draft 1

Consultancy services Project Management

Table of contents

1. Summary 5

1.1. Project Management Process 51.2. Sample flowcharts 111.3. Background of case study 12

2. Introduction 13

2.1. Background 132.2. Objective of this assignment 142.3. Document purpose and scope 142.4. Target audience 142.5. Related documents 14

3. Scope of Work 15

3.1. Project Scope 153.2. XYZ Departments 163.3. External Stakeholders of the XYZ 163.4. Project Scope Exclusions 16

4. Project Timeline 17

4.1. Project Start Date 174.2. Project Deliverables and Timeline 174.3. Deliverable Submission Format 174.4. Deliverable Acceptance Procedures 174.5. Payment Schedule 18

5. Project Governance Structure 19

5.1. Project team structure 195.1.1. XYZ 195.1.2. PKA 19

5.2. Project Steering Committee 195.3. Roles and Responsibilities for XYZ and PKA 21

6. Project Management 25

6.1. Risk and Issue Management 256.2. Project Review and Issue Resolution Procedures 25

6.2.1. Project Status Reports 256.2.2. Risk and Issue Management 266.2.3. Scope and Change Management 27

6.3. Project Communication 27

7. Project Logistics 29

7.1. Project Site and Infrastructure 297.2. Project Contacts 29

Appendix A. - Project Plan 30

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Appendix B. - Institutional Framework 31Appendix C. - Proposed high level implementation plan 32Appendix D. - Key features for success 33Appendix E. - Risk Mitigation 35

1. SummaryThe primary purpose of this document is to describe the framework that is used by the PKA Ltd in initiating, planning, controlling and executing, and closing construction projects. This document describes the methodology and references other documents, templates, and outlines that are used in support of the methodology.

By defining the methodology, this document is intended to provide a common point of reference for talking and writing about the practice of project management for construction projects within the PKA Ltd. This common basis is intended to increase the awareness and professionalism of those charged with the responsibilities defined in the methodology. The roles of the Executive Committee, Sponsor, Project Manager, Stakeholders, Technical and Business Leads and other team members are considered Critical Success Factors (CSF). A common understanding of the requirements and the rationale behind those requirements are key factors for improving project results.

For development of this document, an example of a company planning to develop a new IT masterplan for their organisation is been used.

1.1. Project Management ProcessThe different areas to be taken into consideration is summarised in the table below:

Project Management Process

Key Inputs Key Outputs

Initiating Process GroupDevelop Project Charter 1. Project statement of work

2. Business case3. Contract4. Enterprise environmental

factors5. Organizational process

assets

1. Project charter

Identify Stakeholders

1. Project charter2. Procurement documents3. Enterprise environmental


assets

1. Stakeholder register2. Stakeholder manage

ment strategy

Planning Process Group Develop Project Management Plan

1. Project charter2. Outputs from planning

processes3. Enterprise environmental


assets

1. Project management plan

Collect Requirements 1. Project charter 1. Requirements

2. Stakeholder register documentation2. Requirements mana

gement plan3. Requirements

traceability matrix

Define Scope 1. Project charter2. Requirements

documentation3. Organizational process

assets

1. Project scope statement

2. Project document updates

Create WBS 1. Project scope statement

2. Requirements documentation

3. Organizational process assets

1. WBS (Work breakdown structure)

2. WBS dictionary3. Scope baseline4. Project document

updates

Define Activities 1. Scope baseline2. Enterprise environmental


assets

1. Activity list2. Activity attributes3. Milestone list

Sequence Activities 1. Activity list2. Activity attributes3. Milestone list4. Project scope statement5. Organizational process

assets

1. Project schedule network diagram


Estimate Activity Resources

1. Activity list2. Activity attributes3. Resource calendars4. Enterprise environmental


assets

1. Activity resource requirements

2. Resource breakdown structure


Estimate Activity Durations 1. Activity list

2. Activity attributes3. Activity resource

requirements4. Resource calendars5. Project scope statement6. Enterprise environmental


assets

1. Activity duration estimates


Develop Schedule 1. Activity list2. Activity attributes3. Project schedule network

diagrams4. Activity resource

requirements5. Resource calendars6. Activity duration

estimates7. Project scope statement

1. Project schedule2. Schedule baseline3. Schedule data4. Project document

updates

8. Enterprise environmental factors

9. Organizational process asset

Estimate Costs 1. Scope baseline2. Project schedule3. Human resource plan4. Risk register5. Enterprise environmental


assets

1. Activity cost estimates

2. Basis of estimates3. Project document

updates

Determine Budget 1. Activity cost estimates2. Basis of estimates3. Scope baseline4. Project schedule5. Resource calendars6. Contracts7. Organizational process

assets

1. Cost performance baseline

2. Project funding requirements


Plan Quality 1. Scope baseline2. Stakeholder register3. Cost performance

baseline4. Schedule baseline5. Risk register6. Enterprise environmental


assets

1. Quality management plan

2. Quality metrics3. Quality checklists4. Process

improvement plan5. Project document

updates

Develop Human Resource Plan

1. Activity resource requirements

2. Enterprise environmental factors


1. Human resource plan

Plan Communications 1. Steakeholder register2. Steakeholder managemen

t strategy3. Enterprise environmental


assets

1. Communications management plan


Plan Risk Management 1. Project scope statement2. Cost management plan3. Schedule management pl

an4. Communications manage

ment plan5. Enterprise environmental


assets

1. Risk management plan

Identify Risks 1. Risk management plan 1. Risk register

2. Activity cost estimates3. Activity duration

estimates4. Scope baseline5. Stakeholder register6. Cost management plan7. Schedule management pl

an8. Quality management plan9. Project documents10. Enterprise environmental


assets

Perform Qualitative Risk Analysis

1. Risk register2. Risk management plan3. Project scope statement4. Organizational process

assets

1. Risk register updates

Perform Quantitative Risk Analysis

1. Risk register2. Project management plan3. Cost management plan4. Schedule management pl

an5. Organizational process

assets


Plan Risk Responses 1. Risk register2. Risk management plan


2. Risk-related contract decisions

3. Project management plan updates


Plan Procurements 1. Scope baseline

2. Requirements documentation

3. Teaming agreements4. Risk register1. Risk-related contract

decisions2. Activity resource

requirements3. Project schedule4. Activity cost estimates5. Cost performance

baseline6. Enterprise environmental


assets

1. Procurement management plan

2. Procurement statements of work

3. Make-or-buy decisions

4. Procurement documents

5. Source selection criteria

6. Change requests

Executing Process Group Direct & Manage Project Execution

1. Project management plan2. Approved change

1. Deliverables2. Work performance

requests3. Enterprise environmental


assets

information3. Change requests4. Project management

plan updates5. Project document

updates

Perform Quality Assurance 1. Project management plan2. Quality metrics3. Work performance

information4. Quality control

measurements

1. Organizational process assets updates

2. Change requests3. Project management


updatesAcquire Project Team

1. Project management plan2. Enterprise environmental


assets

1. Project staff assignments

2. Resource calendars3. Project management

plan updates

Develop Project Team 1. Project staff assignments2. Project management plan3. Resource calendars

1. Team performance assessments

2. Enterprise environmental factors updates

Manage Project Team 1. Project staff assignments

2. Project management plan1. Team performance

assessments2. Performance reports3. Organizational process

assets

1. Enterprise environmental factors updates



plan updates

Distribute Information

1. Project management plan2. Performance reports3. Organizational process

assets


Manage Stakeholder Expectations

1. Stakeholder register2. Stakeholder management

strategy3. Project management plan4. Issue log5. Change log6. Organizational process

assets




updates

Conduct Procurements 1. Project management plan2. Procurement documents3. Source selection criteria4. Qualified seller list5. Seller proposals6. Project documents7. Make-or-buy decisions8. Teaming agreements

1. Selected sellers2. Procurement

contract award3. Resource calendars4. Change requests5. Project management



updates

Monitoring & Controlling Process Group Monitor & Control Project Work

1. Project management plan2. Performance reports3. Enterprise environmental


assets



updates

Perform Integrated Change Control

1. Project management plan2. Work performance

information3. Change requests4. Enterprise environmental


assets

1. Change requests status updates

2. Project management plan updates


Verify Scope 1. Project management plan2. Requirements

documentation3. Requirements traceability

matrix4. Validated deliverables

1. Accepted deliverables

2. Change requests3. Project document

updates

Control Scope 1. Project management plan2. Work performance

information3. Requirements

documentation4. Requirements traceability

matrix5. Organizational process

assets

1. Work performance measurements




updates

Control Schedule 1. Project management plan2. Project schedule3. Work performance

information4. Organizational process

assets





updates

Control Costs 1. Project management plan2. Project funding

requirements3. Work performance

information4. Organizational process

assets


2. Budget forecasts3. Organizational

process assets updates



updates

Perform Quality Control 1. Project management plan2. Quality metrics

1. Quality control measurements

3. Quality checklists4. Work performance

measurements5. Approved change

requests6. Deliverables7. Organizational process

assets

2. Validated changes3. Validated

deliverables4. Organizational




updates

Report Performance 1. Project management plan2. Work performance

information3. Work performance

measurements4. Budget forecasts5. Organizational process

assets

1. Performance reports2. Organizational


3. Change requests

Monitor and Control Risks 1. Risk register2. Risk management plan3. Work performance

information4. Performance reports





updates

Administer Procurements 1. Procurement documents2. Project management plan3. Contract4. Performance reports5. Approved change

requests6. Work performance

information

1. Procurement documentation



plan updates

Closing Process Group Close Project or Phase 1. Project management plan

2. Accepted deliverables3. Organizational process

assets

1. Final product, service, or result transition


Close Procurements 1. Procurement management plan

2. Procurement documentation

1. Closed procurements


1.2. Sample flowchartsThe different phases that will be involved in the project development have been worked out with details already input. The main process flows can be further summarised by the following flowcharts:-

Project Initiation Project planning

Project execution definition of key knowledge areas

1.3. Background of case study

XYZ Group is a company engaged in the insurance services sector and has a wide network of local offices around the island with

a main head office in Port Louis. Due to the business which is flourishing, they have now to service a larger volume of clients and have found that their present IT system of services cannot cater for the increasing needs of the company. As a result, they have hired PKA to define an IT strategic master plan to define the changes to be made along with the most appropriate technologies to be adopted.

To be able to perform our work correctly and minimize failures in this project, we have used the project management framework and all the processes which we always apply to projects, thus making sure of a very high success rate and ensuring the acceptance of all the stakeholders involved in the project.

Project Governance StructureProject Governance Structure

2. Introduction2.1. BackgroundThe XYZ Group (XYZ ) intends to prepare an IT strategic Master Plan for harnessing Information and Communication Technologies (ICT) to enhance the operations and service delivery at the XYZ and local offices.

IT strategic plan is the provision and organisation of public services through new electronic channels. It involves the use of technology, particularly computer and communication development such as the internet, digital TV and mobile phones, to modernise and improve services.

We understand that the IT strategic Master Plan initiated by the XYZ aims at reviewing the actual processes and recommend appropriate ICT solutions in terms of suitable hardware as well as application, system software and communication facilities for a more effective and efficient use of IT within the XYZ.

The XYZ intends to reap the benefits of efficiency and effectiveness gains through IT strategic in terms of:

integrated service delivery through unique information collection using co-ordinated notions and administrative instructions, less re-encoding of information by electronic information exchange, functional task sharing concerning information management, information validation and application development, and availability of all services at any time, from anywhere and from any device

speed by providing same services in less time by reducing waiting time, promoting direct interaction with other institution and gaining real time feedback for the users, citizens and stakeholders

quality by providing same services to a higher quality standard, through and increased customer focus, transparency, comprehensive and secure service delivery

PKA recognises the importance of a more effective and efficient use of ICT for the institutional reforms and instilling good governance for the cause of efficient and effective service delivery. In view of this spirit, PKA shall assist the XYZ to conceptualize the IT strategic Master Plan through a well-defined approach as laid out in our Proposal. Based on our experience, we believe that IT strategic is a structural reform process involving customer centricity as well as re-engineering and integration of processes.

This section will set the idea behind the project briefly and the intended final goal to be achieved

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2.2. Objective of this assignmentThe IT strategic Master Plan would indicate the vision, mission and objectives of the XYZ and a proposal as to how the XYZ, its Departments as well as relevant boards/trusts will deliver their services electronically in line with IT strategic objectives.

It will also consist of an assessment of the current state of services being delivered and an analysis of the gap between the current state of services and the desired state and what approach and which solutions will be adopted to reach the desired state. In addition, the master plan will provide reliable information as to the ICT needs of the XYZ and its Departments and the channels, cost and time scale for the implementation of each computerisation project.

On approval of the IT strategic Master Plan by the Project Steering Committee and other key stakeholders, a Request for Proposal (RFP) will be launched for the implementation of the computerisation projects contained therein. The RFPs will address the core functionalities of each project proposed for the actualisation of the IT strategic Master Plan while maintaining security and confidentiality of information. The working interface between the XYZ and other external bodies and cross-departmental databases in terms of the similarity of information handled should also be taken into account in developing the respective projects of the IT strategic Master Plan.

This section will define the role that the work of the project manager is to do and set the broad expectations.

2.3. Document purpose and scopeThis document defines the scope of the project, project organisation structure, roles and responsibilities, control & reporting mechanisms and logistics for the project. The document is also intended to be used as a reference guide for management and governance of the project.

2.4. Target audienceThe target audience for this document includes:

• Members of Steering Committee set up by XYZ • IT strategic Master Plan Project Manager• XYZ Project Team• PKA Project Team

2.5. Related documents• PKA’s Proposal for Consultancy Services for the preparation of an IT strategic Master

Plan

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3. Scope of Work3.1. Project ScopeAs per the Request for Proposal for Consultancy Services for the Preparation of an IT strategic Master Plan, the scope of work includes the following activities:

1 Identify information needs (both internal and external) for the XYZ

2 Identification of collaborative strategies

3 A full assessment and evaluation of existing Information System and Communication Technologies (ICT) infrastructure for the XYZ , and local offices

4 Study the services delivered by the XYZ

5 Assessment of existing legal, institutional and regulatory framework and make appropriate recommendations.

6 Analyse existing procedures/processes and make recommendations for subsequent review.

7 To review the Social Security databases in the context of handling data and information for decision makers, stakeholders and public at large

8 Process maps with swim lanes with clear role allocations

9 Provide a central repository of data to get a 360 degree view of citizen

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Comprehensive Business Process Re-engineering of XYZ and its local offices

11

Propose alternative solutions and their feasibility (including cost-benefit analysis) for the proposed review of information systems

12

IT Strategy based on the Business Process Re-engineering exercise for the XYZ Group(XYZ ) and its local offices in view of targeting paperless operations and facilitating fraud detection

13

A comprehensive strategy for the planning, design, implementation and integration of e-governance master plan solutions. Such a strategy would include infrastructure requirements, project plans, staffing structures, deliverables, methodology, implementation schedules and budgetary requirements

14

Thematic interaction forums for social security stakeholders

15

Change Management on the multiple dimensions of people, process and technology

16

Make recommendations on the security aspect of the proposed system

16


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Development and replication of early warning systems

18

Work out human resource development programmes including training needs analysis, training of different category of staff and post training evaluation

19

Provide timeframes for the implementation of the IT strategic Master Plan

20

Work out cost estimates for the implementation of the IT strategic Master Plan and recommend funding mechanism (cost sharing model between the company, private sector and citizen)

21

Recommend how information could be disseminated on a website in a more effective manner. Development of a comprehensive e-contribution where payment can be done online.

22

Communication Strategies within the different departments as well as external entities

23

MIS and Statistical reports for decision making at management level within XYZ norms and standards

24

Advise on the setting up of the implementation mechanisms – how to involve different stakeholders, setting up of steering committee, etc

25

Recommendation of an institutional framework that would help operationalise the ICT initiatives recommended in the plan and also facilitate the adoption of further enhancements required

26

A comprehensive outcome-based monitoring and evaluation process for recommended initiatives

27

Prepare “Request for proposals” for implementation of the IT strategic Master Plan solutions according to the standard bidding documents of XYZ group

3.2. XYZ DepartmentsWe understand that the departments concerned with the IT strategic Master Plan are as follows:

Core Departments Supporting Departments

1. Retirement Pensions 2. Contributions collections

1. Human Resources

3. Claims department 2. Financial Operations

4. Investment Unit 5. Customer Relation Management

3. Procurement and Supply

<< List of core and sub-departments to be confirmed by the XYZ >>

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3.3. External Stakeholders of the XYZ The stakeholders identified for the XYZ are as follows:

<< List to be provided by the XYZ >>

3.4. Project Scope ExclusionsPKA will not be responsible for the following:

Implementation of the IT strategic Master Plan Solutions proposed Implementing the changes proposed as part of the Business Process Re-engineering

exercise Decision making on behalf of the XYZ Evaluation of proposals received after RFP preparation Formation of draft legal orders, application, audits amongst others Any activity not mentioned in the Scope of Work above. A maximum of 6 computerisation projects shall be proposed as part of the IT strategic

Master Plan

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4. Project Timeline4.1. Project Start DateThe official start date for the preparation of the IT strategic Master Plan for the XYZ shall be considered as XX Month XXXX (T).

4.2. Project Deliverables and TimelineThe deliverables for the Project and timelines for submission of deliverables are specified in Table below.

S.No Deliverable Submission Date

1. Inception Report T + 2 Weeks

2. Interim IT strategic Master Plan T + 6 Weeks

3. Final IT strategic Master Plan T + 8 Weeks

4. Request for Proposal for the implementation of the IT strategic Master Plan Solutions

T + 10 Weeks

5. Progress Reports T+4 Weeks, T+8 Weeks, T+12 Weeks

4.3. Deliverable Submission FormatAll deliverables shall be submitted to the XYZ in editable version, along with one hardcopy of the deliverable to facilitate the review process. The mode of submission of the soft copy shall be by e-mail by PKA Project Manager to the Project Steering Committee. The hardcopy shall be delivered to the Office of the Project Manager.

4.4. Deliverable Acceptance ProceduresThe acceptance criteria for deliverables shall be:

• Coverage of Scope of Work as defined in Section 2.1.• Submission in the prescribed submission format.• Any additional acceptance criteria for any deliverable shall be mutually agreed upon at

least four weeks before the submission of the concerned deliverable. PKA shall develop and submit the deliverable as per such agreed standard format or acceptance criteria.

• Unless a different period is agreed upon in writing by XYZ and PKA, XYZ Project Manager will notify PKA, in writing within ten working days of its receipt of any deliverable from PKA under this Project, whether or not the deliverable is accepted. The deliverable shall be deemed accepted after 10 days from submission date.

• If the deliverable is not accepted, the notice will specify in reasonable details the reasons that the deliverable fails to meet the requirements described in the Contract between XYZ and PKA in all material respects. Acceptance by XYZ will not be unreasonably withheld. The passage of ten working days without notice of non-acceptance by XYZ , or use by XYZ of the deliverable, will constitute acceptance by XYZ of the deliverable.

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• In case of reported failure to meet the agreed criteria, PKA will take reasonable measures to remedy such failure and offer the revised deliverable for acceptance by XYZ . After two rounds of such amendments by PKA to a particular deliverable, the matter shall be escalated to the Steering Committee which shall meet to resolve the reported issues within one month of its escalation.

4.5. Payment ScheduleThe fees to be paid to PKA shall be as per payment terms specified in the Conditions of Contract in the Request for Proposal Procurement Reference No. XYZ /RFP 68/2012. PKA shall submit invoices for the Project fees as per the milestones listed below:

S.No Milestones as per which invoices for fees shall be raised by PKA % of fees to be paid

1. Upon signature of agreement and on submission of a bank guarantee valid up to final payment

(30%)

2. After presentation, submission and endorsement of final report for consultancy services for the IT strategic Master Plan and on submission of bank guarantee valid up to final payment

(40%)

3. After presentation, submission and endorsement of final RFP (30%)

PKA would raise the invoice on actual or deemed acceptance (refer Deliverable Acceptance Procedures in 3.4) of any deliverable. The XYZ will make payment on such invoice within 15 days of its receipt.

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5. Project Governance Structure5.1. Project team structure

The project personnel identified for the different roles depicted in the project team structure is shown in the table below:

5.1.1. XYZ S.No Role Name and Designation

1. Project Steering Committee Members Refer to Section 4.2

2. Project Sponsor CEO of XYZ Group

3. Project Manager

4. Representative for Retirement Pensions

5. Representative for Contributions collections

6. Representative for Claim payment

7. Representative for Investment

8. Representative for Customer relations

5.1.2. PKAS.No Role Name and Designation

1. Engagement Leader

2. Project Leader

3. Project Manager

4. IT strategic Subject Matter Expert

5. Quality Assurance

6. Functional Consultants

7. Technical Consultants

5.2. Project Steering CommitteeThe Project Steering Committee shall provide overall leadership to the IT strategic Master Plan Project. The Steering Committee shall consist of senior management personnel from XYZ , and shall also include the PKA Project Director as a member.

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Following are the members of the Steering Committee.

S.No Role Name and Designation

1. Chairperson of the Committee

2. Committee Secretary

3. XYZ Committee Members

4. PKA Committee Members

The Steering Committee shall compulsorily hold a meeting, at least once a month, to take stock of project progress. All the major open issues affecting the timely progress of the IT strategic Master Plan shall be discussed in the Steering Committee meeting. The Steering Committee shall function as an independent body and shall consider all the issues in an unbiased and objective manner.

The Steering Committee meetings shall be initiated by the PKA Project Director, by sending out an e-mail request to the Chairman of the Steering Committee. The Chairman of the Steering Committee shall in turn issue meeting invitations to the members of the Committee.

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5.3. Roles and Responsibilities for XYZ and PKA

XYZ Role Responsibilities Project

Involvement

Steering Committee • Providing overall guidance and strategy to the project in terms of its direction, objectives and progress.

• Review of project progress

• Ensuring timely feedback from XYZ on the deliverables submitted by PKA before PKA proceeds on to the next designated stage / phase of the Project.

• Review and approval of any Scope Change Requests (SCR), Deliverables, Time schedules

• Approving payments on PKA invoices which are pending over one month

• Resolution of other high level issues affecting the project progress

Part-Time

Project Manager • Provide supervision of the entire project

• Serve as a one-point contact between XYZ and PKA

• Be responsible for coordinating and ensuring timely sign-off by XYZ on the deliverables to be submitted by PKA from time to time.

• Be responsible for meeting the obligations of XYZ under the agreement.

• Jointly review and monitor the project progress on a regular basis with the PKA Project Manager.

• Keep the key stakeholders of the Project, in XYZ, fully informed of key Project issues on a fortnightly basis.

• Assist PKA Project Manager in resolving critical issues and provide sign-off on Scope Change Request Form.

• Co-ordinate on making payments to PKA on the submitted invoice within the stipulated time period.

• Co-ordinate the meetings of XYZ’s functional champions with PKA team and ensure full co-operation of XYZ officials in all such meetings.

• Provide functional inputs to PKA team on XYZ ’s specific business requirements

• Organise the appropriately skilled manpower from XYZ for the project as and when needed to complete XYZ ’s obligation under the Contract

• Organise Steering Committee meetings as per the agreed frequency.

• Attend all Steering Committee meetings and present an executive summary on the Project.

• Arrange for all infrastructure support (e.g. office space, access to Internet/telephone/printer facilities etc.) for the Project.

Full-Time

Representatives from each department of the XYZ

• Act as a one point contact for PKA and the XYZ for project issues specific to the XYZ

• Facilitate discussions with XYZ personnel for assessment and validation of To-be processes (interviews, questionnaire responses, workshops)

• Ensuring timely availability and correctness of the data from the XYZ

Full-Time

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PKARole Responsibilities Project

Involvement

PKA Leadership Team

• Initiate organization of Steering Committee meeting by sending request to Steering Committee Chairman

• Participate in Steering Committee meetings

• Define and control project scope together with XYZ Project Manager

• Provide direction to PKA team for overall project management

• Apply project experience, business judgment and experience

• Monitor overall progress to facilitate timeliness and adequacy of deliverables

• Monitor risk management aspects and project delays

• Address all resource planning issues for PKA resources

• Actively seek to resolve any issues that require senior management attention

Part-Time

PKA Project Management Team

• Overall responsibility for managing the obligations of PKA under this agreement

• Secure the appropriate resources for the project at the right time

• Keep the Project Manager of XYZ informed of all the Project issues on immediate basis.

• Work to facilitate that the scope is effectively controlled in accordance with the project definition

• Advise XYZ Project Manager for holding the Steering Committee meeting and suggest the agenda for such meeting.

• Follow-up on all the pending invoices with the Project Manager of XYZ

Full-Time

PKA Project Team • Timely delivery of the outputs.

• Reporting regularly to respective Project Manager on the Project progress.

• Keeping track of respective milestone sign-off by XYZ.

Full-Time

Function Group Function

Programme Manageme

nt Structure

IT team

XYZ Key Stakeholders

Advisory and Development Function

Identifying Application services that would be launched over the IT platform Major Major Major

Further enhancing the functional or technical requirements of the Application service as it evolves ( if applicable)

Major Major Major

Preparation and launching of the Request for Proposal (including the Terms of Reference) for the technology system

Major Minor Major

Evaluation of the responses and the award of the technology development work Minor Minor Minor

Overseeing the Application system development work whenever applicable. Major Major Major

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Function Group Function

Programme Manageme

nt Structure

IT team

XYZ Key Stakeholders

Meeting all technological requirements demanded by XYZ during the implementation Major Major Minor

Extending technology advisory service required for existing as well as planned social security services to be extended over the IT platform

Major Major Minor

Promotional Functions

Developing and following up on communication plans for theIT initiative for both the external and the internal participants.

Major Minor Major

Interfacing with any organised representation of the XYZ stakeholders, including the citizens and their representatives.

Major Minor Minor

Generating awareness of the IT initiatives at national levels. Major Minor Minor

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Support and Service Functions

Monitoring of Design, Development, Testing and implementation of the IT systems recommended above.

Major Major Major

Acceptance testing and usage of the systems. Major Minor Major

Reporting change requirements, enhancements and any shortfalls in the system

Major Major Major

Rectifying, wherever applicable, the shortfalls in the system. Major Major Major

Technology support functions including database maintenance and archival functions and system administrator requirements for the electronic services.

Major Major Minor

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6. Project Management6.1. Risk and Issue ManagementEffective risk management is critical for completion of the Project within the timelines and in line with the objectives of XYZ. This section identifies the major risks that may arise during the course of the Project, and specifies the possible mitigation measures that should be taken by XYZ and PKA.

S.No Risk Description Impact Risk Mitigation Measures1. Delays in as-is assessment due to

issues in scheduling appointments /meetings with XYZ personnel

Medium PKA Project Manager will communicate the appointment/meeting schedule for as-is assessment at XYZ to the Project Manager 3 days before the scheduled appointment/meeting. It shall be the responsibility of the Project Manager at the XYZ to ensure the availability of the XYZ personnel as per schedule.

2. The provision of accurate data is essential for designing the new processes and the IT strategic Master Plan. As data collection can be time consuming, delay in provision of data will cause delay in Project completion.

High PKA shall prepare the questionnaires for data collection and circulate the same to the XYZ and the XYZ Project Manager within two weeks of the Project start date. It shall be the responsibility of the XYZ department representatives and the XYZ Project Manager to ensure the availability of data within 1 week of the start date for as-is assessment stage.

3. Unavailability of XYZ project team for review and feedback owing to emergent or unforeseen reasons

High Suitable arrangements would be made to give feedback to PKA within the scheduled time as prescribed in the project plan. The project activities would not be dependent on such events and would proceed regardless after 10 days of submission of deliverable for review.•The inability to elicit feedback would not be considered a reason for non-completion of the project or to invoke any penalties resulting from project delay.

4. Change in XYZ stakeholders/ project owners

High Any change in scope resulting from a change in XYZ stakeholder or project owner shall follow PKA’s Change Management procedures to determine the materiality of the change and impact on the deliverables of the project.

Additional risks identified during the Project, will be brought to the notice of XYZ through the Risk and Issue logs (included in the Project Status Reports) and mitigated through the Issue Resolution Mechanisms detailed in the next section.

6.2. Project Review and Issue Resolution Procedures6.2.1. Project Status ReportsThe Reports that shall be prepared and circulated as part of the Project Review process are the following:

S.No Name of Report Responsibility Frequency Submitted to1 Project Status Report PKA Project Manager Weekly (T + 4)

Fortnightly (T+ 6)XYZ Project Manager & Project Steering Committee

2 Project Summary Report PKA Project Manager Monthly Project Steering Committee

A Project Status Report shall be prepared on a fortnightly basis and discussed with the XYZ Project Manager on to assess the progress of each activity scheduled for the past 2

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weeks and to plan for the following weeks. The Project Status Report will also include a discussion of any issues and problems.

The Project Summary Report shall be prepared on a monthly basis for the Project Steering Committee and provide a summary of the progress made during the previous month to the Steering Committee. Issues requiring intervention of Steering Committee shall be highlighted.

The formats for the Project Status Report and Project Summary Report are provided in Appendix B.

6.2.2. Risk and Issue ManagementThe risks to the Project were evaluated during the proposal development and updated during project start-up as summarised earlier in this document. To manage the risks and other issues that arise during the project, a Risk and Issue Management Procedure will be implemented. Risks and issues will be managed through the project using a maintained Risk and Issue Log discussed at progress meetings.

During the project, issues will occur which will be outside the boundaries of the project team to be able to resolve. The procedure described below will be used to address these problems to enable the smooth continuation of the Project.

Risk & Issue Reporting: Any team member or client staff may raise an issue or discover a risk and get it added to

the Issue Log as it arises. The Joint Project Management will investigate the issue and, if necessary, will update the

Issue Log with background information to place the issue in perspective. It shall be the responsibility of the PKA Project Manager to maintain the issue log in the

Project Status Report and Project Summary Report. The format for the issue log is provided in the Project Status Report/Project Summary

Report.

Issue Resolution & Risk Containment The first level of issue resolution will be discussions within the Project team and the XYZ

Project Manager. For complex issues the progress of resolution will be recorded in detail in the

corresponding Issue Report, and updated in the Issue log. The second level of issue resolution will be at the Fortnightly Project Status Report

Meetings with the Project Manager. Alternative solutions to the issue will be discussed and documented in the Issue Log at progress reviews.

The Project Managers will make recommendations, which will be documented in the Risk and Issue Log.

If the issue results in a Scope Change, then the Issue log will be submitted for background information as part of the Change Control process.

If the issue can be resolved without impacting contractual obligations then the Project Managers will sign-off the Issue Log by indicating the Issue resolution.

Issues not resolved within the Project team and Fortnightly Project Status meetings, shall be placed before the Steering Committee through the Project Summary Report. The decision of the Steering Committee on Issue Resolution shall be final.

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Issue Resolution MechanismsThe different levels of Issue Resolution are depicted below:

6.2.3. Scope and Change Management Any change in the scope detailed out in the Section 2.1 will be taken as a new requirement. This could result due to:

Enhancement to Functional or Technical Scope of Work Postponement of the major milestones in Project Plan Increase in resources, infrastructure Increase in planned Workshops / Training Sessions

The change shall be subject to the following process: A Scope Change Request (“SCR”) will be raised by XYZ Project Manager or PKA Project

Manager accompanied by suitable supporting documents PKA shall prepare a detailed estimate of man month effort to be required together with

an estimate of additional fees and likely impact on the Project Plan for each SCR Only on formal approval by XYZ of the SCR together with cost and time estimates, PKA

shall commence any work arising out of the SCR(s). On approval by XYZ, a new addendum containing the changes to the Contract between

XYZ and PKA shall be mutually signed. The addendum shall be added to the Contract, which together with the existing Appendices shall constitute the entire Contract.

6.3. Project CommunicationCommunication plays an important role in a Consultancy project which requires multiple levels of interaction, and it is very important to lay down the communication protocols between XYZ team and PKA Team. The following section outlines the communication methods to be used in this project.

Language of CommunicationEnglish shall be the language of communication for this Project.

Information RequestsInformal Voice communication is preferred for any information gathering, this will speed up the process. Members of the team are encouraged to have informal voice communication. Though this process is more effective it has a drawback of losing track of the information requested in long run, hence to mitigate this risk, the following procedure needs to be followed:

Any information request needs to be raised through a formal email addressed to the persons responsible for supplying the information and carbon copied to the project managers for follow up.

29

Project Steering Committee Decision

Monthly Project Summary Report

Fortnightly Project Status Report

Project Team


This information request needs to be logged and mentioned in the Weekly Status Report specifying the status of the Request.

Follow up can be through informal voice channels. The status of the request needs to be updated in the Weekly Status Report by the person

who raised the request. The Project Managers will review the log on a day-to-day basis and will take appropriate

follow-up actions.

Meeting Requests The request for Steering Committee meetings shall be placed by PKA Project Director to

the Steering Committee Chairman by e-mail, with at least a week’s notice. The Chairman shall issue invitations to the Steering Committee members.

Any meeting less than 15 minutes of duration involving 2-3 persons can be organized by the team members informally.

Meeting lasting more than 30 minutes duration involving larger participants needs to be organized only through invitations by XYZ Project Manager or PKA Project Manager.

Emergency meetings if any should be routed through XYZ Project Manager. Formal meetings require at least 24 hour’s notice.

Minutes of the MeetingAll formal meetings shall be documented using the Minutes of Meeting Format provided in Appendix B.

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7. Project Logistics7.1. Project Site and InfrastructureThe project delivery is divided into 3 phases as detailed in our Workplan. Depending on the component of the Project, work shall be carried out at PKA premises in Mauritius, or at the XYZ premises as mentioned below. XYZ shall provide the office working space for PKA employees including the physical space, access to Internet / telephone / printer facilities etc.

7.2. Project ContactsThe Primary contacts from XYZ Group and PKA for the Project shall be:

XYZ PKA

Contact persons XContact YContact Z

Contact AContact BContact C

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References

Association of Modern Technologies Professionals (2014) retrieved from http://www.itinfo.am/eng/project-management-body-of-knowledge-pmbok-guide/

32

http://www.itinfo.am/eng/project-management-body-of-knowledge-pmbok-guide/

Project Kick off

Study current Organisation

Mandates and Objectives

Analysis of Current

business s processes

Setup roadmap and

Implementation Plan

• Set up work plan• Kick off meeting with XYZ Project Management Team• Exchange of documents

Identify ICT Usage and People

Requirements

Perform Business Process Re -

engineering (B2C Focused)

Identification of major issues and

opportunities

Stage 0

Stage 1.1

Stage 1.2

Stage 1.3

Stage 2.1

Stage 2.2

Stage 3.0

Stage 3.1

• Interaction with the various units within XYZ to get an understanding of actual processes, technology and people dimensions

• Based on assessment perform re

-engineering of the

business processes with focus on service oriented towards B2C model. • Identification of gaps and improvement opportunities going forward

• Develop XYZ Vision and objectives for Master Plan• Identify suite of applications, infrastructure and capacity building initiatives• Defining institutional framework, change management and communication strategy requirements

• Prioritisation and agreement on the recommendations• Define action plan for - Master

Plan• Conduct working session to discuss the Master Plan

Prepare Request for

Proposal

Stage 4.0

• Prepare the Request for Proposal requirements for identified solutions

Present Core projects and

tasks

Establish and develop XYZ

Vision and Strategy

Stage 3.2

Stage 3.3

Project Closure

Stage 4.0

• Mitigate any residual matters• Sign off on deliverables• Project closure meeting with members of project steering committee

Analyze status and environmen

t

PHASE 1: ( ASSESS AND EVALUATE)

Design To

-Be Model

PHASE 2: ( ENVISION AND DESIGN)

Set up Implementation Roadma

p

PHASE 3: ( REALISATION AND CONSTRUCT)

Final Sign off on Project

PHASE 4: ( CLOSURE)

th Start

date END date

Error! No text of specified style in document.Exhibit heading 1

Appendix A. - Project Plan

33


Appendix B. - Institutional Framework

34


Programme Management

Structure (CIB)

Implementation Partner/

Integrators

E-Governance Advisory Committee

1 2 3 4 5 6 7 8 9 10

MeA

App

licat

ion(

W1)

Dat

a Cen

tre /

Faci

lity

Chan

nels

: Cal

l Cen

tre

MeA

App

licat

ion(

W2)

Com

mun

icat

ion

Dig

ital S

igna

ture

Chan

ge M

anag

emen

t

Com

mun

icat

ion

Mgm

t

Trai

ning

and

Awar

enes

s

Oth

ers

MSS Functional Units as relevant for

different projects identified

Composite Team

Key MSS Stakeholders

Full Time Project Mgt Resources

Subject Matter Experts

CISD

35

Project Advisory Commitee

Program Management Structure –

IT team Key XYZ stakeholders

XYZ functional Units - relevant for different identified

Implementation partner/int

egrator


Appendix C. - Proposed high level implementation plan

IMPLEMENTATION TASKS Wave Year 1 Year 2 Year 3 Year 4 Year 5

Q1 Q2 Q3 Q4 Q

1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q

1 Q2 Q3 Q4 Q1 Q2 Q3 Q

4

Constitution of Project Advisory Committe I

Constitution of Composite Team (CT) I

Project Management Structure I-II

Application Services Implementation I-II

Technology Infrastructure Ecosystem I-II

Digitisation of Records II

Change Management & Capacity building I-III

Impact Assessment I-III

Marketing & branding I-III

Channels of service delivery I-III

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Activity-time mapTrack specific time-activitymap

The assumptions inherent in the proposed timeline are: Data cleansing has to be performed prior to implementation of the new IT system. Timing for IT system going completely online shall be based on those proposed by IT services vendor and waves highlighted can be used as guidance. Program Management Structure shall be involved for supervising and monitoring the implementation phase. Based on Early Lessons learnt during the implementation, the assumptions are liable to change and appropriate corrective actions shall be built into the overall project plan by the

Program Management Structure and Composite Team.


Appendix D. - Key features for success

Imperative Description Purpose Priority When

1 Institutional Mechanism

Mandate to ensure successful implementation of program for XYZ. Shall exist for the entire duration of the program. Very High Immediate

2 Program Management Structure

Establish a central Program Management Structure for expert and professional support for management of day to day operations which is critical in a multi-vendor environment across multiple initiatives.

Very High ImmediateClearly define the timelines and outcomes of Project Management Structure(PMS)

In case, if PMS is established, define the transition and handholding plan which enables internal capacity building.

3 Capacity Building Create a vision & strategy group to ensure that organisational and leadership capacity is both developed and exploited

Very High Immediate

Create and operate a central knowledge management repository

Develop and implement XYZ-wide personnel policies related to capacity building including training, curricula development, promotion, salaries, etc

Collaborate & engage with private suppliers (especially ICT suppliers) and with educational / training organisations, for training and capacity building purposes

Coordinate internationally for exchange programs and study visits

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Imperative Description Purpose Priority When

Create a core group at central level in collaboration with PMS that shall create an organisation-wide pool of ICT resources available across all units, as needed, and develop and implement appropriate training courses

4 Common Policies and Standards

Define standard policies and guidelines including technical and operational manuals for internal and external stakeholders

High Short TermRefer to international best practices

Make development of these guidelines and standards as a mandate for PMS team

5 Branding and Marketing

Define strategy for marketing and branding

HighShort to Medium

Term

Engage a professional services agency for this activity

Develop customised campaigns for specific target groups

Initiate campaigns 2-3 months before launch of new system

Run sustained campaigns during the course of program

Use innovative concepts to engage with common citizens like “Create a tagline” for MSS program campaign wherein the best entry shall be recognised and given a prize by MSS. This shall result in default branding and awareness about the program amongst common citizens

6 Impact Assessment

Conduct Impact Assessment at 3 levels discussed above

Low Medium Term

Engage a professional services agency for this activity

Involve common citizens with this activity and declare the results of all the 3 surveys

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39


Appendix E. - Risk MitigationSr No

Risk Area Details Risk Rating Direct Impact Mitigation Measures

1

Inadequate attention by personnel from the different departments dedicated for the IT Implementation Phase.

It is critically important that the personnel from the different departments entrusted with coordination efforts within the department devote timely and adequate attention to the needs of his/her department.Existing end users or prospective users of IT systems may, in preference to their regular work, tend to defer.

High

Implementation Phase will get delayed.In case the system requires inputs from more than one department, coordination efforts may suffer.The end user may be disappointed with the slack in the process.

Appropriate individuals need to be selected for every department, and then adequately empowered and this should be communicated to all in the department.Proper selection of Program Managers would help in the initial phases.

2

Improper selection/ recruitment of the Project Leader and the Assistant Coordinator.

It is important that personnel with the right combination of skills, expertise and experience are chosen for the different roles and responsibilities recommended. Both these roles are of immense significance and require considerable amount of advisory, coordination, promotion and management inputs.

High

The development of e-Government at MSS will suffer directly, more so in the longer term when they have to identify fresh content and services to make the XYZ IT effort sustainable.Impact of any laxity will be directly not just on the users in the XYZ and XYZ’s stakeholders but also beyond the national level.

Selection process should be according to the criteria listed in the e-Governance Master Plan.An unbiased and transparent selection system should be followed with merit as the only determinant for selection.Key Performance Areas should be made clear.

3 Change in personnel in the team.

Since both the Coordinator and his deputy will have acquired considerable expertise, knowledge and inertia, it will be highly undesirable that there be a change in either of them.

High It will take time for any new individual to learn the ropes all over again, to commit to what his/her predecessor had promised.Successors may not own up to the predecessor’s commitments.Implementation and maintenance would

The IT project leader and his deputy should work in a cooperative and collaborative manner. They must, between themselves, distribute work in such a way that either of the two is fully able to meet the requirements of the team in the other’s absence.

40


Sr No


suffer.

In case of one of the two having to leave the team, proper handing over and transition management should be done so that the new incumbent is completely apprised of past proceedings.

4

Change in IT convener from the departments.

Since the convener will have acquired considerable expertise, knowledge and inertia, it will be highly undesirable that there be a change in them. Moreover any other person from these bodies may not honor the commitments made by his predecessor.

High

It will take time for new personnel to learn the ropes all over again, to commit to what his/her predecessor has promised.Successors may not own up to the predecessor’s commitments.In case of citizen-facing departments the e-Government services would suffer.

The same contact points need to be maintained with all user departments.Second-in-commands should be developed in every department.

5Improper selection of the Vendor

Since all systems to be developed would have a web interface, it is recommended that a single vendor be selected to develop the portal and the IT system that could constitute the XYZ initiative. To reinforce competencies however, vendors may associate with other organisations. The overall responsibility for the entire effort must vest with only one group.

High

Stakeholders in whom awareness will have been built may lose interest and it would be difficult to garner their support back.Content and services on the portal may be affected for reasons of delay, errors, etc. Implementation Phase will directly suffer.Page hits on the portal, necessary for the IT effort to be effective would not pick up to the requisite level.

Vendor should be selected based on a Quality and Cost based selection process that should accord appropriate weightage to firm’s experience, personnel proposed to be deployed, work plan and methodology and experience of similar assignments.Program Managers must be involved in the selection process. The bidding should be of the ICB (International Competitive Bidding) type.

6 Lapse in Continuity from the XYZ arising out of the non-formation of

There would be sometime between the closure of the Consulting Phase and the beginning of the implementation phase.

High Exercise would lose momentum.Committed deadlines will get derailed.Stakeholders may lose interest.

Program Managers could be deployed.Appropriately skilled staff from within XYZ can be identified and groomed by the

41


Sr No


the commitees

Project Managers to take up the monitoring role.

7

Non-fructification or incomplete fructification of partnership arrangements with other agencies and international parties

In the longer term citizen centricity would require that the XYZ portal be a one-stop shop for the e-services, even if multiple departments are involved in the delivery of the e-services. Any failure of partnerships would be detrimental for the project progress beyond the initial years

Moderate

Citizen-centric services may be irregular and untimely and may generally suffer.Data and information dissemination may also be irregular and untimely and may generally sufferPages hit on portal would suffer

XYZ should, from the beginning itself initiate talks with bodies outside of XYZ but with whom partnership arrangements are likely required to apprise them of the requirements.XYZ may also contemplate this inter-agency coordination be taken up by at the national level.Partnership arrangements required for such collaborative efforts should be captured in detail underwritten MoUs or any other equivalent arrangement(s) thought fit.

8

Non-attainment of a minimum awareness for the XYZ IT system and portal.

Attainment of a minimum level of awareness is a paramount requirement for the XYZ, since the success of the project critically hinges on this single feature. This is important in the light of the fact that multiple channels of service delivery, including the traditional ones, are required.

Moderate

Citizen and other stakeholders would keep resorting to the traditional ways of service delivery.XYZ’s internal stakeholders would lose interest.Page hits would not take an upward trend as expected.

Vigorous and pro-active measures towards promotion and awareness building by the e-governance Coordinator backed by the XYZ internal staff and led by the Chief executive himself must take place.

9 Attempting too much too soon.

There is a chance that in the over-eagerness to launch the project efforts, too much is attempted to be delivered and too soon without going into the realising of such

High The implementation may turn out to be unplanned and ad-hoc.The content and service delivery may not be properly tested and hence

The XYZ should as far as possible follow the implementation plan and guidelines recommended as part of this report.Any course corrections or changes to the

42


Sr No


efforts. may be susceptible to errors

same must be deliberated well within the agency itself before coming to a solution.If necessary, the XYZ may also consider having inputs from consultants for the same.

10

Inability or Delay in effecting the required changes in the processes to implement project.

Much depends upon the XYZ bringing into effect appropriate changes in its processes so that systems implementation do not run into the same problems as they have done earlier

High

Will become extremely unwieldy to do a project management and a subsequent successful roll-out of the solutions if the requirements captured are adhoc and fluid.

Resort to one of the implementation alternatives highlighted earlier. Expand the role of project manager to assist in this endeavour.

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