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									     State of Oregon




         BPM/PMO



     -   Process Guide –

Integrating Project Management
    with Business Transition
          Management


         July, 2008
         Version 1.0

    Author: Joan Riley
                                        Table of Contents

Table of Contents ....................................................................................... 2

Objectives and Scope ................................................................................. 3

Pre-Initiating:............................................................................................... 4

Initiating: ..................................................................................................... 4

Planning:..................................................................................................... 5

Executing: ................................................................................................... 7

Monitor and Control: ................................................................................... 8

Closing:....................................................................................................... 9

Operations and Maintenance: ................................................................... 10




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Business Process Management – Integrating Project Management and

Business Transition Management


Objectives and Scope
______________________________________________________________________________


This document is a step-by-step instruction guide intended to aid
Project Managers and staff through the processes of project
management while building in the activities of business transition
associated with the project. This guide follows the Project
Management Institute (PMI) Project Management Body of Knowledge
(PMBOK v.3) and the five standard process groups. In addition it
includes the Business Transition Management Integrated Framework
based on the PMBOK processes with the Initiating, Planning,
Executing, Controlling and Closing processes but with two additional
processes. These additions, Pre-Initiating and Operations and
Maintenance, are necessary because Business Transition activities
associated with projects span before a project starts and after a
project completes.


NOTE: This guide has a companion document (Under Construction)
– Project Management with Business Transition Management
Checklist. It is a check off list of the high-level tasks in the PM/BT
effort.




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Pre-Initiating:

This process comes before traditional Project Manage Initiation Process
Group. It provides the business transition methodology for fully analyzing
the existing business climate of the future project. The information
gathered in Pre-Initiating will be used as an input in Project initiating.
____________________________________________________________________________

 Determining the Need for Change

This section includes three activities:
    Performance Measures
    Environmental Scan
    Document and Report/Present the Need for Change
      (Link to BTM Process guide for details and templates)
The Validation of the Business Case Need

This section consists of three activities:
       Document the Current State (High Level)
       Document the Future State (High Level)
       Validation of the Initial Business Case Need
      (Link to BTM Process guide for details and templates)
Develop the Business Case

This section consists of five activities:
       Document the Impact Assessment
       Document the Business Transition and Business Complexity
         Assessment (BTTCA)
       Document the Business Assessment
       Document the Readiness Assessment
       Document the Business Case
      (Link to BTM Process guide for details and templates)


Initiating:




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The strategic level, (management and sponsorship), based on the
organizations business needs and drivers, provide scope, guidance,
resources and priority for the tactical processes.

This strategic process is to facilitate the formal authorization to start a new
project or a project phase. Much of the work may have been completed
external to the project in the Pre-Initiation Phase. The goal is to
incorporate all of the needs of the organization into the Project Charter and
get formal authority to officially start the project.
______________________________________________________________________

    Select a Project Manager
    Determine company culture and existing systems (previously
     completed in Pre-Initiating.)
    Collect processes, procedures and historical information (previously
     completed in Pre-Initiating.)
    Divide large projects into phases
    Identify stakeholders (previously completed in Pre-Initiating.)
    Determine business need (previously completed in Pre-Initiating.)
    Determine project objectives
    Document assumptions and constraints
    Document the Business Transition Strategy
        o Document the Membership & Resources
        o Document the Governance and Structure
        o Document Operational Determinants
        o Document and Research Best Practices
        o Document the Charter and Scope
        o Document the Business Requirements
    Use the above information to document the strategy and complete
     the Project Charter
     (Links to Charter template and the BTM Process guide – note: all the
      BT templates are incorporated into the Charter).


Planning:
The tactical processes, (project manager and support), develop and
maintain the project plan, and manage and control the project. The amount
of time spent in planning should be related to the needs of the project.
____________________________________________________________________________


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Determine how you will do planning – part of the Management Plan
Develop detailed gap analysis
Plan for Moving the business from the current state with planning based on
the gap analysis

Develop project management plan
Develop Core work plans
     Scope planning
     Scope definition - Create project scope statement
     Determine Team
     Create WBS and WBS Dictionary
     Activity definition - Create activity list
     Activity sequencing – Create network diagram
     Activity Resource Estimating – Estimate resource requirements
     Activity Duration Estimating – Estimate time and cost
     Develop Schedule – Determine critical path
     Cost Estimating
     Cost Budgeting – Develop budget
     Quality Planning – Determine quality standards, processes and
     metrics
     Human Resource Planning – Determine Roles and Responsibilities

Develop Facilitating Controls
     Business Transition Planning – Determine BT needs
     Communications Planning - Determine communications requirements
     Risk Management Planning
          Risk Identification
          Qualitative Risk Analysis
          Quantitative Risk analysis
          Risk Response Planning
          These are iterative processes – go back in order to work toward
          a project plan that is realistic, bought into, formal and approved

      Plan Purchase and Acquisitions
           Determine what to purchase,
           Prepare procurement documents
      Plan Contracting

.


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Finalize how to execute and control aspects of all the management plans

Create a Process Improvement Plan – Determine how you will improve the
processes in use on the project.


Develop the Integrated Project Plan using input from the Core Work Plans
and the Facilitating Controls Plans

Develop performance measurement baselines – plan ways to measure
project performance, measurements to be used, when they will be used
and how they will be interpreted.
      Perform schedule network analysis
      Look for options
      Confirm that project objectives can be met

Determine what meetings, reports and other activities you will use to
control the project to the management plan.

Gain formal approval for the plan from
      the sponsor
      team and
      managers of resources

Hold a kickoff meeting – to make sure everyone is on the same page and
to gain buy-in
      Key stakeholders
      Team
      Team member’s managers
      The customer


Executing:
The physical level, (technical lead engineer and project staff), create the
product by executing the processes as detailed in the project plan.

_________________________________________________________________

Direct and Manage Project Execution

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      Execute the PM plan
      Work to produce product scope
      Recommend changes and corrective actions
Develop Readiness for Go-Live Implementation
Perform Quality Assurance
      Implement approved changes
      Defect repair
      Preventative actions
      Corrective Actions

Acquire final project team

Develop Project Team
     Team building
     Give recognition and rewards
     Hold progress meeting
     Use work authorization system

Information Distribution - Send and receive information

Request Seller Responses
Select Sellers


Monitor and Control:
The tactical processes, (project manager and support), manage, monitor
and control the project.
_________________________________________________________________

Monitor and Control Project Work
      Measure against the performance measurement guidelines
      Measure according to the management plan
Integrated Change Control
      Determine variances and if they warrant corrective action or change
      Configuration management
      Recommend changes, defect repair, preventative and corrective
      actions
      Approve changes, defect repair, preventative and corrective actions
      Use Issue Logs
Scope Verification

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Scope control
Schedule Control
Cost control – Manage reserves
Perform Quality Control
Manage Project Team
      Facilitate conflict resolution
      Measure team member performance
Performance Reporting - Report on performance
      Communications
       (link to Agenda/Minutes Template)
      (link to Status report template)
Manage Stakeholders
Risk Monitoring and Control – Risk Audits
Contract Administration – administer contracts
Create forecasts


Closing:

The strategic level, (management and sponsorship), based on the
organizations business needs and drivers, provide scope, guidance,
resources and priority for the tactical processes.

____________________________________________________________
__________

Close Project
     Develop Readiness for Implementation of Closing
           Document the project Evaluation
           Document Lessons Learned (link to Lessons Learned
Template)
           Document Trends and Lessons (link to Trends and Lessons
Learned)
     Develop closure procedures
     Gain formal acceptance of the product
     Final Performance reporting
     Index and archive records
     Update lessons learned knowledge base (link to Lessons Learned
Template)
     Hand off completed product


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Contract Closure – complete contract closure
Release resources



Operations and Maintenance:
This process comes after the traditional Project Manage Closing Process
Group. It provides the business transition methodology for fully preparing
the operations and maintenance staff to continue the on-going support for
the newly developed processes.
_____________________________________________________________________

Document Performance Measures
    Research, analyze and document an Environmental Scan.
    Document Pre-Initiate Changes
    Coordinate Changes Across Project
    Complete the Operations & Maintenance Checklist
         (Link to BTM Process guide for details and templates)




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