project management framework v6

PROJECT MANAGEMENT

FRAMEWORK

INFORMATION TECHNOLOGY

SERVICES

Version:Doc Security: PublicAuthor:Date:

Project Management Framework

Glossary

Acronym or Term Definition

AG Advisory Group. A group of people who advise on specific business issues.

BAU Business As Usual. Refers to the day to day operational environment and workloads.

CIP Capital and Infrastructure Plan. A Flinders University investment fund focused on strategic and innovation projects.

Framework A logical structure for classifying and organizing complex information”

Governance The method or system of management in the decision making process.

ICT Information Communication Technology.

IS Information Services, a portfolio in Flinders University.

ITS Information Technology Services, a division of Information Services.

ITSPS Information Technology Services Project Services.

Methodology A documented approach for performing activities in a coherent, consistent, accountable and repeatable manner

Plain English A writing style that uses clear, concise language that is free of jargon and formatted to be easy to read.

PMF Project Management Framework.

PMM Project Management Methodology. Based on Prince2 and used for complex projects within the ITS division of Flinders University.

Prince2 Projects in a Controlled Environment – Prince2 is a project management methodology created by the Office of Government Commerce UK.

Project “A temporary organisation that is created for the purpose of delivering one or more business products according to an agreed Business Case” Prince2

Document version: of 24

http://www.prince-officialsite.com/


Contents

Introduction..............................................................................................................................4

Project Work.....................................................................................................................4

Operational Work..............................................................................................................4

Objectives.............................................................................................................................4

Structure...............................................................................................................................4

Project and Project Management Principles............................................................................5

Project Principles..................................................................................................................5

Project Manager Principles...................................................................................................6

Project Life Cycle.....................................................................................................................8

Project Funding....................................................................................................................8

Project Costs........................................................................................................................8

Pre-Project Approval............................................................................................................9

Start Up..............................................................................................................................10

Initiation..............................................................................................................................11

Delivery...............................................................................................................................13

Closure...............................................................................................................................14

Project Methodologies............................................................................................................15

System Development Life Cycle............................................................................................17

Useful Links............................................................................................................................20

Revision History.....................................................................................................................21

Appendix A.............................................................................................................................22



INTRODUCTION

This document describes the Project Management Framework (PMF) to be applied to the delivery of projects for the Information Technology Services division of Flinders University. The Framework is based on Prince2 and the Project Management Institute Body of Knowledge (PMBOK) methodology and includes workflows, templates and guidelines.

Project Work

ITS projects vary in size and complexity and the PMF is designed to provide a consistent approach (the Project Management Process (PM Process)) to the delivery of all projects irrespective of size and complexity. The level of detail required for specific project management deliverables will vary depending on the size and complexity of projects.

It is the Project Manager’s responsibility to adapt project deliverables to suit the specific needs and circumstance of individual project whilst adhering to the PM Process.

Operational Work

Operational work encompasses work that is repeatable or routine and thus considered Business as Usual (BAU).

BAU work will be managed under the BAU processes and procedures and will be separate and distinct from Project Work.

There may be instances when BAU requires a project to be established in order to complete the specific BAU work. This may occur due to the size of changes required, resource unavailability or a combination of factors. In these circumstances a project will be established and run under the PM Process.

OBJECTIVES

The key objectives of the Framework are:

• To create a consistent project process to be used across the Information Technology Services Division

• To improve project efficiency, quality and success rate.

• To provide processes and procedures to ensure all project stakeholders have visibility of project performance to enable appropriate decision making.

• To reduce risk exposure through projects.

• To define clear roles and responsibilities in Projects.

STRUCTURE

The Project Management Framework consists of the following:

Project and Project Management Principles The Project Lifecycle. Project Management Procedures The Flinders University ITS Project Services website .


https://www.flinders.edu.au/its/information-technology-services/about-us/its-project-office/index.cfm


PROJECT AND PROJECT MANAGEMENT PRINCIPLES

This section contains a number of principles that are to be applied to project and project management within ITS at Flinders University. These principles are not intended to be an exhaustive list but they are intended to cover the major approach to be used in project management within ITS at Flinders.

The principles are to be adhered to by project managers in the running of projects.

PROJECT PRINCIPLES

1. Any work undertaken by the Project Services group will be run as a project, i.e. with the associated process and procedures and rigour relevant to the size and risk profile of the project. There is no BAU work undertaken by Project Services.

2. Each project undertaken by Project Services will have a unique identifier that will be a combination of the General Ledger Cost Centre and project code.

3. There will be one source of truth to record and report the financial status of every project.

a. The one source of truth is the Project Financial Report (PFR)b. The one source of truth must provide a complete financial position, i.e.

includes all procurement, labour (internal and external), expenses etc.c. The financial status must record actuals to date and estimated cost to

complete for every projectd. The financial status must be able to be recorded over time, i.e. the financial

position at each period (weekly, monthly) is recorded and can be reviewed at any time.

4. Projects will be delivered by a team of resources lead by a Project Manager.a. Project teams will be staffed by resources from the various domains (Client

Services, Infrastructure Services and Application Services) and external sources.

b. Project teams will be staffed by full time and part time resources.5. Each project initiated by Buildings & Property that requires ITS services will have an

ITS project manager appointed and be assigned to an ITS project. The relationship between B&P projects and ITS projects may be one to one or many to one (i.e. many B&P projects to one ITS project). This approach is to cater for small, low risk work requested by B&P that does not require a significant amount of management effort without compromising the Project Services quality of delivery.

6. Where possible the Project Manager and the delivery team will be co-located, i.e. sit together.

7. All team members will record actual time spent on defined tasks and provide estimate to complete values to enable the Project Manage to track and forecast effort and cost of projects. Updating of actuals and ETCs will occur regularly – ideally daily.Tasks to be tracked in this manner will be defined by the delivery schedule and as required by the Project Manager and be deliverable based, i.e. something has to be produced.

8. The project management approach to be applied to projects will be the same irrespective of the size of the project. The degree of detail and documentation created to define the operation of the project will be tailored to the specific needs of the individual project. For example every project must have a communication plan. For a small, low risk project the communication plan may consist of one line identifying the major stakeholder.

9. A security review is required to be undertaken by the Flinders security architect for each project at the Start Up, Initiation and Delivery phases. This review will take into account the Flinders Information Security Management Framework (ISMF) (currently in draft) and the Data Classification framework. The security review will also assess the risk associated with the implemented system.



10. The project manager is responsible for completing, for every project, project procedures and processes for each of the following areas;

a. Scope Managementb. Communication c. Risk and Issue Managementd. Configuration Managemente. Quality Managementf. Stakeholder Managementg. Procurement h. Human Resource Managementi. Delivery processj. Transition Managementk. Organisational Change Management

The intent here is not to be onerous but to ensure appropriate rigour is applied to the running of projects. Many of the procedures and processes, if not all, will have templates available to minimise the re-work and time required to produce the required documentation.

PROJECT MANAGER PRINCIPLES

1. The first point of support contact for Project Managers running of projects (the processes and approach to be used) is the Senior Manager, Project Services.

2. Project Managers are responsible for obtaining effort, cost and schedule delivery estimates for projects. In order to do this Project Managers must:

a. Involve relevant and appropriate resources (e.g. business representatives, technical staff, Associate Directors)

b. Estimates and delivery plans must be reviewed by independent people for content and process

c. All assumptions made in the creation of the estimates and delivery schedule must be documented and clearly explained to the relevant parties providing approval and relevant business representatives. Risks associated with assumptions and their mitigation plans must also be explained.

d. Estimates and delivery schedule must be approved prior to the commencement of a project

3. Project Managers are responsible for and will be held accountable for the delivery of projects to the agreed estimates and delivery schedule. This does not mean the Project Managers will be penalised in any way for cost or schedule over / under runs, however the Project Manager must provide;

a. reason/s for the any variation to estimates and / or scheduleb. action plans (including any risks that have identified due to the project

variations) to recover the project to the original approved estimate and schedule

c. reasons why the project can’t be recovered to the original approved state if this is the case

d. revised cost and schedule forecast that are achievable and the risks associated with not meeting the revised forecasts

4. Project Managers must provide regular status reporting on projects giving details of actual spend to date and forecast spend (effort and cost) and forecast delivery dates.

5. Project Managers must define a communication plan before the commencement of a project that identifies all stakeholders and how communications will be undertaken to these stakeholders. Project Managers must execute the communication plan.

6. Project Managers will define a delivery approach (methodology) to be used for each project. It is anticipated that there will be significant re-use from the standard Project Services methodology and from one project to another.

7. Resources required for a project are to be identified as part of the project planning stage. This planning is to include a role description and whether the individual will come from BAU teams or external source. This planning will require involvement of



BAU domains to ensure resource suitability and availability.If additional resources are required during the project appropriate planning as described over will be carried out to fill the identified roles.

8. Project Managers will have multiple reporting lines for any one project;a. To the relevant Associate Director or delegate. This reporting line is

concerned with the delivery of the project to agreed parameters, i.e. cost, schedule and resource requirements.

b. To the nominated business representative. This reporting line is concerned with delivery of the project to agreed parameters and meeting the business need.

c. To the Senior Manager, Project Services. This reporting line is mainly concerned with how the project is being run, processes used etc.



PROJECT LIFE CYCLE

The Project Life Cycle defines the journey a project takes from an initial recognition that a project is required to achieve some objective. The Project Life Cycle defines the major decision gates that are required to be passed in order for the project to continue. The process flows shown below depict the basic process that makes up the Project Life Cycle and the associated key stakeholders. Appendix A provides a one page summary of the Project Management Framework.

PROJECT FUNDING

The Project Life Cycle does not establish or set any guidelines for project funding. Funding for projects come from a variety of sources and those sources may be different for different projects and any one project may have more than one funding source.

Each project will obtain funds through the life cycle process. The funding sources are identified in the Project Management deliverables produced for each project.

PROJECT COSTS

Part of the Project Life Cycle involves estimating costs to complete the identified work associated with a project. Project costs are made up of a variety of things and the following is intended to be a guide to what is to be included in project costs and what is not to be included.

Consideration must also be given to the on-going costs, i.e. project costs and on-going support costs. The aim is to provide a total cost of ownership estimate when costing projects. The first year of on-going support must be included in the project costs, i.e. the capitalised cost for the project. Costs associated with on-going support past the first year of operations are to be estimated and included in any business case for the project but will be funded as an operating cost by the responsible ITS area, i.e. Applications Services, Infrastructure Services or Client Services.

Types of costs to be included in project estimates;

Any items to be procured for the project, e.g. software, hardware, services etc. External labour –any work performed for a project by resources not directly employed

by the University, e.g. contractors, or third party suppliers. Expenses, e.g. travel, books etc. Internal Labour – any resource that is directly employed by the University that

performs work on the project (with the exceptions of those roles listed below)

Types of Costs not to be include in project estimates;

Internal labour – specific governance roles associated with the project;o Project Board memberso Project Sponsoro Associate Directors



PRE-PROJECT APPROVAL

The first stage in the Project Life Cycle is the Pre-Project Approval stage which is concerned with reviewing the project request to determine if the request fits within and contributes to the Universities’ strategic goals. This determination is carried out by an Executive Sponsor. The Executive Sponsor can be:

Vice-Chancellor Deputy Vice-Chancellor (Research) Deputy Vice-Chancellor (Academic) Vice-President (Strategic Finance and Resources) Vice-President (Strategy & Community Engagement)

The Pre-Project Approval is the first key approval gate for a project and the approval means the creation of first half of the Project Management Plan (PMP), the Project Brief, can be undertaken.

If the Executive Sponsor does not approve the creation of the PMP the Senior Manager PS raises a risk or issue and manages the risk or issue to resolution.

If the project has originated from Building and Property then the Project request and Approval to create the PMP (Project Brief) is assumed, i.e. Building and Property have the approval to proceed and ITS is acting as a Sub-contractor to Building and Property.

At the end of this stage the project will be reported as;

Start Up Status is Creation of PMP (Project Brief) approved

No costs accrue to the project in this stage.

Diagram 1: Pre-Project Approval



START UP

Once the project has received approval to create the PMP (Project Brief) the Business System Owner and Project Manager are appointed.

The Project Manager plans the work to create the PMP (Project Brief) and secures the required resources. The ITS Governance may decide that a separate Business Case document is required for the project. In this case the Project Manager separates the Business Case from the PMP document.

Upon completion the PMP (Project Brief) is reviewed, updated and submitted to the ITS Governance to formal approval. ITS Governance is made up of:

Executive Sponsor Business Owner Vice-President (Strategic Finance and Resources)

This approval in the second major approval gate in the Project Life Cycle. Approval at this gate means;

the second half of the PMP; the Project Initiation Document (PID) can be created the cost incurred in the Start Up phase will be funded from capital funds the cost for the next phase (Initiation) will be funded form capital funds

The major consideration of this approval gate is whether the project is justifiable in terms of cost and delivery schedule to meet the business objectives.

If the PMP (Project Brief) is rejected then either additional work is undertaken to provide more information and the PMP (project Brief) is re-submitted or the project is cancelled. If the project is cancelled the Senior Manager PS raised a risk or issue and manages the risk or issue to resolution.


Initiation Status is Creation of PMP (PID) approved

Costs accrue to the project in this stage.

Diagram 2: Start Up



INITIATION

Once the project has received approval to create the PMP (PID) the Project Board is appointed. The Initiation stage includes the tender process if required. This stage usually involves some discovery, e.g. the tender process, which requires the PMP (project Brief) and or the Business Case to be updated. The Project Manager updates the PMP (Project Brief) and Business Case as required and completes the PMP (PID). These deliverables are reviewed and approved. Approval of these deliverables is provided by the Project Board as part of ITS Governance.

This approval in the third major approval gate in the Project Life Cycle. Approval at this gate means the project can commence the delivery stage. The major consideration of this approval gate is to confirm that the project remains justifiable in terms of cost and delivery schedule to meet the business objectives.

If the PMP and or Business Case are rejected then either additional work is undertaken to provide more information and the PMP and or Business Case is re-submitted or the project is cancelled. If the project is cancelled the Senior Manager PS raised a risk or issue and manages the risk or issue to resolution.


Delivery Status is Delivery




Diagram 3: Initiation



DELIVERY

Once the project has received approval to deliver the project create the PMP (PID) the Project Manager executes the project according to the approved process as defined within the PMP.

The Delivery stage includes the activities and associated approvals to transition the solution to on-going support and implement the solution into a production environment.

The Delivery stage concludes with the fourth and final key approval which is approval to close the project. This approval gate mean that all the required project deliverables have been formally accepted by the Project Board and the project objectives have been met.


Closure Status is Closure


Diagram 4: Delivery



CLOSURE

Once the project has been approved to close the Project Manager undertakes the project closure activities including transition to on-going support (BAU).

The Closure stage does not involve a key approval gate however the Senior Manager PS does approve the project closure to ensure all closure activities have been completed.


Closed Status is Closed


Diagram 5: Closure



PROJECT METHODOLOGIES

All projects undertaken by ITS will apply a common set of procedures. In addition to the procedures Project Services provide a Project Management Checklist that is to be used at the commencement of a project to ensure all relevant initiating and planning activities have taken place for the project.

In circumstances where an individual project requires a deviation from common procedures the Project Manager will create an alternative procedure and seek approval from the Senior Manager, Project Services and the relevant Project Board to use the procedure.

The tables blow list the Project Management procedure, checklist and tools and templates that are to be used by Project Managers in the management of project for ITS.

Project Management Procedure Location

Scope Management Procedure https://www.flinders.edu.au/its/information-technology-services/about-us/its-project-services/pmf/pmf-tools.cfm

Financial Management Procedure Refer Project Finance Report template.

Quality Management Procedure https://www.flinders.edu.au/its/information-technology-services/about-us/its-project-services/pmf/pmf-tools.cfm

Human Resource Management Procedure https://www.flinders.edu.au/its/information-technology-services/about-us/its-project-services/pmf/pmf-tools.cfm

Communications Management Procedure https://www.flinders.edu.au/its/information-technology-services/about-us/its-project-services/pmf/pmf-tools.cfm

Risk and Issue Management Procedure https://www.flinders.edu.au/its/information-technology-services/about-us/its-project-services/pmf/pmf-tools.cfm

Procurement Management Procedure https://www.flinders.edu.au/its/information-technology-services/about-us/its-project-services/procurement-processes-for-its/procurement-processes-for-its_home.cfm

Configuration Management Procedure https://www.flinders.edu.au/its/information-technology-services/about-us/its-project-services/pmf/pmf-tools.cfm



Checklist Location

Transition Checklist To be created for each project.

Templates Location

Project Request https://www.flinders.edu.au/its/information-technology-services/about-us/its-project-services/pmf/pmf-tools.cfm

Project Management Plan (incorporates the Project Brief, Project Initiation Document and Business Case)

https://www.flinders.edu.au/its/information-technology-services/about-us/its-project-services/pmf/pmf-tools.cfm

Procurement Templates https://www.flinders.edu.au/its/information-technology-services/about-us/its-project-services/procurement-processes-for-its/procurement-templates.cfm

Project Finance Report V:\Project Office\Project Management Process\Project Templates and Examples\02 StartUp

Project Status Report V:\Project Office\Project Management Process\Project Templates and Examples\02 StartUp

Change Request https://www.flinders.edu.au/its/information-technology-services/about-us/its-project-services/pmf/pmf-tools.cfm

Tools Location

Risk Management Toolkit https://www.flinders.edu.au/its/information-technology-services/about-us/its-project-services/pmf/pmf-tools.cfm

Estimating Toolkit V:\Project Office\Project Management Process\Project Templates and Examples\99 ProjectMgt



SYSTEM DEVELOPMENT LIFE CYCLE

The following table summarises the System Development Life Cycle (SDLC) to be used for application implementation projects. The table lists the major deliverables and who is responsible for them and who contributes to their creation.

SDLC - Applications

PM BA Business Reps

Technical / BAU

Solution Arch

Test Manager

Third Party Supplier

Stage Deliverable

Pre-Project Approval

Project Request FinalC R

Start Up PMP(Project Brief) Final R C C

Resource planning - for Start Up and Initiation Phases

FinalR

Business Analysis Plan

Final R C

Business Requirements

Draft R C

Non-Functional Requirements

Draft R C C C

Solution Design Draft C C R

Effort Estimates Draft R C C C C

Delivery Schedule Draft R C C C C

Project Costs Draft R

Security Review Draft R C C

InitiationPMP(PID) Final R C C

Resource planning - for Delivery

Final R


Final R C


Final R C C C

Solution Design Final C C R C

Effort Estimates Final R C C C C

Delivery Schedule Final R C C C C

Project Costs Final R

Delivery Approach Final R C C C C C

Supplier's specific requirements document

FinalR


DeliverySystem Architecture Final C R C

Requirements Trace Final R C C

Functional Spec (Use Cases, process re-engineering, Activity diagrams, data mapping, etc.)

Final

R

Integration Document

Final R C C



Integration tech spec

Final R C

Reporting Document

Final R C C C

Configuration document

Final R C

Test Master Plan Final C C C R

Test Cases Final C C R

Test Data Final C C C R

Defect Mgt Final R

Coded Components Final R R

Org Change plan Final C C R C

Org Change Material

Final C R C

Implementation plan

Final R C C C C

Transition Plan Final R C C C C

Training Material Final C R C

Training Final C R C C

Security Review Final R C C

Closure Close Document Final R



The following table summarises the System Development Life Cycle (SDLC) to be used for infrastructure implementation projects. The table lists the major deliverables and who is responsible for them and who contributes to their creation.

SDLC - Infrastructure

PM Business Reps

Technical / BAU

Solution Arch

Third Party Supplier

Stage Deliverable

Pre-Project Approval

Project Request (if non-Building and Property projects)

FinalC R

Start Up PMP(Project Brief) Final R C

Resource planning - for Start Up and Initiation Phases

FinalR

Business Analysis Plan

Final R


Draft R C


Draft R C C C

Solution Design Draft C R

Effort Estimates Draft R C C C

Delivery Schedule Draft R C C C

Project Costs Draft R


InitiationPMP(PID) Final R C

Resource planning - for Delivery

Final R

Business Requirements and Requirements Trace

FinalR C


Final R C C C

Solution Design Final C R C

Effort Estimates Final R C C C

Delivery Schedule Final R C C C

Project Costs Final R

Delivery Approach Final R C C C

Supplier's specific requirements document

FinalR


DeliverySolution Architecture

Final C R C

Requirements Trace Final R C

Test Master Plan Final R C C

Test Cases Final R C

Test Data Final R C C



Defect Mgt Final R

Org Change plan Final C R C

Org Change Material Final R C

Implementation plan Final R C C C

Transition Plan Final R C C C

Training Material Final R C

Training Final R C C

Security Review Final R C C

Closure Close Document Final R

USEFUL LINKS

Plain English

SA Government Plain English Guide Plain English good practice guide

Plain English Document Check Plain Language Australia document check

Reference Sites

http://www.prince-officialsite.com/ Prince2 Official website


ITS Project Services Website





http://www.prince-officialsite.com/

http://www.flinders.edu.au/isd-files/Project%20Office/PMF/Plain%20English%20Document%20Check.pdf

http://www.flinders.edu.au/isd-files/Project%20Office/PMF/plain_english_guide_SA_Govt.pdf


REVISION HISTORY

Date Version Name Comments

30/06/13 0.1 Peter Woolley Draft circulated for comment

30/6/12 1 Peter Woolley Updated from comments and final version issues.

12/8/13 2 Peter Woolley Updated with new procedures

21/10/13 3 Peter Woolley Added SDLC into document.

12/11/13 4 Peter Woolley Corrected errors in Delivery stage

22/7/14 5 Peter Woolley Updated Approval gates


APPENDIX A


project management framework v6

Documents