EnterpriseProjectManagementology

1、1epmm refresher briefing january 2007enterprise project management methodologyrefresher briefing2epmm refresher briefing january 2007project management what is a project? temporary piece of work unique product or service what is a methodology? a methodology is a business process that follows a finit

2、e and defined sequence of events and provides context for the work that takes place in the project3epmm refresher briefing january 2007what is the enterprise project management methodology (epmm)? a tool to help agency staff improve project management skills a roadmap to implementing a successful pr

3、oject a process that includes phases, activities, tasks and key templates or deliverables4epmm refresher briefing january 20075.1 closeoutchecklist5.2 lessonslearned5.0 c l o s e o u t p h a s eif you were building a house, this phase would include the final walk-through and payment to the contracto

4、r3.1 work plan &schedule(deliverables andtheir tasks)3.2 issuemanagement plan3.3 riskmanagement plan3.4 changemanagement plan3.5communicationsmanagement plan3.8 budget,contractmanagement plan(by deliverable)3.9 performance,success criteria(status report,programoutcomes)3.0 p l a n n i n g p h a

5、s eif you were building a house, this phase would include planning how to work with the contractor; these activities are not sequential4.0 e x e c u t i o n & c o n t r o l p h a s eif you were building a house, this phase would include actually building the house; this shows the software engine

6、ering process, and sdm for application development projectsactivity(a step in themethodology)t a x o n o m ytaskdeliverable(one or more foreach activity)tool/template2.0 i n i t i a t i o n p h a s eif you were building a house, this phase would include choosing the type of house, getting financing

7、and hiring the contractorthese could be combined2.5 scope(insertdeliverables,affected systems,processes)2.9 collaborationand documentmanagement2.2 project charter(goals)2.6 revisitresearch2.1 governance,roles &responsibilities(org chart)2.8 procurementstrategy(if project work isoutsourced; inser

8、tdeliverables)enterprise project management methodology for application development (epmm/sep 3.0)4.1 businessmodeling4.2 requirements4.3 analysis anddesign4.5 testing andquality assurance4.6 acceptanceand installation4.7 transition tooperationalsupportyesgo to 2.1no2.3 lessonslearned(from previousp

9、rojects)2.4 scale project(identifydeliverables)2.7 resourceassessment3.6 qualitymanagement plan3.7 requirementsmanagement plan4.4implementationagencystrategic plan1.7 it governanceboard endorses,and/or fundsproposal1.5 gate 1: dciosapprove proposal1.4 agencyprioritizes,approves proposal1.1 agencydef

10、ines proposal1.6 gate 2: dciosapprove proposalafter bca review1.3 agencyestimates costs,identifies fundingsourcesit project $100,000?1.2 agencyresearch(other states,existing solutions,lessons from past)software engineeringprocess (sep)1.0 s t r a t e t g y p h a s eif you were building a house, this

11、 phase would include deciding whether to rent or buy, looking at your budget, and getting your spouse to agree to do it5epmm refresher briefing january 2007phases of the enterprise project management methodology (epmm)? strategy an idea becomes a proposal, then a project that is prioritized, approve

12、d and funded at the agency and enterprise levels initiation key people further define and formalize the existence of the project and analyze resources planning appropriate plans are developed to move the project forward execution and control the product or service is developed closeout the project i

13、s closed down and best practices are derived6epmm refresher briefing january 2007where did the epmm come from? the methodology was developed by the governors office of administration in close consultation with agency experts and derived from existing agency methodologies all commonwealth methodologi

14、es, including this one, are drawn from the project management institutes industry standard there are slightly different versions of the epmm for different types of projects application development cots implementation program development generic, for all types of projects7epmm refresher briefing janu

15、ary 2007project manager skills manage scope, time and cost plan the work and how to manage the work measure and report results personal characteristics leadership composure conflict management decision making influence motivating others/team management problem solving communications8epmm refresher b

16、riefing january 2007enterprise project management methodologystrategy phase9epmm refresher briefing january 2007overview of the strategy phase the strategy phase is the first phase in an it projects lifecycle. proposed projects for the next planning cycle covering the state fiscal year are evaluated

17、 and a consensus is reached on the prioritization and amount of funding for each project at the agency and enterprise level. throughout this phase: the strength of a proposals business case is tested the viability of this potential project is explored a determination is made as to whether the projec

18、t is consistent with the agencys and the commonwealths strategic direction10epmm refresher briefing january 2007community of practice processclick on screenshot to go to template11epmm refresher briefing january 2007enterprise project management methodologyinitiation phase12epmm refresher briefing j

19、anuary 2007governance structure, team roles and responsibilitiesgovernance is the organization of responsibilities and decision-making capabilities that apply to a project. it is also referred to as an organizational chart.it identifies the teams of people who willmake key decisions on the project a

20、ndimplement the project. it consists of oversight committees, steering committees, business analysts, technical resources, outreach coordinators, trainers and other personnel, as appropriate. 13epmm refresher briefing january 2007project governance structure examplesteering committeeproject teamdeve

21、lopmentteamarchitectureteamoutreach teamrequirements &design teamtraining teamorganizational/hr teamadvisory committee14epmm refresher briefing january 2007governance structure, team roles and responsibilitiessteering committeeproject teamdevelopmentteamarchitectureteamoutreach teamrequirements

22、&design teamtraining teamorganizational/hr teamadvisory committee15epmm refresher briefing january 2007project charterthe project charter formalizes the existence of a project and demonstrates management support for the project.the project charter is a formal documentthat defines and describes t

23、he project at a high level. it covers business drivers, critical success factors, goals, objectives and guiding principles.the document functions as the formal agreement for the project and is signed bythe appropriate parties. changesto the charter result in the creation of a new project.16epmm refr

24、esher briefing january 2007project charter17epmm refresher briefing january 2007lessons learnedfrom previous projectslessons learned are typically gatheredduring a meeting where all team membersare given the opportunity to contribute. items identified during the meeting are documented.the term lesso

25、ns learned is used to refer to those items which project managers would like to have known prior to startingthe project. once documented, these lessons learnedcan be shared with other projects/agencies to impart advice or thingsto avoid.18epmm refresher briefing january 2007lessons learnedfrom previ

26、ous projectslessons from similar projectsmitigating or adopting measures affecting current activities, tasks, deliverablesproject scope was expanded by executives in different organizationsuse change management deliverable and insure project sponsor is a member of the change control panelstakeholder

27、s complained about over-communication, too many emails and pptscommunicate “just in time” with highly targeted audiences. conduct informal surveys to insure stakeholder satisfaction19epmm refresher briefing january 2007project scale(effort and complexity)this activity includes assessing the complexi

28、ty and level of effort required for the project to determine which deliverables should be produced.in order to make sure the appropriate deliverables are identified, work with executive leadership when identifying what should be produced.20epmm refresher briefing january 2007project scale(effort and

29、 complexity)21epmm refresher briefing january 2007project scopethe project scope states what will and willnot be included as part of the project.scope provides a common understandingof the project for all stakeholders by defining the projects overall boundaries.scope can be defined in terms of impac

30、tedorganizations, processes, systems, data,functionality and the like.22epmm refresher briefing january 2007project scope23epmm refresher briefing january 2007resource assessmentthe staffing plan defines the required resources needed to deliver the desired project deliverables. it involves the selec

31、tion and assignment of a complete solutionand a complete team. the staffing plan must provide the appropriate skill sets to manage the project and to perform the tasks that produce the specified project deliverables.24epmm refresher briefing january 2007resource assessment25epmm refresher briefing j

32、anuary 2007revisit researchit important for agencies to revisit the due diligence on existing solutions and standards they conducted during the strategy phase since time has elapsed between then and the initiation of the project.this assessment includes having agencies speak with oa/oit and other ag

33、encies on what new options may exist withinthe commonwealth to meet their needs and what new rules may govern their work.the focus is on identifying solutions which have a lower total cost of ownership over the long term.26epmm refresher briefing january 2007procurement strategya procurement strateg

34、y is focused on identifying a procurement vehicle(s) that best meets project needsit requires input from the department of general services, the agency which manages all procurement in the commonwealth27epmm refresher briefing january 2007procurement strategythe deliverable will depend on the procur

35、ement vehicle selected: rfp: request for proposal rfq: request for quote itb: invitation to bid sole source emergency asap: software reseller for pre-approved software eplus: hardware reseller for pre-approved hardware itq: invitation to qualify for it and training services staff augmentation: cai c

36、ontracted to provide consultants28epmm refresher briefing january 2007collaboration & document managementthe purpose of the document management plan is to manage repositories of project documents and historical informationit helps insure team members and otherstakeholders have the information th

37、ey needto fulfill their responsibilities29epmm refresher briefing january 2007collaboration & document managementtype of project documentsadministrative documentation (licenses, warranties, leases, etc.)analyses and recommendationscontract management documentationcorrespondence and communication

38、semailplans and processespresentationsreference materialsstatus reportsworking papers30epmm refresher briefing january 2007collaboration & document managementdocument management plan templateclick on screenshot31epmm refresher briefing january 2007enterprise project management methodologyplannin

39、g phase32epmm refresher briefing january 2007work plan and schedulea work plan and schedule is the agreed upon set of tasks and due dates used to guide and monitor the project to completion.it includes: major activities to be accomplished detailed tasks for each activity dependencies and relationshi

40、ps between tasks and activities time (duration) estimates for all tasks and activities start and finish dates names of resources assigned current status (% complete) 33epmm refresher briefing january 2007work plan and schedule1. begin by inserting the deliverables from the scaling and scope exercise

41、s in the work plan. project work should focus on producing the in scope deliverables.2. identify all sub-components (or activities) required to develop each deliverable.3. sequence the activities in a logical manner.4. for each activity, define the tasks required to complete the activity.34epmm refr

42、esher briefing january 2007work plan and scheduleclick on graphic to see template35epmm refresher briefing january 2007risks, issues and changesa risk is an issue that has not yet occurred.an issue is a problem or concern, or a risk that has happened. the plans for each determine how risks, issues a

43、nd changes will be documented, prioritized, assigned and resolved. the plan includes escalation procedures for issues which require immediate or executive level attention. a change is an issue that affects the scope of the project. 36epmm refresher briefing january 2007risks, issues and changessampl

44、e process37epmm refresher briefing january 2007risk management establish clear guidelines for how risks will be weighted and rankedimpacttimeoccurrence probabilityrank(impact x occurrence probability=rank)high3greater than 3 month delay of schedule (3)very likely greater than 70%example: 3 x 70% = 2

45、.1med21-3 month delay in implementation (2)probable:30-70% probabilitylow11 week to 1 month delay in implementation (1)unlikely: less than 30% probability38epmm refresher briefing january 2007requirements managementa requirements management plan is a plan used to gather requirements(or product speci

46、fications), determine rolesand responsibilities, and establish howeach requirement will be weighed/ranked.the plan is used to make sure there is a consistent and thorough process to gatherrequirements.it identifies what tools or templates will beused to gather requirements, and what theschedule will

47、 be.39epmm refresher briefing january 2007requirements managementdefine a process to weight and rank the requirements:a. criticality (h/m/l)b. stability (volatile, neutral, unlikely to change)c. level of effort (1-3, 4-7, 8-10 weeks or months)d. impact (h/m/l)e. target release deployment (1, 2, 3, 4

48、)f. dependency number requirements and identify relationships40epmm refresher briefing january 2007requirements managementsep requirements management planepmm requirements management planclick on graphic to go to document41epmm refresher briefing january 2007requirements managementuse a requirements

49、/traceability matrix these matrices map requirements to deliverables, code modules and testing to make sure that each requirement has gone through the full systems development life cycle42epmm refresher briefing january 2007communicationsa communications management plan provides for disseminating in

50、formation on project goals, progress, and outcomes that can generate enthusiasm and buy-in from stakeholders. the communications plan should answer these questions: what information is going to be communicated? who will this communication be distributed to? when will this communication take place? w

51、hat medium will be used for this communication? how often will this communication take place? a communication plan should describe how internal and external communications will be handled.43epmm refresher briefing january 2007communications1.define communications audiences:internal audiences (e.g. p

52、roject teams)external audiences (e.g. end users)2.define communications goals, mission and objectives.what key themes should be communicated overall?3.define key messages, potential barriers and critical success factors for the audiences.44epmm refresher briefing january 2007communicationsdevelop co

53、mmunications which highlight why is the process changing? what is changing? how will this effect me? what is expected of me? when will the changes happen? what is the new process? how will the organization support me through this change? what is my new role in this process?45epmm refresher briefing

54、january 2007quality managementquality management involves activities determining specific quality objectives and responsibilities, then implementing them through quality planning, quality control, and quality assurance sub-processes. it answersthe questions: do they like it? and does it work?the pri

55、mary quality objective for all projects is always to insure the project will meet or exceed customer requirements and expectations.the activities within the quality planning process basically provide the thread that weaves through all of the project activities and ties the original business requirem

56、ents to the finished product. 46epmm refresher briefing january 2007develop quality management plan1.define the appropriate quality standards, processes, tools and roles for your project in the quality management plan.2.assess project quality regularly during the execution and control phase using qu

57、ality assurance tools such as:structured walkthroughs (peer reviews) of formal project deliverablesin-stage assessments (in-process independent “technical” reviews) during production of the deliverabletesting strategiesconfiguration managementchange control.periodic qa reporting47epmm refresher brie

58、fing january 2007contract managementthe purpose of contract management is to insure that the provider of goods and services satisfies all contractual obligations in a quality manner on timeand within budget.contract management involves the overall strategy for identifying, selecting, hiring, and man

59、aging contracted services efficiently and effectively.the procurement document that contains thestatement of work, supported by terms andconditions, will be the basis for the contract.48epmm refresher briefing january 2007contract managementuse the planning documents you have already developed to gu

60、ide the contract approach and content:project charter (business case)project scope (deliverables)it standards review (legal review)procurement strategy (vendor selection and deliverables)quality plan (performance measures)work plan and schedule (timeline and deliverables)change management (contract change requests)budget/cost m