, preferably providing a graphical
depiction as shown by the example project organization chart in the instructions.
⇒
2.2 Exte rn a l S ta ke h old e rs
Specify and describe the administrative and managerial liaisons between the project and the
primary entities with which it interacts.
Organization Description/Nature of
Stakeholder Organization Stakeholder Name
Relationship
2.3 Ro le s a n d Re s p o n s ib ilitie s
Describe roles and responsibilities for the project management organization and external
stakeholders identified in the project structure above.
Role Responsibility
DIR Document 20PP-T1-5 Page 3
34. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 3. Project Start-Up
3.1 P ro je c t Life Cyc le
Describe the project’s product or service delivery life cycle. Identify the development method(s),
standards, policies, procedures, programming language(s), and other tools, techniques, and
methods to be used to develop the work products or services for the project.
⇒
3.2 Me th o d s , To o ls , a n d Te c h n iq u e s
Identify the method(s), standards, policies, procedures, programming language(s), reusable code
repositories, and other notations, tools, and techniques that may be used to develop and/or
deploy the products and/or services for the project.
⇒
3.3 Es tim atio n Me th o d s
Describe the methods used to estimate the project level of effort, schedule, and budget. Describe
tools and techniques used to obtain the estimates.
Provide estimates for the project dimensions listed and identify the source or basis of the
estimates and the level of uncertainty and risk associated with the estimates.
Estimation Methods/Tools/Techniques
Description
Effort in person-months or person-hours
Schedule in calendar months
Budget in dollars
Source/Basis of Estimate
Level of Uncertainty
3.4 Wo rk Ac tivitie s
Provide a reference to the location of the work breakdown structure (WBS) and work packages
within the WBS or provide the actual WBS and work packages within the WBS that will be
maintained through the life of the project.
Identifier Work Package Description Definition/Objective Milestone/Deliverable
DIR Document 20PP-T1-5 Page 4
35. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
3.5 S c h e d u le Allo c a tio n
From the work packages or WBS work activities and other inputs, develop the project schedule.
For each activity or task, identify the resource(s) assigned and whether the activity is designated
as a milestone, the duration of the work, estimated start and finish dates and task dependencies.
The schedule should accurately reflect the work plan and project life cycle methodology used for
the project. If the project schedule is maintained separately from the Project Plan, and to avoid
redundancy, identify the name and location of the project schedule instead of including the
following table.
Identifier Task/Activity Resource Milestone Effort/ Start Finish Dependent
Name Name (Y/N) Duration Task
3.6 Re s o u rc e P la n
3.6.1 Resource Profiles
Generally describe primary resources that will be needed for the project including personnel (FTE
and contract), equipment, facilities, hardware, software, materials, supplies, and training.
⇒
3.6.2 Resource Detail
For each of the resources described under Resource Profiles, provide information on the cost
estimate, number of hours required, availability of each resource and skill set requirements. For
non-personnel resources, such as facilities or hardware, indicate “not applicable” under skill
set.
Cost Estimated
Resource Estimate Hours Availability Skill Set Work Product/Deliverable
3.6.3 Resource Staffing
For all staffing (FTE and contract) required on the project, develop a staffing plan that shows
the number of personnel, by type, that will be required on a monthly basis.
DIR Document 20PP-T1-5 Page 5
36. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
Personnel Category Month Month Month Month Month Month Month
3.7 Bu d g e t Allo c a tio n
Identify by work package or budget category the amount allocated to each major WBS work
activity. Alternatively, provide the project budget by standard cost categories such as personnel,
travel, equipment, and administrative support. If the budget is maintained separately from the
Project Plan, and to avoid redundancy, identify the name and location of the budget instead of
including the following table.
Identifier Work Package or Budget Category Cost
DIR Document 20PP-T1-5 Page 6
37. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 4. Monitoring and Control
4.1 Ch a n g e Co n tro l
4.1.1 Change Request Tracking
Describe the tracking process for all proposed changes, including how change requests are
initiated, logged and tracked, and assigned for analysis and recommendation.
⇒
4.1.2 Change Request Review
Describe the review process, including a description of the roles involved in determining specific
resolution actions such as approval, rejection, or delay of a change request.
⇒
4.1.3 Additional Project Control
Describe any additional processes that may exist to further control changes to certain aspects of
the project. Include a description of these processes, if different than the change request process,
for changes such as project scope, schedule, and budget.
⇒
4.2 Is s u e Ma n a g e m e nt
Describe the resources, methods, and tools to be used to report, analyze, prioritize, and handle
project issues. Describe how the issues will be tracked and managed to closure.
⇒
4.3 S ta tu s Re p ortin g
Describe how project status reporting information will be used to monitor and control the
project, including escalation procedures and thresholds that may be used in response to
corrective actions identified as part of the reporting process. If a consistent process has been
established at the organization or agency level for how project status reporting information will
be used to monitor and control the project, refer to the process.
⇒
DIR Document 20PP-T1-5 Page 7
38. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 5. Quality Management
5.1 Qu a lity Ob je c tive s
Describe of the overall quality objectives established for the project. These quality objectives
will be used to identify the quality standards by stating the desired end result. If quality
objectives have been established at the organization or agency level for all projects, refer to the
agency and/or organizational quality objectives. Include project specific quality objectives as
needed.
⇒
5.2 Qu a lity S ta n d a rd s
Identify the agency, industry, or regulatory project quality standards that will be followed and
assessed by the project. Include standards that are related to the project and not the product
and/or service that will be delivered by the project. If quality standards have been established at
the organization or agency level for all projects, refer to the agency and/or organizational
quality standards. Include project-specific quality standards as needed.
No. Quality Standard Tracking Tools or Measures
1
2
3
4
5
6
7
8
5.3 P ro je c t Re views a n d As s e s s m e n ts
Describe the types of project reviews that are directly related to the project and not to the
product and/or service. Describe the tools used, reviewer(s), and the report that will be
generated as a result of the review.
Review Type Quality Standard Tools Reviewer Reports
Describe how the results of project reviews will be monitored, evaluated, and how variance to
acceptable criteria will be reported and resolved.
⇒
DIR Document 20PP-T1-5 Page 8
39. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
5.4 De live ra b le s Ac c e p ta n c e
For each project deliverable, describe the final approval process for product acceptance from an
overall quality perspective and include the objective criteria to be used for customer acceptance.
Deliverable Final Approval Process Customer Acceptance Criteria
5.5 P ro c e s s Im p ro ve m e n t Ac tivitie s
Describe the activities that will be performed periodically to assess the project’s processes,
identify areas for improvement, and implement improvement plans.
⇒
DIR Document 20PP-T1-5 Page 9
40. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 6. Project Transition
6.1 Clo s e o u t Pla n
Describe the plan for closing the project from an administrative, financial, and logistical
perspective.
⇒
6.2 P h a s e Clo s e o u t
Describe phase closeout if applicable.
⇒
DIR Document 20PP-T1-5 Page 10
41. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 7. References
Provide a list of all documents and other sources of information referenced in the Plan and
utilized in the project. Include for each the document number, title, date, and author.
Document No. Document Title Date Author
DIR Document 20PP-T1-5 Page 11
42. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 8. Glossary
Define all terms and acronyms required to interpret the Project Plan properly.
⇒
DIR Document 20PP-T1-5 Page 12
43. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 9. Revision History
Identify changes to the Project Plan.
Version Date Name Description
DIR Document 20PP-T1-5 Page 13
44. ASU, TTU, TTUHSC, TTUS PROJECT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 10. Appendices
Include any relevant appendices.
⇒
DIR Document 20PP-T1-5 Page 14
45. T E X A S P RO J ECT D E LI V E R Y F R AM E WO R K
RISK MANAGEMENT PLAN
An g e lo S ta te Un ive rs ity
Te xa s Te c h Un ive rs ity
Te xa s Te c h Un ive rs ity He a lth S c ie n c e s Ce n te r
Te xa s Te c h Un ive rs ity S ys te m
[PROJECT NAME]
VERSION: [VERSION NUMBER] REVISION DATE: [DATE]
Approval of the Project Plan indicates an understanding of the purpose and content described in
this document and the related plans for communication, configuration, and performance
management. Approval of the Project Plan constitutes approval of the Project Plan and the
related plans which are attached to the Project Plan.
47. ASU, TTU, TTUHSC, TTUS RISK MANAGEMENT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 1. Risk Management Approach
1.1 Ove ra ll S trate g y
Describe the overall, high-level approach to risk management for the project. Summarize how
the following risk management activities outlined in this Risk Management Plan will be
accomplished collectively: risk identification, analysis, prioritization, response, monitoring, and
control.
⇒
1.2 Ro le s De fin itio n
Complete the risk management activity matrix for each of the project roles and/or functional
areas. When complete, the matrix should reflect by functional role the assigned responsibility for
key risk management activities.
Role N
Role 1
Role 2
Risk Management Activity
Legend
J = joint/shared responsibility
P = primary/lead responsibility
S = support/participatory responsibility
Based on
DIR Document 20RM-T1-3 Page 1
48. ASU, TTU, TTUHSC, TTUS RISK MANAGEMENT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 2. Risk Assessment
2.1 Ris k Id e ntific atio n
Describe how risks are identified and organized in preparation for performing risk analysis,
such as use of methods and techniques like brainstorming, interviews, and risk factor tables.
⇒
2.2 Ris k An a lys is
Describe how risks will be analyzed to establish the project exposure for each risk and to
determine which risks are the most important ones to address. Describe scales for rating risks
and risk threshold values.
Risk Analysis Description
Scales Description
Risk Threshold Values
Description
2.3 Ris k Re s p o n s e Stra te gie s
Describe how risk response strategies are assigned for each risk.
⇒
Based on
DIR Document 20RM-T1-3 Page 2
49. ASU, TTU, TTUHSC, TTUS RISK MANAGEMENT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 3. Risk Monitoring and Control
3.1 Ris k Tra c kin g
Describe how risks will be continually tracked to ensure that effective risk management is
performed throughout the life of the project, such as use of methods and techniques like risk
checklists and watch lists.
⇒
3.2 Ris k Re p o rtin g
Describe methods and techniques to review and present the status of project risks, such as use of
reports for examination of risk response strategies in a summarized (collection or risk items) or
detailed (single risk item) manner.
⇒
Based on
DIR Document 20RM-T1-3 Page 3
50. ASU, TTU, TTUHSC, TTUS RISK MANAGEMENT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 4. Glossary
Define all terms and acronyms required to interpret the Risk Management Plan properly.
⇒
Based on
DIR Document 20RM-T1-3 Page 4
51. ASU, TTU, TTUHSC, TTUS RISK MANAGEMENT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 5. Revision History
Identify changes to the Risk Management Plan.
Version Date Name Description
Based on
DIR Document 20RM-T1-3 Page 5
52. ASU, TTU, TTUHSC, TTUS RISK MANAGEMENT PLAN
[Project Name] [Version Number] | [Revision Date]
Section 6. Appendices
Include any relevant appendices.
⇒
Based on
DIR Document 20RM-T1-3 Page 6
53. TEXAS PROJECT DELIVERY FRAMEWORK
PROJECT PLANNING
REVIEW GATE APPROVAL
An g e lo S ta te Un ive rs ity
Te xa s Te c h Un ive rs ity
Te xa s Te c h Un ive rs ity He a lth S c ie n c e s Ce n te r
Te xa s Te c h Un ive rs ity S ys te m
[PROJECT NAME]
VERSION: [VERSION NUMBER] REVISION DATE: [DATE]
Approval of the Project Planning Review Gate indicates an understanding and formal agreement
that the project is ready to proceed to the next project delivery stage. By signing this document,
the agency head agrees that the state should further invest in delivery of the project.
Approver Name Title Signature Date
Agency Head
54. Texas Project Delivery Framework PROJECT PLANNING REVIEW GATE APPROVAL
Section 1. General Information
Project Name
Agency
Contact Phone Email Fax
Project Manager Phone Email Fax
Section 2. Review Gate Deliverables
Deliverable Version Agency Head Approval Date
Project Plan
Communication Management Plan
Configuration Management Plan
Performance Management Plan
Risk Management Plan
Monitoring Report
Section 3. Review Gate Checklist
Item Question Response
1 Have the business needs used to justify the project remained consistent? Yes
No
2 Are both project management and technology-related activities planned? Yes
No
3 Are quantifiable outcomes measuring success defined? Yes
No
4 Is the defined scope achievable? Yes
No
5 Are the cost, schedule, and performance baselines complete and thorough? Yes No
Based on
DIR Document 20GA-T1-2 Page 1
55. Texas Project Delivery Framework PROJECT PLANNING REVIEW GATE APPROVAL
Item Question Response
6 Have the projects risks been identified and ranked? Yes No
Section 4. Open Issues
Describe any open issues and plans for resolution within the context of formally approving the
Project Planning Review Gate.
Issue Planned Resolution
Based on
DIR Document 20GA-T1-2 Page 2
56. TEXAS PROJECT DELIVERY FRAMEWORK
MONITORING REPORT
An g e lo S ta te Un ive rs ity
Te xa s Te c h Un ive rs ity
Te xa s Te c h Un ive rs ity He a lth S c ie n c e s Ce n te r
Te xa s Te c h Un ive rs ity S ys te m
[PROJECT NAME]
REPORTING PERIOD: [STARTDATE] TO [ENDDATE]
VERSION: [VERSION NUMBER] REVISION DATE: [DATE]
Approval of the Monitoring Report indicates an understanding and acceptance of the project
information included within this report. By signing this document, each individual agrees the
project information is accurate, complete, and ready to be forwarded to the Quality Assurance
Team (QAT).
Approver Name Title Signature Date
57. Texas Project Delivery Framework MONITORING REPORT
Section 1. General Information
Project Name Reporting Period
Start Date: End Date:
Agency
Contact Phone Email Fax
Project Manager Phone Email Fax
Section 2. Project Cost, Schedule, and Accomplishments
2.1 Co s t
Project Item Report to Date
Initial
Estimated Project Cost
Last Reported
Estimated Project Cost
Current
Estimated Project Cost
Explanation of Variance
between Last Reported and
Current Project Cost
Cost Expenditures to Date
(Fiscal)
Cost Expenditures to Date (Total)
Description of
Cost Tracking Mechanism
2.2 P ro je c t S c h e d u le
Project Item Report to Date
Initial Planned
Project Start and Finish Dates Baseline Date:
Last Reported
Project Start and Finish Dates Baseline Date:
Current Estimated
Project Start and Finish Dates Baseline Date:
Explanation of Variance
between Last Reported and
Current Start and Finish Dates
Estimated Percentage of
Project Complete
Description of Method
Used to Track Progress
Description of Reporting
Mechanism Used to Ensure that
Based on
DIR Document 20MR-T1-3 Page 1
58. Texas Project Delivery Framework MONITORING REPORT
Project Item Report to Date
Project Participants and
Management are Aware of the
Project’s Progress
2.3 Ac c o m p lis h m e n ts
Project Item Report to Date
Accomplishments Achieved
During this Reporting Period
Accomplishments Planned for
Next Reporting Period
Section 3. Milestones
Provide any background information that may be needed to clarify the milestone information provided in
this section. List the project’s major milestones, and the planned and actual start and finish dates.
Specifically include deliverables in relation to the milestones as identified in the Project Plan. Identify the
percent complete for each deliverable.
Milestones: Background Information
Planned Actual Planned Actual Percentage
Project Milestones Start Date Start Date Finish Date Finish Date Complete
Section 4. Risks
Provide any background information that may be needed to clarify the project risk information provided in
this section. List the current highest risk factors for the project and any actions taken to mitigate the risk.
Risks: Background Information
Risk Factor Mitigation
Based on
DIR Document 20MR-T1-3 Page 2
59. Texas Project Delivery Framework MONITORING REPORT
Risk Factor Mitigation
Section 5. Project Changes
Provide any background information that may be needed to clarify the project change information
provided in this section. Describe major project changes (e.g., scope, budget, system requirements, and
technology) that occurred during this reporting period. Describe actions for managing the project
changes.
Project Changes: Background Information
Change Description Actions for Managing the Change
Section 6. Project Issues
Provide any background information that may be needed to clarify the project issues identified in this
section. Identify major issues that are currently being addressed during this reporting period. Describe
actions for managing each issue.
Project Issues: Background Information
Issue Description Actions for Managing the Issue
Based on
DIR Document 20MR-T1-3 Page 3
60. TEXAS PROJECT DELIVERY FRAMEWORK
PROJECT IMPLEMENTATION
REVIEW GATE APPROVAL
An g e lo S ta te Un ive rs ity
Te xa s Te c h Un ive rs ity
Te xa s Te c h Un ive rs ity He a lth S c ie n c e s Ce n te r
Te xa s Te c h Un ive rs ity S ys te m
[PROJECT NAME]
VERSION: [VERSION NUMBER] REVISION DATE: [DATE]
Approval of the Solicitation and Contracting Review Gate indicates an understanding and formal
agreement that the project is ready to proceed to the next project delivery stage. By signing this
document, the agency head agrees that the state should further invest in delivery of the project.
Approver Name Title Signature Date
Agency Head
61. Texas Project Delivery Framework PROJECT IMPLEMENTATION REVIEW GATE APPROVAL
Section 1. General Information
Project Name
Agency
Contact Phone Email Fax
Project Manager Phone Email Fax
Section 2. Review Gate Deliverables
Deliverable Version Agency Head Approval Date
Acceptance to Deploy
Project Closeout Report
Section 3. Review Gate Checklist
Item Question Response
1 Have the business needs used to justify the project remained consistent? Yes
No
2 Does the project demonstrate that it is aligned with business requirements? Yes
No
3 Does the project demonstrate that it meets defined technical requirements? Yes
No
4 Did the project meet planned milestones and deliverables? Yes
No
5 Has the vendor met defined performance requirements? Yes No
Based on
DIR Document 40GA-T1-2 Page 1
62. Texas Project Delivery Framework PROJECT IMPLEMENTATION REVIEW GATE APPROVAL
Section 4. Open Issues
Describe any open issues and plans for resolution within the context of formally approving the
Project Implementation Review Gate.
Issue Planned Resolution
Based on
DIR Document 40GA-T1-2 Page 2
63. TEXAS PROJECT DELIVERY FRAMEWORK
POST-IMPLEMENTATION REVIEW
OF BUSINESS OUTCOMES
An g e lo S ta te Un ive rs ity
Te xa s Te c h Un ive rs ity
Te xa s Te c h Un ive rs ity He a lth S c ie n c e s Ce n te r
Te xa s Te c h Un ive rs ity S ys te m
[PROJECT NAME]
VERSION: [VERSION NUMBER] REVISION DATE: [DATE]
Approval of the Post-Implementation Review of Business Outcomes indicates an understanding
and acceptance of the post-implementation results described in this document. By signing this
document, each individual agrees the information accurately conveys project delivery results
and is ready to be forwarded to the Quality Assurance Team.
Agency Head
[Name] [Email] [Telephone]
Signature: Date:
Executive Sponsor
[Name] [Email] [Telephone]
Signature: Date:
Technology Sponsor
[Name] [Email] [Telephone]
Signature: Date:
Project Manager
[Name] [Email] [Telephone]
65. Texas Project Delivery Framework POST-IMPLEMENTATION REVIEW OF BUSINESS OUTCO
[Project Name] [Version Number] | [Revision Date]
Contents
Section 1. Project Impact on Agency Objectives .................................................1
1.1 Product and/or Service Performance ..................................................1
1.2 Goals and Objectives .......................................................................... 1
Section 2. Quantitative and Qualitative Benefits ..................................................1
2.1 Statutory Fulfillment ............................................................................ 1
2.2 Strategic Alignment ............................................................................. 2
2.3 Agency Impact Analysis ...................................................................... 3
2.4 Financial Analysis ............................................................................... 3
Section 3. Project Outcomes................................................................................ 5
3.1 Project Quality ..................................................................................... 5
3.2 Scope .................................................................................................. 5
3.3 Cost (Budget) ...................................................................................... 5
3.4 Schedule ............................................................................................. 5
Section 4. Agency and State Lessons Learned ...................................................5
Section 5. Future Review Plans ........................................................................... 6
Section 6. Glossary .............................................................................................. 6
Section 7. Revision History .................................................................................. 6
Section 8. Appendices ......................................................................................... 6
Based on
DIR Document 50PR-T1-2 Page i
66. Texas Project Delivery Framework POST-IMPLEMENTATION REVIEW OF BUSINESS OUTCO
[Project Name] [Version Number] | [Revision Date]
Section 1. Project Impact on Agency Objectives
1.1 P ro d u c t a n d/o r S e rvic e P e rform a n c e
Business goals and objectives were described in the Business Case and refined in the
Performance Management Plan by establishing performance objectives, standards, and
measurements for the product and/or service. Describe the actual performance measurement
results achieved for each performance objective.
Product and/or Service Actual Performance
Performance Standard
Performance Objective Measurement Results
1.2 Go a ls a n d Ob je c tive s
Based on actual performance measurement results, describe the project’s impact on the agency’s
ability to meet the business goals and objectives described in the Business Case and refined in
the Performance Management Plan. If the stated business goals and objectives were not met,
describe factors that inhibited performance.
Business Product and/or Service Project Impact to
Goal/Objective Performance Objective Business Outcome
Section 2. Quantitative and Qualitative Benefits
2.1 S ta tu tory Fu lfillm e nt
For each of the factors identified and described in Section 5 of the Business Case, and shown
below, describe the project’s quantitative and/or qualitative results. If applicable, describe
reasons that inhibited achieving the expected benefit.
# Value Factor Project Impact to Business Outcome
1 The project is implemented to satisfy a direct
mandate or regulation (state, federal, national,
international)
2 The project is implemented to satisfy a derived
mandate or regulation (state, federal, national,
international)
Based on
DIR Document 50PR-T1-2 Page 1
67. Texas Project Delivery Framework POST-IMPLEMENTATION REVIEW OF BUSINESS OUTCO
[Project Name] [Version Number] | [Revision Date]
# Value Factor Project Impact to Business Outcome
3 Implementing the project improves the turnaround
time for responses to mandates or regulatory
requirements
4 The project results in agency compliance to
mandates or regulatory requirements
5 The project results in agency avoidance of
enforcement actions (e.g., penalties) based on
mandates or regulatory requirements
6 Implementing the project achieves the desired intent
or expected outcomes of the mandates or regulatory
requirements
7 Implementing the project imposes stricter
requirements, or different or additional
requirements, than those required by the mandates
or regulations
8 Other
9 Other
10 Other
11 Other
2.2 S tra te gic Alig n m e n t
For each of the factors identified and described in Section 5 of the Business Case, and shown
below, describe the project’s quantitative and/or qualitative results. If applicable, describe
reasons that inhibited achieving the expected benefit.
# Value Factor Project Impact to Business Outcome
1 The project is aligned with, and delivers business
outcomes, that support agency and statewide goals
2 The project satisfies a strategic agency or state mission
critical need, regardless if required by a mandate or
regulation
3 The project results in the ability of the agency or state to
better share resources with other agencies or states as
part of a long-term strategic alignment effort
4 The project is aligned with the overall mission of the
agency and state
5 The project strategically consolidates and streamlines
business practices and administrative processes
6 The project is aligned with the overall vision of the
agency and state
7 The project is aligned with the overall priorities of the
agency and state
Based on
DIR Document 50PR-T1-2 Page 2
68. Texas Project Delivery Framework POST-IMPLEMENTATION REVIEW OF BUSINESS OUTCO
[Project Name] [Version Number] | [Revision Date]
# Value Factor Project Impact to Business Outcome
8 Other
9 Other
10 Other
11 Other
2.3 Ag e n c y Im p a c t An a lys is
For each of the factors identified and described in Section 5 of the Business Case, and shown
below, describe the project’s quantitative and/or qualitative results. If applicable, describe
reasons that inhibited achieving the expected benefit.
# Value Factor Project Impact to Business Outcome
1 The project results in systems which support the defined
architecture/standards for the agency and state
2 The project results in systems which reduce or eliminate
redundant systems
3 The project results in systems which enable reuse of
code/components available from other state or federal
agencies
4 The project results in systems which improve
consistency between systems within the agency through
standardization
5 The project results in systems which leverage the
technical capability of commercial-off-the-shelf (COTS)
software packages
6 The project results in systems which provide the ability
to evolve as new technologies emerge
7 Other
8 Other
9 Other
10 Other
2.4 Fin a n c ial An a lys is
For each of the factors that represent the project’s quantitative benefits (Quantitative Benefit
Analysis Worksheet, Financial Analysis Worksheet) identify and quantify the benefits realized to
date. Provide a forecast of the benefits not yet realized and the specific time period encompassed
by the forecast.
# Value Factor Realized Forecast
Identify Cumulative Savings
1 Reduced IT and non-IT FTE costs including fringe benefits
Based on
DIR Document 50PR-T1-2 Page 3
69. Texas Project Delivery Framework POST-IMPLEMENTATION REVIEW OF BUSINESS OUTCO
[Project Name] [Version Number] | [Revision Date]
# Value Factor Realized Forecast
2 Reduced IT and non-IT contractors/consultants
3 Reduced outsourced labor costs
4 Improved workflow/business processes
5 Reduced error rate
6 Reduced hardware maintenance/upgrade expense
7 Reduced software maintenance/upgrade expense
8 Reduced facilities rental/maintenance expense
9 Reduced equipment rental/supplies and materials expense
10 Other
Identify Cost Avoidance
11 Avoid penalties
12 Avoid loss of funding
13 Improved enforcement actions
14 Asset protection
15 Other
Identify Revenue Generation
16 Additional revenue generated
17 Increased interest earned
18 Other
Identify Constituent Project Benefits
19 Reduced constituent transaction costs
20 Reduced service delivery cycle time
21 Increased service availability/accessibility
22 Expansion of services
23 Reduced (paper) reporting requirements
24 Improved ability to locate regulatory requirements
25 Improved accountability/compliance
26 Greater consistency in constituent/state transactions
27 Other
General Questions Regarding Financial Forecast:
28 Will the Net Present Value exceed 0? If so, by how much?
29 When is the expected Project Breakeven Point?
30 What is the project’s expected Return on Investment?
Based on
DIR Document 50PR-T1-2 Page 4
70. Texas Project Delivery Framework POST-IMPLEMENTATION REVIEW OF BUSINESS OUTCO
[Project Name] [Version Number] | [Revision Date]
Section 3. Project Outcomes
3.1 P ro je c t Qu ality
3.1.1 Quality Standards
Summarize the overall project quality, including the impact on business outcomes, based on an
assessment of whether the project satisfied the quality standards defined for the project.
=>
3.1.2 Methodologies
Summarize the impact of using the defined project life cycle methodology, project management
methodology, systems development methodology, or other methodologies on project outcomes.
Describe which aspects of the planned methods were used and explain the impact of using or not
using each method on project outcomes.
=>
3.2 Scope
Summarize the impact of any changes to the initial project scope on business outcomes,
including approved and non-approved changes.
=>
3.3 Co s t (Bu d g et)
Summarize the impact of any changes to the initial cost baseline on business outcomes, including
approved and non-approved changes.
=>
3.4 S c h e d u le
Summarize the impact of any changes to the initial schedule baseline on business outcomes,
including approved and non-approved changes.
=>
Section 4. Agency and State Lessons Learned
Identify lessons learned that should be elevated as process improvement recommendations
within the agency or state. Identify the lessons learned in terms of a problem (issue). Describe
the problem and include any agency/state-level documentation references (e.g., Governance
Handbook, Business Continuity Plan, Texas Project Delivery Framework tool) that provide
additional details. Identify recommended improvements to correct a similar problem in the
future, including elevation plans for communication and follow-up about the improvement.
Problem Recommended
Problem Statement References Elevated To
Description Change
Based on
DIR Document 50PR-T1-2 Page 5
71. Texas Project Delivery Framework POST-IMPLEMENTATION REVIEW OF BUSINESS OUTCO
[Project Name] [Version Number] | [Revision Date]
Problem Recommended
Problem Statement References Elevated To
Description Change
Section 5. Future Review Plans
Identify plans for performing future review(s) of business outcomes following project closeout if
necessary. Describe the review, including planned execution and approval dates.
Planned Planned
Review Description Assigned To Frequency
Date Approval Date
Section 6. Glossary
Define all terms and acronyms required to interpret the Post-Implementation Review of Business
Outcomes properly.
=>
Section 7. Revision History
Identify changes to the Post-Implementation Review of Business Outcomes.
Version Date Name Description
Section 8. Appendices
Include any relevant appendices.
=>
Based on
DIR Document 50PR-T1-2 Page 6
72. Texas Project Delivery Framework POST-IMPLEMENTATION REVIEW OF BUSINESS OUTCO
[Project Name] [Version Number] | [Revision Date]
Based on
DIR Document 50PR-T1-2 Page 7
73. TEXAS PROJECT DELIVERY FRAMEWORK
BENEFITS REALIZATION
REVIEW GATE APPROVAL
An g e lo S ta te Un ive rs ity
Te xa s Te c h Un ive rs ity
Te xa s Te c h Un ive rs ity He a lth S c ie n c e s Ce n te r
Te xa s Te c h Un ive rs ity S ys te m
[PROJECT NAME]
VERSION: [VERSION NUMBER] REVISION DATE: [DATE]
Approval of the Benefits Realization Review Gate indicates an understanding and formal
agreement that the project is ready to proceed to the next project delivery stage. By signing this
document, the agency head agrees that the state should further invest in delivery of the project.
Approver Name Title Signature Date
Agency Head