project management methodology training

Enterprise Project Management Methodology Training Initiation Phase 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 1 Governance Structure, Team Roles and Responsibilities Definition Importance Key Tasks Deliverables Governance is the organization of responsibilities and decision-making capabilities that apply to a project. It is also referred to as an organizational chart. It identifies the teams, who will make key decisions on the project as well as those who will actually implement the project. It consists of oversight committees, steering committees, business analysts, technical resources, outreach coordinators, trainers and other personnel, as appropriate. Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 2 Why is Establishing a Governance Structure Important? Definition Importance Key Tasks Deliverables People need to know what they are responsible for – It provides a foundation for organizing, consistent planning and executing of projects; tasks are clearly identified for each team so that work is not duplicated and there is a clear „chain of command‟ Projects will run into obstacles Best Practices – It is important to have a group of decision makers that can resolve issues in a timely manner and will not hinder the project scope, implementation timeline or cost. Stakeholder buy-in will lead to project success – It provides structure, accountability and involvement, so stakeholders are more likely to champion the project. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 3 Governance Structure, Team Roles and Responsibilities Definition Importance Key Tasks Deliverables 1. Determine if there is a start up project governance structure in place. – Check with your agency PMO, or adapt any workgroups or committees that may have been established in the strategy Phase. Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 4 Project Governance Structure Example Steering Committee Advisory Committee Project Team Requirements & Design Team Development Team Architecture Team Outreach Team Training Team Organizational/ HR Team 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 5 Governance Structure, Team Roles and Responsibilities Definition Importance Key Tasks Deliverables 2. Identify which key teams are appropriate within your governance structure Advisory Committee Steering Committee Requirements & Design Team Development Team Architecture Team Training Team Outreach Team Organizational/HR Team Responsible for providing advisory support Responsible for key decision making Responsible for documenting requirements, Implementing business process reengineering and conducting user acceptance testing Responsible for developing the system and Conducting systems testing Responsible for server infrastructure, support Security and networking Responsible for training on the system Responsible for conducting outreach on the system Responsible for resolving org. considerations 6 Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) Governance Structure, Team Roles and Responsibilities Definition Importance Key Tasks Deliverables Best Practices 3. If an existing structure does not exist, key team members will need to work with appropriate executive leadership to define a governance structure for the project. 4. Structurally, establish how the different teams will relate to each other and to the project manager, which will help assign roles later. 5. Once a structure has been identified, define what type of work will be done by each team on the governance structure. Enterprise Project Management Methodology – Initiation Phase (Version 12) 7 2006 Governance Structure, Team Roles and Responsibilities Definition Importance Key Tasks Deliverables 6. Next, identify key roles for each team member on the project; be sure to also develop responsibilities for each role on the project. Best Practices Executive Sponsors Stakeholders Project Manager Team Leads Business Analysts Technical Analysts Trainers Communications Specialists 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 8 Governance Structure, Team Roles and Responsibilities Definition Importance Key Tasks Deliverables 7. Once the governance structure is complete, populate key leadership positions with personnel. • Initially, you will need to identify the personnel who will help you complete all tasks within the Initiation Phase. • Consider involving people from among your informal network of contacts, with whom you have worked with before successfully. Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 9 Governance Structure, Team Roles and Responsibilities Steering Committee Advisory Committee Project Team Definition Importance Key Tasks Deliverables Requirements & Design Team Development Team Architecture Team Outreach Team Training Team Organizational/ HR Team Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 10 Governance Structure, Team Roles and Responsibilities Definition Importance Key Tasks Deliverables • When identifying the roles and responsibilities for your project, consider: – Who will handle security issues including access to the system and potential malicious attacks? – Place personnel who may become obstacles to the project on teams where their input can be addressed. Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 11 Governance Structure, Team Roles and Responsibilities Definition Importance Key Tasks Deliverables • Consider developing a RACI Matrix – It identifies those teams, roles or individuals which are Responsible, Accountable, Consulted and Informed on various aspects of a project. Key Roles Best Practices Key Tasks PARRIS Matrix Click graphic 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 12 Discussion/Questions 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 13 Develop Project Charter Definition Importance Key Tasks Deliverables The project charter is a formal document that defines and describes the project at a high level. It covers business drivers, critical success factors, goals, objectives and guiding principles. Best Practices The project charter formalizes the existence of a project and demonstrates management support for the project. The document functions as the formal agreement for the project and is signed by the appropriate parties. Changes to the charter result in the creation of a new project. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 14 Why is Developing a Project Charter Important? Definition Importance Key Tasks Deliverables To make sure everyone is on the same page – It is important to make sure that all executive stakeholders are on the same page with regard to what is expected. If not, it can cause unnecessary time and cost to be spent in the wrong areas. To communicate to appropriate personnel Best Practices – Once the charter is established, it can serve as a communication tool to make sure all team members have the same strategic direction in mind. To gauge changes to the project scope – All changes to scope should be in line with the project charter; if not, the change request should be denied or the project charter should be modified. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 15 Develop Project Charter Definition Importance Key Tasks Deliverables • Elements of the Charter: – – – Project Background and Description Business Need/Opportunity (also referred to as the Problem Statement) Business Drivers • • Business imperatives which require this initiative to move forward For each business driver, document a critical success factor that must be accomplished to support the business driver Best Practices – – – 2006 Benefits the initiative will achieve High Level Goals and Objectives Assumptions and Constraints Enterprise Project Management Methodology – Initiation Phase (Version 12) 16 Develop Project Charter Last Updated: [insert date] Project Background and Description [Describe how this project came to be, who is involved and what the purpose is] Definition Importance Key Tasks Deliverables Business Need/Opportunity [Also referred to as “problem statement”] [The context of a problem is described in the business need, business opportunity or problem statement. This is an opportunity to explain the nature of the dilemma that the team will solve. The problem statement usually takes a paragraph form in which you are “telling the story” of why the team is working on this problem. The task of the team in the problem statement is to represent the nature, setting, and context of the project in a concise manner. In other words, it is the “What is” and is independent of any efforts or intentions on the part of your team. It explains what the broader need is, what the consequence of the problem not being solved is, and/or what the consequence of the problem being solved would be. You can present a number of ideas that are related to your specific problem. These ideas can include such things as:  causes of the problem,  factors that may aggravate or mitigate the problem,  an explanation of how the problem effects the your agency,  how the problem impacts your clients  the role of the agency in the community  the stake or importance that the agency in an acceptable solution to the problem,  the urgency of a solution Best Practices High Level Goals and Objectives Goal: [The project goal is a direction-setter and ideal future end related toward which planning and implementation activities are directed. A goal is generally not quantifiable, time-dependent or suggestive of specific actions for its achievement. Number goals to eventually associate with affected objectives, issues, risks, changes and requirements] 1. [insert goal] 2. [insert goal] 3. [insert goal] Objective: [Objectives are specific ends, conditions or states that are intermediate steps toward attaining a goal. They should be achievable and, when possible, measurable and time-specific. An objective may only pertain to one particular aspect of a goal or it may be one of several successive steps toward goal achievement. Consequently, there may be more than one objective for each goal. Number objectives to eventually associate with affected goals, issues, risks, changes and requirements] 1. [insert objective] 2. [insert objective] 3. [insert objective] 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 17 View Project Charter Template Click Here OA/OIT website http://www.oit.state.pa.us 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 18 View Project Charter Example Click Here OA/OIT website http://www.oit.state.pa.us 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 19 Develop Project Charter Definition Importance Key Tasks Deliverables Best Practices • Make sure the right people are involved in developing and signing off on the project charter • Focus on getting consensus and buy-in up front; if enough time is NOT spent getting stakeholders on the same page, it could impact the project timeline and cost • Don‟t breeze through this exercise; allot sufficient time to document and gain sign off on the project charter because it will become the project „bible‟ • Number goals and objectives, so each goal can be associated with one or more objectives, and both can be related to individual issues, changes, risks and requirements. Enterprise Project Management Methodology – Initiation Phase (Version 12) 20 2006 Discussion/Questions 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 21 Review Lessons Learned from Previous Projects Definition Importance Key Tasks Deliverables The term ‘lessons learned’ is used to refer to those items which project managers would like to have known prior to starting the project. Lessons learned are typically gathered during a meeting where all team members are given the opportunity to contribute. Items identified during the meeting are documented. Once documented, these lessons learned can be shared with other projects/ agencies to impart advice or things to avoid. Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 22 Why is Facilitating Lessons Learned Activities Important? Definition Importance Key Tasks Deliverables To continue learning and improving IT project management – Lessons learned can help you improve what you just produced in your project and perform better on future projects by reviewing your experience and learning from it To focus on performance standards and quality Best Practices – Gathering lessons learned is a useful process for focusing on performance standards and enabling participants to discover what happened and why it happened 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 23 Review Lessons Learned from Previous Projects Definition Importance Key Tasks Deliverables Best Practices 1. Identify personnel who will be involved. 2. Identify source of information and select appropriate lessons. 3. Discuss the lessons with others in your team. 4. Identify mitigation measures for lessons that apply to your project. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 24 Review Lessons Learned from Previous Projects Definition Importance Key Tasks Deliverables Lessons from Similar Projects Project scope was expanded by executives in different organizations Stakeholders complained about overcommunication, too many emails and PPTs Mitigating or Adopting Measures Affecting Current Activities, Tasks, Deliverables Best Practices Use Change Management deliverable and insure project sponsor is a member of the Change Control panel Communicate “just in time” with highly targeted audiences. Conduct informal surveys to insure stakeholder satisfaction 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 25 Review Lessons Learned from Previous Projects Definition Importance Key Tasks Deliverables Best Practices • Make the lessons learned session an all inclusive activity involving all members of the project. • Be specific about how a lesson might apply to your project. • Be specific about how to mitigate a risk or adopt a best practice • Include mitigation or adoption measures in other appropriate project activities. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 26 Discussion/Questions 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 27 Determine Project Scale (Effort and Complexity) Definition Importance Key Tasks Deliverables Best Practices This activity includes assessing the complexity and level of effort required for the project in order to determine which deliverables should be produced. In order to make sure the appropriate deliverables are identified, work with executive leadership when identifying what should be produced. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 28 Why is Determining Project Scale Important? Definition Importance Key Tasks Deliverables Assess which deliverables should be produced – This activity will focus the project team on developing a series of deliverables; this set of deliverables will help define the scope and the project work plan. Gain agreement on the outcomes of the project Best Practices – This activity will help make sure that everyone agrees on what the outcomes of the project will be. Focus time on areas which are known pain points – If the agency has experienced problems with a particular aspect of an IT project (change control, requirements management, etc), that should serve as a trigger to have that plan developed and executed. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 29 Determine Project Scale (Effort and Complexity) Definition Importance Key Tasks Deliverables H Complexity H M L Large Large Medium • Assess the projects complexity and size using the table below: Effort M Large Medium Small L Large Small Express Best Practices • Refer to the deliverables matrix to identify which deliverables should be implemented for your project. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 30 Determine Project Scale (Effort and Complexity) • Measures of complexity Definition Importance Key Tasks Deliverables Best Practices – – – – – – – – – – – – Number of organizational units or agencies Number of business processes Number of systems Number of sources of data Number of functions Number of sources of funding Number of elements of architecture Number of hours Number of staff Number of dollars Number of requirements Number of tasks Enterprise Project Management Methodology – Initiation Phase (Version 12) 31 • Measures of effort 2006 View Project Scale Template Click Here OA/OIT website http://www.oit.state.pa.us 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 32 Determine Project Scale (Effort and Complexity) Definition Importance Key Tasks Deliverables Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 33 Determine Project Scale (Effort and Complexity) Definition Importance Key Tasks Deliverables Best Practices • Consider developing plans which have been pain points for your agency • Revisit the deliverables matrix frequently to see if there are additional deliverables which your project will benefit from – If so, use the change management plan to consider them – Update other plans (work plan, issues, change, risk, etc.) 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 34 Learning Activity – SERTS Example After review of the SERTS Project Charter, use the Project Scale Complexity tool to determine the level of effort and complexity necessary for the project. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 35 Discussion/Questions 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 36 Develop Project Scope Definition Importance Key Tasks Deliverables The project scope states what will and will not be included as part of the project. Best Practices Scope provides a common understanding of the project for all stakeholders by defining the project’s overall boundaries. Scope can be defined in terms of impacted organizations, processes, systems, data, functionality and the like. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 37 Why is Determining Project Scope Important? Definition Importance Key Tasks Deliverables Proper scope definition is critical to a project's success – It establishes the boundaries on what the project will and will not accomplish. The scope statement eliminates any confusion or ambiguity that might still exist. Poorly defined scope leads to scope creep Best Practices – Scope creep changes inevitably lead to increased work effort, which in turn causes project delays, cost overruns, poor team morale and/or customer dissatisfaction. Clearly defined scope will lead to realistic expectations – A clear statement of scope is the foundation for defining a change management strategy. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 38 Develop Project Scope Definition Importance Key Tasks Deliverables 1. Document the Scope Statement which can include: – Project outcome and success criteria – Expected services in order to achieve the project outcome – Functionality and Data – Technical Structure – Phases (what will be implemented first?) Best Practices 2. Document the high level requirements of the proposed solution. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 39 Develop Project Scope Definition Importance Key Tasks Deliverables 3. Define the deliverables that were identified in the Scaling activity. • Copy and past the list of deliverables into the Work Plan and build tasks around them. Best Practices 4. Determine if this project will impact any organizational units or any systems. 5. Develop a high level timeline for when major phases of the project will occur. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 40 Develop Project Scope Last Updated: [insert date] Project Background and Description Definition Importance Key Tasks Deliverables [Copy and paste the project background and description from the project charter. Otherwise, describe how this project came to be, who is involved and what the purpose is.] Scope [Project scope is the boundary of the project. Think of the “project scope” as an imaginary box you are describing that will enclose all the activities for the team’s activities. It not only defines what you are doing, but it sets the boundaries on what the team will not be doing over the course of the project engagement. Scope answers what’s inside the box? What’s outside the box? What is the project going to look like? How much is our project going to contain? High Level Requirements [Describe the high level requirements of the system. This can be described as follows: The new system must have the:  Ability to allow both internal and external users to access the application without downloading any software.  Ability to interface with the existing data warehouse application  Ability to incorporate automated routing and notification based on business rules  etc.] Best Practices Deliverables [Insert a listing of the deliverables that you expect to produce as a result of this project. Refer to the project scale and deliverables matrix to identify the deliverables which you think would apply.] Affected Organizations [Insert a listing of those agencies, bureaus or divisions which will be impacted by this project. Describe how they will be impacted.] Affected Business Processes or Systems [Insert a listing of those business processes or systems which will be impacted by this project. Describe how they will be impacted.] 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 41 View Project Scope Template Click Here OA/OIT website http://www.oit.state.pa.us 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 42 View Project Scope Example Click Here OA/OIT website http://www.oit.state.pa.us 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 43 Develop Project Scope Definition Importance Key Tasks Deliverables Best Practices • Make sure the right people are involved in defining the project scope. • For resource and time issues, consider defining the scope for each release or phase of the application. • Consider having outside entities review the scope document in order to have a fresh perspective. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 44 Discussion/Questions 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 45 Conduct Resources Assessment Definition Importance Key Tasks Deliverables The staffing plan defines the required resources needed to deliver the desired project deliverables. Best Practices It involves the selection and assignment of a complete solution and a complete team. The staffing plan must provide the appropriate skill sets to manage the project and to perform the tasks that produce the specified project deliverables. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 46 Why is Conducting a Resources Assessment Important? Definition Importance Key Tasks Deliverables Reserving needed resources early in the project – Selecting needed resources early on in the project will prevent them from being consumed by other work. Identifying gaps early on in the project Best Practices – After a resource assessment is made, a gap analysis can be done to see what resource „holes‟ need to be filled; this may include contracting out for services. Accomplishing the project as efficiently as possible – Management decisions relating to project resources and scope are usually are the most important factors in ensuring a project's success. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 47 Conduct Resources Assessment Definition Importance Key Tasks Deliverables 1. Determine what is in the potentially available resource pool. • This can be existing staff, potential new staff, existing contracted staff, existing applications/solutions, hardware and software resources. Best Practices 2. Assess each resource in terms of their skill set, years of experience, strengths and development needs. 3. Identify any resource gaps • This includes identifying where the available resource pool will not be able to fulfill certain responsibilities of the project 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 48 Conduct Resources Assessment Definition Importance Key Tasks Deliverables 4. Develop recommendations to overcome these gaps. This includes: • Leverage resources part time which are currently on other assignments • Assess the likelihood that additional resources can be procured through a vendor Best Practices 5. Repeat this process for material resources • Hardware • Software • Facilities (e.g. training and meeting rooms, cubicles) 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 49 Conduct Resources Assessment Definition Importance Key Tasks Deliverables Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 50 View Resource Assessment Template Click Here OA/OIT website http://www.oit.state.pa.us 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 51 Conduct Resources Assessment Definition Importance Key Tasks Deliverables Best Practices • Conduct a realistic assessment of the skill set and development needs within the available resource pool • Try to develop an accurate estimate of the number of business analysts (program personnel) who will be needed to gather requirements, conduct user acceptance testing and assist with training and implementation • If resource availability is an issue, set a mechanism to only involve critical resources when absolutely necessary Enterprise Project Management Methodology – Initiation Phase (Version 12) 52 2006 Learning Activity – Scenario You have gained sign off on the project charter and scope documents but have learned that several executives in key leadership positions are uncomfortable with the information as written and think the project will fail. They have not formally spoken with you about this but you have heard through the „rumor mill‟ that this is occurring. What do you do? 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 53 Discussion/Questions 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 54 Revisit Research Definition Importance Key Tasks Deliverables It important for agencies to revisit the due diligence on existing solutions and standards they conducted during the Strategy Phase since time has elapsed between then and the initiation of the project. This assessment includes having agencies speak with OA/OIT and other agencies on what new options may exist within the Commonwealth to meet their needs and what new rules may govern their work. Best Practices The focus is on identifying solutions which have a lower total cost of ownership over the long term. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 55 Why is Revisiting Research Important? Definition Importance Key Tasks Deliverables To keep up with new developments in IT – Technology changes fast and new solutions may exist that may better meet your needs. To keep up with new developments in policies Best Practices – Policies change with new leadership and new thinking about automating work. Be sure your solution still complies with enterprise and agency standards. To keep up with new developments in funding – Every new state and federal budget year impacts IT spending. Will your project now receive the funding you expected? 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 56 Revisit Research Definition Importance Key Tasks Deliverables 1. The agency should contact its appropriate federal agency and state cohort agencies to see what exists in areas like: – – – – – Business functions Solution architecture Performance Reusability Scalability Best Practices 2. The agency should also contact the agency‟s CoP Planner and CoP Services Coordinator in the OA Office for Information Technology to see what new solutions and standards exist. 3. Complete the questionnaire template on solutions. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 57 Revisit Research Definition Importance Key Tasks Deliverables 4. Review applicable policies at the enterprise and agency levels. 5. Write a report to organize your research and present to leadership for review. • This includes identifying where the available resource pool will not be able to fulfill certain responsibilities of the project Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 58 Revisit Research Business Process Integration Template Definition Importance Key Tasks Deliverables Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 59 View Business Process Integration Template Click Here OA/OIT website http://www.oit.state.pa.us 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 60 Revisit Research Definition Importance Key Tasks Deliverables Best Practices • Determine if the funding that is being used for your project has restrictions on leveraging an existing solution or working with another agency • Check again at the federal level to see if there are existing initiatives focused on the business problem you are trying to solve. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 61 Revisit Research Definition Importance Key Tasks Deliverables • Revisit the national groups or consortiums of states which you can use to identify contacts. • Revisit the following websites for more information: – www.govtech.net – www.governing.com – www.nascio.com Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 62 Discussion/Questions 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 63 Develop Procurement Strategy Definition Importance Key Tasks Deliverables A procurement strategy is focused on identifying a procurement vehicle(s) that best meets project needs Best Practices It requires input from the Department of General Services, the agency which manages all procurement in the Commonwealth 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 64 Why is Procurement Strategy Important? Definition Importance Key Tasks Deliverables To make sure that the procurement vehicle is adequate – Agencies need to define a procurement vehicle that can support short term and long term needs To make sure all parties agree with the mechanism to procure Best Practices – Defining a procurement strategy can help bring to light issues regarding any procurement assumptions made. In this regard, it serves a communications vehicle. To identify whether the mechanism can support project needs – Sometimes supplementary procurement vehicles are required to truly fulfill project needs; it is critical to identify this up front. 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 65 Develop Procurement Strategy Definition Importance Key Tasks Deliverables Best Practices 1. Determine what it is you want to procure. Specifically what services (deliverables), hardware, software or equipment will be required. 2. Review information on the DGS website (www.dgs.state.pa.us) regarding what type of procurement will best meet your needs 3. Meet with DGS to discuss procurement options available to you and what DGS role will be in the procurement Enterprise Project Management Methodology – Initiation Phase (Version 12) 66 2006 Develop Procurement Strategy Definition Importance Key Tasks Deliverables 4. Sample procurement vehicles include: – – – – – – – – – RFP: request for proposal RFQ: request for quote ITB: invitation to bid Sole Source Emergency ASAP: software reseller for pre-approved software ePlus: hardware reseller for pre-approved hardware ITQ: invitation to qualify for IT and training services Staff Augmentation: CAI contracted to provide consultants Best Practices 5. When developing the strategy, make sure it will meet both short term and long term needs – This includes identifying where the available resource pool will not be able to fulfill certain responsibilities of the project Enterprise Project Management Methodology – Initiation Phase (Version 12) 67 2006 Develop Procurement Strategy Definition Importance Key Tasks Deliverables The deliverable will depend on the procurement vehicle selected Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 68 Discussion/Questions 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 69 Develop Document Management Plan Definition Importance Key Tasks Deliverables The purpose of the document management plan is to manage repositories of project documents and historical information Best Practices It helps insure a consistent style and approach to creation, update and format of documents 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 70 Why is a Document Management Plan Important? Definition Importance Key Tasks Deliverables To stay organized To provide access to key documents to those who need it Best Practices To insure maintenance staff have system documentation To archive files for future research and use 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 71 Develop Document Management Plan Definition Importance Key Tasks Deliverables Best Practices 1. Define the roles and responsibilities related to document management. 2. Define the standards for document preparation and review. 3. Define the methods for document change control and version control. 4. Define the approach to document storage, backup and retention. 5. Choose and train team members on any software tool. – – Consider using folders in a shared drive. Consider using a team collaboration web site. Enterprise Project Management Methodology – Initiation Phase (Version 12) 72 2006 Develop Document Management Plan Definition Importance Key Tasks Deliverables 6. Type of project documents Administrative documentation (licenses, warranties, leases, etc.) – Analyses and recommendations – Contract management documentation – Correspondence and communications – Email – Plans and processes – Presentations – Reference materials – Status reports – Working papers Enterprise Project Management Methodology – Initiation Phase (Version 12) 73 – Best Practices 2006 Develop Document Management Plan Definition Importance Key Tasks Deliverables Document Management Plan Template Best Practices 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 74 View Document Management Plan Template Click Here OA/OIT website http://www.oit.state.pa.us 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 75 View Document Management Plan Example Click Here OA/OIT website http://www.oit.state.pa.us 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 76 View Document Management Team Collaboration Site Click Here 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 77 Develop Document Management Plan Definition Importance Key Tasks Deliverables Best Practices • Be sure to receive and track vendor and project deliverables. • Make project deliverables, like the project charter, work schedule and planning documents, available to team members and stakeholders. • Provide access to files or folders according to the needs of individual users or groups of users; not everyone will need to see everything. • Enable team members to store or upload documents to your shared drive or web site. Enterprise Project Management Methodology – Initiation Phase (Version 12) 78 2006 Develop Document Management Plan Definition Importance Key Tasks Deliverables Best Practices • Check with OIT or the Historical and Museum Commission‟s Record Center to learn about archiving documents and records retention before you get too far into the project. • A project web site allows opportunities to for team members and stakeholders to collaborate and work together better. • Adhere to your naming convention and folder structure, so you can stay organized and find the right documents when you need them. Enterprise Project Management Methodology – Initiation Phase (Version 12) 79 2006 Discussion/Questions 2006 Enterprise Project Management Methodology – Initiation Phase (Version 12) 80