Process and Templates

The Project Management Office follows the industry standards of the Project Management Institute (PMI) and the Information Technology Infrastructure Language (ITIL) to provide project and service management. Project management methodology consists of five iterative processes to ensure successful definition of project intent and management of resources, scope, time, quality, and stakeholder expectations.

Process Overview

Initiation (chartering)

The project charter defines the strategic intent and high-level scope, requirements, timeline, resources and financial requirements of the project. The charter is the formal request made to the executive sponsor to authorize the project manager to plan and execute the project and utilize human and financial resources.

Templates

Process

  1.  Define strategic Intent -  Describe what will be done, when, where and most importantly why
  2. Define high-level requirements and measurable objectives - Define the measurable objectives that will satisfy the strategic intent and the expectations of stakeholders. 
  3. Identify personnel requirements and high-level cost estimate (if known)
  4. Propose a  project manager - The project manager is the individual who will manage the planning, execution, change control and closing  processes of the project. The project manager ensures appropriate scope, communication, documentation, risk, procurement, cost, quality and stakeholder management plans are created and followed to ensure project success.
  5. Sponsor authorization - The sponsor(s),  who provides funding and resources, signs the project charter and grants authority to the project manager to manage the project and the assigned human, financial and other resources required.

Planning

The project plan is performed before any work is performed. It describes the full scope of the project, major deliverable, how it will be managed, the full timeline and who will perform what tasks to ensure all requirements are met.

Templates

Process

  1. Establish oversight TeamThe functional and technical people who will provide governance and change control to ensure the intent of the project is satisfies the strategic intent and  business processes requirements.
  2. Establish project management team - The group of individuals who will develop the project plan and manage its execution. Often comprised of technical, functional and other subject-matter leads
  3. Select product, vendor or course of action - define, evaluate and select the course of action or product that will meet the project requirements. NOTE: Product review process must be followed for new software acquisitions prior to purchase and implementation
  4. Define Requirements – Specific, detailed measurable objectives that are prioritized and weighted, directly applicable to an RFI or RFP.
  5. Define Scope - Define specifically who will do what, when, where and how including deliverables, work breakdown and tasks.
  6. Implementation and long-term support staff requirements – Determine what short-term long-term support will be required to implement the project maintain the system and/or operations after the project is completed
  7. Develop the project schedule

Execution & Controlling

The execution process is when project work is performed per the project plan and deliverable are accepted by stakeholders. During this process the project manager and the oversight team monitor and control project work, making adjustments to the project plan as necessary. The Office of Information Technology utilizes ITDirect, its service management system, to track project schedules and work tasks during the execution process.

Closure

Upon the completion of all project work the project manager gains formal acceptance of all deliverable from the project sponsor(s) and provides the closure report and lessons learned to the governing body who will manage the IT system or administrative function long-term.

Templates 

Process

  1. Gain formal acceptance of project deliverables from stakeholders
  2. Document lessons learned
  3. Hand over the resulting project processes, functions and product(s) to a long-term governance and support team. Charter a new governance team if none exists