E-Gov Project Management Essentials
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Elaboration of reference standards and fundamental competencies in the management of e-government projects,
Transcript of E-Gov Project Management Essentials
First Steps to Manage
Get organized
Get support
Identify go-to-people
Responsible
Accountable
Expert
Work
First Steps to Manage
Identity the project team and
stakeholders
Define the project management
methodology
Identify the documentation
templates
Set up the management system
Project is…
PMI PMBOK -
“A project is a temporary endeavour undertaken to create a unique product, service or result.”
Project is…
PMI PMBOK -
“It is performed by people, constrained by limited resources, planned, executed and controlled.”
Project is…
“Projects are different from operations because the latter are ongoing and repetitive activities, while projects are temporary and unique.”
Project is…
“Projects is different from programs because the later adopt new set of objectives and continue to work, while projects cease when declared objectives have been attained.”
E-Gov Project is…
is constrained by the developmental outcomes
RESULTS
BENEFICIARY
E-Gov Project is…
is planned and executed when scope, time and cost are duly approved.
Needs, Requirements, Schedules,Risks, Suppliers People,
Organization, Process, Culture, Technology, Plans, Metrics, Funds
COST
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
WORK
MATERIALS
SOURCES
QUANTITY
QUALITY
CUSTOMER
E-GOV Project Stages
JUSTIFICATION- RESULTS, REQUIREMENTS,
OPTIONS, COST, TIME
DESIGN & PROTOTYPE
VERSION
PLANNING SOURCING &
PROCUREMENT
BUILD INTEGRATE
& TEST
RELEASE ACCEPTANCE
CLOSE
SERVICE SUPPORT
E-GOV Project Stages
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
E-GOV Project Stages
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
E-GOV Project Stages
1. ENTERPRISE ARCHITECTURE 2. SYSTEMS BLUEPRINT 3. COMPONENTS DRAWING 4. ASSEMBLED PROTOTYPES 5. DESIGN ACCEPTANCE 6. STANDARDS DEFINITION 7. PERFORMANCE BENCHMARK
DESIGN & PROTOTYPE
EXPECTATIONS
E-GOV Project Stages
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
E-GOV Project Stages
1. PRODUCT PACKAGES & VERSION 2. USER’S ACCEPTANCE 3. CLOSED & PAID CONTRACTS 4. LESSON’S LEARNED
RELEASE ACCEPTANCE
CLOSE
EXPECTATIONS
E-GOV Project Stages
1. SERVICE LEVEL AGREEMENTS 2. SERVICE DESK 3. SERVICE REPORT
SERVICE SUPPORT
EXPECTATIONS
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 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
Project Manager Competency
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
Project Manager Competency
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
PRO
CESS
TECH
NO
LO
GY
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.
Project Management Office
PMBoK Definition:
Clearinghouse and management for project policies, procedures, templates, and other shared documentation
Centralized configuration management for all projects administered by the PMO
Project Management Office
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
Project Management Office
PMBoK Definition:
Central coordination of communication management across projects
A mentoring platform for project managers
Project Management Office
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.
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
Project Stakeholders
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
FU
ND
S W
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.
Project Stakeholders
Critical to project is the level of interest displayed or asserted to the input, process and output of the project
The level of interests in stakeholder analysis speaks of
Wants
Image
Position
Opportunities
Project Stakeholders
[email protected] INTEREST
POWER
KEEP
SATISFIED MANAGE
CLOSELY
MONITOR
MINIMUM
EFFORT
KEEP
INFORMED
LOW HIGH
LO
W
HIG
H
Project Stakeholders
High power, interested people: these are the people you must fully engage with, and make the greatest efforts to satisfy.
POWER
INTEREST
KEEP
SATISFIED MANAGE
CLOSELY
MONITOR
MINIMUM
EFFORT
KEEP
INFORMED
LOW HIGH
LO
W
HIG
H
Project Stakeholders
High power, less interested people: put enough work in with these people to keep them satisfied, but not so much that they become bored with your message. communication
POWER
INTEREST
KEEP
SATISFIED MANAGE
CLOSELY
MONITOR
MINIMUM
EFFORT
KEEP
INFORMED
LOW HIGH
LO
W
HIG
H
Project Stakeholders
Low power, interested people: keep these people adequately informed, and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project.
POWER
INTEREST
KEEP
SATISFIED MANAGE
CLOSELY
MONITOR
MINIMUM
EFFORT
KEEP
INFORMED
LOW HIGH
LO
W
HIG
H
Project Stakeholders
Low power, less interested people: again, monitor these people, but do not bore them with excessive communication
POWER
INTEREST
KEEP
SATISFIED MANAGE
CLOSELY
MONITOR
MINIMUM
EFFORT
KEEP
INFORMED
LOW HIGH
LO
W
HIG
H
Project Stakeholders
Project manager - The person responsible for managing the project.
Customer/user - The person or organization that will use the project’s product.
Project Stakeholders
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 Stakeholders
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.
Project Stakeholders
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
LEADING
VIEW
FUNCTIONAL
ORGANIZATION
MATRIX
ORGANIZATION
PROJECT
ORGANIZATION
Project Management Standards -Business of Doing Project
Project Management Body of Knowledge
Logical Framework Approach
Project in Controlled Environment
Project Management Standards -Managing Solution Development
Software Engineering Body of Knowledge
Microsoft Solutions Framework
SCRUM
PROJECT MANAGEMENT LIFE CYCLE
PMBOK PRINCE2
1. Initiating 1. Starting Up a Project
2. Planning 2. Planning
3. Executing 3. Controlling a Stage
4. Controlling and
Monitoring
4. Managing Product
Delivery
5. Closing 5. Managing Stage
Boundary
6. Closing a Project
PROJECT MANAGEMENT LIFE CYCLE
MSF SWEBOK
1. Envisioning Phase 1. Requirements
2. Planning Phase 2. Design
3. Developing Phase 3. Construction
4. Stabilizing Phase 4. Testing
5. Deploying Phase 5. Maintenance
PROJECT MANAGEMENT KNOWLEDGE AREAS
PMBOK
PRINCE2
SWEBOK
Integration
Management
Business Case Requirements
Scope Management Organization Design
Time Management Plans Construction
Cost Management Controls Testing
Quality Management Management of Risks Maintenance
Human Resource
Management
Quality in a Project
Environment
Communication
Management
Configuration
Management
Risk Management Change Control
Procurement
Management
Project Management Phases
INITIATION PLANNING EXECUTION CLOSURE
INPUT
PRE-REQUISITES
PROCESS
TASKS
OUTPUT
DOCUMENTATON
Project Management Cycle
STAGE:
INITIATION
TASKS
-Data gathering for the baseline information to
define the need for the project, value
justification of the project, solution and
requirements, the available options
-Agreement on the project methodology,
estimation tools, and financial valuation formula.
-Elaboration of the needs, key performance
indicators, critical success factors, financial
valuation metrics
-Formulation and approval of the business case
Composition, approval and release of the request
for proposal with project terms of reference
-Acceptance, review and approval of project
proposal
-Composition, approval and release of the project
contracts, and project implementation terms of
reference based on the approved project proposal
-Setting up of the project organization and the
appointment of the project manager
RESULTS
Research data and information
Approved business case
Approved Sourcing Approach
Request for Proposal and
Project Terms of Reference
Approved Project Proposal
Project Contracts
Project Implementation Terms
of References
Project Manager Appointment
PLANNING INITIATION EXECUTION CLOSING CONTROL
L
Project Management Cycle
STAGE:
PLANNING
TASKS
-Definition of the tasks and requirements to be
planned for execution and utilization
-Elaboration and agreement on of the applicable
input, procedures, methodology and tools to be use
in planning the project development.
-Composition of the Project Management Plan to
integrated the following plans
.Work Plan –work breakdown schedule, organization
breakdown schedules
.Resource Plan – organization, skills needs,
recruitment, people training, deployment
schedules
.Procurement Plan – bills of materials, acquisition
strategy, contract handling
.Communication Plan – reporting instruments, kinds
of communications, audience definition and
information needs
RESULTS
Work Breakdown Schedule
Organization Breakdown
Schedule
Estimation Techniques
Project Management Plan
Issues and Problem Management
Plan
Change Management Organization
PLANNING INITIATION EXECUTION CLOSING CONTROL
L
Project Management Cycle
STAGE:
EXECUTION
TASKS
-Definition of solutions requirement
-Design the solution model
-Create the solution model prototype
-Verify and Validate solution model
prototype
-Build the beta version of the solution
-Internal Team verification and validation
of beta version of the solution
-Train users to test the beta version
release
-Test and Approve the beta version
-Integration and normalization of the final
version
-Test and approve the final version
-Release the final version
-Handle incident, problem and change
request
RESULTS
Process Model
Information Model
Technology Model
Work Packages
Delivery Report
Accomplishment Reports
Minutes of the Meeting
User’s Approval, Sign-in and
Sign-Off document
Training Report
Configuration Documentation
User’s Manual
PLANNING INITIATION EXECUTION CLOSING CONTROL
L
Project Management Cycle
STAGE:
CONTROL
TASKS
-Institute and enforce compliance
report
-Issues reporting and change
management handling
RESULTS
Compliance Checklist
Issues Documentation
Attendance Reporting
Testing and Quality
Assurance Documents
PLANNING INITIATION EXECUTION CLOSING CONTROL
L
Project Management Cycle
STAGE:
CLOSURE
TASKS
-Audit and Compliance
Final Acceptance
Lessons Learned - Retrospection
Contracts closure
Handing over
Project document archived
RESULTS
Lesson Learned Document
Payment
Project Acceptance
Documentation
Turn-over Documentations
PLANNING INITIATION EXECUTION CLOSING CONTROL
L
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
Quantity, Quality and
Time to Measure
If the purpose is
achieved, what
assumption of OO is
hold as true
Project
Results
Results Achievement
Metrics
Quantity, Quality and
Time to Measure
If the results is
achieved, what
assumption of
purpose is hold as
true
Project
Activities
INPUT
Work and Materials
–Effort and Cost
If activities are
done, what
assumption is true
to bring result
Project Management Cycle -Project LogFrame
OVERALL
OBJECTIVES
PROJECT
PURPOSE
PROJECT
RESULTS
PROJECT
ACTIVITIES
Contribution to
policies and
impact of
program
objectives
Direct benefits of
target group/s
Tangible products
or services to be
delivered
Tasks to
accomplished to
deliver results
Project Management Cycle -Project LogFrame
OVERALL
OBJECTIVES
PROJECT
PURPOSE
PROJECT
RESULTS
PROJECT
ACTIVITIES
Contribution to
policies and
impact of
program
objectives
Direct benefits of
target group/s
Tangible products
or services to be
delivered
Tasks to
accomplished to
deliver results
PROJECT JUSTIFICATION
Project Management Cycle -Project LogFrame
PROJECT
OBJECTIVES &
TIME FRAME TO
ACHIEVE
MEASURABLE
INDICATORS TO
TELL PURPOSE IS
BEING ACHIEVED
METHODOLOGY
TO CAPTURE THE
INDICATORS TO
BE MEASURED
INPUT PROVIDED
TO ACHIEVE THE
PURPOSE
The direct
benefits to be
experienced by
the target
group/s within
targeted period
Data specification
to quantify and
qualify
Tangible products
or services to be
delivered
Work and
materials
delivered and
cost
PROJECT MONITORING & EVALUATION
Project Management Cycle -Project LogFrame
PROJECT
ACTIVITIES &
EXPECTED
RESULTS
MEASURABLE
INDICATORS TO
TELL ACTIVITIES
ARE PERFORMED
AND OUTCOMES
ACHIEVED
METHODOLOGY
TO CAPTURE THE
INDICATORS TO
BE MEASURED
INPUT PROVIDED
TO PERFORM
THE ACTIVITIES
Tasks Items and
deliverable
Data specification
to quantify and
qualify
Process, Tools and
People
Work and
materials
delivered and
cost
PROJECT MONITORING & EVALUATION
Project Management Cycle -Project LogFrame
NAME OF PROJECT
PRO
JECT P
URPO
SE
BEN
EFIC
IARY P
RO
BLEM
PRO
GRAM
OBJECTIV
ES
PRO
JECT R
ESU
LTS
PRO
JECT IN
PU
T
PRO
JECT C
OST
PRO
JECT T
IMELIN
E
PRO
JECT C
ORG
AN
IZATIO
N
Project Management Cycle
PLANNING INITIATION EXECUTION CLOSING CONTROL
WORK BREAKDOWN SCHEDULE Time
Obje
cti
ves
Duration Estimate
Sequences
Critical Path
Work and Time
Cost Breakdown
Tasks
Project Solution Life Cycle
PROJECT TASKS RESPONSIBLE ACCOUNTABLE EXPERT WORKER
Solution Visioning and
Scoping
Process Mapping and
Analysis
Application Functional
and Non-Functional
Requirement
Definition
Data Dictionary and
Entity Relationship
Modeling
Technology
Infrastructure
Configuration
modeling
Project Solution Life Cycle
VISIONING
PLANNING
DESIGN
DEVELOP
TEST &
INTEGRATION
ICT SOLUTION
DEVELOPMENT
CYCLE
Project Solution Life Cycle
VISIONING & PLANNING TASKS
Setting the goals, strategy,
approach, configuration, and
plan of developing the
solution based on the
approved business case and
project proposal of the
project.
RESULTS
Project Work Plan
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
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
Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
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.
Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
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.
Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
REQUIREMENTS TRACEABILY MATRIX
Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
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
Project Solution Life Cycle
CRITICAL TO SOLUTION DESIGN
Understand the Business
Know What is Possible
Model the Business
Define the Gaps
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
Project Solution Life Cycle
CRITICAL TO SOLUTION DESIGN
Develop the Blueprint
Obtain the Components
Assemble the Components
Execute and Deploy
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
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
DEFINITION DESIGN BUILDING TESTING
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
DEFINITION DESIGN BUILDING TESTING
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
Project Solution Life Cycle
1. Determine the Boundaries
2. List the Steps
3. Sequence the Steps
4. Draw Appropriate Symbols
5. System Model
6. Check for Completeness
7. Finalize the Flowchart
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
INTEGRATION
RELEASE SUPPORT
MAINTENANCE
7 STEPS
PROCESS
MAPPING
Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
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
Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
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 [email protected]
Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
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
Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
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
Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
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
Project Solution Life Cycle
VISIONING
PLANNING
REQUIREMENT
DEFINITION DESIGN BUILDING TESTING
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
