PROJECT MANAGEMENT OFFICE

FRAMEWORK

Thisdocumentisprovidedforguidanceinthe overarchingapproachtoProjectManagement implementedbytheUNCInformation TechnologyServicesProjectManagement Office.Thisdocumentalsoincludesthe variousITSPMOtemplatedocuments.

PROJECTNAME PMOFramework DOCUMENTAUTHOR PMOTeam FILENAMEandVERSION ISSUED 08.08.11 LASTREVISED 12.01.11

TABLEOFCONTENTS
ITSPROJECTMANAGEMENTOFFICE:WELCOME...............................................................................................5 ITSPMO:PMSTANDARDSANDRESOURCES ....................................................................................................6 . FRAMEWORKDOCUMENTORGANIZATION...........................................................................................6 SectionOne:ProjectManagementLifecycles....................................................................................................6 SectionTwo:ProjectManagementSkillAreas..................................................................................................6 PROJECTMANAGEMENTLIFECYCLES.....................................................................................................7 PROJECTDOCUMENTRESOURCES.........................................................................................................8 PROJECTDOCUMENTTEMPLATES.........................................................................................................9 PROJECTCHECKPOINTS..........................................................................................................................9 WHENISAPROJECTAPROJECT?.........................................................................................................10 PROCESSSELECTIONGUIDE.................................................................................................................11 ITSPMORESOURCES............................................................................................................................12 SECTION1:PROJECTMANAGEMENTCYCLES...................................................................................................13 PROJECTMANAGEMENTCYCLE:INITIATE .......................................................................................................13 . INITIATE:PROJECTDOCUMENTRESOURCES.......................................................................................13 ProjectInitiate..................................................................................................................................................13 INITIATE:PROJECTDOCUMENTTEMPLATES........................................................................................13 INITIATE:PROJECTCHECKPOINTS........................................................................................................13 Checkpoint#1..................................................................................................................................................13 PROJECTMANAGEMENTCYCLE:PLAN ............................................................................................................13 . PLAN:PROJECTDOCUMENTRESOURCES ............................................................................................14 . ProjectCharter.................................................................................................................................................14 ProjectPlan......................................................................................................................................................14 PLAN:PROJECTDOCUMENTTEMPLATES.............................................................................................14 CostTracking|MicrosoftExcel,SharePoint....................................................................................................14 ProjectSchedule|MicrosoftProject,Excel,SharePoint.................................................................................14 StakeholderLog |MicrosoftExcel,SharePoint ...........................................................................................15 . CommunicationManagementPlan|MicrosoftWord,SharePoint................................................................15 RiskForm|MicrosoftWord,SharePoint.........................................................................................................15 RiskLog|MicrosoftExcel,Sharepoint ............................................................................................................15 . ProjectStatusReport|MicrosoftWord,SharePoint......................................................................................15 IssueForm|MicrosoftWord,SharePoint.......................................................................................................15 IssueLog|MicrosoftExcel,SharePoint...........................................................................................................15 PLAN:PROJECTCHECKPOINTS .............................................................................................................16 . Checkpoint#2..................................................................................................................................................16 Checkpoint#3..................................................................................................................................................16 PROJECTMANAGEMENTCYCLE:EXECUTE.......................................................................................................16 EXECUTE:PROJECTDOCUMENTRESOURCES.......................................................................................16 EXECUTE:PROJECTDOCUMENTTEMPLATES.......................................................................................16 EXECUTE:PROJECTCHECKPOINTS........................................................................................................16 PROJECTMANAGEMENTCYCLE:MONITORANDCONTROL.............................................................................16 MONITORANDCONTROL:PROJECTDOCUMENTRESOURCES............................................................17 MONITORANDCONTROL:PROJECTDOCUMENTTEMPLATES............................................................17 ChangeRequestForm|MicrosoftExcel,Sharepoint......................................................................................17 ChangeLog|MicrosoftWord,Sharepoint......................................................................................................17 MONITORANDCONTROL:PROJECTCHECKPOINTS.............................................................................17 Checkpoint#4..................................................................................................................................................17 PROJECTMANAGEMENTCYCLE:CLOSE...........................................................................................................17 ITSPMOProjectManagementFramework.docx

CLOSE:PROJECTDOCUMENTRESOURCES...........................................................................................18 ProjectClose.....................................................................................................................................................18 CLOSE:PROJECTDOCUMENTTEMPLATES...........................................................................................18 AcceptanceForm|MicrosoftWord,Sharepoint.............................................................................................18 AcceptanceLog|MicrosoftExcel,Sharepoint................................................................................................18 ProjectCloseoutChecklist|MicrosoftWord,Sharepoint...............................................................................18 LessonsLearned|MicrosoftWord,SharePoint..............................................................................................19 CLOSE:PROJECTCHECKPOINTS............................................................................................................19 Checkpoint#5..................................................................................................................................................19 SECTIONTWO:PROJECTMANAGEMENTSKILLAREAS.....................................................................................20 COMMUNICATIONMANAGEMENT.................................................................................................................20 BENEFITSOFMANAGEDCOMMUNICATION........................................................................................20 COMMUNICATIONMANAGEMENT:DOCUMENTTEMPLATES............................................................20 StakeholderLog................................................................................................................................................20 CommunicationManagementPlan.................................................................................................................21 ProjectStatusReport|MicrosoftWord..........................................................................................................21 ASPECTSOFCOMMUNICATION...........................................................................................................22 WhoIsTheAudience?......................................................................................................................................22 WhatDoTheyWantToHearFromYou?.........................................................................................................23 WhenDoTheyWantToHearFromYou?........................................................................................................23 HowDoYouReachThem?...............................................................................................................................23 STRATEGICVS.TACTICALCOMMUNICATIONS.....................................................................................24 StrategicCommunications...............................................................................................................................24 TacticalCommunications.................................................................................................................................24 COMMUNICATIONMETHODS..............................................................................................................25 ISSUEMANAGEMENT......................................................................................................................................26 ISSUEMANAGEMENTPURPOSEANDOBJECTIVES ..............................................................................26 . ISSUEMANAGEMENTPROCESSANDPROCEDURE..............................................................................26 ISSUETYPES..........................................................................................................................................27 ORDER/TIMINGOFESCALATIONFORISSUES ......................................................................................27 . ISSUEASSESSMENT..............................................................................................................................27 ISSUEMANAGEMENTTRACKING.........................................................................................................28 SCOPEANDTIMEMANAGEMENT ...................................................................................................................29 . COLLECTDETAILEDPROJECTREQUIREMENTS.....................................................................................30 SCOPEDEFINITION...............................................................................................................................30 DETAILEDBREAKDOWNOFPROJECTWORK(WBS).............................................................................30 IDENTIFICATIONOFACTIVITIESANDTHEIRSEQUENCE.......................................................................30 ACTIVITYRESOURCEANDDURATIONESTIMATES...............................................................................30 SCHEDULE.............................................................................................................................................30 REVIEWOFPROJECTWITHCUSTOMER/SPONSOR..............................................................................31 PROJECTSCOPEBASELINEISCREATED................................................................................................31 PROJECTSCOPEANDSCHEDULEMANAGEMENT................................................................................31 RECOGNIZINGPROJECTSCOPECHANGE..............................................................................................31 PROPERPLANNINGANDSCOPING.......................................................................................................32 FORMALCHANGECONTROLPROCESS.................................................................................................32 INTEGRATEDPROJECTCHANGECONTROLPROCESS...........................................................................32 COSTMANAGEMENT......................................................................................................................................33 INTEGRATEDCHANGECONTROL.....................................................................................................................33 CHANGETYPES.....................................................................................................................................34 ITSPMOProjectManagementFramework.docx

OrganizationalChangeManagement..............................................................................................................34 OperationalChangeManagement...................................................................................................................34 RISKMANAGEMENT.......................................................................................................................................35 HIGHLEVELPROJECTRISK....................................................................................................................35 IDENTIFYPROJECTRISK........................................................................................................................35 ASSESSRISKPROBABILITIESANDIMPACTS..........................................................................................35 PRIORITIZERISKS..................................................................................................................................36 PLANRISKRESPONSES..........................................................................................................................37 MANAGERISKS.....................................................................................................................................37 LESSONSLEARNED..........................................................................................................................................37 LESSONSLEARNEDAPPROACH.............................................................................................................38 LESSONSLEARNEDFROMAPROJECT..................................................................................................38

ITSPMOProjectManagementFramework.docx

ITSPROJECTMANAGEMENTOFFICE:WELCOME
ITSiscommittedtosupportingandfurtheringProjectManagement(PM)tobetterensurethequalityofwork andservicerequiredofanyUniversityofNorthCarolinaatChapelHillendeavour. Toimproveprojectoutcomes,mitigaterisk,andimproveserviceconsistency,theInformationTechnology ServicesProjectManagementOffice(ITSPMO)developedthisframeworkresourcedocumentforITSProject Managers,andthoseindividualswhomaynothavethetitleofProjectManager,butfindthemselvesmanaginga projectorprojects. TheITSPMOisdedicatedtocontinuousimprovementassuch;theframeworkdocumentandotherresources areupdatedregularlytoreflectstandardswithinbothinformationtechnologyandprojectmanagementfields. TheITSPMOdevelopedthefollowingmaterialsusingacombinationofexperiencegainedbymanagingprojects atTheUniversityofNorthCarolinaatChapelHillandotherorganizationsandprojectmanagementaccepted standards,suchastheProjectManagementInstitute(PMI)andtheirProjectManagementBodyofKnowledge (PMBOK)4thedition. TheITSPMOProjectManagementFrameworkexplainstheprojectmanagementprocessareasandtheir relationshiptotheprojectmanagementlifecycle.Additionally,thedefinitionofaproject,theproject managementlifecycle,andprojectmanagementresourcesaredefined. Theunderlyingtenetofprojectmanagementisthatyouplanforyourprojectbeforeexecution,andthatyou monitorallworktoensurealignmentwiththeapprovedgoals.TheITSPMOservesallofITSandseeksto providethebestresourcespossibletosupportyourproject.

OUR SUCCESS IS YOUR SUCCESSFUL PROJECT

ITSPMOProjectManagementFramework.docx

ITSPMO:PMSTANDARDSANDRESOURCES
AfundamentalITSPMOgoalistoimprovethemanagementofCarolinasInformationTechnology(IT)projects andtoensuresuccessfulprojectoutcomes.Basedontheconceptofprogressiveelaboration,theITSPMOs ProjectManagement(PM)processallowstheProjectManagertoincorporatemoredetailsastheproject evolvesandinformationisdetermined.Inthisway,asnewinformationisavailable,theProjectPlanand managementapproachescanadapttofit. PROJECT TheITSPMOProjectManagementprocessisachievedwitha combinationofstandardizedtemplatesandresources Aprojectisatemporaryendeavour customizedforCarolinasITprojects.Projectsofanysize undertakentocreateauniqueproduct, benefitfromuseofseveralkeydocumentresources, specifically:ProjectInitiate,ProjectCharter,ProjectPlan,and serviceorresult.Thetemporarynatureof projectsindicatesadefinitebeginningand ProjectClose.Thedepthofdetailanduseofdocument end.Theendisreachedwhentheprojects templateswillvarydependingontheprojectsgoals,budget, objectiveshavebeenachievedorwhenthe andlevelofrisk. projectisterminatedbecauseitsobjectives willnotorcannotbemet,orwhentheneed FRAMEWORKDOCUMENTORGANIZATION fortheprojectnolongerexists. TheFrameworkisorganizedwithtwomainsections,eachwith PROJECTMANAGER interconnectedsubsections.Alltopicsareincludedinthe TableofContentsforeasyreference. AProjectManageristhepersonresponsible formanagingallaspectsofaprojectto SectionOne:ProjectManagementLifecycles ensurethegoalsanddeliverablesaremet. TherearefiveProjectManagementLifecycles,andwithin Often,theProjectManagerrepresentsthe each,theFrameworkdocumentdescribesthecycleitself,the interestsoftheprojectclient(orSponsor) requireddocumentresources,thedocumenttemplates,and withintheprojecttoguidetheworktowards thecyclecheckpoints. projectgoals.TheProjectManagerisgiven theauthoritybytheSponsorstoguide projectwork,maintaindocumentation,track SectionTwo:ProjectManagementSkillAreas work,andoverseetheProjectTeam. Throughoutallprojects,theProjectManagermustapply interpersonal,organizational,andleadershipskillstoguidethe Teamandensurethatworkalignswithstatedgoals. ThePMSkillAreasofChangeManagement,Communication Management,IssueManagement,ScopeandTime Management,CostManagement,andRiskManagement,are describedwithintheFrameworktoprovideProjectManagers acontextfortheassociateddocumenttemplates.

ITSPMOProjectManagementFramework.docx

PROJECTMANAGEMENTLIFECYCLES Everyprojecthasalifecycle,andprojectmanagementforthatprojecthasitsownlifecycle.TheITSPMO FrameworkreflectstheProjectManagementlifecyclesofInitiate,Plan,Execute,MonitorandControl,followed byClose.

Figure1:PMLifecycles Forsimplicityssake,theProjectManagementLifecyclesareshowninaverylinear,starttofinishapproach.This linearrepresentationisusedtoreinforcethefactthattheworkofonecyclewilldirectlyimpacttheworkinthe followingcycle. Butinpractice,boththeentireProjectManagementLifecycleandthecycleswithinitareiterative.Project ManagersmaybeintheExecutecycle,butduetoStakeholderorbudgetchanges,orotherfactors,mustreturn tothePlanoreventheInitiatecycle.OneoftheresponsibilitiesoftheProjectManageristoknowwhichcycle theprojectisin,howclosetheprojectistocompletingthatcycle,andwhenacycleneedstoberepeatedor regressed. TheITSPMOdocumentandtemplateresourcesprovideavaluabletoolforProjectManagersastheyoversee thelaunch,workwithin,andcloseofeachProjectManagementcycleoftheirproject.

ITSPMOProjectManagementFramework.docx

PROJECTDOCUMENTRESOURCES TheITSPMOprovidesProjectManagementdocumentresourcesthatalignwiththeworkofeachPMLifecycle andtheProjectCheckpoints.TheProjectManagementdocumentresourcesare:ProjectInitiation(Initiate cycle),ProjectCharter(Plancycle),ProjectPlan(Plancycle),ChangeControl(MonitorandControlcycle),and ProjectClose(Closecycle).Withinthelifecycles,asthedocumentresourcesarecompletedtheyaresubmitted totheProjectStakeholders(orAdvisingCommitteeorotherauthorizedmanagementbody)forreviewand approval.Therequiredreviewofthedocumentresourcesprovidestheformalcheckpointswithintheproject.

Figure2DocumentResourcesrequireCheckpoints Thedocumentresourcesandassociatedplanningactivitiesare mosteffectivewhenStakeholdersareactivelyinvolvedingathering projectdocumentation.Itisalsorecommendedthatthe documentsbetreatedaslivingdocumentsmeaningthat revisionsandreviewsoccurthroughoutyourprojecttoensurethat projectworkalignswiththeplan,andviceversa. Goalsandtargetsaremorelikelyreachedwhenplannedand monitoredagainsttheactualworkoftheproject.

AtCarolina,StakeholdersandSponsors areoftenthesamegrouporperson. STAKEHOLDER Stakeholdersarepersonsor organizations(e.g.Customers,Sponsors, andtheperformingorganization)who areactivelyinvolvedintheprojector whoseinterestsmaybepositivelyor negativelyaffectedbytheperformance orcompletionoftheproject.Theymay exertinfluenceovertheproject, deliverablesorteammembers.(Project
ManagementBodyofKnowledge (PMBOK)4thedition)

SPONSOR Sponsoristhepersonorgroupthat provides(financial)resourcesforthe project.TheSponsoristhechampion andspokespersontogathersupport throughouttheorganization.Theyplaya significantroleinthescopeandthe charter.TheSponsoristheescalation pointfortheProjectManager.(Project

ManagementBodyofKnowledge (PMBOK)4thedition)

ITSPMOProjectManagementFramework.docx

PROJECTDOCUMENTTEMPLATES Thedocumenttemplatesareavailabletofurthersupportand expanduponinformationcapturedinthedocumentresources. Templatesmaybeplanningtoolsusedwithinadocument resource(forexample,theRiskManagementPlandocument templateforusewithintheProjectPlandocumentresource)or worktoolsusedinconjunctionwithadocumentresource(for example,theRiskLogtosupporttheProjectPlandocument resourcewithintheExecutecycle). Themajorityoftemplatesarelistedwithintheframeworks SectionTwo:ProjectSkillAreas.Templatesareprovidedas MicrosoftWord(docx)andMicrosoftExcel(xlsx)files.Some templatesareMicrosoftSharePointfilesforusewithinyourown SharePointsite.

DOCUMENTLOCATION ThefilescanbefoundatITSPMO SharePointsite: https://share.unc.edu/sites/its/pmo/ DOCUMENTACCESS NotethatanactiveONYEN(University username)isrequiredforlogintothe ITSPMOSharePointsitetodownload documentresourceanddocument templatefiles.LearnabouttheONYEN at:http://onyen.unc.edu.

PROJECTCHECKPOINTS TheProjectCheckpointprocessprovidesprojectSponsors,StakeholdersandExecutiveManagementoversight oncost,scheduleandscopeastheprojectproceeds. TherearefivecheckpointswithintheProjectManagementcycles EachcheckpointistiedtoaProjectManagementdocumentresource Eachcheckpointrequiresaprojectauthoritysapprovaltocomplete Checkpointapprovalisprovidedbytheprojectauthorityappropriate toanindividualproject;approvalcancomefrom: o Stakeholder/s o Sponsor/s o ExecutiveManagement o AdvisoryCommittee Acheckpointcanberepeatedifacycleisrepeated

ITSPMOProjectManagementFramework.docx

WHENISAPROJECTAPROJECT? OurgoalistoengenderacultureofprojectmanagementinITStohelpusimproveourabilitytoplanand executeonourcommitments.However,wearealsosensitivetotheneedtoavoidaddingunnecessary overhead/bureaucracytoourenvironment,soweneedtoclarifywhatconstitutesaprojectnecessitatingthe additionalstructurePMinherentlyrequires.Thefollowingestablishesthatinitialdefinitionandwewilladjust thisovertimeaswegainmoreexperience.Theintentistofocusonlarge/complex/highimpactprojectsand avoidmaintenanceactivities. Projects,asdefinedearlierinthisdocument,areendeavorsthataretemporaryinnatureandundertakento createsomething.Clearlythisisabroaddefinitionandonedesignedtogivetheperson/personsmanagingtheir workamplelatitudetodefinehowmuchstructuretoapplytoaparticularblockofwork.Yeteveryorganization thatundertakesformalprojectmanagementneedstoanswerthefundamentalquestionofwhatisthe thresholdthatanactivitymustcrossbeforeitbecomesaformalprojectandwhatactionsmustbe undertakenatthattime?TheanswerforInformationTechnologyServices(ITS)atthetimeofthiswritingisas follows: Aprojectbecomesaformalprojectwhenitmeetstwo(2)ofthethree(3)followingcriteria: A) Theprojectinvolvesfunds>=$100,000.00andisnotpartofroutinemaintenanceorequipmentrefresh. B) Theprojectwilltakesix(6)ormorecalendarmonthstocomplete. C) Theprojectishighrisk/hascampuswideimpact/projectfailurewouldnegativelyimpactITS. TheoptiontoengagetheITSProjectManagementOfficeinyourprojectplanning,managementand executionisalwaysopenandwelcomed. ThepreferredactionistocreateaProjectInitiatedocumentandmanagetheprojectaccordingtothe methodologyespousedinthisframework. TherequiredactiontobeundertakenistocreateaProjectInitiatedocumentformanagementreview.

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PROCESSSELECTIONGUIDE Whichversion(theStandardorLight)processdoIneedtousetoinitiate/managemyproject? ThetermsStandardandLighthavebeenusedtodifferentiatebetweenprojectsofaveragecomplexity (Standard)andlesscomplexity(Light).TheframeworkcurrentlyfocusesonStandardtoensurefull informationandresourcesareavailable.However,withintheITSPMOresources,somefilesandtemplateshave beenlabelledasLighttodesignatetheirpurposeasanabbreviatedversionofthefullStandardcounterpart. TheITSPMObelievesitisuptotheprojectmanagerandtheirteamsdiscretiontodeterminethebestfitof processtotheirproject.Foracomplexproject,thestandardprocessislikelythemostappropriate.Foraless complexproject,thePMandteamcouldchoosetodothelightversion.Aprojectsomewhereinthemiddle coulduseasubsetofthestandardprocess.Itishighlyrecommendedtheprojectclosechecklistiscompletedso thatallprojectshaveabeginning(projectinitiate)andanend(projectclose.)

STANDARDPROCESS RecommendedTemplates
Initiate Charter ProjectPlan CostTrackingWorksheet Schedule PMOStakeholderLog PMOCommunicationPlanForm PMORiskDocumentationForm PMORiskLog PMOStatusReportForm PMOIssueDocumentationForm PMOIssueLog ChangeRequestForm ChangeRequestLog CloseReportForm AcceptanceLog CloseChecklist LessonsLearned

LIGHTPROCESS RecommendedTemplates(inblack)
Initiate CharterLight ProjectPlan CostTrackingWorksheet Schedule PMOStakeholderLog PMOCommunicationPlanForm PMORiskDocumentationForm PMORiskLog PMOStatusReportForm PMOIssueDocumentationForm PMOIssueLog ChangeRequestForm ChangeRequestLog CloseReportForm AcceptanceLog CloseChecklistStronglyRecommended LessonsLearned

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ITSPMORESOURCES Thetablebelowlistsdocumentresources,documenttemplates,andadditionalresourcesprovidedbytheITS PMOtoensureyouhavethetoolsyouneedtoreachasuccessfulprojectcompletion.

PHASE DOCUMENT RESOURCE INITIATE Project Initiate (includes Business Case) PLAN ProjectCharterLight ProjectCharter ProjectPlan o RiskManagement o Cost Management o ScopeandTime Management o Communication Management CHECKPOINT CHECKPOINT EXECUTE MONITORand CONTROL CLOSE ProjectClose Report

CHECKPOINT

CHECKPOINT

DOCUMENT TEMPLATE

StakeholderLog StatusReport IssueForm IssueLog Schedule RiskForm RiskLog

Change RequestForm ChangeLog

Acceptance Form Acceptance Log ProjectClose Checklist Lessons Learned

ADDITIONAL RESOURCES

Project Selection Guide ITSPMO Framework ITSPMO SharePoint site

SharePointSite Templates SharePointList Templates ITSPMOSharePoint site

ITSPMO SharePoint site

ITSPMO SharePoint site

ITSPMO SharePoint site

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CHECKPOINT

SECTION1:PROJECTMANAGEMENTCYCLES PROJECTMANAGEMENTCYCLE:INITIATE
Everyprojectofanysize,scope,orbudgetmusthaveadocumentedbusinesscasethatcapturestheneed thattheprojectsresultsanddeliverablesshouldaddress.Theprojectrequestor,withguidancefromthePM, shouldhaveawrittenbusinesscaseavailablebeforeworkingonanyProjectInitiateactivityordocument. INITIATE:PROJECTDOCUMENTRESOURCES ThereisonedocumentresourcefortheInitiatecycle:ProjectInitiate.TheProjectManagerwillneedtowork closelywiththeProjectRequestor,Sponsors,andotherstoguidethecompletionofthisfoundationaldocument resource. ProjectInitiate Thebusinesscasemustbearticulatedandvettedbeforeanyotherprojectdocumentationandincorporatedinto theProjectInitiatedocument.ThepurposeoftheProjectInitiatedocumentresourceistodescribeatahigh levelthevalueandscope/deliverablesofaprojectthatisbeingpresentedforfundingandscheduling consideration. AbudgetestimateispartoftheProjectInitiatetodevelopanapproximationofthemonetaryresourcesneeded tocompletetheproject.Inaddition,theInitiatedocumentoutlinesknownvendorresourcesrequiredto completetheprojectwork.Vendoreffortsareoftenrequiredtocomplementinternalresourcesortoprovide productsnotavailablewithintheorganization. TocompletetheProjectInitiate,theprojectrequestorand/orSponsorareaskedtoprovideprojectdetails neededbyITSExecutiveManagementtoprioritizeandfundprojects. INITIATE:PROJECTDOCUMENTTEMPLATES TherearenosupplementalprojectdocumenttemplatesfortheInitiateProjectManagementcycle.TheProject Initiatedocumentresource,withthebusinessplanandotherkeyprojectdetails,servesastheprimary documentforthiscycle. INITIATE:PROJECTCHECKPOINTS Checkpoint#1 AftertheProjectInitiateiscompleted,itisreviewedandapprovedbytheappropriateprojectauthority(e.g., Stakeholder,Sponsor,orExecutiveManagement).

PROJECTMANAGEMENTCYCLE:PLAN
AfoundationalbeliefinprofessionalprojectmanagementisthatyoumustPLANbeforeyouACTorDO. Itisalsorecommendedthatthedocumentsaretreatedaslivingdocumentsmeaningthatrevisionsand reviewsshouldoccurthroughoutyourprojecttomakesuretheworkalignswiththeplan,andviceversa.Goals andtargetsaremorelikelyreachedwhenplannedandmonitoredagainsttheactualworkoftheproject.

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PLAN:PROJECTDOCUMENTRESOURCES ThePlanProjectManagementcycleincludestwodocumentresources:ProjectCharterandProjectPlan.TheITS PMOprovidestheprojectselectionguidetohelpProjectManagersdetermineiftheirprojectwouldbebest servedbytheCharterStandardorLight.BothversionsoftheCharterareprovidedbytheITSPMO.Your ProjectPlanwillincorporatemanyProjectManagementdocumenttemplates,andthePMwillneedtodecide howmanyofthetemplatesarerequiredforagivenproject.Thedefault,orStandardCharter,usesallofthe templateswithinthePlan. ProjectCharter TheProjectCharteristheofficialprojectapprovaldocument; withoutsignoffoftheCharter,theprojectdoesnotexistand resourcesshouldnotbeassignedtoit.TheCharterbuildsupon informationdocumentedintheBusinessCaseandProjectInitiate. Additionally,theinformationwithintheCharterinformsthelater ProjectPlandocument. ProjectPlan ProjectSchedulemilestonesandworktasksarebestidentified throughthecreationoftheProjectPlan.ThisProjectManagement documentresourceiscoretoallprojects.TheProjectPlanisusedto execute,manage,monitorandcontroltheprojectasthedeliverables aredeveloped,testedandaccepted. AspartofdevelopingtheProjectPlan,theProjectTeamshould collaboratewithStakeholdersandSubjectMatterExperts(SMEs)to adddetailtotheprojectrequirementssothatworkcanbebroken downtoatasklevel,whichinturn,cansetresourceneedsandthe overallProjectSchedule.

PROJECTBASELINE Afterreviewandapprovalbythe Sponsorand/orExecutiveManagement, aProjectBaselineisrecorded.This includesusingtheBaselinefunctionin MicrosoftProjectorsavingacopyofthe Excelspreadsheet. TheProjectBaselineisusedduringall IntegratedChangeControlRequestsand atProjectClose.

PLAN:PROJECTDOCUMENTTEMPLATES TheProjectPlanTemplateusestenProjectManagementdocumenttemplatestoplanfortheProject Managementskillareasofcommunication,issues,scopeandtime,cost,changecontrol,riskmanagement,and LessonsLearned. CostTracking|MicrosoftExcel,SharePoint CostTrackingisatooltoplanandmonitortheprojectbudgetandsetthebudgetbaseline.Updatingthebudget involvesrecordingactualcostsspenttodate.Theauthorizedbudgetcanonlybechangedusingtheintegrated changecontrolprocess. ProjectSchedule|MicrosoftProject,Excel,SharePoint ProjectScheduleisatooltoplanandmonitorattheminimumtheplannedstartandfinishdateforeachactivity. AsacomponentoftheProjectManagementPlan,thescheduleisrefinedasresourcesaredeterminedanddates arefinalized.Thefinalizedversionofthescheduleistheschedulebaselinewhichcanonlybemodifiedusingthe

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integratedchangecontrolprocess.StatusreportingisofteninthecontextoftheProjectSchedule.Toolslike MicrosoftProjectenhancetheabilitytoreactquicklytoresourcefluidity. StakeholderLog|MicrosoftExcel,SharePoint Atooltoidentifyallpersonsororganizationsactivelyinvolvedintheproject,ortoshowinterestspotentially impactedbytheproject.TheStakeholderLogisessentialinpreparingtheCommunicationManagementPlan.It includesthemajorexpectations,theprojectphaseinwhichtheStakeholderwillbethemostactiveandthe potentialinfluenceoftheStakeholderontheproject. CommunicationManagementPlan|MicrosoftWord,SharePoint AtooltoidentifyallStakeholders,Sponsorsandothersinvolvedintheprojectandclearlyidentifywhat,how andwhenyouwillcommunicatewiththem.TheIssueLogtoolisalsousedheavilyincommunicationstoraise anddiscussissuesthatariseandtodocumenttheirdisposition.Byraisingandcommunicatingissuesbroadly acrossallpersonsinvolvedintheproject,conflictthatmayarisefromlackofcommunicationisminimized. RiskForm|MicrosoftWord,SharePoint Atooltoidentifyanddefineaprojectrisk(apotentialeventorconditionthatmayoccur),assessthelevelofthe risk,andtodocumentpotentialmitigationstrategy.TheRiskFormshouldbeascompleteaspossibleandmay requireadditionalinformationfromtheProjectTeampriortothereviewprocess.Risksfortheprojectare loggedintheRiskLog. RiskLog|MicrosoftExcel,Sharepoint Atooltomaintainarunninglogofprojectrisks,comments,mitigationstrategyanddisposition.Itmaybeused inconjunctionwiththeRiskForm.Whenmitigationactionistakenonarisk,itmayimpactotherareasofthe ProjectPlanwhichshouldbeupdatedaspartoftheprocess.Unidentifiedrisksmayariseoverthelifecycleof theprojectandshouldbeaddedtotheRiskLogfollowingthenormalprocess. ProjectStatusReport|MicrosoftWord,SharePoint TheProjectStatusReportisatooltocommunicatetheprogressoftheprojectagainsttheProjectScheduleand costbaselines.Activeissuesandrisksshouldalsobediscussedinthestatusreport. IssueForm|MicrosoftWord,SharePoint Atoolforidentifying,tracking,andresolvinganissuethatisaroadblockorhasthepotentialtobearoadblock toprojectsuccess.Projectissuescanberaisedbyanyoneinvolvedwiththeproject,buttheProjectManagerhas theresponsibilitytomanagetheissuetoresolution.ProjectStatusReportsshouldincludeareviewofproject Issues. IssueLog|MicrosoftExcel,SharePoint TheIssueLogisatooltomaintainarunninglogofissues,commentsanddisposition. ITSPMOProjectManagementFramework.docx

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PLAN:PROJECTCHECKPOINTS Checkpoint#2 ThecompletedProjectCharterisreviewedandapprovedbytheappropriateprojectauthority(e.g.Sponsor and/orExecutiveManagement)toofficiallylaunchtheproject.WithoutasignedProjectCharter,theprojectis notapproved. Checkpoint#3 WithacompleteProjectPlan,includingtheappropriatedocumenttemplateresources,thePMandProject TeamthencomparethePlan,Initiate,andChartertoidentifyanyvariancesindeliverables,goals,schedule, Sponsors,etc.AftertheProjectPlanTemplateandsupportingtemplateshavebeeninitiallycompletedtheyare reviewedandcomparedto/withtheProjectInitiateTemplateandProjectCharterTemplate.Thisisanimportant pointintimeintheproject. TheProjectPlanshouldbepresentedtotheappropriateprojectauthorityforapprovalbeforemovingtothe Executecycle.

PROJECTMANAGEMENTCYCLE:EXECUTE
TheExecutecycleincludesperformingtheactivitiestoaccomplishtheprojectrequirements,creatingproject deliverables,managingtheProjectTeamandallotheractivitiesforasuccessfulprojectoutcome. EXECUTE:PROJECTDOCUMENTRESOURCES TheExecutecyclereliesupontheProjectPlan,createdinthePlanPMcycle,toguidetheprojectwork.The ProjectPlanisusedbytheProjectTeamtoexecuteworkdefinedintheprojecttoachievetheprojectgoalson behalfoftheSponsor. EXECUTE:PROJECTDOCUMENTTEMPLATES TherearenosupplementalprojectdocumenttemplatesfortheExecuteProjectManagementcycle.TheProject CharterandProjectPlandocumenttheProjectTeamfromthepreviouscyclestoserveastheProjectTeamfor keyprojectinformationforthiscycle. EXECUTE:PROJECTCHECKPOINTS TherearenoprojectdocumentcheckpointsfortheExecuteProjectManagementcycle.

PROJECTMANAGEMENTCYCLE:MONITORANDCONTROL
TheProjectPlanisusedbytheProjectTeamtotrack,reviewandregulatetheprogressoftheproject.Thisis donethroughouttheprojectandincludescomparingactualprojectperformanceagainsttheProjectPlan, identifying,accessingandmanagingnewrisks,andstatusreporting.

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ThenumberonecauseofProjectScheduleandcostoverrunsisprojectscopechange.Ifscopechangesarenot controlled,theProjectScheduleandbudgetwillbenegativelyimpacted.Thechangecontrolprocess,alongwith properplanningoftheprojectsscope,willassisttheProjectManagerandTeamincontrollingscopecreep. Projectscopechangescanbeadditionalfunctionalenhancementstotheproduct,additionalcostsorchangesin ProjectSchedule.Excessivescopechangesaredirectlyrelatedtopoorlydefinedproductrequirementsand specifications.Toavoidexcessivescopechanges,theProjectTeamshouldclearlydocumentalltheproject requirementsintheProjectCharter. MONITORANDCONTROL:PROJECTDOCUMENTRESOURCES TheIntegratedChangeControldocumentisatoolforidentifying,tracking,andtakingactiononrequestedor otherwisenecessarychangestothescope,timeorcostoftheproject.Achangecontrolboardorother authorizedperson(s)shouldbeidentifiedasthefinalauthorizationforallchanges. MONITORANDCONTROL:PROJECTDOCUMENTTEMPLATES TheProjectBaselineisusedforallChangeControlRequestsandatProjectCloseout. ChangeRequestForm|MicrosoftExcel,Sharepoint TheChangeRequestFormisatooltoidentifyanddefinearequestedchangetoprojectscope,timeorcost.The changeformshouldbeascompleteaspossibleandmayrequireadditionalinformationfromtheProjectTeam priortothereviewprocess.ChangeRequestFormsareloggedintheChangeLog. ChangeLog|MicrosoftWord,Sharepoint Atooltomaintainarunninglogofchangerequests,commentsanddisposition.Itmaybeusedinconjunction withtheChangeRequestForm.Actionsapprovedthroughtheintegratedchangecontrolprocesswillimpact otherareasoftheProjectPlanwhichshouldbeupdatedaspartoftheprocess. MONITORANDCONTROL:PROJECTCHECKPOINTS Checkpoint#4 EachchangerequestisdocumentedusingaChangeRequestFormandrecordedintheChangeLogforthe project.TheChangeRequestisreviewedandcomparedtothecurrentProjectBaseline.Afterreviewand approvalbytheSponsorand/orExecutiveManagementallprojectsdocumentsandtemplatesareupdated includingtheProjectBaseline.TheupdatedProjectBaselinebecomesthecurrentversionofthebaselineused bytheProjectTeamandfutureChangeRequests.

PROJECTMANAGEMENTCYCLE:CLOSE
ProjectCloseoutisthefinalphaseoftheITSPMOProjectManagementStandardProcess.Itensuresthatall appropriatedeliverableapprovalsarereceivedandthatprojectfilesareupdatedwithinformationgathered throughoutthelifecycleoftheproject. ThepurposesofProjectCloseoutaretoformalizethedeliveryofprojectobjectives,updatehistoricalproject resourcesforfutureprojectuse,andupdateprojectfiles.

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TheprimaryobjectivesofProjectCloseoutare: AcceptanceofdeliverablesbyStakeholdersandSponsor(s) Updateofprojectfiles Projectorphaseclosuredocuments Documentationofprojectsuccesses DocumentationofprojectLessonsLearned ProjectfilesupdatedduringProjectCloseoutmayincludeStakeholdernotifications,projectreports,project presentations,projectrecords(includingemails,memos,andmeetingminutes),feedbackfromStakeholders, andLessonsLearned.LessonsLearnedaregatheredthroughouttheprojectlifecycle.DuringProjectCloseout,all LessonsLearnedarereviewedandtheirresolutionisdocumentedbytheProjectTeam. CLOSE:PROJECTDOCUMENTRESOURCES Everyprojectrequiresadocumentsignofftoacknowledgeandapprovetheendofworkandprojectactivities. CloseactivitiesareconductedonadeliverablelevelusingAcceptanceFormsandtheAcceptanceLog.Assuch, thecloseofdeliverablescanoccurduringearlierProjectManagementcycles.Buttheentireprojectisclosed onlyattheendandrequiresthecompletedProjectClosedocument. ProjectClose ProjectCloseisatooltodocumentthefinalstateoftheprojectanddeliverables,acceptance,conditionsor contingencies.Scopechanges,LessonsLearned,approvalsandotherprojectdocumentationandtheirlocation areidentifiedinthereport. CLOSE:PROJECTDOCUMENTTEMPLATES AnotheraspectofProjectCloseistheupdateofhistoricalprojectinformationforusebyfutureprojects.The ProjectManagementClosecycleTemplatesareusedduringtheProjectCloseout.AProjectTeamcloseout meetingisheldduringwhichtheLessonsLearnedTemplateisalsoreviewedandupdated. AcceptanceForm|MicrosoftWord,Sharepoint AcceptanceFormisatoolthatclearlyidentifiesaprojectdeliverableorproductandacceptance/approvalbythe Customer. AcceptanceLog|MicrosoftExcel,Sharepoint AcceptanceLogisatooltomaintainarunninglogofdeliverable/productacceptancefortheproject.Thistoolis oftenusefulinlargeprojectswithphasedrollouts. ProjectCloseoutChecklist|MicrosoftWord,Sharepoint ProjectCloseoutChecklistisatooltoensurethatallprojectactivitieshavebeencompletedandtheprojectis readyforclose.Itensuresthatallacceptancecriteriahavebeenmet,managementplanshavebeenfinalized andthatresourceshavebeenreleased.ImportantcomponentsoftheProjectChecklistincludeaformalreview ofLessonsLearnedaswellasarchivalofprojectdata.

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LessonsLearned|MicrosoftWord,SharePoint LessonsLearnedisatooltocaptureinformationforusebyfutureprojects.Itmaybecapturedduringproject executionoratProjectClose.AformalreviewofLessonsLearnedisscheduledaspartoftheProjectClose checklist. CLOSE:PROJECTCHECKPOINTS Checkpoint#5 ProjectCloseoutbeginswhentheSponsorsandStakeholders(orappropriateprojectauthority)acceptthe projectdeliverablesandestablishedprojectgoalshavebeenmet.AfterreviewandapprovalbytheSponsor and/orExecutiveManagement,allprojectsdocumentsandtemplatesarearchivedincludingtheProject Baseline.

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SECTIONTWO:PROJECTMANAGEMENTSKILLAREAS COMMUNICATIONMANAGEMENT
ProjectCommunicationsManagementincludestheactivitiesandtasksneededtoensureeffectiveStakeholder andProjectTeamcommunications.Communicationscanmakeorbreakanyproject,anditfallstotheProject Managertoactasabridgebetweenthetechnicalandbusinessneedsofaprojectaswellasnavigatingthrough organizational,cultural,andphilosophicalneedstoensuretherightinformationreachestherightpeopleina timelymanner. BENEFITSOFMANAGEDCOMMUNICATION CommunicationisanessentialpartofdaytodayUniversityactivity.Communicationisespeciallyimportant whentheUniversitycommunitywillbeimpactedbyanupcomingchangethataffectsthewaydailyactivitiesare conducted.TheProjectTeammustprimetheCustomer(ortargetaudience)fortheimpacttheprojectwill haveinordertoincreaseuseracceptance,preparethemforchange,helpthemunderstandreasonsforit,and assisttheminunderstandingtheimpacttheprojectwillhaveontheirUniversityactivities.

BENEFITSOFMANAGEDCOMMUNICATIONS
INTERNALTEAMCOMMUNICATIONS
COMMUNICATIONMANAGEMENT:DOCUMENTTEMPLATES SeveralITSPMOdocumenttemplatessupportandareusedaspartofthePMOProjectManagementFramework aspartofCommunicationsManagement. StakeholderLog TheStakeholderLogisusedtoanalyzethecommunicationanddistributionrequirementsofeachStakeholder. ThegoalistoensurethatStakeholders,includingtheProjectTeam,areinformedregardingallaspectsofthe projectrelatedtotheirinvolvementandresponsibilities.UpdatestotheStakeholderLogareusedasinputto updatetheCommunicationsManagementPlanTemplate. Toensureeffectivecommunications,identifyallprojectStakeholders.TheInitiatedocumentincludesthelistof primaryStakeholders.TheProjectTeamshouldusebrainstormingtechniquestocreateanextensivelistthat Developingcommonunderstanding Gainingconsensus Clarifyingrolesandresponsibilities Providingopportunityforfeedback Providingintergroupcoordination Understandingdetailedworkplan Understandingprojectoperations IssueManagement

EXTERNALCLIENTCOMMUNICATIONS
Raisingawareness Increasingunderstanding Buildingsupport Encouraginginvolvement Securingcommitment Managingexpectations

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shouldincludebothinternalandexternalStakeholders.Usingthislist,interviewtheidentifiedStakeholdersin anefforttoexpandyourlistuntilallpotentialStakeholdersareidentified. ExpandthedetailsinyourlistofeachStakeholderusingtheStakeholderLogTemplate.Fieldsincludedinthislog include: GeneralInformation o Name,contactinformation,position,division,officelocation,roleintheproject,internalor externalStakeholder Assessmentinformation o Majorrequirements,mainexpectations,potentialinfluenceontheproject,mostimportant phaseintheprojectlifecycle VariousprojectreportsanddocumentshelpcommunicateandmanagetheProjectSchedule,progress,and statustotheStakeholders.Itisessentialtoprovidethisinformationatthecorrectlevelofdetailandtousethe correctcommunicationmediumeachStakeholderrequires. CommunicationManagementPlan TheexpectedresultfromtheProjectCommunicationManagementPlanistoensurethataccurateandeffective communicationstakeplaceduringtheproject.Theuseofconsistentcommunicationsthrough documents/templatesandmeetingswillensureacompleteunderstandingfortheentireProjectTeamand/or endusersrelatedtoeachindividualsrequirements,tasks,andresponsibilities. ProjectStatusReport|MicrosoftWord TheProjectStatusReportisatooltocommunicatetheprogressoftheprojectagainsttheProjectScheduleand costbaselines.Activeissuesandrisksshouldalsobediscussedinthestatusreport.

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ASPECTSOFCOMMUNICATION Thefollowingareasmustbeaddressedwhendevelopinganeffectivecommunicationmanagementstrategy:

WHO isyouraudience?

WHAT dotheywanttohearfrom you?

WHEN dotheywanttohearit fromyou?

HOW doyoureachthem?

WhoIsTheAudience? Faculty,staff,andstudentswillbeaffecteddifferentlybyanychangetheprojectcauses.Thefollowing audiencesmustbeconsideredwhenpreparingcommunication:

EachofyourStakeholders,Clients,andotherProjectMembersneedsadifferentdegreeandtypeofinformation basedonhowtheprojectchangewillaffectthem.Messagesmustbeuserfriendly,targetedtotheneedsofthe audience,andwritteninthestyleandatalevelofunderstandingwithwhichtheyarecomfortable.

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WhatDoTheyWantToHearFromYou? Affectedpartiesshouldbeadvisedofwhytheprojectisbeingimplementedandtheneworchanging functionalitythatwillbedeployed.Itisimportantthattheyunderstandthatthereisanupcomingchangeaswell aswhyandhowitrelatestooveralluniversityobjectives.Directlyaffectedusersmustbeinformedofthe implementationscope,timelines,goals,objectives,andwhattheywillexperience.Wemustmanageuser expectationsousersclearlyunderstandwhattheycanrealisticallyexpect. Considerationsforkeymessagesinclude: Howwillitimpactme? DoIneedtotakeanyaction? Whatwillthenewsystemlooklike? Whatcanitdo? Whatwillchange?When?Why? WhenwillIgetaccess? WhenwillIbetrained? Whywillittakesolong? WhenDoTheyWantToHearFromYou? Communicationmuststartearlytominimizeanymisconceptionsorincorrectinformation.Keyusersmustbe involvedintheprojectrightfromthebeginning,butcommunicationcannotendthere.Itmustcontinue throughouttheentireprojectlifecycle.Timelycommunicationmustbedeliveredtoeachspecificaudience,with thecorrectmessagetargetedtotheneedsofeachspecificaudience. Thetimingofmessagedeliverymustbeconsideredtogiveenoughnoticeto preparetheaudiencesforchange,completeanyactionsrequired,andallow forapsychologicaladjustmentperiod.Butthemessageshouldnotbe deliveredtoofarinadvancesothatinterestwanesorthatthemessageis forgotten.Also,pleasekeepinmindthatthisprojectmaybeonlyoneof severalotherITchangesbeingimplemented.Wemustensuresufficient notificationisgiventodepartmentssothattheycancoordinateanyother changesthatmayalsobeimpactingthem. HowDoYouReachThem? Thedeliveryapproachmustbeconsideredforeachuniqueaudience,using differentstrategiesandmessagesbasedonwhattheyneedtoknow. Messagesmustbetailoredtothevarioususerslevelsofunderstandingand knowledgeoftheproject.Technicalterminologyandjargonmustbe minimizedincommunicationmaterial. Youmustmaintainconsistentpresentationofallcommunicationscirculated Figure3Communication includesinformationsenttoand outsidetheimmediateProjectTeam.Thispracticewillgiveeachprojecta fromPM uniqueidentitythatdistinguishesitfromotherprojectsandactivitiesthat maybetakingplaceatthesametime. Themostappropriatewaytoreachthetargetaudiencemustbedetermined.Avarietyofmethodsof communicationshouldbeuseddependingonthemessagetobedeliveredandtheaudiencetowhichitwillbe

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delivered.Criticalandpersonnelchangesareoftenbestconveyedusingindividualletterstoemployees,whereas generalprojectupdatesandstrategiescouldbebettercommunicatedviaemail,webpages,usergroup meetings,etc.Thecorrectbalanceofformalvs.informalanddirectvs.indirect,communicationsisessentialto projectsuccess.

STRATEGICVS.TACTICALCOMMUNICATIONS Asuccessfulcommunicationsplanenablesthetargetedaudiencetounderstandandtakeactioninatimelyand robustmanner.Totailorthecommunicationmessageappropriately,youmustfirstdeterminetheintentbehind thecommunicationanddecideifthemessageisstrategicortacticalinnature. StrategicCommunications Strategicformsofcommunicationbroadlyconveyaconceptorplan.Notonlyisthelevelofunderstanding intendedtobeofageneralnature,buttheaudienceisalsoexpectedtobebroad. TacticalCommunications Tacticalformsofcommunicationaremeanttoconveyspecificinformationaboutaconceptorplan.This targetedcommunicationismeantforuserswhowillbeapplyingthecontentofthecommunicationsmessage intotangibleaction.Thereforethecontentmustbeclearandconcise.

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COMMUNICATIONMETHODS Therearenumerouscommunicationmethods;thefollowingprovidesasummaryofthemorepopularoneswith theadvantagesanddisadvantageslistedforeach.

METHOD Meetings, Briefings ADVANTAGES Direct Informative Interactive Suitableforsensitiveissues, discussion,decisions DRAWBACKS Oftenseenasaninterruption towork Difficulttokeeptoagenda COMMENTS Providesopportunitytoraise questions,issues,status updates Actsasacheckpointamong partiesforintegrationissues Mustcarefullyselectthemix ofparticipantsandensure thesessioniswellfacilitated andhighlyinteractiveto maximizeparticipantstime. Groupsshouldnotbetoo largeandshouldhavesimilar needs Importanttoinvolveusers andencouragebuyin.Starts gettingusersaccustomedto lookofnewsystem, generalterminology,thereby, reducinglearningcurve

Workshops

Interactive,promotes involvement,discussion Allowsspecificfeedback Encouragesbuyin

Difficulttoorganize Requireslengthyleadtime Returnoninvestmentis difficulttogaugeandsuccess isnotguaranteed

Roadshows, Demos

Interactive,promotes involvement Immediatefeedback Reacheswidetargetaudience Includesconsistent,prepared messages Ishighimpact

Difficulttoorganize Requireslengthyleadtime Requirescrediblepresenters

WebPage/s

Consistentmessage Lowcost Paperless Creativeformat

Impersonal Notfortimesensitive messages Onewaycommunication Requiresunderstandingand accessibilitytotechnology

Effectiveforcommunicating genericmessagesthatare nottimesensitiveor confidential

EmailListserv, MassMail, Departmental Mailing, ElectronicMailing Lists

Consistentpreparedmessage Lowcost Paperless Targetspecificaudiences Immediate

AccessiblevialinkedPConly Easilyignored

Allowsforthequickest disseminationofinformation acrossmultiplesitesiftarget audiencehasrequired technology

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ISSUEMANAGEMENT
Issuesareunplannedorunexpectedproblemsthatariseduringthecourseofaproject.Issueswilldevelopover theprojectlifecycle.Issuemethod,means,andefficiencybywhichtheseissuesareaddressedand communicatedtotheStakeholderswillhelpdetermineiftheprojectremainsonbudgetandontimeorifthere willbeprojectoverruns.Someissuesmayimpactprojectscope,schedule,cost,resources,integration,orquality andaregenerallybeyondaparticularprojectworkgroupsauthorityorcapacitytoresolve. Anissuediffersfromariskinthatanissueisanactualfact,whileariskisaneventthatmayormaynotoccurin thefuture.TheProjectTeamexecutestheIssueManagementprocessunderthedirectionoftheProject Manager.IssueswillbebroughttotheattentionoftheProjectManager. ISSUEMANAGEMENTPURPOSEANDOBJECTIVES Issuesarealwaysassociatedwithsomedegreeofimpacttotheprojectandthereforeneedtobeassessedand resolvedinatimelyfashion.ThepurposeofdefiningissuemanagementproceduresistoassisttheProjectTeam toidentify,assess,monitorandresolveprojectissues.Thisensuresthattheissuesaredealtwithinanorderly andtimelymannerwhilemanagingpotentialimpacttotheproject. TheprimaryobjectivesofIssueManagementare: CommunicatetheimpactofissuestoappropriateStakeholders Manageeachissueasaconcernfromidentificationtoclosure Alloweachissuetoberesolvedandmonitoredbasedupondirectionfromtheappropriate authority Allowlesssignificantissuestobemanagedwithaminimumofoverhead

ISSUEMANAGEMENTPROCESSANDPROCEDURE TheinitiationoftheformalIssueManagementprocedurebeginswhenissuesarediscovered.TheProject ManagementTeamsupportstheIssueManagementprocess.Thedocumentationandtrackingofallissuesis managedusingadefinedprocedureandfacilitatedbytheuseoftheIssueReportTemplateandIssueLog Template. AnyoneontheProjectTeamcaninitiateanissuebycontactingtheProjectManager.TheProjectManager reviewstheissueinthecontextoftheprojectmanagementplan.IftheProjectManagerdeterminesthatthe issueisrelevant,anIssueReportTemplateandtheIssueLogTemplatearecompleted,andtheIssue ManagementProcessisexecuted. ThepurposeoftheIssueReportandtheIssueLogistoactasthesourcedocumentsforallthedetailsrelatedto aspecificissue.TheIssueReportandtheIssueLogaretobeusedforalltypesofissuesorproblemsthatare encounteredduringtheproject(functional,technical,orprojectmanagementissues).Moreover,theIssue ReportandIssueLogarethedocumentsthathousethehistoryoftheissue,sotheycanprovidealltheactivities thathavehappenedduringtheissuelifespanfromidentificationtoresolution.

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Ownershipfortheissuefallsupontheparticularresource(s)assignedtoitsfulfilment;itistheirresponsibilityfor themaintenanceoftheissue.Toensurevisibilityoftheoverallissuemanagementprocess,theProjectManager ischargedwithproperlydocumentingtheissueswithintheIssueReportandIssueLog. TheProjectTeamhasregularlyscheduledmeetingsonafrequentbasisandmeetingswithStakeholdersthat includeissuediscussionasanagendatopic.WithinthesediscussionstheTeamprovidesgreaterdetailsandthe ProjectManagerleadsdiscussionofeachopen,deferred,orinprocessissue.Thestatusofeachnonclosed issueisreviewed/determined(open,closed,deferred,orinprocess),andfollowonactivitiesarescheduledas appropriate. ISSUETYPES IssuetypesaredeterminedwhentheIssueReportandIssueLogiscreatedorupdated.

ORDER/TIMINGOFESCALATIONFORISSUES OncetheIssuehasbeenidentified,documented,andassignedtheresolutionandescalationprocessbegins.The personassignedtotheissueisresponsibleforensuringthatallavailable/appropriateinformationisprovidedfor theissueonatimelybasis.Generallyspeaking,informationshouldbegatheredfortheprojectmeetingas determinedbytheProjectManager.TheProjectManagerwilldetermineatimeframeforresolutionofhigh priorityissueswithinthecontextoftheproject. Whenresolutionofanissuerequiresachangetothescope,schedule,orcostoftheproject,theChange Management/ControlProcessmustbefollowedtocontrolandimplementtheresolution. ISSUEASSESSMENT UsetheIssuePriorityMatrixtoidentifytheimportanceofaspecificissuewithregardtoitspriorityandpotential negativeimpactontheproject.Anissuewithhighseverityandhighpriorityisanurgentandcriticalissue;itmay causetheprojecttostopuntiltheissueisresolved.Incontrast,iftheissueisrankedasmediumseverityand

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mediumpriority,monitoringtheissuemanagementprocessshouldbesufficient.Lowseverityandpriorityissues maybehandledoutsidetheissuemanagementprocess. Issueseveritywillnotchangeoverthelifeofanissue,buttheprioritycanbeadjustedupwardastimepasses withoutaresolution.Forexample,anissuemayhavehighseverityifnotresolved,butitsprioritymaybe mediumbecausethereisenoughtimetoresolveit.However,iftheissueisnotresolvedintime,itmaybecome highpriority. ISSUEMANAGEMENTTRACKING Tofurtherdefinetheissuemanagementprocess,eachissuewillbetrackedthrough:

STEP Initiate Validate STEPPURPOSE identifyanddocumentthe issue verifytheissueisvalidand requiresmanagement ACTIONS Identifytheissue. ReporttheissuetotheProjectManager. IdentifymemberoftheProjectTeamasthe issueowner(s). Validate/investigateissuewithProjectTeam membersasappropriate. Analyzeurgencyandimpactofissueandupdate theIssueReportwiththeanalysis. Assignresponsibilitytoinvestigatetheissueand actionalternatives. UpdatetheIssueReportwiththeassignment. Investigate,recommendthebestapproach,and estimatetheefforttoresolvetheissue. Escalateunresolvableissues. UpdateIssueReportwithfindings, recommendations,orotherinformation. Reviewtherecommendation. Approvetherecommendation,identify alternativeaction,orescalatetheissue. Initiateachangerequest,ifrequired. Assignthetaskofimplementingtheresolution. UpdateIssueReportwithdecisionand assignmentinformation. TrackIssueResolutionatStatusmeetings. CommunicateissuestatustoProjectTeam members. Verifythatissueisresolved. Recordissueresolutionandthedecision maker(s) Makeanyplanchangesnecessary UpdateBudgetifChangeControlwithbudget impactisapproved. CloseinIssueReportwithresolutionactionon theIssueLog RESPONSIBILITY ProjectTeam Member ProjectManager

Analyze

assesspriorityandseverity andassignresponsibilityto investigatealternatives

ProjectManager

IssueOwner

Plan

investigateandrecommenda courseofaction

IssueOwner, AssignedTeam Member

Control

decideonacourseofaction

ProjectManager

Monitor

executeandmonitor implementationofthe approvedcourseofaction verifythatactioniscomplete, issueisresolved,andclose issue

ProjectManager

Close

ProjectManager

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SCOPEANDTIMEMANAGEMENT
ProjectScopeandTimeManagementincludesdefiningtheworkrequired(andonlytheworkrequired)and developingthescheduletocompletetheprojectsuccessfully.Thehighlevelscopestatementisincludedinthe ProjectInitiatedocumentandisdetailedtothenextlevelintheProjectCharter. ScopeManagementcontinuestheprogressiveelaborationprocessbycollectingdetailedrequirements,defining scope,dividingtheprojectdeliverablesandprojectworkintosmaller,manageablecomponents,gaining acceptanceforthescope,monitoringtheprojectscope,andmanagingchangestothescopebaseline.Upon finalizationofthedetailedworktobecompletedfortheproject,aProjectScheduleisdevelopedandproject activitiesaremanagedtothisschedule. Itisimportanttonotethatnormally,especiallyinanInformationTechnologyenvironment,eachproject typicallydealswithmanagingboththeprojectlifecycleandtheproductdevelopmentlifecycle.Project Managementfollowsalifecyclethatdefineshowtobringtheprojectfrominceptiontoclose. TheproductdevelopmentlifecycleinanITenvironmentdefineshowtobringtheproduct(s)frominceptionto operationaldelivery.ThedevelopmentlifecycleforanITproducttypicallyincludesfunctionaldesign,technical design,technicalbuild,testinganddeployment.TheProjectSchedulewillembodyactivitiesinboththeproject managementlifecycleandthedevelopmentlifecyclefortheproductstobedelivered.Thiswillimpacthowthe milestonesandworkpackagesaredefinedandtranslatedtothescheduletoproducetheprojectdeliverables. Changes(additionsorremovals)totimeframe,requiredscopeand/orbudgetaremanagedusingtheIntegrated ChangeManagementprocess. Theprimaryobjectivesofprojectscopeandtimemanagementare: Collectdetailedprojectrequirements Scopedefinition Detailedbreakdownofprojectwork Identificationofactivitiesandtheirsequence Activityresourceanddurationestimates Schedule GatereviewofprojectdeliverableswithCustomerorSponsor Managingchangestoscope Controloftheschedulebymanagingchanges. ProcessescompletedinscopeandtimemanagementprovidethebasisfortheProjectSchedule.TheProject ScheduleisnormallypreparedusingMicrosoftProjectoranExcelspreadsheetoftasksandassociated estimatesaswellasstartdatesandenddatesforeachtask. AbaselineiscreatedandprojectprogressisthenreportedagainstthisbaselineandtheactualProjectSchedule. PeriodicbaselinesarerecordedtotrackchangestotheProjectScheduleasmanagedthroughtheIntegrated ChangeManagementprocess.

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COLLECTDETAILEDPROJECTREQUIREMENTS Toolsnormallyusedtocollectrequirementsincludeinterviews,focusgroups,facilitatedworkshopsand prototypes.Requirementsdocumentationshouldinclude: Businessneedaddressed Functionalrequirementsdescribingthebusinessprocesses,informationandinteraction.Thesemaybe gatheredindocumentationorflowchartform. Otherrequirementssuchasserviceexpectations Qualityrequirements Acceptancecriteria Impacts Supportandtrainingrequirements SCOPEDEFINITION DevelopmentoftheScopeDefinitionbuildsuponmajordeliverables,assumptionsandconstraintsprovidedin theProjectCharter.TheProjectManagerusesexpertjudgmenttoanalyzeinformationneededtodefinescope. UsingtheStakeholderLog,theProjectTeamidentifiesandinterviewsStakeholdersthatcanprovidedetailed requirementsandmilestones.Thesearethendefinedanddocumented. DETAILEDBREAKDOWNOFPROJECTWORK(WBS) AtthispointStakeholdersaswellasotherresourceswithintheorganizationsuchassubjectmatterexperts, otherunitswithinUNCaswellasoutsidesourcessuchasconsultantsarecontacted. Usingthedetailedrequirementsandmilestonesadetailedbreakdownoftheprojectworkandsubdivisionof theprojectintoactionablecomponentsisperformed.OftenaWorkBreakdownStructure(WBS)isutilizedto facilitatethisprocess.EachleveloftheWBSprogressesfurtherintothedetailedactivitiesthatsupportthe higherlevelactivities.Detailedbreakdownoftheworkprovidesamoreconciseidentificationandtherefore estimationofprojectactivities. IDENTIFICATIONOFACTIVITIESANDTHEIRSEQUENCE Onceprojectactivitiesarebrokendowntotheirlowestlevel,allactivitiesrequiredtoproducetheproject deliverablesareidentifiedasworkpackages.Workpackagesarefurtherbrokendownintoactivitieswhichcan besequencedandestimated. ACTIVITYRESOURCEANDDURATIONESTIMATES Activityresourceestimatescanbedeterminedbyusingavarietyoftools.Theseincludeexpertjudgment, bottomupestimatingandtypesofestimatingsoftware.Onceresourceestimatesaredetermined,resource typesandtheiravailability,numbersofresourcesandtheresourcecalendarcanbeusedtoestimatedurations. SCHEDULE TypicallyaschedulingtoolsuchasMicrosoftProjectisutilizedtodeveloptheschedule.Activitysequences, durations,resourcerequirementsandschedulingconstraintsareutilizedasprojectactivities,activitydurations ITSPMOProjectManagementFramework.docx

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andresourcesaremappedintotheschedulingsoftware.TheProjectScheduleconsistsofprojectactivity, plannedstartandfinishdatesforeachactivity,milestonedates,resourceestimatesandresourcenames. REVIEWOFPROJECTWITHCUSTOMER/SPONSOR UsingtheexpectationsintheProjectInitiatedocumentandtheProjectCharter,adetailedreviewbetweenthe ProjectCustomerorSponsorandtheProjectTeamisperformed.ThedetailedProjectSchedule,ProjectPlan, requirementsanddeliverablesarereviewed. IftheProjectInitiatedocumentandtheProjectCharterarenotinagreementwiththedetailedProjectSchedule, ProjectPlan,requirementsanddeliverablestheprojectCustomerorSponsorwillneedtoapprovechangesto theProjectInitiatedocumentandtheProjectCharter.Withoutthisagreementtheprojectcannotmove forward.OncetheProjectInitiatedocumentandtheProjectCharteragreewiththedetailedProjectSchedule, ProjectPlan,requirementsanddeliverablestheprojectwillmoveforward. PROJECTSCOPEBASELINEISCREATED AftertheProjectCustomerorSponsoragreeswiththedetailedProjectSchedule,ProjectPlan,requirementsand deliverablesandtheProjectCharterisinagreement,aprojectbaselineiscreated.TheProjectPlanwillbe updatedwiththebaseline.Atthispointanychangestotheprojectscope,budgetortimelinewillrequirea ChangeRequest. PROJECTSCOPEANDSCHEDULEMANAGEMENT Usingtheagreedbaseline,theProjectManagerandtheProjectTeamworktoensureprojectscope,including theschedule,isalignedwiththebaseline.PerformancereportskeeptheStakeholdersapprisedoftheprojects status. RECOGNIZINGPROJECTSCOPECHANGE IfanactivityisnotlistedintheapprovedProjectCharter,itindicatesascopechange.Scopechangesare commonlyrequestedas: Formalclientrequests:TheClientmakesaformalrequestforanadditionalfunctiontobeincorporated intotheprojectafterthescopehasbeendefinedandapproved. Informalclientrequests:TheClientmaymakeaninformalrequestforadditionalfunctionalityor process. ProjectTeamsuggestions:ThesescopechangesrepresentfunctionsintroducedbyaProjectTeam memberthatinvolvedesign,build,orotherfeaturesnotincludedintheProjectCharter. ProblemReports:Thesechangesaretheresultofasystemissueorproblemresolutionreportthat identifiesnoncompliancetobusinessrequirementsordetaileddesigndocument.Problemreportswill usuallyresultinachangerequest. OperationalIncidents:Operationalincidentswillariseduringtheprojectlifecyclethatmaydirectly impactthetimeline,scope,orresources.Operationalincidentsmustbereviewed,estimated,and

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approvedbymanagement.Someissuesmayresultinaprojectchangerequest,andothersmaybe addressedthroughtheOperationalChangecontrolprocess(SMC/Remedy). ControllingProjectScopeChanges Three(3)stepsarenecessarytocontrolscopechanges: 1. Properplanningandscoping 2. Agreementfromtheprojectapprovers 3. Formalchangecontrolprocess

PROPERPLANNINGANDSCOPING Proper planning and scoping entails completely defining the project/product in the Project Charter. Most projectsspecificationsdefinethelevelofdetailthatallowsallprojectgroupstoperformtheirreviewsand assessmentsproductively.Theprojectscopedefinestheprojectsoutput. FORMALCHANGECONTROLPROCESS Projects are never static. Changes are to be expected during project lifecycle. A formal process has been establishedtoensureallprojectchangesareidentifiedandmadeinanorderlymanner. Asprojectchangerequestsaremade,achange controlprocessisnecessarytoconfirmthatthefollowing occurs: INTEGRATEDPROJECTCHANGECONTROLPROCESS ProjectChangeControlensuresthattheProjectTeamhasaprocesstorequestchangeswhileensuringthata consistentprocessisfollowedtodeterminetheoutcomeofeachrequest.EnsuretheTeamunderstandsthe ChangeControlpurposeanditsimportancetotheproject. IdentifytheChangeControlParticipants. ChangeRequestorCustomerorProjectTeam ChangeAuthorizers(ProjectManager,ProjectSponsorand/orITSExecutiveManagement) ReviewtheChangeControlProcesswiththeProjectTeam. ProjectManagercompletesandsubmitstheChangeRequestForm. ProjectManagersubmitstheChangeRequestFormviaemailtoProjectTeam,ProjectSponsor, and/orITSExecutiveManagement. ConductChangeRequestreviewmeetingsforChangeDecision. Onlynecessarychangesaremade. Changesarecommunicatedtoallaffectedparties. Changesthatinvolveprojectscopecost,schedule,orresourcesarecapturedandapproved,andthe projectdocumentationisupdated. Changesareimplementedinanorderlyfashion.

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ProjectManagerwillscheduleameetingwiththechangerequestapproverstoreviewthe proposedchangewithinfive(5)businessdaysofemailsubmission.Allcriticalchangerequests mustbeacknowledgedandstepstakentowardsresolutionwithinfive(5)workingdays. ProjectManagerwillasktheauthorizerstosigntheChangeRequestFormanddocumentthe decision. ProjectManagerwillupdatetheProjectPlan,changerequestlog,andotherappropriate documentationbasedonthechangerequestdecision.

TrackChangeRequests. Whenchangerequestsaremade,regardlessoftheirdisposition(approval/rejection),theyare enteredintotheChangeRequestLogandtheirdispositionistrackedtoprojectcompletion. When/ifthechangerequestisaccepted,thetasksandactivitiesrequiredtoexecutethechange areenteredintotheProjectPlan. TheProjectManagerupdatestheProjectPlanwiththenewactivitiesandtasks,ascreatedby thechangerequest,andadjuststheProjectSchedule,plans,dates,deliverablesand dependencies. LogthechangerequestintotheprojectsChangeRequestLogandtracksthechangethrough taskcompletion.

COSTMANAGEMENT
TheCostManagementprocessincludesestimating,budgetingandcontrollingcostssothattheprojectis completedwithintheapprovedbudget.CostManagementconsidersStakeholder requirementsforcapturingcosts,thecostoftheresourcesneededtocompletetheproject, andtheeffectthatprojectdecisionshaveontheoverallcostoftheproject(including recurringcostofmaintainingandsupportingtheproduct,serviceorresultoftheproject). ThepurposeofCostManagementistoensurethattheprojectdeliverstheexpectedReturn onInvestment(ROI)calculatedforjustificationoftheproject.Althoughatprojectinitiation theseestimatesmaybehighlevel,throughprogressiveelaboration,thebudgetnumbers willbecomemoreaccurate.Costthresholdsareestablishedduringcostmanagement planningthatdrivetheneedforactionwithintheprojectifcostsexceedthesethresholds.

INTEGRATEDCHANGECONTROL
TheIntegratedChangeControlprocessisusedforrequesting,reviewing,approving,carryingout,andcontrolling changestotheproject'sdeliverables.TheIntegratedChangeControlProcessbecomeseffectiveimmediately aftertheProjectCharter(fromtheProjectManagementCyclePlan)hasbeensignedandremainsineffectuntil ProjectCloseissigned. Aprojectwilllikelyundergochanges;theProjectManagercontrolsthechangestomanagetheimpacttothe ProjectPlan,budget,andimplementationschedulethroughthechangecontrolprocess. Somechangeswillbeunavoidableinstanceswherechangeshavetobemadetocomplywithlegalor federal/stateregulations;policychanges;regulatoryrequests;changesinthebusinessdirection;orsituationsin

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whichtechnologymaydictateachange.Othernonessentialchangescanbeavoidedthroughmanagementofa formalchangecontrolprocessasitprovidesforreviewandapprovalofeachrequestedchange. CHANGETYPES TheframeworkaddressesProjectChangeManagement(ChangeControl),butitisimportanttounderstand differentchangemanagementtypesasallcouldimpactyourproject. OrganizationalChangeManagement OrganizationalChangeManagementencompassesallactivitiesaimedathelpinganorganizationsuccessfully acceptandadoptnewtechnologiesandnewwaystoserveitsCustomers.Effectivechangemanagement enablesthetransformationofstrategy,processes,technology,andpeopletoenhanceperformanceandensure continuousimprovementinaneverchangingenvironment.Acomprehensiveandstructuredapproachto organizationalChangeManagementiscriticaltothesuccessofanyproject/orbusinesschange. OperationalChangeManagement Theoverridingthemeofeffectiveoperationalchangemanagementiscommunication.ITgovernancestructure, changeandconfigurationmanagementprocesses,andsupportingtoolsservetoensuretheintegrityofthe infrastructurebaselineandthesystematiccommunicationofchangestothatbaseline.Integrationofchange controlwithIncidentManagementprocessesfosterscommunicationofservicedisruptioninformationtothose responsibleandaffected. InformationTechnologyServices(ITS)hastwoformsofoperationalchangemanagement. 1. TheServiceManagementCouncil(SMC)isthegroupthatcoordinatesandcommunicateschanges happeningtothesystemsbaseline.ThegroupmeetsweeklyandhasacalendarthatkeepstheTeam informedregardingimpendingchanges.Ifyouhaveanoperationalchangebeingintroduced,itisthe ProjectManagementTeamsresponsibilitytoupdatethecalendarastowhatthechangeisandwhenit ishappening.Itisalsoimportanttohavesomeone(suchastheProjectManager)attendthemeetingto discussthechangeandansweranyquestionsthatmaycomeup.Ensuringthegrouphasacontactname todiscussanyconcernsorupdatesiscritical.Presentingthechangeasearlyaspossibleisalwaysbest. 2. TheRemedyChangePlanapplicationsupportsalloperationalchangerequestsandthenotificationof changes.AnychangetothebaselineoftheITSinfrastructureandapplicationsneedstohaveaRemedy ChangePlancompletedandapprovedthroughtheworkflowprocessembeddedintheRemedy application. Changemanagementcanbeachievedthroughuseofrequestformsandlog.Itisimportanttodocumenteach changerequest,andtotrackthosechangerequests,inordertomanagechangethroughthelifeofyourproject.

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RISKMANAGEMENT
Riskmanagementisusedtodefineuncertaintyinaproject andtoplanforactionstoaddresstheeventorcondition shoulditoccur.Riskmanagementembodiesamethodology thatdefinesthetoolsanddatasourcestobeusedforrisk management.Datasourcesforriskmanagementincludethe scopestatement,costmanagementplan,schedule managementplan,communicationsmanagementplanaswell asexistingconditionsandprocessesthatmayimpactproject success. Yourprojectsriskmanagementplanincludesthefollowing steps: 1. Identifyhighlevelrisk 2. Identifyprojectrisks 3. Assessriskprobabilityandimpact 4. Prioritizerisks 5. Planriskresponses 6. Managerisk HIGHLEVELPROJECTRISK HighlevelrisksshouldbeidentifiedbytheProjectSponsor andProjectManageratthetimethattheProjectCharteris prepared.Probabilityandimpactforeachriskshouldbe assessedandprioritydocumentedintheProjectCharterfor considerationduringprojectapproval.Iftheprojectcarries significantrisksfromitsinception,theserisksshouldbe reviewedandconsideredasapartoftheprojectapproval process.Ifsignificantrisksareidentified,theyshouldbe reviewedbythegroupapprovingtheprojecttodetermineif theseriskscanbemitigatedorotherwiseassignedpriorto beginningtheproject.Highlevelrisksmaybesubstantial enoughtocausetheprojecttobestopped.

RISK Riskisaneventorconditionthatmayoccur withimpacttoatleastoneprojectobjective. Acausemaybearequirement,assumption, constraintorconditionthatcreatesthe possibilityofpositiveornegativeoutcomes. Risksareassessedaccordingtothepotential impacttotheprojectandtheprobabilityof theiroccurrence. Ariskmayalsooccurduetotheenvironment inwhichtheprojectisoccurringi.e.immature projectmanagementpractices,concurrent multipleprojectsordependencyonexternal resourcesforprojectcompletion. Aprojectcontingencyplaniscreatedtodeal withunknownrisksthatmaybecomeknown astheprojectcontinues.

IDENTIFYPROJECTRISK ProjectrisksareidentifiedbyProjectSponsorsandStakeholders.Riskidentificationisaniterativeprocess.ARisk IdentificationWorkshopisscheduledduringprojectplanningtoreviewprojectriskmanagementprocessandto developtheinitialRiskLog.TheLogisthenreviewedroutinelythroughouttheproject.Identificationofrisks shouldbeconsistentacrossriskssothatriskscanbecompared.

ASSESSRISKPROBABILITIESANDIMPACTS TheRiskPriorityMatrixisusedtoassessrisks.Thereisalwaysameasureofriskandconsequencesassociated withbusinessdecisions.Dependingontheprojectstructure,risksareidentifiedeitherduringaRiskWorkshop orongoingriskreviews.TheProjectManagerandtheProjectTeamwilldraftmitigationplans.

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Stakeholders/Sponsors/ProjectManager/Teamwillidentifytheprobabilityandimpacttotheprojectassociated witheachrisk.TheProjectManagerwillassigntheownersofeachriskandreviewtheRiskLogandplanwiththe riskownersandProjectStakeholderstogainapproval.

Figure4:exampleRiskPriorityMatrix Thebasicstepsforassessingriskprobabilitiesandimpactareasfollows: 1. Identifyrisktoassess 2. Determinetheriskprobabilityandnoteitonthematrix(low,medium,orhigh) 3. Determinetheriskimpactandnoteitonthematrix 4. Notethepointsofintersectionwithprobabilityandimpact 5. Ifpointsareadjacent,usethehigherrating Wherethepointsofintersectionfall,inlow,medium,orhigh,indicatestheactionneeded.Low/greendoesnot requirearesponseplan,butbothmedium/yellowandhigh/red,dorequirearesponseplan.

PRIORITIZERISKS Thereviewofeachrisk,andthefinalagreementandjudgmentoftheleveloftheprobabilityandimpactofeach, needstobemadebythewholeTeam.Ifyoudonothaveconsensus;determineusingtiebreakerrules. DeterminetheintersectionoftheProbabilityandImpacttofindyourRiskpriority. IfyourProbabilityandImpactareimmediatelyadjacenttooneanotheronthematrix,thehigherPriorityshould beassigned.

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PLANRISKRESPONSES RiskprioritiesareupdatedintheRiskFormtotheRiskLog.Foreachriskthatrequiresaresponse,thestrategyis plannedbytheProjectManager,ProjectTeamandStakeholders.Riskstrategiesexistfornegativeandpositive risks. NegativeRiskStrategies AvoidchangetheProjectManagementPlantoavoidtherisk.Thisresponseshouldinvokethe changemanagementprocesstochangetheProjectManagementPlan. Transfershiftthenegativeimpactofthethreatandtheownershipoftheresponsetoathirdparty suchasaconsultant. Mitigatereducetheprobabilityorimpactoftherisktoanacceptablelevel. AcceptdocumentthestrategywithnochangestotheProjectManagementPlantodealwiththe risk.TheriskcanbedealtwithbytheProjectTeamwhen/ifitoccursorcontingencycanbeidentified toaddressthethreatshoulditoccur. PositiveRiskStrategies(Opportunities) Exploitstrategytoensurethattheopportunityisrealized. Shareallocatesomeoftheownershiporopportunitytoathirdparty. Enhancestrategytoincreasethepossibilityorpositiveimpactoftherisk. Acceptstrategytobewillingtotakeadvantageoftheopportunityifitcomesalong. MANAGERISKS Risksaremanagedthroughoutthelifecycleoftheproject.Risksarereassessedroutinelyinregularlyscheduled RiskWorkshops.DuringRiskWorkshops,newrisksmaybeidentified,existingrisksareassessedandrisksare closed.

BasicmethodologyforriskmanagementwillbeimplementedviatheRiskFormandRiskLogtemplates.Through thesedocumenttemplates,risksareidentified,prioritizedandriskresponseplannedanddocumented. ProbabilityandImpactmatricesprovidedonpage35areusedtoprioritizerisks.

LESSONSLEARNED
ThepurposeoftheLessonsLearneddocumentistocapturetheprojectsLessonsLearnedinaformaldocument forusebyProjectManagersonsimilarfutureprojects.TheITSLessonsLearnedencompassesteamworkand tools.CapturingLessonsLearnedisanintegralpartofeveryprojectandservesseveralpurposes.While finalizationofaformalLessonsLearneddocumentiscompletedinareviewmeetingtheduringtheProject Closeoutstage,capturingLessonsLearnedshouldoccurthroughouttheprojectlifecycletoensureall informationisdocumentedinatimelyandaccuratemanner.

TheLessonsLearneddocumentservesasavaluabletoolforusebyProjectTeamswithinITSwhoareassigned similarprojects.Thisdocumentshouldnotonlydescribewhatwentwrongduringaprojectandmake

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suggestionsonhowtoavoidsimilaroccurrencesinthefuture;itshouldalsodescribewhatwentwellandhow similarprojectsmaybenefitfromthisinformation.Thisdocumentshouldbecommunicatedtotheproject SponsorandtheITSProjectManagementOffice(PMO)forinclusionintotheLessonsLearnedSharePoint repositorylocatedontheITSPMOSharePointsite. Thisdocumentmaybeusedaspartofnewprojectplanningforsimilarprojectsinordertodeterminewhat problemsoccurred,howthoseproblemswerehandledandhowtoavoidtheminthefuture.Additionally,this documentdetailswhatwentwellwiththeprojectandwhy,sothatotherProjectManagersmaycapitalizeon theseactions.ProjectManagersmayalsousethisdocumenttodeterminewhotheProjectTeammemberswere inordertosolicitfeedbackforfutureprojectplanning.Thisdocumentwillbeformallycommunicatedwiththe organizationandwillbecomeapartoftheorganizationalassetsandarchive. ThisdocumentwillattempttodevelopacommonunderstandingandapproachtotheLessonsLearnedprocess. LESSONSLEARNEDAPPROACH ItisimportantthattheLessonsLearnedapproachiscoveredintheinitialstagesofprojectplanning.A methodologyalongwithanappropriatesetoftoolsshouldbeestablishedtocapturetheselessonsthroughout theprojectslifecycle.IfnothoughtisgiventoLessonsLearneduntilProjectCloseout,thenitislikelythat essentialinformationwillbeomitted.LessonsLearnedshouldbedetailedenoughtoprovidevalueforfuture use,andthecontentsshouldbeconsistentwithotherLessonsLearneddocuments. LessonsLearnedarealsogatheredfrombothrealizedandunrealizedrisksintheprojectRiskRegisteraswellas throughinterviewswithProjectTeammembersandotherStakeholdersasnecessary.TheLessonsLearnedin thisdocumentarecategorizedbyprojectknowledgearea.Theknowledgeareasconsistofriskmanagement, integrationmanagement,qualitymanagement,timemanagement,procurementmanagement,cost management,scopemanagement,andcommunicationmanagement. LESSONSLEARNEDFROMAPROJECT TheLessonsLearnedfromaprojectmustbecommunicatedinaconsistentmanner.Inadditiontothe categorizationanddescriptionofthelesson,itisimportanttostatewhattheimpactwasandprovidea recommendationforProjectManagerstoconsideronfutureprojects.Itisimportanttonotethatnotonly failuresorshortcomingsareincludedbutsuccessesaswell.

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