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TRW Automotive Information SystemsTitleISPM Methodology HandbookVersion03Issue Date2007-02-12TRW Automotive Information Systems Project Management Methodology HandbookOriginally authored by the Project Management Expert Team:Emilio CabanillaChuiMei ChowJose IrizarJeffrey JenkinsBobby LaneThekla LauxBill LaxDeirdre McClureSabine SalowskyVijay VijayasingamRevision HistoryDateVersionRevised ByReason For Revision12 June, 20060.1Deirdre McClure, Jeffery JenkinsInitial Draft / Outline23 June, 20060.2Deirdre McClureConsolidated input from entire team, prepared for initial circulation to management domain committee2006-07-060.3Jeffrey JenkinsAdded PMI Knowledge Area descriptions (Section 2.3)2006-08-0201Deirdre McClure and expert team meetingUpdated with input from the management domain committee and other updates from team workshop in Livonia2006-08-2702Deirdre McClureUpdated with feedback from the IS Leadership team, including: Corrected various typos, spelling, grammar and formatting issues Added glossary section with initial entries Changed the phase model diagram Completely revised metrics section 4.7, including providing an example Updated approval matrix (section 4.5) for change requests to refer to change management plan Clarified “must avoid” in Realization section Clarified transition and close phase inputs Updated roles section 2.6 Simplified project management definition section (2.2) and avoided the use of “project management team” Reworded general activities #3 and #4 to refer to metrics section. Updated and clarified section 4.6 on the APC map Added note to blueprint activity #15 to ensure team members receive goals from the project manager early in the project Reworded section 2.5 to better reflect that ISPM is a standard that must be used for all projects. Modified Figure 2 to include information from overview slide. Updated executive summary.2007-02-1203Deirdre McClure Modified page setup and language settings to conform to ISPM standards. Updated appendix 6.2 with current list of templates Added section 4.8 on risk management approach Added definitions to Section 7 for risk, threat, and opportunity Added two tasks to transition and close: “review and close all projects issues and change requests”, and “create project summary document” Added an example to section 2.1 to clarify the meaning of “repetitive elements”. Updated Figure 2 (pyramid) to break up the product methods area into four sections. Added a paragraph to section 4.1 to clarify that a project manager / team is responsible for project deliverables, not benefits realization. Added definition of “red”, “yellow”, and “green” status to section 4.7. Updated Figure 4 with a picture from the updated APC map Removed references to “KPIs” and “CTQs” and replaced with the more standard terminology “quality metrics” to match the quality management plan template. Updated all sections with current template names, including diagramsTable of Contents1.Executive Summary72.Introduction92.1.Definition of a project92.2.Definition of project management102.3.The purpose of project management102.4.Who should use this handbook112.5.When should this methodology be used112.6.Role definitions123.PMI Foundation133.1.What is PMI133.2.TRW ISPM Methodology vs. the PMBOK Guide143.3.PMI knowledge areas154.TRW ISPM Methodology Overview164.1.When does a project start164.2.Project classification174.3.Project phases194.4.Phase gates204.5.Authority and approvals214.6.The Activity Phase Classification map224.7.Project management metrics and status reporting234.7.1.The work breakdown structure (WBS)244.7.2.The earned value technique254.7.3.ISPM methodology metric definitions274.7.4.Summary of earned value formulas304.7.5.Example: Calculation of basic project management metrics324.8.Risk management344.8.1.Risk management definition344.8.2.The risk management process355.Detailed Phase Descriptions375.1.General activities375.2.Phase I: Conception435.2.1.What is it?435.2.2.Where it fits435.2.3.Inputs to this phase445.2.4.Outputs of this phase455.2.5.When the phase is completed465.2.6.Must do and must avoid465.2.7.Phase activities475.3.Phase II: Blueprint555.3.1.What is it?555.3.2.Where it fits555.3.3.Inputs to this phase565.3.4.Outputs of this phase565.3.5.When the phase is completed575.3.6.Must do and must avoid575.3.7.Phase activities585.4.Phase III: Realization635.4.1.What is it?635.4.2.Where it fits635.4.3.Inputs to this phase645.4.4.Outputs of this phase645.4.5.When the phase is completed655.4.6.Must do and must avoid655.4.7.Phase activities665.5.Phase IV: Validation725.5.1.What is it?725.5.2.Where it fits725.5.3.Inputs to this phase735.5.4.Outputs of this phase745.5.5.When the phase is completed745.5.6.Must do and must avoid745.5.7.Phase activities755.6.Phase V: Delivery795.6.1.What is it?795.6.2.Where it fits795.6.3.Inputs to this phase805.6.4.Outputs of this phase815.6.5.When the phase is completed815.6.6.Must do and must avoid825.6.7.Phase activities835.7.Phase VI: Transition and Close885.7.1.What is it?885.7.2.Where it fits895.7.3.Inputs to this phase905.7.4.Outputs of this phase915.7.5.When the phase is completed925.7.6.Must do and must avoid925.7.7.Phase activities936.Appendices1006.1.PMBOK Guide Knowledge Area Summaries1006.1.1.Project Management Integration1006.1.2.Project Scope Management1006.1.3.Project Time Management1006.1.4.Project Cost Management1006.1.5.Project Quality Management1006.1.6.Project Human Resources Management1016.1.7.Project Communications Management1016.1.8.Project Risk Management1016.1.9.Project Procurement Management1016.2.Tools and Templates1026.3.Related Policies and Procedures1037.Glossary1048.References1091. Executive SummaryTRW Automotive Information Systems has adopted a standard project management method called the ISPM methodology. It is based on PMI guidelines and is to be used globally on all TRW IS projects. The methodology defines a project as “a temporary endeavor undertaken to create a unique product, service, or result” (PMI, 2004, p. 368). Prior to the beginning of project activities, every project must have a charter approved by an appropriate sponsor. Projects are identified as one of three classes based on seven independent dimensions. Required activities vary for each class of project. Activities within the ISPM methodology are organized into six phases as depicted in Figure 1.1. Conception where the project begins, and the prerequisites for success are identified and achieved2. Blueprint where the product to be delivered is designed in detail3. Realization where the product is built and tested by IS4. Validation where the product is tested by the users5. Delivery where the product is put into production6. Transition and close where responsibility for product support moves away from the project team and the project ends.Figure 1Some phase transitions are “hard gates” which require steering committee approval before moving forward. Others are “soft gates” which require no formal approval. When phases are separated by soft gates, some of their activities may be performed in parallel. ISPM defines a set of standard project management metrics based on the earned value technique.The key aspects of the methodology can be summarized as follows:Initiates projects with a charterSpecifies three project classesProgresses through six phasesMakes projects comparable2. IntroductionThe TRW Automotive Information Systems Project Management (ISPM) Methodology Handbook is designed to familiarize the reader with the project management concepts and methods adopted as global standards for TRW Automotive Information Systems. 2.1. Definition of a project It might seem trivial to begin a handbook on project management with the definition of a project. Unfortunately, there are many definitions used throughout the world, and even within our company. To achieve the benefits of standardizing on a methodology it helps to understand the basics on which we are building these standards. TRW Automotive Information Systems has decided to adopt the Project Management Institute (PMI) framework as the foundation of its project management methodology. (See Section 3 for more information on PMI).PMI defines a project as “a temporary endeavor undertaken to create a unique product, service, or result” (PMI, 2004, p. 368). This means that the project has a definite beginning and a definite end. The end of the project may come about under different circumstances, for example: The projects objectives have been achieved It becomes clear that the projects objects cannot or will not be met The need for the project no longer existsIn addition to be being temporary, uniqueness of objective is a required characteristic of projects. The presence of repetitive elements does not mean that an endeavor is not a project, so long as its overall objective is to produce something unique. For example, the construction of an office building requires the completion of a series of actions that are repetitive, like digging the foundation, installing windows, and cutting the ribbon on opening day. However the uniqueness of the final building means that its construction is indeed a project by this definition.The result to be created by the project is generically referred to as the product of the project. The project ends, but the product will likely live on after the end of the project and require ongoing support. In the case of TRW Automotive Information Systems projects, the product is usually a new or modified IS “service”, meaning an information system or application used to perform a business function that may include hardware, software, documents, processes and/or other components.It is important not to confuse project work with operational work. The two share similarities in that they are both performed by people and constrained by limited resources. In addition, both types of activities are planned, executed, and controlled. The distinction between the two is that operational work is ongoing and repetitive and conducted to sustain the business while projects are temporary and unique.According to PMI, “projects are a means of organizing activities that cannot be addressed within the organizations normal operational limits and therefore, are often utilized as a means of achieving an organizations strategic plan” (PMI, 2004, p. 7).2.2. Definition of project managementPMI defines project management as “the application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMI, 2004, p. 8). The project manager is the person responsible for accomplishing the project objectives. Project managers use progressive elaboration throughout the projects life cycle, which means they manage to an increasing level of detail as time progresses and more is known about the project.According to PMI, “managing a project includes: Identifying requirements Establishing clear and achievable objectives Balancing the competing demands of scope, time and cost, (known as the “triple constraint” ) Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders” (PMI, 2004, p. 8)2.3. The purpose of project managementProject management is more than just assigning a project manager to a project. If projects are unique and project managers are unique then why do we need to standardize on a common methodology? How will the project manager benefit and more importantly, how will TRW Automotive benefit by this? The purpose of a standard methodology is to drive consistent project execution, make project results more predictable, and increase the likelihood that a project will be successful. Many factors lead to successful projects including: Clearly defined goals, objectives, roles and responsibilities A well-defined project management process A proven set of project management tools A clear understanding of the role of project managementThese objectives are supported by the project management methodology. This benefits the project manager by improving project success rates. TRW Automotive benefits because the process ensures projects are aligned to strategic business objectives.In addition, a single methodology should result in these benefits: Consistent expectations and procedures for people working on multiple projects The ability to better coordinate related projects and programs. The ability for management to select, initiate, and approve projects, as well as analyze their performance, using consistent criteria.2.4. Who should use this handbookThis handbook is intended for use by TRW Automotive Information Systems employees. Many IS employees, although they do not carry a title of “Project Manager”, do manage projects of varying sizes. In addition, many more IS employees participate on project teams. These project managers and project team members should use this handbook as a guide when managing and working on projects. 2.5. When should this methodology be used It is interesting to think about when and where a person should use project management. Surely, there are projects so small in nature that it is not necessary to use project management. On the contrary, the ISPM methodology was developed so that once an activity has been defined as a project (as opposed to normal operations) then it should benefit from the appropriate level of project management defined in this handbook.In a later section this handbook describes a method to classify projects. The ISPM methodology then requires certain project management related activities for that project classification. Large, high-risk projects will require much more work than small, low-risk projects. So while the information in this handbook cant be blindly, uniformly applied to every project in the same way, the methodology provides the flexibility required so that it can be applied to every TRW Automotive IS project. Some projects will use all the information in this handbook and the associated ISPM materials exhaustively while others may use very little. 2.6. Role definitionsTable 1 is a summary of the key roles and their definitions as they relate to this methodology. RoleDefinitionProject managerThe individual assigned overall responsibility for ensuring that project deliverables are produced and that all project objectives are met. The project manager leads the project team. They are responsible for providing feedback on team member performance to the functional manager. RequestorThe individual that requests that the project be completed, either for himself / herself, his or her organization, or on behalf of someone else. Team membersThose people identified as responsible to the project manager for one or more tasks on the project plan. Team members may report to the project manager directly, or they may not. They may be assigned to the project full or part time, and may be internal or externally (non-TRW) sourced. Many teams will include non-IS members.Project teamThe project team includes all team members (as defined above) and the project manager. If someone is responsible to the project manager for completing a task that is required for project completion, then they are on the project team. SponsorThe sponsor is the person who provides the project manager the resources they required to successfully complete the project. The sponsor literally “charters” the project, in effect hiring the project manager and team to complete the project objectives. Good sponsorship ensures that only projects worth pursuing are chartered. In addition, the sponsor identifies the managers project related goals, evaluates their performance and provides the project managers functional manager with input for the project managers performance review (EPDP EPDP stands for “Employee Performance and Development Process.” EPDP is the process used globally within TRW Automotive to evaluate and improve employee performance. Please refer to the appendix of this document for references to where you can get more information about the EPDP process.).Steering CommitteeThe project steering committee membership is defined by the sponsor in the project charter document, and may include IS or non-IS personnel. The groups main function is to approve phase exit and project scope change requests.Functional manager(s)Functional managers are the direct managers of the project team members. The project manager must coordinate staff availability and other HR issues with the functional manager(s). Customer(s)The ultimate beneficiary of the project. This may or may not be the sponsor. In any case, the customer or customers are the ultimate judge of the product quality. Process OwnerMost IS services affect one or more business processes. The process owner is the person responsible for the quality of the affected processes. These may be IS or non-IS processes.User(s)Users are all people who will have to use the final product to perform a business function.Table 13. PMI Foundation3.1. What is PMIThe Project Management Institute (PMI) is an organization for project management professionals. On their website, they describe themselves this way: “PMI stands as a global leader in the deve