1st assignment of p.m
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Q.No.1(a)
Introduction
Every organization requires good leadership in order to carry out all their projectssuccessfully. This requires the organization to appoint efficient project managers to
carry out various tasks, and of course to guide and lead the project management team
and get them to a point where they have effectively completed any given project at
hand, taking into account a whole load of factors.
In order to understand how project management can run smoothly, it is important to first
identify the role ant the tasks carried out by the project manager. So who is a project
manager and why is he/she so important?
The Role of a Project Manager
The role of a project manager basically involves handling all aspects of the project.
This includes not just the logistics but also the planning, brainstorming and seeing to the
overall completion of the project while also preventing glitches and ensuring that the
project management team works well together.
The Goals of a Project Manager
Following should be the the main goals for a project manager but they are not limited to
the listed one because it very much depends on the situation.
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(1) Deadlines:
A project manager must always be able to carry out his role in a very effective manner.
This means that in most cases he/she would have to run against time with the clock
ticking away. All projects would have deadlines, so it is the duty of a project manager to
complete the project by this given date.
It should be noted that although the project manager and his team may draw up a
schedule at the outset that may seem perfect, as time goes on you will find that the
requirements may change, and the projects may require new strategies to be
implemented and more planning to be carried out.
Time therefore could be a big obstacle for a project manager achieving his/her goal. As
the project manager you should never lose sight of the deadline, your role would be to
keep pushing your team to finish the work and deliver on time.
Remember that your clients' satisfaction is your number one priority.
(2) Client Satisfaction:
Satisfaction of the client however does not mean that you rush to finish the work on time
without ensuring that standards are met.
The reputation of your organization would depend on the quality of the delivery of your
projects. This is another factor you should not lose sight of throughout the project.
Your role would also be to keep reminding the team members that quality is key.
(3) No Budget Overrun:
No project can be started off without the preparation of the budget. Although this is just
a forecast of the costs that would be incurred, it is essential that this budget is prepared
after careful research and comparing prices to get the best.
You would need to consider ways of cutting costs while also ensuring that you meet the
needs of the client as well as meeting the standards expected of your organization.
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This budget must include all costs, with regard equipment, labor and everything else.
You then need to try and always stick to the budget, although it's always best to leave
some allowance for a few 100 dollars for any additional expenses that may arise.
(4) Requirements Coverage:
Another goal of a project manager involves meeting all requirements of the client. You
would need to therefore have all specifications at hand, and go through them every
once in a while to ensure that you are on track.
If there is confusion as to any requirements, it would be best for you to get them cleared
at the very beginning.
(5) Team Management:While you would have to ensure that all aspects of the project are maintained, you are
also responsible as project manager for the happiness of your team.
You need to keep in mind that it is the incentives and encouragement provided to them
that will make them work harder and want to complete the work on time, thereby helping
you reach your goals.
If the team members are unhappy with the way things are being carried out, productivitywill also in turn decrease, pulling you further away from achieving your goals. It is
essential therefore to always maintain a warm friendly relationship with them.
The communication within the team should be very effective. They should be willing to
voice out their opinions, while you listen to their suggestions and consider including
them in the project.
This is after all a team effort. Your goals with regard to the project are also their goals.
Conclusion:
The role of a project manager is therefore no easy task. It involves taking up a lot
of responsibility as each of the goals of the project must be met without
making too many sacrifices.
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If these goals are outlined to the project management team at the very beginning, there
in no way for the delivery of the goals to be delayed in any way as everyone will always
be aware of what they need to achieve and by when.
Q No.1(b)
Project Management - Project Life Cycle
The Project Life Cycle consists of four phases:
Define
Plan
Do It!
Close
Note: Depending on the project management method used, the project life cycle phases may be referred
to in other terms, such as:
Initiate, Speculate, Explore, Adapt and Close
Define, Plan, Execute and Deliver
ITS uses Confluence wiki spaces as a collaboration tool throughout the life of a project and as a
repository of project management (and other) information after a project closes.
The Project Office maintains a set of wiki templates/outlines which can be copied at the start a new
project. The templates are updated regularly with both clarifications coming from "lessons learned" and
assumption materials. At the start of a project, the wiki space is "tailored" to the work being undertaken.
To meet with a member of the PSO contact [email protected]; we will work with you to set up the most
appropriate wiki space for your project. Also, we'll ensure your project enters the ITS project system and
that the PM is aware of the project management requirements that may apply to the project.
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Define
In this phase, solutions to an academic or business opportunity are evaluated and the preferred approach is defined.
The project team decides what they intend to produce (deliverables) and how they will know they have completed the
project.
Participants involved in developing the project proposal and business needs documents include the
sponsor, business process owner(s), project manager, business analyst(s) and technical architect.
The Business Case precedes a project's definition and explains why the project is being initiated. Projects
can be initiated to create a final business case; in that situation, a Preliminary Business Case to confirm
strategic fit and business need, typically no more than one or two pages, sets the groundwork for a
project that will have a full business case as its result.
In larger projects, the completion of each software cycle deliverable provides a "gate" at which a decision
to continue to the next step can be made. In smaller projects, the steps may be combined or occur in
rapid succession. See size of projects and types of project risks to determine what templates and
examples you will need to follow: basic or full. Project management processes produce the following
deliverables during the definition stage of the project life cycle:
Basic Project
Project Charter
Governance Structure
Communication Plan
Risk Assessment
Budget Plan
Meeting Notes
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Full Project
Project Charter
Governance Structure
Statement of Guiding Principles
Team Contract
Communication Plan
Risk Assessment & Management Plan
Budget Plan
Meeting Notes
The final activity in the definition stage is launching the project. A "kick-off" meeting with sponsor,
business process owners and full project staff ensures that everyone is familiar with the business need
being addressed, the principles guiding the work, the development and project management method
being used and the overall release schedule. Professional development requirements are discussed in
terms of the skill development plan for the project during the planning; if required, training sessions are
scheduled very soon after the launch.
^ TOP ^
Plan
This is the phase of the project where the concept is verified and developed into a workable plan for
implementation. The objectives are defined along with the required deliverables.
The purpose of this stage is to develop the project management plans across the following areas:
1. Integration (Coordination, Planning, Change Control)
2. Scope
3. Time (Schedule)
4. Cost (Budget)
5. Quality
6. Human Resources (Staffing)
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7. Communications
8. Risk
9. Procurement
At this stage the core project team is formed. It includes the business process owner(s), project manager,
clerical support, business analyst, subject matter expert, technical architect, technical lead, programmer
and database administrator.
Key stakeholders or representative key stakeholders are consulted and advisory committees or task
groups are identified and formed.
Remaining skills and personnel requirements are identified and assignment or hiring proceeds.
Project management processes produce the following deliverables during the planning stage of the
project life cycle:
Basic Project
Scope Statement
Schedule Basic
Competitive Bids & Purchase Order
Communication Bulletins
Meeting Notes
Full Project
Scope Statement Risk Assessment & Management Plan
Budget Plan
Procurement Plan
Staffing Plan
Quality Assurance Plan
Plan for Managing Issues
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Statement of Intended Operations Organization
Schedules Full
Communications Bulletins
Meeting Notes
^ TOP ^
Do It!
This is the phase of the project where the project plan is carried out. Projects proceed in different ways
depending on the required project outcomes as well as the schedule, staffing and cost constraints. Project
management activity during this phase involves:
Keeping people informed about progress of the project, ensuring project priorities are understood and
translated into which activities are "in progress."
Monitoring the environment, anticipating problems and taking action to counter any issues affecting the
project scope, schedule or budget.
Reviewing change requests with the project team and recommending whether they will be done within the
project or not. Change requests may result.
Project management processes produce the following deliverables during the execution stage of the
project life cycle:
Basic Project
Meeting Notes
Status Reports (includes risk log)
Schedules
Issue Resolution Log
Project Delay Log
Full Project
Meeting Notes
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Status Reports (includes risk log)
Schedules
Issue Resolution Log
Project Delay Log
Change Requests
^ TOP ^
Close
The project process is completed and documented, and the finished product is transferred to the care and
control of the owner. The long-term objective is to build a project management repository to document
best practices, lessons learned, and examples of various documents that may be developed during a
project.
Project management processes produce the following deliverables during the closing stage of the project
life cycle:
Basic Project
Lessons Learned
Closing Report
Full Project
Lessons Learned
Closing Report
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Project Life Cycle - Project cycle management
The Project Life Cycle refers to a logical sequence of activities to accomplish the projects
goals or objectives. Regardless of scope or complexity, any project goes through a series of stages
during its life. There is first an Initiation or Birth phase, in which the outputs and critical success
factors are defined, followed by a Planning phase, characterized by breaking down the project intosmaller parts/tasks, an Execution phase, in which the project plan is executed, and lastly a Closure or
Exit phase, that marks the completion of the project. Project activities must be grouped into phases
because by doing so, the project manager and the core team can efficiently plan and organize
resources for each activity, and also objectively measure achievement of goals and justify their
decisions to move ahead, correct, or terminate. It is of great importance to organize project phases
into industry-specific project cycles. Why? Not only because each industry sector involves specific
requirements, tasks, and procedures when it comes to projects, but also because different industry
sectors have different needs for life cycle management methodology. And paying close attention to
such details is the difference between doing things well and excelling as project managers.
Diverse project management tools and methodologies prevail in the different project cycle phases.
Lets take a closer look at whats important in each one of these stages:
1)Initiation
In this first stage, the scope of the project is defined along with the approach to be taken to deliver
the desired outputs. The project manager is appointed and in turn, he selects the team members
based on their skills and experience. The most common tools or methodologies used in the initiation
stage are Project Charter, Business Plan, Project Framework (or Overview), Business Case
Justification, and Milestones Reviews.
2)Planning
The second phase should include a detailed identification and assignment of each task until the end of
the project. It should also include a risk analysis and a definition of a criteria for the successful
completion of each deliverable. The governance process is defined, stake holders identified and
reporting frequency and channels agreed. The most common tools or methodologies used in the
planning stage are Business Plan and Milestones Reviews.
3)Execution and controlling
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The most important issue in this phase is to ensure project activities are properly executed and
controlled. During the execution phase, the planned solution is implemented to solve the problem
specified in the project's requirements. In product and system development, a design resulting in a
specific set of product requirements is created. This convergence is measured by prototypes, testing,
and reviews. As the execution phase progresses, groups across the organization become more deeplyinvolved in planning for the final testing, production, and support. The most common tools or
methodologies used in the execution phase are an update of Risk Analysis and Score Cards, in addition
to Business Plan and Milestones Reviews.
4)Closure
In this last stage, the project manager must ensure that the project is brought to its proper
completion. The closure phase is characterized by a written formal project review report containingthe following components: a formal acceptance of the final product by the client, Weighted Critical
Measurements (matching the initial requirements specified by the client with the final delivered
product), rewarding the team, a list of lessons learned, releasing project resources, and a formal
project closure notification to higher management. No special tool or methodology is needed during
the closure phase.
Q2 b
What are the Five Conflict ResolutionModes?
When you understand how you handle conflict, you can begin to understand when your approach is
effective and when it is not. Then you can learn to adapt your behavior and draw from different conflict
resolutions styles as-needed. There are five conflict handling modes and one of these is your preferred
mode. These five modes come from the TKI or Thomas-Kilmann Conflict Mode Instrument.
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What is the TKI? The TKI is a questionnaire designed to measure how you tend to handle inter-personal
conflict. This is expressed using five modes (which we will cover next) and two dimensions:
Assertiveness This is the degree to which you try to satisfy your own concerns when faced with
a conflict.
Cooperativeness This is the degree to which you try to satisfy the other persons concerns
when faced with a conflict.
The TKI was developed in the early 70s by Kenneth W Thomas and Ralph H Kilmann. It was originally
developed as a research tool and has grown into a wonderful training tool. Now lets take a look at the five
conflict resolution modes:
Competing This mode is considered to be very assertive and very uncooperative. Sometimes the term
power-oriented is associated with this mode. This can be an individual who pursues their beliefs at
another persons expense, using whatever power is appropriate to win his or her position. Although there
might be some negative connotations to the way this mode is described, there are absolutely times when
it is the best and most effective way to resolve a conflict.
Accommodating The exact opposite of competing, accommodating is unassertive and highly
cooperative. You might neglect your own concerns to satisfy the concerns of another person. This could
be self-sacrificing, but it can also represent selfless generosity or charity or obeying orders when you
would prefer not to.
Avoiding This is unassertive and uncooperative. You are not pursuing your concerns, you are not
pursuing the concerns of the other person, and you are not addressing the conflict. You might be doing
this for diplomatic reasons, or to wait until a better time or maybe you are withdrawing from a threatening
situation.
Collaborating This is assertive and cooperative and it is the opposite of avoiding. You attempt to work
with the other person to find a solution that satisfies both your concerns. Together you dig into the issue
and identify both of your underlying concerns. You might work to understand each others needs and
perspectives so that together you can find creative solutions.
Compromising The middle ground in terms of assertiveness and cooperativeness. Find a mutual
solution that partially satisfies both of you. You give up more than you would when you are in competitive
mode, but less than you would if you were accommodating. You address the issue more directly than
avoiding but you dont give it as much attention and analysis as you do with collaborating. This could be
splitting the difference, both of you giving ground etc.
Did any of the above resonate with you? You will find you have a preferred style but who you are dealing
with will impact your style too you might use a different style in different relationships. Remember, there
is a reason and a situation for each one of the modes, but your strength will come from understanding
your natural inclinations and then from learning how to employ other modes when the time is right.
Q3 a
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Graphical Evaluation and Review Technique, commonly known as GERT, is a network analysis
technique used in project management that allows probabilistic treatment of both network logic
and activity duration estimated.
GERT
A procedure for the formulation and evaluation of systems using a network approach. Problem solvingwith the GERT (graphical evaluation and review technique) procedure utilizes the following steps:
1. Convert a qualitative description of a system or problem to a generalized network similar tothe critical path methodPERT type of network.
2. Collect the data necessary to describe the functions ascribed to the branches of a network.
3. Combine the branch functions (the network components) into an equivalent function orfunctions which describe the network.
4. Convert the equivalent function or functions into performance measures for studying thesystem or solving the problem for which the network was created. These might include either theaverage or variance of the time or cost to complete the network.
5. Make inferences based on the performance measures developed in step 4.
Both analytic and simulation approaches have been used to perform step 4 of the procedure. GERTE wasdeveloped to analytically evaluate network models of linear systems through an adaptation of signal flow-graph theory. For nonlinear systems, involving complex logic and queuing situations, Q-GERT wasdeveloped. In Q-GERT, a simulation of the network is performed in order to obtain statistical estimates ofthe performance measures of interest.
GERT networks have been designed, developed, and used to analyze the following situations: claimsprocessing in an insurance company, production lines, quality control in manufacturing systems,assessment of job performance aids, burglary resistance of buildings, capacity of air terminal cargofacilities, judicial court system operation, equipment allocation in construction planning, refueling ofmilitary airlift forces, planning and control of marketing research, planning for contract negotiations, riskanalysis in pipeline construction, effects of funding and administrative strategies on nuclear fusion power
plant development, research and development planning, and system reliability.
PERT
The Program (or Project) Evaluation and Review Technique, commonly abbreviated PERT, is a
model for project management designed to analyze and represent the tasks involved in
completing a given project.
definition -PERT
A PERT chart is a project management tool used to schedule, organize, and coordinate taskswithin a project. PERT stands forProgram Evaluation Review Technique, a methodology
developed by the U.S. Navy in the 1950s to manage the Polaris submarine missile program. A
similar methodology, the Critical Path Method(CPM) was developed for project management inthe private sector at about the same time.
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A PERT chart presents a graphic illustration of a project as a network diagram consisting ofnumbered nodes (either circles or rectangles) representing events, or milestones in the project
linked by labelledvectors (directional lines) representing tasks in the project. The direction of the
arrows on the lines indicates the sequence of tasks. In the diagram, for example, the tasksbetween nodes 1, 2, 4, 8, and 10 must be completed in sequence. These are called dependentor
serialtasks. The tasks between nodes 1 and 2, and nodes 1 and 3 are not dependent on the
completion of one to start the other and can be undertaken simultaneously. These tasks are calledparallelorconcurrenttasks. Tasks that must be completed in sequence but that don't require
resources or completion time are considered to have event dependency. These are represented by
dotted lines with arrows and are called dummy activities. For example, the dashed arrow linking
nodes 6 and 9 indicates that the system files must be converted before the user test can takeplace, but that the resources and time required to prepare for the user test (writing the user
manual and user training) are on another path. Numbers on the opposite sides of the vectors
indicate the time allotted for the task.
The PERT chart is sometimes preferred over the Gantt chart, another popular project
management charting method, because it clearly illustrates task dependencies. On the other hand,
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the PERT chart can be much more difficult to interpret, especially on complex projects.
Frequently, project managers use both techniques.
What is PERT?
PERT is also known as the Program (or Project) Evaluation and Review Technique. For those whowish to know what is PERT, it is a project management model which basically works towards
analysis and representation of the tasks that are a part of any given project. More specifically, PERTlooks into analyzing the different tasks which are included in a project in order to estimate the time
frames needed to complete each one. This in turn enables a project manager to determine theminimum time requirements for the entire project management life cycle to be completed.
As a result PERT tends to be heavily used in large-scale, one-time infrastructure and Research andDevelopment projects where the time factor holds greater relevance than the inherent costs; and
proves to be a valuable tool to reduce the redundancy in projects which involve multi-tasking.
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ROLES ANDRESPONSIBILITIESIt is important to have a defined formalstructure for the project and for the projectstaff. This provides each individual with aclear understanding of the authority givenand responsibility necessary for thesuccessful accomplishment of projectactivities. Project team members need tobe accountable for the effectiveperformance of their assignments andachievement of the project goals andobjectives.A successful project requires that the
project team have the authority to completea project, be participants (at some level) inthe planning process, have ownership andbuy-in to the project plan, and beresponsible and accountable for completionof the project.The roles and responsibilities of project
Pages
PROJECT MANAGEMENT
INTRODUCTION TO PM
WHAT IS A PROJECT?
WHAT IS A PROJECT FOR?
WHAT IS PROJECT
MANAGEMENT?
WHAT IS PMTOP
WHAT IS PRINCE 2
PRINCE 2
ISO 9000:2000
OVERVIEW OF PRODUCT
DEVELOPMENT STRATEGY
AND METHODOLOGY
USE IT AS THE PROVEN,
LOW-COST BASIS FOR
YOUR COMPANYS
METHODOLOGY
PROJECT PHASES AND THEPROJECT LIFE CYCLE
PROJECT PHASES AND THE
PROJECT LIFE CYCLE
STAKEHOLDERS
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participants will vary. The requirementsplaced on participants will be determinedand defined during the project planningprocess phase, however, the following is agood rule of thumb perspective:
On a large project, individual roleassignments may require full-timeattention to the function.
On smaller projects, role assignmentsmay be performed part-time, with staffsharing in the execution of multiplefunctions.
Tasking and individual responsibilitiesare often covered in theOrganizational Breakdown Structure(OBS) as activity assignments are
defined during the planning phase.Typically these assignments areshorter term and exist only to thecompletion of the activity deliverable.
The Project Team and StakeholdersA project team includes a diversecombination of people and skills who sharethe responsibility for accomplishing projectgoals.Stakeholders are individuals andorganizations who have a vested interest in
the success of the project. Theidentification and input of stakeholders helpto define, clarify, drive, change, andcontribute to the scope, cost, timing, qualityand, ultimately, the success of the project.To ensure project success, the projectmanagement team needs to identifystakeholders early in the project, determinetheir needs and expectations, and manageand influence those expectations over thecourse of the project.
Stakeholders on every project include: Organizational Management, who
define business needs, goals andobjectives of the project as well asdefining the policies and proceduresgoverning the project
The Project Manager, who hasultimate responsibility for project
ORGANIZATIONAL
STRUCTURE
SOCIAL-ECONOMIC-
ENVIRONMENTAL
INFLUENCES
PROJECT MANAGEMENT
PROCESSES
ROLES AND
RESPONSIBILITIES
MAKING PROJECTS WORK
CONCEPT DEFINITION
CONCEPT DEVELOPMENT
SYSTEM DESIGN AND
PROTOTYPE
SYSTEM DEVELOPMENTAND TESTING
SYSTEM DEPLOYMENT
SYSTEM OPERATION
ABOUT THIS IPMC
EXECUTIVE SUMMARY
SUMMARY OF PMMeeting
The Mission
Its why youre here
Align the Project Mission
with the Agencys Mission
What is your agencys
mission? What is the
relatKnow the Project
Stakeholders A strong
project mission can not be
created in a vacuum. Who
are the people with an
interest in the outcome of
the project? What aAmplify
the Voices of YourCustomers Who will be
paying for this project?
Who will actually be using
the systems and processes
being designed? Clarify
the business priorities of
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success The Project Team members, who are
responsible for managing theperformance of the project workactivities. These could include:
Project management staff Business development staff Subject Matter Experts (SME) Documentation (user and technical)
staff Training staff Technical staff Information Security Officer (ISO),
please see Appendix I for moreinformation on the duties of the ISO.
Leaders/decision makers
The Project Sponsor, who leads ingetting the need for the projectrecognized as well as providingfunding, enabling the resourcestaffing, and certifying the security ofIT applications.
The Customer, who is the person(s)or organization(s) using the product ofthe project and who determines theacceptance criteria for the product
Organizational Management
Organizational Management is responsiblefor the identification of the need andopportunity for a project, assessment ofproject risk, and the approval of theprojects feasibility and resources. They arealso responsible for establishing thestrategic plans and for validating thatprojects are consistent with customer andorganizational requirements. Managementprovides close oversight for high risk orhigh cost projects.
Management Roles and ResponsibilitiesGeneral Functions
Provide leadership and resources toestablish and improve projectmanagement
Ensure that sufficient resources areavailable to conduct projects
Review/approve commitments to
these customers and their
criteria for success.
Actively and emphatically
communicate this
information. Do this for
customers inside theorganization as
welMaintain High-Level
Communication About the
Project Mission
Communicate steadily with
stakeholders and
customers throughout the
project. This will help to
manage their expectations
and requirements overtime. Design project
development so that
requirements and
expectations can be
reconfirmed at regular
junctures. Periodically
check to see that
stakeholders and
customers understand and
support changes, delays,
and new developments.
Strategies What do you
want to accomplish?Set
Realistic Business
Objectives What are the
common business needs of
the organizations that will
depend on the system?
What accomplishments
will be critical for the
project to be consideredsuccessful? Define project
boundaries at the outset,
and use this definition to
manage requirements
throughout the project. A
clear definition of business
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external entities (e.g., customers,vendors)
Ensure staff is properly trained inproject management techniques andprinciples
Project Initiation Select Project Manager and assist in
project team staffing Review/validate/approve project
charter Authorize and provide funding
Project Planning Verify that project goals and
objectives are defined Review/approve project plan, cost,
risk and establish management
reserves Provide management oversight as
predicated by review of the projectrisk analysis, risk response planningand project plan
Enable project staff availabilityProject Execution
Regularly conduct executivemanagement reviews and provideoversight
Project Control
Review project status and correctiveaction plans (if required)
Review/Approve changes affectingscope, timing, cost, and/or quality, asrequired
Project Close-out Validate project completion (goals &
objectives) Verify customer and sponsor
acceptance Review and close project
accounting/financial files Review project lessons learned and
post project reports for continuousimprovement action
Project Sponsor / Business SponsorThe Project Sponsor is usually a memberof the management team who will be therecipient of the projects end result (the
success will also help
ensure that project efforts
support the agencys
strategic plan. Define a
Sound Architecture Drive
Toward an Enterprise-WideBusiness Model Ensure
that the business model
meets business objectives
while remaining within the
projects scope. Publish a
detailed concept of
operations which
distinguishes clearly
among the business
model, the layout andrelationship of systems
and communications, and
the technical architecture.
These should be anchored
in an enterprise-wide IT
strategy.Implement
Systems Incrementally
Work toward a systems
implementation that will
deliver, in twelve months
or less, incremental,
useable levels of
functionality which support
specific business
objectives. The detailed
concept of operations
should explain how the
architecture will satisfy
these objectives and how
it will prioritize them. It
should also communicateresponsibilities for
implementing and
managing the
architecture. Coordinate
Technical Standards Which
standards are essential to
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product). The Project Sponsor is typicallythe head of a program area. This individualmakes the business argument for theproject to exist, controls the overall fundingof the project and defines the acceptance
criteria of the product. Many organizationshave directives such as InformationTechnology Security Certification andAccreditation which identifies securityrelated responsibilities for the SystemOwner. Please see Appendix I for moreinformation on Certification andAccreditation.
Sponsor Roles and ResponsibilitiesGeneral Functions
Articulate project and/or customer
requirements Validate that project requirements are
met Provide the necessary funding and
resources as appropriate Champion the project to provide
exposure and buy-in Communicate the sponsors views on
project progress and success factorsto the project team and otherstakeholders
Project Initiation Provide the strategic goals and
objectives of the recipient organizationand guidance to the project team toidentify the relevance and value of theproject
Develop project concept document Define sponsor and organizations
needs Obtain or provides funding for the
project
Document requirementsProject Planning
Review and approve the ProjectManagement Plan and managementapproach
Participate in planning sessionsProject Execution
Attend executive requirement reviews
ensure that the technical
architecture ultimately
supports business
objectives? Define these,
paying particularly close
attention to technicalinterfaces. Develop a plan
to ensure compliance with
architecture standards.
The technical architecture
must be documented to
ensure its consistency with
the overall agency-level
design. Gain Agreement
on the Project Plan The
project plan formallycaptures and documents
agreements among
customers, stakeholders
and project participants.
Secure an informed
agreement up front, and
maintain this agreement
throughout the project life.
This will ensure that the
project meets expected
results. This will also help
align the project with the
organizations business
plans and supporting IT
plans. Over time, manage
the project scope carefully,
since there will be a
tendency for different
areas of the project to
acquire their own
divergent momentum.People Understand the
project
participantsOrganizational
Leadership Listen to the
Customer and Create a
Vision The project sponsor
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Resolve escalated projectrequirements issues, removes barriersand obstacles to the project
Provide written agreement to projectrequirements and qualifying criteria
Project Control Attend and participate as needed at
Project Status Reviews and steeringmeetings
Attend change control meetings andreviews and approves change inscope, timing, quality and/or cost asimpacted
Project Close-out Provide representation or input to
lessons learned reviews
Sign off on project completionProgram Manager
The terms program and projectmanagement are often usedinterchangeably. However, within thisdocument the two terms and concepts areseparate and distinct. Programmanagement is defined as a group orseries of related projects and ongoingsystems/applications managed in acoordinated way to achieve resource, cost
and quality efficiencies not available toindividual projects. Programs generallysupport strategic goals and objectives,while projects may be more targeted infocus. The program manager hasresponsibility for the management of aseries of related projects and themanagement of the corresponding ProjectManagers.
Program Manager Roles andResponsibilities
General Functions Plan, organize, staff, direct, control andcoordinate Recommend composition of ownprogram team Own and guide the program Reward and recognize performance Is accountable for cost, schedule, quality
manages high-level
customer relationships,
translating key customer
expectations into a
practical vision for the
project. To be effective,this vision must be broadly
communicated. Commit to
the Project The most
frequent cause of project
failure is the lack of
involvement of the
organizational leaders.
Ongoing involvement is
crucial. It is critical to
structure the project insuch a way that go/no-go
decisions may be made at
highly visible milestones.
Leadership commitment
stabilizes the project so
that it can accommodate
changes over time.
Leverage the Existing
Organizational Structure
The roles and
responsibilities of the
project and its partners
are most effective when
they correspond with the
way in which the overall
agency is managed. For
example, in an
organization in which field
offices have a great deal
of autonomy, a centralized
approach to ITmanagement could bring
about unnecessary
conflict.Empower the CIO
The Chief Information
Officer (CIO) position
requires extraordinary
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and scope Resolve any outstanding issues
among the project teams that cannotbe resolved within the team
Is responsible for overall resource
allocation for Project Managersassigned to the program
Maintain ongoing communication withthe project managers from theprogram management levelperspective
Communicate project status to fellowprogram managers
Ensure IT applications are developedconsistently with the softwaredevelopment life cycle
Ensure projects are managed inaccordance with therecommendations for projectmanagement as outlined in theProject Management Guide
Ensure that IT security certificationand accreditation (C&A) requirementsare met.
Project Initiation Assign Project Manager and assist inproject team staffing
Review/validate/concur in project charter Validates and communicates individualproject objectivesProject Planning Verify that project goals and objectivesare defined Verify that project is aligned with thestrategic goals of the program Review/concur with project plan, cost,risk and establish management reserves Provide guidance in cost and schedule
development Ensure project staff availability Conduct routine program planningsessions as defined by individualsorganizationProject Execution Conduct regular scheduled projectreviews
qualifications in both IT
management skills and
general management
skills. The CIO needs
authority and visibility to
guide the organization inkey decisions. The CIO
focuses on three things:
Synergy. Bring realistic
synergy to IT strategy by
focusing disparate IT
activities on their
contribution to the
organizations mission.
Ensure that business
objectives takeprecedence over
technological advances.
Direct architectural
compliance across the
enterprise. Create a formal
strategic IT plan that
reflects business priorities.
Sharing. Leverage the
centralized technical
authority to reduce
redundancy across
different organizational
units. Enable them to
share systems and data,
as well as IT training,
approaches, and other
commonly needed
resources. Coordinate a
coherent strategy for
commercial off-the-shelf
software. Seek to makethe enterprise
technologically
seamless.Support.
Establish complementary
managerial and technical
structures to provide
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Project Control Review project status and correctiveaction plans (if required) Review, concur and participate inmilestone review briefings
Review/concur in changes affectingscope, timing, cost, and/or quality, asrequired Prioritize any changes to project scopeProject Close-out Review whether stated improvements orbenefits were realized from the project Assure customer and sponsoracceptance is obtained Review and concur in projectaccounting/financial file closeout
documents Review project lessons learned and
post project reports for continuousimprovement action
Project ManagerThe MPM Master Project Manager hasoverall project responsibility. In order toachieve success, the Project Managershould work closely with the Sponsor withrespect to staffing requirements andfunding availability. The Project Manager is
responsible for completing the project ontime, within budget, and meeting the qualitycriteria and requirements.The Project Manager should be assignedas early as possible in the life cycle of theproject in order to establish projectownership and management responsibilityas well as to begin the development of theproject requirements from the ground up.
Project Manager Roles andResponsibilities
General Functions Comprehend and implement
organizational project policies andprocedures
Maintain project staff technicalproficiency and productivity, andprovide training where required
Establish and maintain project quality
support for critical
enterprise functions. Do
this in a way that provides
different organizational
units with the flexibility
they require.ProjectLeadership Select a Strong
Project Manager Empower
a central point of
responsibility for project
decisions, and clearly
distinguish this role from
functional program
management roles. Clarify
the risks which the project
manager is expected tomanage strategically.
"Leadership ability" is
difficult to articulate, and
even more difficult to find.
At a minimum, it includes
the following
characteristics: Drive.
Does the project manager
have a strong desire to
succeed? Ability to Build
Consensus. Can the
project manager get key
individuals to work
together towards common
ends? Ability to Take
Risks. Can the project
manager recognize
opportunities and find
ways to seize them? Ability
to Communicate. Is the
project manager able tocommunicate clearly and
convincingly to all parties?
Experience. Does the
project manager have a
track record of success?
Look for characteristics
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Identify and procure projectinfrastructure needs
Develop Project Charter and obtainapproval
Define project goals, objectives and
success criteria Identify and document project
constraints Identify and document project
assumptions Identify and secure project team
resources Serve as focal point for project
communications Develop and present Milestone review
briefings
Ensure that IT security C&Arequirements are met
Project Planning Develop Project Plan, tailoring the
IPMCS to reflect project needs. TheProject Plan should include theProject Charter, Scope Statement,constraints, assumptions, WBSdefining project deliverables, costestimates and project budget, majormilestones, schedule, resource
requirements, acquisition/procurementplans, risk analysis and responseplans, project team structure andcommunications plan. Also includedwill be the deliverables acceptancecriteria (quality metrics) and theacceptance process.
Develop the supporting plans such asscope, cost, risk, schedule, quality,resource, security deliverables,procurement and change
management plans Obtain stakeholder approval and
acceptance of the Project Plan Obtain organizational commitment
and support for completion of projecttask assignments, timing and quality
Establish baseline Translate documented requirements
and experiences that
relate directly to the
project at hand. Technical
Knowledge. Does the
project manager possess
demonstrated knowledgein the appropriate
technical fields? Sense of
the Big Picture. Does the
project manager
understand the project
from a broad business
perspective?Enable a
Cooperative Environment
Nurture cooperation
among members of theleadership, including the
project sponsor, functional
program manager, project
manager, contracting
officer and contractor.
Create a learning
environment which
attracts individual skills to
the table. Actively
encourage team members
to innovate by rewarding
judicious risk-taking.
Ensure Accountability The
project manager is
responsible for results.
Successful project
managers actively
encourage team members
to make minor challenges
known before they
become major problems.The project needs a "truth
culture" let the
messenger live. Stress the
importance of
accountability by
systematically introducing
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into appropriate SDLC documentation(e.g., requirements document)
Project Execution Manage and monitor day-to-day
activity and provide direction to team
members and supportingorganizations
Manage to and monitor quality targetsand goals (both project and product)
Manage and monitor risk responsestrategies
Disseminate project information andmaintain communication
Develop and update system securityplan and other security deliverables
Manage, or support, procurement
process and contract administrationrequirements
Project Control Develop and distribute project
performance reports. Regularly reviewproject status, evaluating performancecriteria (scope, cost, schedule &quality)
Develop and manage correctiveaction plans
Evaluate project performance and
initiate change requests as required(scope, cost, schedule or quality)
Participate in change control board toreview and approve product/projectchanges
Review project risks and establish riskresponse plans
Adjust project planning, as required,to include approved changes inscope, timing, cost or quality afterobtaining customer approval
Project Close-out Obtain customer and management
approval and acceptance ofcompleted product
Complete contract closeout Closeout open action items Develop post-implementation report Conduct lessons learned session and
constructive criticism into
current practices. One
recommended technique
is to outsource for
independent validation
and verification (IV&V)support. It is critical for the
executive leadership to
listen to IV&V advice.
Another technique is to
create an anonymous
channel for reporting
problems. Project Team
Members Get Whats
Needed to Succeed What
are the competencies ofthe team? How does the
staffing plan distribute
these competencies
against project tasks?
Assess the teams
particular strengths, then
get the additional
expertise needed. There
may be a need to
outsource for additional
skills to round out the
team. Balance the mix of
management and
technical expertise, and
the mix of contractor and
government personnel.
Distinguish between
critical strategic activities
and tactical activities.
Make use of consultants to
leverage the teamscapabilities. Keep the Core
Team Together Maintain a
commitment to the
integrity of the core team.
The project should include
the project manager, the
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