SOP - IHD IS Project Management - UTi...

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STANDARD OPERATING PROCEDURE – IS – IS PROJECTS OFFICE

SECTION: IS Projects Office SOP NO: 502

TITLE: IS Project Management ISSUE NO: 1.0 – Draft

PREPARED BY: Pieter Erasmus EFFECTIVE DATE:

EXPIRES: EXPECTED REVIEW:

CHECKED BY: NAME: Robin Botha

SIGNATURE: __________

DATE: _______________

APPROVED BY: NAME: ___________________

SIGNATURE: _____________

DATE: _____________

APPROVED BY: NAME: __________________

SIGNATURE: _____________

DATE: _____________

DISTRIBUTION: EXCOManagersIS Project Managers

PURPOSE

Project Management provides an integrated framework for project organisation, planning and control which is designed to

Ensure the timely and cost-effective production of all the end-products Maintain acceptable standards of quality Achieve for ihd the benefit for which the investment in the project has been made

Project Management specifically addresses Information Systems projects. It can be adapted to any size or type of Information Systems project and also includes activities required to establish infrastructure teams/plans/procedures.

This SOP defines the Standard Operating Procedure for managing IS projects

SCOPE

The Project Management process consists of three stages:

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Project Initiation & Planning: defines the activities necessary to set a project up for success.

Project Control: defines the activities necessary for the ongoing management of a project.

Project Closure: defines the activities necessary to bring a project to a successful conclusion.

This SOP does NOT include: Project Identification, Project Selection or Project Prioritisation Product related processes i.e. Project Execution (e.g. Software Development or

Software Maintenance). The selected product process is dependant on the type of project and is created or selected & customised in the Project Initiation & Planning Stage of a Project.

DEFINITIONS

Detail information regarding the Project Management Methodology can be accessed at http://lp-db2-01/advisor3/PLWEB/ca/template/T_PM/f_1.htm

RESPONSIBILITY

The Project Manager, who is assigned by the IS Projects Office Manager to manage a Project, is responsible to apply this SOP to each approved IS Project and to ensure that the Project Board i.e. Project Sponsor, Customer Representative(s) and Technical Representative(s) and all Project Team Members are aware of the Processes.

A project produces a product that serves the business requirements of the customer and organisation. All groups that have a stake in a project should be business partners who ensure that the functionality, capability, timing, costs, and people interfaces are all addressed. To be successful, senior management commitment and involvement is crucial, but the business partnership at all levels of the organisation must also be developed and maintained.

http://lp-db2-01/advisor3/PLWEB/ca/template/T_PM/f_1.htm

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PROCEDURE

Overview

Figure 1: Project Management Process Overview.

Overview: Project Initiation & Planning (Activity PM1 in Figure 1 above)

1. All IS Projects will be initiated by a Project Proposal that was approved and assigned a priority by the Project Steering Committee (PSC). (Refer to Project Identification & Selection SOP No 501)

2. The IS Projects Office Manager will assign a new project to one of the Project Managers to manage based on Project Manager skills and workload.

3. The Project Manager will perform the Project Initiation and Planning Stage to compile a Project Plan and make the project information available on ADvisor on the Intranet using the AllFusion Process Management Suite of Software Tools. The following steps in the Project Initiation & Planning Stage must be performed:

a. Project Start-up b. Project Scope c. Project Organisation d. Scheduling and Budgetinge. Business Case f. Project Control Procedures g. Project Initiation and Planning Stage Assessment

4. The Project Plan will be reviewed and approved by the IS Projects Office Manager and the Project Steering Committee before proceeding with project execution.

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Overview: Project Control and Execution (Activity PM2 and D1 in Figure 1 above)

1. Any project will contain product related stages (e.g. Analysis, Logical Design, Physical Design, Construction & Testing and Installation) that will be executed by the project team. The product related work must be controlled by the Project Manager to ensure that the approved project plan is executed.

2. Project control consists of the following:a. Stage Managementb. Stage-end Assessment

3. The Project Manager will perform Stage Management for each product related stage in the WBS (Work Breakdown Structure).

4. The Project Manager will perform Stage Management by ensuring the following tasks are performed:

a. Kick Off the Stage b. Monitor Project Progress and Cost c. Identify and Resolve Issues d. Communicate and Market Project e. Execute Change Control Procedures f. Manage Exception Situations

5. The Project Manager will perform Stage-end Assessment at the end of each stage by performing the following tasks:

a. Ensure Requirements Traceability b. Review Project Deliverables c. Develop Schedule for Next Stage d. Revise and Review Project Plan e. Prepare Stage End Assessment f. Conduct Stage End Assessment g. Baseline Project Deliverables h. Complete Configuration Management Audit

6. The Project Manager will perform Project Control on all product related stages until all the stages have been completed.

Overview: Project Closure (Activity PM3 in Figure 1 above)

1. The Project Manager will formally close the project after the main product or deliverable of the project has been installed and is in use by the customer that requested the product.

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2. The Project Manager will perform the following steps to close a projecta. Project Completionb. Product and Process Improvement

3. The Project Manager will ensure that the following tasks are performed during Project Completion:

a. Prepare & Conduct Project Evaluation b. Initiate the Maintenance Process c. Close Outstanding Project Work d. Prepare for Project Closure Meeting e. Conduct Project Closure Meeting f. Review and Baseline Project/Deliverables

4. The Project Manager will ensure that the following tasks are performed for Product and Process Improvement:

a. Collect Project Feedback and Metrics b. Collate and Analyse Metrics c. Analyse Product Quality d. Complete Process Review

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Detail Procedures

Work Breakdown Structure Summary List

Stage PM.PIP: Project Initiation and Planning Step PM.PIP.01: Project Startup

Task PM.PIP.01.010: Establish Project Charter Task PM.PIP.01.020: Confirm Project Sponsor and Project Manager Task PM.PIP.01.030: Prepare Project Initiation & Planning Stage Schedule

Step PM.PIP.02: Project Scope Task PM.PIP.02.010: Identify Business Drivers, Objectives, & Success Criteria Task PM.PIP.02.020: Determine Project Scope Task PM.PIP.02.030: Identify High Level Solution Task PM.PIP.02.040: Review and Compile Products

Step PM.PIP.03: Project Organisation Task PM.PIP.03.010: Define Project Organisation Task PM.PIP.03.020: Determine Training Requirements for Project Team Task PM.PIP.03.030: Review Project Organisation

Step PM.PIP.04: Scheduling and Budgeting Task PM.PIP.04.010: Define Project Approach and Schedule Task PM.PIP.04.020: Define Initial Project Budget Task PM.PIP.04.030: Perform Risk Analysis Task PM.PIP.04.040: Define Next Stage Activities and Schedule Task PM.PIP.04.050: Review and Compile Products

Step PM.PIP.05: Business Case Task PM.PIP.05.010: Determine the Project Costs Task PM.PIP.05.020: Quantify Benefits Task PM.PIP.05.030: Review Risk Analysis Task PM.PIP.05.040: Perform Cost Benefit Analysis

Step PM.PIP.06: Project Control Procedures Task PM.PIP.06.010: Customise Quality Assurance Plan Task PM.PIP.06.020: Customise Configuration Management Plan Task PM.PIP.06.030: Customise Communications Plan Task PM.PIP.06.040: Customise Progress Reporting Procedures Task PM.PIP.06.050: Customise Problem Reporting Procedures Task PM.PIP.06.060: Customise Issues Management Procedures Task PM.PIP.06.070: Customise Cost Control Procedures Task PM.PIP.06.080: Define Exception Management Procedures Task PM.PIP.06.090: Define Other Project Controls Task PM.PIP.06.100: Review and Compile Products

Step PM.PIP.07: Project Initiation and Planning Stage Assessment Task PM.PIP.07.010: Complete Project Plan Task PM.PIP.07.020: Review Project Plan Task PM.PIP.07.030: Prepare Stage End Assessment

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Task PM.PIP.07.040: Conduct Stage End Assessment Task PM.PIP.07.050: Complete Process Review Task PM.PIP.07.060: Baseline Project Plan

Stage PM.PCTL: Project Control Step PM.PCTL.01: Stage Management

Task PM.PCTL.01.010: Kick Off the Stage Task PM.PCTL.01.020: Monitor Project Progress and Cost Task PM.PCTL.01.030: Identify and Resolve Issues Task PM.PCTL.01.040: Communicate and Market Project Task PM.PCTL.01.050: Execute Change Control Procedures Task PM.PCTL.01.060: Manage Exception Situations

Step PM.PCTL.02: Stage End Assessment Task PM.PCTL.02.010: Ensure Requirements Traceability Task PM.PCTL.02.020: Review Project Deliverables Task PM.PCTL.02.030: Develop Schedule for Next Stage Task PM.PCTL.02.040: Revise and Review Project Plan Task PM.PCTL.02.050: Prepare Stage End Assessment Task PM.PCTL.02.060: Conduct Stage End Assessment Task PM.PCTL.02.070: Baseline Project Deliverables Task PM.PCTL.02.080: Complete Configuration Management Audit

Stage PM.PCL: Project Closure Step PM.PCL.01: Project Completion

Task PM.PCL.01.010: Prepare & Conduct Project Evaluation Task PM.PCL.01.020: Initiate Maintenance Process Task PM.PCL.01.030: Close Outstanding Project Work Task PM.PCL.01.040: Prepare for Project Closure Meeting Task PM.PCL.01.050: Conduct Project Closure Meeting Task PM.PCL.01.060: Review and Baseline Project/Deliverables

Step PM.PCL.02: Product and Process Improvement Task PM.PCL.02.010: Collect Project Feedback and Metrics Task PM.PCL.02.020: Collate and Analyse Metrics Task PM.PCL.02.030: Analyse Product Quality Task PM.PCL.02.040: Complete Process Review

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Stage PM.PIP: Project Initiation and Planning

To

take the ideas and intentions of a group of people who see the need for a project in their organisation and convert them into a formal, planned, resourced and funded project

in a way that

clearly and explicitly defines the objectives and scope of the project develops an overall schedule of activities and resources required to carry out the

whole project develops a detailed schedule of activities and resources required to carry out the next

stage of the project defines a project organisation structure which can be used to effectively manage and

carry out the necessary work establishes a convincing business case for the project gains commitment and approval to the project from the appropriate level of senior

management

so that

the project is firmly set up for success the probability of producing a high quality product on budget and on schedule is

maximized

The Process Flow of the PIP Stage is depicted in Figure 1: Project Management ProcessOverview

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Figure 2: Project Initiation & Planning Process Flow

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Step PM.PIP.01: Project Startup

To

establish a charter for the project

in a way that

the mission of the project is fully explained project scope and boundaries are clearly identified showing what's inside the scope

and what's outside major deliverable(s) are documented describing what the project is to produce assumptions are laid out in an understandable manner project organizational requirements are defined quality assurance program that will be applied rough order of magnitude of project costs

so that

a guide is established for the operation of the project management has an understanding of the project costs and achievements to be

made mappings can be made against the corporate strategic plan

Task PM.PIP.01.010: Establish Project Charter

1. If an approved Project Proposal does not exist, the IS Projects Office Manager must first apply the Project Identification & Selection SOP to ensure that the requested project is approved first and an approved Project Proposal is supplied to the Project Manager

2. The Project Manager will compile a Project Charter from the PSC approved Project Proposal. (See APPENDICES).

Task PM.PIP.01.020: Confirm Project Sponsor and Project Manager

1. IS Projects Office Manager confirms that a Project Sponsor has been appointed for the Project.

2. IS Projects Office Manager distributes Project Charter to Project Sponsor for Review 3. IS Projects Office Manager selects and assign and brief a Project Manager to

manage the Project.4. Project Manager updates the Project Charter with Project Sponsor views.

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5. Identify Key Resources that may be of assistance in the Project Initiation & Planning Phase.

6. Project Manager drafts the preliminary Project Organisation Chart (See Appendix 2: Project Organisation). Apply the Project Organisation Technique in the Process Library.

Task PM.PIP.01.030: Prepare Project Initiation & Planning Stage Schedule

The Project Manager:

1. Plans the activities (work breakdown structure), effort, resources, and time scales for the Project Initiation & Planning Stage by reviewing any previous studies addressing the area of interest.

2. Creates a blank project in Project Engineer.3. Create a project level task and rename it to the Project Name4. Import the PIP kernel and demotes to a Stage level5. Identifies other projects that are closely associated with the proposed project and

review them with the appropriate Project Managers.6. Reviews the activities in Project Initiation & Planning Kernel and customises the PIP

WBS.7. Identify resources to perform Project Initiation & Planning Stage.8. Requests Project Office Console Administrator to create new resources in POC

(Project Office Console)9. Imports required resources into from POC into Project Engineer10. Assigns resources to tasks in Project Engineer11. Estimates the effort for each task per resource.12. Updates the schedule based on available resources13. Check Project file into POC and schedule project using Project Planner 14. Determines any constraints that must be observed during Project Initiation & Planning15. Documents any assumptions that have been made in producing the schedule 16. Creates a Project Initiation & Planning Stage schedule and make available in Advisor

by changing the status from ‘Plan’ to ‘Schedule’.

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Step PM.PIP.02 – Project Scope

To

establish the project scope and clearly define the project boundaries

in a way that

takes into account the project background, including previous and related initiatives uses pictures instead of words whenever possible identifies the Business Objective that is the underlying reason for the project clearly defines the objectives of the project in relation to the Business Objective identifies the major business requirements that the project must meet identifies the constraints the project must work within clearly and explicitly defines what the project will and will not cover

so that

a clear and commonly understood target and benchmark is available to project members and other interested parties by which they can steer the direction of the project and assess the quality of the final product.

Task PM.PIP.02.010: Identify Business Drivers, Objectives, & Success Criteria

1. Project Manager, with the help of a Business Analyst, conducts a series of Interactive Development and/or interview sessions with the business and management representatives to identify major objectives and critical requirements for the new project.

2. Business Analyst complete the following Documents:a. Business Needs/Drivers (See Appendix 3: Business Needs/Drivers)b. Business Solution Document (See Appendix 4: Business Solution)c. Problem/Requirement List (See Appendix 5: Problem/Requirement List)

3. Project Manager completes the Objective Section of the Project Plan (See Appendix 6: Project Plan)

Task PM.PIP.02.020: Determine Project Scope

1. Project Manager, with the assistance of a Business Analyst, defines the scope of the project in Interactive Development Sessions with the business and management representatives.

2. Business Analyst compiles graphical: a. High level Process Models using AllFusion Process Modeller

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b. High level Data Model using AllFusion Data Modeller3. Business Analyst clearly indicate boundary of Project stating, where necessary, what

is included in and what is excluded from the Project. 4. Business Analyst clearly defines the end result of the Project.5. Project Manager compiles a Product Breakdown Structure (PBS) to identify the major

deliverables and interim products that is necessary to produce the Project end deliverable.

6. Project Manager starts recording any assumption that must be verified. (See Appendix 6: Project Plan)

7. Project Manager starts recording any constraints that must be taken into account. (See Appendix 6: Project Plan)

8. Project Manager complete the Scope Section of the Project Plan (See Appendix 6: Project Plan)

Task PM.PIP.02.030: Identify High Level Solution

1. Project Manager and Business Analyst define, create diagrams and describe the high level solution.

2. Highlight the constraints or any special technical requirements.3. Identify dependencies and interfaces between this project and other initiatives.4. Define projected improvements in critical areas and associated benefits5. Describe the technical requirements and associated feasibility6. Define the organisational impact of the likely solution7. Business Analyst completes the High Level Solution paragraph in the Project Plan

(See Appendix 6: Project Plan)8. Project manager records problems and requirements in the Problem/ Requirements

List (See Appendix 5: Problem/Requirement List)

Task PM.PIP.02.040: Review and Compile Products

1. Project Manager schedules Walkthrough Review Sessions.2. Project Manager, Business Analyst finalise Interim documents.3. Project Manager update Project Plan (See Appendix 6: Project Plan) 4. Project Manager baselines products using Harvest Change Manager.5. Project Manager distributes frozen products to Walkthrough Review Attendees for

preparation.6. Project Manager, Business Analyst and contributors review the Business Drivers,

Objectives, Problem/Requirements List, Success Criteria, Project Scope, and High Level Solution applying the Walkthrough Review Technique.

7. Informal Problem Report/Change Request (PR/CR) is raised for all changes (See Appendix 7: Problem Report/Change Request Form).

8. Project manager completes Walkthrough Report (See Appendix 8: Walkthrough Report)

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Step PM.PIP.03: Project Organisation

To

select and prepare the people whose involvement will be necessary for the project to succeed

in a way that

clearly identifies roles and responsibilities ensures that the best individuals to fulfill roles and responsibilities are selected identifies training required to enable individuals to fulfill their roles and responsibilities

on the project gains the appropriate allocation of resource time to the project ensures that all major interest groups are appropriately represented updates the project and stage schedules in line with available resources

so that

the project benefits from having a group of people who can operate in an integrated fashion and who understand exactly the roles they must play in contributing to the success of the project

Task PM.PIP.03.010: Define Project Organisation

1. Project Manager defines the Project Organisation using the Project Organisation Technique.

2. Establish Initial Project Organisationa. IS Projects Office Manager confirms or recruits and appoints Project

Manager for Project & Initiation Stage.b. PSC, IS Projects Office Manager or Project Manager recruits and appoints

Project Sponsor3. Identify Key Business Areas

a. Project Manager identifies and names all impacted Business Areas including IS and external suppliers.

b. Project Manager completes the first column of the Project Organisation Worksheet with Key Business Areas. (See Appendix 2: Project Organisation)

c. Project Manager revises “Project Scope Paragraph” in the Project Plan if required.

4. Identify involved personnel for each business areaa. Project Manager identifies and records resource names per Business Area.b. Project Manager identifies and records resource names per Business Area

that will represent external suppliers and/or customers

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c. Project Manager requests, negotiates and procures resources not available with resource Managers/functional managers.

d. Project Manager records all resource names in the Project Organisation Worksheet. (See Appendix 2: Project Organisation)

5. Assign roles to Personnela. Project Manager defines roles required in the Project.b. Project Manager assigns roles to each resource. One resource can have

more than one role. c. The following roles are mandatory and MUST be assigned to resources:

i. Project Board (Project Sponsor, Technical Representative and Customer Representative)

ii. Project Manageriii. Project Coordinators (Planning Coordinator, Business Coordinator

and Technical Coordinator)iv. Project Team

d. The following roles are optional:i. Key Stakeholdersii. Key Resourcesiii. Intervening managers

e. Project Manager determines estimated time commitment per resource per role.

6. Document Project Organisationa. Project customizes Role Descriptions. b. Project Manager completes Project Organisation Worksheet and Project

Organisational Structure in Project Organisation Document7. Finalise the Project Organisation

a. Project Manager confirms that unassigned resources (without a role) is required in the project.

b. Project Manager reviews the proposed project organisation to ensure that it includes all participants needed to achieve the project objective.

c. Project Manager briefs and conducts interviews with all Project Team Members to discuss assigned roles.

d. Project Manager updates Project Organisation Worksheet and Project Organisational Structure in Project Organisation Document

Task PM.PIP.03.020: Determine Training Requirements for Project Team

1. Project Manager identifies skills required per role for the project2. Project Manager assesses skills of assigned resource3. Project Manager and Trainer develop a Project Training Plan to train Project Members in:

a. Methodologiesb. Technologiesc. Business Areas

4. Project Manager updates Project WBS in Project Engineer to include Project Training activities.

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Task PM.PIP.03.030: Review Project Organisation

1. Project Manager prepares Project Pitch (a PowerPoint Presentation) covering:a. Descriptionb. Objectivesc. Scoped. High Level Solutione. Project Organisation (Roles, Structure, Resource names)f. Project Training Requirements

2. Enlist Project Champions to deliver briefings to various target groups.3. Project Manager reviews the Project Organisation applying the Walkthrough Review

Technique in the briefing Sessions.4. Project Manager records all feedback5. Project Manager updates documentation

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Step PM.PIP.04: Scheduling and Budgeting

To

develop an overall time schedule for the project and a detailed time schedule for the next stage of the project

in a way that

defines the overall development approach for the project produces a customised work breakdown structure (task list) specific to the project creates an estimate for the total cost of the project, and the associated target

completion dates identifies the major Project Board control points identifies at a high level the human resources required to carry out the project identifies at a high level other resources required to carry out the project defines details and specifics for the Next Stage, including tasks, actual resource

requirements, task and resource dependencies, cost estimates, and the associated target completion dates

identifies and plans for risks to the project

so that

a schedule is available to guide the project and to use as a benchmark by which progress on the project can be monitored and controlled.

risks are identified and mitigated.

Task PM.PIP.04.010: Define Project Approach and Schedule

1. Establish the overall Work Breakdown Structure (WBS)2. Stages, Steps and Task Structure

Project Management ProcessesProject Initiation and Planning StageProject Control Stage(s)Project Closure Stage

Product ProcessesAnalysis StageLogical Design StagePhysical Design StageConstruction and TestingInstallation

3. Decide on the project approacha. Determine type of project

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b. Select a templatec. Create WBS in a workshop?

4. Create a Project in Project Engineer – either a. Create a blank project

i. Create Activity Typesii. Create a WBS and complete the following:

1. Activity Name2. Activity Description3. Activity Mandatory4. Activity Type5. Activity Keyword6. Activity Link to a HTML file7. Activity Replication Rule if applicable

b. Create a project from a 3rd Party Schedulerc. Create a project from a Process Library Template

5. Customise the projecta. Customise the WBS

i. Remove unnecessary Stages, Steps or Tasksii. Include additional Stages, Steps and Tasks to reduce risksiii. Include the following Project Management Activities:

1. Project Initiation and Planning Stage as the first Stage2. Project Control:

a. Stage Management Step for each Product stage at the beginning of each product Stage

b. Stage-end Assessment Step as the last Step in the Product Stage.

3. Project Closure as the last Stageiv. Record all Assumptions and Issuesv. Replicate Tasks where iteration is required

b. Define the following project objects if not already defined:i. Keyword Sets

1. Keyword Set Nameii. Keywords

1. Keyword Name2. Keyword Set Name

iii. Product Types (One of Project Management, Quality Assurance, Analysis, Design, Construction, Installation)

iv. Product Tools1. Tool Name2. Tool Description3. Tool Path4. Tool Keyword

v. Products that will be created, used and updated. Ensure that there is at least one Major Product Deliverable per Project Stage.

1. Product Reference2. Product Name

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3. Product Description4. Product Type5. Product Path6. Product Default Tool that will be used to create and update

product7. Product Example8. Product Keyword

vi. Resources. 1. Do NOT create resources in Project Engineer. All Resources are

created in central resource pool in POC2. Create Resource Types in PE3. Import Resources from the POC

a. Open Database/Resource Pool dialog in PEb. Connect to MPC Server and supply following

Information:i. Service name: http://lp-db2-01/pocii. Your User IDiii. Your Password

c. Select IHD Resource Poold. Select Group by: All Resourcese. Select Resources to import to PE

4. Create Resources if resource does not exist in IHD Resource Pool in POC.

a. POC Administrator to create required Resources in POC with information supplied by Project Manager or Resource manager per resource:

i. Resource Name (21 Characters Maximum)ii. Titleiii. Phoneiv. E-Mailv. Descriptionvi. Login ID. Firstname and initial letters of

surname (e.g. ClaireV for Claire Vermeulen or AlisonLR for Alison le Roux)

vii. Password. Initial password of “pass”viii. The name of the resource’s functional manager.ix. Resource Type (Labour, Material or Equipment)x. Resource Pool = IHD Resource Poolxi. The Department the Resource functionally

belongs in.xii. Workweek = IHD Standard Work Weekxiii. Availability Level = 100%xiv. Overtime Percent Typexv. Availability Datexvi. Termination Date

http://lp-db2-01/poc

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xvii. Indicate if resource must be included in headcount (Yes for permanent IHD employees, No for contractual resources)

xviii. Indicate if this resource is a managerxix. Indicate if resource must complete a timesheetxx. Supply Bill rate per hour with the start date and

end date this bill rate is valid.xxi. Supply Calendar details the resource is not

available for project work. b. Perform Import Resources from the POC to make newly

created resources available n PE5. Complete resource details in PE

a. Select a Resource Typeb. Define a Resource Keyword

vii. Roles1. Role Reference2. Role Name3. Role Description4. Role Keyword

viii. Techniques1. Technique Reference2. Technique Name3. Techniques Description4. Technique Path5. Technique Keyword

c. Assign the following objects for each lowest level activity except where indicated else:

i. Inputs (Products) required to perform an activityii. Outputs (Products) that will be updated or created by an activity (for

every activity)iii. Keywords to identify activityiv. Predecessor activity(s). This includes dependencies on activities in other

Projects external to this project.v. Roles that is required to execute activityvi. Techniques that might be followed

6. Discuss and agree the Project with affected Resource Managers and resources.7. Perform an Initial Top-Down Estimate

a. Estimate the overall effort and record in Project Engineerb. Apportion down to Stage and optionally Step Levelc. Review Top-Down Estimated. Record all Planning Assumptions in Project Engineer using the “Effort – PMAsm”

column in the estimating worksheet.8. Define the initial Resource requirements

a. Define Labour Resourcesb. Define other Resourcesc. Do NOT Assign any Resource to any tasks now.

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9. Check Project into Project Office Console from Project Engineera. Create a <project>.pci file by selecting in Project Engineer Database/Check In

Project … and follow the screen dialogue.b. Launch Project Office Console (POC) and log in.c. Check in your project. Select Projects/Check in and follow the screen dialogue

selecting the <project>.pci file just created. The project is now stored in the Master Process Continuum (MPC) Database.

10. Schedule Project with Project Plannera. Launch Project Plannerb. File/Open…/Load Project/Files of Type = ODBC Repository. Select the <project>

file and it will be loaded into Project Plannerc. Project Planner will now schedule the <project> assigned start end end dates to

the activities in the WBS.d. Save a Baseline for the <project>. Edit/Transfer to Baseline…/OKe. Save <Project>. This will update the <project> in the MPC

11. Check out Project from POC into Project Engineera. If not active, launch POC.b. Loginc. Check out <project>. Select Projects//Check Out and follow the screen dialogue.

A <project>.pco file will be created.d. Check out <project. into Project Engineer. Select Database/Check out Project…

and follow screen dialogue.e. The <project> is now available in PE

12. Create Reports and charts using PE or Project Planner.13. Repeat above until Project Schedule is acceptable

Task PM.PIP.04.020: Define Initial Project Budget

1. Determine the project budget including at least the following Cost Items:a. Capital Expenditure

i. Equipment/Hardwareii. Software Packagesiii. External, Outsourced Staff (Labour) – from Project Engineer

b. Expensesi. Internal Staff (Labour) – From Project Engineerii. Trainingiii. Facilitiesiv. Materials/ Suppliesv. Travelvi. Rentals

c. Contingency2. Complete the Budget Paragraph in the Project Plan. See Appendix 6: Project Plan3. Review the Project Budget with the Project Sponsor and IS Projects Office Manager and

get approval.

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Task PM.PIP.04.030: Perform Risk Analysis

1. Evaluate overall project to identify and quantify areas of high risk for the planned solutions(s):

a. Create External Dependencies Risk Analysis Checklist. Appendix 9: Risk Analysis Checklist for External Dependency Risks

b. Create Risk Analysis Checklist for Business Case Risks. Appendix 10: Risk Analysis Checklist for Business Case Risks

c. Create Organisational Risk Analysis Checklist. Appendix 11: Risk Analysis Checklist for Organisational Risks

d. Create Planning Risk Analysis Checklist. Appendix 12: Risk Analysis Checklist for Planning Risks

e. Create Technical Risk Analysis Checklist. Appendix 13: Risk Analysis Checklist for Technical Risks

f. Summarise the Risk for the project – complete the Risk Evaluation Summary Form. Appendix 14: Risk Evaluation Summary Form

2. Create Risk Management Action Plan to avoid, mitigate or accept the identified risks. Appendix 15: Risk Management Action Plan

3. Revise Project Schedule based on Risk Management Action Plan adding the additional activities in Project Engineer and reschedule using Project Planner.

Task PM.PIP.04.040: Define Next Stage Activities and Schedule

1. Identify Step and Task Level activities for the next Stage.2. Tune the next Stage WBS to:

a. Remove unnecessary steps/tasksb. Include additional steps/tasks to reduce risksc. Instantiate activities to include multiple iterations and/or timebox cycles as

appropriate3. Using estimating guidelines and metrics produce initial estimates for each step and task

within the next stage. 4. Tune these base estimates to reflect the actual circumstances impacting the project. 5. Aggregate the estimates to the top using a new column in the estimating worksheet in

Project Engineer.6. Compare the aggregation of this bottom up estimates to the top down estimates for the

entire project. 7. Record all assumptions and issues identified. 8. Using the estimates for the next stage, assign specific resources from the IHD Resource

Pool. This will now be at the individual level for human resources. The allocation may be simply to activities, or to roles within activities, or to responsibilities within roles within activities.

9. Make adjustments for Expertise Level.

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10. Notify the IS Projects Office or POC Administrator of any additional resources that will be required. The IS Projects Office will have the responsibility of providing resources to the Project Manager.

11. Update Project Engineer12. Check in <project. to POC13. Schedule with Project Planner, save another baseline and save to POC.14. Check out <project> to PE.


1. Review the following products using the Walkthrough Review Approach with contributing parties:

a. Project WBSb. Effort Estimatec. Scheduled. Project Budgete. Risk Management Action Plan.

2. Use the Change Control Procedure to manage changes to Baselined products.3. Compile all the Informal Products (Work Papers produced on the Task Level), Key

products (Interim Deliverables produced in the Step Level) into the Project Plan (Major Deliverable).

4. Check Products into Harvest Change Manager for Configuration Control5. Inform the IS Projects Office Manager that the Project Plan is complete.

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Step PM.PIP.05: Business Case

To

prepare a business case which compares the benefits and costs of the proposed project

in a way that

looks creatively for all possible areas of benefit thoroughly researches all areas of cost quantifies benefits in financial terms wherever possible quantifies cost in financial terms provides an assessment of the risks of the project and ideas on how they can be reduced draws conclusions about the merits of the case offers alternatives where appropriate revises other sections of the project plan

so that

the Project Steering Committee (PSC) has good quality quantitative information to guide their decision as to whether to proceed with the project.

Task PM.PIP.05.010: Determine the Project Costs

1. Review the project budget and determine that all costs have been identified.2. Review and calculate Risk Contingency costs and update the Project Budget in the

Project Plan.3. Identify and describe different options. 4. Estimate the cost of operating and maintaining the final product over it’s intended

lifecycle. The following areas need to be considered for Product life-cycle operating costs for the completed system/solution:

a. Hardware and software procurement (licenses & maintenance renewal)b. Backup/recovery media, disaster recovery, off-site storagec. Environmental resourcesd. Consumables (paper, etc.) e. Staff requirements (operations, support, training)

5. Complete the Costs paragraph in the Cost/Benefit Analysis Worksheet for each option. See Appendix 16: Cost/Benefit Analysis Worksheet. It is important to note that the initial Project Budget did not include the total product life-cycle costs (operations and support) that may add significantly to the overall cost of the product solution. This cost, the product

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life-cycle cost, is estimated in this task and is then used later as part of the Business Case.

Task PM.PIP.05.020: Quantify Benefits

1. Identify and quantify all benefits associated with the final product of the project.2. Categorize the benefits as tangible, intangible or strategic.

a. Tangible benefits may include:i. additional incomeii. return on improved cash flowiii. reduction in headcountiv. discontinuing operation of existing computer systemv. elimination of license feesvi. avoidance of recruiting additional staffvii. avoidance of additional office space

b. Intangible benefits may include:i. improved staff moraleii. improved company imageiii. reduced staff turnoveriv. reduction in number of accidentsv. better information on which to base decisions

c. Strategic benefits may include:i. improving IHD’s position in the marketplaceii. providing information that was not previously availableiii. preparing a base for future projects

3. Assign a financial value (in Rand) to each tangible benefit. 4. Document any calculations used to determine tangible benefits. 5. If possible, calculate the strategic value of the solution to the company as well as

intangible benefits.6. Complete the Benefits paragraph in the Cost/Benefit Analysis Worksheet. See Appendix

16: Cost/Benefit Analysis Worksheet. 7. Determine the Return on Investment (ROI) by completing the ROI Spreadsheet. See

Appendix 17: ROI Spreadsheet

Task PM.PIP.05.030: Review Risk Analysis

1. Determine any additional risk management activities associated with conducting the project.

2. Update the Risk Analysis Checklists (See Appendix 9: Risk Analysis Checklist for External Dependency Risks, Appendix 10: Risk Analysis Checklist for Business Case Risks, Appendix 11: Risk Analysis Checklist for Organisational Risks, Appendix 12: Risk Analysis Checklist for Planning Risks, Appendix 13: Risk Analysis Checklist for Technical

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Risks and Appendix 14: Risk Evaluation Summary Form) and Risk Management Action Plan (Appendix 15: Risk Management Action Plan) with any additional information.

3. Revise the Project Schedule as necessary using Project Engineer and Project Planner.

Task PM.PIP.05.040: Perform Cost Benefit Analysis

1. Compile the costs, benefits, risk analysis, and return-on-investment products into the Business Case. See Appendix 18: Business Case

2. According to the organisational standards, analyse the benefits against costs in light of the risk, in order to determine the project's financial viability. This analysis should consider:

a. Cost vs. value of the benefitsb. Project budget vs. the IHD budgetc. Return on Investment (ROI)d. Paybacke. Discounted cash flow

i. Net Present Value (NPV)ii. Internal Rate of Return (IRR)

3. If a poor Cost/Benefit Ratio occur, adjust the Project Plan Scope, WBS, Estimates or assigned Resources.

4. Update Project Engineer and reschedule using Project Planner.5. Include the following in the Business Case:

a. Cost summaryb. Benefit summaryc. Tangible benefitsd. Replaced costse. Cost containmentf. Increased revenue g. Intangible benefits h. Calculation of net benefit

6. Include the Business Case in the Project Plan (See Appendix 6: Project Plan)

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Step PM.PIP.06: Project Control Procedures

To

ensure that all procedures required to carry out and control the project work are established

in a way that

identifies all necessary procedures for project and product control defines appropriate standards for the project defines necessary performance levels and tolerances ensures that a communication mechanism is established to coordinate activities

among the members of the project organisation ensures issues are identified and escalated as appropriate ensures product baselines are established and controlled assists in managing and controlling changes to the project facilitates impact analysis related to changes minimises unforeseen impacts of changes promotes improved developer productivity

so that

all project work is carried out in a quality manner, as effectively as possible.

Task PM.PIP.06.010: Customise Quality Assurance Plan

1. Review the IHD IS Quality Plan and customise it for the project.2. Determine which techniques to use throughout the project to ensure quality is built into

products as they are developed.3. Identify Major Deliverables and Key Products that should be (either formally or informally)

managed. Based on product reviews established in the quality control plan, ensure that the appropriate Review Techniques (Walkthrough Review and/or Inspection Review) are placed at the appropriate points in the WBS.

4. Define the Process Quality mechanism that is used to ensure that standard processes and procedures are followed. Use Process Quality Inspection Checklists to verify compliance with standard processes and products.

5. Create a <project> Quality Plan based on the IHD IS Quality Plan. See Appendix 19: Project Quality Plan

Task PM.PIP.06.020: Customise Configuration Management Plan

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1. Customise the IHD IS Configuration Management Plan to create the Project Configuration Management Plan (See Appendix 20: Project Configuration Management Plan ) that will define:

a. where the products of the project will be storedb. how updates to the products (both change requests and problems) will be

controlled2. Product Baselining.

a. Define the Storage Location.b. Define Folder Structurec. Define Product Baselining Procedures. When and how a product will be

controlled.d. Create Project on Harvest Change Manager Administrator.e. Activate Project so that it is available to Project members in Harvest Change

Manager Workbench.f. Document the standard points in the development process where product

baselines will be established.g. Define the type of baselines (rolling or frozen).h. Define Configuration Items (CI’s or Products) that compose each Baseline. i. Define the dependencies and relationships between Configuration Items

(CI’s). Complete the Configuration Item Relationship Document (See Appendix 21: Configuration Item Relationships). This provides a basis for impact analysis of Change Requests and grouping of items for Change Packages.

j. Complete the Baselining Procedures Appendix in the Project Plan. See Appendix 6: Project Plan

3. Change Control Procedures a. Define the Change Control mechanisms that will be used in the project for

creating a product Baseline from CI’s.b. Establish a change control log on HEAT for the project.

4. Complete the Project Plan with the following products:a. Baselining Proceduresb. Configuration Item Relationshipsc. Project Configuration Management Plan

Task PM.PIP.06.030: Customise Communications Plan

1. Define mechanism for:a. intra-group communication procedures to coordinate day-to-day activities

among team members.b. inter-group coordination procedures outlining how activities will be

coordinated across teams (e.g., requirements, development, testing, configuration management, process quality assurance, infrastructure, architecture, data base administration, etc.)

c. standards for meeting agendas and minutes

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d. the identification of specific tasks to be added to the schedule to support the execution of your plan (e.g., additional review tasks, communications tasks)

2. Review the roles defined for the project to determine the groups that will be required for communicating project information

3. Establish the Project Communications Plan. See Appendix 22: Project Communication Plan)

Task PM.PIP.06.040: Customise Progress Reporting Procedures

1. Determine the mechanisms to be used to monitor progress on the project. Progress Reporting procedures should be defined for:

a. Time reporting, activity tracking and product completion reporting.b. Individual team member progress reporting to stage managerc. Progress reporting to the Project Board and IS Projects Officed. Progress reporting to Project Steering Committee

2. Time Reporting, activity tracking and product completion reportinga. Use iTime in POC.

i. Normal Timeii. Overtimeiii. Add Tasksiv. Non-Project Tasksv. Effort To Complete (ETC)vi. Save Timevii. Submit Time

b. Complete dailyc. All project team members except Executive Management must complete

timesheets. The effort in hours from all team members are required for metrics purposes. That includes:

i. IHD IS Department staffii. IHD staff from other departmentsiii. Outsourced, external staff; with and without a Bill Rate.

3. Individual team member progress reporting to stage manager on a weekly basis.a. Prepare for Team Checkpoint Meeting

i. Team Member completes iTime Sheet before Team Checkpoint Meeting.

ii. Team Member completes Team Progress Report ( See Appendix 23:Team Progress Report) and submit to Project Manager before Checkpoint Meeting with the following contents:

1. Team Member Name2. Project Name3. Stage Name4. Reporting date5. Reporting Period Start Date6. Reporting Period End Date

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7. Accomplishments for the period: these should be major accomplishments (for example, reaching key milestones, delivering key components)

8. Plan vs. Actual: Summary of actual progress against plan9. Issues and Actions: Any issues about the person's schedule

or the project in general that present heightened risk for the project. When possible, suggested actions should be submitted to provide the manager with alternatives for solutions related to the issue.

10. Planned Activities for the Next Reporting Period.iii. POC Administrator post Timeiv. Project Manager:

1. Review the effort expended by the team against scheduled activities.

2. Review the latest estimates for completing current activities and determine if the project is still on schedule.

3. Determine if the stage is out of the tolerance levels for progress agreed with the Project Board.

4. Decide if corrective action is needed, even if the stage is still within the agreed tolerance levels. Determine the corrective action and adjust the project schedule accordingly. If it is clear that the action needed will impact stage tolerance, the stage should be considered as out of tolerance.

5. Add activities to the Project Schedule from the stage schedule and assign team members to carry out the new activities.

6. Prepare a summary of accomplishments, new issues, status of open issues, and activity for the next four weeks. Note that activity for the next period may include new activities and/or changed resource assignments.

7. As a result of reviewing the stage status and analyzing problems, corrective action may be required.

b. Conduct Team Checkpoint Meeting Weekly:i. The Checkpoint should be conducted as a brief, structured meeting.ii. Communicate information to the team that can't be communicated in

a less time-consuming way. Face-to-face communication of critical information allows the team to ask questions and discuss issues so that there is less chance for misunderstanding.

iii. Communicate priorities related to changes to the Project Scheduleiv. Discuss issues pertinent to the team and make decisions about how

to proceed.v. Review status of open issues and determine any further action

required on these issues.vi. Review the status of any outstanding quality reviews. vii. Review any new Change Requests, and add activities to the project

schedule to analyse or action changes.

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viii. Review accomplishments that bring credit to the team and individuals. Also, communicate positive feedback from sources outside the team (for example, the project board or business).

c. Follow up Team Checkpoint: i. Produce an updated version of the Project Schedule in Project

Engineer, Schedule with Project Planner. Updates to the Project Schedule can be:

1. activities marked as complete2. change to expected completion date for an activity3. change in team member assignments to an activity4. additional activity added from an analysis of the current state

of the project5. additional activity added to address an open issue6. additional activity added to complete a quality review7. additional activity added to analyze or action a Change

Request.8. activity taken from the stage schedule, because the activity is

now in the Project Schedule scheduling window.ii. Re-assess cost and completion estimates for the stage.iii. Prepare a checkpoint report and/or a management highlight report,

as required by the progress control procedures and distribute as appropriate.

iv. POC Administrator Creates time for the next Reporting Period and informs all Resources when Time Reporting can commence in ADVisor.

4. Progress reporting to the Project Board and IS Projects Officea. Occurs monthly with the Project Board (Project Sponsor, Customer

Representatives, Technical Representatives, Project Manager and invited guests.

b. Prepare for Project Board Checkpoint:i. Review the project progress since the last Project Board checkpoint

review (or Stage End Assessment).ii. Determine the highlights that need to be reported to the Project

Board.iii. Prepare an agenda for the Project Board Checkpoint Review.iv. Arrange and schedule a meeting of the Project Board.v. Prepare any presentation or other material required for the Project

Board Checkpoint Review.vi. Compile the Project Board Progress Report (See Appendix 24:

Project Board Progress Report):1. Project Manager Name2. Project Name3. Stage Name4. Current date5. Reporting Period Start Date (Day after last Reporting Period

End Date)

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6. Reporting Period End Date7. Project Metrics. A summary of specific measures key to the

board:a. Planned Completion Dateb. Planned Effortc. Actual Effortd. Planned Budgee. Expended Budget. f. Accomplishments for the reporting period: these

should be major accomplishments (for example, reaching key milestones, delivering key components)

g. Plan vs. Actual: Summary of actual progress against plan

h. Issues and Actions: Any project issues that require decisions by the board. When possible, suggested actions should be submitted to provide the board with alternatives for solutions related to the issue.

i. Planned Activities for the Next Period.j. Outlook for the next period: A projection of

accomplishments for the next period.vii. Decide if any information should be distributed with the Project Board

Progress Report.viii. Distribute The Project Board Progress Report ahead of the meeting.ix. Prior to conducting the Project Board checkpoint review, prepare the

following:1. Updated project plan.2. Proposed changes to project/stage teams3. Summary of project/stage status

c. Conduct Project Board Checkpoint:i. Conduct the Project Board Checkpoint Review following the prepared

agenda.ii. Communicate information to the board that can't be communicated in

a less time-consuming way. Face-to-face communication of critical information allows the board to ask questions and discuss issues so that there is less chance for misunderstanding.

iii. Discuss issues pertinent to the board and make decisions about how to proceed.

iv. Review status of open issues and determine any further action required on these issues.

v. Review any new Change Requests, and add activities to the Project Schedule to analyse or action changes.

vi. Review accomplishments that show the project is progressing as planned.

d. Follow-up Project Board Checkpoint:i. Record the decisions made by the Project Board and take any

appropriate action.

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ii. In some cases, there will be a series of additional project activities that are required to address the Project Board's requirements.

iii. Review the overall project and stage plans and identify any changes that are required.

iv. If the section of the plan that requires change is subject to change management, follow the change management procedure.

v. If the sections are not subject to change management, update them and distribute to appropriate members of the Project Organisation.

vi. Update Project in Project Engineer and schedule with Project Planner.

5. Progress reporting to the Project Steering Committee (PSC)a. Prepare for PSC

i. Complete Presentation Slides per Projectii. Distribute to IS Projects Office Manageriii. Review with IS Projects Office Manager

b. Conduct PSC Meetingi. IS Projects Office Manager conducts PSC Meetingii. Project manager attends and clarify any issuesiii. PSC Decisions are minutes

c. Follow-up PSC Meetingi. Update Project Plans with Decisionsii. Inform Project Team Members

6. Complete the Progress Control Procedure Appendix in the Project Plan. See Appendix 6: Project Plan, with the above procedures.

Task PM.PIP.06.050: Customise Problem Reporting Procedures

1. Review IHD Problem Reporting System on HEAT2. Review the Change Control Procedure3. Customise as appropriate for the project level problem reporting requirements.4. Determine the appropriate project milestones to complete root cause analysis for a set of

Problem Reports. This provides the opportunity to detect and correct process problems during a project.

5. If a corporate problem reporting mechanism has not been established, add the Problem Reporting Mechanism kernel of activities to the Project Template so that the appropriate tasks may be added to the Stage Schedule to build one.

6. The end result of a problem report is a change request, therefore, one form is often used to document both problems and changes (See Appendix 7: Problem Report/Change Request Form). However, additional information is collected about reported problems. It is important to capture root cause of the problem. Through structured analysis of the process used to develop the defective product, information is gathered to correct the defective process, thus preventing the same problems/defect from reoccurring. Therefore, it is important to collect root cause analysis information for each problem identified.

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Task PM.PIP.06.060: Customise Issues Management Procedures

1. Identify the types of issues that may arise on the project (e.g., project scope, technical, resource, planning, or scheduling).

2. Define a mechanism to resolve them. Issue Management must include the following:a. Definition of the issue form (See Appendix 27: Issue Form.) It must contain

the following information:i. Issue Name. A unique, descriptive name that will readily identify the

issue.ii. Issue Description. A full description of the issue. It may be phrased

as a question, thus inviting an answer. iii. Originated by. Name(s) of the people who identified the issue.iv. Potential Impact. Description of the potential impact that the Issue

could have on the project. This may include rough estimates of time and effort impacts that the Issue may have.

v. Priority. An indication of the urgency of the issue. Possible priorities are:

1. Stage stopper - the issue must be resolved for work to continue on the current stage

2. Project stopper - the issue must be resolved by the end of the current stage for work to continue on the project

3. Low - the issue has little impact on the project at the moment, but could become more important if it is not resolved

4. Interesting - it would be interesting to know more about this issue, but we do not want to expend too much effort on it

5. Not an issue - the project team is already aware of the issue, and has addressed it in the project and stage plans

6. Irrelevant - the issue does not affect the project in any way. It is a non-issue

vi. Date Originated. Date the issue was identified.vii. Status. The current status of the issue. Possible values are:

1. Unassigned 2. In Progress 3. Escalated to Project Board 4. Resolved 5. Closed (did not need to be resolved)

viii. Resolution Owner. The individual responsible for the resolution of the issue.

ix. Proposed Resolution. A narrative description of the proposed resolution of the issue.

x. Target Date for Resolution. The date by which a resolution is required.

xi. Resolution. A narrative description of the current status of the issue, how the issue was resolved, and any subsequent actions.

xii. Resolved by. The individual(s) who actually resolved the issue.

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xiii. Date Resolved. The date the issue was last worked on, and the date it was resolved.

b. Definition of the Issue Log. (See Appendix 28: Issue Log) The Issue Log is a summary of the Issue Form and shall contain the following information:

i. Issue Name. A unique, descriptive name which will readily identify the issue.

ii. Originated by. Name(s) of the people who identified the issue.iii. Priority. An indication of the urgency of the issue. Possible priorities

are:1. Stage stopper - the issue must be resolved for work to

continue on the current stage 2. Project stopper - the issue must be resolved by the end of

the current stage for work to continue on the project 3. Low - the issue has little impact on the project at the

moment, but could become more important if it is not resolved

4. Interesting - it would be interesting to know more about this issue, but we do not want to expend too much effort on it

5. Not an issue - the project team is already aware of the issue, and has addressed it in the project and stage plans

6. Irrelevant - the issue does not affect the project in any way. It is a non-issue

iv. Date Originated. Date the issue was identified.v. Status. The current status of the issue. Possible values are:

1. Unassigned 2. In Progress 3. Escalated to Project Board 4. Resolved 5. Closed (did not need to be resolved)

vi. Resolution Owner. The individual responsible for the resolution of the issue.

vii. Target Date for Resolution. The date by which a resolution is required.

viii. Date Resolved. The date the issue was last worked on, and the date it was resolved.

ix.c. Logging of issues:

i. Identify Project Issue1. Identify, log and describe an issue that is thought to affect

the project.2. Any person in the Project Organisation should be allowed to

raise an issue. 3. If you are using a Groupware tool, such as HEAT, it should

be possible to view the Issues Log automatically. If you are using a manual, or semi automated system, one person should be responsible for collating the forms and maintaining

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the Issues Log. This is usually a responsibility of the Planning Coordinator or Project Manager

4. The following items should be completed on the Issues Form when an Issue is raised:

a. Issue Nameb. Issue Descriptionc. Originated byd. Potential Impacte. Date Originated f. Status g. Proposed Resolution

d. Assess impact of Issue.i. Assess the impact of the issue on the project and assign a priorityii. Consider the following potential impacts on the project in assessing

the issue:1. Scope of the project2. Project risks3. Quality of final product of the project4. Quality of intermediate products5. Affect on stage schedule6. Affect on project schedule7. Affect on project resources8. Affect on project budget9. Affect on project benefits

iii. Determine if the issue is within the scope of the project, and if it is not, decide if the scope should be extended.

iv. Estimate any additional work required to address the issue. If the Issue does not affect the Project, the Issue can be marked as closed. It is useful to keep these Issues on the list, so that it is clear that the Issue was identified and assessed.

v. If the issue requires effort, determine an approach to resolve the issue.

vi. Allocate any resources required to resolve the issue, and schedule the resources to do the work.

vii. The Project Manager will usually prioritise Issues and decide what actions to take. Team members should be encouraged to define ideas on how to resolve issues.

viii. Update the issue log with the following information:1. Potential Impact. A description of the potential impact that

the Issue could have on the project. This may include rough estimates of time and effort impacts that the Issue may have.

2. Priority. The priority assigned to the Issue.3. Status. The status should be updated to In Progress or

Closed.4. Owner. The individual responsible for the resolution of the

issue.

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5. Proposed Resolution. A narrative description of the proposed resolution of the issue.

6. Target Date for Resolution. The date by which a resolution is required

e. Monitor progress in resolving the issue.i. The resources assigned to the Issue should resolve the issue.ii. The Issues Log should be reviewed at the team's regular checkpoint

meetings. The people responsible for resolving issues should describe their progress. If the Issue has been resolved, the resolution details should be recorded on the Issues Form and the status updated to Resolved.

iii. In some cases, the Project Manager may not have suitable authority to resolve an Issue. In this situation, the Issue should be escalated to the Project Board. It may be necessary to hold a special Project Board meeting to review the Issue.

iv. Each Issue should be monitored until it is resolved. Resolution means that the Issue is no longer a threat to the project.

v. The Issue Form should be updated as follows:1. Potential Impact. May be updated during resolution,

depending on further information that may be obtained. 2. Priority. May be updated during resolution, depending on

the progress in resolving the issue.3. Status. The status should be kept up to date until the Issue

is resolved.4. Owner. The individual responsible for the resolution may

change, especially if the Issue is escalated to the Project Board.

5. Proposed Resolution. This may be revised while the Issue is being resolved.

6. Target Date for Resolution. This may be revised while the Issue is being resolved. If possible, a record of target dates should be retained.

7. Resolution. This should be completed when the Issue is resolved.

8. Resolved by. This should be completed when the Issue is resolved.

9. Date Resolved. This should be completed when the Issue is resolved.

f. Communication and escalation of issuesi. Make the Issue log and Issue forms available to all Project Members

either by using HEAT an/or in Harvest Change Manager.ii. Issues that will have an impact on the Project Cost, Time,

Requirements and scope that can not be authorised by the Project Manager must be escalated to the Project Sponsor for resolution

3. Update the Issue Resolution Procedure in the Project Plan. (See Appendix 6: Project Plan)

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Task PM.PIP.06.070: Customise Cost Control Procedures

1. Determine the mechanisms to be used to monitor project costs. Project cost management includes the processes required to ensure that the project is completed within the approved project budget.

2. The Cost Control Procedures describes how cost variances will be managed (e.g. different responses to major problems than to minor ones). The Cost Control Procedures may be formal or informal, highly detailed or broadly framed, based upon the needs of the project stakeholders.

3. Ensure that the relevant IHD Finance Department SOP’s are adhered to, specifically:a. Policies and Procedures for Capital Expenditureb. Accounting Policies, Controls and Proceduresc. PF04 - Policy Regarding General and Year End Accountingd. F24 - Accounting Procedures for Fixed and Leased Assetse. F03 - Signature Approval / Authority Limits to Committing Company Fundsf. F01 - Trading with and Paying of Suppliers/Creditors.

4. Project Costs consist of the following:a. All costs in a project is capitalised even if it is OPEX.b. Variable costs. These include labour measured in hours (IHD internal staff

and outsourced staff) and material costs measured in units assigned:c. Fixed costsd. The project costs will then be depreciated when the project is completed and

the project sponsor start getting benefit from the main project deliverable.5. Cost control process:

a. Monitor Cost Performancei. Detect Changes from various performance reports:

1. Team Progress Reports2. Actual values on Timesheets using iTime3. Schedule against last approved baseline 4. Accounting Variance Reports supplied by Finance or from

Delta I.5. Project Planner Reports.6. Price Quotations from suppliers for resources7. Change Request Impact Analysis

ii. Compare against Project Cost Baseline – the last approved Project Budget (See Appendix 6: Project Plan).

iii. Understand variances (negative and positive)iv. Document Variance Reasons

b. Prevent incorrect, inappropriate, or unauthorised changes from being included in the cost baseline:

i. Before procurement:1. Obtain quote2. Choose best quote3. Requisition an Order:

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a. Complete an Order Requisition Form (See Appendix 29: IHD Order Requisition Form)

b. Attach the relevant Project Budget page from the Project Plan to the Order Requisition and indicate on the Project Budget where the Project Cost will be incurred.

c. Project Manager requests by signing after “requested by”.

d. IS Projects Office Manager signs.e. Cost Centre Manager signs if different from the IS

Projects Office Manager.4. If item to be procured is a CAPEX item:

a. Complete the IHD Asset Procurement Authorisation Form – Forms FA 6 (See Appendix 30: IHD Asset Procurement Authorisation - Form FA 6):

b. Attach to Order Requisition Formc. Project Manager requests by signing after

“requested by”.d. IS Projects Office Manager signs.e. Cost Centre Manager signs if different from the IS

Projects Office Manager.f. Relevant Executive signsg. Chief Executive Officer signs

5. Submit Order Requisition (with Asset Procurement Authorisation if necessary) to Finance:

a. Procurement assign an Purchase Order Number b. Finance place order

6. Record Purchase Order Number against Project Budget Cost Item.

ii. After delivery of procured item. That includes equipment, material or a deliverable after a Review as been performed.

1. For equipment (it includes project defined deliverables) and material:

a. Review deliverablesb. Project Manager check that the correct items has

been received2. For Labour:

a. Project Manager review printed timesheets from iTime for external, outsourced labour resources.

b. Project Manager sign timesheetsc. IS Projects Office Manager signs timesheets.d. Cost Centre Manager signs timesheets

3. Project Manager signs Supplier Invoice4. IS Projects Office Manager signs Invoice5. Cost Centre Manager signs Invoice

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6. Record Supplier Invoice Details against Purchase Order Number

iii. After a cost variance. Obtain approval for cost variances if tolerance is exceeded from Project Board or Project Steering Committee. Authorise all Costs for the Project:

iv. Project Accounting Coordination:1. Finance performs accounting function2. Project manager must schedule regular meeting to

coordinate Accounting entries with the Project Budget actual Costs.

c. Record approved cost changes accurately against baseline:i. Update Resource in POC with new cost. That includes equipment,

material and labour.1. Labour. Add new Bill Rate with start and end dates in POC2. Material: Add new Bill Rate with start and end date in POC3. Equipment: Change Bill Rate to new cost

ii. Update Finance about approved cost changesd. Inform appropriate stakeholders of authorised cost changes.

i. Follow the Exception Management procedure if there is a cost exception out of the agreed cost tolerance.

ii. Communicate Change Request Impact if there is a cost implication.iii. Update costs in Project Planner, POC and Project Engineer to make

it visible in ADvisor.iv. Report the following in Project Board Progress Reports, Stage

Reports and Project Steering Committee progress:1. Cost Baseline.2. Actual and committed costs3. Variance4. Forecast - Estimate at Completion (EAC). Can be one or a

combination of:a. Current estimates are fundamentally wrong. EAC =

Actual Cost to date + New estimate for all remaining work.

b. Current estimates are not typical and will not re-occur. EAC = Actual Cost to date + remaining budget.

c. Current variances are typical of future variances. Actual Cost to date + remaining budget modified by a performance factor.

e. Take corrective action to bring project back within acceptable cost tolerances:i. Reduce scope of projectii. Increase productivity of labour resourcesiii. Renegotiate costs with suppliers.iv. Procure alternate resources form alternative suppliers.v. Sacrifice Quality of Productvi. Reduce number of resources (Labour and Material)

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vii. Reduce effort to perform an activityviii. Crash project. Decrease the total duration of a project.

f. Before IHD Financial Year end (December):i. When a Project Schedule spans across a financial year-end, accrue

for Project Costs not spent in a financial year to be spent in the next financial year.

ii. Involve Financeg. After Project Sign-off:

i. Transfer depreciation of CAPEX Items to the relevant Line Function Cost Centres.

ii. The date depreciation starts equals the go-live date of the project’s main deliverable.

iii. Involve Finance.6. Update the Project Plan (See Appendix 6: Project Plan) with the Cost Control Procedure

for this project.

Task PM.PIP.06.080: Define Exception Management Procedures

1. Identify the tolerances on the project plan that will be accepted before the Project Board is automatically alerted. Tolerance is the level of deviation from the project plan the Project Sponsor will accept before being notified. Establish Tolerances for:

a. Actual cost vs. Estimated costb. Actual effort vs. Estimated effortc. Actual time vs. Elapsed time (duration)d. Actual resource availability vs. Planned availabilitye. Actual product quality vs. Standard quality

2. The inner and outer limits of tolerance are usually expressed as a plus/minus percentage on the planned completion date. Tolerance constitutes the authority level, or amount of discretion that is given to the Project Manager

3. Define the procedures for dealing with exceptions. Exceptions are any major variation (exceeding the established tolerance levels) from the project plan that requires action from the Project Board.

4. The exception management procedure is as follows when an exception should occur (i.e. one of the tolerances are exceeded):

a. Analyse Cause of Exception Situation. Analyse the causes for the project being out of tolerance and identify options for getting the project back on plan. There are a number of reasons the project can be out of tolerance:

i. Resource availability1. Excessive non-effective time2. Unscheduled activities

ii. Performance1. Motivation/Commitment2. Higher learning curve than expected3. Skill levels4. Ineffective process/tool

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5. Quality of workiii. Activities

1. Unrealistic estimates2. Dependencies (either within the project or external)

iv. Quality of productsv. Lack of business partner involvement

b. Create Exception Plani. Review the options for getting the project back on planii. Decide if there is a clear course of action that should be takeniii. If there is a single course of action, prepare a plan based on this

option for recommendation to the Project Boardiv. If it is not clear what option should be taken, prepare an analysis of

the options for the Project Board together with an outline exception plan for each option.

v. An exception plan should contain:1. Short term schedule of activities required to get the project

back on track2. Analysis of the impact of the exception situation on the

project in terms of:a. Costb. Resource Requirementsc. Time Lined. Revised Business Case

3. Recommended changes toa. Project Scopeb. Overall Project Schedulec. Project Organisationd. Project Budget

c. Prepare for Exception Assessmenti. Arrange a project assessment meeting of the Project Board to decide

what course of action to take on the projectii. Prepare an agenda and any presentation material that will be

required to present the cause of the exception situation and the resulting exception plan(s) to the Project Board in order for them to make a decision

iii. If possible, decide on a recommendation for the Project Boardd. Conduct Exception Assessment

i. Conduct the Project Assessment meetingii. The Project Board should make a decision on how to proceed with

the project that the Project Manager and Project Team can followe. Follow-up Exception Assessment

i. Record the decision made by the Project Board.ii. Take the appropriate action.

1. In most cases, this will be a series of additional project activities that are required to address the causes of the out of tolerance situation.

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2. Review the overall project and stage plans and identify any changes that are required

3. If the section of the plan that requires change is subject to change management, follow the change management procedure

4. If the sections are not subject to change management, update them.

5. Update Project Engineer, POC and Project Planner.6. Communicate and distribute to appropriate members of the

Project Organization.5. Complete the Exception Management Appendix in the Project Plan (See Appendix 6:

Project Plan) and add the Tolerance levels.6. Set the tolerance levels in ADVisor.

a. Login to ADVisor.b. Click on Project Website/Preferences/Organizationc. Set Tolerance level for:

i. Budgetii. Effortiii. Schedule

Task PM.PIP.06.090: Define Other Project Controls

1. Identify additional procedures as required to control the project2. Revise any corporate procedures for the project as necessary3. Identify the means for managing requirements on the project. Requirements

Management defines how the agreed requirements of a project will be managed. Requirements provide the basis for defining the project and validating the completed solution through testing and other quality activities. The process templates support requirements management by defining activities that include

i. Users' heavy participation in project activities through the use of the Interactive Development technique

ii. Baselining of requirementsiii. Completion of a Requirements Traceability matrix as a part of Stage

End Assessment for each project to provide product validationiv. Customer approval/signoff at each Stage End Assessment

4. Define the Procurement Management Plan. This may be a collection of procedures from IHD Purchasing department.

5. Customize the IHD Subcontractor Management Plan. a. Once a contractor is found, a documented agreement covering the technical

and non-technical (e.g., delivery dates) requirements is established and used as the basis for managing the subcontract.

b. Part of the documentation should be a plan for the work and quality standards and procedures.

c. If a corporate subcontractor management plan does not exist, insert the kernel concerning Subcontractor Management.

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6. Complete the relevant Appendices in the Project Plan (See Appendix 6: Project Plan)


1. Review each product using the Inspection Review Technique and Change Control Procedures:

a. Exception Management Proceduresb. Tolerance Parametersc. Quality Pland. Configuration Management Plane. Baselining Proceduresf. Configuration Item Relationshipsg. Problem Reporting/Change Request Proceduresh. Issue Resolution Proceduresi. Communication Planj. Progress Control Proceduresk. Cost Control Proceduresl. Any other procedures defined.

2. Compile the above component products into the Parent Product - Project Control Procedures.

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Step PM.PIP.07: Project Initiation and Planning Stage Assessment

To

document the results of the Project Initiation & Planning stage and to have the results reviewed by management

in a way that

provides a comprehensive package of information from which a decision can be made

gains agreement on the Business Case for the project gains agreement on the scope of project gains agreement on the overall approach and schedule for the project gains agreement on the Project Organization gains commitment to making the necessary resources available for the project gains agreement to the approach and schedule for the next stage of the project gains agreement to the control procedures defined for the project provides a record of the project and stage plans for use in managing and controlling

the project if it gets authorization to proceed confirms that the Project Initiation & Planning stage is complete

so that

a decision can be made as to whether to commit to and authorize the project

Task PM.PIP.07.010: Complete Project Plan

1. Produce the Project Plan, using all the products created in previous steps.2. Prepare a Project Recommendation:

a. Analyse the business case for the project and prepare recommendations on whether/how to proceed for review by the Project Board

b. This information is summarized into the Project Recommendations section of the Project Plan. Based on the Business Case and the Risk Analysis

3. Revise the project schedule to include any activities identified during the previous tasks using Project Engineer, POC and Project Planner.

4. Check Project Plan package into Harvest Change Manager and promote to Draft State.

Task PM.PIP.07.020: Review Project Plan

1. Freeze the Project Plan for any further changes.2. Conduct an Inspection Review of the Project Plan, the major deliverable of the Project

Planning & Initiation Stage following the Inspection Review Technique.3. Apply any changes following the Change Control Procedure.

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Task PM.PIP.07.030: Prepare Stage End Assessment

1. Determine the recommendations to be made to the Project Board. 2. Gather the information the Project Board needs to make decisions. 3. Prepare any necessary briefing material.4. Prepare a PowerPoint Presentation.5. Prepare a brief Stage Report covering the work carried out during the Project Initiation &

Planning Stage. (See Appendix 25: Stage Report)6. Arrange and schedule the meeting. The Agenda must contain the following items:

a. Review Project Planb. Review Project Scopec. Review the Project Scheduled. Review the next stage planse. Review Project Control Proceduresf. Review the Project Organizationg. Review the Business Case h. Review and resolve issuesi. Make appropriate decisions to go ahead with project.

7. Distribute in advance materials, including agenda and Stage Report

Task PM.PIP.07.040: Conduct Stage End Assessment

1. Present the results of the Project Initiation & Planning Stage to the Project Board by following the prepared agenda.

2. Request approval to proceed with the Project. It may one of the following decisions:a. Refer to the Project Steering Committee for disposition.b. Approve and go aheadc. Approve on conditionally.d. Implement changes and present againe. Put Project on holdf. Cancel Project

3. Update the Project Plan and next stage schedule based on the decisions made by the Project Board.

4. Document approvals by requesting the signature of Project Board members.5. Decide, with the Project Board, whether or not to provide a presentation of the project to a

wider audience (e.g., in the form of a "Kick-Off" meeting). The audience would include additional business or IT groups that will be directly or peripherally involved in the project.

6. Distribute meeting minutes or other products (e.g., updated product baselines) to attendees.

Task PM.PIP.07.050: Complete Process Review

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1. Complete a Process Quality Assurance Review of the Project Initiation & Planning Stage to ensure required procedures were completed as required and approval to proceed with the project was obtained and documented.

2. Complete the Process Quality Inspection Checklist - Project Initiation & Planning Stage Assessment (See Appendix 26: Process Quality Inspection Checklist – PIP Stage Assessment)

3. Based on the results of the review, determine if a Problem Report/Change Request (PR/CR) form should be initiated on the process being audited. If appropriate, complete a PR/CR form to initiate process improvement activities. (See Appendix 7: Problem Report/Change Request Form)

4. Distribute the results of the review (Process Quality Assurance Checklist and any PR/CR forms) to the appropriate team members, the project manager, and the IS Projects Office Manager (in the role of Process Manager).

Task PM.PIP.07.060: Baseline Project Plan

1. Ensure that change requests (PRs/CRs) that were generated as a result of the inspection have been closed.

2. Ensure that the Project Plan (Major deliverable) has been approved.3. Freeze the project baseline.

a. Check in all the updated, final, components of the Project Plan package into Harvest Change Manager.

b. Promote the Project Plan Package to Final Status.4. Distribute the baseline to appropriate individuals/teams and to the Projects Office5. Create a new version of the baseline to use as a rolling baseline (objects can be checked

in/out without changing the baseline version) to support continued development of products.

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Stage PM.PCTL: Project Control

To

manage project work during a stage and prepare for the next stage

in a way that

controls project progress resolves any issues identified during the stage provides reports to management as defined in the stage schedule

so that

this stage can reach a successful conclusion and the project can progress to the next stage.

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Step PM.PCTL.01: Stage Management

To

start the project work on the stage

in a way that

gains agreement and commitment to the stage plan from the project team initiates the on going day by day planning of stage activities initiates the stage control procedures informs stakeholders what the project is about and how it is progressing

so that

the project team members can begin to work as a team for the success of the stage and project

Task PM.PCTL.01.010: Kick Off the Stage

1. Acquire new resources for the Project Team. These can be both human and non-human resources.

2. Ensure project Team Members are trained according to Project Training Plan3. Organise physical resources for the Project Team members:

a. Office spaceb. Equipment:

i. Computer with accessii. Printer with access

c. Telephone serviced. Suppliese. Services:

i. Login to IHD LANii. Outlook iii. MS Officeiv. ADVisorv. Access Cards

4. Define Commitment Calendars by creating time in POC for project members to be able to capture actual effort in iTime.

5. Brief Project Team using the Project Pitch, a PowerPoint Presentation. Cover the following items:

a. Define the overall Projectb. Current Statusc. Detailed plans for current staged. Introduce participants who may come from different parts of IHD or are from

external suppliers

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e. Establish expectations related to control procedures (quality, progress, issues, change)

f. Gain commitment from the project team membersg. Establish visibility for the project and teamh. Build moralei. Documentation required to perform activities

Task PM.PCTL.01.020: Monitor Project Progress and Cost

1. Because no project goes exactly as planned, it is important to monitor the degree to which the plan is being followed, and to take appropriate action if the project is deviating significantly from the plan.

2. Apply the Progress Control Procedures that were defined during the Project Initiation & Planning stage. These procedures cover day-to-day progress tracking of the team, up to Project Board, IS Projects Office and Project Steering Committee reporting:

a. Time Reporting. Ensure Project members complete and save Timesheets daily using iTime.

b. Team Checkpoint Meetings - Weekly:i. Collect Team Progress Reports ii. Review Project Progressiii. Schedule weekly Team Checkpoint Meetingsiv. Conduct weekly Team Checkpoint Meetingsv. Follow up Team Checkpoint Meeting and update Project Engineer, POC

and Project Plannervi. Produce & distribute weekly Project Checkpoint Report

c. Project Board Checkpoint Meetings – Monthly:i. Prepare for Project Board Checkpoint – write Project Board Progress

Report (See Appendix 24: Project Board Progress Report)ii. Conduct Project Board Checkpointiii. Follow-up Project Board Checkpoint

d. Project Steering Committee Meetingsi. Prepare for PSCii. Conduct PSC Meetingiii. Follow-up PSC Meeting

3. Monitor project costs by following the Cost Control Procedures detailed during the Project Initiation & Planning stage to ensure that the project is completed within the approved budget.

4. When any of the stage tolerances are exceeded, the stage manager should carry out the activities in the Manage Exception Situations task and the associated technique to regain control of the project.

Task PM.PCTL.01.030: Identify and Resolve Issues

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1. Issues can arise at any time and can come from any source. An issue is a matter of concern which creates a barrier to the progress of the project. The resolution of an issue can impact any aspect of the project, including scope, costs, benefits, risks, project organization, estimates and schedule. The goal is to prevent issues from having an adverse affect on a project.

2. Often, issues are identified during checkpoint reviews. Some may have a bearing on the project, and some will be of little consequence. Any issues that arise should be evaluated and dealt with as efficiently and effectively as possible. An issue can often linger on, even after it has supposedly been resolved, so it is important to track issues to complete resolution.

3. Carry out the procedure described in the Issues Management technique:a. Identify Project Issueb. Log Issue

i. Complete Issue Form (See Appendix 27: Issue Form)ii. Complete Issue Log (See Appendix 28: Issue Log)

c. Assess impact of Issue.d. Monitor progress in resolving the issuee. Communicate issuesf. Escalate issues

Task PM.PCTL.01.040: Communicate and Market Project

1. Communicate and market the project to the organisation applying the Project Communications Plan (See Appendix 22: Project Communication Plan). This may take several forms, and being prepared is the best attack.

2. Update the Project Pitch (PowerPoint Presentation). For times when a quick presentation about the project is needed, present the Project Pitch. This is a short presentation, usually two to five power point slides that generally explains the high points of the project. The best source of information is the Executive Summary in the Project Plan.

3. Prepare an "Elevator Speech" for the project in PowerPoint. This speech is a very quick look at the project. Prepared ahead of time, this speech is wonderful for when senior management asks what you're working on. In this speech, cover the following:

a. what the product doesb. who it's forc. what the benefits ared. why it's unique

4. Market the Project regularly by using:a. Emailb. Project Newsletterc. IHD Newsletter

5. Make the Project available in ADVisor for Project Stakeholders to access and see:a. Create Stakeholder in POC as a resource.b. Provide URL to Stakeholders: http://lp-db2-01/advisor3/AdvServicec. Let Project Stakeholders view the Project Details on ADVisor.

http://lp-db2-01/advisor3/AdvService

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Task PM.PCTL.01.050: Execute Change Control Procedures

1. Change is inevitable in any project. Change Requests may be submitted for a variety of reasons:

a. New business requirement b. New legislationc. Changes in the businessd. Resolution of an issuee. A problem that must be solvedf. Different thinking about the product

2. Apply the Change Control Procedures in the Project Configuration Management Plan (See Appendix 20: Project Configuration Management Plan)

a. Informal change control is applied during a product's early development. This informal change control is referenced/used by the Walkthrough Review technique and serves to ensure that the development of the product can quickly evolve without unnecessary delays

b. Formal change control should be applied to a product that has evolved to a more stable point in its development and is reviewed using the Inspection Review technique. The Inspection Review technique includes a formal quality review; and after approved changes are implemented, establishes an approved product baseline

c. Log all problems following the Problem Reporting Procedure3. Formal Change Control:

a. Document Request for Changei. Document both problems and enhancements on the standard Change

Request/Problem Report form. (See Appendix 7: Problem Report/Change Request Form).

ii. Update the Change Request Log with a reference to the new Change Request/Problem Report. (If using an automated change request system, this is done automatically by the system.)

iii. Change Request/Problem Report forms are only used to document requests to base lined products

b. Analyze Impacti. Assign the Change Request/Problem Report to a team member for

analysis to promote better understanding of the request. This analysis may determine that due to a misunderstanding or user error, the request should be recommended for disapproval

ii. If so, stop here and submit a recommendation to the Change Control Board for disapproval of the request

iii. If the request is valid, complete a detailed analysis of the real and potential impacts of implementing the request.

1. Assess the impact of the potential change, taking into account business, customer and technical impact.

2. Identify changes required to any baseline products and estimate the effort required to make the changes.

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3. Identify changes required to current work, and estimate the additional effort required to incorporate the changes

4. Identify changes required to scheduled work and estimate the change in effort resulting from the change.

5. Identify any changes to other parts of the Stage and Project Plans that may be needed if the change is actioned.

iv. Review or assign a Severity level to the request (the originator of the request may have assigned a severity level, but this may need to be modified based on the analysis of the request). A suggested set of severity levels are:

1. Critical2. High3. Medium4. Low

c. Submit For Change Control Board (CCB) Disposition and Implementationi. All Change Requests and Problem Reports must be reviewed and

approved by the Change Control Board (CCB). The CCB will determine whether the request is

1. approved2. approved with modifications3. disapproved

ii. Ensure that the right individuals (e.g., the originator of the request, the product developer, appropriate management, quality assurance) attend the CCB meeting where the request will be reviewed and dispositioned.

iii. Confirm and update if necessary, the Severity rating for each PR/CR. The Severity rating is used to assist in prioritization and grouping of PR/CRs with the appropriate development iteration/release where it should be implemented

iv. Log the disposition of the request in the Change Control Logv. Submit approved requests through the normal technical channels for

implementationd. Log Implementation Status

i. Modify the Status field of the Change Request/Problem Report as it is completed:

1. In progress2. Fixed

ii. Log the specific Configuration Items (CI’s) that were added, changed or deleted

iii. Log the product release/version number the in which the change will be implemented

e. Close Change Requesti. Modify the Status field of the Change Request/Problem Report as it is

closed out:1. QA approved2. Originator Approved

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ii. Log Closure Date as the date change was QA approved. (This date will be the date testing/QA approves the product baseline which implements the change.)

iii. Contact the originator to ensure they are happy with the implemented change.

4. Informal Change Control:a. Document Individual Comments/Requests

i. Requests may be documented during an Interactive Review Meeting where the product is reviewed/ exercised during the meeting. In the case of an electronic prototype, some exercising of the prototype may take place by reviewers after the meeting, on an individual basis, for a limited time period (1 week). The following documentation guidelines can be used to document comments/requests collected via either type of review

ii. Document problems and enhancements in a list format via e-mail or via documents created in a word processor. Provide ample identification and description of the problems and enhancements in the product being reviewed

iii. Send comments/requests to the Review Facilitatorb. Summarise Comments/Requests

i. Post individual review comments/requests where they can be accessed by all reviewers (e.g., common server directory).

ii. Roll all comments into a Walkthrough Report (See Appendix 8: Walkthrough Report).

iii. Collect Rough Order of Magnitude (ROM) estimates for each requestiv. Identify type of request (e.g., defect, enhancement).v. List actions required to implement each requestvi. Distribute summary (Walkthrough) report to all reviewers and other

appropriate team members and managementvii. Schedule analysis and dispositioning of comments/requests

c. Analyse and Disposition Review Comments/Requestsi. Complete analysis of the comments/requests, noting impacts to other

evolving products and/or approved base lined products. Because an informal review is considered a part of the development process, comments/requests are less likely to "critically impact" the project and more likely to simply be used as additional information required to develop the product. However, care should always be taken to ensure that other products/objects that may be affected by the comment/request are identified and fully understood.

ii. Document the details/actions that need to take place to resolve each comment/request in the Walkthrough Report (See Appendix 8: Walkthrough Report)

iii. In a meeting format, or via electronic posting, work with the review team and quality assurance to agree on the disposition of each comment/ request. Using the same team, prioritise the comments/requests.

iv. Update the Walkthrough Report to reflect the disposition of each comment/request.

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d. Submit Summary Report for Implementationi. Submit the Walkthrough Report through the normal technical channels

for implementation.ii. Update the appropriate products and product specifications to reflect the

decisions made.e. Close Walkthrough Report

i. Ensure all comments/requests have been resolved by validating that the product's design or latest version reflects the comments/requests documented in the summary report

ii. Change the disposition of each comment/request to "resolvediii. Close the Walkthrough Report by documenting who approved the report

as officially closed and noting the closure date.

Task PM.PCTL.01.060: Manage Exception Situations

1. One aspect of the project control procedure is to monitor the progress on the project with respect to agreed tolerances. These tolerances are usually set in the areas of:

a. Costb. Timec. Quality

2. When an out-of-tolerance situation is identified as defined in the Project Plan, follow the Exception Management Procedure as specified in the Project Plan:

a. Analyze Cause of Exception Situation. Analyze the causes for the project being out of tolerance and identify options for getting the project back on plan. There are a number of reasons the project can be out of tolerance:

i. Resource availability1. Excessive non-effective time2. Unscheduled activities

ii. Performance1. Motivation/Commitment2. Higher learning curve than expected3. Skill levels4. Ineffective process/tool5. Quality of work

iii. Activities1. Unrealistic estimates2. Dependencies (either within the project or external)

iv. Quality of productsv. Lack of business partner involvement

b. Create Exception Plani. Review the options for getting the project back on planii. Decide if there is a clear course of action that should be takeniii. If there is a single course of action, prepare a plan based on this option

for recommendation to the Project Board

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iv. If it is not clear what option should be taken, prepare an analysis of the options for the Project Board together with an outline exception plan for each option.

v. An exception plan should contain (See Appendix 31: Exception Plan):1. Short term schedule of activities required to get the project back

on track2. Analysis of the impact of the exception situation on the project in

terms of:a. Costb. Resource Requirementsc. Time Lined. Revised Business Case

3. Recommended changes toa. Project Scopeb. Overall Project Schedulec. Project Organisationd. Project Budget

c. Prepare for Exception Assessmenti. Arrange a project assessment meeting of the Project Board to decide

what course of action to take on the projectii. Prepare an agenda and any presentation material that will be required to

present the cause of the exception situation and the resulting exception plan(s) to the Project Board in order for them to make a decision

iii. If possible, decide on a recommendation for the Project Boardd. Conduct Exception Assessment

i. Conduct the Project Assessment meetingii. The Project Board should make a decision on how to proceed with the

project that the Project Manager and Project Team can followe. Follow-up Exception Assessment

i. Record the decision made by the Project Board.ii. Take the appropriate action.

1. In most cases, this will be a series of additional project activities that are required to address the causes of the out of tolerance situation.

2. Review the overall project and stage plans and identify any changes that are required

3. If the section of the plan that requires change is subject to change management, follow the change management procedure

4. If the sections are not subject to change management, update them.

5. Update Project Engineer, POC and Project Planner.6. Communicate and distribute to appropriate members of the

Project Organization.

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Step PM.PCTL.02: Stage End Assessment

To

document the results of the current stage, prepare for the next stage, and have the results reviewed by management

in a way that

ensures requirements can be traced from stage to stage provides a summary of the work carried out in the stage identifies the tasks necessary to carry out the next stage of the project develops a detailed schedule and approach for the next stage of the project gains agreement on any revisions to the overall scope of project, approach, business

case, human/nonhuman resources, control procedures and schedule provides a record of the project and stage plans (for project management and control)

if authorization is given to proceed confirms that the stage is complete

so that

a decision can be made as to whether to commit to and authorise the project to proceed

Task PM.PCTL.02.010: Ensure Requirements Traceability

1. A requirements traceability matrix is needed to ensure that each requirement is fully met.2. Create a matrix that maps components from the previous stage to components in the

current stage to show how requirements can be traced from stage to stage, component to component, to the finished product.

3. Suggested mappings for a standard project:a. project scope to problem/requirements listb. problem/requirements list to solution-definition componentsc. problem/requirements list to test casesd. solution-definition components (prototype) to build (production) componentse. build components to application/system

Task PM.PCTL.02.020: Review Project Deliverables

1. Major Deliverables (products) require an Inspection Review, completed as a part of this task. The purpose of the Inspection Review is to verify the accuracy of the product by identifying any problems or defects

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2. Freeze the Stage’s Major Deliverables by checking into Harvest Change Manager and promote the package to Draft Status. The Major Deliverables will differ depending on the Project approach chosen. Refer to the Project MRI for list of Major Deliverables.

3. Perform Inspection Reviews on each Major Deliverable and apply the Change Control Procedure.

4. Problem reports or change requests (PRs/CRs) may be generated as a result of the inspection. Some of the PRs/CRs may be resolved immediately. If there are no requested changes as a result of the inspection, the product is held ready for the upcoming baselining activity.

5. All PRs/CRs must be resolved before approval.

Task PM.PCTL.02.030: Develop Schedule for Next Stage

1. Refine the step- and task-level activities for the next stage2. Include technical and management activities for controlling progress and change. 3. These include checkpoints, Project Board progress meetings, and stage assessments.4. Tune the work breakdown structure for the next stage based upon the scope, objectives,

and constraints of the project:a. remove unnecessary steps/tasksb. include additional steps/tasks to reduce risks

5. Determine the sequence of activities in the steps and tasks within the next stage to reflect activity dependencies. Define dependencies, and dependency type, between activities of the same level (e.g., step to step, task to task).

6. Review the customised WBS with the Process Manager and discuss the rationale for steps and tasks waived for the next stage.

7. Using estimating guidelines and metrics produce initial estimates for each step and task within the next stage. Tune these base estimates to reflect the actual circumstances impacting the project (level of expertise, skill type). Compare the aggregation of this bottom up estimates, to the previous estimates for this stage.

8. Using the estimates for the next stage, allocate specific resources (human). The allocation may be to activities and/or to roles and responsibilities within activities. Notify the IS Projects Office of any additional resources that will be required. This office has responsibility for providing resources to the project manager via Project Office Console.

9. Formally log all assumptions and issues identified.10. Update Project Engineer, POC and Project Planner.

Task PM.PCTL.02.040: Revise and Review Project Plan

1. Review the Project Plan applying the Walkthrough Review Technique.2. Review the overall Project Budget, and make changes based on the latest Project

Schedule.3. Review Risk Analysis and revise Risk Management Plan as necessary.4. Update the Business Case to reflect any changes in costs, benefits and risks for the

project.

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5. Review the resource requirements and update the Project Organisation accordingly.6. Review the latest statement of the project scope and ensure it still accurately reflects the

current status and plans for the project.7. Obtain input and commitment from all groups (e.g., testing, quality assurance,

development, etc.) that must support or implement the plan.8. Provide input to the IS Projects Office to ensure the Projects Portfolio database is current.9. Update the Project Plan where necessary.

Task PM.PCTL.02.050: Prepare Stage End Assessment

1. Determine the recommendations to be made to the Project Board2. Gather the information the Project Board needs to make decisions3. Prepare any necessary briefing material4. Create a Stage Report (See Appendix 25: Stage Report) covering

a. the activities performed in the stageb. the products created or updated in the stagec. the schedule for the next staged. the overall plan for the project

5. The report should be a compilation of the various products developed in the stage with covering narratives

6. Arrange and schedule the meeting7. Distribute advance materials, including agenda and Stage Report. The Agenda should

contain:a. Progress reportb. Actual vs. Estimates: resource, exceptionsc. Quality report (error rate, changes in control procedures)d. Change report (change requests, actions, rework)e. Issues (resolved, outstanding)f. Review of project scope, business case, project plans, project control procedures,

project organisationg. Future outlook; preview of the next stage plansh. Recommendations to the project board

Task PM.PCTL.02.060: Conduct Stage End Assessment

1. Present the results of the current Stage to the Project Board. Follow the prepared agenda.

2. Request Project Board approval to proceed. In making their decision, the Project Board must be satisfied that:

a. All appropriate activities, products and controls have been included; tolerances reflect the necessary level of control for the next stage

b. The nature and sensitivity of assumptions, prerequisites, and risks have been identified

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c. Roles and responsibilities are defined; required resources are realistic and available

d. Updated project plans conform to expectations for the next stage3. Document approvals by requesting the signature of Project Board members on the Stage

Report4. Minute the Meeting5. Distribute meeting minutes or other products (e.g., updated product baselines) to

attendees6. Provide the IS Projects Office with updated project information

Task PM.PCTL.02.070: Baseline Project Deliverables

1. Ensure that change requests (PR/CR) that were generated as a result of the Inspection Review of each Major Deliverable have been closed.

2. Ensure that each major deliverable has been approved.3. Freeze the project baseline.4. Distribute the baseline to appropriate individuals/teams and to the IS Projects Office5. Create a new version of the baseline to use as a rolling baseline (objects can be checked

in/out without changing the baseline version) to support continued development of products.

6. Transfer the baseline for the Project Schedule in Project Planner.

Task PM.PCTL.02.080: Complete Configuration Management Audit

1. Verify that all components of the project baseline are present and that there are no additional components/objects associated with the baseline that should not be there

2. Verify that product baselining and change control standards/procedures were followed3. Based on the results of the review activities, determine if a Problem Report/Change

Request (PR/CR) form should be initiated on the process being audited4. If appropriate, complete a PR/CR form to initiate process improvement activities.5. Distribute the results of the process review to the appropriate team members, project

manager, and the IS Projects Office Manager (in the role of the Process Manager). These are:

a. Process Quality Inspection Checklist (See Appendix 32: Process Quality Inspection Checklist - Configuration Management Audit)

b. PR/CR forms (See Appendix 7: Problem Report/Change Request Form)

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Stage PM.PCL: Project Closure

To

formally close the project

in a way that

establishes mechanisms for the continued development or improvement of the final product of the project

improves the standard process for this type of project updates the estimating model for this type of project

so that

the project resources can be re-deployed

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Step PM.PCL.01: Project Completion

To

complete all outstanding project work and determine the overall quality of the final product

in a way that

evaluates the product against the original objectives reviews outstanding project items resolves outstanding project items

so that

the overall project objectives can be met the project can be formally closed

Task PM.PCL.01.010: Prepare & Conduct Project Evaluation

1. Determine what form the final evaluation of the product should take. It could be:a. a meetingb. a quality reviewc. a questionnaire

2. Prepare material3. Distribute material4. Carry out the evaluation in the chosen way5. Determine if the project has been successful in relation to the original acceptance criteria6. Determine if the product does meet all requirements7. If the product does not meet requirements, identify the shortcomings and record them8. Determine if any of the shortcomings with the final product need to be addressed9. If there are any items that need action, decide on the best way of addressing the items.

Options include:a. do not close the projectb. define a follow-on projectc. initiate a maintenance process

10. Compile the Product Improvement Report (See Appendix 33: Product Improvement Report)

11. Distribute the Product Improvement Report.

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Task PM.PCL.01.020: Initiate Maintenance Process

1. If there is a need for on-going maintenance of the final product, a maintenance process should be initiated.

2. Establish a Maintenance Process if none exists.3. Compile a Maintenance Guide (See Appendix 35: Maintenance Guide) and distribute.4. Transfer current maintenance work to the Maintenance Organisation that must follow the

Maintenance Process.

Task PM.PCL.01.030: Close Outstanding Project Work

1. Review the Change Control log and close any outstanding items.2. Review the Issue Log and close any outstanding items.3. Review the Quality control log and close any outstanding items from completed quality

reviews.4. The project logs may be closed by transferring the items to a follow on project or to the

maintenance process.5. Produce personal assessments for all project team members.6. Close and store project files. This may require forwarding some documents to other parts

of IHD (e.g., contracts correspondence).7. Prepare the Risk Management Action plan on the final actions taken, for approval in the

project closure meeting. (See Appendix 15: Risk Management Action Plan).

Task PM.PCL.01.040: Prepare for Project Closure Meeting

1. Determine what needs to be accomplished in the project closure meeting.2. Decide who should attend.3. Arrange and schedule the project closure meeting4. Produce and circulate pre-meeting material (meeting notification, any required reading)5. Produce outline Project Closure Report (See Appendix 36: Project Closure Report) for

review at the closure meeting.

Task PM.PCL.01.050: Conduct Project Closure Meeting

1. Carry out the project closure meeting in the agreed way.2. Review the Risk Management Plan.3. Document how the project did in mitigating risks.4. Gain approval on closure actions.5. Revise the closure actions if they were not approved in the project closure meeting.6. Celebrate project success!7. Update Project Closure Report.

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Task PM.PCL.01.060: Review and Baseline Project/Deliverables

1. Freeze the Project Baseline. This creates a final "snapshot" of all products (project deliverables and product deliverables) that are a part of the project baseline.

2. If a major deliverable has been created and requires an Inspection Review, the review is completed as a part of this task.

a. The purpose of the Inspection Review is to verify the accuracy of the product by identifying any problems/defects. The end result of the review will be Problem Reports/Change Requests (See Appendix 7: Problem Report/Change Request Form) which may be resolved immediately. In this case, a new baseline is created after these changes have been implemented.

b. Complete the Inspection Report (See Appendix 37: Inspection Summary Report)c. Complete the Process Quality Inspection Checklist (See Appendix 38: Process

Quality Inspection Checklist)3. This final baseline is used to facilitate analysis of the project and processes used to

support the project4. Distribute the base lined products to appropriate individuals/teams and to the IS Projects

Office.5. Create a new version of the Project Baseline to use as a rolling baseline (objects can be

checked in/out without changing the baseline version) to support maintenance of project deliverables.

6. Transfer all Files in Harvest Change Manager to Round Table.

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Step PM.PCL.02: Product and Process Improvement.

To

examine the performance of the project and quality of the final product against the planned objectives

in a way that

identifies and captures metrics and factors that will improve the development process. captures product improvements to feed into the maintenance environment

so that

subsequent projects may learn from the successes and mistakes of this project effort

Task PM.PCL.02.010: Collect Project Feedback and Metrics

1. Capture feedback on the performance of the new application/solution and the process approach used. Take the following factors into account:

a. Content of Process Template usedb. Identification of applicable/inapplicable tasksc. Project management effectiveness (e.g., project control, organization,

communication)d. Effectiveness of development and testing toolse. Problems encountered and solutions effectedf. Factors causing deviation from plang. Achievement of intangible benefitsh. Planned vs. Implemented project scopei. Application quality (implemented application vs. Requirements)j. Technical performancek. Project team l. Operations staffm. Response and run timesn. Organizational impacto. User satisfaction with the delivered application

2. Use the following mechanisms may be used to gather feedback:a. Workshops b. Interviews c. Questionnaire

3. Everyone involved in the project should be considered a source and an appropriate mechanism used to solicit feedback. Include the following project Stakeholders:

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a. User managementb. User application operational staffc. Information systems management

4. Another source for feedback on the process approach/template used is data collected during the root cause analysis of product errors. For example, for each product error, the following questions should be answered:

a. During what task was the problem detected?b. What type of error is it?c. During whose process did the error initiate (prime/sub contractor)?d. During what Stage in the process did the problem initiate?e. During what Step in the process did the problem initiate?f. What control (quality) process (es) missed catching the problem/error?

5. Analyse the data collected using trend analysis techniques and identify problem process areas for process improvement analysis.

6. Root cause analysis of product errors should be completed throughout the development process, at appropriate milestones. Root cause analysis should be conducted as early as possible after a defect is found; however, to be most efficient, a modest backlog is required for each analysis session.

7. Update Project Closure Report with findings. Task PM.PCL.02.020: Collate and Analyse Metrics

1. Analyse project actual values and update the metrics database with project metrics and measures. Metrics and measures which may be collated and analysed include:

a. Additional/revised weighting factors in estimating guidelinesb. Additional/revised factors for risk analysis c. Defect ratesd. Productivity ratese. Application size (e.g., function points or lines of code)f. Actual effort versus estimated effortg. Resource usageh. Planned and actual budget utilizationi. Planned and actual resource utilizationj. Planned and actual schedulek. Steps/tasks where a large number of errors initiatedl. Control processes that missed catching a large number of errors m. Types of errors (with percentages) foundn. Tasks where a large number of errors were found

2. Identify any improvements required to:a. Estimating models.b. Risk analysis model.

3. Identify and analyse specific process activities that need improving to prevent defects on future projects. Use trend analysis techniques on root cause analysis metrics.

4. Perform an analysis of the process approach using the feedback and metrics collected. Based on analysis of metrics, determine:

a. Appropriateness of Process Template

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b. Identification of applicable/inapplicable tasksc. Project management effectiveness (e.g., project control, organization,

communication mechanisms)d. Accuracy of estimating guidelinese. Planned vs. Actual budget utilizationf. Planned vs. Actual resource utilizationg. Planned vs. Actual scheduleh. Factors causing deviationi. Problems encountered and solutions effectedj. Effectiveness of development and testing tools

5. Complete Problem/Change Request (See Appendix 7: Problem Report/Change Request Form) or Problem/Requirement List (See Appendix 5: Problem/Requirement List) where action is required.

6. Produce a Process Improvement Report that includes recommendations to the Process Manager on improving the process.

Task PM.PCL.02.030: Analyse Product Quality

1. Perform an analysis of the quality of the new application/solution using the feedback and metrics collected. Factors to be analysed include:

a. Achievement of tangible benefitsb. Achievement of intangible benefitsc. Planned vs. Implemented project scoped. Actual cost/benefits profilee. Application quality (implemented application vs. Requirements)f. Technical performanceg. Response and run timesh. Machine loading and resource utilisationi. Hardware configurationj. Software configurationk. Problems encountered and solutions effectedl. Organisational impact

2. Analyse not only the entire product, but also components of the product. It is possible that certain components of the product are of high quality, and should be submitted for use in the Reuse Library.

3. Produce a Product Improvement Report (See Appendix 33: Product Improvement Report) that will be fed into the maintenance process.

Task PM.PCL.02.040: Complete Process Review

1. Review the results of Product and Process Improvement to ensure that all processes have been completed according to IHD standards.

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2. Capture required information to enable improvement.3. Capture process in Project Engineer for use in Process Engineer4. Based on the results of the review, determine if a Problem Report/Change Request form

(See Appendix 7: Problem Report/Change Request Form) should be initiated on the process being audited. If appropriate, complete a PR/CR form to initiate process improvement activities.

5. Distribute the results of the review, Process Quality Inspection Checklist (See Appendix 39: Process Quality Inspection Checklist - Product & Process) and any Problem Report/Change Request Forms to the appropriate team members, the project manager, and the Process Manager.

4. Produce a Process Improvement Report (See Appendix)) that will be fed into the Process Improvement (SEPG) process.

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HISTORY

Issue Changes Date Issued Author

0.2 Working Document up to Task PM.PIP.06.060: Customise Issues Management Procedures

25 June 2002 Pieter Erasmus

0.3 Working Document completed (Without Appendices) for:

Project Initiation & Planning Stage

Project Control Stage

2 July 2002 Pieter Erasmus

0.4 Completed Working Document except Cost Control Procedure

Add Appendices

4 July 2002 Pieter Erasmus

0.5 Completed SOP 10 July 2002 Pieter Erasmus

1.0 Draft of SOP 502

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APPENDICES

Appendix 1: Project Charter

Appendix 2: Project Organisation

Appendix 3: Business Needs/Drivers

Appendix 4: Business Solution Document

Appendix 5: Problem/Requirement List

Appendix 6: Project Plan

Appendix 7: Problem Report/Change Request Form

Appendix 8: Walkthrough Report

Appendix 9: Risk Analysis Checklist for External Dependency Risks

Appendix 10: Risk Analysis Checklist for Business Case Risks

Appendix 11: Risk Analysis Checklist for Organisational Risks

Appendix 12: Risk Analysis Checklist for Planning Risks

Appendix 13: Risk Analysis Checklist for Technical Risks

Appendix 14: Risk Evaluation Summary Form

Appendix 15: Risk Management Action Plan

Appendix 16: Cost/Benefit Analysis Worksheet

Appendix 17: ROI Spreadsheet

Appendix 18: Business Case

Appendix 19: Project Quality Plan

Appendix 20: Project Configuration Management Plan

Appendix 21: Configuration Item Relationships

Appendix 22: Project Communication Plan

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Appendix 23: Team Progress Report

Appendix 24: Project Board Progress Report

Appendix 25: Stage Report

Appendix 26: Process Quality Inspection Checklist – PIP Stage Assessment

Appendix 27: Issue Form

Appendix 28: Issue Log

Appendix 29: IHD Order Requisition Form

Appendix 30: IHD Asset Procurement Authorisation - Form FA 6

Appendix 31: Exception Plan

Appendix 32: Process Quality Inspection Checklist - Configuration Management Audit

Appendix 33: Product Improvement Report

Appendix 34: Process Improvement Report

Appendix 35: Maintenance Guide

Appendix 36: Project Closure Report

Appendix 37: Inspection Summary Report

Appendix 38: Process Quality Inspection Checklist

Appendix 39: Process Quality Inspection Checklist - Product & Process

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