ProjectManagement

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Unit10

ProjectManagementProcess

Structure
10.1 Introduction 10.2 ProjectManagementReviewProcessGuideforCorporateandMajorIS 10.3 ProjectManagementReviewProcessScheduleandTimeline 10.3.1 10.3.2 10.3.3 10.3.4 10.3.5 10.3.6 ApplicableProjects ReportingSchedule ProjectManagementData ProjectFiles ReviewBriefings TerminationfromtheReviewProcess

10.4 ReviewTemplates 10.4.1 10.4.2 10.4.3 10.4.4 10.4.5 10.4.6 10.4.7 10.4.8 10.4.9 GeneralOverview StatusofActionItemsfromPriorReview ProjectStatus ProjectSchedule/.DecisionPoints DevelopmentFundingStatus EstimatedTotalCost MaintenanceFundingStatus ROI Exclusions

10.4.10 ProductStatus 10.4.11 IssuesandRisks

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10.5 PostReviewActivities 10.5.1 10.5.2 IssuesorConcernsRequiringAttention StatusofOpenItemsfromReview

10.5.3 CIOReports 10.6 Summary TQs AnswertoSAQsandTQs

10.1 Introduction
In thisunitthe conceptsofvariousprocessesin project management has been put together to demonstrate how actually a project managementdocument could be outlined with respect to a typical Project Management Process. The document has been put forth based upon the experienceofseveralorganizations&projectmanagers. In thisunit, therefore, we would attempt to understand Project ManagementProcess througha Documentationapproachbuildingtheconceptscoveredsofar.Varioussectionsandsubsections ofthisunitwouldcoveraspartoftheProjectManagementProcess,thefollowingkeyaspects:

a) ProjectManagementReviewProcessGuideforCorporateandMajorinformationSystems b) RolesandResponsibilities c) ProjectManagementReviewProcessScheduleandTimeline d) ManagementofProjectManagementData e) ProjectDocumentation f) Guidelinesforpreparingthebriefings g) ProjectSchedule/DecisionPoints h) PerformanceMeasures i) Issues and Risks, Planning for Project Surprises Coping with Risk, Risk Management Planning

LearningObjectives

1. Thekeyelementsofatypicalprojectmanagementprocess 2. ThekeyprocessElementswithintheindustry 3. Variousterminologiesandconceptsapplicabletopracticalbusinessprocesses

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4. Key Issues in an organization and address the same within a comprehensive Process
Document

5. ThewayatypicalProjectManagementProcessDocumentisdevelopedfromasetofBuilding
Blocks.

10.2 Project Management Review Process Guide for Corporate and Major InformationSystems
Project Management Review Process for Corporate and Major Information Systems was institutedtoreviewallmajorinformationsystemsindevelopment,enhancement,orproductionof a product or a service. These reviews provide a forum for bringing together key project stakeholders to communicate project status, plans, and issues to management and senior management,e.g.ChiefInformationOfficer(CIO),ChiefFinanceOfficer(CFO),etc.Theyarenot by theirnatureintendedto bedecisionmakingevents,but canserve as aforumfordiscussion andissueresolution.

ThisdocumentdescribestheProjectManagementReviewProcessforthecorporateandmajor information systems with the associated responsibilities, reporting requirements and tools, resources,andreferences.

10.2.1 Purpose
The Project Management Review Process for Corporate and Major Information Systems was institutedtoreviewallcorporateandmajorinformationsystems.Thisprocessisinconcertwith theframeworkoftheCapitalPlanningandInvestmentControl(CPIC)process.Itprovidesalife cyclereviewprocessfromsysteminceptiontoretirement,andacorrelationprocessbetweenthe CPIC processes and Enterprise Architecture (EA) processes i.e., Departmental Information Architecture, as well as other significant Departmental programs and projects. These reviews serve as a forum to raise issues and concerns that will impact the project and ensure that acceptableactionsorcorrectiveplansexistforaddressinganysignificantnegativeimpacts.

The Project Management Reviews provides information and insight to the CPIC Governance Group, the staff responsible for the funding, operation, integration and interoperability, architectural alignment, standards compliance, and other affected staff. The information and insight is necessary for understanding potential impacts to the project, other systems in the environment,andtotheinfrastructure.
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TheProjectSeniorManagementReviewrequiresmuchofthesamereportingofinformationas theProjectManagementReviewwiththekeydifferencebeingthenumberofprojectsreviewed. TheprojectManagementReviewisdesignedtocollectdataononeproject.TheProjectSenior Management Review is designed to enable Program Managers to report status information on multipleprojectstooneormoreseniormanagers,e.g.,theCIO,theCFO,andrelateddeputies. SeniormanagersmayalsoparticipateintheProjectManagementReview.

10.2.2RolesandResponsibilities
The following is a list of key participants and their responsibilities in the Project Management ReviewProcess.

a. ChiefInformationOfficer(CIO)conductprojectseniormanagementreviews,monitorproject progress,facilitateresolutionofrelatedprojectissues. b. Chief Financial Officer Approve investments in corporate / major information systems projects. c. Systems Owners develop or approve project deliverable, present project status, facilitate resolutionofprojectissues. d. Program Managers develop or approve project deliverables, approve changes to project scope,ensureprojectreporting,presentprojectstatus,conductprojectmanagementreviews, manageprojectfundingandauthorizeworkactivities. e. Project Managers performs day to day project management, develop project deliverables, prepare project management review and senior management review presentations, present projectstatus,manageresolutionofprojectissues. f. Corporate management Investment process Program staff Evaluate major information systemswhichreceiveCMIPfundingandpreparereporttothetop. g. Program Manager review and comment on project deliverables and work products, schedule and support the review meetings, provide support to systems owners and project managers,advisetheCIOandassociateCIOs h. Key project stake holders and other invited participants attend the review meeting, participateindiscussion,provideinputasappropriate.

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10.2.3.RelationshiptootherPrograms
Thereismutualbenefitforcorporateand majorinformationsystemsprojectteamsandmanyof the programs as a result of the information exchange generated by the Project Management Reviews.Throughouttheprojectlifecycle,projectstaffshouldcollaborateandcommunicatewith staff responsible for capital planning, information architecture, standards, information security, safety,configurationmanagement,riskmanagement,qualitymanagementandassurance.

The information exchange may address status, issued, process, requests, requirements, approvals, and assistance in the areas of project plans, schedule, budget, functional content, scope,staffing,infrastructureandoperations.

Corporate and major information systems are reviewed from their inception to retirement, i.e., throughout the Capital Planning and Investment Control (CPIC) phases of Identification, Selection,Control,andEvaluation.

SelfAssessmentQuestions1:TrueorFalse
1. Project Management Review Process for Corporate and Major Information Systems was institutedtoreviewallmajorinformationsystemsindevelopment,enhancement,orproduction ofaproductoraservice.

2. Thesereviewsserveasaforumtoraiseissuesandconcernsthatwillimpacttheprojectand ensurethatacceptableactionsorcorrectiveplansexistforaddressinganysignificantpositive impacts.

3. Thereisnobenefitforcorporateandmajorinformationsystemsprojectteamsand manyof theprogramsasaresultoftheinformationexchangegeneratedbytheProjectManagement Reviews.

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10.3 ProjectmanagementReviewprocessscheduleandtimeline
TheProjectManagementReviewProcessincludesthefollowingsteps:

a. IdentificationofprojectsthatwillparticipateintheReviews b. Developmentandadherencetoaquarterlyreportingschedule c. Compilationofstandardprojectmanagementdataintoapresentationdata d. Collection of detailed project files that support the information reported during the project
ManagementReviewsandmayberequestedforinspectionduringaformalaudit

e. ParticipationintheReviewmeetingswithanyrequiredfollowupactivities 10.3.1ApplicableProjects
Any corporate or major information system at any facility is a candidate for the Project ManagementReviewProcess.AmeetingwillbescheduledtointroduceandexplaintheProject Management Review Process and reporting tools. As candidate projects are added to the Reviewportfolio,theywillbeincorporatedintothenextreviewcycleschedule.

The program andproject managers of theinformation systems thatare includedin the Review portfolio are expected to comply with the process described in this guide. The program and project managers of information systems that are not being reviewed through the Project Management Review Process should also consider using this guide as mandates, that all informationtechnologyresourcesundergoamanagement,control,andreviewprocess.

Severalofthecurrentandfuturecorporateandmajorinformationsystemsinitiativeshavebeen identified in the Departmental information Architecture Program guidance series and in the Corporate Systems Information Architecture (CSIA) document. Infrastructure projects may be considered candidates for the Review process. Modernization plans are also sources for identifyingcorporateandmajorsystemsthatshouldbeincludedintheReviewportfolioorwhose systemownersshouldimplementandfollowthisprocess.

10.3.2ReportingSchedule: TheProjectSeniorManagementReviewsarescheduledevery
threemonthsinconjunctionwiththefiscalyear. Atablemaybepreparedtocontainthecolumns As of Date column indicates the last day in which information should be included for each

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reportingperiod, the BriefingDue Date columnprovides the date that an electronicversion of thebriefingisdue.

10.3.3ProjectManagementData
Legislative and regulatory mandates ensure that technology initiatives are implemented at acceptable costs within reasonable and expected time frames. The team ensures that investments in information technology are fully justified and aligned with agency missions and business needs. Agency CIOs have the responsibility to ensure coordination and tracking of investments.

Throughout the project lifecycle it is important to apply standard project management best practices,includingtrackingandreporting,toallprojects,regardlessofsize.Forsmallerprojects, stagesmaybecombinedand deliverablesreducedinscopeasappropriate.Forlargerormore complexprojects,additionsprojectplanning,tracking,andreportingactivitymaybeappropriate.

ForallprojectsidentifiedtoparticipateinprojectManagementReviewsthestandardsetofproject managementreportingrequirementsfitsintothefollowingfivecategories: i) GeneralProjectOverview ii) ProjectStatus iii) ProductStatus iv) IssuesandRisks v) ProjectUniqueInformation

10.3.4ProjectFiles
Asubstantialamountofprojectmanagementinformationthatisusefulthroughouttheinformation systemslifecycleshouldbegatheredinacentralprojectfilemaintainedbytheprojectmanager. All work products developed during the project lifecycle should be included in the project file. The project manager shouldverify that all pertinent project information and documentation are placedintheprojectfileonatimelybasis.Inadditiontobeingusefulinrespondingtoroutineand adhocrequestsforinformation,aprojectfileisinstrumentalincaseofinternalorexternalaudits.

Information about projects in the Review portfolio will be made available for addition to a corporateandmajorinformationsystemrepository.Thisrepositoryservesasadatabaseordata warehouseforstoringandaccessinginformation.InadditiontotheProjectManagementReview
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briefingslides,therepositoryisbeingusedtostoreotherinformationneededforreporting.The followinglistincludessomeofthedocumentsthatshouldbeprovidedfortheprojectsparticipating intheReviewProcess: i) ii) iii) iv) v) vi) Setofreviewcharts Supportingdocumentation(ifany) Handouts(ifany) ProjectPlan WorkBreakdownStructure Reviewmeetingnotes

Access to the repository is restricted to members of the staff responsible for the Reviews, responding to Congressional inquiries, and preparing federally mandated reports, and to the programandprojectmanagers.

10.3.5ReviewBriefings
TherearetwoformatsfortheReviewbriefings:FirstTimeandOngoing.TheFirstTimeReview is the initial briefing that occurs when a project is first added to the Review portfolio. All subsequentreviewsusetheOngoingReviewbriefingformat.Theprimarydifferencebetweenthe twoformatsistheGeneralOverviewoftheprojectthatispresentedduringtheFirstTimeReview (FTR). This information is omitted from the Ongoing Review briefings unless it has changed since the previous review. It is expected that some of thecharts in the First Time Review will need tobeincludedinthefirst Ongoing Review of theFiscal year sinceannualobjectives and fundingmaychangeatthestartofthefiscalyear.

Thebriefingcontentisdesignedtoaddressallofthepertinentinformationabouttheprojectata levelappropriateformanagementandseniormanagemente.g.,theCIO.

PreparationandelectronicsubmissionofeachbriefingtotheCIOisrequiredonaquarterlybasis. A facetoface briefing may not be required each quarter. The CIO will notify the system owner/program/projectmanagertoschedulethefacetofacebriefingsthatarerequiredforeach reportingperiod.

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Followingaresomegeneralguidelinesforpreparingthebriefings:
Thebriefing canbegiven by the project manager. Other project stakeholders or key personnel maybeinvolvedinthepresentation.Thebriefingsshouldfocusonthecurrentstatusandissues associatedwiththeproject.Twohoursareallocatedforeachbriefing.Participantsmayattendthe meeting in person. Program and project managers are expected to bring their senior managementtothequarterlybriefings.Seniorcontractormanagementattendanceisconsidered to be a good indicator of their interest in assuring their staffs are delivering good products. A detailedWBSshouldbeprovidedwiththepresentationcharts.

10.3.6TerminationfromtheReviewProcess
By mutual agreement between the CIO and the Program Manager, once a project has been implemented(i.e.,thesystemisinoperation),theprojectmaydiscontinuetheReviewbriefings.

SelfAssessmentQuestions2:Fillintheblanks
1. Throughout the project lifecycle it is important to apply standard project management best practices,including______andreporting,toallprojects,regardlessofsize. 2. ThefullformofCSIAis_______. 3. ThetwoformatsfortheReviewbriefingsare_____and______. 4. The_____arescheduledeverythreemonthsinconjunctionwiththefiscalyear.

10.4

ReviewTemplates

Each project Management Review meeting starts with an introduction of the facetoface and meetme call participants and an opportunity for general comments. The remainder of the Review meeting focuses on six categories of information General overview, status of action items from prior review, project status, product status, issues and risks, project unique information.

ElectronictemplatesareusedtoassistprojectstaffinthepreparationoftheProjectManagement ReviewbriefingsFirstTimeReviews,OngoingReviews,andSamples.

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The templates serve as a means of standardizing the reporting requirements and enabling a commonsetofcriteriaforevaluatingthehealthandprogressoftheDepartmentscorporateand majorinformationsystems. Presentersmaychoosetodeveloptheirownsetofslidesaslongastherequestedinformationis covered.

10.4.1GeneralOverview
This category sets the stage for the remainder of the information provided during the Review. Fourslidesareincludedinthisset.FortheFirstTimeReview,allfourslidesshouldbecovered. Insubsequentreviews,theslidesshouldbeincludedonlyifanyoftheinformationhaschanged. Slide 6 may need to be provided the first quarter of each fiscal year, since it documents the ObjectivesbyYearandisrequiredinOngoingReviews,ifinformationhaschanged.

10.4.2 StatusofActionItemsfromPriorReview
Thisslideprovidesaccountabilityandclosureforissuesoractionitemsthatwereraisedduring thepriorreview.IssuesandactionitemsarelistedintheReviewreportthatdistributedafterthe Review by the Staff. The project manager is expected to check this list in preparation for the currentreview,include alllisteditemsontheslide,andprovidethestatusofeachitem.Issues and action items that are closed during the period from the prior review to the current review shouldbereportedinadditiontoanyitemsthatremainopen.

10.4.3ProjectStatus
Theprojectstatuscategoryfocusesonthemanagementapproach(e.g.,schedule,cost,decision, points, ROI funding status) used for the project. Information presented in this category should cover:Theprojectplanincludesalogicallylaidoutschedulewithdatesforsignificantitemsand decisionpointsoverthecurrentfiscalyearaswellastheoutyears. Workoutdetailswrttoquestionasked Whathasoccurredduringthelastquarter? Whatwasaccomplishedincludinganychangesfrompreviouslyidentifiedprojectdeliverables (thebaseline?) Acceleratedorslippeddates? Any significantnewly identified/requested user requirementsand their impacts on schedule, costs,etc. Datesplannedtoachievetheprojectobjectives.
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The First Time Review slides for the Project Status section should be reviewed at the start of eachfiscalyeartodetermineifprojectchangeswarranttheirinclusioninthefirstquarterOngoing Review.

10.4.4

ProjectSchedule/DecisionPoints

The project plan and project schedule should demonstrate the inclusion of plans to address knownorlikelyobstacles,andidentifiedpointswheredecisionsorinvolvementbytheCIOorthe projectmanagersmanagementisnecessary.Itshouldincludeexpectedachievementdatesfor the item/activity performance metrics (overall project performance metrics), requirements, and reviewitems.

Critical decisions are defined Program and project Management for the Acquisition of Capital Assets,asformaldeterminationsordecisionsatspecificpointsinaprojectstagethatallowthe projecttoproceedtothenextstageandcommitresources.Includekeydecisionpointssuchas when theproject exits one stage andenters another thecontractor(s) comesaboard, datethe changeswillbefrozenforaparticularphaseofinstallation,whendeploymentand/orconversion tothenewsystemaretooccur,anddatethatthenewsystembecomesthesystemofrecord.

Anupdatedprojectplanwithaworkbreakdownstructureshouldbemaintainedthatcontainsthe details for the next 1218 months, and less detail for the outyears. The outyear breakdown shouldcontainthekey/majoritemsanddecisionpoints,asaminimum.Providethedetailedwork breakdown structure as background material for each review to handout as part of the presentationandtobepostedontheprojectmanagementreviewinformationrepository.

10.4.5 DevelopmentFundingStatus
Ifanyportionoftheprojectmovesintoproductionwhilemodulesarestillunderdevelopment,the slideshouldalsoincludefundingstatusforthemaintenancecosts.

10.4.6 EstimatedTotalCost
Thestandardrequirescapitalizationofdirectandindirectcosts,includingemployeesalariesand benefitsforemployeeswhomateriallyparticipateintheproject.TheCFOusesaWebsitedata collection system for tracking and documenting costs. The program/project manager is
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responsible for ensuring that capitalization costs are captured for the project. Capitalization should be projected in the business case and then captured and tracked for each year of the projectthereafter.FormoreinformationcontacttheCFOsoffice.

10.4.7 MaintenanceFundingStatus
Thisslideisusedtoidentifythemaintenancecostsandfundingsourcesfortheproject.Theintent oftheslideistohelpinforecasting,planningandjustifyingexpendituresformaintenanceofnew systems. Maintenance funding needs to be documented sand issues or concerns raised as quickly as possible. Display projected maintenance costs beyond development completion. Recordtheprojectmaintenancefundingbysourceforthenextsevenyearsoftheproject.

10.4.8 ROI
ReturnonInvestment(ROI)isthecalculatedbenefitthatanorganizationisprojectedtoreceivein returnforinvestingmoney(resources)inaproject.WithinthecontextoftheReviewProcess,the investment would be in an information system development or enhancement project. ROI informationisusedtoassessthestatusofthebusinessviabilityoftheprojectatkeycheckpoints throughouttheprojectslifecycle.

ROI may include the benefits associated with improved mission performance, reduced cost, increased quality, speed,orflexibility, andincreased customerandemployee satisfaction. ROI should reflect suchriskfactorsas theprojects technical complexity, the agencys management capacity, the likelihood of cost overruns, and the consequences of underor nonperformance. Where appropriate, ROI should reflect actual returns observed through pilot projects and prototypes.

ROI shouldbe quantified in termsofdollars and shouldincludea calculation of the breakeven point (BEP), which is the date when the investment begins to generate a positive return. ROI shouldberecalculatedateverymajorcheckpointofaprojecttoseiftheBEPisstillonschedule, based on project spending and accomplishments to date. If the project is behind schedule or overbudget,theBEPmaymoveoutintimeiftheprojectisaheadofscheduleorunderbudget theBEPmayoccurearlier.Ineithercase,theinformationisimportantfordecisionmakingbased onthevalueoftheinvestmentthroughouttheprojectlifecycle.

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Any project that has developed a business case is expected to refresh the ROI at each key projectdecisionpoint(i.e.,stageexit)oratleastyearly.

10.4.9 Exclusions
Ifthedetaileddatacollection,calculationofbenefitsandcosts,andcapitalizationdatafromwhich ReturnonInvestment(ROI)isderivedwasnotrequiredforaparticularproject,thenitmaynotbe realistic or practical to require the retrofit calculation of ROI once the project is added to the Reviewportfolio.

Insuchacase,itisrecommendedthatamemorandumofrecordbedevelopedasasubstitutefor ROI.Thememorandumshouldprovideabriefhistoryoftheprogram,adescriptionofthemajor benefits realized to date with as much quantitative data as possible, and a summary of the processusedtoidentifyandselectsystemenhancements.

Someofthemajorbenefitsexperiencedbysitesthatinstalledtheinformationsystemthatwould beimportanttoincludeinthememorandumare: a) Decommissioningofmainframecomputers b) Reduction/redirectionoflabour c) Eliminationofredundantsystems d) Abilitytomorecosteffectivelyupgradeallsiteswithonestandardupgradepackage.

In each case above, identify the specific site, systems, and labour involved in determining the citedbenefit. Identify any costs or dollar savings thatare known or have been estimated. The memorandumwillbeusedastoolforrespondingtoanyfutureauditinquiriesonprojectROI. FortheProjectManagementReview,itisrecommendedthattheprojectleaderreplacethetext ontheROIdocumentthrough

(1)anotestatingwhichstageofitscycletheprojectisin (2)Abulletedlistofthemostimportantpointsfromthememorandumofrecordand (3)acopyofthememorandumofrecordfortheReviewrepository.

In subsequent Reviews of the information system, the ROI slide can be eliminated form the package.Thereisonenotableexceptiontothisguidance.Anyinternalusesoftwareprojectin
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the maintenancephase ofitslifecycle that adds a new site or undertakesan enhancement or technology refresh that reaches the cost threshold established by Standard will need to satisfy capitalizationrequirements.Itrequiresallagenciestocapitalizeitemsacquiredordevelopedfor internaluseiftheexpectedservicelifeistwoor moreyears anditscostmeetsorexceedsthe agencys thresholdforinternal use software. The standard requires capitalizationofdirect and indirect costs, including employee salaries and benefits for both Federal and Contractor employeeswhomateriallyparticipateintheSoftwareproject.Programmanagersareconsidered to be the source of cost information for internal use software projects. If capitalization data is collectedfortheprojectinthefuture,theprojectwouldbeexpectedtocalculateandtrackitsROI.

10.4.10 ProductStatus
Theproductstatussectionfocusesonthetechnicalapproach,e.g.,systemarchitecture,project methodologyandprocesses,productquality,andrisksandissues.Productmeasurementsare used in quality assurance processes to project and measure product quality. These include defectreporting,testingstatus,andcustomersatisfactionmeasurements.

Performance Measures Performance measurements are usedinproject managementand

Performance Measurement is the ongoing monitoring and reporting of program accomplishments,particularlyprogresstowardspreestablishedgoals.Itistypicallyconductedby program or agency management. Performance measures may address the type or level of program activities conducted (process), thedirect productsand servicedeliveredby a program (outputs),andortheresultsorthoseproductsandservices(outcomes).Aprogrammaybeany activity,project,function,orpolicythathasanidentifiablepurposeorsetofobjectives.

CapitalPlanningandInvestmentProcessmustinstituteperformancemeasuresandmanagement processesthat actualperformance toexpected results. Measurements can bereportedatthe program and project level and include resource and cost goals, schedule and progress goals, tradeoffsandriskoutcomesproductqualitygoals,andcustomersatisfactiongoals.

Basiccategoriesofperformancemeasurementsinclude:

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Measuresofefforts:Effortsaretheamountoffinancialandnonfinancialresources(interms
ofmoney,material,etc.)thatareputintoaprogramorprocess.

Measuresofaccomplishments:Accomplishmentsmeasuresreportwhat wasprovidedand
achievewiththeresourcesused.Therearetwotypesofmeasuresofaccomplishmentsoutputs andoutcomes.Outputsmeasurethequantityofservicesprovidedoutcomesmeasuretheresults ofprovidingthoseoutputs.

Measuresthatrelateeffortstoaccomplishments: Efficiencymeasuresthatrelateefforts
to outputs of products or services. These indicators measure the resources used or cost (for example, in rupees, employeehours, or equipment used) per unit of output. They provide informationabouttheproductionofanoutputatagivenlevelofresourceuseanddemonstratean entitysrelativeefficiency whencomparedwithpreviousresults,internallyestablishedgoalsand objectives,generallyacceptednormsorstandards,orresultsachievedbysimilarentities.

10.4.11 IssuesandRisks
Anyexternalinterestsorissuesshouldbecoveredbytheprojectmanager.Issuesareexpected toberesolvedduringprojectteammeetingsorstageexits.Significantissueswhetherresolved or not should be documented and discussed at the project Management Review for lessons learnedpurposessothatthesamedifficultiesarenotrepeatedduringsubsequentenhancements orupgradesnorbyothercorporateormajorsystems,and solutionsaresharedthroughouttheDepartment.

Any project unique items that the program or project manager feels should be brought to the attentionofmanagementorseniormanagement,e.g.,theCIO.Theissuesorconcernsneedto beaddressedbytheCIOaswellasthestatusofotherprojectissuesorrisks.

Concerns/IssuesRequiringAttentionpresenttheissuesorconcernsthatneedtobeaddressed bymanagementorseniormanagement,e.g.,theCIO.Bringtotheawarenessofthoseconcerns orissueseitherabouttheprojectortheproposedsolutionthatmayberesolved.Thisinformation istypicallyidentifiedandraisedbytheprojectmanager.

ProjectUniqueInformation highlightanyadditionalprojectinformationtobe includedinthe ProjectManagementReview.

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OverviewofProjectStatusItspurposeistocommunicateavisuallyorientedthumbnailview of the projects status. The status will be reported as Green, Yellow, or Red, using the criteria documentedbelow. The data should be a cumulative representationof the project status. All parties present at the reviewshouldreachconsensusthatthisslidefairlyrepresentsthestatusoftheproject,asitwill beusedfor(upper)managementreportingpurposes.

SelfAssessmentQuestions3:TrueorFalse
1. EachprojectManagementReviewmeetingstartswithanintroductionofthefacetofaceand meetmecallparticipantsandanopportunityforgeneralcomments.

2. Thetemplatesserveasameansofstandardizingthereportingrequirementsandenablinga commonsetofcriteriaforevaluatingthehealthandprogressoftheDepartmentscorporateand majorinformationsystems.

3. The customer is expected to check thislistinpreparationfor the currentreview, include all listeditemsontheslide,andprovidethestatusofeachitem.

4. The program/project manager is responsible for ensuring that capitalization costs are capturedfortheproject.

5. Aprogrammaybeanyactivity,project,function,orpolicythathasanidentifiablemanager

10.5 PostReviewActivities
Once the Project Management Review has been conducted, follow up with program/project managersonanyissuesorconcernsrequiringattention,thestatusofopenitemsfromthereview, andCIOreportingactions,e.g.,reportstotheCIOCouncil.TheCIOmayalsorecommendquality assuranceanalysisbeconducted.

10.5.1 IssuesorConcernsRequiringAttention
The project manager is responsible for raising issues or concerns that require assistance or guidance to the attention of the CIO. These items should be communicated whenever they
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become known, and not held to the next Project Management Review. The CIO will assign appropriate OCIO staff available to help resolve open items. The program / project manager should communicate the status of these items in each quarterly reviews until the items are resolved/closed.

10.5.2 StatusofOpenItemsfromReview
The program/project manager is responsible for tracking the open items from the review and communicatingthestatusineachquarterlyreviewuntiltheitemsareclosed.Thesupportingthe schedulingofreviewswillcoordinatewiththeprogram/projectmanagerafterthequarterlyreviews tohelpensurethatnewitemshavebeencapturedfortrackingandactionbytheprogram/project manager.

10.5.3.CIOReports
ThestaffsupportingtheCIOQuarterlyReviewswillprepareasummaryreportaftereachProject ManagementReview.Thesummaryreportwillincludethefollowinginformation: i) ii) iii) iv) SummaryStatus OpenIssues/Items StatusPerformanceObjectives/Measures StatusofSchedule/Cost

Thesummaryreportwillbeprovidedtotheprogram/projectmanagertogainconcurrenceonthe content.ThesummaryreportwillbeusedbytheCIOwhenreportingstatustotheCIOCouncil.

10.6Summary
Inthisunityouhavelearntthekeyelementsofatypicalprojectmanagementprocessandthekey processElementswithintheindustry.Youhavebeenexplainedaboutthevariousterminologies andconceptsapplicabletopracticalbusinessprocessesalongwiththekeyIssuesinan organizationandaddressthesamewithinacomprehensiveProcessDocument.Youhavealso learntaboutthewayatypicalProjectManagementProcessDocumentisdevelopedfromasetof BuildingBlocks.

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SelfAssessmentQuestions4:Fillintheblanks
1. ________isresponsibleforraisingissuesforconcernsthatrequireassistanceorguidanceto theattentionoftheCIO. 2. ThestaffsupportingtheCIOQuarterlyReviewswillprepareasummaryreportaftereach _____________.

TerminalQuestions:
1. Explainindetailtheprojectmanagementreviewprocess. 2. Whatarethevariouspostreviewactivities 3. WhatisthesignificanceofreviewingROI.

AnswerstoSelfAssessmentQuestions:
SELFASSESSMENTQUESTIONS1 1True 2False 3False

SELFASSESSMENTQUESTIONS2 1Tracking 2CorporateSystemsInformationArchitecture 3Firsttime,Ongoing 4ProjectManagementReview.

SELFASSESSMENTQUESTIONS3 1True 2True 3False 4True 5False

SELFASSESSMENTQUESTIONS4 1ProjectManager 2ProjectManagementReview.

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AnswertoTerminalQuestions: 1. 2. 3. Refer10.3 Refer10.5 Refer10.4.8

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