1st assignment of p.m

8/4/2019 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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Printable version

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


19/41

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


20/41

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


21/41

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


22/41

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


23/41

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


24/41

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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1st assignment of p.m

Documents