PO10 Process Description

PO10: Project Management

1. Description

Identifying and prioritizing projects in line with the operational plan and the adoption and application of sound project management techniques for each project undertaken.

2. Control Objectives

Project Management Framework - establish and periodically review a general project management framework which defines the scope and boundaries of managing projects, as well as the project management methodology to be adopted and applied to each project undertaken. The methodology should cover, at a minimum, allocation of responsibilities, task breakdown, budgeting of time and resources, milestones, check points and approvals
User Department Participation In Project Initiation - Participation in definition and authorisation of development, implementation and modification
Project Team Membership And Responsibilities - Framework specifying basis for assigning staff to projects
Project Definition - Nature and scope of project clear before work begins
Project Approval - Feasibility study reports review, basis for project decision
Project phase approval - Designated manager approval of deliverables in each phase, prior to start of the next phase
Project Master Plan - Adequate plan for maintaining control over the project, method of monitoring time and cost
System Quality Assurance Plan - ensure that the implementation of a new or modified system includes the preparation of a quality plan which is then integrated with affected project plans and formally reviewed and agreed to by all parties concerned
Planning Of Assurance Methods - Support accreditation, assuring that internal controls and security features meet related requirements
Formal Project Risk Management - implement a formal project risk management program for eliminating or minimizing risks associated with individual projects (i.e. identifying and controlling the areas or events that have the potential to cause unwanted change)
Test Plan - Test plan for every development, implementation and modification project
Training Plan - Training plan for every development, implementation and modification project
Post-implementation Review Plan - Plan for treatment of lessons learned

3. Key Goal Indicators

Increased number of projects completed on time and on budget
Availability of accurate project schedule and budget information
Decrease in systemic and common project problems
Improved timeliness of project risk identification
Increased organisation satisfaction with project delivered services
Improved timeliness of project management decisions

4. Key Performance Indicators

Increased number of projects delivered in accordance with a defined methodology
Percent of stakeholder participation in projects (involvement index)
Number of project management training days per project team member
Number of project milestone and budget reviews
Percent of projects with post-project reviews
Average number of years of experience of project managers

5. Critical Success Factors

Experienced and skilled project managers are available
An accepted and standard programme management process is in place
There is senior management sponsorship of projects, and stakeholders and IT staff share in the definition, implementation and management of projects
There is an understanding of the abilities and limitations of the organisation and the IT function in managing large, complex projects
An organization-wide project risk assessment methodology is defined and enforced
All projects have a plan with clear traceable work breakdown structures, reasonably accurate estimates, skill requirements, issues to track, a quality plan and a transparent change process
The transition from the implementation team to the operational team is a well-managed process
A system development life cycle methodology has been defined and is used by the organisation

6. Service Maturity Variations

0 Non-existent	Project management techniques are not used and the organisation does not consider business impacts associated with project mismanagement and development project failures.
1 (Initial/Ad Hoc)	The organisation is generally aware of the need for projects to be structured and is aware of the risks of poorly managed projects. The use of project management techniques and approaches within IT is a decision left to individual IT managers. Projects are generally poorly defined and do not incorporate business and technical objectives of the organisation or the business stakeholders. There is a general lack of management commitment and project ownership and critical decisions are made without user management or customer input. There is little or no customer and user involvement in defining IT projects. There is no clear organisation within IT projects and roles and responsibilities are not defined. Project schedules and milestones are poorly defined. Project staff time and expenses are not tracked and compared to budgets.
2 (Repeatable but Intuitive)	Senior management has gained and communicated an awareness of the need for IT project management. The organisation is in the process of learning and repeating certain techniques and methods from project to project. IT projects have informally defined business and technical objectives. There is limited stakeholder involvement in IT project management. Some guidelines have been developed for most aspects of project management, but their application is left to the discretion of the individual project manager.
3 (Defined Process)	The IT project management process and methodology have been formally established and communicated. IT projects are defined with appropriate business and technical objectives. Stakeholders are involved in the management of IT projects. The IT project organisation and some roles and responsibilities are defined. IT projects have defined and updated milestones, schedules, budget and performance measurements. IT projects have formal post system implementation procedures. Informal project management training is provided. Quality assurance procedures and post system implementation activities have been defined, but are not broadly applied by IT managers. Policies for using a balance of internal and external resources are being defined.
4 (Managed and Measurable)	Management requires formal and standardised project metrics and “lessons learned” to be reviewed following project completion. Project management is measured and evaluated throughout the organisation and not just within IT. Enhancements to the project management process are formalised and communicated, and project team members are trained on all enhancements. Risk management is performed as part of the project management process. Stakeholders actively participate in the projects or lead them. Project milestones, as well as the criteria for evaluating success at each milestone, have been established. Value and risk are measured and managed prior to, during and after the completion of projects. Management has established a programme management function within IT. Projects are defined, staffed and managed to increasingly address organisation goals, rather than only IT specific ones.
5 Optimized	A proven, full life-cycle project methodology is implemented and enforced, and is integrated into the culture of the entire organisation. An on-going programme to identify and institutionalise best practices has been implemented. There is strong and active project support from senior management sponsors as well as stakeholders. IT management has implemented a project organisation structure with documented roles, responsibilities and staff performance criteria. A longterm IT resources strategy is defined to support development and operational outsourcing decisions. An integrated programme management office is responsible for projects from inception to post implementation. The programme management office is under the management of the business units and requisitions and directs IT resources to complete projects. Organisation-wide planning of projects ensures that user and IT resources are best utilised to support strategic initiatives.