E-Gov Project Management Essentials

E-GOV PROJECT MANAGEMENT Understanding and Practices

johnmacasio@gmail.com

First Five Steps to Manage

First Steps to Manage

Get organized

Get support

Identify go-to-people

Responsible

Accountable

Expert

First Steps to Manage

Identity the project team and

stakeholders

Define the project management

methodology

Identify the documentation

templates

Set up the management system

Project is…

PMI PMBOK -

“A project is a temporary endeavour undertaken to create a unique product, service or result.”

Project is…

PMI PMBOK -

“It is performed by people, constrained by limited resources, planned, executed and controlled.”

Project is…

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

Project is…

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

E-Gov Project is…

is constrained by the developmental outcomes

RESULTS

BENEFICIARY

E-Gov Project is…

is constrained by the interest of stakeholders

BUDGET

E-Gov Project is…

is planned and executed when scope, time and cost are duly approved.

Needs, Requirements, Schedules,Risks, Suppliers People,

Organization, Process, Culture, Technology, Plans, Metrics, Funds

TIME SCOPE

E-Gov Project is…

is enabled to execute given the resource availability and capability

SUPPLIERS

SOURCES

E-Gov Project is…

is closed based on the customer satisfaction of delivered number and quality of experience

SATISFACTION

CUSTOMER

Describe E-Gov Project Matrix

STRATEGY

PURPOSE

RESULTS

TIMEFRAME

REQUIREMENTS

RELEVANCE

BUDGET

MATERIALS

SOURCES

QUANTITY

QUALITY

CUSTOMER

E-GOV Project Stages

JUSTIFICATION- RESULTS, REQUIREMENTS,

OPTIONS, COST, TIME

DESIGN & PROTOTYPE

VERSION

PLANNING SOURCING &

PROCUREMENT

BUILD INTEGRATE

& TEST

RELEASE ACCEPTANCE

SERVICE SUPPORT

JUSTIFICATION-REQUIREMENTS

& FUNDS

1. PROJECT FEASIBILITY STUDY 2. PROJECT LOGFRAME 3. PROJECT BUSINESS CASE 4. PROJECT VISION & SCOPE 5. PROJECT RESOURCE

REQUIREMENT & BUDGET 6. PROJECT SCHEDULE

EXPECTATIONS

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

PLANNNING SOURCING &

PROCUREMENT

EXPECTATIONS

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

DESIGN & PROTOTYPE

EXPECTATIONS

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

BUILD INTEGRATE

& TEST

EXPECTATIONS

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

RELEASE ACCEPTANCE

EXPECTATIONS

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

SERVICE SUPPORT

EXPECTATIONS

Causes of Project Failure…

Project Failure… -OGC P3M3

Design and Definition Failure

Decision Making Failure

Program and Project Discipline Failure

Supplier Management Failure

People Failure

Project Failure…

Lack of financial incentive: Why save money when that will reduce next year's budget?

Why set a stop-loss rule when there is new money next year? The attitude can often be that a project has to succeed at all costs.

Project Failure…

Changes in the political agenda: Typically, election years can force things to go wrong as politicians and their staff are rushing contracts or partnerships.

Promising too much publicly can lead to a premature launch

Project Failure…

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

Project Maturity Model

Maturity Level

Maturity Condition Descriptor

5 Optimized Process The organization runs continuous process improvement with proactive problem and technology management for projects in order to improve its ability to depict performance over time and optimize processes

4 Managed Process The organization obtains and retains specific measurements on its project management performance and run a quality management organization to better predict future performance

3 Defined Process The organization has its own centrally controlled project processes, and individual projects can flex within these processes to suit the particular project.

2 Repeatable Process The organization ensures that each project is run with its own processes and procedures to a minimum specified standard. There may be limited consistency or co-ordination between projects.

1 Initial Process The organization recognizes projects and run them differently from its ongoing business. Projects may be run informally with no standard process or tracking system.

Project Leadership…

Project Manager Competency

Attributes

VISIONING Leads strategic management; defines,

communicates, and leads goals and

objectives

CONTROL Decides, implements and monitors

NEGOTIATION Listens, builds consensus, and manages

conflict

LEADERSHIP

MANAGEMENT

Attributes

PLANNING Gathers data, analyze information, look

forward decision, design, and write

CONTROL Facilitates process initiation, execution,

control and improvement, and lead

decision making

DOCUMENTATION Captures and stores information for

knowledge requirements

TECHNICAL

Attributes

ANALYSIS Captures information and apply

appropriate thinking tool to build

understanding, decision, and planned

action.

DESIGN Captures requirements and performance

specifications, and apply appropriate

modeling tool

BUILDING Defines and implements the development

platform, and to control delivery and

integration of work packages to comply

with the project scope and outcome

requirements

Project Management

Definition:

Application of principles, practices, techniques to:

1. To lead project team

2. To control project scope, schedule, costs and risks to deliver the result of delighted customers.

Project Management…

is situated by

BENEFICIARY

PEOPLE

CULTURE

STANDARDS-METHODS-SOURCING

SKILLS-KNOWLEDGE-POWER

ATTITUDE-VALUES-BELIEFS

POLICIES-BUSINESS-PROCEDURES

Project Management

Control:

1. Scope

2. Time

3. Cost

4. Risks

5. Resources

6. Expectations

7. Communication

8. Quality

9. Change

10. Security

Project Management

Agenda:

1. Performance

2. People

3. Process

4. Methodology

5. Metrics

6. Standards

7. Technology

8. Suppliers

Project Management Office

PMBoK Definition:

Shared and coordinated resources across all projects administered by the PMO

Identification and development of project management methodology, best practices, and standards.

PMBoK Definition:

Clearinghouse and management for project policies, procedures, templates, and other shared documentation

Centralized configuration management for all projects administered by the PMO

PMBoK Definition:

Centralized repository and management for both shared and unique risks for all projects

Central office for operation and management of project tools, such as enterprise-wide project management software

PMBoK Definition:

Central coordination of communication management across projects

A mentoring platform for project managers

PMBoK Definition:

Central monitoring of all PMO project timelines and budgets, usually at the enterprise level

Coordination of overall project quality standards between the project manager and any internal or external quality personnel or standards organization.

Project Stakeholders…

Know Project Stakeholders

Structured understanding of power, influence and interest of the stakeholders

guide the means to engage and communicate

the needs, requirements, costs, participation, options and skills

to move forward the project justification, funds, plans, issues, changes and deliverable acceptance.

Project Stakeholders

Stakeholders are called

person, individual, organization, community, government, suppliers and influencers

whose interest and agreement

are critical in the successful justification, planning, design, implementation and improvement of the project

Critical to project is agreement on objectives and expectation.

The sides of power in stakeholder analysis speaks of

Power to influence thinking

Power to provide funds

Power to seal decision

power to execute work

Project Stakeholders…

their sides of power

BENEFICIARY

THINKING

DECISION

ORK EXPERTISE-TIME-PRODUCTS

FRAMEWORK-ANALYTICS-SOLUTION

VALUE-OPTIONS-ACCOUNTABILITY

FINANCIAL-RETURNS-SOURCE

Project Stakeholders -Power & Influence Matrix

PERSON ORGANIZATION THINKING DECISION FUNDS WORK

List down the kind of input the stakeholder is able to bring and

make impact in the activities and results of the project.

Critical to project is the level of interest displayed or asserted to the input, process and output of the project

The level of interests in stakeholder analysis speaks of

Position

Opportunities

johnmacasio@gmail.com INTEREST

SATISFIED MANAGE

CLOSELY

MONITOR

MINIMUM

EFFORT

INFORMED

LOW HIGH

High power, interested people: these are the people you must fully engage with, and make the greatest efforts to satisfy.

INTEREST

SATISFIED MANAGE

CLOSELY

MONITOR

MINIMUM

EFFORT

INFORMED

LOW HIGH

High power, less interested people: put enough work in with these people to keep them satisfied, but not so much that they become bored with your message. communication

INTEREST

SATISFIED MANAGE

CLOSELY

MONITOR

MINIMUM

EFFORT

INFORMED

LOW HIGH

Low power, interested people: keep these people adequately informed, and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project.

INTEREST

SATISFIED MANAGE

CLOSELY

MONITOR

MINIMUM

EFFORT

INFORMED

LOW HIGH

Low power, less interested people: again, monitor these people, but do not bore them with excessive communication

INTEREST

SATISFIED MANAGE

CLOSELY

MONITOR

MINIMUM

EFFORT

INFORMED

LOW HIGH

Project manager - The person responsible for managing the project.

Customer/user - The person or organization that will use the project’s product.

Performing organization - The enterprise whose employees are most directly involved in doing the work of the project.

Project team members - The group that is performing the work of the project

Project management team - The members of the project team who are directly involved in project management activities.

Sponsor - The person or group that provides the financial resources, in cash or in kind, for the project.

Influencers - People or groups that are not directly related to the acquisition or use of the project’s product,

but due to an individual’s position in the customer organization or performing organization,

can influence, positively or negatively, the course of the project

Project Organization Model…

Project Organization Model

SOURCING

INSOURCE

OUTSOURCE

OFFSHORE

Project Organization Model

LEADING

FUNCTIONAL

ORGANIZATION

MATRIX

ORGANIZATION

PROJECT

ORGANIZATION

PROJECT MANAGEMENT METHODOLOGY…

Project Management Standards -Business of Doing Project

Project Management Body of Knowledge

Logical Framework Approach

Project in Controlled Environment

PMI PMBOK

NORAD LFA

Project Management Standards -Managing Solution Development

Software Engineering Body of Knowledge

Microsoft Solutions Framework

SWEBOK

MICROSOFT SOLUTIONS FRAMEWORK

PROJECT MANAGEMENT LIFE CYCLE

PMBOK PRINCE2

1. Initiating 1. Starting Up a Project

2. Planning 2. Planning

3. Executing 3. Controlling a Stage

4. Controlling and

Monitoring

4. Managing Product

Delivery

5. Closing 5. Managing Stage

Boundary

6. Closing a Project

PROJECT MANAGEMENT LIFE CYCLE

MSF SWEBOK

1. Envisioning Phase 1. Requirements

2. Planning Phase 2. Design

3. Developing Phase 3. Construction

4. Stabilizing Phase 4. Testing

5. Deploying Phase 5. Maintenance

PROJECT MANAGEMENT KNOWLEDGE AREAS

PRINCE2

SWEBOK

Integration

Management

Business Case Requirements

Scope Management Organization Design

Time Management Plans Construction

Cost Management Controls Testing

Quality Management Management of Risks Maintenance

Human Resource

Management

Quality in a Project

Environment

Communication

Management

Configuration

Management

Risk Management Change Control

Procurement

Management

Project Management Phases

INITIATION PLANNING EXECUTION CLOSURE

PRE-REQUISITES

PROCESS

OUTPUT

DOCUMENTATON

PROJECT LIFE CYCLES

BUSINESS LIFE CYCLE

SOLUTION LIFE CYCLE

Project Management Cycle

BUSINESS CYLE

PROJECT

MANAGEMENT

STAGE:

INITIATION

-Data gathering for the baseline information to

define the need for the project, value

justification of the project, solution and

requirements, the available options

-Agreement on the project methodology,

estimation tools, and financial valuation formula.

-Elaboration of the needs, key performance

indicators, critical success factors, financial

valuation metrics

-Formulation and approval of the business case

Composition, approval and release of the request

for proposal with project terms of reference

-Acceptance, review and approval of project

proposal

-Composition, approval and release of the project

contracts, and project implementation terms of

reference based on the approved project proposal

-Setting up of the project organization and the

appointment of the project manager

RESULTS

Research data and information

Approved business case

Approved Sourcing Approach

Request for Proposal and

Project Terms of Reference

Approved Project Proposal

Project Contracts

Project Implementation Terms

of References

Project Manager Appointment

PLANNING INITIATION EXECUTION CLOSING CONTROL

STAGE:

PLANNING

-Definition of the tasks and requirements to be

planned for execution and utilization

-Elaboration and agreement on of the applicable

input, procedures, methodology and tools to be use

in planning the project development.

-Composition of the Project Management Plan to

integrated the following plans

.Work Plan –work breakdown schedule, organization

breakdown schedules

.Resource Plan – organization, skills needs,

recruitment, people training, deployment

schedules

.Procurement Plan – bills of materials, acquisition

strategy, contract handling

.Communication Plan – reporting instruments, kinds

of communications, audience definition and

information needs

RESULTS

Work Breakdown Schedule

Organization Breakdown

Schedule

Estimation Techniques

Project Management Plan

Issues and Problem Management

Change Management Organization

STAGE:

EXECUTION

-Definition of solutions requirement

-Design the solution model

-Create the solution model prototype

-Verify and Validate solution model

prototype

-Build the beta version of the solution

-Internal Team verification and validation

of beta version of the solution

-Train users to test the beta version

release

-Test and Approve the beta version

-Integration and normalization of the final

version

-Test and approve the final version

-Release the final version

-Handle incident, problem and change

request

RESULTS

Process Model

Information Model

Technology Model

Work Packages

Delivery Report

Accomplishment Reports

Minutes of the Meeting

User’s Approval, Sign-in and

Sign-Off document

Training Report

Configuration Documentation

User’s Manual

STAGE:

CONTROL

-Institute and enforce compliance

report

-Issues reporting and change

management handling

RESULTS

Compliance Checklist

Issues Documentation

Attendance Reporting

Testing and Quality

Assurance Documents

STAGE:

CLOSURE

-Audit and Compliance

Final Acceptance

Lessons Learned - Retrospection

Contracts closure

Handing over

Project document archived

RESULTS

Lesson Learned Document

Payment

Project Acceptance

Documentation

Turn-over Documentations

Project Management Cycle -Project LogFrame

DESCRIPTION INDICATORS VERIFICATION ASSUMPTIONS

Overall

Objectives

OO Achievement

Metrics

Quantity, Quality and

Time to Measure

How to collect

information, when

and who

Project

Purpose

Purpose Achievement

Metrics

Time to Measure

If the purpose is

achieved, what

assumption of OO is

hold as true

Project

Results

Results Achievement

Metrics

Time to Measure

If the results is

achieved, what

assumption of

purpose is hold as

Project

Activities

Work and Materials

–Effort and Cost

If activities are

done, what

assumption is true

to bring result

OVERALL

OBJECTIVES

PROJECT

PURPOSE

PROJECT

RESULTS

PROJECT

ACTIVITIES

Contribution to

policies and

impact of

program

objectives

Direct benefits of

target group/s

Tangible products

or services to be

delivered

Tasks to

accomplished to

deliver results

OVERALL

OBJECTIVES

PROJECT

PURPOSE

PROJECT

RESULTS

PROJECT

ACTIVITIES

Contribution to

policies and

impact of

program

objectives

Direct benefits of

target group/s

Tangible products

or services to be

delivered

Tasks to

accomplished to

deliver results

PROJECT JUSTIFICATION

PROJECT

OBJECTIVES &

TIME FRAME TO

ACHIEVE

MEASURABLE

INDICATORS TO

TELL PURPOSE IS

BEING ACHIEVED

METHODOLOGY

TO CAPTURE THE

INDICATORS TO

BE MEASURED

INPUT PROVIDED

TO ACHIEVE THE

PURPOSE

The direct

benefits to be

experienced by

the target

group/s within

targeted period

Data specification

to quantify and

qualify

Tangible products

or services to be

delivered

Work and

materials

delivered and

PROJECT MONITORING & EVALUATION

PROJECT

ACTIVITIES &

EXPECTED

RESULTS

MEASURABLE

INDICATORS TO

TELL ACTIVITIES

ARE PERFORMED

AND OUTCOMES

ACHIEVED

METHODOLOGY

TO CAPTURE THE

INDICATORS TO

BE MEASURED

INPUT PROVIDED

TO PERFORM

THE ACTIVITIES

Tasks Items and

deliverable

Data specification

to quantify and

qualify

Process, Tools and

People

Work and

materials

delivered and

PROJECT MONITORING & EVALUATION

NAME OF PROJECT

JECT P

IARY P

OBJECTIV

JECT R

JECT IN

JECT C

JECT T

IMELIN

JECT C

IZATIO

WORK BREAKDOWN SCHEDULE Time

Duration Estimate

Sequences

Critical Path

Work and Time

Cost Breakdown

Project Solution Life Cycle

PROJECT TASKS RESPONSIBLE ACCOUNTABLE EXPERT WORKER

Solution Visioning and

Scoping

Process Mapping and

Analysis

Application Functional

and Non-Functional

Requirement

Definition

Data Dictionary and

Entity Relationship

Modeling

Technology

Infrastructure

Configuration

modeling

VISIONING

PLANNING

DESIGN

DEVELOP

TEST &

INTEGRATION

ICT SOLUTION

DEVELOPMENT

VISIONING & PLANNING TASKS

Setting the goals, strategy,

approach, configuration, and

plan of developing the

solution based on the

approved business case and

project proposal of the

project.

RESULTS

Project Work Plan

VISIONING

PLANNING

REQUIREMENT

DEFINITION DESIGN BUILDING TESTING

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

REQUIREMENT ANALYSIS TASKS

Elicitation and documentation

of information to compose the

input, process, output, and

technology architecture

specifications of the proposed

solution

Analysis and definition of the

functional and non-functional

requirements of the proposed

solution.

RESULTS

Business, Information,

Technology Configuration

Documentation

Functional and non-functional

requirement checklists

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

REQUIREMENT TYPES

Functional – the ‘must be’ functions and

features of the system to fulfill the

business tasks required of the user. It

covers technical specifications, system

design parameters and guidelines, data

manipulation, data processing, and

calculation modules, etc.

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

REQUIREMENTS TYPES

Non-Functional – the expected properties

or quality attributes of the system to

reflect the prescribed performance of

the business user. It descriptive

parameters of efficiency, reliability,

availability, quality control, cost, design

constraints, etc.

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

REQUIREMENTS TRACEABILY MATRIX

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION DESIGN TASKS

Visual drawing of the

application, data, and

technology model, and prototype

making of the solution

Generate mock-ups and

prototypes of processes, screen,

reports

Validation, verification and

approval of the visual drawing

and prototype.

RESULTS

Process, application, data, and

technology models

Application conceptual model

Database model

Technology platform model

CRITICAL TO SOLUTION DESIGN

Understand the Business

Know What is Possible

Model the Business

Define the Gaps

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

CRITICAL TO SOLUTION DESIGN

Develop the Blueprint

Obtain the Components

Assemble the Components

Execute and Deploy

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

Project Solution Life Cycle PROCESS MAPPING

Process map will graphically describe the overall process flow and identifies the work activities, activity outputs, and resources required.

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

Project Solution Life Cycle PROCESSING MAPPING

It creates a common understanding across the departments of the organization of the current (i.e., "as-is") situation, and a starting point to elaborate the future (i.e. “to-be”) situation.

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

1. Determine the Boundaries

2. List the Steps

3. Sequence the Steps

4. Draw Appropriate Symbols

5. System Model

6. Check for Completeness

7. Finalize the Flowchart

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

7 STEPS

PROCESS

MAPPING

S.I.P.O.C.

E.T.V.X.

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION BUILDING TASKS

Coding of the approved

application, data and

technology prototype.

Internal testing on the

conformance of the coded

solution to approved design of

the solution requirements

RESULTS

Work Packages

Conformance Testing Report –

Pass – Fail –

Revision Report

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION TESTING TASKS

Validation and verification

of the functional and non-

functional requirements of

the alpha version of the

application model and

database tables

Issues reporting and change

request

RESULTS

List of approved work

packages

Change Requests

Testing Framework

Actor's View

Coding Experts – standards comply

Designer – models comply

User – Functional Requiremetns and User Interface

Intergation Test

Infrastructure Connected

Application Workflow Synchronization

Data Harmonization

Performance johnmacasio@gmail.com

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION INTEGRATION TASKS

Putting together the

functionally accepted

modules, databases,

network services and

security services to run the

integrated version of the

solution

Integration testing to

validate and verify the

inter-operational

performance

RESULTS

Integrated work package

beta version

Testing report and change

requests

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION ACCEPTANCE TASKS

Conduct of user’s training

on using the functional

beta version of the

solution

Perform user’s testing and

acceptance of the

completed solution version

Solution business readiness

assessment of the final

solution version for

release

RESULTS

Training Design

Testing Scripts

Testing Report

Change Request

List of accepted functional

and non-functional

features

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION RELEASE Normalization of the

configuration

requirements for the

solution final version

release

Deploying by installing and

configuring the release

version of the solution to

business production area.

Training of the production

users.

Final Release Version of

the work packages

User manual

List of location and users

for deployment, and status

of installation and

configuration

Users training schedules

VISIONING

PLANNING

REQUIREMENT

INTEGRATION

RELEASE SUPPORT

MAINTENANCE

SOLUTION SUPPORT TASKS

Setting up of the organization

and procedures for Incident,

problem and change handling

Accepting incident and

problems for documentation,

reporting, analysis and

resolution

RESULTS

Service Desk

Reading Project Proposal

1. Needs Definition

2. Objectives Identification

3. Approach, Methodology, Technology

4. Capability Requirements

5. Scope Statement

6. Estimated Cost and Schedule of Payment

7. Estimated Time

8. Mitigated Risk

9. Assumption Constraints

10. Deliverable Estimated Schedule

11. Deliverable Performance Metrics

12. Change Management

13. Organization and Responsibilities

14. Transistion and Support

15. Litigation

E-Gov Project Management Essentials

Business

Transcript of E-Gov Project Management Essentials

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