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Enterprise Program Management Ofce (PMO)
Framewor !oc"ment # Version 1.$
Mission%
!o ens"re the contin"o"s impro#ement of $nterprise programs and
pro%ects.
!o achie#e this& the P'( )ill:
Pro#ide a standard set of tools and processes for *! program and
pro%ect deli#ery
Pro#ide planning& reporting and administrati#e s"pport for *!
programs and pro%ects
+acilitate inter and intra program/pro%ect comm"nication
Ro&es an' Responsi(i&ities%
Ro&es
!he follo)ing section describes the ,oles of participants in pro%ects
that are r"n by the Program 'anagement (-ce. !his doc"ment may
also be "sed as a g"ideline for pro%ects that are r"n by f"nctional
gro"ps o"tside the P'(.
** PLEASE NOTE: It is important to note that Roles may difer from at!al Titles
"elon#in# to indi$id!als f!ntionin# %ith spei& responsi"ilities' (or e)ample* a
Tehnial Lead may play the Role of a Pro+et ,ana#er' (or the p!rposes of this
do!ment* it is important to note that the do!ment referenes Roles and not
titles %ithin the Enterprise Or#ani-ation'
Pro)ect *oor'inator
.or/s directly )ith +"nctional Director and pro#ides the
f"nctional gro"p )ith ser#ices of the P'( 0the ser#ice areas of
the P'( are f"rther detailed in this doc"ment1& incl"ding:
o Performance ,eporting
o +inancial 'anagement
o 2endor 'anagement
o *ss"e 'anagement
o ,is/ 'anagement
o 3"ality 'anagement
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o 4hange 'anagement
$ns"res pro%ect management processes are consistent )ith the
5$P 'ethodology
Pro#ides reports& stat"s& and pertinent pro%ect information to the
P'( and Director for trac/ing& cross f"nctional monitoring
.or/ collaborati#ely )ith Pro%ect 4oordinators from other
f"nctional gro"ps to:
o +acilitate comm"nications
o *dentify& trac/& and synchroni6e interdependencies
o ,esol#e iss"es
*ross+F"nctiona& Program Manager
,esponsible for soliciting standard reporting and 5$P
'ethodology information from f"nctional "nit specifc Pro%ect
4oordinators regarding s"b pro%ects or components of a ma%or
pro%ect 0def.7 one that spans across f"nctional gro"ps and/or
b"siness "nits1
,esponsible for sharing this information )ith other b"siness "nits
4omm"nicates rele#ant ma%or pro%ect information to and from
other b"siness "nits and/or f"nctional gro"ps to indi#id"al pro%ect
managers
Pro)ect Manager
.or/s )ith a f"nctional gro"p and is the primary point of contact
for a pro%ect
,esponsible for day to day management of pro%ect tas/s&
incl"ding sched"le management& pro%ect defnition& architect"re
and implementation plans& reso"rce needs identifcation& #endor
selection& and any other specifc items re8"ired for a s"ccessf"l
deli#ery
Pro#ides f"nctional gro"p Pro%ect 4oordinator and the P'( )ith
appropriate and complete 5$P 'ethodology doc"mentation&
re8"isite reports and any additional pro%ect specifc information
re8"ired
Pro)ect ,ponsor
(#erall o)ner of the pro%ect 0typically the 2P of the b"siness "nit
dri#ing the pro%ect or a Director of an area )ithin that b"siness
"nit1
*s also responsible for pro#iding strategic direction to the pro%ect.
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+inancial acco"ntability
Applies reso"rces to a pro%ect& incl"ding appointment of a pro%ect
manager
*s the focal point for pro%ect decisions that are beyond the pro%ect
manager scope& as )ell as the pro%ect representati#e to "pper
management
,e#ie)s and appro#es all 5$P deli#erables 0as appropriate1 in
addition to appro#ing all phase transitions
E-ec"ti.e ,tae/o&'er
,e#ie)s )ee/ly stat"s and sched"le reports pro#ided by the P'(
*s the e:ec"ti#e o)ner of the entire program and represents the
program to the e:ec"ti#e board
Pro#ides direction and ma/es decisions on highly critical iss"es
and pro%ect prioriti6ation
Appro#es o#erall f"nding for the program
0"siness ,1stems Manager
*s responsible for b"siness/ "ser re8"irements defnition and
monitoring on pro%ects that a;ect a b"siness "nit o"tside of *!.
!hese )o"ld typically see/ to deli#er a specifc b"siness system.
0i.e.: sales a"tomation tool1
.or/s )ith Pro%ect 'anager to identify& classify& and mitigate
pro%ect ris/s
Performs cost/ beneft analyses regarding prod"ct and tool
selection
*ore Team
*s comprised of the pro%ect manager and any team leads )ho are
responsible for directing the o#erall )or/ e;ort of the pro%ect
'ay also incl"de representati#es from organi6ations that need to
"se& manage& and or appro#e ne) systems or prod"cts being
created by the pro%ect
Pro)ect Reso"rce
Are responsible for specifc tas/ on a pro%ect
.ill "s"ally be managed by a team lead or the Pro%ect 'anager
'ay be either e:ternal or internal to $nterprise and may incl"de:
architects& planners& end7"ser representati#es& de#elopers&
engineers& analysts& D<A=s& system administrators& technicians&
testers& trainers& coordinators& etc.
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Program Management ,er.ice Areas%
Performance ,eporting 0incl"ding sched"le > stat"s reporting1
+inancial 'anagement
2endor 'anagement
*ss"e 'anagement
3"ality 'anagement
4hange 'anagement
,is/ 'anagement
Per2ormance Reporting
Defnition
Performance ,eporting in#ol#es doc"menting the program?s
performance against the plan. Performance ,eporting addresses a
#ariety of a"diences 0and le#els of responsibility1& both internal and
e:ternal to the program.
(b%ecti#es
!he ob%ecti#es of Performance ,eporting are to pro#ide consistent and
reg"lar reports that:
,ecogni6e progress of the program& both positi#e and negati#e
Pro#ide the program )ith early )arnings of potential problems
$nable management )ith information that can be "sed to /eep
the program operating smoothly
$nable comm"nication bet)een /ey parties
<enefts
!he benefts of Performance ,eporting are:
Pro#ide a reporting process that ass"res that /ey parties are
comm"nicating )ith one another
Pro#ide early )arning of potential problems or iss"es to ens"re
that the program operates smoothly& plans reco#eries& and limits
potential harm.
$ns"re that the program ma/es orderly progress to)ards /ey
milestones thro"gh progress metrics
*ntegrate performance reports and program fnancials
4apt"re all program information regarding scope& sched"le& cost&
and 8"ality
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,ecogni6e and target m"ltiple a"diences and "ses for the
program?s performance reports
Pro#ide reports )ith the follo)ing characteristics
o A"dience +oc"sed
o Acc"rate
o 4onsistent
o Anderstandable
o Aseable
o Analy6able
o !imely
5"ggested Ase
!he Program 'anagement (-ce 0P'(1 implements and e:ec"tes
Performance ,eporting. !he fo"r components of Performance ,eporting
are:
$stablish Program 5tandards
,e8"est and 4ollect Data
4onsolidate *nformation
,eport De#elopment and 4ontin"o"s *mpro#ement
4omm"nications ,eporting
*n addition& 4omm"nications ,eporting& a component of Performance
,eporting& e;ecti#ely comm"nicates the information prod"ced in the
Performance ,eporting ser#ice area to the organi6ation.
Esta(&is/ Program ,tan'ar's
$stablish the reporting and comm"nications process and team
organi6ation
$stablish the personnel roles incl"ding participation in program
and/or pro%ect management
$stablish the pro%ect/program comm"nication and reporting type
and fre8"ency& and the res"lts they )ill recei#e
$stablish the in#ol#ement in signifcant program and/or pro%ect7
related decisions
Re3"est an' *o&&ect !ata (2rom m"&tip&e so"rces)
,e8"est data from the follo)ing so"rces:
o Pro%ect Progress ,eports 7 #ia '5 Pro%ect Plan 7 )ee/ly
o 5cope B #ia 5tat"s ,eports 7 )ee/ly
o 4ost B #ia 5tat"s ,eports 7 monthly
o *ss"es and Problems B #ia 5tat"s ,eports and iss"es
database
o 2endor B #ia #endor in#oices
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*dentify "na#ailable data
.or/ )ith so"rce to de#elop appropriate data 0if necessary1
*onso&i'ate In2ormation
5"mmari6e the information into appropriate performance
reports:
o Pro%ect le#el
o Program specifc
Report !e.e&opment an' *ontin"o"s Impro.ement
Plan the reports& contin"o"sly monitor& and impro#e the reports
ens"ring that the reports al)ays address the follo)ing criteria:
o A"dience +oc"sed
o Acc"rate
o 4onsistent
o Anderstandable
o Aseable
o Analy6able
o !imely
o $nable predicting
o $nable identifying potential problems
(btain appro#al of the performance reports from all sta/eholders
P"blish the performance reports and distrib"te to the Program
Director& Pro%ect 'anagers and to all pro%ect leaders
5ome e:amples of possible dimensions of performance incl"de:
o 5cope 0deli#erables and )or/ processes1: Planned& act"al&
and pro%ected accomplishment
o 4ost 0)or/day and dollar1: Planned& act"al& earned& and
estimated at completion
o !ime 0sched"le1: Planned& act"al& and estimated
o 3"ality: Planned& act"al& and pro%ected achie#ement
o ,is/: Planned& act"al& and pro%ected red"ction
o <enefts: Planned and achie#ed
o *ss"es and problems: Defned& correcti#e actions
analy6ed/selected& and stat"s/management actions
re8"ired
*omm"nications Reporting
4omm"nications ,eporting in#ol#es the e;ecti#e comm"nication to the
organi6ation. !he ob%ecti#e is to ens"re the deli#ery of the right
message& by appropriate sender0s1& to necessary a"dience0s1& thro"gh
appropriate channels and #ehicles. 5"ccessf"l implementation )ill
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positi#ely a;ect the )or/ en#ironment and relationships )ith
sponsoring organi6ations& employees and other sta/eholders.
Financia& Management
Defnition
+inancial 'anagement in#ol#es the control and management of the
program?s b"dget and other fnances as )ell as the fnancial reporting
for the program.
(b%ecti#es
!he ob%ecti#es of +inancial 'anagement are to:
$ns"re that all costs relating to the progress of the program are
planned and trac/ed& incl"ding operating and capital
e:pendit"res and )or/days
,eport stat"s on pro%ects related to the program for )hich )e do
not ha#e b"dgetary control b"t fall )ithin the scope of the
o#erall program 0e.g.& infrastr"ct"re de#elopment1
3"antify& s"pport and maintain the fnancial aspects of the
b"siness case for the program
<enefts
!he benefts of +inancial 'anagement are to:
$:plicitly defne the fnancial controls and processes for the
program
4ontrol and forecast pro%ect costs
*mpro#e estimates )ith consistent fnancial factors
*dentify potential o#er/"nder spending early
*ntegrate )ith the performance reporting f"nction
Pro#ide the process to consistently re8"est fnancial appro#al
from /ey sta/eholders
5"ggested Ase
!he P'( generally performs the +inancial 'anagement f"nctions.
!his section doc"ments only the critical components of program
+inancial 'anagement and reporting. !his section does not address
the fnancial reporting typically re8"ired for companies 0e.g.& general
and s"bsidiary ledgers& balance sheet& income and e:pense
statements& etc.1. !he se#en components to +inancial 'anagement
are:
+inancial 'anagement
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4ollect Data
4reate and 'aintain the 4osting/<"dgeting +actors
5et the <aseline
Participate in the *nitiation of Pro%ects
'onitor/4ontrol 4osts
,eport +inancial ,es"lts
Financia& Management
$stablish fnancial g"idelines for pro%ects )ithin the program
4ompile b"dgets #ia 4ost $stimate .or/sheets
Periodically 8"antify and maintain the fnancial aspect of the
b"siness case
4ond"ct periodic fnancial analysis as re8"ired
'aintain +inancial 4ontrol of the program=s pro%ects and o#ersee
the res"lts of the EotherF pro%ects
Assist in estimating realistic b"dgets to )hich the program
sho"ld adhere
$stablish and maintain a chart of acco"nts )hich categori6es the
acti#ities in a logical manner
*o&&ect !ata
+rom the follo)ing so"rces:
(rgani6ation
A prime contractor
5"bcontractors/5"ppliers
*reate an' Maintain t/e *osting40"'geting Factors
Determine the re8"irements and approach for handling program costs&
the follo)ing are the /ey steps:
Determine the li/ely types and so"rces of program costs
o !ypes of costs incl"de direct labor and materials 0i.e.& direct
charges to program acco"nts1 and indirect costs 0i.e.&
allocations of costs to program acco"nts1.
o 5o"rces of costs incl"de sponsoring organi6ation "nits& the
prime contractor 0if one is in#ol#ed1& s"bcontractors& and
s"ppliers.
Determine the estimating approach and factors to determine
each type of program cost
Determine the cost factors for each type/so"rce of cost
,et t/e 0ase&ine
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5olicit estimates on pro%ect payroll and e:penses by
headco"nt/ho"rs from Pro%ect 'anagement
Pro%ect 5ponsors ens"re assignment of b"dgets
4onsolidate pro%ects to form the aggregate program le#el
Initiate Pro)ects
(nce the pro%ect defnes the detail estimates and s"bmits pro%ect
a"thori6ation& the P'( sets "p a cost control mechanism to:
*nitiate the pro%ect
!rac/ act"al e:pendit"res
Monitor4*ontro& *osts
,ecei#e all in#oices re8"ested for payment
*mplement in#oice appro#al process
4ollect all in#oices in a repository
!rac/ in#oices against pro%ected b"dgets
Report Financia& Res"&ts
Prepare fnancial reports on a monthly basis
Gather data from pro%ect acco"nting reports
*np"t act"als into the reports
5end fnancials to Program Heads
Determine #ariances e:planations )ith Program Heads and
report/e:plain signifcant de#iations from plan
,eforecast fnancials based on data
,oll"p data for s"mmary report to management
Ven'or Management
Defnition
2endor 'anagement in#ol#es assisting pro%ect and program managers
)ith selecting and managing reso"rces from o"tside the organi6ation&
both s"ppliers and contractors. !his incl"des prod"cts and ser#ices
that are part of the b"siness capability 0e.g.& soft)are or physical
assets1 or "sed to create the b"siness capability 0e.g.& o-ce space or
temporary )or/ers1. 2endor 'anagement s"pports ,eso"rce
'anagement 0limited in 2ersion 1.2 of the P'( +rame)or/1 for
reso"rces proc"red from o"tside the organi6ation.
(b%ecti#es
!he ob%ecti#es for 2endor 'anagement are to:
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'eet the program=s ob%ecti#es by assisting in the selection of
#endors and establishing a b"siness relationship )ith them to
p"rchase appropriate technologies& prod"cts& and ser#ices
$stablish contract and manage any changes to the contract
Assist in the management of #endors
$-ciently "se internal reso"rces and s/ills by identifying
opport"nities to s"pplement internal capabilities )ith 8"alifed
#endors
<enefts
!he benefts of 2endor 'anagement are to:
5a#e time and money by:
Assisting the management of the #endors to better obtain 8"ality
prod"cts and ser#ices
De#eloping relationships and partnering alliances )ith #endors
De#eloping standards for #endor 8"ality metrics approaches for
reporting& pricing& and billing and ens"ring that all #endors comply
De#eloping standard )ording for common contract cla"ses
*dentifying priorities for #endor selection criteria
Anderstanding the b"siness arrangements bet)een the sponsoring
organi6ation and the #endor 0and any b"siness partners1
Gain e-ciency in internal reso"rces and s/ills by identifying
opport"nities to s"pplement internal capabilities )ith 8"alifed
#endors
5"ggested Ase:
!he P'( facilitates 2endor 'anagement in con%"nction )ith the
Program 'anager and other 5ta/eholders. !he f#e components to
2endor 'anagement are:
2endor Planning
2endor 5election Assistance
$stablish 4ontract !erms and 4onditions
'onitor
4ontract 4los"re
Ven'or P&anning
*dentify all prod"cts and ser#ices re8"ired for the program
*dentify the a#ailable b"dget
*dentify and in#ol#e all gro"ps a;ected by the "se of a prod"ct or
ser#ice
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Defne the 2endor !eam0s1 responsible for each prod"ct or ser#ice
area 0facilities& net)or/& pac/age& etc1
!he 2endor !eam )ill )or/ )ith Program and Pro%ect 'anagers to:
*dentify #endor candidates
De#elop and send a ,e8"est for *nformation 0,+*1 to the
candidate #endors
Defne the selection criteria to determine candidates
Ven'or ,e&ection
Prepare and iss"e the ,e8"est for Proposal 0,+P1
*dentify a 2endor !eam member as the single point of contact to
clarify candidate iss"es
Defne the selection criteria
$#al"ate #endor proposals to determine minim"m re8"irements
satisfaction
Iotify and remo#e candidates that do not satisfy re8"irements after
notifcation
,each a consens"s on the selected #endor
+ormally notify the legal department abo"t the "pcoming contract
re#ie)
Esta(&is/ *ontract Terms an' *on'itions
Defne the legal commitment bet)een the company and the #endor
.or/ )ith the selected #endor to reach an agreement on the
contract content and )ording
$stablish a contract pricing and billing approach )ith the Program
'anager and legal department
5ched"le a contract re#ie) meeting )ith the selected #endor
$#al"ate any gi#en #endor alternati#es to assess their impacts
4onc"rrent )ith negotiation process& the Program 'anager obtains
f"nding appro#al from the $:ec"ti#e 5ponsor
Monitor
'onitor the contracted #endor to ens"re that they proceed as
planned
*dentify #ariances& iss"es& process changes& contract disp"tes& and
billings and resol#e )ith the #endor
Prepare and clear billings )ith the Program 5ponsor
4oordinate contract changes to g"arantee that they )ill align )ith
the o#erall program change control process
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$ns"re that pro%ect teams assess that the 2endor satisfed the
contract"al re8"irements and the o#erall pro%ect ob%ecti#es
Doc"ment any incidents of non7compliance in the form of iss"es
*ontract *&os"re
$ns"re that the 2endor met all contract obligations and the program
met its commitments to the company
2erify that the pro%ect team "sers perform an acceptance re#ie) to
g"arantee the prod"ct or ser#ice deli#ered meets program
e:pectations and commitments
2erify that the Program 'anager notifes the p"rchasing department
after the s"ccessf"l completion of the acceptance re#ie) to release
fnal payments
Iss"e Management
Defnition
*ss"e 'anagement in#ol#es the process for identifcation& analysis&
resol"tion& reporting& and escalation of the program=s iss"es B decisions
to be made regarding the de#elopment of the b"siness capability or
the management of the program. !he process )ill enable the Program
to create strategies to e;ecti#ely address potential barriers to program
s"ccess.
*ss"e management sho"ld be carried o"t at all le#els )ithin the
program: team& pro%ect& and program& and the iss"e management
process sho"ld ens"re that iss"es are resol#ed at the appropriate le#el
0i.e.& team& pro%ect& program& e:ec"ti#e1 and comm"nicated as
appropriate.
*ss"e characteristics& meaning and "se:
are resol#able )ith action items
span pro%ects or programs
can be escalated
are proacti#ely disco#ered d"ring the co"rse of de#elopment
(b%ecti#es
!he ob%ecti#es of *ss"e 'anagement are to:
Pro#ide informed& proacti#e and timely management of iss"es
Analy6e pro%ect and program concerns and iss"es incl"ding those
that span m"ltiple areas
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$ns"re all sta/eholders are informed and& if applicable&
participate in the resol"tion
<enefts
!he benefts of *ss"e 'anagement are to:
+acilitate appropriate escalations for pro%ect iss"es that remain
"nresol#ed
$nable timely iss"e resol"tion thro"gh:
o Prioriti6ing iss"es incl"des those )hich a;ect the ser#ice&
sched"le& costs& performance& or 8"ality
o Iotifying all a;ected parties
o ,eporting of iss"es fre8"ently and periodically
o Defning the escalation process
*mpro#e 8"ality& root ca"se analysis& /ey learnings& metrics& and
f"t"re ris/ analysis thro"gh doc"menting iss"e resol"tion history
,esol#e broad iss"es& for e:ample that span m"ltiple areas
5"ggested Ase:
!he P'( )ill be responsible for the design and o#ersight of *ss"e
'anagement processes. !he /ey f"nctions incl"de:
*ss"e 'anagement
*ss"e $scalation
*ss"e ,eporting
Iss"e Management
Design the iss"e management process
(#ersee the e:ec"tion of the process
!a/e responsibility for facilitating the resol"tion of specifc iss"es
Proacti#ely manage open iss"es to facilitate their timely
resol"tion
*dentify contacts from each gro"p 0e.g.& J"man ,eso"rces&
+inance& 3"ality & etc.1 to assist in identifying& clarifying& and
comm"nicating concerns and iss"es in their respecti#e areas
Iss"e Esca&ation
$scalate iss"es that impede the progress of a pro%ect and are
beyond the a"thority of the Pro%ect 'anager to resol#e. !hese
iss"es generally:
o 4annot be resol#ed )ithin an indi#id"al pro%ect team
o Are resol#able )ith action items
o A;ect program/pro%ect scope& costs& sched"le& pro%ected
b"siness performance& or b"siness capability design
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o A;ect m"ltiple pro%ects or releases
o Do not ha#e a clearly defned o)ner
+oc"s on iss"es meeting the follo)ing criteria:
o 'ission 4ritical iss"es
o Past d"e iss"es 0'ission 4ritical& Jigh& 'edi"m and Ho)1
Iss"e Reporting
Assess the o#erall iss"e stat"s 0e.g. ne) iss"es per period&
critical iss"es& etc.1 on a reg"lar basis.
'onitor iss"e resol"tion progress and identify potential
bottlenec/s and increases in the n"mber of open iss"es
*ntegrate the o#erall iss"e stat"s in )ee/ly program reports
$:amples of iss"e metrics incl"de:
o n"mber of ne) iss"es and iss"e resol"tion o#er time
o timeliness of iss"e resol"tion by iss"e importance
o mission critical iss"es and their d"e dates
o total n"mber of open and closed iss"es
5"a&it1 Management
Defnition
3"ality 'anagement in#ol#es ens"ring that the e:pectations and
8"ality re8"irements of the program are "nderstood and acti#ely
managed. 3"ality 'anagement contains si: components: e:pectation
management& 8"ality #erifcation& process management& metrics&
contin"o"s impro#ement& and re)ards and recognition.
(b%ecti#es
!he ob%ecti#es of 3"ality 'anagement are to:
$ns"re the deli#ery of a 8"ality prod"ct that s"ccessf"lly reali6es
the intended benefts
5"ccessf"lly meet e:pectations of the program sta/eholders
Aniformly apply the appro#ed principles& meas"res& standards&
and methods
4reate an en#ironment fostering contin"o"s impro#ement
Acti#ely manage and contin"e to le#erage the E/no)ledge
capitalF of the organi6ation
<enefts
!he benefts of 3"ality 'anagement are to:
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E<"ild in 3"alityF #s. E*nspect 3"alityF by not relying on bac/7
end inspections to achie#e 8"ality
5et pro%ect e:pectations that the program )ill deli#er 8"ality&
complete )or/ Efrst time right&F achie#e all the benefts& and
meet all "ser e:pectations
$nable contin"o"s process impro#ement
$nable c"stomer dri#en meas"rement 7 8"ality is achie#ed )hen
the c"stomers state that 8"ality is deli#ered 0e.g.& #ia s"r#eys1
$nable people 7 e#eryone is responsible for the 8"ality of the
program 0e.g.& there are no EotherF people responsible for the
8"ality in o"r program1
'a:imi6e sol"tions by in#ol#ing pro%ect members& the people
closest to the problems and opport"nities for impro#ement )ith
the program=s de#elopment en#ironment
5"ggested Ase
3"ality 'anagement is primarily defned "sing t)o premises: frst&
de#eloping an e:plicit "nderstanding of )hat 8"ality means to the
sponsor and sta/eholdersK and second& ens"ring that those
re8"irements are conscio"sly b"ilt into the program at the start& rather
than simply loo/ed for at the end of the program.
!he follo)ing components help ens"re these goals:
'anage $:pectations
2erify 3"ality
Process 'anagement
Defne 'etrics
,eport 3"ality 'etrics
4ontin"o"s *mpro#ement
$stablish ,e)ards and ,ecognition
3"ality !raining and (rientation
Manage E-pectations
'anaging e:pectations foc"ses on t)o components: "nderstand and
manage sta/eholder e:pectations
Anderstand 5ta/eholder $:pectations 7 "nderstand )ho the
program?s sta/eholders are and identify the best )ay to collect
their e:pectations incl"ding gathering& categori6ing& and
prioriti6ing e:pectations
'anage 5ta/eholder $:pectations 7 ens"re that e:pectations
remain realistic thro"gho"t the d"ration of the program e;ort
o Analy6e progress on e:pectations
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o 5hare e:pectations )ith the program team and
sta/eholders
o Address e:pectations that are not met
o 'onitor sta/eholder perceptions
o Leep e:pectations "p to date and rele#ant
o *mplement impro#ements to address e:pectations that are
not at the desired le#el
o 4omm"nicate e:pectation stat"s/and e#al"ate progress on
e:pectations
Veri21 5"a&it1
*dentify critical targets for 8"ality #erifcation
Defne the criteria and processes to ens"re the desired 8"ality
le#elsK targets for assessment )ill incl"de:
o Deli#erables
o Processes
o People
Deli#erables 7 confrm the "se of the 27'odel of #erifcation&
#alidation& and testing& incl"ding the "se of 8"ality testing
techni8"es s"ch as stage containment and entry and e:it criteria
Processes B $#al"ate compliance to /ey processes for e:ample
0potential long7term goals of the P'(1:
o P,P 0Program ,eali6ation Process1
o 4'' 04apability 'at"rity 'odel1
o *5( 9000 a"dits
People
o 'eas"re team satisfaction periodically
o Address satisfaction gaps thro"gh assigning responsibility&
designating completion dates& and comm"nicating the plan
Process Management
4learly defne and obtain agreement for process bo"ndaries
*dentify "sers and s"ppliers of the process
$ns"re processes are described at the appropriate le#el of detail
*dentify ho) metrics and goals are trac/ed and collected
Pro#ide ongoing e#al"ation and impro#ement of the process
"sing any of the follo)ing techni8"es:
o Perform des/ chec/s on the process 77 loo/ for gaps and
red"ndant steps that add no #al"e
o Assess compliance to the process
o Perform root ca"se analyses on performance gaps
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o Disc"ss changes or impro#ement follo)ing the e:ec"tion of
a process or a pro%ect
!e6ne Metrics
Defne the criteria for determining the appropriate metrics
Defne the re8"ired meas"rement and reporting processes
*dentify reso"rces to gather& analy6e& and report metrics
Defne a process for piloting the selected metrics
*dentify implementation re8"irements
*dentify the re8"irements for comm"nicating metrics and res"lts
Report 5"a&it1 Metrics%
Pro#ide reports that are easy to interpret and "se in order to
"nderstand and impro#e the 8"ality of the de#elopment process.
!he follo)ing are e:amples of some 8"ality metrics:
o 5ched"le #s. 4omplete deli#erables
o *ss"es per )or/ gro"p
o A#erage 8"ality re#ie) t"rnaro"nd
o A#erage 8"ality re#ie) d"ration
o $stimate at 4ompletion 0$A41 #s. original b"dget
o $rrors per test phase
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*ontin"o"s Impro.ement (*I)
Defne an organi6ation7)ide 4* policy to ens"re that
impro#ement e;orts are integrated
!he follo)ing techni8"es help increase program member
in#ol#ement in 4* acti#ities:
o <roadcast comm"nication 7 b"ilds participation thro"gh
messages de#eloped to con#ey specifc messages
o Post 'ortem 'eetings B re#ie)s at pro%ect completion to
identify 4* opport"nities
o !eam member feedbac/ B obtain and trac/ feedbac/ on all
aspects of the de#elopment en#ironment
o 4* opport"nity management 7 trac/s and responds to the
identifed 4*
o 3"ality Action !eams 03A!s1 7 a #irt"al pro%ect team that
identifes possible sol"tions to a 4* (pport"nity
o 4* recognition program 7 re)ards to enco"rage
participation in 4*
o $:pert assessments 7 ens"res 8"ality ser#ices and deli#ery
of #al"e
o 5ta/eholder& !eam 'ember and Application Aser
5atisfaction 5"r#ey 7 helps P'( 8"antify o#erall
satisfaction in combination )ith the Post 'ortem
doc"mentation.
Esta(&is/ Rewar's an' Recognition
$stablish a go#erning body for the re)ards and recognition
process )ithin the program& the responsibilities of this team
incl"de:
o *dentify beha#iors to re)ard
o *dentify initiati#es that s"pport the program?s goals
o Defne eligible participants by identifying )hich gro"ps or
indi#id"als are targeted for the program
o Defne a)ard criteria& re)ard& fre8"ency& and responsibility
o De#elop a comm"nications plan initial and ongoing
initiati#e roll o"t
o Defne the process for ho) an indi#id"al or team
participates in the re)ard initiati#e
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*/ange Management
Defnition
4hange 'anagement is the process of managing proposed changes to
program scope defned d"ring the re8"irements phase. !his process
)ill ens"re consistent handling and escalation of change re8"ests.
(b%ecti#es
Pro#ide a defned process for managing change to re8"irements
Pro#ide g"idelines for appro#ing and escalating changes to
re8"irements
Pro#ide e:ec"ti#es and program/pro%ect members )ith timely
information regarding changes to re8"irements
<enefts
5"ccessf"l implementation )ill:
Positi#ely a;ect the )or/ en#ironment and relationships )ith
sponsoring organi6ations& employees and other sta/eholders by
minimi6ing scope ch"rn/creep.
5"ggested Ase:
4onsistent handling and escalation of change re8"ests
(btain Program/Pro%ect 5ponsor s"pport for the processK 5ponsor
m"st ens"re program is follo)ing process and not going
Eo"tsideF the process to incl"de ne) scope
,e8"irements m"st be baselined prior to implementing 4hange
4ontrol process
F"t"re *onsi'erations an' Recommen'ations 2or t/e
PMO%
4onfg"ration 'anagement
,elease 'anagement
4ontingency 'anagement
,eso"rce 'anagement 0as a f"ll capacity/ser#ice area of the
P'(1
Pro)ect Management% ,EP Met/o'o&og1
!he 5ystems $ngineering Process 05$P1 'ethodology )ill ser#e as the
common str"ct"re for pro%ect management and trac/ing integration
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)ith the P'(. 0!hree letter acronyms for each deli#erable are in
parentheses belo): these )ill be "sed as a common nomenclat"re for
all templates and reporting1. !he process consists of eight phases&
each )ith a f:ed set of deli#erables to be s"bmitted to the P'(.
PMO+,peci6c !e&i.era(&es%
Pro%ect Apdate +orm 0PA+1
4hange ,e8"est +orm 04,+1
*ss"e Hog +orm 0*H+1
P/ase 1% Initiation P/ase
Pro%ect *nitiation +orm 0P*+1
5ponsor +ormali6ation Hetter 05+H1
Pro%ect 'anager Appointment Hetter 0P'A1
4ore !eam ,oster 04!,1
Pro%ect G"idelines Doc"ment 0PGD1
!arget 4ompletion Hetter 0!4H1
Aser ,e8"irements Doc"ment 0A,D1
Phase 5igno; Hetter 0P511
P/ase 2% P&anning P/ase
Pro%ect Defnition Doc"ment 0PDD1
Data Analysis Doc"ment 0DAD1
!echnical Analysis Doc"ment 0!AD1
Jigh He#el 5ol"tion 0JH51
2endor ,es"me 02,$1
2endor 5election 4hec/list 02541
2endor ,eference 3"estions 02,31
2endor 5election 'atri: 025'1
4ost $stimating .or/sheet 04$.1
,is/ Analysis 'atri: 0,A'1
Phase 5igno; Hetter 0P521
P/ase 7% !esign P/ase
5ystem *nfrastr"ct"re 5pecifcation 05*51
5oft)are ,e8"irements 5pecifcation 05,51
*nterface ,e8"irements 5pecifcation 0*,51
Performance ,e8"irements 5pecifcation 0P,51
Data De#elopment Plan 0DDP1
5oft)are De#elopment Plan 05DP1
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4omm"nication Plan 04(P1
3"ality Ass"rance Plan 03AP1
Phase 5igno; Hetter 0P591
P/ase 8% *onstr"ction P/ase
Aser 'an"als 0A'51
Pro%ect Ass"rance Hetter 0PAH1
Phase 5igno; Hetter 0P51
P/ase 9% Testing P/ase
!est Plan 4hec/list 0!P41
!est Hogs 0!H51
<"g !rac/ing ,eports 0<!,1
Phase 5igno; Hetter 0P5@1
P/ase :% Imp&ementation P/ase
!raining Plan 0!PI1
*nstallation ,ollo"t Plan 0*,P1
Phase 5igno; Plan 0P5C1
P/ase ;% <ser ,"pport P/ase
Jelpdes/ Plan 0JDP1
Phase 5igno; Hetter 0P5D1
P/ase =% *omp&etion P/ase
4lose ("t Hetter 04(H1
Post 'ortem Doc"ments 0P'D1